Case Study Club Drugs Addiction - 1474 Words

AfterPartyChat: Club Drugs Addiction Beginning with discothà ¨que scene of the 1970s, the recreational and often psychedelic substances commonly known as â€Å"club drugs† maintained their prominence in later decades at nightclubs, concerts, and raves all across the United States. These substances gained their moniker because their use became commonplace in settings where users wanted to enhance their experiences, most frequently used at clubs with loud music, dramatic lights, and countless people dancing for hours late into the night. According to the National Institute on Drug Abuse (NIDA), the primary users of this group of psychoactive drugs are teenagers and young adults. Depending on the specific substance, these drugs may be ingested orally, snorted, or injected. Certain club drugs are frequently combined with alcohol, and substances that are colorless, odorless, and tasteless have been added to drinks of unknowing victims who can later be powerless to prevent sexual assaults. People who regularly abuse club drugs can develop a tolerance that ultimately increases the amounts they use. Additionally, these individuals can find themselves consuming even more of the substances, and doing so outside of the bars or raves that they originally limited their use to. Types of Club Drugs Whereas many controlled substances targeted by the Drug Enforcement Agency (DEA) are typically derived from nature, club drugs are referred to as â€Å"designer drugs† because they are often manmade.Show MoreRelatedThe Stressors that Come with Fame933 Words   |  4 Pagesthe road such as substance abuse and addiction. Brittany Spears was part of the original cast of cast of the Mickey Mouse Club, has had several meltdowns where she shaved her head, and smashed a car with an umbrella. Alongside Britney stars like Jodi Sweetin, who played Stephanie on the show Full House have struggled with drug addiction in her later years. 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Monster Mini Golf Free Essays

Monster Mini Golf, an indoor, 18-hole, glow-in-the-dark, monster-themed family entertainment center created and developed by husband and wife Patrick and Christina Vitagliano, started its operations in 2004 under Monster Entertainment, LLC. In the hopes of expanding operations and taking full advantage of the increasing popularity of family oriented entertainment centers, Monster Entertainment, LLC opened its doors to interested franchisees in 2005. The estimated capital investment needed to set up a franchise of Monster Mini Golf ranges from $147,000 to $255,000, which already includes the franchise fee of $30,000. We will write a custom essay sample on Monster Mini Golf or any similar topic only for you Order Now Initial term of the Franchise Agreement is five years and franchise is renewable for three successive terms of five years each. There is also a royalty fee of 9% of gross sales paid weekly for their continuing support services. Monster Entertainment, LLC has designed an easy to use business system for the franchisees of Monster Mini Golf. Aside from the support from management office, they also entitled to the following benefits: Training. All franchisees are required to participate in a comprehensive training course that lasts approximately four weeks. This intensive program focuses on all aspects of the franchise system, products, services and techniques in operating the business. Training also covers management methods pertaining to personnel, office, sales, computer software and marketing procedures. On-site assistance. Management provides an on-site assistance to franchisees two weeks before the scheduled opening. Aside from this, they also conduct periodic site visits to provide guidance and assistance in the franchisee’s operations. 1.   All franchisees will also receive a Monster Mini Golf Operations Manual that contains specifications, standards, procedures and recommendations to aid investors in the operation of their Monster Mini Golf franchises. Marketing materials and website development. Franchisees are provided with various publicity, advertising materials and other promotional items. Each location will also be given its own section in the company’s website. Protected area or exclusive territory. Monster Entertainment, LLC awards only a limited number of franchises per geographic location based on franchisee’s location, population and drive time to the guaranteed site. To be considered for a possible franchise rights, interested parties are asked to complete and submit Confidential Franchise Info Request form available online. Selection is based on the applicant’s disposition, sales, customer service skills, and their experience in basic inventory control, money management and budgeting. Other qualifications include maturity, judgment, stability and adaptability. One important issue that a prospective franchisor must consider is the local government regulations and taxes. In the United States, franchising is governed by both federal and state laws and in other countries, the industry is being regulated. State registration though, may not be necessary depending on the franchise’s location. Other legal matters important to the set-up of a franchise would include compliance issues and documentation requirements. Other economic and financial factors that a franchisor must also look at include organizational structures, accounting practices, financial projections, financial responsibilities and anticipated market conditions. References http://www.monsterminigolf.com http://www.franchisegator.com http://www.francorpconnect.com http://www.entrepreneur.com http://pennsylvania.franchisesolutions.com/business_for_sale http://www.franchise.org http://www4.law.cornell.edu/uscode How to cite Monster Mini Golf, Essay examples

Leadership and Team innovation Management †MyAssignmenthelp.com

