Tuesday, August 20, 2019
Identifying Leadership Theories And Applying Reflection Nursing Essay
Identifying Leadership Theories And Applying Reflection Nursing Essay There are almost as many different definitions of leadership as there are persons who have attempted to define the concept ( Stodill, 1974:p.259). Dubrin (2000) states that there 35,000 definitions of leadership in academic literature (Pye, 2005: p.32). Leadership is an art a performing art and the instrument is the self. The mastery of the art of leadership comes from the mastery of the self .                                                                                            Jim Kouzes Gary Yukl in his sixth edition of Leadership In Organizations hope that, his book has seeded many ideas and questions, which will grow in the classroom , but more importantly, will find fuller meaning and come to life when the reader is engaged in the practice of leadership at work. When thinking about leadership styles one thing to consider is what defines a good leader. Hood (2010) suggests that an effective leader influences and encourages others to achieve goal setting and goal attainment. A good leader recognizes that there is always something new to learn. Effective leaders set direction, build commitment and confront challenges through clear communication and soliciting staff feedback (http://www.oppaper.com/Leadership-Roles-In-Nursing). Carroll (2005) proposed the following six most important attributes for nursing leaders: personal integrity, strategic vision and personal survival attributes,, management and technical competencies, people skills team-building and communication skills , and. action orientation It is clear so far that the definition of leadership depends on whom you ask. Houser Player ( 2004 ) concluded in their study, amoung a dozen of nurse leaders as, nurse leaders did share common characteristics such as thoughtful, responsive, committed, creative, resilient, visionary, scholarly, courageous and innovative. Tan (2006) means the idea of leadership as, influencing followers to do what is necessary to achieve organizational and societal goals. Two types of leadership are particularly relevant for nurse leaders. Transformational leadership authentic leadership (Clark, 2009, p.17). In transformal leadership mainly three elements contribute to help nurse leaders to create a tone and standard of practice for healthy work environment are Effective communication, collaborative relationships and shared decision making among nurses (Heath, Johanson et al, 2004). American Association of Critical-care Nurses (2005) made a commitment to promote healthy work environment in the bias of authentic leadership are safe, healing, humane and respectful for patient, their families and nurses. They concluded in their study as it is not too easy to become an authentic leader, moreover, it needs higher levels of organizational support. Perhaps It is identified in their study that authentic leadership as one of the six standards that are crucial to creating and sustaining healthy work environment. Among health care professionals, nurses are especially aware of the importance of reflective practice (Duffy, 2007; Manthey, 2001 et al). Just as important is the practice of reflective leadership (Deutsch Sherwood, 2008). By Oestreich (2009) reflective leaders are critically aware of how they connect with others, where they are in the progress of their own and organizational goals and how they are opening paths for clear Communication and goal fulfillment. Drucker (1996, p.9) states that, great leaders have to walk alone sometimes. such aloneness can facilitate reflection. Qualitative researchers speak of participant observation as a method of more distant reflection. Reflection benefits the individual leader, but more than that, can become spread with in the organization. Transformal leadership has been evidenced to be positively associated with followers commitment to improvement and change (Herold, Fedor et al., 2008).One of the important characteristics of a transformal leader is reflection (Marshall Coughlin,2010). Reflective Practice was introduced by Donald Schon in his book The Reflective Practitioner in 1983. There are different models of reflection in practice. In that I would like to discuss about the two models of reflection Gibbs model, 1988 Johns model, 1995.  GIBBS MODEL OF REFLECTION 1988 Gibbs model is a cyclic process of reflection, in that a practitioner describes the experience and must evaluate and analysis of how they were feeling during the experience. By the evaluation and analysis of the emotions associated with the situation give the practitioner a chance to understand the situation and come to a conclusion of what else could be done, or what other options could have been taken. Most importantly,in Gibbs model of reflection the final stage is the formulation of action plan, that give an idea about what actions would be taken if the situation happened again (W http://en.wikipedia.org/wiki/Reflective_practice). JOHNS MODEL It is a structured mode of reflection that provides a practitioner with a guide to gain greater understanding. In this model of reflection, reflection carried out through the act of sharing of emotions with colleague or a mentor and it provides a faster rate of learning than reflection alone. In order to achieve reflection looking in on ones thoughts and emotions and looking out at the situation experienced are important steps in this model of reflection. Mainly five patterns of learning are included in to the guided reflection, that are the practitioners analysis about the aesthetic, personal, ethical, empirical, and the reflexive elements experienced through the situation. REASONS TO PREFER JOHNS MODEL OVER GIBBS MODEL I recommend Johns model of reflection is better than that of Gibbs model because, in Johns model practitioner get an opportunity to share with a colleague or mentor, about their thoughts and emotions of their own and about the situation experienced. It seems to me that by the sharing of emotions definitely, we will get a clear cut idea about the feelings of the self and about the situation in a faster rate. Looking in and looking out become easier when the structured questions shared between a colleague or an experienced person. But in Gibbs model of reflection, importance is for the evaluation and analysis of the emotions associated with the situation experienced and there is no sharing of ideas or emotions with anybody. I feel that with out the sharing of emotions reflection occurs in a slower rate. LEADERSHIP THEORIES Historical development of leadership theories (1900-Present) P.37 The Great man Theory / Trait Theories (1900-1940) Researchers give importance to certain characteristics or personality traits of some people and assume that these traits make them better leaders than others. Moreover the effect of followers and the impact of the situation were ignored. Behavioural Theories (1940-1980) During human relations era , researchers moved away from studying about the traits of a leader and give importance to their styles of leadership.  A major breakthrough occurred when Lewin(1951) and White and Lippitt (1960) isolated common leadership styles. Later, these styles came to be called authorisation, democratic and laissez-faire. Authorisation which is when the leader takes full control, Democratic is when the leader involves a team approach ; and Laissez-faire where the leader provides little to no direction (Hood, 2010). Situational and Contingency Leadership Theories (1950-1980)  In according to this theory leadership style should vary according to the situation or the individual involved. Authoritarian leadership results in well-defined group actions that are usually predictable, reducing frustration in the work group and giving members a feeling of security. Productivity is usually high, but creativity, self motivation, and autonomy are reduced. Authoritarian leadership, useful in crisis situations.  At the same time Democratic leadership, appropriate for groups who work together for extended periods, promotes autonomy and growth in individual workers. This type of leadership is particularly effective when coordination between groups is necessary. The Laissez-fair leadership is non directed leadership, the laissez- fair style can be frustrating; group apathy and disinterest can occur. Interactional Leadership Theories (1970-Present) The basic premise of interactional theory is that leadership behaviour is generally determined by the relationship between the leaders personality and the specific situation. To be successful, the leader must diagnose the situation and select appropriate strategies from a large repertoire of skills. Leadership effectiveness, according to Hollander, requires the ability to use the problem solving process; maintain group effectiveness; communicate well; demonstrate leader fairness, competence, dependability, and creativity; and develop group identification. Transactional and Transformational Leadership The transactional leader sets goals, give directions, and uses rewards to reinforce employee behaviours associated with meeting or exceeding established goals (Mc Guire and Kennerly,2006, p.180). Transformational leaders have a view of the future that will excite and convert potential followers (changingminds.org,2002-2006, para 3). Transformational leadership is defined as, One who inspires and empowers everyone with the vision of what could be possible (Hood,2010, p 460).  Although transformational qualities are highly desirable, they must be coupled with the more traditional qualities of the day-to-day managerial role. Both sets of characteristics need to be present in the same person in different degrees. According to Bass and colleagues, the transformational leader will fail without traditional management skills. Johns (2004) maintains that transactional traditional leadership is a deliberate process of seeking insight in self and practice in orde r to create conditions that foster the realization of desirable practice.
