Comparing leadership styles and techniques

Comparing leadership styles and techniques This study will show and conclude whether or not this statement is indeed accurate or just another theoretical belief or ideology amongst between theorist. In this essay we will look at the meaning of both management and leadership, how they differ in concept and in style, and finally conclude whether or not this statement is indeed accurate. What is leadership? Moorhead and Griffin (1998) define leadership as both a process and property. They say, as a process leadership involves the use of non-coercive influence to direct and coordinates the activities of group members to meet a goal, and a property they describe leadership as a set of characteristics attributed to those who those who are perceived to use such influence successfully. According to Moorhead Griffin (1998), Management requires an understanding of human behavior, to help managers better comprehend those at different levels in the organization, those at the same level, those in other organization, and themselves. Management is the planning, organizing, leading and controlling of organizational resources both effectively and efficiently in order to ultimately achieve goals set out by an organization (Moorhead Griffin, 1998; Adair, 2003). Differences between leadership and management: Adair (2003) says, Leadership and management are not the same. In industry and commerce they should go together. In government we often think of political leadership and public service management, but the latter also requires high-quality leadership. Adair (2003) then continues to list the following; Leadership is about giving direction, building teams and inspiring others by example and word. You can be appointed a manager but you are not a leader until your personality and character, your knowledge and your skill in performing the functions of leadership are recognized and accepted by the others involved. This is a very fundamental difference. (Adair, 2003; Moorhead Griffin, 1998) Leadership and change go together. Managing in the form of running an organization is more appropriate where there is not much change going on. When change is endemic, as it often is nowadays, managers must learn how to lead it. Pg 71 Managing entails the proper and efficient use of resources- good administration. Good leaders care about administration, the less good ones dont. Management has the overtone of carrying out objectives laid down by someone else. Moreover, there is nothing in the concept of management which implies inspiration, creating teamwork when it isnt there, or setting an example. When it is the case that inspiration and teamwork exist, you may well have managers who are in effect leaders, especially if they are the source of the inspiration. But it is unfortunately more often the case that management does not ring bells when it comes to people. Other distinctive differences pointed out by (Adair, 2003) include Direction: A leader will find a ways forward. He or she will generate a sense of direction. That may involve identifying new objectives, new products or services and new markets Inspiration: Leadership is linked to inspiration. The words and example of a leader kindle motivation Building teams: A leader tends to think naturally in terms of team. Groups of individuals are transformed into teams. Equally, teams tend to look for leaders rather than bosses. Example: Leadership is example. A leader will have his or her own output or direct contribution to the common task, thereby leading from the front Acceptance: You can be appointed a manager, but you are not really a leader until your appointment is ratified in the hearts and minds of those who work with you. An article by Murray, C. (2010) states and lists the following, the managers job is to plan, organize and coordinate. The leaders job is to inspire and motivate. In his 1989 book On Becoming a Leader, Warren Bennis composed a list of the differences: The manager administers; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structure; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leaders eye is on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classic good soldier; the leader is his or her own person. The manager does things right; the leader does the right thing. Moorhead Griffin (1998) set out the following table to illustrate the distinction between management and leadership. Activity Management Leadership Creating an agenda Planning and Budgeting. Establishing details steps and timetables for achieving needed results; allocating the resources necessary to make those needed results happen Establishing direction. Developing a vision of the future, often the distant future, and strategies for producing the changes needed to achieve that vision Developing a human network for achieving the agenda Organizing and staffing. Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people, and creating methods or systems to monitor implementation Aligning people. Communicating the direction by words and deeds to all those whose cooperation may be needed to influence the creation of teams and coalitions that understand the vision and strategies and accept their validity Executing plans Controlling and problem solving. Monitoring results vs. plan in some detail, identifying deviations, and then planning and organizing to solve these problem Motivating and inspiring. Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic, but often unfulfilled, human needs Outcomes Produces a degree of predictability and order and has the potential to consistently produce major results expected by various stakeholders (e.g. .for customers, always being on time; for stockholders, being on budget) Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g. , new products that customers want, new approaches to lobar relations that help make a firm more competitive) Another way of which leadership and management could be distinguished is through different styles, Management has three main categories of styles: autocratic, paternalistic and democratic. Autocratic (or authoritarian) managers like to make all the important decisions and closely supervise and control workers. Managers do not trust workers and simply give orders (one-way communication) that they expect to be obeyed. This approach derives from the views of Taylor as to how to motivate workers