The Avant Garde, Modernism And The Fate Of A Continent

BOOKS: Piotr Piotrowski. (2009). Toward a Horizontal History of the European Avant-Garde. In: Sascha Bru, Jan Baetens, Benedikt Hjartarson, Peter Nicholls, Tania Ørum Hubert van den Berg. Europa! Europa?: The Avant-Garde, Modernism and the Fate of a Continent. Berlin: Walter de Gruyter. 49-58. Sascha Bru, Jan Baetens, Benedikt Hjartarson, Peter Nicholls, Tania Ørum, Hubert van den Berg (2009). Europa! Europa?: The Avant-Garde, Modernism and the Fate of a Continent. . Berlin: Walter de Gruyter Bazin, Jà ©rà ´me; Dubourg Glatigny, Pascal; Piotrowski, Piotr. (2016). Introduction: Geography of Internationalism. In: Bazin, Jà ©rà ´me; Dubourg Glatigny, Pascal; Piotrowski, Piotr. Art beyond Borders: Artistic Exchange in Communist Europe (1945-1989).†¦show more content†¦- Maike Steinkamp - Google Books Unsere Feinde: Konstruktionen des Anderen im Sozialismus - Google Books Silke Satjukow und Rainer Gries Architektur un Stà ¤dtebau im Sà ¼dlichen Ostseeraum von 1970 zur Gegenwart. 2004 Bernfried Lichtnau P.22. „Pathos der Sachlichkeitâ€Å" (Karin Hirdina) Primary Documents: A Sourcebook for Eastern and Central European Art Since 1950s- Google Books edited by Laura Hoptman and Tomà ¡s Pospiszyl The Museum of Modern Art, New york. PUBLICATIONS: Piotrowski, Piotr (2009) The 20th century: century of the arrià ¨re-gardes?; In: Europa! Europa?: The Avant-Garde Modernism and the Faith of a Continent; Ed: Bru, Sascha et al.; W. de Gruyter, Berlin : Piotr Piotrowski/ Art and Democracy in Post-Communist Europe Published by Reaktion Books Ltd European art historians, book Art History after Modernism http://www.tate.org.uk/research/publications/tate-papers/26/placing-bookmarks http://real.mtak.hu/43670/1/AE_IZA_2016_Klny.pdf http://www.tate.org.uk/research/publications/tate-papers/26/placing-bookmarks The Global Contemporary and the rising Art World. http://ktkdk.edu.ee/wp-content/uploads/2013/04/4.-Weibel-and-Buddensieg-Belting-in-The-Global-Contemporary.pdf https://d2u3kfwd92fzu7.cloudfront.net/asset/pressreleases/Art%20Basel%20in%20Basel%20l%20Show%20Report%20l%20June%2021,%202015%20DE.pdf Placing Bookmarks: The Institutionalisation and De-Institutionalisation of Hungarian Neo-Avant-Garde and Contemporary Art, Maja and

Analysis of Mattel’s Supply Chain Management - 6531 Words

MATTEL Ruth Handler Innovating Mattel and Barbie amp; Sustaining Innovation Leadership in Mattel’s Toy World Management of Supply Chain Operations Table of Contents Executive Summary †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 Critical Strategic Milestone †¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 3 Mattel Timeline †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 Organization Wide Supply Chain Issues †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...... 5 Safety †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 Security †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦... 7 Profitability and Investment †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦... 7 Protecting Intellectual Property †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Management and Leadership of Mattel †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 8 Ruth Handler†¦show more content†¦and Japan * 1961 – Greiner amp; Hausser and partner Louis Marx sued Mattel for infringing on the hip joint patent and Mattel counter-sued Marx’s Miss Seventeen doll for causing consumer confusion with a similar doll * Ken Doll introduced * 1964 – Mattel bought Gamp;H’s copyrights for the Lilli doll and the related U.S. and German patent rights * Hasbro introduces rival doll G.I. Joe * 1970 – Convicted of white-collar crimes, fixing the accounting books and cashing in on insider information * 1972 - Restructure to create Mattel, Inc. * 1975 - Founders leave the company * 1982 - Introduced He-Man * 1986 - Joint venture with Bandai, Japan’s largest toy company * 1987 – Ha ndler given a Doll of the Year Award * 1988 - Revives association with Walt Disney Company * 1991- Acquires Aviva Sports, Inc. * 1992 - Acquires International Games, Inc. * 1993 - Fisher-Price joints Mattel * 1994 – Barbie celebrated her 35th anniversary * 1997 – Mattel files lawsuit against MCA Records for defamation in the song Barbie Girl * Acquired Tyco and suffered losses * 1998 – Acquired the Pleasant CompanyShow MoreRelatedMattels China Experience1261 Words   |  6 PagesMattel’s China Experience: A Crisis in Toyland In 2007, Mattel a California based toy company shockingly recalled 19 million toys that had been manufactured in China. Mattel was founded in 1944, and has produced iconic toys such as Barbie and Hot Wheels. The company had a long established trust with their consumers that had been forged from decades of reliability. However, when the company recalled 19 million toys due to health and safety violations, consumer confusion and outrage soared. The publicRead MoreEssay on Mattel’s China Experience: a Crisis in Toyland1280 Words   |  6 PagesMattel’s China Experience: A Crisis in Toyland In 2007, Mattel a California based toy company shockingly recalled 19 million toys that had been manufactured in China. Mattel was founded in 1944, and has produced iconic