Monday, August 19, 2019
Win-Win Situation :: essays research papers
LOOKING FOR A WIN-WIN SITUATION This past weekend marks the largest contract signing in Major League Baseball history. On the 12th of February 2000, Ken Griffey Jr. (formerly of the Seattle Mariners), signed a nine-year $116.5 million contract with his hometown Cincinnati Reds. The city’s fans were ecstatic to bring Griffey back, and considering he turned down an eight-year $148 million deal to re-sign with Seattle, they feel that the acquisition was a real bargain. It really is amazing when a man can make $12.94 million a year, simply for playing the game of baseball and millions upon millions of people are calling it a bargain. Salaries in sports are incredibly sensitive and controversial issues. There are many die-hard fans that believe high-profile athletes are worth each and every cent their contract gives them, however most people believe otherwise; I am one of them. What exactly is it that athletes do that makes them deserving of such high salaries? The real issue at hand here, is that the more money athletes are making, the more fans are going to have to pay to see them in person. Is there really a win-win situation here? As entertainers, athletes are paid for fan satisfaction. The more fans that want to see an athlete perform, the more the athlete is paid. In fact, most athletes, even those who make millions of dollars for each flubbed fly ball, dropped pass, and missed free throw, feel they probably deserve even higher salaries; the reason being that they’re still in demand. While certain athletes may never bring a championship ring to their team, or even bring home a winning season, those athletes will always pack the stands. Fans in the stands translate into ticket sales. Ticket sales can potentially lead to national television broadcasts. Inevitably, the formula of ticket sales plus national television broadcasts leads to massive revenue, and this is how owners and organizations can afford to pay players like Michael Jordan $25 Million for his retiring season alone. However, how does society (as a whole) benefit from these over-inflated salaries? In short, it doesn’t. It is a delicate and confusing situation. If the fans will pay for everything from the hats to the T-shirts, to the tickets to the hot dogs, the teams will generate more money. However, if that happens, come contract time athletes will demand for more money. If the athlete demands more money, the cost of tickets and memorabilia will go up.
Sunday, August 18, 2019
A Town Like Alice Essay -- Character Analysis, Jean, Joe
In the novel A Town Like Alice an enduring love gets it’s foundation during WWII when Jean and Joe develop the beginning of their relationship based on needs. Needs that are manifested during the horrific times they endured as prisoners of war. During a time of isolation and degradation the barriers of social status were obliterated and they found comfort in each other as well as a momentary escape from the misery of being prisoners of war. The connection Jean and Joe formed in Malaysia, during WWII, set the foundation for an undying and enduring love that lasted a lifetime. Jean and Joe later crossed continents in order to reunite with one another. â€Å"‘Dear Joe. Of course I’m in love with you. What do you think I came to Australia for?’†(248). They had found a bond in the war based on need, a need for companionship and understanding, and in that need they later discovered an enduring love that could never die. In the novel The English Patient war temporarily eliminated the stigma attached with dark skin and allowed for another love based on mutual needs to blossom. â€Å"His only human and personal contact was this enemy who had made the bomb and departed†¦Ã¢â‚¬ (105). Kip’s connection with Hana allowed him to connect with humanity again. The love he discovered with Hana filled a need of Kip’s to never be weak. â€Å"He refused to believe in his own weakness, and with her he had not found a weakness to fit himself against†(114). The English Patient also substantiates the fact that love during war gives a reason to hope in often hopeless times. In the novel Return of the Soldier rather than unite lovers war seemed to separate a love that was meant to be between Chris and Margaret. Chris and Margaret were truly in love but war, although tempor... ...ould run down his cheeks, which was to her the most dreadful thing of all, to see a man like Septimus, who had fought, who was brave, crying†(137). His shell shock is exacerbated by the fact the medical field didn’t fully understand or acknowledge the seriousness of shell shock during that time. Neither his family nor his doctors had any idea what he was dealing with or how to help him. War and his mental illness were the cause of Septimus feeling separate from life. Separate mentally and emotionally. Septimus felt trapped, although he did not want to die he felt that there was no way to escape besides death. â€Å"’I’ll give it you!’ he cried, and flung himself vigorously, violently down on to Mrs. Filmer’s area railings†(146). Atonement and Mrs. Dalloway show that war is an unimaginable horror but it also shows that the human condition has unimaginable strengths.
Saturday, August 17, 2019
Resume Dec
Following hospital/unit specific policies and procedures. Providing privacy while performing all procedures and treatments. Providing patient/ family education prior to performing procedures and treatments. Attempting procedure or treatment no more than twice before soliciting advise e from a more experienced care provider. Documenting according to hospital/unit policies. Maintaining patient/family safety. Following hospital/unit specific policies and procedures related to patient/ family safety and confidentiality. Providing orientation of unit and surroundings to patient/family. Maintaining patient/family confidentiality.Knowledgeable about use of equipment/supplies. Documenting appropriate safety measures per unit. Page TWO Demonstrating positive and courteous manner in dealing with patients, physic scans and coworkers. Handling patients and employee information with appropriate sensitivity and safeguarding to ensure confidentiality. Exhibiting flexibility when work assignments ne ed to be adjusted to meet the needs of our patients. Present a professional appearance and approach with patients and staff. Performing Medical Assistant tasks, including but not limited to, vital signs an Keg's- Preparing patients for physician and practitioner exams.
