Environmental scanningis one component of the global environmental analysis.Environmental monitoring, environmentalforecastingand environmental assessment complete the global environmental analysis. Environmental scanning refers to the macro environment.The global environment refers to the macro environment which comprises industries, markets, companies, clients and competitors. Consequently, there exist corresponding analyses on the micro-level. Suppliers, customers and competitors representing the micro environment of a company are analyzed within the industry analysis.[1]Environmental scanning can be defined as the study and interpretation of the political, economic, social and technological events and trends which influence a business, an industry or even a total market.[2]The factors which need to be considered for environmental scanning are events, trends, issues and expectations of the different interest groups. Issues are often forerunners of trend breaks. A trend break could be a value shift in society, a technological innovation that might be permanent or a paradigm change. Issues are less deep-seated and can be 'a temporary short-lived reaction to a social phenomenon'.[3]A trend can be defined as an environmental phenomenon that has adopted a structural character

5 Essential Qualities for Entrepreneurial Leadership

Are entrepreneurs born or made? This is a question endlessly debated in startup circles. For the last 3 years,Michael Marascoand I have taught a class atNorthwestern University, calledNUvention Web. On Wednesday, we had thefinal presentationfor the third year. In many ways we provide a great laboratory for students to test their entrepreneurship leadership metal. For the first three years, weve culled people who apply to the course and assembled teams with a balance of developers, designers, and business people from across Northwestern schools. Were always excited and pleased with how leaders emergeand they emerge from as varied backgrounds as we draw from in the classmany from the fine business school at Northwestern, theKellogg School of Management, but also from our journalism school, Medill; our liberal arts college Weinberg, and of course the engineering school where the NUvention program lives that focuses on whole brain engineers, McCormick. Each year we also struggle with a few students each year who think they have what it takes only to fail and exit the class. Hopefully while those students dont learn from completing the class, they learn form the early experience of the first contact of their entrepreneurship leadership style with a roomful of like minded strangers who had the potential to help them achieve their vision. As an employee atMicrosoft, Angel and Venture investor, participant in social entrepreneurship, and teacher, Ive seen 5 essential qualities in common for entrepreneurial leaders:1. Vision and dissatisfaction with the present.When I think about what it takes to be an entrepreneur, I often come back to a paraphrase of Harvard ProfessorJohn Kotters forumla discussed in his management classicLeading Changethat I kept pinned to my bulletin board for years. Leading change depends on a defined dissatisfaction with the present, a vision for how things should be, and a clear idea of the first steps that need to be taken. Three clear examples come to mind that Ive been able to observe up close.

Image via CrunchBaseThe first is one everyone knows. The ability to work at Microsoft underBill Gates leadership for 20 years is one of the 5 best experiences of my life. Bill started with a vision first, radical for the late 70s, thatsoftware itself was a businessand articulated his dissatisfaction with the fact that it wasntand second, that software would change the world; encapsulated in something that now seems quaint: A computer in every home and on every desk running Microsoftsoftware. He saw the potential of PCs and importantly, the potential of software as a business, and didnt hesitate to take the first steps of building software for the hobby computer market of the day. He expanded and seized opportunities as the industry grew. In the first year of NUvention Web, we also had a student, Nikhil Sethi, who has become our most successful alum entrepreneur.

Nikhil Sethi of AdaptlyNikhil worked as a product manager at an internet startup prior to his time in our class. At the startup, he had to build a complicated spreadsheet to help them manage their social media ad campaigns across sites. He was dissatisfied with that solution, and in the class, he incubated the idea that became his successful startupAdaptly; that helps companies build and manage social networking ad campaigns across networks. His first step in the class was to build a great ConciergeMVP. I had the privilege of catching up with him when he came back to Northwestern as part of our NUvention Web advisory boardto give feedback to our class, and it was great to see how he has grown and adapted.

