Assignments assistance on Leadership Experience @Myassignmenthelp

Question: Compose a paper about the administration experience. Answer: Presentation The scope of exercises the individuals embrace as an administrator is generous with the outcome that the assortment of aptitudes expected to succeed is wide. At whatever point the writing discusses the term association two inquiries may emerge as a top priority as a first reflection-what sort of association and who is the pioneer (Mendenhall Osland, 2012). There might be numerous components that can lead an association towards the disappointment and achievement, however the position of authority is likewise critical and significant in taking care of associations. Numerous administrators have a solid vision of where they need to go. As indicated by Daft (2014), mindfulness and solid ties between the administration methodology and technique of business make an unshakable establishment for progress. There are three basic qualities that each pioneer must need to turn into a conspicuous pioneer are being want to be a pioneer, full duty towards the vision and crucial the partnership and tr ustworthiness. Richard Goyder is one of the notable business characters, who have been effectively demonstrated his initiative abilities as holding the situation of Managing Director of Wesfarmers Limited. Since the year 1993, he has contributed towards the development of this association in performing diverse employment duties. Presently Wesfarmers has developed into one of the biggest recorded broadened associations of Australia. In this paper, the administration aptitudes of Richard Goyder will be talked about. Perusers will get a thought regarding the various layers of his character and a few choices making approaches which have considered as powerful in the achievement of the association. Conversation In todays unsure, unpredictable, intricate and vague condition, pioneers will be called upon to manage multifaceted developing dangers inside the setting of the worldwide condition. Pioneers will be required to comprehend, learn and adjust certain prerequisites by the ideal execution of their obligations. As per Goleman et al. 2013, exceptional attributes and authority style of an individual distinguishes abilities to being lead an associations through troublesome and moving condition to tackle complex business issues. In this conversation, the record will examine the qualities and style of administration of Richer Goyder. Since the more than hundred years, Western Australian rancher agreeable, known as Wesfarmers has been occupied with different business activities incorporate grocery stores, inns, alcohol, inn, accommodation stores, etc. Presently the organization has gotten one of the biggest private part businesses of Australia where the overseeing chiefs and his compelling group oversee around 210000 workers with having the base of partners of almost 500000. Under the direction of Richard Goyder, the organization fulfills the need of purchasers through the arrangement of merchandise and enterprises on a serious and temporary premise. His excursion has been begun since 1993, when he joined Wesfarmers, in the wake of working a few business jobs at the association of Tubemakers of Australia Limited. After held a few quantities of business positions in the division of Business Development of Wesfarmers, for example, GM, Richard Goyder was delegated as overseeing chief of this organization in 1999. He has administered the buy and change Coles, driven Bunnings to its pre-famous situation of market, shepherded this enhanced enterprise through the GFC and from that point forward the organization guaranteed Wesfarmers investors a superior than showcase return. The tale of Wesfarmers demonstrates that the achievement of the association is totally relies upon great administration or all the more precisely, great initiative, regardless of what industry the business is working in. In one of the ongoing meeting of this persuasive pioneer, Richard Goyder depended about the model of Wesfarmers that in retail business, you need an exceptionally solid help culture; in a mining business you need an extremely solid security culture. There are contrasts and not a great deal of cooperative energies (Re Rule 2016). He has confidence in working under a solid business structure, organizing the proper plan of action. During the period of Wesfarmers move to gain Coles, numerous industrialists and market members of Australia have offered a few dubious remarks on the grounds that however Coles was an incredible brand, yet that association was tormented by a famous history, dissimilar to the organization like Wesfarmers. Be that as it may, Richard Goyder was sure that he and his group could improve Coles and all the more significantly great returnable association. Richard Goyder is one of only a handful hardly any skilled pioneers who have effectively qualified as momentous. His dynamic capacities unmistakably distinguish his administration qualities, for example, a string level of certainty and an idealistic reasoning methodology. Today Coles has accomplished a wonderful situation in the Australias basic food item gracefully chain showcase after the consolidating endeavors of the supervisory group of Wesfarmers. His certainty is infectious. Representatives of Wesfarmers are normally drawn towards lo oking for an exhortation, and feel progressively sure subsequently (O'Connell Gibbons, 2016). Be that as it may, the best thing about Richards initiative attributes is assuming liability any place refuted and rapidly acts to improve the circumstances inside his position. For example, Richard Goyder has censured the choice of Federal Government for having made a two-layered business charge framework. The administration said that private company will get 1.5 percent cut off since the time of 2013. Richard immovably contended saying this was totally off-base to have an alternate expense structure for various measured business. This episode demonstrates his incredible degree of responsibility and ranch dynamic methodologies (Ulrich et al. 2013). He accepts that CEOs required more than influence and expert articulation to accomplish change. His feeling of versatility is high. For example, Mr Goyder distinguished the expulsion of exchanging hour limitations as a truly necessary change and reacted to the Australias rivalry arrangements to remain serious. Presently the business adjusted the 247 online business culture. My Goyder said in this setting time is the best appointed authority of the people initiative. He likewise said that a pioneer should know about difficulties and be straightforward with them. All these remark of Richard Goyder obviously make comprehended that the authoritative administration of Richard Goyder is loaded with multi-layered and multi-dimensional. There are numerous traits have been recognized which gives him a terrific accomplishment for being filled in as Managing Director of Wesfarmers. Right off the bat, he doesn't considered as a sense of self driven individual since he said that he has encircle himself with great individuals. Richard puts stock in group the board and feeling of control (Van Wart, 2014). By putting 25000 workers under his new authority group, ate currently prepared to perform what Richard is attempting to do to the busi ness. Also, numerous specialists discover him a reliable and legitimate pioneer. He has honestly conceded that he has qualities and a few shortcomings. This is without a doubt admirable for representatives who are following his strides and constructs their profession way. Thirdly, his authority has been displayed a momentous connection between's administrative center and a few enhanced segments of Wesfarmers and results a superior presentation. Trusting in consolidated endeavors and capacity to take the reasonable choice, Richard Goyder has indicated his intense definitiveness and solid certainty (O'Connell Gibbons, 2016). By and by Mr. Goyler accepts that there is no supernatural formula for initiative. Be that as it may, different specialty units like Coles, Kmart, Bunnings and numerous others have recognized that he enables enough presentation and to lead without impedance. This makes relationship with the administrative center increasingly incorporated and guarantee progressivel y money related soundness. In this manner, the recognized initiative qualities of Richard Goyder are high certainty, trustworthiness, extraordinary responsibility and conclusiveness and idealism thinking process. There are different kinds of initiative styles applied in business associations. These incorporate Laissez-Faire, Autocratic, Participative, Transactional and Transformational. As indicated by Boscardin 2016), pioneers of free enterprise need direct managements of staffs and neglect to record normal input to those under his watch. Then again, Autocratic initiative is about permits directors to settle on choices alone without the impedance of others. Under this initiative styles, supervisors regularly want to have complete power. Participative administration style helps representative spirit by permitting workers in their dynamic (Ardichvili et al 2016). Under the transformational initiative, the chiefs give prizes or disciplines to colleagues dependent on execution aftereffects of representatives. In conclusion, transformational initiative style totally dependent on elevated level of correspondence from the executives to achieve hierarchical objectives (Avolio Yammarino, 2013). In li ght of the authority styles of Richard Goyder, this can be said that he is following participative initiative style. He has confidence in worker interest in the dynamic of Wesfarmers (Imperial et al. 2016). This gives enough open door for representatives to show their capacities and it makes them feel as though their sentiment matters. Under his dynamic administration approach, the organization has partaken in different CSR exercises. This authority encourages representatives to acknowledge authoritative changes or guarantees high versatility in their workplace. Hence, this participative initiative style of Richard Goyder guarantees superior from the side of representatives and better work environment with. His administration expertise and approaches discovered that representative cooperation is most significant which can be support up by giving inspiration and consolation from the powerful initiative of administrators. Chiefs should be built up a few regions to turn into a powerful pioneer (Friedri

Mexico’s largest cement manufacturer Free Essays