Microsoft Windows operating system
Known by its codename â€Å"Longhorn†, Windows Vista finished development on November 8, 2006. However, development completion was not automatically followed by public release. Instead, the following three months saw the operating system released in stages to computer hardware and software manufacturers, business customers, and retail channels. Only at the end of January the following year was Windows Vista finally released worldwide for the use of the general public. This latest release of a Microsoft Windows operating system version took the longest time to happen among all previous releases. It took Microsoft more than five years to finish Windows Vista after it had previously introduced Windows XP. While these two circumstances of Vista’s release led most critics to question Microsoft’s capability of coming up with better versions of its Windows operating system series, a better understanding of the nature of digital products and the intrinsic complexities that need to be considered in the development of such technology would reveal that all the delays were necessary steps that Microsoft had t take to ensure the Windows Vista’s successful public launch. The Complexity of Digital Products Unlike physical products like cars or cans of beans, manufacturing digital products naturally takes a longer time to get finalized. Firstly, developmental factors to consider are exponentially more dynamic. A software manufacturing company has to consider the amount of material being released by the day over the internet regarding the performance of their old products as well as improvements made on the products of their competition. With the emergence of other operating systems like UNIX, Linux, and Macintosh’s Mac OS X Tiger which are increasingly becoming more popular among consumers, it becomes even more important for Windows developers to spend as long a time as it takes to gather as much enough data on what new features would be most innovative and least redundant so as to obtain a better market share. Secondly, unlike in the case of car manufacturing wherein new models that look different but run on the same engines can command significant buyer preferences, a new version of a software that only â€Å"looks†different but is otherwise the same as its predecessor would be severely rejected by consumers. There has to be a significant difference between the features of previous software and that of its successor in order for the new product to be at least marketable. After the release of Windows XP, Vista’s predecessor, little room for improvement was left to Windows where appearances were concerned. Therefore, Microsoft had to make drastic changes to XP’s successor if it hoped to be able to convince the public that Vista was worth buying. As a result, Windows Vista was released containing hundreds of new and reworked features. It contains a new concept of graphical user interface dubbed Windows Aero that is unlike any other that currently exists in the market. Its improved multimedia creation tools include a DVD maker that was completely redesigned from the preceding generally unpopular Windows Movie Maker. The Windows Explorer's task panel was removed in favor for a â€Å"Favorite links†panel that was determined to be a potentially more useful feature. Even the address bar was replaced with a new breadcrumb navigation system that makes it much easier to jump from one previously viewed page to another (Windows Vista). All these changes are extremely unlike those seem in the transitions from Windows 95 to Windows XP, and they would not have been possible had Microsoft not taken their time. Security ; Stability: O.S. Essentials In the advent of the world’s growing dependence on ecommerce, it becomes a prime imperative to secure one’s computer from hostile access. Much like how physical security providers test new systems, so do operating system manufacturers test theirs in order to ensure that as much freedom from possible corruption or intrusion is provided. Consumers will not trust a new O.S. product if there is any significant reason to worry that using it would put the sensitive financial and personal information they store in their computers at risk. This is why manufacturers typically undergo several stages of testing that was seen in the case of Windows Vista. This process generally consists of three stages: 1.) internal, 2.) operational, and 3.) external (Grover 78). Internal testing usually takes the longest to complete. It is also where the manufacturers locate most of the possible sources of instability such as program bugs, and script errors. However, testing an operating system’s security capabilities cannot be extensively done during the internal testing stage. This is because the manufacturers need to expose the software to the actual hostile environment of the World Wide Web. Thus, the operational stage sees manufacturers periodically releasing the operating system to semi-controlled entities such as distributors or selected test groups in order to try how the system would fare at the hands of relatively typical users when facing the different viruses, worms, and hacking programs at large in the internet. It is also in the operation stage where manufacturers release the operating system to software and hardware manufacturers in order to gauge the new system’s compatibility with new devices and programs that would also be released in the market. Finally, even after the release of the operating system, the external testing stage is where manufacturers set up means to gather as much feedback from consumers as possible in order to fix any problems that the first two stages might have overlooked. The chances of problems occurring at the third stage of testing should be highly unlikely but the stage is nonetheless implemented as a failsafe mechanism. Microsoft had followed all the necessary stages in new product development where operating systems are concerned. This explains also explains that long time it took for Vista to come out as well as the necessity of the delay of its release to the public. Work Cited: Grover, John J. Product Development: A Managerial Perspective. Simmons ; Sons: New York, 2004 Windows Vista. 2007. Microsoft Website. July 20, 2007 ;http://www.microsoft.com/windows/products/windowsvista/default.mspx;
Friday, August 16, 2019
Coke N Pepsi
CASE 1? 3 Coke and Pepsi Learn to Compete in India THE BEVERAGE BATTLEFIELD In 2007, the President and CEO of Coca-Cola asserted that Coke has had a rather rough run in India; but now it seems to be getting its positioning right. Similarly, PepsiCo’s Asia chief asserted that India is the beverage battle? eld for this decade and beyond. Even though the government had opened its doors wide to foreign companies, the experience of the world’s two giant soft drinks companies in India during the 1990s and the beginning of the new millennium was not a happy one.Both companies experienced a range of unexpected problems and dif? cult situations that led them to recognize that competing in India requires special knowledge, skills, and local expertise. In many ways, Coke and Pepsi managers had to learn the hard way that â€Å"what works here†does not always â€Å"work there. †â€Å"The environment in India is challenging, but we’re learning how to crack it, †says an industry leader. THE INDIAN SOFT DRINKS INDUSTRY In India, over 45 percent of the soft drinks industry in 1993 consisted of small manufacturers. Their combined business was worth $3. million dollars. Leading producers included Parle Agro (hereafter â€Å"Parle†), Pure Drinks, Modern Foods, and McDowells. They offered carbonated orange and lemon-lime beverage drinks. Coca-Cola Corporation (hereafter â€Å"Coca-Cola†) was only a distant memory to most Indians at that time. The company had been present in the Indian market from 1958 until its withdrawal in 1977 following a dispute with the government over its trade secrets. After decades in the