Patrick Awuah, President of AshesiThe third person that comes to mind is a social entrepreneur who I have worked with for the last 15 years,Patrick Awuah, the President ofAshesi University Collegein Ghana. I worked with Patrick when he was a program manager at Microsoft. Relative to Microsofts boisterous culture in the 90s, he was quiet and persistentthe opposite of the fast talking wily image we have of entrepreneurshe also saw opportunities others didnt see and worked them through; he was a good program manager, but when he left he became an amazing social entrepreneur I admire as much as Bill for his ability to create impact. Patricks vision started with a dissatisfaction with the present. Patrick was born and raised in Ghana; and educated on a scholarship at Swarthmore. After living inSeattleand working at Microsoft, Patrick visited Ghana, and was dissatisfied with what he saw. The first time I visited him in Ghana, you could see how this was on his mind. He pointed out the open drains and wondered why the country didnt have the leadership and fortitude to solve the problem. He thought about starting a business, but kept observing he thought about things differently and more critically than his secondary school classmates who stayed and went to Ghanas state run university. He persisted in resisting the corruption and petty graft he saw rife in his country from a compromise of ethical compass. He had a vision that seemed grandfound a private university in Ghana, one that would educate the next generation of African leaders, taking the best of what he got from his liberal arts education with the practical skills needed to succeed Ghana. Hes been wildly successfuland its been far from easyhe and his team and 7 sets of graduates in the last 10 years of operation have started businesses, new non-governmental organizations, and helped take existing organizations in new directions. He built a campus that now serves more than 400 students as well as its local community. A quote from Goethe guided him along the way Whatever you do, or dream you can, begin it. Boldness has genius and power and magic in it.2. Knowing and taking advantage of your unfair advantages.Dr.Saras Sarasvathyat theUniversity of Virginiahas coined the term effectuation to talk about how entrepreneurs use their unfair advantages to build their enterprise. A cooking analogy explains the conceptyou can cook from a recipe by buying the ingredients and making the dish; or you can cook by looking at what you have in the cupboard and determining what can be made with what you have. Effectuation is the later. In Bill Gates case that meant starting with BASIC and extending to operating systems when the opportunity presented itself, and then into productivity and server software. In Adaptlys case, it meant Nikhil using the knowledge he had from his internship, recruiting a cofounder in our NUvention class, and using it to solve the problem. For Patrick Awuah it meant using his time pursuing his MBA at Berkeley to engage others at the institution in helping with the business plan and campus design; as well as using his connections at Swarthmore and University of Washington to put the curriculum together. His colleagues at Microsoft also proved a useful network for doing his initial fund raising.