and relates to McGregors theory X view of workers. This approach has limitations (as highlighted by other motivational theorists such as Mayo and Herzberg) but it can be effective in certain situations. For example. When quick decisions are needed in a company (e.g. in a time of crises), when controlling large numbers of low skilled workers. Paternalistic managers give more attention to the social needs and views of their workers. Managers are interested in how happy workers feel and in many ways they act as a father figure (pater means father in Latin). They consult employees over issues and listen to their feedback or opinions. The manager will however make the actual decisions (in the best interests of the workers) as they believe the staffs still need direction and in this way it is still somewhat of an autocratic approach. The style is closely linked with Mayos Human Relation view of motivation and also the social needs of Maslow. Democratic style of management will put trust in employees and encourage them to make decisions. They will delegate to them the authority to do this (empowerment) and listen to their advice. This requires good two-way communication and often involves democratic discussion groups, which can offer useful suggestions and ideas. Managers must be willing to encourage leadership skills in subordinates. The ultimate democratic system occurs when decisions are made based on the majority view of all workers. However, this is not feasible for the majority of decisions taken by a business- indeed one of the criticisms of this style is that it can take longer to reach a decision. This style has close links with Herzbergs motivators and Maslows higher order skills and also applies to McGregors theory Y view of workers. Leadership styles include the following Transformational leadership Is the set of abilities that allow the leader to recognize the need for change, to create a vision to guide that change, and to execute that change effectively. (Moorhead Griffin, 1998) Charismatic leadership A charismatic leadership style is a type of influence based on the leaders personal charisma. (Moorhead Griffin, 1998) Conclusion: Despite all these differences one has to take note that in this new economy its nearly impossible to distinguish between the two as they both overlap one another and work hand in hand, in other words they complement each other, as Murray A, (2010) points out that there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didnt have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency. But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for th em a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results. But if pressed for and answer one would have to agree with the statement as we are facing difficult times with the worldwide recession and collapse of economies (i.e. Greece, Iceland), and where there is great uncertainty amongst workers, you will find that people are looking out for leaders to navigate them through these troubled times, so there on would justifiably concur with the rationale. As (Adair, 2003) states, Although a natural leader instinctively tries to change and improve things, his or her efforts will, not bear much fruit unless external and internal change is effecting the organization- technological, social, economic, political and cultural change. Industry and commerce, and for that matter public services too, must now operate in a climate of almost constant change, stronger international competition and higher uncertainty. All that explains why the concept of leadership has once again come to the fore. Leaders like change; its in their chosen element. Managers, by contrast, have traditionally preferred to run organizations as machines. They are happiest in a stead state environment where nothing is rocking the boat.

Decision In Paradise Essay example -- decision paradise Business

Decisions in Paradise As stated in Decisions in Paradise I, Kava has struggled with many obstacles that have prevented this country from becoming a beautiful and a well- known paradise attraction. At this portion of the project, AJA Consulting Firm would like to continue our vision by establishing a greater presence in Kava. Critical thinking is an important part of the decision making process which is essential to ensure decisions are well thought out and possibly prevent individuals from making bad decisions or mistakes that could be costly and in some instances, deadly. No matter what kind of decision an individual makes critical thinking is a very useful tool. Our proposal will display critical thinking skills learned and present a portion of the nine step decision- making techniques to find possible solutions to those problems and how those solutions could affect the island of Kava. At this time, the stakeholders need information to make a sound judgment concerning the project. Several tools are available to gather statistics that will assist stakeholders in determining if the project risks are worth the investment. To start, an individual would need to know who the stakeholders are. A stakeholder may be defined as an individual who perceives themselves as someone having an interest in the actions of the organization such as customers, shareholders, employees, or members of a community. By identifying the stakeholders, the project planners can study the individual or group concerns through a stakeholder analysis. De Kluyver and Pearce state that a stakeholder analysis is "the process of identifying and prioritizing key stakeholders, assessing their needs and concerns, and incorporating their ide... ...king a problem through. The individual will have self gratification knowing that a decision was not made in haste and to know that all angles and possible avenues have been explored from understanding what point he is trying to convey. Learning to think critically can help an individual avoid buying into fallacies and limited thinking. When one applies critical thinking to the decision making process, one is less likely to end up making a poor decision. References De Kluyver, C., Pearce, J. (2006) What is strategy. Strategy: A View from the Top (An Executive Perspective) (pp. 1-14). Upper Saddle River, NJ: Prentice Hall Paul, R., & Elder, L. (2006). Critical Thinking: Tools for Taking Charge of Your Learning and Your Life (2nd ed.). Upper Saddle River, NJ: Prentice Hall.