market, Coca-Cola chose to leave India rather than cut its equity stake to 40 percent and hand over its secret formula for the syrup.Following Coca-Cola’s departure, Parle became the market leader and established thriving export franchise businesses in Dubai, Kuwait, Saudi Arabia, and Oman in the Gulf, along with Sri Lanka. It set up production in Nepal and Bangladesh and served distant markets in Tanzania, Britain, the Netherlands, and the United States. Parle invested heavily in image advertising at home, establishing the dominance of its ? agship brand, Thums Up. Thums Up is a brand associated with a â€Å"job well done†and personal success.These are persuasive messages for its target market of young people aged 15 to 24 years. Parle has been careful in the past not to call Thums Up a cola drink so it has avoided direct comparison with Coke and Pepsi, the world’s brand leaders. The soft drinks market in India is composed of six product segments: cola, â€Å"cloudy lemon,†orange, â€Å"soda†(carbonated water), mango, and â€Å"clear lemon,†in order of importance. Cloudy lemon and clear lemon together make up the lemon-lime segment. Prior to the arrival of foreign producers in India, the ? ht for local dominance was between Parle’s Thums Up and Pure Drinks’ Campa Cola. In 1988, the industry had experienced a dramatic shakeout following a government warning that BVO, an essential ingredient in locally produced soft drinks, was carcinogenic. Producers either cat2994X_case1_001-017. indd cat2994X_case1_001-017. indd 10 had to resort to using a costly imported substitute, estergum, or they had to ? nance their own R&D in order to ? nd a substitute ingredient. Many failed and quickly withdrew from the industry.Competing with the segment of carbonated soft drinks is another beverage segment composed of noncarbonated fruit drinks. These are a growth industry because Indian consumers perceive fruit drinks to be natural, healthy, and tasty. The leading brand has traditionally been Parle’s Frooti, a mango-? avored drink, which was also exported to franchisees in the United States, Britain, Portugal, Spain, and Mauritius. OPENING INDIAN MARKET In 1991, India experienced an economic crisis of exceptional severity, t riggered by the rise in imported oil prices following the ? rst Gulf War (after Iraq’s invasion of Kuwait).Foreign exchange reserves fell as nonresident Indians (NRIs) cut back on repatriation of their savings, imports were tightly controlled across all sectors, and industrial production fell while in? ation was rising. A new government took of? ce in June 1991 and introduced measures to stabilize the economy in the short term, then launched a fundamental restructuring program to ensure medium-term growth. Results were dramatic. By 1994, in? ation was halved, exchange reserves were greatly increased, exports were growing, and foreign investors were looking at India, a leading Big Emerging Market, with new eyes.The turnaround could not be overstated; as one commentator said, â€Å"India has been in economic depression for so long that everything except the snake-charmers, cows and the Taj Mahal has faded from the memory of the world. †The Indian government was viewed a s unfriendly to foreign investors. Outside investment had been allowed only in high-tech sectors and was almost entirely prohibited in consumer goods sectors. The â€Å"principle of indigenous availability†had speci? ed that if an item could be obtained anywhere else within the country, imports of similar items were forbidden.As a result, Indian consumers had little choice of products or brands and no guarantees of quality or reliability. Following liberalization of the Indian economy and the dismantling of complicated trade rules and regulations, foreign investment increased dramatically. Processed foods, software, engineering plastics, electronic equipment, power generation, and petroleum industries all bene? ted from the policy changes. PEPSICO AND COCA-COLA ENTER THE INDIAN MARKET Despite its huge population, India had not been considered by foreign beverage producers to be an important market.In addition to the deterrents imposed by the government through its austere tr ade policies, rules, and regulations, local demand for carbonated drinks in India was very low compared with countries at a similar stage of economic development. In 1989, the average Indian was buying only three bottles a year, compared with per-capita 8/27/10 1:58 PM Cases 1 An Overview consumption rates of 11 bottles a year in Bangladesh and 13 in Pakistan, India’s two neighbors. PepsiCo PepsiCo entered the Indian market in 1986 under the name â€Å"Pepsi Foods Ltd. n a joint venture with two local partners, Voltas and Punjab Agro. †As expected, very stringent conditions were imposed on the venture. Sales of soft drink concentrate to local bottlers could not exceed 25 percent of total sales for the new venture, and Pepsi Foods Ltd. was required to process and distribute local fruits and vegetables. The government also mandated that Pepsi Food’s products be promoted under the name â€Å"Lehar Pepsi†(â€Å"lehar†meaning â€Å"wave†). For eign collaboration rules in force at the time prohibited the use of foreign brand names on products intended for sale inside India.Although the requirements for Pepsi’s entry were considered stringent, the CEO of Pepsi-Cola International said at that time, â€Å"We’re willing to go so far with India because we want to make sure we get an early entry while the market is developing. †In keeping with local tastes, Pepsi Foods launched Lehar 7UP in the clear lemon category, along with Lehar Pepsi. Marketing and distribution were focused in the north and west around the major cities of Delhi and Mumbai (formally Bombay). An aggressive pricing policy on the one-liter bottles had a severe impact on the local producer, Pure Drinks.The market leader, Parle, preempted any further pricing moves by Pepsi Foods by introducing a new 250-ml bottle that sold for the same price as its 200-ml bottle. Pepsi Foods struggled to ? ght off local competition from Pure Drinks’ C ampa Cola, Duke’s lemonade, and various brands of Parle. The ? ght for dominance intensi? ed in 1993 with Pepsi Food’s launch of two new brands, Slice and Teem, along with the introduction of fountain sales. At this time, market shares in the cola segment were 60 percent for Parle (down from 70 percent), 26 percent for Pepsi Foods, and 10 percent for Pure Drinks. Coca-ColaIn May 1990, Coca-Cola attempted to reenter India by means of a proposed joint venture with a local bottling company owned by the giant Indian conglomerate, Godrej. The government turned down this application just as PepsiCo’s application was being approved. Undeterred, Coca-Cola made its return to India by joining forces with Britannia Industries India Ltd. , a local producer of snack foods. The new venture was called â€Å"Britco Foods. †Among local producers, it was believed at that time that CocaCola would not take market share away from local companies because the beverage market w as itself growing consistently from year to year.Yet this belief did not stop individual local producers from trying to align themselves with the market leader. Thus in July 1993, Parle offered to sell Coca-Cola its bottling plants in the four key cities of Delhi, Mumbai, Ahmedabad, and Surat. In addition, Parle offered to sell its leading brands Thums Up, Limca, Citra, Gold Spot, and Mazaa. It chose to retain ownership only of Frooti and a soda (carbonated water) called Bisleri. FAST FORWARD TO THE NEW MILLENNIUM Seasonal Sales Promotionsâ€â€2006 Navratri Campaign In India the summer season for soft drink consumption lasts 70 to 75 days, from mid-April to June.During this time, over 50 percent of the year’s carbonated beverages are consumed across the country. The second-highest season for cat2994X_case1_001-017. indd cat2994X_case1_001-017. indd 11 consumption lasts only 20 to 25 days during the cultural festival of