Tips For Choosing The Best Als Deped Essay Sample

Tips For Choosing The Best Als Deped Essay SampleIf you're looking for an all dept essay sample, a fast search online is all it takes to get thousands of results. You needn't have any problem finding these samples, because there are so many different authors and companies offering them.But does the als dept essay sample written by someone else look similar to yours? You might think so, and then you're probably right, but that doesn't mean it's identical. An example of a 'dubious' similarity is when the same author has written two papers with the same name.But a better example of a possible, but doubtful, similarity between an essay sample and your own is when the author uses the same word or phrase in the introduction and the conclusion. One would assume that after a one-page introduction there wouldn't be much room left for a second introduction. That doesn't make sense, but it is something of a standard practice.Another example of a doubtful comparison is the same author using the same exact words in the first paragraph of his or her essay. Of course you know that people use very different terms, but isn't it strange that you've noticed that? And, once again, this is nothing more than a common practice.If the author has used that word or phrase in the last sentence of the second paragraph, then it is likely he or she has included it intentionally for emphasis. The word or phrase is often part of a thesis statement, and it may be easy to miss the emphasis if the writer simply inserts it at the end of the sentences. But because it is so common, it is more likely to show up at the end of a sentence in the same way as, 'This thesis contains the following...'When writers do this, they can make their word or phrase stand out and add emphasis. It's just a matter of understanding how the writer wants to make his or her points.However, there are ways to tell if an essay sample or a sample essay is really close to what you wrote. You can ask a professional editor to lo ok at the sample and tell you if the words are similar enough to read your way. While they can't provide you with a 100% positive answer, a word here and a word there should be similar enough to give you an idea about the similarity.So when choosing an all dept essay samples, remember not to believe every article that offers you one. A professional editor would know this and would make sure the sample was the one you wanted.