Enager Industries Ltd Essay

Introduction Enager Industries Ltd (Enager) was a relatively young company whom manufactured and produced products/services within three divisions- Consumer Products, Industrial Products and Professional Services. Consumer Products, the oldest among the three divisions in Enager, designed, manufactured and marketed a line of houseware items. Industrial Products built one -of -a- kind machine tools to customer specifications. Professional Services, the newest among the three, provided several kinds of engineering services and this division had grown rapidly because of its capability to perform â€Å"environmental impact† studies. Each division was treated as an essentially independent company but all new project proposals requiring investment in excess of $1,500,000 had to be reviewed by the Chief Financial Officer, Henry Hubbard. Analysis Carl Randall, Enager’s president, had transformed the three distinctly separate divisions from being treated as profit centers into investment centers in 1992 at the urging of Henry Hubbard. The change enabled the three divisions to use ROA (Return on Assets) as a performance measure of the success of each division. The ROA was defined to be the division’s net income divided by its total assets the division used to generate its profits. The net income for a division was calculated by taking the division’s â€Å"direct income before taxes†, subtracting the division’s share of corporate administrative expenses and its share of income tax expenses. On the other hand, the total assets of a division was calculated by taking the division’s assets, including receivables and the allocated corporate-office assets, including the centrally controlled cash account, based on the basis of divisional revenues. In addition, all fixed assets were recorded at their balance sheet values- original cost less accumulated straight line depreciation. Based on these calculation techniques, the sum of divisional net income and assets were equal to the corporate net income and assets respectively. Hubbard believed that a company like Enager should have a gross return on assets, defined as equal to earnings before interest and taxes divided by assets, of at least 12 percent, given the interest rates the company had had to pay on its debt. He told each division manager that  the division was to try to earn a gross return of 12 percent and new investment proposals would have to show a return of at least 15 percent in order to be approved. The company had managed to increase its ROA from 5.2 percent to 5.7 percent and its gross return from 9.3 percent to 9.5 percent from 1991 to 1992. However, several issues arose with regard to this new method. First, there was a problem occurred between Sarah McNeils, the product development manager of Consumer Products Division, and Hubbard while her new proposal demonstrated a return of thirteen percent (calculated in Exhibit 1) at different point of selling prices and units, however, it was rejected by Hubbard because it did not meet the 15 percent return he had set for all divisions. Another problem that arose within Enager was between the Industrial Products Division, and the president. The problem occurred when the president was unsatisfied with the ROA of Industrial Products Division and tried to put pressure on the general manager of the division. A conflict arose between them when the division manager argued that the division could have achieved a better ROA if they had a lot of old assets as Consumer Products Division did. Furthermore, in 1993, ROA fell from 5.7 percent to 5.4 percent and gross return dropped from 9.5 percent to 9.4 percent. However, at the same time, return on sales rose from 5.1 percent to 5.5 percent and return on owners’ equity also increased from 9.1 percent to 9.2 percent. Comparing the performance based on ROA in this year, Professional Services Division exceeded the 12 percent gross return target; Consumer Products Division’s gross ROA was 10.8 percent; the Industrial Products Division’s gross ROA was only 6.9 percent. The president was disappointed and puzzled about the results of ROA in 1993. I recognize that these problems were mainly resulted from inefficient use of ROA (Return on Assets) as a performance measurement method in Enager. Firstly, the president and the CFO should not set a target gross ROA rate of  15 percent for three different divisions that were obviously operating in different industries–Consumer Products Division produced a line of high volume low cost houseware items; Industrial Products Division was a large â€Å"job shop† who built one-of- kind machine tools to customer specifications, and Professional Services mainly provided engineering services. The three divisions had different