Navratri (â€Å"Nav†means nine and â€Å"ratr i†means night). This traditional Gujarati festival goes on for nine nights in the state of Gujarat, in the western part of India. Mumbai also has a signi? cant Gujarati population that is considered part of the target market for this campaign. As the Regional Marketing Manager for Coca-Cola India tated, â€Å"As part of the ‘think localâ€â€act local’ business plan, we have tried to involve the masses in Gujarat with ‘Thums Up Toofani Ramjhat,’ with 20,000 free passes issued, one per Thums Up bottle. [‘Toofan’ means a thunderstorm and ‘ramjhat’ means ‘let’s dance,’ so together these words convey the idea of a ‘fast dance. ’] There are a number of [retail] on-site activities too, such as the ‘buy oneâ€â€get one free’ scheme and lucky draws where one can win a free trip to Goa. †(Goa is an independent Portuguesespeaking state on the west coast of India, famed for its beaches and tourist resorts. For its part, PepsiCo also participates in annual Navratri celebrations through massive sponsorships of â€Å"garba†competitions in selected venues in Gujarat. (â€Å"Garba†is the name of a dance, done by women during the Navratri festival. ) The Executive Vice President for PepsiCo India commented: â€Å"For the ? rst time, Pepsi has tied up with the Gujarati TV channel, Zee Alpha, to telecast ‘Navratri Utsav’ on all nine nights. [‘Utsav’ means festival. ] Then there is the mega offer for the people of Ahmedabad, Baroda, Surat, and Rajkot where every re? ll of a case of Pepsi 300-ml. ottles will fetch one kilo of Basmati rice free. †These four cities are located in the state of Gujarat. Basmati rice is considered a premium quality rice. After the initial purchase of a 300-ml bottle, consumers can get re? lls at reduced rates at select stores. The TV Campaign Both Pepsi-Cola and Coca-Cola engage in TV ca mpaigns employing local and regional festivals and sports events. A summer campaign featuring 7UP was launched by Pepsi with the objectives of growing the category and building brand awareness. The date was chosen to coincide with the India– Zimbabwe One-Day cricket series.The new campaign slogan was â€Å"Keep It Cool†to emphasize the product attribute of refreshment. The national campaign was to be reinforced with regionally adapted TV campaigns, outdoor activities, and retail promotions. A 200-ml bottle was introduced during this campaign in order to increase frequency of purchase and volume of consumption. Prior to the introduction of the 200-ml bottle, most soft drinks were sold in 250-ml, 300-ml, and 500-ml bottles. In addition to 7UP, Pepsi Foods also introduced Mirinda Lemon, Apple, and Orange in 200-ml bottles.In the past, celebrity actors Amitabh Bachchan and Govinda, who are famous male stars of the Indian movie industry, had endorsed Mirinda Lemon. This wo rld-famous industry is referred to as â€Å"Bollywood†(the Hollywood of India based in Bombay). Pepsi’s Sponsorship of Cricket and Football (Soccer) After India won an outstanding victory in the India–England NatWest One-Day cricket series ? nals, PepsiCo launched a new ad campaign featuring the batting sensation, Mohammad Kaif. PepsiCo’s line-up of other cricket celebrities includes Saurav Ganguly, Rahul Dravid, Harbhajan Singh, Zaheer Khan, V .S. Laxman, and Ajit Agarkar. All of these players were . V part of the Indian team for the World Cup Cricket Series. During the two months of the Series, a new product, Pepsi Blue, was 8/27/10 1:58 PM Part 6 Supplementary Material marketed nationwide. It was positioned as a â€Å"limited edition,†icy-blue cola sold in 300-ml, returnable glass bottles and 500-ml plastic bottles, priced at 8 rupees (Rs) and Rs 15, respectively. In addition, commemorative, nonreturnable 250-ml Pepsi bottles priced at Rs 12 w ere introduced. One rupee was equal to US 2. 54 cents in 2008. ) In addition to the sponsorship of cricket events, PepsiCo has also taken advantage of World Cup soccer fever in India by featuring football heroes such as Baichung Bhutia in Pepsi’s celebrity and music-related advertising communications. These ads featured football players pitted against sumo wrestlers. To consolidate its investment in its promotional campaigns, PepsiCo sponsored a music video with celebrity endorsers including the Bollywood stars, as well as several nationally known cricketers.The new music video aired on SET Max, a satellite channel broadcast mainly in the northern and western parts of India and popular among the 15–25 year age group. Coca-Cola’s Lifestyle Advertising While Pepsi’s promotional efforts focused on cricket, soccer, and other athletic events, Coca-Cola’s India strategy focused on relevant local idioms in an effort to build a â€Å"connection with the y outh market. †The urban youth target market, known as â€Å"India A,†includes 18–24 year olds in major metropolitan areas. Several ad campaigns were used to appeal to this market segment.One campaign was based on use of â€Å"gaana†music and ballet. (â€Å"Gaana†means to sing. ) The ? rst ad execution, called â€Å"Bombay Dreams,†featured A. R. Rahman, a famous music director. This approach was very successful among the target audience of young people, increasing sales by about 50 percent. It also won an Ef? Award from the Mumbai Advertising Club. A second execution of Coke’s southern strategy was â€Å"Chennai Dreams†(Chennai was formerly called Madras), a 60-second feature ? lm targeting consumers in Tamil Nadu, a region of southern India. The ? m featured Vijay, a youth icon who is famous as an actor in that region of south India. Another of the 60-second ? lms featured actor Vivek Oberoi with Aishwarya Rai. Both are fa mous as Bollywood movie stars. Aishwarya won the Miss World crown in 1994 and became an instant hit in Indian movies after deciding on an acting career. This ad showed Oberoi trying to hook up with Rai by deliberately leaving his mobile phone in the taxi that she hails, and then calling her. The ad message aimed to emphasize con? dence and optimism, as well as a theme of â€Å"seize the day. This campaign used print, outdoor, point-of-sale, restaurant and grocery chains, and local promotional events to tie into the 60-second ? lm. â€Å"While awareness of soft drinks is high, there is a need to build a deeper brand connect†in urban centers, according to the Director of Marketing for CocaCola India. â€Å"Vivek Oberoiâ€â€who’s an up and coming star today, and has a wholesome, energetic imageâ€â€will help build a stronger bond with the youth, and make them feel that it is a brand that plays a role in their life, just as much as Levi’s or Ray-Ban. †In addition to promotions focused on urban youth, Coca-Cola India worked hard to build a brand preference among young people in rural target markets. The campaign slogan aimed at this market was â€Å"thanda matlab Coca-Cola†(or â€Å"cool means Coca-Cola†in Hindi). Coca-Cola India calls its rural youth target market â€Å"India B. †The prime objective in this market is to grow the generic soft drinks category and to develop brand preference for Coke. The â€Å"thanda†(â€Å"cold†) campaign successfully propelled Coke into the number three position in rural markets. cat2994X_case1_001-017. ndd cat2994X_case1_001-017. indd 12 Continuing to court the youth market, Coke has opened its ? rst retail outlet, Red Lounge. The Red Lounge is touted as a one-stopdestination where the youth can spend time and consume Coke products. The ? rst Red Lounge pilot outlet is in Pune, and based on the feedback, more outlets will be rolled out in other cities. The lounge sports red color, keeping with the theme of the Coke logo. It has a giant LCD television, video games, and Internet sur? ng facilities. The lounge offers the entire range of Coke products.The company is also using Internet to extend its reach into the public domain through the Web site www. myenjoyzone. com. The company has created a special online â€Å"Sprite-itude†zone that provides consumers opportunities for online gaming and