Candidate Hay Case Analysis

Unexpected occurrences take place that are negative, and these might be things which one does not have control over. Authors often use internal struggles as a mental imprisonment that one much conquers in order to achieve their full potential. In Hag Seed, Felix is backstabbed, kicked out of his job as the director of the Makeshiweg theater festival, and put on his journey to prove to those who betrayed him that they were wrong but most importantly he has to show himself that he can overcome the harsh obstacles of failure and rejection. The psychotic break Felix suffers after his termination, and Miranda’s death, motivates him to direct The Tempest, which ultimately heals him.

Themistokles' clever tactics and strategy emerged from his high quality leadership, as he carefully selected the positions

This leader has 3 distinctive qualities that have given him the abilities to do magnificent things. The first quality is his ability to make decisions. “Decision-making leaders are leaders are leaders who solve problems by making good decisions that result in lasting solutions” (Borek, Lovett, & Towns, 2005). I have seen him make very hard decisions, some decisions he has made I didn’t

Candidate Jordan delivered an in depth five paragraph order. SNC posted security ensuring that the safety of the fire team was not put at risk. SNC had a good initial plan and proceeded to move the fire team towards the objective. SNC moved the fire team through the woods with minimal opposition; SNC maintained communication and good dispersion. Upon receiving enemy fire SNC suppressed the enemy by assaulting the enemy. SNC pushed through the objective to ensure that all enemy were killed. However, SNC forgot about the weapons cache and commenced to conduct a hasty 180, followed by a consolidated 360, and then an ACE report. SNC, in his haste to complete the problem, completely forgot that the mission was not only to subdue the enemy

His team was the only team available that was fully trained and was always ready to go out and accomplish the mission. He was an example of the Mission First, can-do attitude by sacrificing his leave to help others when the Battalion needed a full honors team during block leave.

Candidate Hargrove did a great job during this evaluation. SNC’s brief was excellent. He covered every paragraph of OSMEAC, briefed with a high amount of confidence and was methodical in his issue. SNC had a clear plan going into the execution, and managed his fire team well throughout. SNC maintained a calm demeanor and bearing, even when he faced friction. He evaluated the problem at decision points, thought through the problem, and gave solid direction to his fire team. Candidate Hargrove was clearly in charge of his team, leading them with a powerful demeanor and confidence. Communication was outstanding within the entire team, and SNC fostered their actions as those of a cohesive unit. Candidate Hargrove was able to make decisions,

Candidate Suarez gave a detailed brief until he missed paragraph four and five in his order. SNC’s tasking statements were clear, detailed, and assigned to specific candidates, however they did not encompass the mission to completion. When faced with failure at his first attempt to complete the obstacle, SNC immediately developed and implemented a new plan, maintaining his team’s momentum and displaying a decisive bias for action. SNC’s ability to immediately develop new plans allowed him to keep his team moving toward mission accomplishment. While SNC had good command and communication with his team, he could have better positioned himself at the point of friction when his team started to become more spread out. Additionally, once the first

SNC gave a thorough 5 paragraph order that included details on the direction of attack and enemy movement, adjacent fire teams that where operating in the area, and a detailed scheme of maneuver that went beyond the evaluators brief. SNC communicated clearly and ensured that tasking’s, orders, and information provided was received by each fire team member by visually or verbally confirming with each member. SNC hastily came up with an initial plan that only outline “main effort move this way”. Security had to be prompted, to be posted, by the security element. SNC’s major point of friction was his movement up and over the wall. Most of his time was spent getting his candidates into position vice issuing the orders, supervising, and prompting

Harlequin Enterprises has been able to capture 80% of the series romance market. Our great existing strategy (see exhibit 1) has allowed us to be the biggest player in the series romance market. Now we face the opportunity to capture a rapidly growing market of single-title women 's fiction novels. I recommend that Harlequin aggressively pursue the single-title market, using its extensive back list collection to reissue novels by best-selling authors.

Abby did not correctly compute the cost of the Breeland Ltd. special order. Using ABC costing Abby correctly estimated all of the costs except for the markup cost. This caused her to overestimate the total price of the order. Rather than divide by the 80 percent, Abby should have multiplied by 80 percent to calculate the cost Breeland should be billed.

CPT Hodish performance was consistently outstanding during this period of rating as the Battalion’s Assistant S3. He served as the battalion's assistant S3 during this period, which included the period of State Activation for the 1,000 year flood response. . He is a top performers that demands and provides results which positively impacted this battalion with its ability to respond to domestic

Candidate Zamora’s command presence was average although he maintained a high tone of voice as he briefed his team. During the brie, he brought his fire team closer to him while maintaining security outboard. However, he was uneven through parts of his brief as he read through his notes but did repeat the mission to make sure his team understood. He controlled his team well during movement through the woods by constantly using hand/arm signals and adjusting their dispersion while on the move or during stops. He moved his team efficiently through the woods in the direction provided in the FRAGO; however, he did not adjust the team to move in the direction of the enemy making sounds to their right. Upon receiving fire from the enemy, the

As much as I would like to agree and support her emotionally, logically it is not as cut and dry. Pharmaceutical development in the United States, according to the FDA, is a five step process that starts with discovery and development in laboratories, followed by multiple rounds of research and testing, finally finishing with reviewing and monitoring for safety and efficacy. The development process is time and resource consuming and very expensive. What ‘t Hoen is suggesting is for pharmaceutical companies to patent their intellectual property to gain a return on investment in their R&D of anti-retroviral medications is morally wrong. She is compelling them to share patents from benevolence, the ethical principle of beneficence. Beneficence

I truly enjoyed reading the material for this week 's discussion. I found it fascinating to read how these people of passion were so revered as leaders. Something I found difficult while reading the stories of these various leaders was the details of what they did within their respective industries that made them successful. Although I recognize the importance of the details, I found myself continually fanaticizing about how the many different approaches would directly translate to the fire service. Because of the uniqueness of the fire service as an industry, I found it easier to relate to themes and concepts rather than the details. 'Strengths Based Leadership ' by Tom Rath and Barry Conchie For example Simon Cooper stated: "people create memories, not things. If we ask guests what color the carpet was in their guest room, they probably won 't know. The real value comes from the ladies and gentlemen (employees) who bring that hotel to life. Ten percent is the platform, but the rest is people. (Rath & Conchie, 2008, p. 43) As I read this I couldn 't help but think of the fact that our customers in the emergency response world (fire service) likely remember more about how we treat them than what uniform we wear or what kind of apparatus we arrive in, so long as we bring true caring and compassion to their bedside. In addition Cooper 's people over platform approach was obvious in this Rath & Conchie description: "then when he talked of the night-and-day difference that a

H.E.B, the 11th largest grocery chain in United States, started 30 years ago. When the company was started, it was a predominantly private label company. Recognizing the customer drawing power of national brands, H.E.B took crucial steps to build a strong national brand presence. HEB was known for its superior quality products, its customer service and a broad assortment of merchandise. Additionally the company’s focus on delivering on its promise of everyday low prices, especially to the low income households that it catered to, was amongst its most critical success factors.