Cemex, has become a worldwide powerhouse In the concrete and development Industry. It as of now controls 60 percent of the concrete business in Mexico (Hill 2009). Cemexs achievement is a consequence of a blend of proficient innovation, for example, radio transmitters, satellites, and PC equipment that permit the organization to foresee changes in flexibly and request and decrease squander. We will compose a custom paper test on Mexico’s biggest concrete producer or on the other hand any comparable theme just for you Request Now Cemex’s achievement is additionally an aftereffect of an endeavor to command the business by gaining and purchasing out contenders worldwide In request to grow. . Which heoretical clarification, or clarifications, of FDI best clarifies Cemex’s FDI? I accept that Internalization hypothesis best clarifies Cemex’s FDI in light of the fact that Cemex has stepped up to the plate and go into numerous nations and as opposed to permitting; they purchased household concrete organizations and have developed into an overall powerhouse. As indicated by the reading material, disguise hypothesis clarifies why firms frequently incline toward remote direct speculation over permitting as a methodology for entering outside business sectors (Hill 2009). With the trend setting innovation that Cemex utilizes, so permitting would not be the best scene for the organization to take In request to secure It’s â€Å"technological know-how’ (Hill 2009). b. What Is the worth that Cemex brings to the host economy? Would you be able to perceive any potential disadvantages of internal speculation by Cemex in an economy? Cemex is the third biggest concrete organization on the planet, and a powerhouse in Mexico where it controls 60 percent of the market. Cemex is exceptionally centered around productive assembling and client support. Merchants are compensated for their deals, as are clients. The essential advantage Cemex brings to have nations Involves these competltlve points of interest. Cemex obtains organizations and afterward moves innovative, the executives, and advertising know-how to the new units. Improving their presentation. The organization has taken a few obtained organizations back to full creation, expanding work openings in the host nation also. c. Cemex has a solid inclination for acquisitions over greenfield adventures as a section mode. Why? Cemex has effectively gained built up concrete creators in numerous nations. By procuring organizations instead of building up them from the beginning, Cemex can stay away from a portion of the defers that could happen in the beginning up stage, while t a similar time, gain by the advantages of a set up advertise nearness. Getting different organizations is successful in light of the fact that the host economy definitely knows the socioeconomics and the market. Cemex would have the option to improve the business with their innovation and research. A Greenfield adventure would be unsafe and not financially savvy. d. For what reason is greater part control so essential to Cemex? Greater part control is imperative to Cemex due to the capacity to Implement its arrangement of moving assets. At the point when It doesn't have lion's share control It will most likely be unable to move its own overseeing assets to recently obtained organizations. Additionally, Cemex ight need to exploit contrasts in factor costs across nations, so it will be permitted to import parts from different spots to lessen costs. References Hill, C. W. L. , Richardson, T. , ; McKaig, T. (2009). Worldwide business today. Toronto: McGraw-Hill Ryerson. BUSN 427 WEEK 3 Case concentrate By Jihadmalley Mexico’s biggest concrete maker, Cemex, has become a worldwide powerhouse in the concrete and development industry. It presently controls 60 percent of the concrete business in Mexico (Hill 2009). Cemex’s achievement is a consequence of a mix of securing and purchasing out contenders worldwide so as to grow. a. Which cap disguise hypothesis best clarifies Cemex’s FDI in light of the fact that Cemex has taken the road for the organization to take so as to ensure it’s â€Å"technological know-how’ (Hill 2009). . What is the worth that Cemex brings to the host economy? Would you be able to perceive any are clients. The essential advantage Cemex brings to have nations includes these upper hands. Cemex gets organizations and afterward moves innovative, the executives, and advertising know-how to the new units, improving Majority control is critical to Cemex in view of the capacity to actualize its strategy of moving assets. At the point when it doesn't have larger part control it may not be capable The most effective method to refer to Mexico’s biggest concrete producer, Papers

CP11 Podcast with Tony Jamous from Nexmo about cloud-based Communication APIs

CP11 Podcast with Tony Jamous from Nexmo about cloud-based Communication APIs INTRODUCTIONMartin: Hi, this time we are having a very interesting entrepreneur with us, and talking about his entrepreneur journey. Hi, Tony, who are you? And what do you do?Tony: Hey thanks, Martin. I’m Tony Jamous. I’m the CEO and co-founder of Nexmo. We started the company exactly five years ago, both from here in the UK and Europe, and also in the US. My role has changed since the beginning of the company. Each phase has a different role. When you start, you start by doing a bit of much everything. Then as you hire people and build teams, your role becomes different. Thats the journey I went through.Martin: Cool. How did you come up with this business idea, Tony?Tony: I used to work in the communications industry. Nexmo is a cloud communications platform. This is where I started my career as an engineer, and later on in business development. Then I took a year off, and I went to do my business studies. During the whole year, I got obsessed with how can you make this better f or the customer, and how can you make this more scalable. That thinking process led me to build the first plan or the first idea to streamline that industry and build up more scalable, more efficient business.Martin: Great. At what point in time did you really start developing the first iteration of the product?Tony: Right away, actually. When we started, the first person I hired was a senior architect, Paul, who started coding the platform right away from day one. We were obsessed with time to revenue, because as you probably know when you’re starting a company, you want to prove your model, you want to find your market fit. Revenue was a key indicator we focus on, in order to prove to our ourselves but also to the investors that later on we’re going to raise money from, that actually you do have a good product.Martin: So if you are telling me that you’re focused on time to revenue, how many days or months did it take you?Tony: It took us probably four months from the first t ime we touched the code to get in the first customer paying us.Martin: Great.Tony: Very quick, if you compare to other entrepreneur opportunities.Martin: And how did you acquire this customer?Tony: In the beginning, it’s really about the relationship. You dont have any brand name. You don’t have any web presence. So actually, you need to leverage your network. I was lucky to have worked in this industry before in sales. So we knew you lots of customers. I knew exactly their pinpoints and as we designed the product, addressed this pinpoint, it was appealing them to talk to us.Martin: You said before that you started as a generalist, and then later on overtime became more of a focused kind of senior level executive? Can you walk us through this journey? What was it like in the journey?Tony: Yes, so, in the beginning, you’re a small team. Essentially, everybody does everything and initially you don’t need to spell out a specific plan or specific strategies. Everybody understand s the vision as it’s a small team. As you start growing and creating new divisions and have new senior leaders coming into the business, making sure that everybody is aligned, is a very, very hard problem. So therefore, you’re going to start to need to formulate things and communicate things in order to get the team with its various departments to get aligned and moving in one direction.Martin: When I talked to entrepreneurs, one thing that they often tell me is the customer acquisition cost were extremely high in the first place. And maybe you’re not often justified the revenue or customer lifetime value afterward. How did you try to decrease the customer acquisition cost through this learning process?Tony: Yes, exactly. So initially, it was based on relationships, so we needed to reach out the customer, traditional direct sales approach, which we actually developed and approved overtime in increasing efficiency of that. But at the same time, we’ve opened up the web inbound marketing channel, and that has actually enabled us to scale faster and reduce the cost of acquisition.To be honest, today if you’re in technology and you’re selling software, you need to be online. You need to be visible to be able to capture some of that demand out there.Martin: Great, today you have a suite of different products targeted for like mobile phones. With what type of product did you start out?Tony: So we started with messaging because:I came from that industry, andWe’ve seen all the problems we can solve and how we could streamline that value chain for the customer and for us to be able to scale fast.So the first two years of the company, we were focused on only one product, and then as we, as actually as the world changes, you have new technology trends, you have customer behavior changing. Then you start adding new products and actually evolving your vision that we have today.Martin: And was the evolution of this kind of product suite more driven by customer demand, or was it more like that you find out actually the basic technically infrastructure for all those different products is the same, so we could leverage our existing infrastructure by just adding one or two more products?Tony: It all starts with the customer pain points. And as we talk to customer, we’re selling them product A, based on asking them: Hey guys, why don’t you do a product B as well and product C? Secondly, we’ve also looked at the competition and what the competition was offering, and we’ve seen that we have opportunities to offer actually similar API or similar product as the competition. Lastly, we look at the market trends and what are the major technological trend that is shaping our industry, specifically, the API economy is really, the APIs are becoming the new way of building software, and also mobile is coming big time. So we started building SDKs so that our API started being compatible with mobile, be it you know iOS or Android, any platform out there.So essentially, it was a process of focusing on getting feedback from customers, understanding the competition and the trends and actually reshaping our product strategy and our vision as we move forward.Martin: Tony, how is your company currently structured in terms of locations and in terms of functions?Tony: Nexmo on the location wise, we actually were one of the few startups at the time that were global from day one. From day one, we started in the UK. My co-founder, Eric and our CTO, building the engineering and producting from here. I was in the US building the sales team in our US presence. And very quickly in year two, we opened Asia. Today we have Hong Kong and Singapore and Seoul as well. Because Asia is the fastest market in the world and in our industry and in many industries. So we really needed to have a good hold in that region. And we grew really fast in these three regions.Of course, we got into certain challenges as you grow especially with cultural differen ces, but that was kind of the initial thought is to capture the demand everywhere in the world especially with the web today. You are everywhere even if you don’t want to.Martin: And how is the company structured in terms of functions?Tony: Of course, we have engineering and product, and developer relation. This is a team that built the community of developers. This is under our CTO.We do have the finance. We have a Chief Financial Officer that also manages other admin function like HR, legal. We also have Chief Marketing Officer that’s on marketing, this is marketing communication, sales enablement, growth marketing, and marketing operation.We also have our sales force and our sales forces has evolved to become much more mature. Now we have a new business team going after a new logos. We have account management to manage the existing customer base. And last year, we built as well an insight sales team to deal with the inbound flow of request.Last but not least, we have our cust omer support team. We like to see everybody in the company is customer support. But we do have a 24/7 global customer support team. And also a newly created business operation team to help us improve the business as we grow.Martin: Cool. What are the major differences in terms of the customers and adoption rates if you’re looking at US customers and Asian customers?Tony: So I would say in the US, in Europe actually customers especially software developers are much more empowered to make decisions about which API vendor they want to use. We’ve seen lots of success in inbound marketing. Customer just singing up online and turning to become major customers, like AirBnB, or Uber, or SnapChat, or booking.com here in Europe.In Asia, however, it was much more a business development, relationship based type of sales. And we see less online demand from that market.Martin: And did you know this before, or did you have to have this as a hard learning?Tony: We learned it the hard way, yes.M artin: So what happened?Tony: Initially, we wanted to design our sales first and our sales process in Asia similar to other regions. We quickly realized that selling to Asian customers requires a different approach. Much more relationship based, much more traditional business development type of process. Essentially, the time to revenue in Asia seems to be longer because you don’t have that inbound channel that helps you to jumpstart the revenue quicker.You also get into issues of payments as well. Like for instance, today we support payment platforms like Alipay that enables us to tap into for instance the Chinese market, but at that time, we expected Chinese customers to pay us in Euro, and that didn’t really fly.Martin: Great. When you think back in the beginning of the company, how did you find investors and at what point in time did you approach them?Tony: Funding was part of our strategy from day one. We focused initially on what we call the three Fs: Family, Friends and F ool. Essentially, people investing in your company because they know you, not necessarily understand the business opportunity.So we raised a seed round of funding from people who trusted us on our plans. Later on, we got introduced through the same investors to a series of VCs. We’ve done traditional road show to be able to fundraise and you’ve got a couple of term sheets. And then we raises our fist VC round.Then later on, it was exactly the same process. So new investors that joined us on the board will help us make introductions to new VCs. and this is how the cycle starts again.Martin: Great. And as a European company, did you try to approach US investors because back then there was not a big trend of US investors investing abroad?Tony: Yes, so five years ago, the European VC community was very small. There was pretty much no funding, large scale funding here in Europe. So we knew that, so when we started the company, we registered the company, we incorporated company in the US.One of the reasons why we did that is because it’s easier for US VCs to invest in US companies. They don’t need to learn new laws and new financial regulations of other countries.Yes, luckily our angel investors had connection with US investors and therefore most of our funding efforts were focused on the US. Actually, we only have our angel investor in Europe, but initially most of our discussion with VCs were based in the US because economy of scales they have more cash to invest in companies like us.Martin: You’re right.BUSINESS MODEL OF NEXMOMartin: Tony, let’s talk about the business model of Nexmo. What are basically the customer segment that you’re trying to address?Tony: Yes, so Nexmo offers cloud communication APIs to enable software developers to embed communication into their flows. So our customer base today is composed of the following segments.The first is what we call the chat apps. All the companies like Viber, WeChat Line, are our customers and they us e us for primarily user acquisition and phone verification. You probably had that experience when you downloaded WhatsApp for the first time. You received a text message with a pin code. So we do that for many, if not all of these chat apps and we have them grow and acquire over four billion users in the last four years.The second segment we address is the travel sector, so both, the new economy players like AirBnB or booking.com or even you know more traditional travel companies like Expedia or KLM. They use us for improving the customer experience, building that communication, embedding that communication into their flow. For instance, booking.com they communicate with their hotel chains to cancel booking through a text to speech call, automatic text to speech. AirBnB uses us to connect hosts and guests over SMS and protect the privacy of their users.The third one is transportation. And again here is also the new economy players like Uber, GrabTaxi, EasyTaxi, where we enable them to connect drivers and passengers or voice and SMS. But also traditional transportation companies or transport companies, here in the case of, in Germany, we have Daimler, Mercedes Benz that use our APIs to communicate with cars. So it is internet of things use case.And we also are strong in the social networks. So many social networks like Twitter and Sina Weibo in China, they use us for user verification and fraud prevention.Lastly is the financial industry and fintech in a series of banks like BNP Paribas or Barclays and even new economy ones like Alipay and with Alibaba, they use us for their communication with their users.Martin: Great. If you look at the business model and assuming you are covering like four billion of the seven billion people in terms of their mobile phones and the communication, is this some kind of asset where you think: Okay, if most of the traffic and so on is going mobile, and you are at least tracking all or some of the mobile communications, then you c an build a platform and then offer other kind of services that are mobile communication related?Tony: That’s correct. So essentially, the biggest trend in communication is contextual communication. And because software is merging with communication, now we can do much more things on mobile than before. You can imagine adding sensor data to the communication. You can imagine adding the context into it.So for instance, let’s say you’re a bank and you want to send a notification to your customer because there’s an issue on their credit card, there’s a fraud. Usually, you block the card and then you communicate with them. Usually, you call them and they are not available. So it goes to voicemail. I need to call you back. So it’s really a cumbersome process that costs a lot of money for the bank and it’s not very cool for the consumer. So essentially that communication goes into the app, you push the notification to communicate that to the user. And the user clicks on that notification and automatically go into the phone call with the call center of the bank that will improve dramatically the experience and add the context of the communication.So this is where we see the future is heading. And because software is enabling us to enable developers to build these experiences, we believe that all these business communications is going to be disrupted by software in the next few years.Martin: So just for clarification, so that I get it right. Is this what you’re telling me that you’re trying to get this kind of API network running and owning, or is it more of that you only want to own the API related stuff which is connecting mobile phones only?Tony: There’s two aspects. There’s the ability to communicate to any phone in the world using programmatically a messaging or voice calls, right? Phone verification is one, IVR is another one. Telephony in the cloud is another one. Record Recording is another one. But we also provide a series of SDKs that s it in the app on the device and gather information about that communication, whether it’s sensored data, whether it’s the context of the transaction, and it’s connected to the information system, the CRM or the help desk software of the enterprise.To give you an example, KLM uses us China, KLM is a large European airline. They use us in China to communicate, to actually support, to help desk support to their users in China over WeChat. Let’s say you were traveling on KLM, you lost your luggage. You can follow them on WeChat which is the largest messaging app in China. Then you can actually open a ticket and interact with the support agent over WeChat. In the future, we will enable that also to be done over a messaging box essentially replacing the help desk agent by an algorithm to improve the user experience. So this is a type of examples of contextual communication we enable.Martin: Great. Tony, what do you think are the reasons why companies or your customers choose you o ver the competition? Is it more like that you are totally international and others are not? Is it that you have a more efficient, scalable, technical infrastructure? Is it your pricing? Is it your go to market strategy or is it just you? What are the reasons?Tony: Well it’s a combination of reasons. Youve touched on some important items.First, it’s really about innovation. Our vision is to reinvent how developer embeds communication into their application in the business world. So we focus on building the latest type of API that a developer can adopt really easily and reduces their time to market, it helps them to solve their coding issues.And the second item is to make it scalable. And scalable both: geographically, so today we can communicate with any phone in the world, but also from a quality point of view because it’s easy to build an app that can transact a million messages a day or months. But if you want to take it to a billion in months, then it becomes problematic. S o we do focus on enabling companies to embed these tools and make it also scalable geographically and technically.Martin: Great. Have you thought of extending your product portfolio by rating those transactions? For example if I’m a customer of you, like a call center or so, and I’m having a customer calling me, I can have the communication arranged by your API for example. And then once you have a rated information of the transaction between the call center and their customer, then you would have this kind of information for several transactions from all over the world, you can put some data scientists on that in order to put some contextual information.Tony: Yes, I think you’re hitting on an important element of the disruption we’re bringing in. We don’t necessarily provide the services, but we enable the customer to access them easily, right.So because we’re a platform and we provide our services through APIs, therefore you can start recording important data points al ong the way of the conversation of the communication. Once you’re able to record this information, you can start doing things like machine learning. You can start doing things like cognitive computing on it. But if you’re not using this open API platform, and you’re like logged into, let’s say here that has a silo system, you’re not able to do so. So we make data break free and therefore our customers get more value out of it.Martin: When I’m thinking of APIs, it sounds to me that they are very easily interchangeable. So as long as your APIs is good as mine, the question now would be, how are you increasing the barriers to competition? For example economies of scale or scope or something like that.Tony: Yes, so this comment is valid for some APIs. For others, it’s actually less valid especially when it’s an SDK and it’s embedded into the device. But we focus on value creation and the value creation is what creates stickiness. So value creation is defined in many va riables.The first one is really about the quality of a service offering. So for instance, let’s say in SMS, we do go very long way to build the world’s largest direct care network, so we actually minimize the latency. We build algorithm that manage quality and make it consistent overtime. So there’s a quality component. There’s also a customer support component. We’re really obsessed about customer support, because our customers rely on us for their most business critical communication: acquiring users, confirming the transaction. And the carrier network is not fit for these new use cases.So we essentially really get obsessed with support. Everyone we hire on the company, they go through the customer academy. They do customer, they sell customer tickets until they get the highest satisfaction rating. Then they graduate and they go to their job.I think that’s kind of the two main reasons of value creation. Also we keep pushing the boundaries of what is possible of feature s and data. For instance, our analytics platform enables the customer to view more data of what’s going on in their communication and do some analysis on that. So this is kind of how we create stickiness and we help actually. It’s really about creating more value for the customer. And there’s no magic in our business for that.Martin: Great.ENTREPRENEURIAL ADVICE FROM TONY JAMOUSMartin: Tony, now I would like to learn some more stuff about your entrepreneur journey and your learnings. So what type of learnings can you share with other people interested in starting a company so that they make less errors?Tony: So it depends on the phase. So initially, one of the recurrent theme I see with people who wants to become entrepreneur is that they believe that they need to be ready to start doing it. What I realize is that you’re never ready. So the best is to jump in right away and try to do your best. I mean that’s kind of the first learning I had.The second learning I think woul d be around going global quickly. At Nexmo, from one hand we benefited from that. We were able to get transaction and revenue across the globe. We have customers in every country today. But if you do it too early, then you’re going to start I mean at least us, we had some issues in terms of the scalability of the organization, you have remote teams. And as the team grows, you need to deliver that vision, you need to make sure they are aligned and it’s not easy when you do it across regions. I think this would be kind of the learning that in the last four or five years.Of course, it’s about it’s all about hiring the right people, and making sure, to hire people that can also help you scale the business from day one and that was an important learning. For instance, our CTO and co-founder, when I hired him, I gave him a coding task which is obviously the wrong thing to do. Because what was really important for him is his leadership skills, and that he needed to build a large te am and manage it and scale it.Martin: And what have been the major specific problems in terms of scaling the organization? Because what I’ve heard from other companies is this tribe theory that first you’re a family, then you’re a tribe, then something like a city and so on. And that in the beginning you don’t have processes and later on, you need to implement processes and then type of people might change because not everybody who is performing great at the 20, 30, 40 person company is performing great than a 500 person company. What have been your major problems in scaling the company?Tony: The first one is I said before, is about aligning everyone around one shared vision, one plan, everybody is driving in the right direction. The bigger you become, the more important it becomes to over-communicate and align.The second learning is really about putting in place the processes and structure to enable you to scale. Be it hiring the right people, putting in place the right str ucture. So its like the image I like to use is like building an airplane while you are in the air. You build one engine, and you realize you need another engine. So you need to go and build that as well. Then you need to make sure that these two engines are actually talking to each other. So that they can go in one direction and that process is ongoing, it never stops. How you learn about it is when you make mistakes, is when things are break, and you realize that: Oh yes, I need to build a process here to make it work.Martin: Great, Tony, thank you so much for your time and sharing your insights.Tony: Thanks, Martin.Martin: Welcome.THANKS FOR LISTENING! Welcome to the 11th episode of our podcast!You can download the podcast to your computer or listen to it here on the blog. Click here to subscribe in iTunes. INTRODUCTIONMartin: Hi, this time we are having a very interesting entrepreneur with us, and talking about his entrepreneur journey. Hi, Tony, who are you? And what do you do?Tony: Hey thanks, Martin. I’m Tony Jamous. I’m the CEO and co-founder of Nexmo. We started the company exactly five years ago, both from here in the UK and Europe, and also in the US. My role has changed since the beginning of the company. Each phase has a different role. When you start, you start by doing a bit of much everything. Then as you hire people and build teams, your role becomes different. Thats the journey I went through.Martin: Cool. How did you come up with this business idea, Tony?Tony: I used to work in the communications industry. Nexmo is a cloud communications platform. This is where I started my career as an engineer, and later on in business development. Then I took a year off, and I went to do my business studies. During the whole year, I got obsessed with how can you make this better f or the customer, and how can you make this more scalable. That thinking process led me to build the first plan or the first idea to streamline that industry and build up more scalable, more efficient business.Martin: Great. At what point in time did you really start developing the first iteration of the product?Tony: Right away, actually. When we started, the first person I hired was a senior architect, Paul, who started coding the platform right away from day one. We were obsessed with time to revenue, because as you probably know when you’re starting a company, you want to prove your model, you want to find your market fit. Revenue was a key indicator we focus on, in order to prove to our ourselves but also to the investors that later on we’re going to raise money from, that actually you do have a good product.Martin: So if you are telling me that you’re focused on time to revenue, how many days or months did it take you?Tony: It took us probably four months from the first t ime we touched the code to get in the first customer paying us.Martin: Great.Tony: Very quick, if you compare to other entrepreneur opportunities.Martin: And how did you acquire this customer?Tony: In the beginning, it’s really about the relationship. You dont have any brand name. You don’t have any web presence. So actually, you need to leverage your network. I was lucky to have worked in this industry before in sales. So we knew you lots of customers. I knew exactly their pinpoints and as we designed the product, addressed this pinpoint, it was appealing them to talk to us.Martin: You said before that you started as a generalist, and then later on overtime became more of a focused kind of senior level executive? Can you walk us through this journey? What was it like in the journey?Tony: Yes, so, in the beginning, you’re a small team. Essentially, everybody does everything and initially you don’t need to spell out a specific plan or specific strategies. Everybody understand s the vision as it’s a small team. As you start growing and creating new divisions and have new senior leaders coming into the business, making sure that everybody is aligned, is a very, very hard problem. So therefore, you’re going to start to need to formulate things and communicate things in order to get the team with its various departments to get aligned and moving in one direction.Martin: When I talked to entrepreneurs, one thing that they often tell me is the customer acquisition cost were extremely high in the first place. And maybe you’re not often justified the revenue or customer lifetime value afterward. How did you try to decrease the customer acquisition cost through this learning process?Tony: Yes, exactly. So initially, it was based on relationships, so we needed to reach out the customer, traditional direct sales approach, which we actually developed and approved overtime in increasing efficiency of that. But at the same time, we’ve opened up the web inbound marketing channel, and that has actually enabled us to scale faster and reduce the cost of acquisition.To be honest, today if you’re in technology and you’re selling software, you need to be online. You need to be visible to be able to capture some of that demand out there.Martin: Great, today you have a suite of different products targeted for like mobile phones. With what type of product did you start out?Tony: So we started with messaging because:I came from that industry, andWe’ve seen all the problems we can solve and how we could streamline that value chain for the customer and for us to be able to scale fast.So the first two years of the company, we were focused on only one product, and then as we, as actually as the world changes, you have new technology trends, you have customer behavior changing. Then you start adding new products and actually evolving your vision that we have today.Martin: And was the evolution of this kind of product suite more driven by customer demand, or was it more like that you find out actually the basic technically infrastructure for all those different products is the same, so we could leverage our existing infrastructure by just adding one or two more products?Tony: It all starts with the customer pain points. And as we talk to customer, we’re selling them product A, based on asking them: Hey guys, why don’t you do a product B as well and product C? Secondly, we’ve also looked at the competition and what the competition was offering, and we’ve seen that we have opportunities to offer actually similar API or similar product as the competition. Lastly, we look at the market trends and what are the major technological trend that is shaping our industry, specifically, the API economy is really, the APIs are becoming the new way of building software, and also mobile is coming big time. So we started building SDKs so that our API started being compatible with mobile, be it you know iOS or Android, any platform out there.So essentially, it was a process of focusing on getting feedback from customers, understanding the competition and the trends and actually reshaping our product strategy and our vision as we move forward.Martin: Tony, how is your company currently structured in terms of locations and in terms of functions?Tony: Nexmo on the location wise, we actually were one of the few startups at the time that were global from day one. From day one, we started in the UK. My co-founder, Eric and our CTO, building the engineering and producting from here. I was in the US building the sales team in our US presence. And very quickly in year two, we opened Asia. Today we have Hong Kong and Singapore and Seoul as well. Because Asia is the fastest market in the world and in our industry and in many industries. So we really needed to have a good hold in that region. And we grew really fast in these three regions.Of course, we got into certain challenges as you grow especially with cultural differen ces, but that was kind of the initial thought is to capture the demand everywhere in the world especially with the web today. You are everywhere even if you don’t want to.Martin: And how is the company structured in terms of functions?Tony: Of course, we have engineering and product, and developer relation. This is a team that built the community of developers. This is under our CTO.We do have the finance. We have a Chief Financial Officer that also manages other admin function like HR, legal. We also have Chief Marketing Officer that’s on marketing, this is marketing communication, sales enablement, growth marketing, and marketing operation.We also have our sales force and our sales forces has evolved to become much more mature. Now we have a new business team going after a new logos. We have account management to manage the existing customer base. And last year, we built as well an insight sales team to deal with the inbound flow of request.Last but not least, we have our cust omer support team. We like to see everybody in the company is customer support. But we do have a 24/7 global customer support team. And also a newly created business operation team to help us improve the business as we grow.Martin: Cool. What are the major differences in terms of the customers and adoption rates if you’re looking at US customers and Asian customers?Tony: So I would say in the US, in Europe actually customers especially software developers are much more empowered to make decisions about which API vendor they want to use. We’ve seen lots of success in inbound marketing. Customer just singing up online and turning to become major customers, like AirBnB, or Uber, or SnapChat, or booking.com here in Europe.In Asia, however, it was much more a business development, relationship based type of sales. And we see less online demand from that