Business Strategy College Case Study Example | Topics and Well Written Essays - 2000 words

Business Strategy College - Case Study Example The OAG official airline guide data taken from the website www.oag.com shows a startling low cast data. Its study of low cost budget airline data released its report dated September 19, 2007 shows startling facts. The data indicates that that budget airline capacity has doubled in the last four years. The low cost growth of the same industry has increased by twenty percent. The study also shows that Europe, which includes the United Kingdom, is leading the world in the low cost /network balance scheme. Clearly, the OAG data shows a startling low cast data. The same OAG study covers a wide airline passenger seat sector. The study covers eleven million extra seats in over sixty six thousand more flights operated by the low cost sector. The industry shows a year on year increase of twenty four percent and twenty percent respectively. The financial data shows that the 2007 low cost flights comprise a higher sixteen percent of the total available airline seats in Europe for the prior accounting period. The prior period only generated a fourteen percent low cost comparative figure. In addition, the 2007 financial data also shows that twenty percent of the total worldwide airline covers is given to low cost flights. This is higher than the seventeen percent financial data of the prior year, 2006. Evidently, the OAG study covers a wide airline passenger seat sector. ... Three of the major forces in the European, Low -cost, budget airline sector are rivalry among competing sellers in the air travel industry, market attempts of companies in other industries to win customers and the potential entry of new air travel competitors.Rivalry among competing sellers in the air travel industry. There is s strong rivalry among the competing sellers in the low cost budget airline sectors. The air transportation industry is changing fundamentally. Low cost air passenger carriers are now slowly killing the competition. This long term trend has undermined the industry's prior structure, procedures, business models and these changes have consequences for airport access. Airlines and airports now have neither the money nor the appetite for grandiose projects. While massive airport buildings around the world planned many years ago are still being inaugurated. These inaugurated airports include Heathrow airport in London, Suvarnabhumi airport in Bangkok, Barajas airpor t in Madrid, a Singapore airport and a Toronto airport. The current trend in the airline industry is to focus on low -cost airport buildings and facilities. Boston had built a $ 400 million passenger building to Delta air's specifications. It was opened shortly before the airline went bankrupt. As Delta air buckles under the pressure of shrinking its network and services, another competitor must be entertained to take over the leased airport spaces vacated by Delta Air. Low cost airline companies easily fit this description. Undoubtedly, there is strong rivalry among the competing sellers in the low cost budget airline sectors (De Neufville 2006).Market attempts of companies in other

History Assignment Example | Topics and Well Written Essays - 750 words

History - Assignment Example Due to existence of a number of different nations that are considered as world power, conflicts of views became increasingly influential. Once the conflict had been started, the impacts of the WWI to the history of the world became inevitable (Howard, 2003). Included in the said impacts is related to the influential nations and empires of the period. It can be considered that the effects had been negative on their part because two of the imperial powers had lost control and had been divided into smaller territories such as the Austria-Hungary and the Ottoman Empire. Except for the rise of the Soviet Union which had been revolutionized, the greater part of the European region had been changed. The said change can also be related to the strengthening of the belief in nationalism as opposed to the imperial leadership that had been the main form of leadership during the said part of history (Howard, 2003). In the social and economic aspects, there are different changes that had occurred due to the WWI. One of the impacts that can be observed is the manner of warfare which significantly improved compared to prior period. There are different repercussions of the said effect which can include the continuous aiming for increasingly powerful weapons, which can still be observed even at present times. Another significant effect not only in the domestic but also in the international arena is the social trauma that commonly occurs in times of wars and conflicts (Howard, 2003). One of the most significant observations with regards to the effect of WWI is the rise to power of the United States on the basis of the economic and trade relations. The effects of such event can be considered as the onset of the power and control being experienced by the US until the present era. This event can be attributed to the fact that new allies and international