3. The ability to get people on board and add to the visionGood entrepreneurs are always recruitingtalent, advisors, investors and customers. Josh Hernandez, the founder oftap.meis terrific at this. As he started to build his business he constantly sought out people in the gaming, startup, and advertising communities to get advice and build his vision. He also used this network to win initial customers on the game and brand side. Bill Gates made his vision known to the industry, and wasnt afraid to enlist support from hardware OEMs like IBMincluding engaging in joint developmentin order to put his vision into action. Nikhil Sethi used his vision to build his initial team while at North-western, and built on his vision using the contacts he made in thedream it venturesprogram to acquire customers and investors. Patrick Awuah recruited donors, and a like minded management team, many also Ghanians educated abroad who wanted to make an impact in their home country.4. Flexibility to adapt, openness to feedback, and the ability to learnOne of the biggest issues I see in my work atDivergent Ventureswith entrepreneurs is learning how to listen and judge feedback. No one should be arrogant enough to feel like they have all the answers; and for us, founders who arent open to feedback, and dont use it as a way to develop and learn are not backable, even if they have many other great attributes. Bill Gates showed the ultimate in adaptability by being open to supplying an operating system to IBM. Unlike Digital Research, Bill Gates was open to providing an operating system when IBM came callingeven if he didnt have what they were looking for already built. Bill was also consistently focused on understanding new trends and incorporating those ideas into his vision. He is also a master of using real options to manage uncertainty. At the end of the 80s it was unclear which operating system would move into the future; so he simultaneously made a big joint bet with IBM, continued to develop windows, revised DOS, and made an investment in SCO to have an alternative if UNIX emerged on the platform. At that time at Microsoft, I was working on a new version of the C compiler and its development environment, and we had done a lot of work to make OS/2 development easier prior to the release of Windows 3.0. I distinctly remember a product review where Bill looked across the table at Steve Ballmer, who was running the systems division at the time, and said with a twinkle That Windows 3.0 is so good I just dont know what were going to doindicating how his options where going to lead to storms in the relationship with IBM. When the internet came, Bill also pivoted the company to focus on the opportunity. Nikhil started as an an ad-networks analytics tool; but when he launched the demand was for analytics was low and the demand was for a system to place and manage campaigns was high. This data led to adapt.lys pivot into running social media campaigns not simply providing analytics. Patrick adapted to the world in which he was in. After the tech stock crash of 2000, when raising donor money became difficult, Patrick focused his efforts on getting his classes started in rented building, and getting the operations of the university to break even. This enabled fund raising to be focused on building capital improvements, like the permanent campus. In all three cases, the entrepreneurs learned and adapted to their changing environment.5. Persistence and executionEntrepreneurs have a long term vision, but are also relentlessly focused on the activities that get them to their vision in the here and now. At Microsoft in the 90s, the company was known as a place that would persist if the first versions did not work out. Nikhil Sethi just pushed harder than the other NUvention students we had in 2010. He was focused on building the company. In fact, when he applied to dreamit ventures, he did it without telling his teammates in the classit was clear he would crawl over broken glass to get the company started. Patrick Awuah has shown persistence in multiple ways. Key to his approach is a focus on Ashesis core value around ethical behavior. When he encountered asks for bribes for small things he needed to get done to put the college in motion, Patrick held firm and in each case was eventually able to appeal to peoples greater sense of good to get them to act responsibly. Patrick also focused on getting startedusing rented buildings and beginning the inaugural classes before a campus had been built.For all of these 5 elements, some people are naturals at some of them; others may need to be developed. In NUvention we focus on getting entrepreneurs to see their own unfair advantage, as well as giving tools and methods they can use to hold themselves and their teams accountable to their own execution. We walk them through engaging with customers to gauge dissatisfaction with the way things currently work to develop their vision. In your own self assessment of whether you are an entrepreneur, take stock of which of these 5 capabilities come naturally to you, and for those that dont, develop a plan to systematically learn the others.

Industrial sicknessIndustrial sickness is an umbrella term applied to various things associated withindustrythat make people ill and cause them to miss work. The solutions will have to be tailored to the specific industry, and only in that way can any real effect be made on improving thehealthandproductivityof the industrialworkforce.The key is an aggressive work-up on the health issues for a given segment of the industrial workforce, and usually broken down by type of work (which makes sense). Even ascoal minersface overpoweringrespiratorythreats, andfoundryandmillworkers have to confront major physical threats from large (heavy) quantities of extremely hot materials, each facet of industrial production has its hot-button health issues.Industrial health managers need training and experience identifying and remediating conditions that present major health threats to their respective workforces. Then they can train the rest of management and can teach the workers themselves about the best way to carry out their jobs with minimum threats to their health.

Industrial sicknessDefinition of sick industrial company:The definition given under the provisions of the companys act 1956 and the definition given by RBI are as follows.The companies Act, 1956The companies act 1956 defined Sick industrial company and net worth as followsSection 2 (46AA)Sick industrial company means and industrial company which has:(A) The accumulated losses in any financial year equal to 50% or more of its average net worth during 4 years immediately preceding such financial year ,or(B) Failed to repay its debts with in any three consecutive quarters on demand made in writing for its repayment by creditors or creditors of such company.Section 2 (29A)Net worth means the sum total of the paid up capital and free reserves after deducting the provisions or expenses as may be prescribe.Explanation:- For the purpose of this clause free reserves means all reserves created out of the profit and share premium account but does not include reserves created out of revaluation of assets, write back of depreciation provision and amalgamation.

RBIs DefinitionSick industrial company- It is an industrial company (being a company registered for not less than 5 years) which has at the end of any financial year accumulated losses equal to or exceeding its entire net worth.Potentially sick industrial company- If the accumulated losses of an industrial company as at the end of any financial year resulted in the erosion of 50% or more of its peak net worth during the immediately preceding four financial years.Weak unit- an industrial unit is define as weak if its accumulated losses at the end of any financial year resulted in the erosion of 50 % or more of its peak net worth in the immediately preceding 4 accounting years. Weak units has define above will, not only include those which fall under SICA (Industrial companies) but also other categories such as partnership firms, proprietary concerns etc.