market.Martin: And did you know this before, or did you have to have this as a hard learning?Tony: We learned it the hard way, yes.M artin: So what happened?Tony: Initially, we wanted to design our sales first and our sales process in Asia similar to other regions. We quickly realized that selling to Asian customers requires a different approach. Much more relationship based, much more traditional business development type of process. Essentially, the time to revenue in Asia seems to be longer because you don’t have that inbound channel that helps you to jumpstart the revenue quicker.You also get into issues of payments as well. Like for instance, today we support payment platforms like Alipay that enables us to tap into for instance the Chinese market, but at that time, we expected Chinese customers to pay us in Euro, and that didn’t really fly.Martin: Great. When you think back in the beginning of the company, how did you find investors and at what point in time did you approach them?Tony: Funding was part of our strategy from day one. We focused initially on what we call the three Fs: Family, Friends and F ool. Essentially, people investing in your company because they know you, not necessarily understand the business opportunity.So we raised a seed round of funding from people who trusted us on our plans. Later on, we got introduced through the same investors to a series of VCs. We’ve done traditional road show to be able to fundraise and you’ve got a couple of term sheets. And then we raises our fist VC round.Then later on, it was exactly the same process. So new investors that joined us on the board will help us make introductions to new VCs. and this is how the cycle starts again.Martin: Great. And as a European company, did you try to approach US investors because back then there was not a big trend of US investors investing abroad?Tony: Yes, so five years ago, the European VC community was very small. There was pretty much no funding, large scale funding here in Europe. So we knew that, so when we started the company, we registered the company, we incorporated company in the US.One of the reasons why we did that is because it’s easier for US VCs to invest in US companies. They don’t need to learn new laws and new financial regulations of other countries.Yes, luckily our angel investors had connection with US investors and therefore most of our funding efforts were focused on the US. Actually, we only have our angel investor in Europe, but initially most of our discussion with VCs were based in the US because economy of scales they have more cash to invest in companies like us.Martin: You’re right.BUSINESS MODEL OF NEXMOMartin: Tony, let’s talk about the business model of Nexmo. What are basically the customer segment that you’re trying to address?Tony: Yes, so Nexmo offers cloud communication APIs to enable software developers to embed communication into their flows. So our customer base today is composed of the following segments.The first is what we call the chat apps. All the companies like Viber, WeChat Line, are our customers and they us e us for primarily user acquisition and phone verification. You probably had that experience when you downloaded WhatsApp for the first time. You received a text message with a pin code. So we do that for many, if not all of these chat apps and we have them grow and acquire over four billion users in the last four years.The second segment we address is the travel sector, so both, the new economy players like AirBnB or booking.com or even you know more traditional travel companies like Expedia or KLM. They use us for improving the customer experience, building that communication, embedding that communication into their flow. For instance, booking.com they communicate with their hotel chains to cancel booking through a text to speech call, automatic text to speech. AirBnB uses us to connect hosts and guests over SMS and protect the privacy of their users.The third one is transportation. And again here is also the new economy players like Uber, GrabTaxi, EasyTaxi, where we enable them to connect drivers and passengers or voice and SMS. But also traditional transportation companies or transport companies, here in the case of, in Germany, we have Daimler, Mercedes Benz that use our APIs to communicate with cars. So it is internet of things use case.And we also are strong in the social networks. So many social networks like Twitter and Sina Weibo in China, they use us for user verification and fraud prevention.Lastly is the financial industry and fintech in a series of banks like BNP Paribas or Barclays and even new economy ones like Alipay and with Alibaba, they use us for their communication with their users.Martin: Great. If you look at the business model and assuming you are covering like four billion of the seven billion people in terms of their mobile phones and the communication, is this some kind of asset where you think: Okay, if most of the traffic and so on is going mobile, and you are at least tracking all or some of the mobile communications, then you c an build a platform and then offer other kind of services that are mobile communication related?Tony: That’s correct. So essentially, the biggest trend in communication is contextual communication. And because software is merging with communication, now we can do much more things on mobile than before. You can imagine adding sensor data to the communication. You can imagine adding the context into it.So for instance, let’s say you’re a bank and you want to send a notification to your customer because there’s an issue on their credit card, there’s a fraud. Usually, you block the card and then you communicate with them. Usually, you call them and they are not available. So it goes to voicemail. I need to call you back. So it’s really a cumbersome process that costs a lot of money for the bank and it’s not very cool for the consumer. So essentially that communication goes into the app, you push the notification to communicate that to the user. And the user clicks on that notification and automatically go into the phone call with the call center of the bank that will improve dramatically the experience and add the context of the communication.So this is where we see the future is heading. And because software is enabling us to enable developers to build these experiences, we believe that all these business communications is going to be disrupted by software in the next few years.Martin: So just for clarification, so that I get it right. Is this what you’re telling me that you’re trying to get this kind of API network running and owning, or is it more of that you only want to own the API related stuff which is connecting mobile phones only?Tony: There’s two aspects. There’s the ability to communicate to any phone in the world using programmatically a messaging or voice calls, right? Phone verification is one, IVR is another one. Telephony in the cloud is another one. Record Recording is another one. But we also provide a series of SDKs that s it in the app on the device and gather information about that communication, whether it’s sensored data, whether it’s the context of the transaction, and it’s connected to the information system, the CRM or the help desk software of the enterprise.To give you an example, KLM uses us China, KLM is a large European airline. They use us in China to communicate, to actually support, to help desk support to their users in China over WeChat. Let’s say you were traveling on KLM, you lost your luggage. You can follow them on WeChat which is the largest messaging app in China. Then you can actually open a ticket and interact with the support agent over WeChat. In the future, we will enable that also to be done over a messaging box essentially replacing the help desk agent by an algorithm to improve the user experience. So this is a type of examples of contextual communication we enable.Martin: Great. Tony, what do you think are the reasons why companies or your customers choose you o ver the competition? Is it more like that you are totally international and others are not? Is it that you have a more efficient, scalable, technical infrastructure? Is it your pricing? Is it your go to market strategy or is it just you? What are the reasons?Tony: Well it’s a combination of reasons. Youve touched on some important items.First, it’s really about innovation. Our vision is to reinvent how developer embeds communication into their application in the business world. So we focus on building the latest type of API that a developer can adopt really easily and reduces their time to market, it helps them to solve their coding issues.And the second item is to make it scalable. And scalable both: geographically, so today we can communicate with any phone in the world, but also from a quality point of view because it’s easy to build an app that can transact a million messages a day or months. But if you want to take it to a billion in months, then it becomes problematic. S o we do focus on enabling companies to embed these tools and make it also scalable geographically and technically.Martin: Great. Have you thought of extending your product portfolio by rating those transactions? For example if I’m a customer of you, like a call center or so, and I’m having a customer calling me, I can have the communication arranged by your API for example. And then once you have a rated information of the transaction between the call center and their customer, then you would have this kind of information for several transactions from all over the world, you can put some data scientists on that in order to put some contextual information.Tony: Yes, I think you’re hitting on an important element of the disruption we’re bringing in. We don’t necessarily provide the services, but we enable the customer to access them easily, right.So because we’re a platform and we provide our services through APIs, therefore you can start recording important data points al ong the way of the conversation of the communication. Once you’re able to record this information, you can start doing things like machine learning. You can start doing things like cognitive computing on it. But if you’re not using this open API platform, and you’re like logged into, let’s say here that has a silo system, you’re not able to do so. So we make data break free and therefore our customers get more value out of it.Martin: When I’m thinking of APIs, it sounds to me that they are very easily interchangeable. So as long as your APIs is good as mine, the question now would be, how are you increasing the barriers to competition? For example economies of scale or scope or something like that.Tony: Yes, so this comment is valid for some APIs. For others, it’s actually less valid especially when it’s an SDK and it’s embedded into the device. But we focus on value creation and the value creation is what creates stickiness. So value creation is defined in many va riables.The first one is really about the quality of a service offering. So for instance, let’s say in SMS, we do go very long way to build the world’s largest direct care network, so we actually minimize the latency. We build algorithm that manage quality and make it consistent overtime. So there’s a quality component. There’s also a customer support component. We’re really obsessed about customer support, because our customers rely on us for their most business critical communication: acquiring users, confirming the transaction. And the carrier network is not fit for these new use cases.So we essentially really get obsessed with support. Everyone we hire on the company, they go through the customer academy. They do customer, they sell customer tickets until they get the highest satisfaction rating. Then they graduate and they go to their job.I think that’s kind of the two main reasons of value creation. Also we keep pushing the boundaries of what is possible of feature s and data. For instance, our analytics platform enables the customer to view more data of what’s going on in their communication and do some analysis on that. So this is kind of how we create stickiness and we help actually. It’s really