Women Entrepreneurs: Challenges and Opportunities

Women Entrepreneurs: Challenges and Opportunities Introduction Increasingly forward thinking organizations, such as ALEAP are recognizing the value and impact that women leaders contribute to families, business and communities. Most of the organizations are formalizing programs and strategies to address the unique challenges that women face in the work place as core components of both retention dn acquisition strategies. Several studies have shown that women bring a special brand of leadership for organizations that translate into superior long term sustainability an financial performance (www.siliconindia.com). The current study is about the entrepreneur competencies in Indian women and its purpose to analyze the status of women entrepreneurs in business with reference to India. The study first draws identities, profiles and addresses operational problems faced by women entrepreneurs in business, draws their inclination for future plans for expansion and growth and for the furtherance of research on women entrepreneurs in India. Women owners of small business are known to be better informed about issues relating to starting their own business compared to their male counterparts. Women spend more time conducting market research and have historically spent more time accessing finance because of gender bias within the lending industry. Due to their previous employment history many women have better administrative skills over men which should translate to women having better basic business management knowledge and a higher level of basic business competencies. So This Research would like to conduct a survey on sample of 40 business owners from (ALEAP) Association of Lady Entrepreneurs of Andhra Pradesh, Hyderabad and Vijayawada. The present study A Research on competencies of Women Entrepreneurs main Objective is to reveal the exploratory information of women Entrepreneurs their competencies which impacted to become a Entrepreneur, number of issues, when first started their business, while facing competition, in decision-making and their business active operations etc and comparing these competencies between women entrepreneurs of two areas (Hyderabad and Vijayawada). Entrepreneurs have become the key figure of the economies around the globe as they are essential for the development and foundation of companies and process of job creation as the result. Entrepreneur is the innovator who brings and implements changes within markets through carrying out new combinations of several forms. This can be an introduction to a new product or quality, an introduction to new production technique, opening of a new market, and new source of supply of new parts or material or carrying out a new organization of an industry (Schummpter, 1935 cited in Anderson, 2008). The entrepreneur model of Schummpter (1935) has been increasingly investigated as being the instigator of innovation. In fact, other types of entrepreneur can be mentioned, which are influenced by cultural peculiarities. Many researchers, such as Atamer and Torres wondered whether the mentioned model of Schummpter should be applied to all the countries of the world. Although, entrepreneurship is a wor ld phenomenon, it is not possible to describe as homogeneous (Atamer and Torres, 2007 cited in Anderson, 2008). According to Casson, M. (1982), most of the studies on entrepreneur are relying on a stereotype, which is the swashbuckling adventure of business. The analysis of Casson (1982) tended to explain that the self made entrepreneurs were the figures from the past and now it is possible to define an entrepreneur as a person, specialized in decisions about the scarce resource coordination. Entrepreneur Development Entrepreneurship has been considered to be specific for the great individuals, both in academic view and conventional wisdom. Several articles and books have been written to highlight the virtues of entrepreneurship. However, the story of entrepreneur as a great person missed the fundamental mechanism of economic growth and entrepreneurship. In fact, entrepreneurship is not just an economic process; rather it extends beyond the new business formation process. Entrepreneurship, therefore, is a social process which arises from a vast set of cultural and social conditions (Florida, 2002). In United States, the impulse of entrepreneurship has become part of the social ethos. Its creating forces have been building at least for five decades and longer perhaps. However, its rise at social level or at way of life has recently become apparent. Entrepreneurship is the part of a vast social movement, a change that residents of the country want out of social life. There is increase in interest f or becoming entrepreneur. For instance, 60% of the young adults and teenagers want to become entrepreneurs, according to a survey (Florida, 2002). The development of entrepreneurship is not obvious in US only; the need for employment development around the globe has given rise to entrepreneurship in other countries as well. Reduction in youth unemployment is the big challenge that most of the governments have to face in coming decades. According to a recent study by International Labour Office (ILO), youth is more likely to be unemployed than adults. This likelihood is three and half time more than that of adults. Approximately 660 million young people, in 2015, will be looking for work or working. This challenge has various dimensions and therefore requires a specific response. It is needed to look the entrepreneurship with the perspective of youth. Within the framework of basic efforts and strategies of boosting employment for young people, a valuable addition to job creation is the entrepreneurship. Entrepreneurship is an innovative approach for improvement of livelihood and job creation among young people. Although, entrepr eneurship has derived job creation and economic development, there has been a very little effort to look at it with the perspective of young people. Current theory of entrepreneurship that explains venture creation is organized generally around three core constructs: (a) market, (b) money and (c) management. These constructs are refereed as 3Ms. An entrepreneur is required to have market access, money and management if he plans to launch a venture. These constructs are having been described as fundamental building blocks for business viability and they derive from the mainstream economy and management driven entrepreneurship view (Bates et al. cited in Brush, Bruinn, Welter, 2009). These building blocks are basic for the development of any business. Women Entrepreneur Development Businesses owned by women are one of the fastest developing entrepreneurial populations of the world. They are making a significant contribution to employment, innovation and wealth creation in almost all economies (Brush et al., 2006). However, the growth in the importance of women entrepreneurship has not increased the number of studies on the subject. There is a gender gap in academic research, compared to a significant business ownership proportion (Brush, Bruinn, Welter, 2009). Women owners of small business are known to be better informed about issues relating to starting their own business compared to their male counterparts. Women spend more time conducting market research and have historically spent more time accessing finance because of gender bias within the lending industry. Due to their previous employment history many women have better administrative skills over men which should translate to women having better basic business management knowledge and a higher level of basic business competencies. So This Research would like to conduct a survey on sample of 40 business owners from (ALEAP) Association of Lady Entrepreneurs of Andhra Pradesh, Hyderabad and Vijayawada. The present study A Research on competencies of Women Entrepreneurs main Objective is to reveal the exploratory information of women Entrepreneurs their competencies which impacted to become a Entrepreneur, number of issues, when first started their business, while facing competition, in decision-making and their business active operations etc and comparing these competencies between women entrepreneurs of two areas (Hyderabad and Vijayawada). Small and Medium Enterprises in India India has a vibrant mall and micro enterprise sector which is playing