Support organisation for entrepreneurSupporting organisation

The Government has setup various organisations which specialize in industry promotion & entrepreneurship development in different sectors. The organisations provide policy framework support, in addition to training & financial aid. Khadi & Village Industries Commission COIR Board Small Industries Development Bank of India National Manufacturing Competitiveness Council National Skill Development CorporationState Level InitiativesIndividual states across India have setup specially focussed organisations which work towards the development & support of small scale industries. These organisations run specific promotional schemes in addition to providing financial support to industries. List of State Financial Corporations (SFCs) List of State Industrial Development Corporations (SIDCs)Development Support OrganisationsGovernment of India has also set up various organizations that are at the forefront in providing support and training for the budding entrepreneurs. Few of them are: Central Footwear Training Institute - Agra Indo-German Tool Room - Ahmedabad Indo-German Tool Room -Aurangabad Central Institute of Tool Design - Hyderabad Central Tool Room - Ludhiana Indo-German Tool Room - Indore Central Tool Room & Training Center - Bubhaneshwar Circle Telecom Training Center - Kolkata Indo-Danish Tool Room - Jamshedpur Institute for Design of Electrical Measuring Instruments Electronics Service & Training Center - Ramnagar Fragrance & Flavour Development Center - KannuajIndustry AssociationsThere are a variety of associations which help & encourage the cause of industry. These associations provide support & strength to the entrepreneurs & the organisations they setup. Additionally, industry association networks are crucial in steering government policy & action as well. Complete list of Industry Associations National Bank for Agriculture & Rural Development (NABARD) Laghu Udyog Bharati (LUB) Federation of Indian Chambers of Commerce and Industry (FICCI) Confederation of Indian Industry (CII) The Associated Chambers of Commerce and Industry of India (ASSOCHAM) Federation of Indian Micro and Small & Medium Enterprises (FISME) World Association for Small and Medium Enterprises (WASME) India Trade Promotion Organisation (ITPO) Technology Innovation Management and Entrepreneurship Information Service Asian and Pacific Centre for Transfer of Technology (APCTT)International OrganisationsAkin to national industry and sector based networks, an even higher responsibility lies with global associations which chart out the developmental role to be played by various international governments while forming their trade & industry policies. International Network for SMEs WIPO Small and Medium-Sized Enterprises United Nations Industrial Development Organization World Trade Organisation European Commission - Enterprise & Industry Innovation - SMEs Canadian International Development Agency Small and Medium-sized Enterprise Center, Canada SME Centre, Hongkong Small and Medium Enterprises in Ireland SME Information of Japan World Trade Centre, Mumbai Small and Medium Enterprise Development Authority, Pakistan Swedish International Development Agency Department for International Development, UK Ministry of Economy, Mexico Small and Medium Enterprises Development, Washington, USA

Horizontal & vertical expansionEvery business wants to grow. Growth means more clients, more money and more market share. But how exactly does a business grow? The first step is to understand the types of business growth. Each company is unique, but all expansion falls under two general categories: vertical and horizontal. Vertical growth occurs when the company digs deeper into its primary business by achieving superior results, greater efficiency and better customer satisfaction. In short, you get better at what you do.Horizontal growth occurs when the company expands sideways into new products and services. Instead of building up and improving the principal business and all the elements supporting it, the company devotes its resources to diversifying into other businesses or new markets that may or may not be related to its current work. An example would be a car company that, instead of selling more and better cars, expands into selling apparel or books.Depending on a companys unique circumstances, one or both types of expansion may be the best option. One mistake often made is expanding horizontally before the vertical work is done. Many are so adept at recognizing new opportunities that they become more interested in new products or services, serving totally different markets, and neglect their underlying business. These new mini-ventures oftenrequire totally different strategies and sometimes even different management styles, to say nothing of the extra financial resources needed. While they should be focusing on building up their client base and improving the quality of their products, these companies get distracted by pushing branded t-shirts and bumper stickers.For the large majority of small businesses, vertical expansion is the way to go. At best, horizontal expansion is a distraction, and at worst, it can break the bank. Once a small business has established a name for itself and enjoys a loyal clientele that recognizes the brand, then they can think about t-shirts with the company logo. But vertical growth should always be a priority.