amount of assets, nature of business and profitability and it is unreasonable to compare them with a fixed target rate of ROA. Second, the executives were making a mistake by using balance sheet values when calculating the fixed assets of each division. This had disadvantaged the divisions that contained more new assets with lesser depreciation values since ROA would be reduced due to a larger denominator resulted from higher values in assets. The president did not understand the comment from the manager of Industrial Products Division about the older a division’s assets would result in a higher ROA. And it was unfair to measure a division’s success based on the age of a division’s assets, and consequently, this would frustrate the manager in a division with a lot of new assets. Third, it was unreasonable to allocate corporation’s assets and expenses to divisional assets and net income based on revenue generated by the division. For example, if Professional Services Division was earning more than other two divisions, Professional Services’ return would be reduced by this inaccurate allocation method while more allocated corporate expenses would decrease the numerator and more allocated corporate assets would increase the denominator of the ROA calculation, subsequently, the ROA would not fully reflect division’s true performance. Recommendation and ImplementationCurrently, Enager is using ROA as a method of performance evaluation of the three divisions. As previously illustrated, this is an inefficient use of ROA since total divisional assets and net income are influenced by varying components. ROA in its current form does not paint an accurate picture of the overall performance of the company. For example, division contains more assets is obviously disadvantaged since their ROA would be subsided by a larger amount of denominator. In addition,  the company could not yield the highest revenues by setting a benchmark ROA rate in which all divisions are encouraged to attain. For example, McNeils’ proposal was rejected because it did not meet the 15 percent return required by Hubbard. However, McNeil’s proposal demonstrates a return of 13 percent, and favourable residual income at any point under the 13 percent Weighted Average Capital Cost. Enager had missed the opportunity to increase the earnin gs per share of the company due to incorrectly setting a target rate for all three divisions. The company could choose an alternative measure of divisional performance such as Balanced Scorecard. Balanced Scorecard is a performance measurement system which measures a division’s activities in terms of its goals and strategies rather than a ratio like ROA. The management could obtain a broad-based view of the performance of a division from both divisional financial and non financial elements. In establishing the Balanced Scorecard, executives must choose a mix of measurements that accurately reflect the important factors that will determine the success of the divisional strategy; show the relationships among the individual measures in a cause-and-effect manner; and provide a comprehensive view of the current condition of the division. The Balanced Scorecard promotes a balance among different strategic measures in an effort to achieve goal congruence, thus fostering employees to act in the organization’s best interest. If Enager were to use Balanced Scorecard, divisions would be able to have the same profit objectives by focusing on the same goals of the company but not just focusing on a fixed target return rate. For example, by introducing Balanced Scorecard, this would allow McNeils to carry out her proposal that would benefit the company as a whole but may have a lowering impact on her divisional ROA. Another advantage of Balanced Scorecard, unlike ROA, is that the comprehensive value of the division is reflected in this method. This allows executives of Enager to better compare between divisions operated in different industries since the performance measurement system takes different perspectives such as financial, customer, internal business and innovation of the division into account. After analyzing the two alternatives I recommend that Enager implement  Balanced Scorecard method for their division performance measures. I feel that ROA reduces the comparability between divisions, limits expansion for the company and the individual divisions, and consequently it does not provide fair performance measurements for divisions and the company. For example, ROA fell from 5.7 percent to 5.4 percent from 1992 to 1993 but at the same time, return on sales rose from 5.1 percent to 5.5 percent and return on owners’ equity also increased from 9.1 percent to 9.2 percent. This suggests that ROA does not fully depict the