a very important role to sustain the economic growth, with contribution of at least 39% to the manufacturing output and 39% to the exports in 2004-5. After agriculture, it is the largest employer of human jobs that provides employment to more than 29.5 million people, in the rural and urban areas of India. Their importance in terms of developing new entrepreneurship is recognized well. It is because most of the entrepreneurs are starting their business form a small unit that provides them an opportunity of harnessing their talents and skills, in order to innovate, experiment and transform their ideas into goods and services and nurture it into a greater unit (www.business.gov.in). Over the years, Indian small scale sector has progressed from producing only simple consumer goods to the production of many precise and sophisticated products such as microwave components; electronics control systems and electro medical equipments etc. The economic liberalization and process along with market reforms have exposed further the enterprise for increasing global and domestic level of completion. The challenges generated for them have lead towards a novel approach of cluster development of the sector. Private and public sector institutions, as the result have increasingly undertaken initiatives for cluster development (www.business.gov.in). Clusters are defined as the geographical and sectoral concerns of enterprises, particularly small and medium which face common opportunities and threats that give rise o external economies favor the specialized administrative, technical and financial services, create a conducive development ground of inter-firm cooperation for the promotion of local production, collective learning and innovation. Networking and clustering has helped the small and medium entrepreneurs in boosting the competitiveness of their business. There are over 400 SME clusters and about 2000 artisan clusters in India. According to some estimates, these clusters are contributing 60% of the manufactured exports from India. Almost all the gems and jewelry exports are from Surat and Mumbai clusters. Some of Indian small scale enterprises clusters are so big that they export 90% of Indias total production output of selected products. For instance, the clusters of Agra, Chennai and Kolkata are very famous for leather and products of leather (www.business.gov.in). Background to the study This research intended to provide analysis of the status of women entrepreneurs in Business with reference to India. It first draws the profiles, identifies and addresses operational problems faced by women entrepreneurs in business, draws their inclination for future plans for growth and Expansion and also for the furtherance of research on women entrepreneurs in India. Purpose of the study The Scope of this research will focus on the competencies of these women. The listed competencies were researched by the professors of the IGNOU University, India and were stated as the key competencies to be considered. These competencies are as listed below. And the questionnaire is a standard questionnaire collected from the IGNOU material for MBA students MS-93 Management of New and small Entrepreneurs Entrepreneur and Entrepreneurship block Entrepreneurs in the following areas: Initiative Acts on opportunities persistence information seeking concern for High Quality of work commitment to work contract Efficiency Orientation Systematic planning Problem solving Self-confident Assertiveness Persuasion Use of influence strategies Overview of the Dissertation Aims and Objectives of the Study a) To draw the Entrepreneurial Competencies profile of women entrepreneurs at ALEAP located in Hyderabad and Vijayawada. b) To know the level of competencies existing with women entrepreneurs in business. c) To analyze the key challenges faced by women entrepreneurs in business. d) To analyze the future plans for expansion and growth of women entrepreneurs in business. e) To compare the level of competencies of women entrepreneurs in ALEAP located at Hyderabad (Urban /Developed Area) and Vijayawada (Rural / Undeveloped Area). Significance of the Study This research is intended to assess multi-dimensional issues and challenges related to women entrepreneurs. Analysis of various variables like age, marital status, education of self, parents and spouse, number of children, self-esteem of women entrepreneurs have been assessed to understand the self concept of women entrepreneurs, the degree of commitment of women entrepreneurs towards their business (entrepreneurial intensity), entrepreneurial challenges in running the business and future plans of women entrepreneurs. Affinity to Research Area The study is chosen majorly because; I would like to start up my own small scale enterprise in India under ALEAP, utilizing my proven abilities developed through my education and experience. And to start a better enterprise with a professional atmosphere, where I can contribute to my maximum ability to uphold the goals as a Lady Entrepreneur and improve my entrepreneurial skills so as to become a successful Small Scale Women Entrepreneur. Literature Review Entrepreneurship Although the entrepreneurship term has been used over 2 hundred years in a business context, there has been a considerable disagreement on its meanings. There have been hundreds of perspectives; the themes which are most prevalent are discussed by Morris, Lewis, Sexton, (1994). The earlier definitions of entrepreneurship that were principally formulated by economists, have been observed for tending to emphasize assumptions of arbitrage, assumption of risk, coordination of factors of production and supply of financial capital. As the entrepreneur was involved clearly in business initiation, the earlier perspectives saw entrepreneurship as companies ongoing function and profit to be a return as the result of facing uncertainty and coordinating resources. Researchers have failed to differentiate the entrepreneurship and management, historically. Rhey failed to distinguish between large and small firms. Such difference had not been established until the 1930s. Even than the there had been tendency to associate it with management and small business start up. As such, an entrepreneur is considered to be a person who assumes psychological, social and financial risks which are crucial for starting and running a small scale business (Hisrich and Peters, 19992 cited in Morris, Lewis, Sexton, 1994). Entrepreneurial competencies are related to managerial competencies, articulated in the works of Boyatzis (1982). The competency approach has become an increasingly popular means of studying entrepreneurial characteristics (For example, Baum, 1994; Bird, 1995; Baron and Markman, 2003; Chandler and Jansen, 1992; Lau, Chan and Man, 1999; Martin and Staines, 1994; McGregor et al, 2000; Schmitt-Rodermund, 2004). According to Bird (1995), competencies are seen as behavioral and observable, and therefore are more closely linked to performance than any other entrepreneurial characteristics such as personality traits, intensions or motivations (Herron and Robinson, 1993; Gartner and Starr, 1993). Moreover, as with attitudes (Robinson at al., 1991), competencies are changeable and so the development of entrepreneurial becomes more feasible. Man, Lau and Chan (2002), identified six major areas of entrepreneurial competencies, are categorized as relating to an SME context, including opportunity , relationship, conceptual, organizing, strategic, and commitment competencies. By making appropriate use of his or her competencies, an entrepreneur can perceive a widened competitive scope such as more opportunities for innovation, business growth, and the provision of new services or products. From available resources, he or she can also develop better organizational capabilities such as the firms innovative capability, cost-saving ability, quality and flexibility. Finally, he or she can plan and work towards a firms long-term performance, along with the available competitive scope and organizational capabilities. Chandler and Jansen (1992) included three distinctive categories of entrepreneurial, managerial, and technical competencies. Baums (1994) measurement of competencies covered a range of instruments measuring traits, skills, experience and knowledge. Man, Lau and Chan (2002) is founded upon a multi-dimensional conceptualization