Compare and contrast the four distinct categories of presidential Essay

Compare and contrast the four distinct categories of presidential personality described in James Barber's habitual action patterns approach - Essay Example In the active positive presidential category, Barber described them as adaptive. They are also self-confident and flexible. They tend to create opportunities for actions and enjoy exercising their power. They usually do not take themselves too seriously. In addition, they are optimistic individuals. Power is considered as means to achieve beneficial results by this group. They spend much energy in their job and enjoy doing the job. The group is also productive, result-oriented, and successful in pushing programs through (Barber 6). A good example is George W. Bush. His character of taking action without too much caution as was the case with the Iraq invasion portrays a key characteristic of this group. The second group of active negative tends to be compulsive. They mainly tend to use power as a means of self-realization. This group expends a lot of energy on the job but derive little joy in the process. They are always preoccupied with whether they are succeeding or failing in their job. In addition, they tend to have low self-esteem. Mostly, they are rigid, pessimist, highly driven, and have problems when it comes to aggression and management. They usually want to get and retain power to prove to others that they are people to reckon with. A good example of active negative presidents is Woodrow Wilson. Wilson put much effort in his work but did not receive any emotional rewards. He rarely received satisfaction with the work he did. He was said to have a compulsive and perfectionist personality. The other group is passive positive. This group tends to be compliant and usually seek to be loved. They are easily manipulated. The have a low self-esteem, which they overcome by adopting an ingratiating personality. They are reactive, lack initiative, and are superficially optimistic. They spend less energy on the job but like doing the job. William Taft and Warren Harding are typical examples of

To what extent can Hesketts Service Profit Chain be supported by Essay

To what extent can Hesketts Service Profit Chain be supported by empirical evidence and other arguments - Essay Example The linkage in the chain which is in fact the prepositions are between profit and growth. These two are particularly inspired by customer loyalty. Very clearly, loyalty is the direct attribute of customer satisfaction. The reason behind a customer being extremely satisfied about the product or a service is the value of the services that were provided to the customers. Hence, it can be otherwise stated that Value is created by satisfied, loyal and productive employees. The Service-Profit Chain (SPC) is a conceptual framework, which describes a process for delivering superior service value (Heskett, Sasser, & Schlesinger, 1997). According to the framework, positive business outcomes result when service delivery activities lead to customer satisfaction and customer loyalty. However, managerial implementation of the SPC has remained problematic, primarily because of certain limitations in the modelling methods commonly employed. Providing managers with the ability to model this process in a way that is of practical value to decision makers would be a considerable contribution (Anderson, 2004). Based on the Service Profit Chain model, profitability and growth are determined primarily by maximizing the lifetime value of your customers, and that value is fully realized only when you earn the customer's loyalty. In one study, a 5% increase in customer loyalty produced profit increases from 25% to 85%. A loyal customer is one who obeys the three R's: Retention, Repeat Sales, and Referrals. Major corporations (many of which are household names) subscribe to the Service Profit Chain model and have achieved a level of success that is enviable. The diagram below outlines the links in the Service-Profit Chain. From the diagram given below, it can be clearly noticed that one of the most important links in this chain is the interface between the external service value and customer satisfaction. The external service value represents the service concept: the results for the customers. This is the interface of your installers, sales reps and managers, and your client (SENCORE). Now, the above diagram clearly suggests that customer loyalty is driven by customer satisfaction, customer satisfaction is driven by value, and value is driven by employee productivity, and so on. As already noticed the beginning of the chain is Internal Service Quality. It becomes clear that employee satisfaction and loyalty are directly proportional to the service they provide to your customers. The success of any business thus depends on how the organization cultivates its employees into a productive, passionate, quality-oriented team (SENCORE). Also,