Written by Michael Harrison

‘real leaders are ordinary people with extraordinary determination’

I used this quote to end last weeks bulletin. It made me think aboutrepparttar qualities of leadership and how we know leaders from managers.

Key leadership attributes are considered to be integrity, trust, respect for others, curiosity, passion, business acumen, initiative, drive and vision.

We could debate any of these but in my view they form a pretty good basis and people who have most of these characteristics are likely to be good leaders, but only if they actively work torepparttar 151201 characteristics.

To differentiate leaders from managers is to be able to think in such terms as;

Dorepparttar 151202 right thing, not do things right - effectiveness not efficiency.

Have a long term approach - eyes onrepparttar 151203 horizon, not onrepparttar 151204 here and now.

Rely on trust rather than control – personal relationships rather than hierarchical relationships.

Innovation rather than maintenance – dissatisfaction withrepparttar 151205 status quo.

If these pointers give you some indication ofrepparttar 151206 differentiation you will grasp some essentials of leadership. To merepparttar 151207 great differentiator isrepparttar 151208 leader who hasrepparttar 151209 confidence to stand alone focussed onrepparttar 151210 horizon while making happen those things that need to happen to realiserepparttar 151211 vision.

Leadership training usually involves identifying and imitatingrepparttar 151212 behaviour of great leaders. But how can this be effective?

Great leaders are usually at their best when they stand alone doing their own thing rather than copying what someone else has done. Which in turn can mean that leaders are at their best when facing some form of crisis which makes them draw onrepparttar 151213 originality of their own fundamental values.

Price Formation

Written by konstantin otto c. botschkowski

Price Formation The price is formed atrepparttar market. Increasingrepparttar 151122 price, it lowersrepparttar 151123 sale volume. Increasingrepparttar 151124 publicity, it increasesrepparttar 151125 sale volume. Increasingrepparttar 151126 product quality [investing in design], it increasesrepparttar 151127 sale volume. In this model of tendencies we have variables: price, sale volume, publicity and product quality. Are missing variables; profit relative torepparttar 151128 sale amount, profit relative torepparttar 151129 employed capital and employed capital. As profit is here understood this variable under several focuses [sees below]. In this simple model, of tendencies, we have seven variables. Cost consists of: Production cost, bureaucratic costs, depreciation ofrepparttar 151130 project [design], insurance cost, commercial costs and transport cost. 01-00Production cost 01-01Material and components 01-02Labor 01-03Energy 01-04 Depreciation ofrepparttar 151131 industrial equipment 01-05 Rent ofrepparttar 151132 industrial space 01-06 Allotment Bureaucratic costs Territorial tax 01-07Insurance costs [business risk] Against sinister Against commercial risk 02-00 Depreciation ofrepparttar 151133 project [design] ofrepparttar 151134 product 03-00 Cost ofrepparttar 151135 transport Transport Insurance Taxes [trading] 04-00 Commercial costs Publicity Commissions 05-00 Profit consist in: 05-01 Direct taxes Excise ect... 05-02 Profit ofrepparttar 151136 company [gross] Operational profit Not operational profit [positive or negative] 06-00 Company profit income tax ******************************************************** Taxes Direct taxes Company income tax Employees Income tax Shareholders Income tax Tax built-inrepparttar 151137 expenses of consumption of

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