of the competitiveness of SMEs, including the performance dimension, potential dimension and process dimension, developed from earlier studies of competitiveness (Oral, 1986; Feurer and Chaharbaghi, 1994; Buckley, Pass and Prescott, 1998; World Competitiveness Report, 1993). In particular, the influence of the entrepreneur is considered as critical and this is addressed through the competency approach. A detailed coding of 192 competencies in 44 clusters in the six areas of opportunity, relationship, conceptual, organizing, strategic, and commitment competencies as in the original framework, as well as in two new competencies that do not fit into these six prescribed competency areas but seem to play supporting roles to other competencies. They are named as learning competencies and personal strength competencies. Altogether the entrepreneurial competencies are identified by Man, Lau and Chan as 15 they ar e as follows Competitive Scope, Organizational Capability, Opportunity Competencies, Relationship Competencies, Analytical Competencies, Innovative Competencies, Operational Competencies, Human Competencies, Strategic Competencies, Commitment Competencies, Learning Competencies, Personal Strength Competencies, Investment Efficiency, Business Growth and Relative performance. Holmquist (1997) points out that empirical studies of women entrepreneurs and the development of theories about women entrepreneurs is a neglected subject in descriptive perspective research work. Baker et al. (1997) stated that surveys with focus on women entrepreneur still account for only 6-8 percent of international research into entrepreneurship. Brush (1992) concluded from the review of existing research that womens business leadership cannot be understood using traditional (male oriented) framework of business analysis. She writes significant difference have been found in skills, business goals, management styles, business characteristics and growth rates. These variations suggest that women perceive and approach business differently than men. A major expansion of academic interest in women entrepreneurs has occurred since the late 70s, prompted by the perception that businesses owned by women are having an increasing impact on society and the economy. A number of authors in the area of entrepreneurship theory have argued that there is a need to feminize the research on entrepreneurship. (Moore, 1990; Hurley, 1991; Stevenson, 1990; Fischer et al., 1993), since much is still not understood about the ways women contribute to entrepreneurship and the problems they face. The issue is of more than academic interest. As a result of lack of knowledge of womens contribution to entrepreneurship, public policies and programs to assist women to own and run their own businesses are likely to be misdirected (Barret M.A. Mary, 2005). The present research is an attempt to address the dearth in gender studies on entrepreneurship and identify whether there is a difference between men and women entrepreneurs multi-dimensional variables. On one hand it compares the perceptual variable (self-esteem) and intensity of efforts to run business (entrepreneurial intensity) of women and men entrepreneurs and on the other hand it compares the operational problems and future plans of expansion and growth of women and men entrepreneurs in family business. To date there is paucity of research on comparative analysis of women and men entrepreneurs in family business in India. Sources of Small Medium Entrepreneurship Small, micro or medium sized entrepreneurships play a basic role in countries, particularly, European countries. They are the main source of innovation, entrepreneur skill and employment. For example, in enlarged European Union of 25 countries, about 23 million SMEs are providing around 75 million jobs and are representing 99% of all enterprises. However, they have to confront with market imperfection, most of times. SMEs have frequent difficulties to obtain capital and credit, particularly in the earlier phase of their development. Their restricted resources may also access to new innovation and technologies. Therefore, European Commission has priority for job creation, economic growth and social and economic cohesion. Small and medium entrepreneurs (SME0 sector has been recognized as the engine of growth all over the world.SME sector has characteristics of low investment requirements, location wise mobility, operational flexibility and import substitution. The Micro, Small and Medium Enterprises development (MSMED) Act, 2006 is the first single comprehensive legislation that covers the all three segments. In accordance with the Act, these enterprises can be classified into two categories:- (manufacturing enterprises which are engaged in the production and manufacture of the goods pertaining to an industry which is specified in the first schedule to the Industries (Development and Regulation) Act 1951, they are defined as the investment in machinery and plant; (ii) service enterprise engaged to provide or render the services and are defined in terms of equipment investment (www.business.org.in). Need for Small and Medium Enterprises to access new technology Small and medium enterprises in India with their flexibility, dynamism and innovative drive are focusing increasingly on improved methods of production, strategies of penetrative marketing and capabilities of modern scientific management for sustaining and strengthening their operations. They have been poised for global partnership and have absorbing potential for the latest technologies in the field of diverse industry. Small and medium enterprises in India are more beautiful and efficient and add value to social and economic sphere. As the countries are integrating into the global village, the small and medium sectors will have to respond accordingly. The small and medium enterprise needs special attention as they are playing a crucial role in the socio economic development of the country. The problems being faced by the small and medium enterprises, particularly access to modern technology and maintenance of competitiveness, have been formidable. In order to meet the challenges of modern times, there is need to enable SMEs to access to new technologies to increase their competiveness in international market. There is need to provide them a conducive environment that includes formulation of appropriate programs and policies, build up technological capacity, RD and inter firm linkages and technology database and knowledge flow (Kharbanda, 2001). Proposed Research Methodology The Research design chosen for this research is exploratory and descriptive research designs. After thoroughly considering the problem and the research objectives in this research I would like to select a two stage research design, in stage one exploratory research design, followed by stage two is descriptive research design. There are two types of research, basic and applied. The purpose of basic research is the knowledge for the sake of knowledge. On the other hand, the scholar of knowledge is more concerned about the acquisition of knowledge that satisfy in its respective of the fact that weather is of any practical use or not. The basic purpose of research, in applied research is to put knowledge into practice. A researcher would be interested more, in applied knowledge, in trying to explore some utility from it and to bring improvement is practical human life. Different methods of research are used in research of social sciences as research and problems that are conducted in social sciences are having various natures (isbs.webs.com). The mixed approach of research methodology is used in the current study. Most of researchers use this approach in the field of social sciences. The mixed approach is the combination of qualitative and quantitative research. Here is detailed introduction of both of the research methodologies: Qualitative Research Design Qualitative research is the type of scientific research which seeks answer for a question and uses systematically the predefined set of procedures to answer that question. The evidence is collected in this method and findings are produced that had not been determined in advance. Finally, qualitative research produces findings which are applicable not only for the research in hand, but also beyond its immediate boundaries. In addition to these characteristics, qualitative