toys such as Barbie and Hot Wheels. The company had a long established trust with their consumers that had been forged from decades of reliability. However, when the company recalled 19 million toys due to health and safety violations, consumer confusion and outrage soared. The publicRead MoreCase 7: Mattel: Overcoming Marketing and Manufacturing Challenges3287 Words   |  14 Pagestrends† (Ferrell, et. all 466). This is supported by Mattel’s legal battle with Carter Bryant and MGA, their forced recall of certain toys that were manufactured overseas, and the increasing rate at which traditional toys are becoming less appealing to today’s young audience. Essentially, Mattel’s mismanagement and oversight lead to violations in terms of ethical and social responsibilities and safety standa rds. Issues Relevant to the Problem: Mattel’s problem of mismanagement can be divided into severalRead MoreMattel and the Toy Recalls1684 Words   |  7 Pagesto consumers.†21 Mattel’s position as a leader in the global toy industry was so formidable that Mattel’s international business division with gross sales of $ 2.7 billion in 2006 would be the industry’s third largest company, if it was a separate company, and Mattel’s U.S. business with $3.4 billion would still be No.1. In 2002, Mattel closed its last factory in the United States, originally part of the Fisher-Price division, outsourcing production to China which began a chain of events that ledRead MoreSupply Chain Analysis of Mattel7209 Words   |  29 PagesExecutive Summary Team 2 has researched and completed a comparative analysis of Mattel’s supply chain design and related costs with that of its major competitor Hasbro and the toy industry. What follows, is a brief background of Mattel’s traditional (non-electronic game) sector, its key competitors and Mattel’s use of supply chain management concepts in addressing the competitive landscape to gain a competitive advantage. The global toy and game market grew by 7.2% in 2007 with a value of $106.1Read MoreMattel Case Study Analysis2324 Words   |  10 PagesMattel Case Study analysis II Problem Statement As per the case study, Mattel’s main issue is that they are not living up to their core mission. The case clearly states that Mattel’s philosophy is to satisfy the customer’s needs and wants. Delivering what the customer needs and wants can be segregated into two broad categories: First, product development: According to the case, Mattel’s product development ensures that its portfolio never stagnates. Unfortunately, Mattel has failed to adaptRead MoreThe Success Of The Barbie Doll1873 Words   |  8 Pagesper year, the purchase of other toy companies in the 90’s and licensing agreements allow Mattel’s revenues to steadily increase. Its strong brand identity and popular characters, combine with increased communications has helped Mattel rise in markets around the world. For example, Barbie ® is now sold in 150 countries and Mattel claims that three Barbies are sold every second. Globalization Successes Mattel’s products and branding were so popular that in order to keep up with the domestic demand andRead MoreMattel Case Study Analysis1294 Words   |  6 PagesUnit Four Mattel Case Study Analysis Tosha Collins Kaplan University School of Business and Management MT 460-04 Management Policy and Strategy Dr. K. Peterson 1/31/12 Unit Four Mattel Case Study Analysis In 1944, the Mattel brand was founded by Ruth and Elliot Handler and Harold â€Å"Matt† Matson. They launched Mattel out of a garage workshop in Southern California. The first Mattel products were actually picture frames, but Elliot soon started using the scrap from the picture frames to createRead MoreBarbie And Her Dream House Or Racing Hot Wheel Cars1983 Words   |  8 Pagesor racing Hot Wheel cars are most often thought about when reflecting on your childhood. Have you ever stopped to think, where those toys were made, or if the company making them is ethical? Most consumers do not however the leaders at Mattel do. Mattel’s leaders know they have an ethical and social responsibility to their customers. Their goal is to produce toys that are not only safe but also made at ethically run production facilities. Leaders of companies that have an ethical corporate cultureRead MoreMattel Case Analysis2373 Words   |  10 PagesMattel Case Analysis Problem Definition The problem surrounding Mattel Inc. is their mismanagement of international subcontractors and vendors and the production of certain toys (the manufacturing process), as well as their inability to adapt their marketing strategy or product to the constantly changing â€Å"demographic and socioeconomic trends.† This is supported by Mattel’s legal battle with Carter Bryant and MGA, their forced recall of certain toys that were manufactured overseas, and the increasing

White Knight Case Study free essay sample