Contrast Studying Alone to Studying in a Group Essay Example for Free

Contrast Studying Alone to Studying in a Group Essay Do you like to study alone or study in a group? Maybe some people will like to study alone, and other people will like to study in a group. Like studying alone, studying in a group will make you learn a lot of new things. Then studying alone and studying in a group can help you to gain knowledge and renew you information. Although they have some similarities, they still have some differences. Studying in a group makes your study easier, spends you time less, and makes you more actively. First, studying in a group will make your study easier. Studying alone and studying in a group have different styles. If you study in a group, you may have some co-workers. If you can’t understand or answer the questions, those co-workers will help you to resolve the problems. This kind of study style will make your study easier. In contrast, If you study alone and have some questions, you can not easy to find someone to help you. You may feel alone and helpless. Therefore, although you can study in any of these two ways, you will feel more helpful when you study in a group. Second, studying in a group will spend your time less. When you study, you may want to spend less time learning more things. These two ways will bring different outcome. Studying in a group means you and others people work together, and all of you need to think about the same problems. You can devide one work from different parts, of the work. You will finish the job more quickly. In contrast, when you study alone, you have to finish your work by yourself. You will take more time to finish it. Therefore, studying in a group can save you time on study. Finally, studying in a group will make you more actively. Whatever studying alone or studying in a group, you want to learn. When you work with others, you will get some information from others. At this time, you will think about their idea and absorb the good things from them. In contrast, when you study alone, you just know what you think and can not improve from others. When you study, you just study what you have known. Therefore, studying in a group will improve and increase your thinking. To sum up, studying in a group can make your study easier, spend your time less, and make you more actively. These two ways both can help you to study. Sometimes, studying in a group will help you a lot; sometimes, studying alone also can help you a lot. If you want to be a good student, you can choose these tow ways to use in different time. You will get help from these two ways.