Report on Strategic Human Resource Management

An Analysis of Transformational Leadership free essay sample

An Analysis of Transformational Leadership BSP045 Work Psychology B010898 Cheng Chen Introduction Since the early 1980s, there has been an explosion of interest on transformational leadership among scholars and managers. It is shown with evidence that the desire and effectiveness of transformational leadership style are universal (Den Hartog, et al. , 1999, and Bass, et al. 2006). This leadership style, as its name implies, is a process which tends to change and transform individuals (Northouse, 2004). To help followers grow and develop into leaders, transformational leaders respond to individual followers’ needs and empower them (Bass, et al. 2006). It is also concerned with emotions, values, ethics, standards, and long-term goals (Northouse, 2004). Recently, some researchers (Charbonnier-Voirin, et al. , 2010) mentioned that transformational leaders might have a desire to customize coaching, which could be conducted through telling each associate’s unique capability and intelligence and inspiring each person’s innovation and critical thinking. The topic area has been widely discussed and analysed from many different sources and as such provides an interesting topic area to research and discuss further. We will write a custom essay sample on An Analysis of Transformational Leadership or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This report will briefly introduce and outline the development of transformational leadership concept and theory, then examine the conceptual and empirical validity of transformational leadership in a global context. Initially, this report will begin with defining key terms in transformational leadership, compared with transactional leadership and other relevant concepts, in order to better understand the context of the text which will be covered. The Bass’s transformational model of leadership including its four components and the instrument relating to it, the Multifactor Leadership Questionnaire (MLQ), will then be reviewed. After that, both at conceptual and empirical level, analysis will be conducted to evaluate to what extent this model can help with the successful management of people at work, especially in cross-cultural environment. Finally, a summary will be conducted and further implications of findings will be suggested. Transformational Leadership Model and Measurement Although Downton first created the term â€Å"transformational leadership† in 1973, not until 1978 when the political sociologist James MacGregor Burns’ book named Leadership was published, this approach had been emerged with its importance. In his work, Burns (1978) distinguished transactional and transformational leadership. The former one focuses on the social exchanges that occur between leaders and their followers, for example, politicians leading by â€Å"exchanging one thing for another: jobs for votes, or subsides for campaign contributions† (Burns 1978). On the other hand, the latter one refers to the process whereby an individual stimulates and inspires others and creates a connection that leads to an improvement of motivation, morality and capability in both leaders and followers (Northouse, 2004). At the same time, House (1976) coined a theory of charismatic leadership which received a widely attention in leadership academic world (Hunt and Conger, 1999). Later, this concept is often used as a similar term of transformational leadership. As House suggested, charismatic leaders act in unique ways and as personal characteristics affecting their followers. The specific characteristics include being dominant, self-confident, moral and so on (Northouse, 2004). A more expanded and refined version of transformational leadership was provided by Bass in 1985, which to some extent was based on the prior works of Burns (1978) and House (1976) (Northouse, 2004). Bass (2006) highlighted that, â€Å"to engage the follower in true commitment and involvement in the effort at hand†, leaders must deal with the follower’s sense of self-esteem, which was what transformational leadership went beyond the social exchange in transactional style. He also emphasized that although charismatic leadership was to a large extent in common with transformational leadership, the former was only part of the latter. As refinements made in both the conceptualization and measurement of transformational leadership, Bass (2006) summarized that, to achieve superior results, transformational leadership is a combination of four measurable components: Idealized Influence (charisma), Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration. In order to measure these behaviours, the Multifactor Leadership Questionnaire (MLQ) was developed and identified the four factors (Bass and Avolio, 1990): ?Idealized Influence (charisma): Acting as strong role models for followers, transformational leaders behave in ways that make them being â€Å"admired, respected and trusted† and â€Å"extraordinarily capable, persistent, and determined†, which make their followers want to emulate them. Inspirational Motivation: Transformational leaders articulate a vision appealing for followers and motivate and inspire them by providing task meaning, communicating optimism and enthusiasm for a future orientation. ?Intellectual Stimulation: Transformational leaders stimulate followers to be creative and innovative, to doubt assumptions, to apply old problem solutions in new means. ?Individualized Consideration: Transformational leaders provide a supportive climate by paying attention to each follower’s needs and desires. They actively help followers grow through personal challenges and create new opportunities for their potential development (Alimo-Metcalfe, Alban-Metcalfe, 2002). Two transactional components are also included in the MLQ: ?Contingent reward: Approved follower actions, which mean that followers finish what needs to be done, are rewarded with the payoffs for doing it, and disapproved actions are punished because of the opposite behaviours as an exchange process between leaders and followers. ?Management by exception: Corrective transactional dimensions. Active management by exception is the behaviour that a leader monitors followers closely for mistakes and intervenes with corrective direction. Passive form involves correction only after requirements have not been met or problems emerge. On the active-passive leadership continuum, the full range places transformational, transactional, and laissez-faire leadership, of which the last one represents the absence of leadership. Originally from French, â€Å"laissez-faire† is a phrase which implies a â€Å"hands-off, let-things-ride† approach. In this way, leaders take no responsibility, provide no feedback, and ignore followers’ needs (Northouse, 2004). Considering a global context and culture variation, Bass (1997) argued that transactional and transformational leadership can transcend all parts of the globe and all forms of organizations. Advantages of Transformational Leadership After a long time development and refinement, the Transformational Leadership model and instrument have been widely used, because it has several strengths as follows: First, plenty of both qualitative and quantitative studies for transformational leadership have been conducted from a wide range of perspectives. The objectives cover from outstanding leaders to multinational corporation CEOs (Northouse, 2004). A recent keywords analysis of all the articles published from 1990 to 2003 in the PsycINFO database showed that the number of studies related to transformational or charisticmatic leadership was larger than the number of all other well-known theories of leadership (e. g. , least preferred co-worker theory, path-goal theory, normative decision theory, substitutes for leadership) combined (Judge and Piccolo, 2004). Second, it is convinced that the effectiveness and validity of transformational leadership is exclusive according to numerous evidences (Yukl, 1999). It is proven in a meta-analysis of 39 studies (22 published and 17 unpublished) which used MLQ that individuals in transformational leadership styles were perceived to be more effective leaders with better work outcomes compared with the ones who exhibited only transactional leadership (Lowe, Kroeck and Sivadubramaniam, 1996). Precisely, for transformational leadership dimensions, validity for charisma was . 1 and validity for intellectual stimulation was . 60; while . 41 for contingent reward and . 05 for management by exception were analyzed for transactional leadership. Moreover, in order to explore the relative validity between transactional leadership and transformational leadership, Judge and Piccolo (2004) conducted a meta-analysis which covered the whole leadership continuum. Results showed that the validity for transformational leadership was . 44, the highest score overall, whereas the second highest validity was . 