The Apple Inc After Steve Jobs Commerce Essay

The Apple Inc After Steve Jobs Commerce Essay The purpose of this assignment and the selection of Steve Jobs case study draw in many features of leadership theories and works connected with Jobs Apple or his business activity. His leadership tells again one further thing that sometimes successful leaders may divide into two camps the whole world : some adore the leader and others cannot stand him. This sensation is not so unusual as example of Margaret Thatchers political leadership and many military leaders over the centuries. Apples success made Steve Jobs a successful leader and the main thing is Jobs personal creation is Apple. During his time there were Bill Gates and Michael Dell who were fabulously successful in different parts of the IT business, but Jobs Apple was among the three brands, always the most inventive, the idiosyncratic, maybe even the imperturbable brand. By this time, many of us already learned, heard, read and watched about Steve Jobs many contributions to the society, his achievements on many accounts. Consumers passions about Steve Jobs and the Apple are rare in the business world. In Soho I was passing by an Apple store not long ago and found flowers and hundreds of post it notes from so many expressing gratitude to Steve Jobs. As Mr. Walter Isaacson, his biographer and others have pointed out that however, Steve Jobs was beyond perfection.   Anyway, his leadership and management style, in particular is my main concern.   Most of us by this time know that Steve Jobs could be egotistical, autocratic, and harsh.   Yet he was a great leader. So, this overturns some management writers claims and thoughts todays business leaders need to be nice, kind, humble (Level 5 leadership), and practice servant leadership? I think the contradiction about leadership can be clarified by two sets of aspects. One we need to recognize the situational leadership. In some circumstances one style could work properly but that might not work in some others at all. Ambiguity or the surprise matter always there while claims being made about the behaviour and the characteristics of the universal leadership. Woking overseas and leading cross functional global teams definitely recognize leadership needs to be adapted culture specific. Mr. Jobs leadership not mentioning his genius activities was a key part in the success of Apple. If he had used another style, might not be able to achieve the glorious success at Apple. The other one is apart from arrogance style of Mr. Jobs he had some great executive leaders qualities visionary, risk taker, emotional stability, openness to experience, and highly focused, committed or persistent, passionate and positive attitude. Not only he dived into his vision, he made sure companys everyone brought into that created for the company a higher purpose which excited really the company employees. His products and passions of course were legendary in Apple. He established trust among company members not as a founder but in marketing and product design. Leadership and Organisational Behaviour Issues Section # 2 Leadership Organisational Behaviour Issues To understand the attached case studys key aspect module Organisational Behaviour, I have done a detailed research on Apple Inc. policies, leadership strategies etc. Balanced Scorecard Institute defined the balanced scorecard which is a management and planning system used to bring into line business activities to the vision and the organisations strategy, communications (internal external) improvement, and against strategic goals monitor organisational performance. Most organisations, to bring effective changes use the balanced scorecard. But APPLE INC. doesnt implement the scorecard for operating changes but uses for long term performance. It focuses on various categories of measurement in the following order Financial Perspective Shareholder Value Customer Perspective Market share and customer satisfaction Internal Process Perspective Core Competencies The Innovation and Improvement Perspective The three wide-ranging Organisational Behaviour aspects have been taken i.e. Leadership, Motivation, and Change Management to identify whether Apple Inc. is following a good strategy or any possibility of improvement or any requirement of complete change. Especially the focus is more or less orbited around the Apple Inc.s CEO Steve Jobs throughout the report and the way he be able to manage and motivate the Apple Inc.s employees Leadership Through the case study and because of Steve Jobs I deeply researched and found on crisis moment Apple called him and simply Steve Jobs turned the things around and took the organisation at top level, honestly I got charmed by this man. His leadership styles sets for everyone example, he is visionary and transformational leaders role model. For example the price of Apple share 2% fell on Steve Jobs illness rumour in 2008. Because of some power struggles internally, Apple forced Steve to leave his job in 1985 and after that nearly one decade Apple was in serious crisis. In 1996 financial losses was reaching $81600000 and in 1997 it was $1 billion and instead of $70 per share (1991) it became $14 per share. In 1997 March issue Fortune Magazine described Apple as Silicon Valleys paragon of dysfunctional management. (Woods, 1997). Later Apple appointed Steve Jobs as the CEO and everything started changing even Apple is much ahead than rivals HP, Dell, Microsoft etc. and posited or ranked sixth in the list of reputable companies. In spite of his all achievements, Steve always been encircled with arguments. Beside the concern of the products of Apple, he is looked up as a business idol. Transformation leadership consists of charisma, motivation (inspirational), stimulation (intellectual) and consideration (individual). Everybody knows that Steve Jobs had these all qualities except the last one consideration (individual). He had a perfection achieving phenomenal hunger and acted as a one man army to reformed computing system. From his past as well as the past of Apple we can see his greatness. Todays the digital image of the society is enhanced by the Apple i.e. Steve Jobs. During 1985 to 1997, successfully he transformed Pixar into a successful speculation. Only lack was Steve Jobs liked secrecy. Apple builds trust but never talked about their forthcoming products. They always talked about their achieved things and this behaviour effects a lot to the Apple Inc. employees. His arrogant and top-down approach is not going to work according to William C. Taylor (Harvard Business Review, 2009) With an excellent speech ability and superb fascinating influence over the audience and his employees, Steve Jobs is a very powerful charismatic leader. He made his employees enthusiastic by the charismatic power and convinced customers to buy Apples products. Apart from his charismatic