Analysis of Leadership Agility Theory

Analysis of Leadership Agility Theory Leadership is in a constant flux, driven by the dynamics of an ever-changing global landscape. Competition has never been fiercer, times have never been more unpredictable, and leadership has never been more significant for organizations to succeed. Bill Joiner and Robert Stephens (2006) introduce the concept of leadership agility which they defined as the ability to take wise and effective action amidst complex, rapidly-changing conditions (p. 6). The best thing about the book is that upon reading the introductory pages, you already know that it is a timely book on leadership. Joiner and Stephens make their case early on that effective leadership in the globalized world is contextualized that with the cross-cultural considerations, leaders are now faced with the challenge to adapt more ably to changing conditions and goals. When it comes to books on leadership, I was looking for concrete examples on what the authors are actually trying to point out in order to illustrate the theori es in a real-world setting. This book did not disappoint me on this aspect. There were numerous examples of individuals at various stages in their leadership careers, how they handled crisis situations and decision-making, including the strengths and weaknesses of their judgments. The last chapter of the book also encourages the reader to assess his or her level of organizational agility and to determine which core competencies of agility he or she needs to develop to lead more effectively. The book is well-written, not very technical in language, very organized, and rife with illustrations on the points they wanted to make, particularly on how the various levels of agility and core competencies differ from one another. From the title itself, I expected structure as I knew the authors would try to guide me through what they call the five levels of mastery in leadership. The authors succeeded in meeting all the challenges in coming up with a book on leadership that in the end, gives the reader not only the basic concepts, but teaches him on how to measure his or her agility level provide guidance on what to do next. In this book review, I intend to indicate the strengths as well as the points for improvement that I found while reading the book. I will also synthesize the concepts presented by the authors to relevant leadership concepts we have learned from the course from Northouse (2008), Clawton (2008) and Kouzes and Posner (2007). Highlights of the Book Part One of the book introduced the core competencies in leadership agility which is the main topic of this work. To do so, the authors did three things. First of all, they provided the rationale for leadership agility in the context of the interdependent world that has been borne out of globalization. They emphasized the complexity that leaders in organizations now face. The acceleration of ideas and new technologies has increased competition to a level never anticipated in the past. With the speed of these technological changes, opportunities and threats are also encountered at roughly the same level. This necessitates leaders to develop the ability to become agile, a behavior demonstrated when leaders are able to leverage resources and relationships in order to effectively respond to changes that affect the organization. Agility, said the authors, is developmental it passes through different stages and displays specific behaviors as leaders go from the most basic stage to the hig hest. The five steps in leadership agility include (from the lowest to the highest level): expert, achiever, catalyst, co-creator and synergist (Joiner Stephens, 2006). Second, in order to provide a brief look at how agility is demonstrated differently in five ways, the authors narrated a fictional character, Ed, a manager, who, upon encountering a situation responds to it in five very distinct ways. The manner in which Ed responded to the situation given illustrated a level in the leadership agility hierarchy. Third, the authors presented core competencies which are significant in leadership agility. By competencies, they meant the abilities and the skills needed by leaders to become agile. All in all, there are four competencies, which include context-setting agility, stakeholder agility, creative agility, and self-leadership agility. Under each core competency are two capacities involved. Within the context-setting agility, leaders have sense of purpose and situational awareness . Under creative agility, leaders possess reflective judgment and connective awareness. Under stakeholder agility, leaders possess power style and stakeholder understanding. Under self-leadership agility, leaders possess developmental motivation and self-awareness. Part Two of the book expounds on the five stages of leadership agility, devoting one chapter for each level. This section of the book explained in detail the areas, distinctions, and differences at each level of agility and illustrated each by presenting at least three case studies. The authors showed the leadership style, organizational initiatives, team leadership, and handling pivotal conversation associated with each agility level. The specific stages in leadership agility intertwine with some of the leadership concepts and styles that have been discussed in the course. I will discuss the concepts in relation to the five leadership agility levels. Expert. At the Expert Level, which is the lowest in the agility hierarchy, the leader proceeds with a tactical and problem-solving style of leadership. At this stage, the leader believes he holds the expertise and position to know what is best for the organization. This is similar to what has been learned from the course objectives. The style of leadership being manifested at this level is transactional management is key. This is what Burns (as cited in Northouse, 2008) tried to reiterate in distinguishing managers and leaders in that managers are people who do things right and leaders are people who do the right thing (p. 213). The thrust in the Expert level of agility is results, not the fulfillment of organizational goals or empowerment of followers. The leader stays on top of the situation. While this leadership style gets things done, it is a mild variation of the autocratic leadership style because the leader is the central decision-making body and the leader assumes that he o r she alone knows what is best for the company. Achiever. The Achiever strives for outcome and leads knowing that ones expertise and positional authority alone does not lead to effective leadership but also on ones capacity to motivate others. In this stage, the leader moves up from being purely transactional to recognizing the need to be transformational as well. Northouse (2008) explained the difference between transactional and transformational leadership by saying that the latter motivated by considering and appealing to the interest of the followers. The ability to motivate others is the leadership aspect in Kouzes and Posners (2007) so-called journey. According to them, leadership requires the capacity to convince people to go on board while management guarantees that they reach the destination. To Joiner and Stephens (2006) then, the Achiever level of agility requires one to be both leader and manager. The Achiever initiates change by looking at the market environment and seeking input from stakeholders. Since the Achiever prioritizes outcome, there is an emphasis on using communication to assert the leaders views as well as accommodate views from others so long as it furthers organizational goals. One of the biggest concerns for leadership is handling the change process through more effective ways of communicating (Northouse, 2008; Clawson, 2008). Clawson (2008) considered communication important in any organization and opined that meetings should be a forum of empowerment. Clawson (2008) believed that meetings are an avenue where leaders show that while being the head of the organization, he or she is not supposed to dominate the group but instead empower them to speak out about current concerns and to foster dialogue in the direction of finding working solutions. Catalyst. The Catalysts leadership style is visionary and innovative and is able to articulate goals and at the same time inspire people into achieving those goals. In a sense, the Catalyst is transformational and realigns the culture and values of an organization to that of empowerment, teamwork, and participation. The Catalyst pushes for change and does so progressively. This is because he or she realizes that organizational change and member empowerment are vital elements of building and maintaining an industrious and dynamic organization. Kouzes and Posner (2007) believed that transformational leaders engaged stakeholders proactively and values their feedback as important considerations in decision-making. Even in the midst of opposition, the Catalyst welcomes dialogue and considers team-building to be an integral part of leadership development. This is very similar to what Northouse (2008) referred to as intellectual stimulation present in transformational forms of leadership. T his is a characteristic where leaders foster a climate of