Question 1 Based on the HR Business Partner of White Knight’s findings there is a lot of room for improvement in their recruitment and selection process. Performance levels and customer satisfaction are taking a hit due to a lack of efficiency in areas such as recruitment/selection, staff retention, job design methods and reward management. My first recommendation would be a change in the advert strategies used by the company by firstly redesigning the job description, being more specific in job competency and personal characterisation that would be more suited to the call centre position. Having a clearly outlined job description and person specification will not only help filter the pool of suitable applicants for vacancies but will also deter unsuitable candidates from applying. I would include person specification within the job description and have a 3+ year experience in a call centre environment as a must have, therefore, reducing the training and induction time and costs and lessening the stress it may have had on existing permanent staff who previous to this would have had to do the mentoring. We will write a custom essay sample on White Knight Case Study or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Secondly I would recommend an entire restructure of the existing interview process referred to as â€Å"crude and superficial† in the company. The current interview seems to be hugely unstructured, lacking in content. The job interview will be a primary source of information about candidates. The interview strategies I would implement in the company would be a mixture of two or three interview types. That being, firstly, an individual interview or a telephone interview and then a second phase to the screening process would be the introduction of work sampling as part of the interview process. The use on an individual interview and a telephone interview would be entirely dependent on the position(s) that needed to be filled at that time. An individual interview would be used for the recruitment of permanent full-time because with the more permanent positions it is important to build up a rapport with potential candidates and to give a good impression about the company in order to retain staff and cut down on the level of staff  turnover from the get go. For part-time positions I would recommend the use of telephone interviews, especially for the temporary staff recruited to handle the pre-Christmas peak. As the job position is for that of a call centre rep it would give a good indication of their phone manner and how well they are able to handle on the spot questioning over the phone. The second phase of the interview would be of great value to both the company and applicants in the sense that the â€Å"work sampling† stage gives the candidate an opportunity to showcase their skills. It also indicates the level of performance of the applicant before taking the on applicant. This method of screening would be particularly beneficial in a call centre as you can observe how the manage customers. Also as a recommendation for an improved outcome at Whit Knights I would aim to limit the large quantities of temporary staff being recruited to handle the pre-Christmas peak by managing existing staff members more efficiently and introducing job rotation and incentives. As found by the HR Business Partner â€Å" Permanent agents with more than three years’ experience or temporary agents who returned in three consecutive years had a significantly higher levels of performance on average than those with less service – they were hitting the targets†. As it stands the call centre is made up of 250 permanent full-time staff (working shifts), 60 permanent part-time staff (also in shifts) and a colossal 200 temporary agents most of them being part-time. If the permanent staff were to be managed more efficiently by way of eliminating shift work and have a more structured rota, enabling the prospects of job promotion (moving from a part-time to a full-time position) in turn reducing the amount of temporary staff being hired it would, in turn, lower the level of staff turnover in the company which according to the HR’s findings, has cost the company â‚ ¬224,000 last year alone as the level of recruiting and training was very high due to the amount of permanent staff leaving. If there were incentives implemented as well as job variation/ rotation it would attract a wider scope of suitable candidates for the positions being offered at a full/part-time base as opposed to a high level of temporary positions. If these were to be implemented and included under the job  description when advertising the vacancy then in turn it would full more reliable permanent positions eliminating the need for excess temp staff and maintain that high level of performance previously achieved by permanent staff. The level of service and performance would be a lot more standard and level across the board. Finally when a selection is made of suitable candidates I would lengthen the induction period as well as structuring it a lot better than it currently is. As it stands the induction for new agents is a half a day’s training by a team leader followed by the new agent to shadow an experienced agent for two days before they start managing calls themselves. It is quite evident that there are no massive costs to the company in this department as they are utilising existing resources within the company which is very efficient but in turn the quality of this training/induction may be lacking. The half day training should be stretched to at least a full days training as there is