about creating more value for the customer. And there’s no magic in our business for that.Martin: Great.ENTREPRENEURIAL ADVICE FROM TONY JAMOUSMartin: Tony, now I would like to learn some more stuff about your entrepreneur journey and your learnings. So what type of learnings can you share with other people interested in starting a company so that they make less errors?Tony: So it depends on the phase. So initially, one of the recurrent theme I see with people who wants to become entrepreneur is that they believe that they need to be ready to start doing it. What I realize is that you’re never ready. So the best is to jump in right away and try to do your best. I mean that’s kind of the first learning I had.The second learning I think woul d be around going global quickly. At Nexmo, from one hand we benefited from that. We were able to get transaction and revenue across the globe. We have customers in every country today. But if you do it too early, then you’re going to start I mean at least us, we had some issues in terms of the scalability of the organization, you have remote teams. And as the team grows, you need to deliver that vision, you need to make sure they are aligned and it’s not easy when you do it across regions. I think this would be kind of the learning that in the last four or five years.Of course, it’s about it’s all about hiring the right people, and making sure, to hire people that can also help you scale the business from day one and that was an important learning. For instance, our CTO and co-founder, when I hired him, I gave him a coding task which is obviously the wrong thing to do. Because what was really important for him is his leadership skills, and that he needed to build a large te am and manage it and scale it.Martin: And what have been the major specific problems in terms of scaling the organization? Because what I’ve heard from other companies is this tribe theory that first you’re a family, then you’re a tribe, then something like a city and so on. And that in the beginning you don’t have processes and later on, you need to implement processes and then type of people might change because not everybody who is performing great at the 20, 30, 40 person company is performing great than a 500 person company. What have been your major problems in scaling the company?Tony: The first one is I said before, is about aligning everyone around one shared vision, one plan, everybody is driving in the right direction. The bigger you become, the more important it becomes to over-communicate and align.The second learning is really about putting in place the processes and structure to enable you to scale. Be it hiring the right people, putting in place the right str ucture. So its like the image I like to use is like building an airplane while you are in the air. You build one engine, and you realize you need another engine. So you need to go and build that as well. Then you need to make sure that these two engines are actually talking to each other. So that they can go in one direction and that process is ongoing, it never stops. How you learn about it is when you make mistakes, is when things are break, and you realize that: Oh yes, I need to build a process here to make it work.Martin: Great, Tony, thank you so much for your time and sharing your insights.Tony: Thanks, Martin.Martin: Welcome.THANKS FOR LISTENING!Thanks so much for joining our 11th podcast episode!Have some feedback you’d like to share?  Leave  a note in the comment section below! If you enjoyed this episode, please  share  it using the social media buttons you see at the bottom of the post.Also,  please leave an honest review for The Cleverism Podcast on iTunes or on Sound Cloud. Ratings and reviews  are  extremely  helpful  and greatly appreciated! They do matter in the rankings of the show, and we read each and every one of them.Special thanks  to Tony for joining me this week. Until  next time!

Personal Constructs Theory - Psychology Dissertations - Free Essay Example

Sample details Pages: 17 Words: 5017 Downloads: 10 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Title/Abstract In this study we aim to provide an analysis of a subjects problems using the Personal Constructs Theory (PCT) suggested by Kelly. The subject is a 35 year old female full time employee working in the same company as the researcher and has shown no barriers to construing. The subjects problems with her relationships have been determined using the Repertory grid interview and we discuss results and provide an analysis of the findings following the interview and data collection. Don’t waste time! Our writers will create an original "Personal Constructs Theory Psychology Dissertations" essay for you Create order The interview was done to identify elements within the clients relationships and all interview limitations have been considered for the study. We provide an analysis of Personal Constructs Theory in general giving a brief overview of its main premises and principles and then move on to its applications including the Grid interview technique on our client. We discuss the results and analyse the findings accordingly. Introduction George Kellys Personal Construct Theory (PCT) emphasises that the world is perceived by a person according to the meaning the person applies to it and the person has the freedom to choose a meaning according to what he or she wants (Kelly, 1955). Thus a person has the freedom to choose a meaning in terms of which he perceives the world and can apply alternative constructions or meanings to his past, present and future events. Thus a person is not a victim of his events but can liberate himself from unpleasant events by reinterpreting and redefining them. According to Kelly (1955) PCT attempts to explain why a man does what he does and is a theory about how the human process flows, how it strives in new directions as well as in old, and how it may dare for the first time to reach into the depths of newly perceived dimensions Kelly states that a persons processes are psychologically channelized by the ways in which he anticipate the events'(1955). Here, the subject is the process and the individual is a behaving organism who may need an external force to initiate an event. The processes include those of self-definition and relationships with others, and how we interpret events around us as well as the events we perceive and tasks at hand (Kelly 1955). Kelly based his theory of PCT on man as the scientist model and the basic points were as follows: the individual creates his or her own ways of seeing the world and interprets events according to how he perceive them the individual builds percepts and constructs; these constructs are organized into systems, or group of constructs which embody relationships; two or more systems may contain the same events, yet the events are separate from any of the systems; any individuals systems have a definite foci The term construct is a concept that represents the view a person has constructed about the world as he experiences it. Constructs also represent the way a person is likely to construe the world and the construct system as a whole represents the history and predisposition to perceive the world in a particular way. Kelly also distinguished between social reality, individual reality and communality. Individuality denotes that every individual differ from each other in how they construct or perceive the world, communality refers to the underlying similarities or common elements in perception and how the construction of experience in one person is similar to that of another (Kelly, 1955). Social reality is perception of how one person construes the construction processes of another person and how they are involved in a social role. Personal construct theory has been used in several sociological and scientific disciplines and it has been emphasised that social reality and communality should be considered along with the individual or personal reality and both have to be considered together in developing an understanding of the psychological processes (Dalton, 1992). The theory of Personal Constructs, points out that it is our personal psychological constructs that make the world predictable. We use construct systems to help in perception of the world and respond to all situations according to these perceptions. Our construct systems help us to make sense of the world, to make it predictable, to draw conclusions about causes and effects and we learn from experiences and adjust our behaviour accordingly (Fransella, 1995). Kelly wrote that the construct systems influence our expectations and perceptions and reflect our past experiences according to which we shape our future expectations. For example since we known from our past experiences that winters are cold, we would take adequate measures of protection during winter because we expect winters to be cold. However according to Kelly, our construct systems grow and change and are not static and are either confirmed or challenged when we are conscious. We adapt and immunise our constructs according to the situation and alter our feelings according to our experiences. We also tend to think and react according to our construct systems and some constructs represent values and key relationships which are difficult to change and fixed whereas some other constructs are less complex and more flexible and adaptive. The truth about the world as understood and experienced determines the nature of the construct system. Construct systems are not generally judged according to any objective truth and depend on an individuals personal feelings, perceptions and choices (Dalton, 1992). One individuals construct system may be different from anothers and when there is a general disagreement in constructs, it is generally denoted by prejudice or preconception. Although conflicts and differences of opinions are unpleasant, these events help us to understand differences in people and help us to learn how other people perceive things (Stevens, 1996). However construct systems change and may not be altogether internally consistent. People may react or perceive things differently even in similar circumstances and this is normal as there is a certain degree of internal inconsistency in perception of events. Distortions of judgement due to internal inconsistency of personal constructs can be harmful for a person as he may suffer from personal distress. The extent to which one person can appreciate and react to another persons constructs is a measure of empathy or how one perceives another (Banister, 1985). One persons construct system may be markedly different from another p ersons constructs yet one should be able to infer the other persons construct in order to empathise and develop a sense of social oneness and responsibility. Kellys theory is one of the most effective theories in social research and helps to provide a psychological explanation of social similarities and differences. The applications of Kellys theory of Personal constructs are wide and varied as it helps to provide mathematical representations of constructs systems. Construct systems are multidimensional mathematical models and a persons language is used to classify his or her experiences. Kelly developed a number of mathematical models and representations of construct systems and tested hypotheses that followed from basic personal construct theory (Fransella and Bannister, 1977). To understand peoples personal construct systems the repertory Grid Interview technique was developed, also known as the Role Construct Repertory Test. The repertoire of constructs that a person develops represents some form of perception, judgement or evaluation and is always comparative. Thus judgement of anything good is in comparison with the concept of bad. Thus in using a Grid interview three elements are considered and then two are paired in contrast with a third. The theory of personal constructs can be applied to personal experiences and relationships and so parents, relations, friends, colleagues and the individual are largely responsible for the formation of constructs (Smith et al, 1995; Kalekin-Fishman et al, 1996). Kelly elicited a patients constructs, rated the different elements on the constructs and used the resultant grid to point out to the client what his primary problems or concerns were. This helped to decide which therapy would be important and helped to determine the progress and effectiveness of therapy. For example one could find the two elements in a personal relationship of a patient and his mother and use this technique to find out differences between a patients perception of himself and what his mother would like him to be. The patient would then be encouraged to provide a self description and work through means of making his relationship with his mother more pleasant and productive. If there are paranoid elements recognised in a patients perception of himself or his relationships, appropriate therapeutic interventions are suggested. The Repertory Grid interviewing technique was developed by Kelly to overcome some of the methodological limitations of the interview method. The main steps of the Grid technique include 1. Selecting a set of elements this could be anything from relationships to issues and the elements could be people involved in these relationships with the client. 