research seeks to understand the given topic or research problem from the local population perspective that it involves. Qualitative research is particularly effective to obtain specific cultural information about the opinions, values, social context and behaviors of a particular population. The main strength of the qualitative research is the ability of providing complex contextual description about experience of people about that particular research issue. Qualitative research provides information of human side in particular research issues, which are the contradictory beliefs, behaviors, emotions, opinions and relationships among people. Qualitative method of research is also effective to identify the intangible factors, such as socioeconomic status, social norms, and ethnicity, religion and gender roles. The role of these intangible factors may not readily define in the research. Although the findings of qualitative research data can be extended often to people with have similar characteristics as that of study population, to gain a complex and rich complex understanding of a particular phenomenon or context takes precedence on eliciting data which can be generalized to other population or geographical areas. Qualitative research, in this sense is slightly different from general scientific research. There are three common methods of qualitative approach to collect data: in depth interviews, participant observation and focus groups. In-depth interviews are the optimal approach of collecting data on personal histories of individuals, their experiences and perspectives, particularly if sensitive topics needed to be explored. Participant observation approach is appropriate for data collection on behaviors that occur naturally, in their usual context. Focus groups are very effective to elicit data on the groups cultural norms and in generating broad interviews of issues of concern of the cultural groups or represented subgroups. The mentioned above approaches of qualitative data collection collect the data in the form of audio recordings, field notes and transcripts. Quantitative Research Design These experiments sometimes are referred to be a true science as they use traditional statistical and mathematical means for measuring results collectively. Quantitative research design is most commonly used in physical sciences; however education, social science and economics also have been known to use qualitative research design. This approach is opposite to qualitative research design. All quantitative experiments use a standard format, however with some minor interdisciplinary differences of hypothesis generation to be approved or to be disapproved. The hypothesis must be approvable by statistical and mathematical means and must ne based around the whole design of experiment. It is essential in quantitative research design to have a randomized study group and a control group, whenever possible. In addition, a quantitative research design should manipulate one variable at a point of time; otherwise statistical analysis may become open for questioning and cumbersome.TEH quantities research should be conducted in a manner that may allow others to use and repeat the experiment to obtain similar findings. Quantitative research is the excellent way you finalize results and prove or disprove a hypothesis. Quantitative research structure has not faced changes for centuries; therefore it is a standard across various scientific disciplines and fields. A comprehensive answer to the questions is reached after statistical analysis of results. The results can be published and discussed legitimately. It is possible to filter out the external factors in the quantitative research, if properly designed. The results, therefore, can be seen as unbiased and real. There are disadvantages too of using quantitative research design. Quantitative experiments are expensive and difficult sometimes and require a lot of effort and time to perform. There is need to plan quantitative research designs carefully, in order to ensure that there is a correct designing and compete randomization of control group. There is need for an extensive statistical analysis in quantitative studies that is a difficult task as most of the scientists are not statisticians. The statistical study field is a complete scientific discipline that can be very difficult for researchers who are non-mathematicians. In addition t this, the requirements of the successful statistical confirmation of results has been very stringent and very few experiments prove hypothesis comprehensively. There is always some ambiguity that requires refinement and retesting of the design. It means another investment of resources and time should be committed for fine tuning of the results. There is a ve ry little place for uncertainty and grey areas in quantitative research design as it tends to generate results which are proved or unproved. In social sciences, psychology, education and anthropology, human nature is more complex than the simple responses of yes and no (Shuttleworth, 2008). Mixed method Research Design A mixed design for research is a general type research that is including qualitative and quantitative research techniques, data and methods. All of these characteristics are mixed whenever needed in a particular research study. The mixed method design uses the mixed data and additional means, such as text analysis and statistics. Inductive and deductive scientific research methods are used in a mixed approach. It has various forms for data collection and produce pragmatic and eclectic reports. The basic types of mixed approach are mixed method and the mixed model research. In mixed research method, quantitative data is used for one stage of the research study and for the second stage the qualitative data is used. Both, quantitative and qualitative data I used in a mixed model design. This mixing of the two approaches happens at all the stages of research. It is important, in a research, to use the mixed research method to conduct the detailed research. Mixed research has various advantages, such as the research method is very strong, using multiple methods in the research helps in researching a problem or process from its all sides and using the different approaches helps to focus on a single process and helps to confirm the accuracy of data. The mixed research complements the results of one type of research with another type. The mixed approach does not miss any available data.

Ups Case Study

UV0906 UNITED PARCEL SERVICE OF AMERICA, INC. United Parcel Service of America, Inc. (UPS) had grown spectacularly from its humble beginning in 1907, when 19-year-old Jim Casey borrowed $100 to start a messenger and homedelivery service for Seattle department stores. By 2007, UPS had become a global public company, with a market cap of $74 billion, more than 428,000 employees, $47 billion in revenue, and operations in more than 200 countries. A recognized leader among packagedelivery companies, its growth had been above industry averages and had historically been through geographical expansion.In 1998, UPS changed its business model to Synchronized Commerce and adopted a new growth strategy it called the Four Quadrant model. UPS had hoped to expand its market space from $90 billion to $3. 2 trillion by transforming itself into a logistics-solutions company. But eight years after these changes, UPS was generating only 17% of its revenue from its nonpackage deliveries, with only $2 mil lion of its operating profit coming from the new businesses. In the company’s 2006 Annual Report, UPS Chairman and CEO Mike Eskew acknowledged the disappointing results and realized that these results required a response to the public market.Growth History Store locations One can look at the growth of UPS over the past 100 years as an iterative geographical expansion. UPS began as an intracity business in Seattle in 1907, and had expanded to Oakland, California, by 1919. Over the next 58 years, UPS established stores across the United States, opening its first one in New York City in 1930. In this manner, UPS extended its service through its new locations just like any expanding retailer and, in the process, became an intercity package deliverer.This case was prepared by Edward D. Hess, Professor and Batten Executive-in-Residence. It was written as a basis for class discussion rather than to illustrate effective or ineffective handling of an administrative situation. It was a dapted from Professor Hess’s chapter on UPS in The Search for Organic Growth, ed. Hess and Kazanjian (New York: Cambridge University Press, 2006). Copyright  © 2007 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved.To order copies, send an e-mail to [email  protected] com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of the Darden School Foundation. Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -2- UV0906 The company’s geographical expansion went international in 1975, when UPS opened a store in Ontario, Canada.European expansion began in 1976, with a new store in Dusseldorf, Germany. UPS then expanded continually throughout the world: the Asia-Pacific region in 1988, and Latin America in 1989. By 1995, the company had entered China, its last untapped market. Customer evolution From its beginning, in 1907, UPS operated for 46 years as an intracity delivery business, transporting packages from large department stores to customers’ homes. Then the company expanded, providing residential deliveries for other types of businesses and later for business deliveries.Changes in the American lifestyle and shopping patterns that emerged with the creation of suburbs, regional malls, and an interstate highway system forced the company to go in a new direction. UPS responded to the changes in demographics, transportation, and customer needs by transforming itself, first, into a national delivery company and, ultimately, in the 1990s, into a global delivery company. The company broadened its customer base further by delivering more than 50% of the packages that customers bought over the Internet.By 2007, the company’s customer base included all types and sizes of b usinesses, from Dell Computer to the individual entrepreneur selling products on the Internet. UPS’s 2006 worldwide revenues of $47 billion were derived primarily from package and document deliveries. From 2002 to 2007, the company expanded the scope of its services under its Synchronized Commerce model to provide freight forwarding, customs clearance, inventory management, pick and pack, export financing, and customer returns and repairs. Company Growth The growth of UPS can be illustrated best by its revenue growth, from $29. billion in 2000 to more than $47 billion in 2006. The company’s operating model produced operating margins that were the best in the industry. As shown in Tables 1, 2, and 3, UPS averaged 12% annual growth over the past decade and generated an average return on equity in excess of 20%. Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -3Table 1. UPS operating results. (in billions of dollars) 2006 Revenue Oper ating margins Net income CFFO $47. 6 14. 0% $ 4. 2 $ 5. 6 2005 $42. 6 14. 4% $ 3. $ 5. 8 2004 $36. 6 13. 6% $ 3. 3 $ 5. 3 2003 $33. 5 13. 3% $ 2. 9 $ 4. 6 UV0906 2002 $31. 3 13. 5% $ 3. 2 $ 5. 7 Table 2. Revenue in 2006 by segment. U. S. domestic packages International packages Supply chain and freight 64% 19% 17% Table 3. Operating profit (loss). 2006 U. S. domestic packages International packages Supply chain and freight UPS Operations Headquartered in Atlanta, Georgia, UPS had more than 428,000 employees worldwide, of whom more than 248,000 worked under union agreements. UPS was a vertically integrated company.For example, it operated the world’s eighthlargest airline, which employed more than 2,800 pilots and maintained a fleet of 600 jets. Flying more than 1,900 flight segments to more than 800 airports around the world, UPS airplanes moved more than four million packages and documents daily. The company delivered more than 15. 6 million packages a day and was the Intern et’s largest fulfillment source. And it delivered those 15. 6 million packages on time 99% of the time—and defect-free. UPS also operated one of the largest truck fleets in the United States, with more than 94,000 vehicles. $4. B $1. 7B $2M 2005 $4. 5B $1. 5B $156M 2004 $3. 7B $1. 1B $138M 2003 $3. 7B $. 7B $56M 2002 $3. 9B $. 3B ($167M) Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -4- UV0906 In its role as a large technology and telecommunications company, UPS operated the largest DB2 data base in the world, with 412 terabytes of dynamic memory. Its mainframe capacity allowed for the transmission of more than 22,000,000 instructions per second. UPS had more than 4,700 employees in its technology unit. In addition, the company operated the world’s largest phone system.Its mobile radio network transmitted more than three million packets of tracking data each day; one example of the vastness of the scale of its communicatio ns was that UPS received more than 145 million hits per business day on its Web site, with 252 million hits on peak days. The enormous size of the company was further illustrated by its Worldport technology and package hub, based in Louisville, Kentucky. This automated â€Å"airport† and package-sorting center comprised four million square feet, the equivalent of 80 football fields, and processed some 1,200,000 packages a night during a four-hour period.UPS was expanding its Worldport facility by adding another 1. 1 million square feet to increase its hourly capacity by 20%. Employees The company’s 85,000 drivers held esteemed positions in the company. The average tenure of a driver was 16 years, and driver turnover was less than 2% a year. Union drivers could earn up to $70,000 a year. Senior drivers received nine weeks’ paid annual leave, and 100% of their health-insurance premiums were paid by the company. With more than one-third of its employees from minori ty groups, UPS had a diverse workforce. More than 25% of the company’s U. S. anagers were also members of minority groups. Women represented 27% of its U. S. management team and 21% of its overall workforce. More than 70% of its full-time managers had been promoted from within. The company’s promote-from-within policy and employee-centric culture were further illustrated by the fact that more than 50% of its full-time drivers had started as part-timers. At less than 6%, annual employee turnover at UPS was low. Long tenures and low turnover permeated the company, from its front-line employees to its district managers to its 12person executive team. The average tenure for district managers was 14 years.The senior management team averaged 30 years of service. Eleven of the twelve executives, including one woman and one African American, had spent their entire working lives at UPS. Interestingly, 75% of its vice presidents had started at UPS in nonmanagement positions, and nine of the twelve members of the senior management team had only an undergraduate college degree. And no one in management had an MBA from a top-ranked business school. Most had gone to such public colleges as Purdue, Delta State, Portland State, Rutgers, and the University of Illinois. Purchased by carlos manuel Garcia Gay ([email  protected] om) on November 12, 2012 -5- UV0906 Kurt Kuehn, a member of the senior management team and senior vice president of Sales and Marketing, stated, â€Å"Most senior managers like me began at UPS as part-timers in college or as package sorters or assistants. We loved it, and we stayed. † UPS became a public company in 1999, in the largest IPO in the history of the New York Stock Exchange. By 2007, about half of UPS stock was owned by its current and former employees and their families. Customer Reach Yes, UPS was big and UPS was global. It made more than 15 million deliveries daily to nearly eight million customers.Its customer-contact points included 4,400 UPS stores in the United States, 1,400 global Mail Boxes Etc. stores, 1,000 UPS customer centers, 15,000 UPS authorized outlets, and 40,000 UPS drop boxes. Measurements UPS was focused on efficiency and productivity measurements and, in 2007, spent more than $10 billion integrating its processes and technology to make the company a real-time 24/7, 365-day operation. Behind every driver were the sophisticated technology and operations-support team that tracked the exact location of any package or document â€Å"anywhere, anytime. On a daily basis, UPS organized every part of its logistics chain for maximum efficiency, down to the order in which packages were loaded on vans. Using technology, UPS created routes daily that eliminated left-hand turns, saving driving time, millions of gallons of fuel, and fuel costs annually. In September 2003, UPS unveiled a new technology system designed to improve customer service and provide greater internal efficiency. This n ew system was expected to reduce mileage by more than 100 million miles and save the company almost 14 million gallons of fuel annually.In addition, the new system featured advanced tools allowing UPS to analyze and edit dispatch plans in order to optimize delivery routes and times. â€Å"We have a saying at UPS,† said Kurt Kuehn. â€Å"In God we trust; everything else we measure. † Another important ingredient in the UPS recipe for success was its engineering process and measurement mentality. UPS measured everything: CO2 emissions, the time it took to wash a windshield, the pace a driver needed to walk to a customer’s house, the most efficient way to start a package van’s ignition, the optimal way to load a package van, and the optimal daily delivery routes.Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -6- UV0906 In 1921, founder Jim Casey hired the first industrial engineer to do efficiency time and motion studie s. Casey started UPS on a path of process engineering that, over the years, developed into a powerful operations-research division. The division spent its first 87 years internally focused on measuring everything that could be measured, such as studying, modeling, and simulating the movements of people, conveyor belts, and packages.For example, UPS developed 340 methods for drivers to follow to increase their efficiency and ensure safety. This measurement mentality taught everyone to pay attention to the details and the little things that could threaten safety and impede on-time delivery. Another example of the passion for measurement was the way UPS measured its managers. The company used a balanced scorecard and published 16 UPS key performance indicators for the economics, social, and environmental areas. UPS measured water consumption, ground-network fuel efficiency, and global aircraft emissions.The purpose of this measure-everything mentality was expressed by Jim Holsen, vice president of Engineering, who said, â€Å"We’re never satisfied with the way things are, if they can be improved. † This measurement compulsiveness did not mean that UPS was a micromanaged, rigid, robotic workplace where every action was dictated by best practices. UPS overcame that tendency through its performance culture of paying its people well, holding everyone—from the package sorter to the CEO—to the same high standards, and being a predominantly employeeowned company.In 1942, strong controls were offset by local autonomy from the districtmanager level when drivers were given the power and authority to do what was needed to serve customers. As Jim Casey said, â€Å"Each local manager is in charge of his district. We want him to look upon it exactly as if it were his own business. We want him to solve his problems in his own way. † Culture: The Essence of UPS To understand how UPS had continued to grow its business over a 100-year period whil e avoiding the common death spiral of corporate arrogance, hubris, and insularity, it was important to understand the UPS culture and the UPS operations-research mentality.Both were so integrated and intertwined that they were a seamless whole. And both were continually perpetuated at UPS through stories, processes, measurement systems, human-resource policies, and leadership. Jim Casey built UPS over a 50-year period with a distinct and well-defined culture that embraced the values of integrity, quality, dignity, respect, stewardship, partnership, equality, and humility. To understand UPS meant understanding Casey, a man who went to work at the age of 9 because his father was ill, and who founded UPS at 19.Casey was a self-made success who rose above his humble background but never forgot his roots, treating every individual and employee with the dignity and respect he felt each deserved. Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -7- UV09 06 Casey often wrote and spoke about the type of company UPS should be and the values it needed to foster. He left his imprint on UPS through the values that were taught to every new employee.UPS executives believed it was their duty to make sure those values, those ways of doing business, and those ways of taking care of employees continued. They did not want the UPS culture to change or fail on their watch. The richness of the UPS culture was evidenced by the Employee Policy Manual, which every employee received, and the compendium of Casey’s speeches in the company’s book Legacy of Leadership. These speeches proved that Casey wanted to build a business where employees took pride in working for a company that conducted business as an outstanding corporate citizen.The UPS culture was multifaceted: †¢ †¢ †¢ A performance culture with â€Å"partneurial† mutuality of accountability, regardless of position A constant challenge-and-be-critical and be- better culture described as constructive dissatisfaction An employee-centric ownership culture with executives as stewards of the business Mutual accountability Kurt Kuehn described the UPS culture: â€Å"A culture of mutual accountability. Everyone is accountable to everyone else for performance—doing what’s right and doing it well. † And he added, â€Å"With our measurement system, we try to take personalities and politics out of judging performance. At UPS, the CEO was as accountable to his employees as they were to him. And in response to this, CEO Mike Eskew had a special telephone installed in his office so that any UPS employee could call him directly at any time. This mutual accountability was partneurial because employees were viewed as partners. In fact, most were actual owners of the business. This mutual accountability bred a more egalitarian culture that discouraged and devalued arrogance, hubris, or self-aggrandizement. For example, all of the top 12 executives at UPS had offices on the fourth floor instead of the top floor of the headquarters building.All the executives had offices of the same size, and almost all shared senior administrative assistants. These executives were not provided with limos or drivers. UPS did not own a corporate jet. Executives flew commercial and followed the same travel policies as other employees. There was no executive dining room. It was rare to see Italian suits, French cuffs, or made-to-order shirts on the fourth floor. For the most part, 11 of the 12 executives had held several different positions as they worked their way up the corporate ladder.The UPS culture frowned on self-marketing, and the company worked hard every day to continue the values and ideals put in place by Jim Casey. Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -8- UV0906 When asked to describe the UPS mutual-performance culture, Kuehn’s choice of the word â€Å"relentlessà ¢â‚¬  said it all about the passion at UPS. Relentless improvement UPS was relentless about improving and worked at a problem until it was solved. By emphasizing the details—the blocking and tackling of the business—the company focused on the processes of efficiency and productivity.This iterative learning culture was illustrated by Casey, who, when he started the business, wrote to more than 100 delivery companies across the United States to ask them how they made a profit. He reported, â€Å"We found no singular idea that was really revolutionary. It seemed to be a matter of learning as we went along, and that is about all that we have done. †1 The UPS culture was about the relentless pursuit of constant, incremental improvement. It was about how the company could be faster, smarter, and more efficient. This led to the rewarding and honoring of constructive dissatisfaction.Dissent, inquiry, questioning, challenging, and critiquing were all valued and encourag ed because they helped UPS improve. The company took the long-term approach. For instance, it took the international-operations division 28 years to become profitable. UPS was like the â€Å"little engine that could,† working at a problem or a process incrementally and iteratively until it was improved. Stewardship The third strong aspect of the UPS culture was the partneurial, employee-centric ownership and leader-stewardship that helped everyone in the company achieve their potential. According to Casey, â€Å"One measure of your success †¦ will be he degree to which you build up others who work with you. While building up others, you will build up yourself. †2 Casey continued: Good management is not just organization. It is an attitude inspired by the will to do right. Good management is taking a sincere interest in the welfare of the people you work with. It is the ability to make people feel that you and they are the company—not merely employees. 