generally a lot of information being given during any induction period. It should include information about White Knight as a company, the conditions of employment, and possibly including workshops as well as 1 days shadowing of an experienced staff member, again as a way for new agents to showcase their skills but also gives the company a chance to demonstrating and teach new agents how they expect calls to be handled and managed so as to ensure an equal standard of customer service from the beginning and in turn deliver consistent quality to customers for the future. It would also eliminate the possibility of bad habits being passed on by permanent employees giving the training which was a possibility in the present part of induction. Taking all the above recommendations in to consideration the time involved with implementing them would be quite minimal for the company. With regards to the interviewing process, the use of telephone interviews will cut the process in half if the telephone interview is well structured asking the same questions across the board in an aim to get the same level of answering from each candidate, in turn, making the interviewees answers more comparable. It would also cut the costs for the company in a sense that if the company should require a base for an individual interview they would have had to pay out for a function room if they did not have the facilities at their head-quarters. In relation to the restructuring of the induction stage, it would be more cost efficient to hold a full days training as oppose to a half days training as you would  have to pay to facilitate for new employees for the half day as it stands at probably the same cost. With the inclusion of a workshop as part of the induction it will also reduce the time it would take for a new agent to be fully trained in the job.

Mahendra Singh Dhoni free essay sample

As a CEO on whom ride the hopes of a demanding billion people, the captain of Team India is like a batsman facing a flurry of nasty Yorkers. Its a leadership test that can make the most acclaimed CEO cringe. But not MSD. The captain of the Indian cricket team delivered a dream result to his shareholders, the joys of which surpassed the benefits of any dividend or bonus. In the tough final against a strong Sri Lankan team, the grit and guts displayed by Mahendra Singh Dhoni at Mumbais Wankhede stadium has corporate captains of India singing glories of his leadership qualities For juniors, Dhoni followed the principle of support with stick. Ram Kumar calls it positive manipulation. When Dhoni comes out and tells the media that Zaheer Khan is a great bowler and he will deliver, he is being positively demanding. The confidence expressed in public puts positive pressure. We will write a custom essay sample on Mahendra Singh Dhoni or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Some leaders do this by invoking fear, he says. Team building is just a part of the job. How about dealing with the competitors and handling volatile situations? Santrupt Misra, Group Director, HR, at Aditya Birla Group, gives Dhoni top marks in innovating and experimenting in real time. Dhoni continuously tries to innovate and experiment (e. . when everybody said he should go with Ashwin, he played Nehra). This means he knows both the game as well as the people very well, which, of course, is another great leadership trait. He is not overly ecstatic when he succeeds nor is he utterly down and out when he loses. In a volatile environment, this is a great trait to have. Getting the best out of your team doesnt mean you dont face tough situations yourself. Says Suvojoy Sengupta, MD India, Booz amp; Co: Dhoni isnt afraid to put himself in the firing line, even at the risk of personal failure—as he proved in the final. Besides he can keep the competitors guessing on a few things. Inspirational leaders keep some tricks up their sleeve and use them to turn around seemingly hopeless situations. MSD is a master at this. Given the abject failure in 2007 World Cup and then, under MSD, the subsequent trail of victories, Dhoni is the turnaround man Indian companies would love to have as CEO. We should be a performer and we should demonstrate the same to our team. Performance is itself the most effective communication down the line. 2. Leader has to be humble in way to consider part and parcel of the team and not above the team. 3. Give genuine respect and trust to the team members. 4. Allow them to experiment and take risk. 5. In case of failure, encourage him / her to introspect and do it next time with more vigour and better planning. 6. Make every one in the team feel that , even though we are leaders, we are just one among them. 7. We should also believe in the ones who failed in the Team. At crucial times a team member who was not able to deliver might do miracles. 8. As a leader, be calm in extreme situations and lead the team from front. 9. Share the credit of success with your team members and praise them in public. 