Limitations of environmental scanning Meaning-Environmental scanningis one component of the global environmental analysis.Environmental monitoring, environmentalforecastingand environmental assessment complete the global environmental analysis. Environmental scanning refers to the macro environment.The global environment refers to the macro environment which comprises industries, markets, companies, clients and competitors. Consequently, there exist corresponding analyses on the micro-level. Suppliers, customers and competitors representing the micro environment of a company are analyzed within the industry analysis.[1]Environmental scanning can be defined as the study and interpretation of the political, economic, social and technological events and trends which influence a business, an industry or even a total market.[2]The factors which need to be considered for environmental scanning are events, trends, issues and expectations of the different interest groups. Issues are often forerunners of trend breaks. A trend break could be a value shift in society, a technological innovation that might be permanent or a paradigm change. Issues are less deep-seated and can be 'a temporary short-lived reaction to a social phenomenon'.[3]A trend can be defined as an environmental phenomenon that has adopted a structural character.[4]

If youre planning to use PEST analysis during strategy planning its important that you understand the limitations of a Pest Analysis before relying completely on its results. Heres a list of some of the limitations which can cloud the results of a PEST analysis. PEST, or what is also known as PESTLE, is a strategic management tool used to study and analyze how Political, Economic, Social, Technological, Legal and Environmental factors affect a business or a project. This strategic planning tool is quite an effective way of scanning the operating environment of a project; however, in this article well talk about the limitations of a PEST analysis rather than its advantages.

Limitations of a PEST Analysis1. The external factors considered during PEST analysis are dynamic and they change at a very fast pace. At times, these changes may occur in less than a days time, thus making it tricky to predict why and how these factors may affect the present or future of the project. On many occasions, environmental changes that may have an adverse effect on the project may not be noticeable during their initial stages. All that indicates that a certain amount of uncertainty still remains even after carrying out a detailed PESTLE analysis, which to some extent defeats the prime purpose of this analysis cutting down the uncertainty.2. Its simple presentation can also be considered a limitation.For PEST analysis, the usual procedure is to present a simple listof the environmental factors that can affect the project. Unless the attributing factors are critically examined in terms of the degree of impact, the findings of the analysis dont seem to be of much value.3. Collecting enormous amounts of relevant data from the right sources becomes a bit of a problem, especially since most of the pertinent data must be collected from external agencies. This makes PEST analysis not only time consuming but costly as well. Also, getting the latest data and keeping the analysis updated with it becomes a problem.4. The lack of easily available updated information, as mentioned in the point above, leads to one more problem making too many assumptions. Oftentimes, the factors mentioned in the analysis are based more on assumptions and less on actual facts. An analysis based on unfounded assumptions can lead to planning disasters. So, its important to device some method to cross-verify whether the factors mentioned in the PEST analysis are not merely based on tenuous assumptions.5. A proper PEST analysis requires a lot of information to be collected. But when handling too much information, the users tend to get confused and lose sight of what factors are more critical. This ambiguity in prioritizing the affecting factors can put the entire planning on the wrong track.6. PEST analysis is insufficient forthe purpose of strategic planning, since it scans only the external environment while completely ignoring the internal environment and the competitive scenario. Nonetheless, there sure are ways to overcome this limitation. For PEST analysis to make some worthwhile contributions towards strategic planning it must be in conjunction with other tools likeSWOT analysisto get a more realistic overall picture.PEST does offer a viable technique for carrying out an environmental scan for a project, however, its effectiveness depends on the accuracy of the data collected, timely updates to accommodate changes and the use of additional tools that can trim down the limitations of a PEST analysis to some extent.