3 On the subject of future leaders, Casey said: Who will those leaders be? They will be people who now, today, are forging ahead—not speculating or with fanfare but modestly and quietly.They are the plain, simple people who are doing their best in their present jobs with us, whatever those jobs may happen to be. Such people will not fail us when called 1 2 UPS archives, 1947. UPS archives, 1945. 3 UPS archives, 1944. Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -9- UV0906 on for bigger things. It is for them, our successors, to remember that all the glamour, romance, and success we have in our business at any stage of its existence must be the product of years of benefiting from the work of many devoted people.And there can be no glamour, no romance, and no truly great success unless it is shared by all. 4 The employee-centric culture of UPS was further evidenced by the following: †¢ †¢ †¢ †¢ †¢ †¢ Promotion-fr om-within policies and actions Employee stock-ownership plans Diversity programs Employee education programs Local employees working in international operations Employee internal free-agent program allowing any UPS employee to move anywhere in the company and advanceCasey believed in and acted on the policy that it was the employees and not the executives who made a company successful, and UPS believed it had an obligation to share its success fairly with those who made it happen. The three aspects of the UPS culture—mutual accountability, constructive dissatisfaction, and employee-centric policies and ownership—were the foundation of the UPS way of doing business. Integrated into these cultural values and policies were operations research and a measurement mentality.But an important part of UPS was its corporate â€Å"heart. † Two examples of corporate citizenship at UPS stood out. In 1968, at the height of the civil-rights movement in the United States, the co mpany began a diversity-awareness program that was unique in corporate America. Calling it the Community Internship Program, UPS placed more than 1,200 senior managers in inner city or Appalachian environments. These employees spent several weeks working in soup kitchens, homeless shelters, and other community-service facilities.UPS also issued an Annual Corporate Sustainability Report. More than 80 pages long, this report detailed how UPS balanced its economic success with social and environmental objectives and how it measured its performance. To that end, for five years running, UPS and its employees made up the largest segment of contributors to the U. S. United Way Campaign, contributing more than $57 million in 2005 alone. 4 UPS archives, 1957. Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -10Cultural Fit in Hiring UV0906UPS hired people who fit into its culture and its iterative improvement and measurement workplace. The people who UPS avoided hiring were those who wanted a fast track to the top. Instead, UPS looked for candidates who wanted to be part of a team that was the best at what it did and who loved the blocking and tackling of team business. The payoff for a job well done was the opportunity for a career of professional and experience development. New Business Model and Strategy When UPS ran out of geographical areas in which to grow, at least three things could have happened.First, it could have hit the growth wall and plateaued. Second, it could have tried to sell new, complementary services to its existing customer base. And third, it could have made a major diversification move through an acquisition. In 1998, the company picked the second option when it announced it would provide Synchronized Commerce solutions for its customer base. Synchronized Commerce expanded UPS’s market space, and CEO Mike Eskew declared, â€Å"Our new mission is ambitious. It propels us from a $90-billion market into a $3. -trillion market. † In effect, Synchronized Commerce allowed UPS to sell more products and services to its existing customers. To effectuate this model, UPS acquired nearly 30 service providers with expertise in such different areas of Synchronized Commerce as freight forwarding, customer clearing, export financing, fulfillment services, and customer returns and repairs. Eskew defined Synchronized Commerce as the coordinated and efficient movement of goods, information, and financing along the supply and distribution chain.This change was huge, as it not only challenged the UPS sales force, but also changed the focus of the company’s operations-research division. Rather than focusing exclusively on improving efficiency and productivity, the focus shifted to a consulting group that sold those skills to UPS customers. Four Quadrant Model UPS did not stop at its Synchronized Commerce initiative. Eskew also codified and explained UPS’s organic-growth strategy to UPS employees and to Wall Street. He named this new strategy the Four Quadrant Model, based on the University of North Carolina basketball team’s use of the four-quadrant offense.He stated, â€Å"We will call our offense for innovation ‘The Four Quadrants,’ which focuses on innovating existing business operations internally and externally and likewise focuses innovation on new entrepreneurial ventures both internally and externally. † Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012 -11- UV0906 The Four Quadrant Model reemphasized the long-standing principle at UPS of maintaining the core while seeking to grow new revenue sources. UPS was adamant that it could not fail in servicing its core business and that it had to keep adding services to its existing service model.Kurt Kuehn explained: â€Å"The more value we can add for our customers on top of or within our existing business model, the more value we will create for our customers and for UPS. † He added, â€Å"Our organic-growth strategy is simple: it is the business model. † The entrepreneurial activities at UPS were internally and externally driven by its venturecapital fund and alliances with universities and partners. UPS understood that it would have a high failure rate, but worked to manage the risks so that much could be learned quickly and at a low cost.Results of New Business Model In the fourth quarter of 2006, UPS initiated a restructuring plan for its forwarding and logistics operations, including a reduction in nonoperating staff of approximately 1,400 people. And how had the new model done? It had produced only $2 million in operating profit. Eskew knew that these disappointing results required a response to the public market, so he acknowledged the situation: The Supply Chain and Freight segment produced disappointing results †¦ 2006 brought a sharper focus in our logistics business†¦.Simply, all suppl y chain solutions must meet two criteria. One, they must be limited to the transportation network, and two, they must be repeatable, and that is, able to be used by a number of customers simultaneously. 5 Still, the new business model had raised some interesting questions. 5 2006 UPS Annual Report. Purchased by carlos manuel Garcia Gay ([email  protected] com) on November 12, 2012

The Slavery Of African Americans - 975 Words