expressing their creativity, keeping with the no-nonsense attitude of the drink. Coca-Cola’s speci? c marketing objectives are to grow the percapita consumption of soft drinks in the rural markets, capture a larger share in the urban market from competition, and increase the frequency of consumption.An â€Å"affordability plank,†along with introduction of a new 5-rupee bottle, was designed to help achieve all of these goals. The â€Å"Affordability Plank†The purpose of the â€Å"affordability plank†was to enha nce affordability of Coca-Cola’s products, bringing them within arm’s reach of consumers, and thereby promoting regular consumption. Given the very low percapita consumption of soft drinks in India, it was expected that price reductions would expand both the consumer base and the market for soft drinks. Coca-Cola India dramatically reduced prices of its soft drinks by 15 percent to 25 percent nationwide to encourage consumption.This move followed an earlier regional action in North India that reduced prices by 10–15 percent for its carbonated brands Coke, Thums Up, Limca, Sprite, and Fanta. In other regions such as Rajasthan, western and eastern Uttar Pradesh, and Tamil Nadu, prices were slashed to Rs 5 for 200-ml glass bottles and Rs 8 for 300-ml bottles, down from the existing Rs 7 and Rs 10 price points, respectively. Another initiative by Coca-Cola was the introduction of a new size, the â€Å"Mini,†expected to increase total volume of sales and acco unt for the major chunk of Coca-Cola’s carbonated soft drink sales.The price reduction and new production launch were announced together in a new television ad campaign for Fanta and Coke in Tamil. A 30-second Fanta spot featured the brand ambassador, actress Simran, well-known for her dance sequences in Hindi movies. The ad showed Simran stuck in a traf? c jam. Thirsty, she tosses a 5-rupee coin to a roadside stall and signals to the vendor that she wants a Fanta Mini by pointing to her orange dress. (Fanta is an orangeade drink. ) She gets her Fanta and sets off a chain reaction on the crowded street, with everyone from school children to a traditional â€Å"nani†mimicking her action. â€Å"Nani†is the Hindi word for grandmother. ) The director of marketing commented that the company wanted to make consumers â€Å"sit up and take notice. †A NEW PRODUCT CATEGORY Although carbonated drinks are the mainstay of both Coke’s and Pepsi’s produ ct line, the Indian market for carbonated drinks is now not growing. It grew at a compounded annual growth rate of only 1 percent between 1999 and 2006, from $1. 31 billion to $1. 32 billion. However, the overall market for beverages, which includes soft drinks, juices, and other drinks, grew 6 percent from $3. 15 billion to $3. 4 billion. To encourage growth in demand for bottled beverages in the Indian market, several producers, including Coke and Pepsi, have 8/27/10 1:58 PM Cases 1 An Overview launched their own brands in a new category, bottled water. This market was valued at 1,000 Crores. 1 Pepsi and Coke are responding to the declining popularity of soft drinks or carbonated drinks and the increased focus on all beverages that are non-carbonated. The ultimate goal is leadership in the packaged water market, which is growing more rapidly than any other category of bottled beverages.Pepsi is a signi? cant player in the packaged water market with its Aqua? na brand, which has a signi? cant share of the bottled water market and is among the top three retail water brands in the country. PepsiCo consistently has been working toward reducing its dependence on Pepsi Cola by bolstering its non-cola portfolio and other categories. This effort is aimed at making the company more broad-based in category growth so that no single product or category becomes the key determinant of the company’s market growth.The non-cola segment is said to have grown to contribute one-fourth of PepsiCo’s overall business in India during the past three to four years. Previously, the multinational derived a major chunk of its growth from Pepsi-Cola. Among other categories on which the company is focusing are fruit juices, juice-based drinks, and water. The estimated fruit juice market in India is approximately 350 Crores and growing month to month. One of the key factors that has triggered this trend is the emergence of the mass luxury segment and increasing consumer consc iousness about health and wellness. Our hugely successful international brand Gatorade has gained momentum in the country with consumers embracing a lifestyle that includes sports and exercise. The emergence of high-quality gymnasiums, ? tness and aerobic centres mirror the ? tness trend,†said a spokesperson. Coca-Cola introduced its Kinley brand of bottled water and in two years achieved a 28 percent market share. It initially produced bottled water in 15 plants and later expanded to another 15 plants. The Kinley brand of bottled water sells in various pack sizes: 500 ml, 1 liter, 1. 5 liter, 2 liter, 5 liter, 20 liter, and 25 liter.The smallest pack was priced at Rs 6 for 500 ml, while the 2-liter bottle was Rs 17. The current market leader, with 40 percent market share, is the Bisleri brand by Parle. Other competing brands in this segment include Bailley by Parle, Hello by Hello Mineral Waters Pvt. Ltd. , Pure Life by Nestle, and a new brand launched by Indian Railways, ca lled Rail Neer. CONTAMINATION ALLEGATIONS AND WATER USAGE Just as things began to look up for the American companies, an environmental organization claimed that soft drinks produced in India by Coca-Cola and Pepsi contained signi? cant levels of pesticide residue.Coke and Pepsi denied the charges and argued that extensive use of pesticides in agriculture had resulted in a minute degree of pesticide in sugar used in their drinks. The result of tests conducted by the Ministry of Health and Family Welfare showed that soft drinks produced by the two companies were safe to drink under local health standards. Protesters in India reacted to reports that Coca-Cola and Pepsi contained pesticide residues. Some states announced partial bans on Coke and Pepsi products. When those reports appeared on the front pages of newspapers in India, Coke and Pepsi executives were con? ent that they could handle the situation. But they stumbled. 1 One Crore cat2994X_case1_001-017. indd cat2994X_case1_001-0 17. indd 13 10,000,000 Rupees, and US$1 Rs48, so 1,000 Crore US$208,300. They underestimated how quickly events would spiral into a nationwide scandal, misjudged the speed with which local politicians would seize on an Indian environmental group’s report to attack their global brands, and did not respond swiftly to quell the anxieties of their customers. The companies formed committees in India and the United States, working in tandem on legal and public relations issues.They worked around the clock fashioning rebuttals. They commissioned their own laboratories to conduct tests and waited until the results came through before commenting in detail. Their approaches back? red. Their reluctance to give details fanned consumer suspicion. They became bogged down in the technicalities of the charges instead of focusing on winning back the support of their customers. At the start, both companies were unprepared when one state after another announced partial bans on Coke and Pepsi pr oducts; the drinks were prevented from being sold in government of? es, hospitals, and schools. Politicians exploited the populist potential. In hindsight, the Coke communications director said she could see how the environmental group had picked Coca-Cola as a way of attracting attention to the broader problem of pesticide contamination in Indian food products. â€Å"Fringe politicians will continue to be publicly hostile to big Western companies, regardless of how eager they are for their investment,†she said. Failing to anticipate the political potency of the incident, Coke and Pepsi initially hoped that the crisis would blow