true performance of the company. Balanced Scorecard, on the other hand, is a better method for Enager for assessing divisional performance because it effectively depicts performance from financial and non-financial perspectives. This is a better measurement method for Enager especially its divisions were operating in different industries. Furthermore, Balanced Scorecard promotes goal congruence because divisions will not only be working to better themselves, but the decisions that are made will benefit the company as a whole. ConclusionEnager Industries Ltd was a relatively young company whom manufactured and produced products/services within three divisions. The company was using ROA method in assessing divisional performance. There were a few problems and conflicts arose within the company due to inefficient use of ROA. Switching to Balanced Scorecard will help Enager obtain stronger goal congruency while alleviating some inefficiency in performance measure created by ROA. Robert N. (2007). â€Å"Management Control Systems†. McGraw-Hill: New York. American Accounting Association Financial Accounting Standards Committee. (2003, June). Implications of Accounting Research for the FASB’s Initatives on Disclosure of Information about Intangible Assets. Accounting Horizons, 17, 175-185. Retrieved January 19, 2007 from ABI-Inform. http://0-proquest.umi.com.darius.uleth.ca:80/pqdweb?did=356893801&sid=1&Fmt=3&clientId=12304&RQT=309&VName=PQDUpton, W.S. (2001, April). Business and Financial Reporting: Challenges from the New Economy. FASB Financial Accounting Series Special Report No. 219-A. Retrieved September 6, 2006 from

South Africa Pest Analysis - 1602 Words

SOUTH AFRICA HISTORY In the history of South Africa, the earliest known settlers of the country were the San and Khoekhoe people, collectively known as Khoisan. They were two distinct cultural groups. The first Europeans to arrive in South Africa were the Portuguese Seafarers who initiated the sea route to India in 1488. They were soon followed by other Europeans since the late 16 th century In 1815, the British took permanent control of the Cape colony and brought in more settlers In 1910 South Africa got freedom from the British rule.The Union of South Africa was formed on 31 May 1910. The National Party came into power in 1948 and devised a harsh system of segregation known as apartheid. This system gave rise to Black hostility and†¦show more content†¦South Africa has rich mineral resources. †¢ It is the worlds largest producer and exporter of gold and platinum and also exports a significant amount of coal. †¢ the value added processing of minerals to produce fero alloys,stainless steels is a major industry and an important growth area. area. †¢ The countrys diverse manufacturing industry is a world leader in several specialized sectors, including motor vehicles and parts, railway rolling stock, synthetic fuels, and mining equipment and machinery. †¢ Primary agriculture accounts for about 3% of the gross domestic product. Major crops include citrus and deciduous fruits, corn, wheat, dairy products, sugarcane, tobacco, wine, and wool. South Africa has many developed irrigation schemes and is a net exporter of food. †¢ GDP (2008): $277 billion. Real GDP growth rate (2008): 3.1% †¢ Negative growth rate of 2% in 2009 ,first recession in 18 years Unemployment Rate June 2009: 23.6% Inflation Rate August 2009: 6.4% †¢ Fiscal Deficit of GDP in FY2009: 1.2% GDP composition (2008): †¢ Agriculture and mining (primary sector)--8%; industry (secondary sector)--21%; services (tertiary sector)--71%. ETHNIC GROUP Black Africans comprise about 80% of the population and are divided into a number of different ethnic groups. Whites comprise just over 9% of the population. They are primarily descendants of Dutch, French,Show MoreRelatedGenetically Modified Foods And Organic Foods Essay1605 Words   |  7 Pagesquestions: Do South African consumers know what genetically modified and organically grown foods are? Are they making informed choices about what they eat? These questions must be answered as it is important to determine whether consumers are well informed on factors which affect their health. This report shows the result of a survey conducted to determine the basis, strength and extent of what South African consumers know and how they feel about genetically modified food. The actual South African consumerRead MoreBmw Swot Analysis975 Words   |  4 PagesMercedes-Benz in Europe for the first time. In 1990 BMW formed a joint venture with the British aerospace company Rolls-Royce PLC to produce aircraft engines for business jets. In 1992 BMW broke ground for a major automobile plant in Spartanburg, South Carolina, its first automobile plant in the United States. In 1994 