open-mindedness and creativity, challenging members to question the status quo, and to challenge their beliefs and values, as well as those of the leader (Northouse, 2008, p. 177). Northouse (2008) also highlighted in Chapter 6 of Introduction to Leadership that vision is crucial in leadership and that possessing it is as important as articulating it effectively, as in the case of Martin Luther King, Jr.s famous I Have a Dream speech and the inaugural address of John F. Kennedy. In the same vein as Joiner and Stephens (2006) emphasis on the Catalysts appreciation for feedback, Northouse (2008) also considered the development of group behaviors as important and that leaders must ensure that members are trained to provide constructive feedback that will help improve the dynamics of the team toward organizational effectiveness. On the other hand, Kouzes and Posner (2007) said that that leaders must search for opportunities to in novate, grow, and improve but reiterated that leaders should not be the only sources of innovation (p. 371). Cocreator. Joiner and Stephens (2006) identify the Cocreator as someone with an orientation toward collaboration and shared objectives. The Cocreator views leadership more importantly as a form of service toward the common good, similar to Kouzes and Posners (2007) emphasis on leadership as a means of achieving justice. Joiner and Stephens (2006) places upon the Cocreator the capacity to leads toward organization change by creating deep relationships with stakeholders fueled by mutual interests and devotion to uphold the welfare of the general population. The Cocreator may be more inclined to advocate for corporate social responsibility as a crucial component in organizational leadership. Team leadership to him is about collaborative practices and instilling in members that the welfare of the organization is a collective responsibility (Northouse, 2008). At this stage, leaders are aware that in order to accomplish goals and in handling change more effectively, they need followers, a nd vice versa. It is also at this stage where leaders are more keen on adopting ethical practices in leadership, because the leader becomes more aware that the actions, values, character, and goals of the organization are important (Northouse, 2008). Synergist. The Synergist is the highest type of leadership agility and in the authors estimation, present only in 1% of managers today. The leadership orientation is holistic leading becoming a purposeful activity which benefits the organization while at the same time becoming a medium for personal transformation. A sense of purpose is a recurrent theme in leadership literature and is an acknowledged element in the change process. Effective leadership, according to Clawson (2008) is pursuing purpose by exerting ones influence in improving the conditions and making things better for the organization and the society in general. The Synergist is able to maintain a keen yet objective awareness of incompatible stakeholder interests but is able to transform these differences in opinion into a win-win situation to the benefit of all concerned. Team leadership in a Synergist is fluid and dynamic and is able to form group dynamics in a way that provides optimum results. When engaging in pivo tal conversations, the Synergist maintains a present-centered awareness that is able to unify the organization despite chaotic situations (p. 11). According to the authors, this is the type of leadership agility that all managers should aspire for in the long-term. ÂÂ   While the five levels of leadership agility are hierarchically presented, meaning that the topmost Synergist level is the most effective form, Joiners and Stephens (2006) are quick to point out that this does not mean that the Synergist type is always the applicable one. In this vein, leadership agility becomes situational (Northouse, 2008). At this current business environment and considering the present forms of leadership that are found in most organizations, the challenge is to get past the so-called heroic leadership forms characterized by Achievers and Experts at the lower and middle level management (Joiner Stephens, 2006, p. 35). Heroic leadership is purely transactional, characterized by self-centeredness and the belief that the leader along is responsible for charting the organizations objectives, coordinating the activities of the members, and in managing how workers perform their respective jobs. Agile leadership on the other hand is transactional as well as transformati onal because it is dynamic and adaptive to the requirements of rapidly changing global business environment requires (Kouzes and Posner, 2007). The authors recommend the post-heroic leadership forms that emerge from the Catalyst stage onwards. What is desirable about post-heroic leaders is that while leaders hold accountability and accept ultimate responsibility, they allow members to participate and the organization shares commitment and burden in realizing organizational objectives. In this manner, even members of the group are empowered without necessarily holding a position with power. Conclusion This work from Joiner and Stephens (2006) is a response to the ever-growing challenges of leadership that has swept the global age. Compared to the more normative concepts of effective leadership that could be read from Northouse (2008) and Kouzes and Posner (2007), Joiner and Stephens focused on the ability not only to achieve organizational outcomes but to adaptability as well to respond to the changing conditions in society to achieve success for the business or organization. Comparatively, Joiner and Stephens presented a more contemporary strategy for todays leaders and highlighted examples that are grounded to twenty-first century realities. They used recurrent themes in leadership in presenting their case for leadership agility such as the distinguishing the difference between managers and leaders. The first two forms (Expert and Achiever) resemble the traits of a manager who controls, arranges, and does things right (Northouse, 2008, p. 135). Joiner and Stephens (2006) recogni ze that managerial skills are important in achieving outcomes but must be elevated to include transformational leadership skills in order to apart more effectively to global challenges. For instance, in education reform, there is a need to apply more creative strategies in response to organizational change. This may include proposing for policies that require 1) inclusion and diversity, 2) trends in curriculum and instruction, and 3) use of technology (OConnell, 2010). As agility progresses to the Catalyst, Cocreator, and Synergist level, the managers transitions to a leader who not only gets results but unleashes creative potential among followers, guides them with a sense of purpose and vision and empowers them toward achieving not only the outcomes of the organization but toward the good. Joiner and Stephens (2006) also dealt with the importance of communication in handling the change process. They reinforced Clawson (2008) in saying that meetings should be empowering to follower s. Furthermore, communication also requires that the vision and mission of the organization are articulated well and understood by all levels within the organization (Clawson, 2008; Kouzes Posner, 2007). Joiner and Stephens (2006) incorporates some of the traditional leadership concepts such as transformational leadership, motivation, influence, creativity, innovation into the hierarchical leadership agility model but is unique in characterizing the stages in agility into three areas: organizational change, team leadership, and handling pivotal conversations. Dealing with and initiating change is one of the central tenets of this book. Clawson (2008) opined that organizations need to respond to changes in the external environment more proactively. Leaders need to develop a comprehensive understanding of competition, market, consumer issues, and all possible underlying factors in order to adapt more effectively to changes. Competitiveness in this global age relies not on what has been traditionally done, but on versatility and change (Kouzes Posner, 2007; Clawson, 2008) or agility according to Joiner and Stephens (2006). As a response to accelerated technological developments and in creasingly borderless world, firms and organizations must step up to the challenge of constantly innovating and addressing threats that come and embracing opportunities encountered. One weakness of this book is that it is largely silent on ethics as a consideration on leadership agility. Kouzes and Posner (2007) capitalized on ethical leadership as an urgency for organizations. Northouse (2008) considered it important for leaders to continually self evaluate in terms of how they are performing in better, fairer, and more humane ways (Northouse, 2008). Oftentimes, change in the globalized world is synonymous with maintaining competitive edge over others usually at a cost. With the increasing attention on global climate change, environmental issues, terrorism, protectionism, and even resistance to globalization in the twenty-first century, leaders must be highly adaptive to these global issues as well and weigh how these global conditions come into the equation.