over and they adopted a policy of silence. Here people interpret silence as guilt,†said an Indian public relations expert. â€Å"You have to roll up your sleeves and get into a street ? ght. Coke and Pepsi didn’t understand that. †Coca-Cola eventually decided to go on the attack, though indirectly, giving detailed brie? ngs by e xecutives, who questioned the scienti? c credentials of their products’ accusers. They directed reporters to Internet blogs full of entries that were uniformly proCoke, and they handed out the cell phone number for the director of an organization called the Center for Sanity and Balance in Public Life.Emphasizing that he was not being paid by the industry, Kishore Asthana, from that center, said, â€Å"One can drink a can of Coke every day for two years before taking in as much pesticide as you get from two cups of tea. †The situation continued to spin out of control. Newspapers printed images of cans of the drinks with headlines like â€Å"toxic cocktail. †News channels broadcast images of protesters pouring Coke down the throats of donkeys. A vice president for CocaCola India said his â€Å"heart sank†when he ? rst heard the accusations because he knew that consumers would be easily confused. But even terminology like P. P. B. â€â€parts per billi onâ€â€is dif? cult to comprehend,†he said. â€Å"This makes our job very challenging. †PepsiCo began a public relations offensive, placing large advertisements in daily newspapers saying, â€Å"Pepsi is one of the safest beverages you can drink today. †The company acknowledged that pesticides were present in the groundwater in India and found their way into food products in general. But, it said, â€Å"compared with the permitted levels in tea and other food products, pesticide levels in soft drinks are negligible. After all the bad press Coke got in India over the pesticide content in its soft drinks, an activist group in California launched a campaign directed at U. S. college campuses, accusing CocaCola of India of using precious groundwater, lacing its drinks with pesticides, and supplying farmers with toxic waste used for fertilizing their crops. According to one report, a plant that 8/27/10 1:58 PM Part 6 Supplementary Material produces 300,000 lite rs of soda drink a day uses 1. 5 million liters of water, enough to meet the requirements of 20,000 people.The issue revolved around a bottling plant in Plachimada, India. Although the state government granted Coke permission to build its plant in 1998, the company was obliged to get the locally elected village council’s go-ahead to exploit groundwater and other resources. The village council did not renew permission in 2002, claiming the bottling operation had depleted the farmers’ drinking water and irrigation supplies. Coke’s plant was closed until the corporation won a court ruling allowing them to reopen.The reopening of the plant in 2006 led students of a major Midwestern university to call for a ban on the sale of all Coca-Cola products on campus. According to one source, more than 20 campuses banned Coca-Cola products, and hundreds of people in the United States called on Coca-Cola to close its bottling plants because the plants drain water from communit ies throughout India. They contended that such irresponsible practices rob the poor of their fundamental right to drinking water, are a source of toxic waste, cause serious harm to the environment, and threaten people’s health.In an attempt to stem the controversy, Coca-Cola entered talks with the Midwestern university and agreed to cooperate with an independent research assessment of its work in India; the university selected the institute to conduct the research, and Coke ? nanced the study. As a result of the proposed research program, the university agreed to continue to allow Coke products to be sold on campus. In 2008 the study reported that none of the pesticides were found to be present in processed water used for beverage production and that the plants met governmental regulatory standards.However, the report voiced concerns about the company’s use of sparse water supplies. Coca-Cola was asked by the Delhi-based environmental research group to consider shuttin g down one of its bottling plants in India. Coke’s response was that â€Å"the easiest thing would be to shut down, but the solution is not to run away. If we shut down, the area is still going to have a water problem. We want to work with farming communities and industries to reduce the amount of water used. †The controversies highlight the challenges that multinational companies can face in their overseas operations.Despite the huge popularity of the drinks, the two companies are often held up as symbols of Western cultural imperialism. QUESTIONS 1. The political environment in India has proven to be critical to company performance for both PepsiCo and Coca-Cola India. What speci? c aspects of the political environment have played key roles? Could these effects have been anticipated prior to market entry? If not, could developments in the political arena have been handled better by each company? 2. Timing of entry into the Indian market brought different esults for PepsiCo and Coca-Cola India. What bene? ts or disadvantages accrued as a result of earlier or later market entry? 3. The Indian market is enormous in terms of population and geography. How have the two companies responded to the cat2994X_case1_001-017. indd cat2994X_case1_001-017. indd 14 sheer scale of operations in India in terms of product policies, promotional activities, pricing policies, and distribution arrangements? 4. â€Å"Global localization†(glocalization) is a policy that both companies have mplemented successfully. Give examples for each company from the case. 5. How can Pepsi and Coke confront the issues of water use in the manufacture of their products? How can they defuse further boycotts or demonstrations against their products? How effective are activist groups like the one that launched the campaign in California? Should Coke address the group directly or just let the furor subside? 6. Which of the two companies do you think has better longterm prospects for success in India? 7.What lessons can each company draw from its Indian experience as it contemplates entry into other Big Emerging Markets? 8. Comment on the decision of both Pepsi and Coke to enter the bottled water market instead of continuing to focus on their core productsâ€â€carbonated beverages and cola-based drinks in particular. 9. Most recently Coca-Cola has decided to enter the growing Indian market for energy drinks, forecasted to grow to $370 billion in 2013 from less than half that in 2003. The competition in this market is ? erce with established ? rms including Red Bull and Sobe.With its new brand Burn, Coke initially targeted alternative distribution channels such as pubs, bars, and gyms rather than large retail outlets such as supermarkets. Comment on this strategy. This case was prepared by Lyn S. Amine, Ph. D. , Professor of Marketing and International Business, Distinguished Fellow of the Academy of Marketing Science, President, Women of the Academy of In ternational Business, Saint Louis University, and Vikas Kumar, Assistant Professor, Strategic Management Institute, Bocconi University, Milan, Italy. Dr. Lyn S.Amine and Vikas Kumar prepared this case from public sources as a basis for classroom discussion only. It is not intended to illustrate either effective or ineffective handling of administrative problems. The case was revised in 2005 and 2008 with the authors’ permission. Sources: Lyn S. Amine and Deepa Raizada, â€Å"Market Entry into the Newly Opened Indian Market: Recent Experiences of US Companies in the Soft Drinks Industry,†in Developments in Marketing Science, XVIII, proceedings of the annual conference of the Academy of Marketing Science, Roger Gomes (ed. ) (Coral Gables, FL: AMS, 1995), pp. 87–92; Jeff Cioletti, â€Å"Indian Government Says Coke and Pepsi Safe,†Beverage