DAVID MCCLELLANDDAVID C MCCLELLAND'S MOTIVATIONAL NEEDS THEORYAmerican David Clarence McClelland (1917-98) achieved his doctorate in psychology at Yale in 1941 and became professor at Wesleyan University. He then taught and lectured, including a spell at Harvard from 1956, where with colleagues for twenty years he studied particularly motivation and the achievement need. He began his McBer consultancy in 1963, helping industry assess and train staff, and later taught at Boston University, from 1987 until his death. McClelland is chiefly known for his work on achievement motivation, but his research interests extended to personality and consciousness. David McClelland pioneered workplace motivational thinking, developing achievement-based motivational theory and models, and promoted improvements in employee assessment methods, advocating competency-based assessments and tests, arguing them to be better than traditional IQ and personality-based tests. His ideas have since been widely adopted in many organisations, and relate closely to the theory ofFrederick Herzberg.David McClelland is most noted for describing three types of motivational need, which he identified in his 1961 book, The Achieving Society: achievement motivation (n-ach) authority/power motivation (n-pow) affiliation motivation (n-affil)david mcclelland's needs-based motivational modelThese needs are found to varying degrees in all workers and managers, and this mix of motivational needs characterises a person's or manager's style and behaviour, both in terms of being motivated, and in the management and motivation others.the need for achievement (n-ach)The n-ach person is 'achievement motivated' and therefore seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.the need for authority and power (n-pow)The n-pow person is 'authority motivated'. This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is also motivation and need towards increasing personal status and prestige.the need for affiliation (n-affil)The n-affil person is 'affiliation motivated', and has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and need to be liked and held in popular regard. These people are team players.McClelland said that most people possess and exhibit a combination of these characteristics. Some people exhibit a strong bias to a particular motivational need, and this motivational or needs 'mix' consequently affects their behaviour and working/managing style. Mcclelland suggested that a strong n-affil 'affiliation-motivation' undermines a manager's objectivity, because of their need to be liked, and that this affects a manager's decision-making capability. A strong n-pow 'authority-motivation' will produce a determined work ethic and commitment to the organisation, and while n-pow people are attracted to the leadership role, they may not possess the required flexibility and people-centred skills. McClelland argues that n-ach people with strong 'achievement motivation' make the best leaders, although there can be a tendency to demand too much of their staff in the belief that they are all similarly andhighlyachievement-focused and results driven, which of course most people are not.McClelland's particular fascination was for achievement motivation, and this laboratory experiment illustrates one aspect of his theory about the affect of achievement on people's motivation. McClelland asserted via this experiment that while most people do not possess a strong achievement-based motivation, those who do, display a consistent behaviour in setting goals:Volunteers were asked to throw rings over pegs rather like the fairground game; no distance was stipulated, and most people seemed to throw from arbitrary, random distances, sometimes close, sometimes farther away. However a small group of volunteers, whom McClelland suggested were strongly achievement-motivated, took some care to measure and test distances to produce an ideal challenge - not too easy, and not impossible. Interestingly a parallel exists in biology, known as the 'overload principle', which is commonly applied to fitness and exercising, ie., in order to develop fitness and/or strength the exercise must be sufficiently demanding to increase existing levels, but not so demanding as to cause damage or strain. McClelland identified the same need for a 'balanced challenge' in the approach of achievement-motivated people.McClelland contrasted achievement-motivated people with gamblers, and dispelled a common pre-conception that n-ach 'achievement-motivated' people are big risk takers. On the contrary - typically, achievement-motivated individuals set goals which they can influence with their effort and ability, and as such the goal is considered to be achievable. This determined results-driven approach is almost invariably present in the character make-up of all successful business people and entrepreneurs.McClelland suggested other characteristics and attitudes of achievement-motivated people: achievement is more important than material or financial reward. achieving the aim or task gives greater personal satisfaction than receiving praise or recognition. financial reward is regarded as a measurement of success, not an end in itself. security is not prime motivator, nor is status. feedback is essential, because it enables measurement of success, not for reasons of praise or recognition (the implication here is that feedback must be reliable, quantifiable and factual). achievement-motivated people constantly seek improvements and ways of doing things better. achievement-motivated people will logically favour jobs and responsibilities that naturally satisfy their needs, ie offer flexibility and opportunity to set and achieve goals, eg., sales and business management, and entrepreneurial roles.McClelland firmly believed that achievement-motivated people are generally the ones who make things happen and get results, and that this extends to getting results through the organisation of other people and resources, although as stated earlier, they often demand too much of their staff because they prioritise achieving the goal above the many varied interests and needs of their people.Interesting comparisons and relationships can be drawn between McClelland's motivation types, and the characteristics defined in other behavioural models, eg:John Adair's Action-Centred Leadership model: Achievement-motivated managers are firmly focused on the Task, often to the detriment of the Individual and the Team. Affiliation-motivation people are Team and Individual centred. (Note that John Adair's Action-Centred leadership model is John Adair.)Katherine Benziger'sThinking Stylesmodel: Achievement-motivation is a double-frontal brain mode style; affiliation-motivation is right basal (rear); authority-motivation is arguably left basal (rear).DISC (Inscape, Thomas International, etc) system: Achievement-motivated people are 'D' profiles - results-driven, decisive, dominant, etc. Affiliation-motivated people are I (proactive) and S (reactive) profiles. Authority-motivated people are S and C profiles.Hersey/Blanchard's Situational Leadershipmodel: Achievement-motivated people tend to favour the styles of the first and second modes ('telling' and 'selling'); affiliation-motivated people tend to favour the third mode ('participating'); and the authority-motivated people tend to favour the style of mode four ('delegating'). Please note that Situational Leadershipis protected intellectual property: Situational Leadership is a trademark of the Centre for Leadership Studies. Situational Leadership II is a trademark of The Ken Blanchard Companies. Use of material relating to Situational Leadership and/or Situational Leadership II requires licence and agreement from the respective companies.McGregor XY Theory: Achievement-motivated people tend towards X-Theory style, due to their high task focus; there are plenty of exceptions however, and training definitely helps the n-ach manager to see the value of employing Theory Y style. n-pow managers are definitely Theory X. n-affil are typically Theory Y and if not can relatively easily be trained to be so.Herzberg motivators and hygiene factors: n-ach people are more responsive to the Herzberg motivators (especially achievement obviously) than n-affil and n-pow people.

