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Nike's strategic direction when analyzed using the Ansoff Matrix and the Boston Consulting Groups' Growth/Share matrix strategic market planning frameworks illustrate the company's increasing reliance on branding,…

In completing an analysis of the Big Box Retailing industry of which Wal-Mart is the most dominant participate, the key factors of the industry's growth potential, industry profitability, degrees of risk in the…

Introduction – Nonverbal Communication The functions of nonverbal communication, according to Professor Mark Frank, include: a) nonverbal communication actually defines communication by "providing the backdrop for communication" (for example, a dimly lit room means communication should be subdued but a brightly lit room with cheerful colors offers a chance for loud talking, laughter and even frivolity); b) nonverbal communication can "regulate" how verbal communication takes place (when the listener nods that he has understood what the speaker has said, it is a cue for the speaker to continue talking); c) nonverbal communication "can be the message itself" because a simple smile indicates acceptance or happiness; a wave means goodbye; raising an index finger suggests "we're number one" and raising a finger to lips means please be quiet (Frank, 2012, pp. 6-7).

We currently live in a constantly changing and developing world which forces us to become more flexible and adaptable. Changes have become increasingly obvious at all levels of life, including the social, political,…

Goodwill Industries has a very good reputation around the U.S. And parts of the world as an organization that not only provides inexpensive clothing and other important personal and household items, but a big part of…

In a manufacturer's quest to manage its supply and demand chains, one simple word aptly portrays a certain, common, contemporary concern that a company can count on having to cope with - uncertainty.

Today, more and more companies set a goal of territorial expansion into other countries with the desire to increase their customer base, access to resources (including capital, labour force, technologies and other…

In the Age of Information, many observers suggest that email, instant and text messaging have virtually replaced the need for a national postal service in the United States, but the fact remains the U.S.

The likeability of a manager will determine how effective they are on transactionally-oriented tasks while also being a very accurate predicator of hwo effective they will be in more transformational roles in an organization. The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002). All of these factors together define a likeable person, and add in the willingness of a leader to self-sacrifice, create and stay consistent with roles in an organization that capitalize on the unique strengths of an associate, and a strong foundation of transformational leadership begins to emerge. One of the key findings of this study is that to the extent a manager has the ability to create and sustain a high level of trust with subordinates is the extent to which they are able to also sustain transformational leadership in a team. While leaders have varying levels and depths of skills that contribute to their ability to be transformational in the scope of their work, those with demonstrated high levels of emotional intelligence (EI) combined with the four foundational aspects of transformational leadership skills consistently have a higher level of likeability than their more transaction-oriented counterparts (Gabriel, Griffiths, 2002). In evaluating if likeability leads to greater leadership performance, a model of proposed Likeability and Organizational Transformation has been created and is presented in this analysis. The existing body of research indicates that likeability is one of the foundational elements of effective transformational leadership, yet it does not exist in isolation. The accumulated research completed for this study indicates that likeability of a leader is highly correlated to their level of EI. The dimensions of EI have a direct, predictive effect on how likeable and effective a leader will be. Another finding from this analysis is that likeability by itself does not guarantee a leader will be effective; it is only their ability to translate EI-based skills in conjunction with a very strong foundation of transformational skills that they are able to accomplish challenging goals and propel an organization to fulfill its shared vision. This study also concludes that likeability is also not essential for success either, as the many examples from leaders and CEOs renowned for being very difficult to work with who have propelled their organizations to leadership positions in their industries. Larry Ellison of Oracle, known for being exceptionally demanding and for creating a culture of mistrust and intense internal competition is not likeable according to the dimensions of the research completed for this study. He is however exceptionally effective in driving his organization to attain its vision and mission. What this study has found is that when the triad factors of Emotional Intelligence (EI), trust and transformational leadership are combined, leaders increase the propensity of being liked. These three factors combined provide leaders with a solid foundation of being effective in their roles as well. Likeability does not assure results however. Figure 1, Analysis of Key Factors of Likeability, shows how these three factors must be balanced and in proportion to each other in a leader's management style to be effective. Deficiencies in EI for example could lead to a very collegial work environment yet the leader would not know how and when to define tasks and key strategies to accomplish objectives over time. All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization.

Shells Fine Dining is an 80 seat fine-dining establishment with an attached 30-seat lounge. Shells Fine Dining focuses on fine dining in an elegant and relaxed style. The establishment offers a diverse selection of fine…