World, September 15, 2003; â€Å"Indian Group Plans Coke, Pepsi Protests After Pesticide Claims,†AFP, December 15, 2004; â€Å"Fortune Sellers,†Foreign Policy, May/ June 2004; â€Å"International Pressure Grows to Permanently Close Coke Bottling Plant in Plachimada,†PR Newswire, June 15, 2005; â€Å"Indian Village Refuses Coca-Cola License to Exploit Ground Water,†AFP, June 14, 2005; â€Å"Why Everyone Loves to Hate Coke,†Economist Times, June 16, 2005; â€Å"PepsiCo India To Focus on Non-Cola Segment,†Knight Ridder Tribune Business News, September 22, 2006; â€Å"For 2 Giants of Soft Drinks, A Crisis in a Crucial Market,†The New York Times, August 23, 2006; â€Å"Coke and Pepsi Try to Reassure India That Drinks Are Safe,†The New York Times, August 2006; â€Å"Catalyst: The Fizz in Water†Financial Times Limited, October 11, 2007; â€Å"Marketing: Coca-Cola Foraying Into Retail Lounge Format,†Business Line, â€Å"April 7, 2007; â€Å"India Ops Now in Control, Says Coke Boss,†The Times of India, October 3, 2007; à ¢â‚¬Å"Pepsi: Repairing a Poisoned Reputation in India; How the Soda Giant Fought Charges of Tainted Products in a Country Fixated on its Polluted Water,†Business Week, June 11, 2007, p. 48; â€Å"Coca-Cola Asked to Shut Indian Plant to Save Water,†International Herald Tribune, January 15, 2008; â€Å"Coca Cola: A Second Shot at Energy Drinks,†DataMonitor, January 2010. 8/27/10 1:58 PM
Thursday, August 15, 2019
‘Montana 1948’ Is About the Choices People Make
Larry Watson’s novel ‘Montana 1948’ is told from the perspective of narrator David Hayden, recalling the experiences of his 12 year old self. The observations he witnesses and describes reflects the choices that are made by the adult characters of the novel. Not only changing himself but also changing the situations and environment around the small town of Bentrock. David’s uncle Frank played a major role in this novel displaying his selfish and egotistical choices. Along with these self-centered decisions, Wesley, was torn between protecting his family and obeying the law. These choices heavily influenced David’s own decisions therefore using his knowledge respectively. However, not everyone’s decisions and choices were used. Gail the main woman figure in the novel had her choices declined and disregarded due to the fact that she is a woman. These decisions and choices that were made by frank greatly influenced on the whole of the family. David’s uncle, Frank Hayden is a highly confident, ignorant and narcissistic doctor who is clearly only interested in his own priorities, status and position in the community. His choices that are presented throughout the novel do heavily influence the entire family’s decisions. Which do shape the future events for the family. Frank has had a long line of being the favourite sibling between the two brothers (Wesley and Frank) due to this his father, Julian is fully aware of the fact that Frank is engaging in adult behaviours with Indian women, this had started in his early teens. Such things as these are explained when Marie stated that â€Å"When he examines an Indian he†¦he does things he shouldn’t. He takes liberties. Indecent Liberties. †This statement explains how the American Indians in particular, Marie feels about frank and his methods while examining Indian women. The choices that frank made were extremely significant on the opinions and future decision that were made throughout the rest of the story. Franks actions and choices caused conflict and distress within the Hayden family, causing rifts and a divide in the family. His choices changed the views of Wesley and his choices. Wesley, the strong, respected father and sheriff of Bentrock is torn between the decisions of protecting his family from the harsh truth and unpleasant situations of Bentrock, Montana and enforcing the law and his duties as sheriff. Due to Franks immoral acts, Wesley is forced to decide Franks fate, whether he is to be locked up in prison because of his misconducts or, to have his crimes forgotten about to protect the Hayden name. Throughout the novel, Wesley is under a lot of stress and pressure to make the right decision. He is unsure and confused although he finally does stand up to his father and think for himself, as he was heavily influenced by Julian’s actions and wishes. Because of Wesley’s choice to lock frank up in the basement of their home, frank tries to convince Julian what frank has really done. Julian little respect for what Wesley has done to find out the truth nor will he ever have faith or belief in Wes because frank is the more favourite sibling. This is represented in the statement â€Å"you-Investigating†how through these two words displays how little respect Julian has for Wesley. The choices that were made my both Frank and Wesley affect the knowledge and the information that David has gained, influencing his choices. David, the innocent and extremely influential child of the Hayden family, uses his incorruptibility to his advantage. As David is the youngest character featured in the novel, he is shown as the innocent and unknowing character. David observes the on-goings of the family including, their discussions, ideas and opinions and uses his knowledge to for his own advantages. David’s decision to over-hear the conversations of the adult characters shows his curiosity and slyness, towards the situation. Throughout the novel, David displayed only a few decisions, including the fact that although insignificant, David did tell Wesley about Frank breaking into the house and murdering Marie. As David was unaware of the consequences of the actions Frank committed, David was shocked and slightly scared of what might happen to him as David idolised frank, even more than his own father. David’s innocence is shown when repeating what he says to his father â€Å"Uncle Frank. Uncle Frank was here. †, this statement shows how he had chosen to keep the fact that frank had gotten into the house, displaying David’s anxious behaviours. As shown all of the male characters have chosen to lie and use their knowledge to use, although Gail seems to be the only character who choices were disregarded but also the right ones to make. Gail Hayden, the dominant female figure in the novel, discovers choices and decisions that would benefit the future events or situations, although they were all declined. Gail Is the mother of David and wife of Wesley. This meaning that she is written to be contrasting the rest of the characters. This means that because she is a female, her decisions and choices that she may or may not have made were in fact the correct choices but were declined. Gail, throughout the novel, chose to uncover the terrible secrets of frank, and what he does with Indian women. Gail tries to confess his immoral actions to Wesley, the sheriff and brother of frank. Although these accusations made by Gail were true although as mentioned, all of Gail’s choices like to tell Wesley about frank shows how others do not have respect for her, therefore everything that she believed was contradicted. Although Gail was one of the main characters of the novel, all of these decisions were made inferior by the entire Hayden Family. Gail had given up trying to convey her opinions and choices because of the Hayden family, who all made personal and non-personal choices. Larry Watson’s novel, throughout the entire story every character made at least one important decision as these problems unravelled as the story progresses. Even if the choices were life threatening or dangerous to the rest of the family, all of the characters made a choice. If it was a choice to continue a lifelong lie, such as Frank. The choice to protect your family from dangerous situations. The decision to tell the truth to as higher authority. Or even if your opinions and choices were disregarded and ignored. The characters in the novel â€Å"Montana 1948†all displayed choices which made up the basis of the story.
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