39 shown by contingent reward leadership. In addition, it is also approved that transformational leadership model is valid across different environments. Lowe, Kroeck and Sivadubramaniam (1996) have shown that either for senior or basic leaders in both public and private context, the transformational leadership findings can be endorsed. Judge and Piccolo (2004) highlighted that in various study settings, the validity of transformational leadership appears to generalize with slight differences across from business professionals, university students, the military and public participants. Third, transformational leadership have positive relationships with follower satisfaction and organization performance. Transformational leadership regards leadership as a process. By setting more challenging expectations for followers, transformational leaders motivate others â€Å"to go the extra mile† (Leong and Fischer, 2011). Followers act more prominently through the leadership process with an instrumental attribution (Bryman, 1992). Their needs and desires are more concerned by the leaders. A number of empirical findings from last century have demonstrated that charismatic, transformational and visionary leaders tend to have positive influences on their organizations and followers. The effect scores range from . 35 to . 50 for organizational performance effects and from . 40 to . 80 for effects on follower satisfaction and commitment (Fiol, et al, 1999). Another two meta-analytical studies also approve this statement (Fuller, et al, 1996; Lowe, et al 1996). More precisely, in a more recent study, Judge and Piccolo (2004) compared the correlation between transformational leadership and follower job satisfaction and the correlation between transformational leadership and organization performance. The results showed that the former relationship (. 58) is stronger than the latter one (. 23) (Judge and Piccolo, 2004). Besides, transformational leaders tend to motivate and inspire each person’s innovation and critical thinking (Charbonnier-Voirin, et al. , 2010). A new study (Wang and Zhu, 2011) has focused on the relation between transformational leadership with individual and group creativity. From the survey data which were collected from multiple means in a main city in the southern part of the U. S. A. , it is shown that there are important and positive correlations for aggregated group-level transformational leadership with group creative identity (r = . 34, p . 01), individual creative identity (r = . 20, p . 01), and individual creativity (r = . 16, p . 01). Their findings also proved that individual-level transformational leadership can improve followers’ creativity by building individuals’ creative identity (Wang and Zhu, 2011). Fourth, transformational leadership differs from other styles on the aspect of its strong emphasis on the followers’ needs, values, and morals dimension. Burns (1978) argued that transformational leaders move others by motivating them to take higher moral responsibility and by aligning their own and followers’ value systems with significant moral standards. This kind of leaders also demonstrates â€Å"high standards of ethical and moral conduct† (Avolio, 1999, p. 43). The influence of transformational leadership on ollower moral identity is fundamental and central for this theory (Bass, 1985, 1998; Bass Riggio, 2006; Bass Steidlmeier, 1999; Burns, 1978). To fill the gap of only few empirical studies examining to what extent leadership influence followers’ moral development, a study using field survey data and experimental data was newly conducted this year by Zhu, Riggio, Avolio and Sosik (2011). The descriptive statistics illustrated an important positi ve relationship between follower moral identity and transformational leadership (r = . 0, p . 01). As one of the first empirical studies that focused on the influence of transformational leadership on follower self-reported moral viewpoints, this study also discussed several practical implications. The first approach is to set high moral principles, in that case leaders tend to enhance followers’ moral identity, and consequently, follower ethical decision making and behaviours would be developed. It is also shown that leaders’ behaviours affected the level of followers’ moral identity. Therefore, the second approach is to develop transformational leadership across boundaries within the organization. An ethical climate would be built with strong moral principles and aims by transformational leaders, through setting policies, procedures and processes. A positive impact on follower moral identity, in that case, would be likely to happen (Zhu, et al, 2011). Fifth, from a practical and applicable perspective, the attributes outlined in transformational leadership and the traits included in the MLQ can provide a broad set of concepts as typical transforming leaders. These components can be utilized in several stages of Human Resource Management process, as standards of recruitment, selections and promotion, or as principles of training and development (Northouse, 2004). It is found that for low-level leaders, the process of building a vision is particularly valuable in training programs (Lowe, et al. , 1996). Additionally, some researchers believe that an expanded picture of leadership is provided by transformational leadership approach, which contains the social exchange between leaders and associates as well as the attention on needs and development of followers (Avolio, 1999; Bass, 1985). Northouse (2004) states that transformational leadership has intuitive appeal, which means that, as the way described in the transformational perspective, the leader tends to advocate change and consider growth for others, which is consistent with society’s expectation for a typical leader. Criticisms of Transformational Leadership Although transformational leadership model has been widely used and had a great contribution to the leadership literature, it also has several drawbacks: The first criticism is that its conceptual clarity has been criticised in terms of its poorly defined parameters (Northouse, 2004). Because it involved a large range of behaviours, such as creating a vision, building trust, acting as a social architect and so on, it is difficult to clearly define the parameters. Tracey and Hinkin (1998) emphasized on the overlap among the core four components (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Yukl (1999) also demonstrated that it is necessary to distinguish the four factors in a theoretical way. Bryman (1992) highlighted that transformational and charismatic leadership are often used as synonymous words, though, Bass (1985) has already cleared that charisma is only one component of transformational leadership. An recent study conducted by Wu, Tsui and Kinicki (2010) indicated that individualized consideration and intellectual stimulation were more suitable for behaviours at an individual level, by contrast, idealized influence and inspirational motivation are more suitable at a group level. Some other criticisms exist on the measurement of transformational leadership. The validity of MLQ has been questioned even if it has been wildly used (Tepper Percy, 1994). The time when MLQ was designed was criticized by Hunt (1996), because it was before collecting enough data on the nature of transformational leadership in qualitative and quantitative means. Hunt (1996) also stated that descriptions of leader actions and the results of behaviours were both included in the MLQ and the model failed to provide sufficient attention to the two-way respects of the relations between leader and follower. The correlations between the four factors of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration) are very close to each other, so they has been questioned as not distinct factors (Tejeda, Scandura, Pillai, 2001). Moreover, there is no clear distinction between transactional factors and transformational factors. Hence, some of these factors are not unique to this model. Race and gender invalidity is also concerned, because the MLQ ame from interview data from 70 South African leaders, while 69 of them were white and all of them were men. However, although the measure instrument MLQ of transformational leadership has been criticized in the way it was used, the MLQ is, at the same time, developing. Versions with new, improved items have been generated as promised (Tejeda, et al, 2001). A third criticism some have made is that in a global context, cultural differences do have an effect on the factors whic h might be perceived in particular cultural settings (Alimo-Metcalfe Alban-Metcalfe, 2002). Den Hartog and other researchers (1999) had proven by study that certain attributes of transformational leadership were adoptive across cultures, while others did not; however, they believed that even if some transformational attributes might exhibit in different manners across cultures, a common preference for transformational leadership exists all over the world. Recent findings deeply explored whether transformational leadership dimensions are universal or not. A more up-to date research conducted by Leong and Fischer (2011) has found that power distance is strongly related with transformational leadership factors (? = ?. 42, p