Question: Discuss about the Leadership and Team innovation Management. Answer: Introduction: Transformational leadership model in my view descries leadership style where the leader works hand in hand with its subsidiary staffs so as to identify issues that need change. As a transformational leader, I create visions which guide such changes by inspiring my followers. Further, I always serve with an aim of enhancing motivation, morale and increasing job performance of my followers (Eisenbeiss et al., 2008). My charismatic value makes use of various mechanisms to introduce morale and motivation to the servants including use of multicultural identities within a unified society. These mechanisms include increasing relation to their servants by connecting their sense of identity, acting as their role model so as to inspire them developing their interest and understanding the strengths and weaknesses of their followers. This makes me to effectively match with the followers interest making them improve their performance. Traits and values of transformational leadership model As a transformational leader, I am usually honest and show high levels of integrity. One of the things I keeps in mind that leaders who are a congruent act in harmony with their values and beliefs. As such, I am expected to do walk the talk and talk the walk. In addition, have made it a habit to be ready to listen to every concern and claims from my servants and understand their demands. This is normally achieved by giving full attention to the people and observing their tonal variations without disrupting them while speaking. I also give relevant feedbacks to address the demands and claims from those whom they lead (Bass, 2006). The other value that I show is empathy to my servants. This value enables me to understand peoples intentions and perspectives towards a particular concern. As such, I do view every suggestion to be important and necessary to be put into consideration. As such, transformational leadership does have open-mindedness when addressing followers. Moreover, this model of leadership mostly uses persuasion rather than authoritative command in addressing the followers. With this, I can aim to build unity and consensus among different people. Also, I use several tools of persuasion to achieve this without damaging the relationship and unity of the followers (Schneider, 2002). The use of this model enables me to be capable of growing my organization by restoring trust among my followers simply by the use of talents, skills, and knowledge. I am capable of producing results and excellence performance. According to the transformational leadership model, the traits of an effective leader are enthusiasm, honesty, goal oriented and charismatic. To determine the traits and values of transformational leaders To determine the influence of transformational leadership model To understand the concept of transformational leadership model According to the recent studies, the transformational model of leadership is frequently associated with a lot of positive outcomes as compared to other leadership models such as transactional and laissez-faire model. This is because when I demonstrate transformational leadership I stand a better chance of improving the employee productivity as they are usually involved in various activities such as decision-making processes which assist to drive the organization towards attaining its success. Transactional leadership model for instance majorly focuses on the use of rewards and punishments in the handling of their followers (Gumusluoglu and Ilsev, 2009). As such, this leadership model fails to be effective in the management of its followers and employees as some work under pressure due to the fear of getting punished if not rewarded. The transformational model looks towards making future changes which wholly accommodates the followers interests. Therefore, my followers do feel inspire d and interact towards goal accomplishment. In the other case, transactional leadership only seeks to maintain their status quo with no vision of focusing on future. Consequently, I find transformational leadership model to be better off than laissez-faire model. In laissez fair, individuals are usually granted leadership seats without having leadership skills and capabilities. This leaves the followers to be in a position for self-drive and guidance. Therefore, my transformational leadership model is oriented to positive outcomes, the laissez-faire is usually subjected to a lot of negative outcomes with regard to follower satisfaction and effective leadership. Benefits of transformational leadership model to an organizational relation Transformational leadership model in most cases is associated with charismatic leadership personnel which is able to make the subordinates staffs feel motivated and personate about the success of the company. Therefore, the benefits of the model are usually eminent in various aspects as discussed below (Gumusluoglu and Ilsev, 2009). Transformational leaders are always capable of engaging their followers in a joint teamwork. Therefore, I am expected to utilize the seven cornerstones of team work. In such attempts, I should always be accountable for the events of my followers. Team setting should be achieved with the aim of taking every responsibility of the teams final results. Due to the fact that transformational leaders are expected so much on the line, I should be extremely motivated to maintain the team spirits for my followers. In addition, I am expected to employer my followers for by assigning them various tasks and providing resources to effectively achieve their goals. Ethics do play a very important role in transformational leadership. As a leader, I am always in constant motive to change my corporates values so as to reflect more human standards of fairness and justice. In addition, I do share qualities that revolve around the good ethics, emotions and values that influence the followers. In turn, they are always inspired with the leaders. To me, ethics is always the code of honesty to us and to our organization. However, the level of ethics may vary with respect to what we are habituated to. It is the moral conduct that defines the personality of an individual in question. Therefore, transformational leaders part themselves with good ethical conducts. To speak of Transformational leadership model, I am able to use different beliefs in the organizational vision and mission to inspire my staff members and other employees. This, in turn, makes the staff