2. The elements are taken in groups of three and the client is asked to pair two of them separating the third according to a special characteristic (Adams-Webber, 1983). Thus here the differentiation is done according to constructs determined by the client and is done on a bipolar scale with the interviewer setting up the question but the client determining the content (Anderson, 1987). The constructs are examined in some detail and after the interview the constructs are made into scales of 1-5 and the interviewee is expected to rate every element for every construct on this scale. The result is a matrix and this is then analysed statistically to show the client his problems and how they can be tackled. The statistical analysis helps to give measurements of individual people characteristics and compares peoples perceptions before and after the interview. The Grid is thus a statistical, and content free process and although the interviewer initiates its functions, it is the patient who drives it allowing him to come out with his own perceptions thus giving the process a freedom from any interviewer bias and allows complete transparency(Anderson, 1987). Since it is also a standardised interviewing technique any interviewer can read the interview and understand its implications. Russell and Cox (2003) and Morrison (1991) have stressed on the importance of repertory grid in the analysis of individual perceptions. Considering Kellys constructivist alternativism, we can assume that all our present perceptions of the world could be subject to changes and revisions and accordingly our perceptions of people and subsequently our interpersonal relationships could also be changed according to this principle. Method A 35 year old female colleague, Marie Oliver was selected for the interview process. The client was having some relationship problems, especially with her work colleagues and has been showing maladjustment along with problems of anxiety, depression and lack of productivity at work. The participant was apprised of the purpose of the interviewing and was asked to participate suggesting that participation in the interview would help her in overcoming her personal problems. A Repertory Grid Interview was done and the first step was identifying elements or grid components. For this all the possible elements including people in relationships were identified. Thus elements are work colleagues known to the participant and to the researcher, and the participant used triad method with the elements to create constructs around any one chosen topic. Elements were then compared by asking participant to take 3 elements and ascertain where 2 are similar and 1 is different, and the participant was en couraged to continue until all possible combinations were exhausted of 3 elements from the set of 10. The instruction given in this case was , choose any three of these known people and group two of them together separating a possible third to show why two of them are similar and how they differ from the third person. This process was used to identify similarities and differences of individuals until the participant ran out of constructs. Several mini-grids were developed in advance to ensure that the participant was comfortable with the process of grid construction. Then the Participant followed the process, generated the first grid, to ascertain whether each element is more like the similarity pole or difference pole by marking with x or o respectively. The participant then generated a second grid to rate each element on each of the 10 constructs using 1-5 point scale, but presented the grid to experimenter without ratings, experimenter then created the final grid as the participant. The main aim and purpose of the interview was agreed with the participant and views about other work colleagues were thus taken. The participant was fully informed from outset regarding the possibility that the revelations from the Grid Interview could be unsettling for her. However for these purposes, participants consent form was also signed in advance and the constructs were then set up on the grid allowing to be revealed. In the process of the interview, the researcher made notes on participant behaviour and perceptions as verbally revealed. In this case, the participant Marie was asked to identify the elements in her workplace that could be considered in her relationships with colleagues. Marie identified 10 colleagues at her workplace and separated two of them as distinct from a third. The common points and the differences were noted. Each of the 10 constructs chosen were rated on a 1-5 scale and the grids were created with similarity and difference poles marked by x or an o. This was done in case of determining constructs and relationships with work colleagues. After the formation of a grid, an analysis was drawn up. Findings/Analysis The two assumptions of the Grid Interview by Kelly were as follows: 1. If we can identify an individuals construct map there is a strong possibility we can predict that individuals behaviour. 2. We may be able to modify an individuals map, and therefore behaviour, by some form of training. The two aspects of the Repertory Grid are 1. Elements which are the objects of an individuals thinking and to which they relate their concepts or values. These elements may be people with qualities like effective, unprofessional, etc or they may be objects or abstract, concrete concepts like the interview or a test 2. Constructs are the qualities used to describe the elements in our personal, individual relationships thus a person is effective because he has a pleasant relationship with his staff which reflects personal construct as applied to the element of an effective individual The main elements in an analysis when a grid is applied to an individual are: 1. The results relate to that individual alone 2. Only one grid has to be analysed for an individuals report. 3. A grid scoring form is used to perform the analysis The Findings and Analysis help us to probe the following questions: To what extent was the study helpful in understanding the participants view of the topic of examination? Identification and justification of apparent areas of understanding and lack of understanding Is a pattern of understanding evident? How does the analysis link with the notes made prior to completing grids on expected areas of degree of understanding? What is the meaning revealed by the participants choice of elements and constructs? Do the elements and constructs reveal a similar or different view of the topic of analysis chosen? What does the degree of the match imply? Was the study any more helpful when conversation elaboration was also used as an extended method? Is some analysis of new understandings reached during feedback conversation helpful for the process? What do the notes and quotes as revealed by the client suggest? The findings are given as follows: Degree of similarity Elements (Mostly worked together with these individuals) Close agreement on 4, 5, 6 elements Less agreement on 9 element (Mostly worked separately with these individuals) Little agreement on 1,2,3,7,8,10- elements with different negative personal experiences working with E7 and E8 on particular projects. Degree of similarity Constructs Close agreement on 6 constructs (professional conduct). Upon discussion, views were similar regarding the meaning of professional conduct and who could be trusted. Less agreement on 1,3,4,5,7,9 constructs. Upon discussion, researcher and client shared similar/same definitions of each construct. Differences in definitions regarding Constructs Little agreement on 2,8,10 constructs. Upon discussion, our definitions were different, hence our measurement of each element came from a different understanding of constructs. The elements identified by Marie were individuals at the workplace and Marie revealed that she worked closely with elements 4, 5 and 6 although had less agreement with element or colleague 9. Marie revealed that she has worked separately and had negative personal experiences with colleagues identified as elements 1, 2, 3, 7, 8 and 10 although she said she was working on the same project with two of these negatively perceived colleagues 7 and 8. Mari suggested a close agreement with 6 on professional conduct and said that her views with 6 were similar regarding professional conduct, friendships and trust issues as to who in the office should or should not be trusted. Marie suggested that her constructs were either in contrast to or were not compatible with those of 1, 3, 4, 5, 7 and 9 elements or colleagues identified. Marie and the researcher had some discussions on the nature and definition of particular perceptions and constructs and the general definition of these identified by th e researcher were similar to that of the subject. The subjects perceptions, feedback and opinions on the constructs were noted separately. Marie identified that two of the colleagues were friendly and amicable and compared with the other person who in contrast has been described as unfriendly and not easy to get along with. The Repertory Grid Scoring sheet is drawn as follows: Pairs similarities 1 2 3 4 5 6 7 8 9 10 empathy Work culture attitude friendliness knowledgeable Team orientedness Good style appearance leadership helpfulness The process of producing the Repertory Grid can be broken down into the following steps: Step One The participant Marie identifies ten colleagues whom she knows well. Among these ten colleagues Marie should go along well with at least two of them ideally. Step Two Marie is given six pieces of card or paper on which she is asked to write the names of the people she has identified. These are the elements described. A number can also be added to the card/paper to signify description and added at the head of column on the scoring sheet. Alternatively, the name itself of the element identified can be entered on the scoring sheet as well. Step Three Three cards are selected, for example 1, 2 and 3, and Marie is asked to identify some aspect related to these colleagues behaviour which makes two of the three people selected different from the third. The construct word or phrase is written in the top left side of the vertical columns. In the top right side of the vertical columns is written the description of the person one who is different from the other two. This process of obtaining constructs from the three people is continued until no further constructs or perceived characteristics could be elicited from the participant. Step Four Once the constructs have been completely elicited and entered on the scoresheet, the cards are returned. Each element person is then given a score on a scale of 1 to 5. A score of 1 or 2 is allocated to those who are suited to the description in the left-hand column, the column with the description of the pair. Scores of 5 or 4 are allocated to those who match with the description in the right-hand