Free Essays on Themes Of Louisa May Alcott

Themes often help to create a whole story line. Writers tend to use the same themes in their writing. During their careers the themes they use may change due to how the writers have changed. Some writers use the same themes in all of their writing, but others tend to use many different themes. In her writing, Louisa May Alcott touched upon various different themes. The early writings of Louisa May Alcott were rarely recognized. In the first phase of her writing, 1840’s-1860’s, she wrote some short stories. Most of them featured a mysterious, vengeful woman bent on manipulation and destruction (Schafer 1). Common themes that Louisa often used included self-sacrifice, duty, charity, self-reliance, and patients. She also touched the surfaces of jealousies, fears and frivolities (Durbin 1). A lot of the stories Louisa wrote early on she never really put her name too. She also wrote children’s stories and was mostly know for these. â€Å"Flower Fables, the first volume that she put her name on, were stories and poems that were moral fables, rather windy and obvious but emotionally revealing† (Saxton 192). Most of Louisa’s early works touched upon these themes along with domestic life in the nineteenth-century and maturing adolescent. These themes are what Louisa’s early writings were based around. In the early writings the themes used tend to come from 2 some point of Louisa’s. â€Å"Louisa’s world works with clocklike moral regularity† (Saxton 4). With Louisa’s father being very critical of her work, she tried her hardest to write to his approval. She used her own life experiences for her writing. She took what she knew and what she likes and used them to write, which showed in the themes. Her stori... Free Essays on Themes Of Louisa May Alcott Free Essays on Themes Of Louisa May Alcott Themes often help to create a whole story line. Writers tend to use the same themes in their writing. During their careers the themes they use may change due to how the writers have changed. Some writers use the same themes in all of their writing, but others tend to use many different themes. In her writing, Louisa May Alcott touched upon various different themes. The early writings of Louisa May Alcott were rarely recognized. In the first phase of her writing, 1840’s-1860’s, she wrote some short stories. Most of them featured a mysterious, vengeful woman bent on manipulation and destruction (Schafer 1). Common themes that Louisa often used included self-sacrifice, duty, charity, self-reliance, and patients. She also touched the surfaces of jealousies, fears and frivolities (Durbin 1). A lot of the stories Louisa wrote early on she never really put her name too. She also wrote children’s stories and was mostly know for these. â€Å"Flower Fables, the first volume that she put her name on, were stories and poems that were moral fables, rather windy and obvious but emotionally revealing† (Saxton 192). Most of Louisa’s early works touched upon these themes along with domestic life in the nineteenth-century and maturing adolescent. These themes are what Louisa’s early writings were based around. In the early writings the themes used tend to come from 2 some point of Louisa’s. â€Å"Louisa’s world works with clocklike moral regularity† (Saxton 4). With Louisa’s father being very critical of her work, she tried her hardest to write to his approval. She used her own life experiences for her writing. She took what she knew and what she likes and used them to write, which showed in the themes. Her stori...