Themes Of Unity In The Grapes Essays -- essays research papers

John Steinbeck's novel, The Grapes of Wrath, is a moving account of the social plight of Dustbowl farmers and is widely considered an American classic. The novel takes place during the depression of the 1930s in Oklahoma and all points west to California. Steinbeck uses the Joad family as a specific example of the general plight of the poor farmers. The Joads are forced off of their farm in Oklahoma by the banks and drought, and they, like many other families of the time, head out for the promised land of California. They endure much hardship along the way, and they finally make it to California only to find that work is scarce and human labor and life are cheap. Tom Joad, the eldest son in the family, starts the book freshly out of jail and slowly evolves from selfish goals to a sense of an ideal worldly purpose in uniting people against injustice. Jim Casy, an errant preacher who is accepted into the Joad family early into the story, changes his beliefs to include all people in a s ort of oversoul, as he helps to organize the workers to battle the extreme injustice done onto them by the farm owners and discriminating locals. Whereas the Joads start out as one family, by the end of the story their family becomes one with other families who are weathering the same plight of starvation and senseless violence. In The Grapes of Wrath, Steinbeck emphasizes the power of groups over the individual's power to survive poverty and violence through character evolution, plot and the use of figurative and philosophical language.   Ã‚  Ã‚  Ã‚  Ã‚  Tom Joad begins the novel with self-seeking aims, but with the ex-preacher Jim Casy as a mentor, he evolves into an idealistic group leader. Tom first meets Jim on his way home from jail. There begins a lasting friendship with the verbose preacher, who is going through a belief makeover and steadily moving toward the Emersonian oversoul including all people in a general spirit of human love and kinship. Tom is steadily angered more and more with his family's plight, but even into the beginning of the family's journey, he still has individualistic thoughts that consume his ideas. When Jim is trying to get Tom to think of the big picture, to get a worldly view of the effects of the hundreds of thousands of people moving west, Tom says, 'I'm still laying my dogs down one at a time,'; and 'I climb fences when I got fe... ...e way for the concern of the people'; (Bowden 196). And most critics agree that 'the sense of communal unit grows steadily through [Steinbeck's] narrative'; (Lisca 97). In the chapters that explain the general situation of life in California, Steinbeck figuratively and philosophically explains the evolution of unity and equality.   Ã‚  Ã‚  Ã‚  Ã‚  The Grapes of Wrath clearly demonstrates the theme that when overcoming hardship the whole is greater than the sum of its parts. At the end of the story Ma Joad has come to understand that her family is just part of another larger family of the migrant poor. Tom Joad comes full circle from individualistic aims to embracing the group and organization of the masses. The main events in the Joads' life at the government camp and the strike at the peach orchards also emphasize unity. At times in his narrative Steinbeck even blatantly explains his philosophies of group power and shared burden. As one critic puts it 'The family of man is even more than a necessity for the Joads: it is an ideal of the novel'; (Bowden 199). Steinbeck truly succeeds in giving the reader the message that when united people stand, but divided they fall.