BMW acquired 80 percent of the Rover Group-a British manufacturer of small cars, luxury cars, and Land Rover sport-utility vehicles-from British Aerospace PLC. The $1.2 billion acquisitionRead MoreStrategic Management for Sabmiller Individual Coursework Assignment on Sabmiller4709 Words   |  19 PagesCONTENTS 1.0 Introduction..............................................................................................................................3 2.0 Strategic position (SWOT, PEST and PORTER)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...................................................................3 3.0 Implications of future (BCG, Ansoff and Stakeholders) †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦............................................................................5 3.1 Consumption of beer...........................................Read MoreNissan Pest Analysis856 Words   |  4 PagesPEST Analysis The PEST model aims to examine the external environment of Nissan, which in this case is the automobile industry. We will particularly expand on the political, economic, social and technological aspects. The political environment of the automobile industry encompasses government regulations such as corporate tax and international trade regulations. Worldwide, cars are subjected to corporate tax by the government of approximately 6%. For instance, in Mexico, it is 6.25% (Internal RevenueRead MoreCreative Concepts Portfoliio1629 Words   |  7 PagesAdvertisement 1 * Advertisement 2 * Advertisement 3 * Advertisement 4 * Conclusion 8 * Sources Consulted 9 Assignment 1 Introduction. In this assignment, I will explore and describe by means of a content analysis nine different creative concepts and their characteristics applied in eight selected advertisements found in two different magazines. The two magazines I have chosen are the â€Å"Farmers Weekly† from October 2012, and the â€Å"Fairlady† from February 2013Read MoreForever: de Beers Us Anti-Trust Laws2646 Words   |  11 PagesSocial and Technical (PEST) factors that are in favour of and against De Beers’ position as the dominant player. Several factors that threatened the company are US Antitrust laws, constant political turmoil in diamond producing states and the changing stakeholders of companies. On the other hand, some factors that supported the company’s position are the strong brand of De Beers, the surging diamond sales in US market and policy to support reconstruction and development of Africa. If anything is certainRead MoreTap Air Portugal Interium Report Essays1721 Words   |  7 PagesThe Airline Industry Analysis 5 2.1 The Industry Competitive Analysis 5 2.1.1 Potential New entrants 5 2.1.2 Power of buyers 5 2.1.3 Power of Suppliers 5 2.1.4 Substitutes 5 2.1.5 Rivalry 6 3 Strategic Groups 6 4 External Factors that can affect the industry 7 4.1 Political and Legal 7 4.2 Economical 7 4.3 Social 7 4.4 Technological 7 4.5 Environmental 8 5 Key Factors of success in the industry 8 6 Key drivers of change in the industry 8 7 TAP internal analysis 9 7.1 Core CompetencesRead MoreMan Utd - Swot and Pest1545 Words   |  7 Pagesaim of this report is to analyze the SWOT and PEST analysis of Manchester United. From this analysis, it will be possible to identify both the internal and external strengths of the company. SWOT analysis SWOT analysis can be used to know the success factors of ManU as well as to identify the strategies to be overcome the clubs weaknesses. Moreover, SWOT analyses will enable the company to identify the opportunities to improve performance. SWOT analysis of Manchester United is presented below: Strengths Read MoreAutomobile Industry Pest Analysis1065 Words   |  5 PagesAutomobile Industry PEST Analysis 1. Political Factors A) Environment Concerns: Leading to the quest for eco-friendly cars, people would prone to buy hybrid or even pure electric cars in the future. B) Government Regulations: Limitation on high emission car purchase, and the restrictive passage of autos in downtown area, as well as the limitation on license plate (number plate) in huge cosmopolitans. C) Some pioneering states in the US have started to set the rules to govern robotizedRead MoreDeBeers Case Analysis and PEST Analysis2414 Words   |  10 PagesDe Beers is currently being faced with some new challenges that are making it necessary for us to consider a change in the way we do business. With recent turmoil in Western Africa, where illicit diamonds are beginning to come from war torn villages, and other sources of diamonds being found in Russia and Australia, it is clear that we need to begin to move into the U.S. market. However, legally, De Beers is in violation of the U.S. antitrust laws and is therefore being prohibited from selling directly