Archaism - Definition and Examples

Archaism s An archaism is a word or phrase (or a particular meaning of a word or phrase) that is no longer in common use and is considered extremely old-fashioned. Etymology:  From the Greek, ancient, beginning Pronunciation:  ARE-kay-i-zem Also Known  As:  lexical zombie A  grammatical archaism  is a sentence structure or word order thats no longer in common use in most dialects.   Linguist Tom McArthur notes that literary archaism occurs when a style is modeled on older works, so as to revive earlier practices or achieve the desired effect. (Source: Concise Oxford Companion to the English Language, 2005) Examples The old man raised the axe and split the head of John Joel Glanton to the thrapple.(Source: Cormac McCarthy, Blood Meridian, 1985)[Nick Faldo] speaks in a jaunty, clipped, wised-up vernacular, mixing street-smart patter with solid analysis. His vocabulary is rich in curious archaisms- jeepers, crumbs, gee- and eccentric asides.(Source: Jason Cowley, Nicks Second Coming. The Guardian, Oct. 1, 2006) 19th-Century Archaisms We do not have to go back as far as Elizabethan English or the Middle Ages to encounter archaisms. Here are some from the Victorian and Edwardian eras: beastly (as in so beastly critical) blest, deuced (if I know) capital! (as an exclamation of delight) very civil (of you) confound you! damnable cheek guvnor luncheon pray (come in) (you) rotter spiffing And might we not say that daddy-o is an archaism, even though it was alive and well in the 1960s? (Source: David Crystal, Words, Words, Words. Oxford University Press, 2006) 20th-Century Archaisms Among the technological archaisms Ive had to explain to the Tuned In children- what a record is, why they call it dialing a phone, the fact that, once, you couldnt rewind TV shows- is the fact that, a long time ago, musicians used to make little movies of their songs, and people would watch them on TV. (James Poniewozik, Wake Up and Smell the Cat Food in Your Bank Account. Time magazine, May 2, 2007) Stuff It is rather odd to see that the OED [Oxford English Dictionary] defines the word care as some kind of stuff. This seems at first glance to be a rather nonspecific definition to find in what is arguably the greatest dictionary ever created. But it is actually very specific- just a bit archaic. The word stuff has had a variety of meanings through the ages, and at the time that this definition was written, in 1888, it referred to (among other things) a woollen fabric or material for the gown worn by a junior counsel.(Source: Ammon Shea, Dated Definitions. The New York Times, Aug. 12, 2009) Archaisms and Register It should be added . . . that there is a problem with the identification of archaism, since archaisms are  sometimes not archaic in the register in which they are used. For example, thee and thou are not archaic forms in a certain type of poetic register; they are archaic only in relation to our contemporary day-to-day speech. Thus the use of an archaism can be interpreted as either conforming to a register or looking back to the past (or both). . . . Only by using a dictionary such as the OED, which is a historical dictionary, giving the meanings of words over time, will you be able to find out whether certain words were current or archaic at the time of writing.​  Ã¢â‚¬â€¹(Source: Martin Montgomery et al.,  Ways of Reading: Advanced Reading Skills for Students of English Literature, 3rd ed. Routledge, 2007) The Lighter Side of Archaisms Frank Rossitano: Yo Tray, we got a problem. Tracy Jordan as President Thomas Jefferson: Pray, who be this Tracy Jordan thou speakest of? Frank: Eh, President Jefferson, we got a problem. Tracy: Speaketh. Frank Rossitano: That horse ate your wig. Tracy: Well, stand guard by his rump and await it in his droppings.(Source: Judah Friedlander and Tracy Morgan in Corporate Crush. 30 Rock, 2007)