be more productive and work towards achieving the organizations set goals and achievements. The idea behind the transformational leadership is that I can find all the ways to get the entire work staff on board with a corporate approach and planning (Wang et al., 2011). Once the entire organizational staff is on one level, they can work together with a vision to attain a common goal for the organization/ industry. With Transformational leadership model I can guide several organizational managers towards the future operation of the organization. In that line of thought, I can provide the managers with future vision and strategies to reach that vision. In response, they also become transformational managers with ideas and visions for the companys future that they strive to attain together as a team. In addition, I do have the potential of reaching out to the organizational staffs and bringing the best out of them. In most of the time, I do spend my time with the employees trying to seek ways to improve the working conditions and work much easier (Sarros and Santora, 2001). Such individual attention does create a strong bond between the organizational management and the employees and as such, the employees turnover is greatly reduced. The growth of an organization is solely dependent on the managerial process. Therefore, transformational leadership model provides me with the platforms to intimately involved with the staff and the growth of their industry. Close contact with the company staff also accelerates the growth of a company. Components of transformational leadership model This kind of leadership model which has vision, inspiration, daring, thoughtful and risk-taking traits are usually found nearly in every department of a successful organization. The components of transformational leadership enables me to have charisma and be capable of changing how my organization operates for a better outcome as shown in the figure 1. One of the crucial foundations for transformational leadership model to me is the ability to inspire my followers. As such, I do promote consistent visions, missions, and values for my followers which compel them to inspiration. Also, I do guide my followers by providing them with their sense of belonging. As such, they take the obligation and the challenge to themselves to interact and deliver their duties with enthusiasm to drive the spirit of teamwork (Wang et al., 2011). As regards to transformational leadership, I frequently encourage my followers on the new ideas that they have on board. In addition, I do not always criticize the followers in public as this would demoralize them. Blaming my followers reduces morale and therefore I majorly put their concentration on the solution towards the problem More, I am always aware of my capabilities to influence the followers. As such, I do fulfill my words and promises since majority of them see me as their role model. The main idea behind my influence is the fact that I do know how to win the trust and respect from my followers. In maintaining such trusts, I must always show high ethical conduct and sacrifice my personal wants to the people. Individualized consideration Here, I am expected to act as a mentors to my followers and may pay them to reward for being creative or innovating. Fortunately, the followers are usually treated differently with respect to their talents and skills. Therefore, I do provide them with the necessary support to achieve this. Interestingly, I am not usually of self-interest but for the general benefit of my followers. In parallel to the alteration of the existing structure and influence to the people, that my transformational leadership model seeks understand how to manage my followers up to their satisfaction. I do want my followers to do as per my directions in the attempt to lead them to a promised destination. The route forward may not be obvious but with clear vision and determination, the direction will always be known. Hence, finding the direction to be followed by the followers usually complex and therefor I will always accept that there will be failures and success in the long run (Sarros et al., 2008). However, my main aim is always to succeed. I can apply this model of transformational leadership in every institution that is seeking to transform its leadership styles for the better performance. Companies which have a low morale of workers can always implement this kind of leadership style (Bass, 2006). Moreover, tutors also are advised to lead their students using this model. This will enable the follower to boost their morale and feel their sense of belonging. Conclusion The transformational leadership model is one that is very effective in a company or an organizational operation. It acts as a source of motivation for the followers and this can help to improve the performance of the institution involved. Transformational leaders are always brave and charismatic and as such, they act as role models for various followers. Therefore, I recommend institutions to consider having leaders who portray this model as it will increase their chances of achieving success. Reference Bass, B.M. and Riggio, R.E., 2006.Transformational leadership. Psychology Press. Eisenbeiss, S.A., van Knippenberg, D. and Boerner, S., 2008. Transformational leadership and team innovation: integrating team climate principles.Journal of applied psychology,93(6), p.1438. Gumusluoglu, L. and Ilsev, A., 2009. Transformational leadership, creativity, and organizational innovation.Journal of business research,62(4), pp.461-473. Sarros, J.C. and Santora, J.C., 2001. The transformational-transactional leadership model in practice.Leadership organization development journal,22(8), pp.383-394. Sarros, J.C., Cooper, B.K. and Santora, J.C., 2008. Building a climate for innovation through transformational leadership and organizational culture.Journal of Leadership Organizational Studies,15(2), pp.145-158. Schneider, M., 2002. A stakeholder model of organizational leadership.Organization Science,13(2), pp.209-220. Wang, G., Oh, I.S., Courtright, S.H. and Colbert, A.E., 2011. Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research.Group Organization Management,36(2), pp.223-270.