SWOT analysis of Solar ProductsIntroduction

Solar power is a source of renewable energy that uses radiation which is emitted by the Sun. It is a renewable energy source which has been used in many different technologies for centuries. It also finds an extensive use in remote locations such as hilly areas, space and rustic regions where it is difficult to access other power supplies [1]. The spectrum of solar radiation is equal to that of a black body having temperature of about 5800 K. [2] Approx. half of the radiation is visible short-wave part of the electromagnetic spectrum. Remaining half is infrared part. Pyranometer or pyrheliometer is used to measure solar radiation. [3] A solar radiation reaches at a rate of 1366 watts per square meter (W/[m.sup.2] at the Earth's upper atmosphere. While traveling through the atmosphere, about 6% of the incoming solar insolation is reflected and 16% is absorbed which results in peak irradiance at the equator of 1,020 W/[m.sup.2]. Insolation reduces by 20% through reflection and 3% through absorption due to Average atmospheric conditions i.e. clouds, dust and pollutants. [4]

For the design and study of solar energy conversion devices, solar radiation is the most important parameter. The choice of a proper location is very essential step in solar system design procedure. [5]

If the location isn't properly chosen, then the properly planned solar system doesn't work satisfactory. It is utmost important that the modules should be exposed to sunlight without shadowing at least from 9 am to 3 pm; therefore, the properties and values of solar insolation should be studied carefully. [6] The modules should be fixed with proper tilt angle to allow the system operating efficiently. [7] A recent concern is global dimming, due to pollution, less sunlight reaches the Earth's surface, and it is most responsible for global climate change. In this study, statistical methods were used to analyze the solar radiation data for the city of Bhopal in the central region of India.SWOT Analysis of Solar Radiation Utilization Strength

* Among the various renewable energies, electricity generation from solar energy has the highest power density i.e.170 W/[m.sup.2]. [8]

* During use solar energy doesn't create any pollution.

* The system can operate with negligible maintenance after initial setup.