Auditing theory and practice Essay Example | Topics and Well Written Essays - 2500 words

Auditing theory and practice - Essay Example The company follows (assumption) international accounting standards (IAS) and international financial reporting system (IFRS) for accounting and presenting its financial statements. In addition, since the company operates in UK, all the relevant UK laws and regulations are applicable for its operations, financial statements development and reporting along with disclosure requirements. The company is facing stiff competition in the perfect competition market in which it operates. This has caused the company to reduce its selling price in order to remain competitive in the marketplace. This cost cutting has adversely affected the sales revenue growth rate and hence, the profitability. This is a prominent business risk that the company has been unable to satisfactorily deal with; as a result, the company has to bear a loss in 2005. In addition, another glaring risk is the ownership structure of the firm and demise of the majority shareholder Mr. Kale. This might lead to power struggle in the company which ultimately results in loss of productivity and negative politics. Together these five areas can be used to gather insightful information about the company’s internal control environment and its effectiveness in preventing, detecting or mitigating risks to the company. The control environment refers to the overall organisation structure and values system. The commitment of top management is mandatory, and control environment study provides assurance about top management’s philosophy and operating styles. These are reflected in company’s policies, strategies and operating procedures. The auditor should conduct detailed interviews with top management and should study the company documentation to gather information about the control environment of the company; as top management is ultimately responsible for implementing and operating the corporate governance structure for the company. Studying the control environment with a view to identify management’s

PetMeds Feedback Loops Case Study Example | Topics and Well Written Essays - 1000 words

PetMeds Feedback Loops - Case Study Example In order to understand the applicability of feedback loops in an organization, one must consider the organizational structure of the company and identify the different feedback loops executed within. The organizational structure of the company is composed of four core departments - customer care, warehouse, pharmacy and corporate departments. The structure is designed in a way to provide direct business processes for the success of the company. Several systems practiced by the company such as customer relationship management and performance management provide a complete loop in the operations of a department as well as the overall process of its business. This paper focuses on two types of feedback loops that is currently practiced in the organization. The two types identified are balancing loop and reinforcing loop. A balancing loop contains a current state, action and desired state. The action attempts to bring two things, the current state and the desired state, into an agreement. On the other hand, the reinforcing loop composes of an action and the result. The action produces a result. The result then promotes more of the same action. (Bellinger, 2004) PetMeds implements a customer relationship management system in the customer care department. The customer relationship management practice of the company is an example of the reinforcing feedback loop. ... It involves several functions, processes and results. However, for purposes of this paper, a simple loop is identified. An example of such loop is how the marketers of the company promote the products in order to generate sales for the company. The marketers publicize the products through advertising in the tri-media such as television, print and radio as well as through the Internet. Their aim is to attract new customers as well as encourage existing customers into buying more of the company's products. The strategies implemented by the marketers are examples of actions in the reinforcing loop. Below is a simplified feedback loop that illustrates the customer relationship management system. Figure . Customer Relationship Management System As a result of the different marketing strategies of the company, customers choose PetMeds products and ultimately generate sales and revenue for the company. Satisfied customers reorder the products. As for new customers, the different promotions of the marketers will influence their buying preference and behavior. The satisfaction levels of the customers are measured in the customer relationship management system. The measurements are then feedback to the customer care department as well as the marketers in order to evaluate the effectiveness of their marketing strategies. The evaluation then becomes the basis for the next marketing strategies that would be implemented and promoted. Performance Management System The performance management system is another type of feedback loop that is being utilized by PetMeds. This type of loop can be considered as a balancing loop. Every year, the company identifies critical success factors for their overall business as well as each department. These factors become the