During the early developments of America, multiple states instituted the practice of owning African-Americans and using them as slaves. Surprisingly, this form of slavery was not only present in the Southern states, but also in the Northern too. Plantation owners from all over found their use in owning slaves, and were even shown taking advantage of the practice. By having ownership of slaves, it often contributed in farming production on plantations and also became useful when it came to voting. Unfortunately, though, the practice was abused by many plantation owners. When looking back at the many accounts written at the time, there seems to be a pattern of how the slaves were treated. Furthermore, the accounts additionally revealed problems that not only existed in the south, but also in the north too. Therefore, by using an account of a traveler visiting America and a plantation owner who owned slaves, it’s able to understood on how the slaves were actually treated within society. These two sources not only reveal a problem amongst the owners, but also reveal a side of the North that many did not know. Upon visiting Northern America on a business trip, Robert Sutcliffe often documented journey and through these documentations revealed many startling observations. Although slavery was something that was practiced in multiple places around the world during his time, Sutcliffe made startling observations upon his visit. In one of his excerpts, he described staying at anShow MoreRelatedSlavery : The African American Slavery2189 Words   |  9 PagesAPUSH - Steiker Period 6 Slavery 1775 - 1830 â€Å"Those who will not reason, are bigots, those who cannot, are fools, and those who dare not, are slaves, † said George Gordon Byron. Though slavery has never had a universal definition, one might describe it as the dependent labour by one person performed to another who is not of his or her family. It was thought to have come about after a dramatic labour shortage in particular areas or countries. In America, slavery has always been a highly debatedRead MoreThe Slavery Of African Americans942 Words   |  4 Pagespeople I met asked me that we Africans sold other Africans into slavery and why? I will tell them well I was not born when it happened, I only learn about slavery in school not even my parents told me so I cannot provide you with genuine reason behind slavery but I do understand this that it may have some economic benefits attached to it and that is a fact, the world back then was like survival of the fittest, slavery was rampant all over the world and not only black Africans were enslaved, many ethnicitiesRead MoreThe Slavery Of African Americans1208 Words   |  5 PagesBack when there was Slavery it was unfair to some people, at least to the African Americans. By unfair I mean the whites, like most of us would torture the Africans. Some of the things the owners did was made the slaves work in fields without pay and they had no control over their own self, their owner did. But, if they were not doing, that the owners would do something bad like whip them with a whip with metal on the end. Also, it even was effected in sports because back then it was just whitesRead MoreThe Slavery Of African Americans1207 Words   |  5 Pagestime where slavery was legal in America was a dark time that all wish was expunged from the nation’s history. Ever since the end of WWII came around and Japanese and victims of the Holocaust started to receive reparations for the ordeals then endeavored. This launched a proposal that the descendants of the enslaved people in the United States would be given some type of compensation. The form of compensation varies from individual monetary payments to land-based payment. Although the American enslavementRead MoreSlavery And The African Americans1071 Words   |  5 Pagesdiscussing slavery with other individuals. Throughout the years I have been a victim of my own ignorance for believing that Slavery undoubtedly ended in 1865. I can honestly admit that I was wrong. After having watched the documentary â€Å"Slavery by Another Name† I gained new insight into the history of slavery and the struggles that African Americans suffered during that time. I learned that slavery did not end after the 13th Amendment was passed. After the Amendment was passed African Americans were victimsRead MoreThe Slavery Of African Americans2011 Words   |  9 Pagespeople to turn to another source which could supply them with slaves. In result, African American slaves were brought to the U.S to facilitate life and work together with the European workforce. These African Americans came from a multitude of places including Africa and the Caribbean. From this day forth the lives of all African Americans changed, having an everlasting effect on their lives. After this, African Americans were viewed as slaves and it was the norm back then, which was a harsh, cruelRead MoreThe Slavery Of African Americans1695 Words   |  7 Pagesthe enslavement of African America ns, to the mistreatment of Native Americans on the Trail of Tears, and the subtle and sometimes overt discrimination oppressing American women today, there has been a long and continuing history of discrimination and unfair action against our fellow citizens. It would be deceitful for us to think that our nation has lived up to the ideals of the words â€Å"all men are created equal† since the day the Constitution was written by the Founders. Slavery comes in many formsRead MoreThe Slavery Of African Americans2857 Words   |  12 Pages A black African-American that was one of the many few who was born free in Wilmington, North Carolina went by the name of David Walker. Walker’s father whom died before his birth was a slave but his mother was a free woman. In the state’s laws Walker inherited his mother’s liberated status although, being free did not keep him from witnessing slavery. Walker traveled throughout his time in his younger days in the South, noticing the injustices of the slave system that the whites had going on. EvenRead MoreThe Slavery Of African Americans1844 Words   |  8 PagesMost African Americans were forcibly migrated from their countries to the United States to be used for the labor in fields and even do home chores for their owners. Many African American men, women and even children were either stolen from their families or sold by their own people to traders who would bring them back to the United States and sold them to white plantation owners. An African American who was bought by white owner was called a slave. The word slaves means â€Å"a person who is a legal propertyRead MoreThe Slavery Of African Americans860 Words   |  4 Pagesand the neighborhoods are infested with drugs and weaponry; then you’re at war. African people have been at war with society, and in spite of the fact that their weapons has slightly been adjusted over the years, it still remains the same endless war we’ve been facing since the settling of African people in the Americas. African people could never fully integrate with the shared heritage and experience within the African identity. Wars have been going on for times on end, from Emmitt Till to the Rosewood

Summary The Federalist - 1020 Words

Mariah Sheppard Miss Simpson AP American Government October 19th, 2014 Federalist No. 69 - The Real Character of the Executive Branch The Federalist Papers were written to gather a new Constitution for the United States of America. First being published in newspapers in New York around October 1787, the papers were written for the public to inform them that a constitution was needed in their society. The writers did not want the colonies to rule separately; their intentions were for us as a country to run as one union. The three writers were Alexander Hamilton, John Jay, and James Madison. The Real Character of the Executive Branch was authored by Alexander Hamilton. Hamilton was born in Charlestown, Nevis, in the West Indies on†¦show more content†¦He has authored more than half of the federalist papers and was also the first secretary of treasury. Hamilton’s role in writing the constitution was being the political influence needed when writing up the essays. He was also the leader of the federalist party. (Ushistory.org.) Federalist paper No. 69 was written on the Friday of March 14th, 1788. The topics addressed in this particular essay are the presidents power compared to the king of Great Britain. The writers claim the the president has too much power in his hands and that if it continues to be that way, the government could become a monarchy, which is when a single person hold supreme power. The President is elected for four years by the people for the people, whereas the king inherits his position. The president can be voted out by congress at anytime, his vetoes which can postpone or cancel a decision, can be overturned. Although the President is Commander in Chief, he may only make treaties if he can get approval from the Senate. â€Å"The Senate is important in American government because, the executive authority of such State shall issue writs of election to fill such vacancies: Provided, that the legislature of any State may empower the executive thereof to make temporary appointments until the people fill the vacancies by election as the legislature may directâ €  (The Constitution). The President also must get