* Tropical oceans absorb 560 trillion Gigajoules (GJ) of solar energy each year, equivalent to 1,600 times the world's annual energy use. [9]

* Electricity generation from solar energy is economically feasible where grid connection or fuel transport is difficult, costly or impossible.

* When grid-connected, electricity generation from solar energy can give substitute to the highest cost electricity during peak demand times in most climatic regions, it can reduce grid loading, and can also eliminate the need for local battery power and fulfill high local demand;

* To minimize transmission and distribution losses approximately 7.2%. Gridconnected solar power can be used locally. [10]

* Once the initial capital cost of installing a solar power plant has been invested, maintenance costs are low compared to existing electricity generation technologies.

Weakness

* Solar electricity is currently more expensive than electricity generated by other technologies.

* Solar energy and electricity are not available at night and it can be unavailable due to weather conditions and hence, a storage or complementary power system is required for most applications especially in non sunny days.

* Solar resource has limited power density: Average daily insolation is 3-7 kW*h/[m.sup.2]. [11]

* Solar panel consumes lot of space over the roof

* Recycling of the production end waste is still under development stage.

Opportunity

* The 89 petawatts of sunlight energy reaches the earth's surface which is very large compared to the 15 terawatts of average energy utilized by human beings. [12]

* There is adequate amount of solar-derived energy on Earth. The quantity of solar energy received by the Earth every minute is greater than the quantity of energy the world uses in fossil fuels each year.

* Pollution control techniques are enough to manage the emissions and wastes. End-of-use recycling technologies are also being developed for a better cause.

* Such application is favored by net metering. Use of net metering can be highly favorable to small photovoltaic systems.

* Companies are offering more reasonably priced options, as they wants to make solar home energy affordable and available to wide range of the public.

* Local and state governments are supporting to help offset high costs with subsidies, tax breaks, and tax credits.

Threats

* Adverse space weather is one of the principal threats to modern solar electricity generation technologies.

* Solar cells produce DC power which must be converted to AC power by using a grid tie inverter when used in distribution grids. This may incurs an energy loss of 4-12%. [11]

* High-speed solar wind streams often leads to damage disturbances within the earth's magnetosphere, in the atmosphere

* High-energy particles can damage satellite solar power panels, confuse optical trackers, and harmful charges is deposited into sensitive electronic components.

swot analysis of Solar Cell Phone Battery Charger

Strengths:*One can now buy relatively inexpensive and lightweight portable solar panels which will recharge your GPS, cell phone, iPod, MP3 player, other electronic device.*Solar powered cell phone chargers can be a better alternative to electrical cell phone chargers. You have to plug in your cell phone to a home outlet and then you have to wait a long time for your cell phone to be charged.-Relatively small size allows mobile use (ideal for camping and other recreation)-System requires no electrical start-up power-Solar concentrator can be used with any heat source-Higher efficiency than photovoltaic (PV) systems of the same scale-Ability to recharge AA batteries anytime and anywhere there is sunlight-Low maintenance, emission-free, and environmentally-friendly power source. Weekness:-Solar portable battery charger can not charge a device while its internal battery is being filled up. So you will have to charge the battery pack first before you can power up your gadgets and devices. This could cause some minor inconvenience especially during emergencies.-It's not possible to recharge batteries at night using a solar battery charger. Sometimesthe weather is cloudy or inclement-Direct sunlight must be required for charging.

Opportunities:-In pakistan Solar energy is sustainable, renewable, and free, so why not use it to power not only your homeand appliances, but your portable devices as well .-pakistan is under developing country so in our country a lot of electricity problm so solar battery charger is very useful .Threat:SOLAR BATTERY CHARGER IS NEW IN MARKET AND AS SUCH NOCompetitorIN MARKET BUT INDIRECTCompetitorLIKE CHINA , INDIA ALWAYS A BIGcompetitorOF PAKISTAN -PRODUCT AND I HOPE OURPRODUCTIS UNIQUE AND POWERFUL IN USE .NEW PRODUCTIN MARKET IS ALSO VERYTHREAT FULLBECAUSE IF PRODUCT IS FAIL ALL MONEY WILL LOSE ..