Gothic and Romanesque Cathedrals Essay -- Architecture History Essays

Gothic and Romanesque Cathedrals The Romanesque style transformed into the Gothic style during the Middle Ages. This happened for many reasons. The Romanesque period was a time of trial and error while the Gothic period was a time of advancements in inventions. Religion was an important factor in the shift between Romanesque and Gothic. The locations of the two types of cathedrals also contributed toward the change between Romanesque and Gothic, as well as the power of the relics and the community to raise funds for the Gothic cathedrals. There are several reasons the architecture of the cathedral changed from Romanesque to Gothic in the Middle Ages. The Romanesque period lasted from 1000 to 1200 AD. Today's France was the center of Romanesque architecture and the birthplace of one of the most beutiful features of medieval architecture, the ambulatory with radiating chapels. "Romanesque is the name we give to christian architecture in Western Europe from the end of the Roman Empire to about the close of the twelfth century. It is the architecture of a long period of struggle, suffering, and invenion leading to two centuries of glorious achievement." There are many reasons that the Romanesque cathedrals were built. They were built not only as a place of worship, but also to house the shrines of the relics brought back from the Holy Land by the Crusades. The remains of saints and martyrs attracted thousands of pilgrims seeking pardon from sins or miraculous cures or wished simply to pay homage to a favorite saint. The Romanesque period was an age of new and experimental architecture. One advancement in construction was the shift to all-stone structure that replaced the timber ceilings that caused many churches to burn down. One experimental architectural style was the use of stone barrel and groined vaults in the early Romanesque church. The stone vaulting let the architects build on a larger scale than before. The Gothic style emerged out of architectual style of the Romanesque cathedrals. The Gothic style started in northern France and spread throughout medieval Europe. The two styles of architecture were similar in many ways but also "The difference between Gothic and Romanesque architecture is the spiritual approach. In Romanesque,the emphasis was on transcendental and feudalistic systems whereas in the Gothic this approach was humanized and... ...le. They were successful at accomplishing this that not only did the cathedral serve its purpose of providing church services for the people, but also began to symbolize a commanding position in the lives of men and women. In conclusion, the Romanesque period of architecture transformed into the Gothic period of architecture for amny reasons. The shift occurred because of the inventions that the Gothic architects created, the locations of the two different styles of architecture, the raising of money for the cathedrals, and the competitiveness between the communities to havea better, bigger cathedral. Works Cited: Brooks, Chris.The Gothic Revival. London:Phaidon Press Ltd.,1999. Erlande, Alain. The Cathedral:The Social andArchitectual Dynamics of construction.New York:Cambridge University press,1994. Simson von,Otto. The Gothic Cathedral: Origins of Gothic Architecture and the Medieval Concept of Order. Princeton:Princeton University press,1988. Cathedrals. Kristen Schank. 5 dec. 1995. http://www5.palmnet.net/eschank/cathedral.html Gothic Architecture in England:The cathedrals. Amy Johansen. 9 may 1999. http://members.tripod.com/gothic_architecture/index.html

Concept of Management Audit

The Concept of Management Audit The management audit is more recent concept. It focuses on results, evaluating the effectiveness and suitability of controls by challenging underlying rules, procedures and methods. Management audits, which are generally performed internally, are compliance audits plus cause-and-effect analysis. Management audit requires some additional work. It is a systematic technique of evaluating the operation and effectiveness of the management of a firm.This audit is conducted by an independent auditor or auditing firm, who are experts in auditing. This is done yearly or periodically. The audit team collects as many facts and information from office records and personal interviews with the personnel of the firm. The team also collects data through questionnaires distributed among the personnel and customers and/or clients of the firm. The team shall submit recommendations to the management for future actions.Management may use these recommendations for controlli ng the performance and accomplishments of the firm. According to Ferlyn L. Suvillaga â€Å"it is a systematic assessment of methods and policies of an organization’s management in the administration and the use of resources and other more. † From the response of Loria Lyn M. Fernandez â€Å"management audit is audit itself but instead of in accounts, it deals with the management. As explained by Rancy Mendoza â€Å"it is the process of determining the individual or group performance in an organization or business. † Based on the statement of Ivey Anne Muncada â€Å"it is a systematic assessment of company’s organizational policies and administration. † After reading a very reliable references, the researcher finally realized that management audit is very important, whether to organization, company or firm. It also requires some additional work because without work we cannot perform such management audit.