column, the description of the odd person out Step Five A different set of three cards is then selected, cards 4, 5 and 6 and the process in steps 3 and 4 is repeated, ensuring that the description of pairs is recorded in the left-hand column and a score of 1 or 2 relates to the pairs similarity and score points of 4 and 5 relate to the description of the single person. A score of 3 is average score. A score of at least one 1 and one 5 is helpful when allocated usually from the set of three people for whom the constructs are being elicited. Step Six Step five is repeated and the various combinations of the elements are aimed to be covered until the participants run out of perceived characteristics or constructs that could be entered on the card. After the grid consideration, the grid scoring sheet is used to record the views of the participant for each element against each construct which has been offered. The data collected is then subject to analysis. A manual analysis can generate and extract considerable information from the grid and all the constructs are related to the personal characteristics of each work colleague considered in the study by Marie. Step Seven In this case study we consider the behavioural aspects of work colleagues of Marie which is related to their overall friendliness, therefore at the end of the grid Marie is asked to rate the elements in a single, given construct over a scale of friendly to unfriendly. The scoring for friendliness is then compared with other individual aspects to highlight differences and to provide indicators for friendliness. Step Eight The scores for each construct are obtained by marking the difference for each element against the general friendliness figure. Step Nine In this phase, we analyse the various constructs on the basis that if the score is low the aspect measured is significant in the ranking for friendliness It is the duty of interviewer to remain without any bias and to refrain from giving any suggestion to the participant on what constructs should be drawn. Forming the constructs is entirely dependent on the participant and the researcher has no role in its formation. They must be according to the thoughts and perceptions of the individual who is being interviewed in this case, Marie although the constructs must be clear, meaningful. Here the analyst has helped her in one or two cases when she couldnt describe the construct and sought help of the analyst to come out with the right word. After the constructs are listed against the elements, the grid results are scored and are ready to be used for analysis. From the example used in this study -the aspects which go towards the behavioural skills of colleague at work, are identified as follows: Has empathy with other colleagues Has a proper work culture and attitude Has an ethical sense Is friendly and amicable Is knowledgeable and professional Always has a good style and appearance Is a team oriented person Is a leader in the group Comes out with fresh new ideas Is helpful and cooperative Discussion In this study we selected Marie Oliver, a 35 year old colleague who was suffering from some initial maladjustment in the workplace. Marie was asked to participate in the Repertory Grid Interview process to identify the reasons of her problems, categorise them and come out with possible suggestions. The approach taken was qualitative analysis by using the Personal Constructs theory developed by Kelly and a final analysis using scoring sheet and identifying elements through the Repertory Grid Interview technique. Marie was asked to select characteristics and constructs of persons in her workplace. She identified the most desirable and friendly characteristics in her colleagues against the least desirable ones. The notes taken during conversation with Marie reveal that Marie felt she got along only with a few colleagues only three as mentioned. There were basic differences in professional ethic and conduct with at least two colleagues she was working in collaboration with. The behavioural skills Marie identified as important in defining her good relationship with the colleagues are empathic characteristics in others; any concept of an ideal colleague is also associated with being able to follow a proper work culture and having a proper attitude. Having an ethical sense, a sense of justice and being knowledgeable, professional with a good sense of humour are also identified as important characteristics in a proper friendly colleague. Marie indicated that being friendly, amicable and with good style and appearance has been noted in at least two of her colleagues and this is stark contrast to a third colleague she identified and with whom she doesnt seem to get along. If we consider Kellys perspective of constructive alternativism, it is possible to have alternative perceptions as our perceptions of the world depend completely on our personal constructs. Marie also identified leadership skills, helpfulness and cooperativeness, being able to come out with fresh ideas and following a proper work culture as important aspects of professional behaviour and gave high scores on these aspects to at least two of her colleagues. Overall, a Repertory Grid Interview on Marie showed that she has good and easygoing relations with two of her colleagues but doesnt seem to go well with many of them. The negative implications of the findings which suggest why Marie did not get along with most of her colleagues and seem to show anxiety and depression symptoms as well as dissatisfaction with her workplace were revealed in her perception of constructs on most of her colleagues. Marie suggested that some of her colleagues were low on cooperativeness and helpfulness, friendliness and proper professional attitude making the atmosphere competitive and hostile. The dynamics of Maries actual relations with her colleagues were thus revealed using this Grid interviewing procedure and Maries own perception of her work situation, perception of her situation and role in the office, and perception of her relations with her colleagues and her job were also revealed through this study. As Morrison (1991) used the repertory grid technique to understand nurses perception of care and their evaluation of caring attitudes in nursing, Maries perception of her work culture could easily reveal her ideal understanding of a workplace and what she sought in her colleagues. Her inner constructs, precepts and how she saw the world as an individual were revealed and so were her expectations in the future. Considering Maries perceptions, some psychological counselling to improve her working and professional relationships was recommended. Limitations: The methodological limitations and concerns of interview as a means of knowing peoples construct system were many, as noted by Kelly. These are: 1. Interview Bias sometimes the interviewer and the school he belongs to whether behaviourist or psychoanalytic could determine the way the session goes and this undermines the objectivity and validity of the study 2. Dependence on the interviewer the role of the therapist should be minimal and the therapist should just be a tool to facilitate self perception according to Kelly. Most individuals have the capacity to understand his or her problems and any overdependence on the researcher should be avoided. 3. There may be problems with measuring and predicting individual or group characteristics. Although psychology seeks to understand laws of human behaviour, large scale studies showing correlations of different behaviour may not be helpful for study of personal constructs which is based on the understanding of individuals or a small group of people. These methodological limitations have been kept in mind while conducting the interview and interviewer bias and any dependence on the interviewer has been kept to a minimum. Interviewer intervention has also been minimal. Conclusion: In this discussion, we set out with an overview of the Personal Constructs Theory proposed by Kelly (1955). We discussed the different tenets of the constructs theory, the inconsistency of personal constructs and how constructs tend to vary in different people or in same people in different situations. Thus situational factors seem important in constructs and perceptions on other people. Individual constructs form the construct systems and Kelly established the grid method to determine the different elements in a social situation that can be considered as responsible for an individuals disturbed social relationships. In our study of Marie Oliver, a 35 year old employee, her social relationships and possible disturbances were studied using the Repertory Grid Interview technique and her analysis of good and bad characteristics of ten of her colleagues were indicated on the card given to her. The scores were drawn up and according to the analysis the desirable characteristics that Marie perceived in some of her workmates and not in others, were found out. Maries behavioural problems and her unique relationships with her colleagues are then analysed suggesting whether Marie needed any further psychological help for her anxiety, depression and other work related maladjustments. Bibliography Kelly, George Alexander The psychology of personal constructs / George A. Kelly. London : Routledge in association with Centre for Personal Construct Psychology,London, 1991, c1955. Dalton, Peggy. A psychology for living : personal construct theory for professionals and clients / Peggy Dalton and Gavin Dunnett. Chichester : J. Wiley Sons, 1992. University of London. An application of personal construct theory (Kelly) to schizoid thinking. University of London, 1959. Fransella, Fay. George Kelly / Fay Fransella. London : Sage, 1995. Anderson, N. Personality assessment in the graduate milkround interview : A personal construct psychology perspective and study using repertory grid technique. Birmingham : University of Aston Management Centre, 1987. Fransella. F, Bannister. D. 1977. A Manual for Repertory grid technique. Academic Press. London. Bannister, P et al. (1994) Qualitative Methods in Psychology Buckingham: Open University Press. Bannister, D. (1985) (Ed) Issues and approaches in personal construct theory London: Academic Press, 1985 Stevens, R (1996) Understanding the Self London: Open University Sage. Kalekin-Fishman, Devorah. and Walker, Beverley. (1996) The Construction of Group Realities: culture, society and personal construct theory. Malabar: Krieger. Bannister, D. Mair, J. (1968) The Evaluation of Personal Constructs London: Academic Press Smith JA, Harre R, Van Langenhove (1995) Rethinking Methods in Psychology London: Sage. Jack Adams-Webber (Editor) (1983) Applications of Personal Construct Theory Academic Press. The emergence of new intentions in subjective experience: A social/personal constructionist and relational understanding Journal of Vocational Behavior, Volume 64, Issue 3, June 2004, Pages 485-498 Mary Sue Richardson Personality traits and personal values: a conceptual and empirical integration Personality and Individual Differences, Volume 35, Issue 1, July 2003, Pages 109-125 James M. Olver and Todd A. Mooradian Personal construct theory and social change: A response to Bannister New Ideas in Psychology, Volume 1, Issue 2, 1983, Pages 197-200 Marta Zahaykevich Personal construct theory; Concepts and applications : J.R. Adams-Weber. John Wiley, Chichester (1979). Book review Personality and Individual Differences, Volume 1, Issue 2, 1980, Pages 193-194 Chris Frith Personal construct theory: A summary and experimental paradigm Acta Psychologica, Volume 20, 1962, Pages 104-120 D. Bannister The caring attitude in nursing practice: a repertory grid study of trained nurses perceptions Nurse Education Today, Volume 11, Issue 1, February 1991, Pages 3-12 Paul Morrison A computerised adaptation of the repertory grid methodology as a useful tool to elicit older consumers perceptions of foods Food Quality and Preference, Volume 14, Issue 8, December 2003, Pages 681-691 C. G. Russell and D. N. Cox

Stages Of Cognitive And Moral Development - 810 Words

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