10. Above all believe in every member in the team. Managing under change is a vital attribute to be learned from the leadership under Dhoni. A good leader doesn’t mind going out and exploring. Dhoni’s risk taking ability, inclusiveness and time-pressure qualities are good examples of leaders on the business side. If you notice, instead of pressing teammates to win, Dhoni told them to just enjoy the game. Also, he has mentioned at several forums that he believes to live in the present and not worry about future or past.. Dhoni’s leadership style represents teamwork, empowerment and confidence. Dhoni utilizes every team member at his disposal and brings out the best performance whether he is a senior or junior player. He provides opportunity for every team member to prove themselves and contribute to the best of their abilities. Remember, he gave the last over to Joginder Sharma who doesn’t have much a track record. , By putting such a person in front of a challenging task, it tells the person that the leader has confidence in his abilities and will be fired up to put in 120 per cent. This happened with Joginder Sharma in two critical matches, where he was hit all around the ground and still given the last over. He delivered on both instances! Leaders need to be assertive yet humble and must rarely allow their personal egos to be an obstacle for the success of their organization and that’s what M.S. Dhoni showing us through his current leadership style. Another learning from Dhoni is about, Optimal utilization of resources, which is vital for any business. Instead of giving excuses for lack of best resources, especially with the current scenario economic crisis, it is better to perform in whatever resources a leader has to his disposal His ‘people management’ skills tell us, he is truly a great leader. When team members see their leader calm in extreme situations, they will not be rattled. It will enable them to focus on their work and do what is expected of them. Dhoni was always calm – whether the bowler started off the last over in the finals with a wide ball or the batsman played a series of dot balls in a slog over. Mahendra Singh Dhoni is a forthright, straightforward cricketer unburdened by the baggage that generally accompanies a man onto the field, thereby restricting his outlook. At once he is intelligent and simple, aggressive and canny, tough and respectful. Let us have a look at the journey of â€Å"Maahi† since from 2004 when he entered the Indian Cricket team from a state which hasn’t got a bigger name in cricket – Ranchi. His first Inning of 183 Runs against Sri-Lanka made us remember his long hair look which made him hit the mind of all cricket fans. The opportunist MS Dhoni proved himself in the first match itself and kept the same trend in the next three years to appeal BCCI to make him skipper of India cricket team in 2007. Then the rest is History. He managed pretty well in the journey from a pinch heater who was known for his â€Å"helicopter shot† to throw the ball out of the ground to a successful Indian Captain. MS Dhoni has been in controversy some time for his statement but he always managed to keep a team spirit together. A support to in-form batsman and also to a out of form batsman from him made him a great leader. In few events he admitted that he normally takes decision on the field according to the situation, when he was asked about his strategy. He repeated it in other events when he was asked the same question and also added that Cricket is a simple game and people make it complicated with words like â€Å"strategy†. During a match once, I heard a commentator stating about him that he has seen Dhoni playing cricket with single expression. The same thing has also been observed by many people that Dhoni has never been panic in hard situation or never been over confident in about to win situation. The other great quality in him – â€Å"self-belief† can be observed while his captaincy but the final match of World Cup 2011 can not be forgotten by anyone. After losing 3 early wickets, Dhoni decided to enter the ground to hit the Sri-Lankan bowler where other experts were advising him to put Yuvaraj Singh who was inform during the World Cup. At the end of the match, he did not disappoint any of us and hit a six to win the world Cup. Many of us often says that the luck of Dhoni always works but do not forget that A good leader are always bold enough to take decisions which also can be seen in the journey of his captaincy. An incident is when Misbah-ul-haq was batting in the last over of the match and the ball has been given to Jogindhar Sharma. Fortunately we won at the end but such experiment always works for Dhoni where he put casual bowler like Sehwag, Sachin, and Suresh Raina to shock a batsman with unusual delivery. In few matches, such decisions from Dhoni lead the team to lose the match but he admitted instantly his mistake hich is again a great quality of a leader and try to learn out of it. Quick mind of Dhoni often reads the game situation and the weaknesses of opposite team help Dhoni to form a strategy instantly. What MS Dhoni has inbuilt is a skill to manage his mind on the spot. Mind management is a huge subject and lot of stuff has been written on it but if you really want to see them live or not interested in reading books and still want to learn, simply watch Dhoni playing on the field and observe him attending press conference after every match.