power he is also known as devious, rude and corrupt. He did not respect individual, employees scared him, though its perfection quest but still shows his consideration for individual is low to some extent. He made his employees better but not to be easy on them. Survey in 2008 shows that employees were not enough satisfied with their bonus and compensation level but they had towards the products and the policies of the company full passion. Steve Jobs tremendous qualities of charismatic power, Apple outperformed others primarily in the business market. Though charismatic leadership power matched with him but his individual consideration does not go with him. In this respect my doubt goes whether Steve Jobs is a charismatic leader or a personalised leader more. Motivation The purpose and direction of behave is the psychological process which is referred by the Motivation. An organisation will be benefitted if the employees are motivated by effective productivity though its a very complex task as motivation keeps on changing. In 2010, Glassdoor results show clearly that Apples employees are respectful to their boss and are motivated. A few years before and the present Apple if compare, anyone can easily realise that Jobs was outstanding to get his employees commitment properly that proved Apples employees motivation. When excellence expected then employees need not be told anything said by Steve Jobs in 1989, initially needs to coach them. The motivation model of the Maslows hierarchy of needs (1943) describes that the needs can be classified into these stages (including last need being basic need most). SELF ACTUALISATION Doing what best you can do ESTEEM NEEDS Self-respect and respect from others BELONGING Acceptance and being part of something SAFETY NEEDS Physical and Psychological security PHYSIOLOGICAL NEEDS Hunger, Thirst, Rest etc. Esteem , Belonging and Self Actualisation needs are as highlighted is that according to me, these are the underperformances in the Apples motivation level for employees. Apple never put hard gear on the employees motivation as they never knew what company coming up with next. They are restricted to go from one department to another by using electronic badges as terrorists. Jobs kept software and hardware department separate and set in different buildings. Steve Jobs always looking for perfection, a notorious manager, instead of motivate he used his stick. This definitely is not followed the Maslows hierarchy of needs. Steve Jobs was an autocratic as he wanted people to listen to him. Though innovation is part of the involvement of the employees but this theory had a doubt on Apples innovation. Definitely it conflicts with the Self Actualisation Stage of Maslows hierarchy. In 2006, Roderick Kramer wrote for Harvard Business Review, a certain degree of forcefulness might prove to be useful when it comes to handling intractable problems. So, Steve jobs always worked on his own way and delivered fabulous results does not mean that his ways is the right way. Because its not about Steve Jobs, its the question about Apple Inc. So, therefore the way Jobs worked is not the right way. According to an insider Steve was acute with his employees, made them cry but also most of time he was right. His viewpoint was exceptional and he had no asshole rule, he was tyrant in his workplace but if employees not fully pleased then things not going to work same way in future. Change Management The development of an organisation depends on Change Management, a set of behavioural science-based theories, values and strategies. It is not an easy job. W Pasmore in 2010 said that many leaders failed to make operating and critical changes to led the organisation. Apple like many other big companies gained mastery in this matter. Not only Apple Inc. comes up with new and innovative technology but also the implementation of the financial figures of them vastly accepted all over the world. Steve Jobs has many reasons to be successful in change management and out of those understanding and anticipation of customers requirement most. Change Management helps an organisation to take from one level to the next level by treating Employees as Focus Group. Steve doesnt rely on focus groups, instead he is a steady believer that customers themselves dont know their requirement. Without asking them he has a strong understanding ability and can anticipate his customers call. So he treats as focus group his own employees and without any customer intervention makes the decision. By giving such huge importance to the employees, the employees themselves feel a part of the change. Thus he gains the employee loyalty very easily. The products like iPod, iPhone, and iTunes are great examples that prove his expertise in understanding the customer needs. Every individual thinks own way differently and has got own different insights and assertiveness in life. So, therefore, its not possible to get 100% support from all the employees. Rather, to accept and adapt to change, they need to be motivated and inspired enough. Jobs chooses team members by selecting multiplier factor of excellence. He believes that the extraordinary designers, engineers and managers are not only better than the good ones by 10 or 20 % but 10 times better. He feels that outstanding products come from their contributions. Eliminating Fear of Change: Over time, Steves leadership has made the organisations mantra, together with its distribution and channel partners. While iTunes launch, people thought it might change the entire music industry. With the charismatic ability Jobs eliminated the fear of change, and they achieved their 100% contribution and iTunes in the music industry made a revolution. Managing Changes in Distribution Strategy: the whole distribution strategy might be disrupted at time by the innovation and Apple faced the problem on their iPod launching time. They made good relation with big box stores like Wal Mart, Target etc. before introducing them in the consumer electronics industry. For distributing digital music iTunes also built a complete new distribution strategy successfully and thats the way Apple overcome the changing problem in distribution strategy. Analytical Framework and Evaluation Section # 3 Analytical Framework Evaluation Most business leaders expect to touch the level Steve Jobss did before he died in October 2011. He is the legendary visionary player one in a century. He is a dynamic and controversial leader and his success totally relied upon his innovation capabilities. During time the legacies left by many other protruding leaders become clear. However, we already by today have tremendous clarity of Jobss leadership. Because of the masterful biography of Walter Isaacson, we know that Jobs pursued former CEO of CNN and managing editor of  Time Isaacson, for five years (Jobss determination example in the book first among many), and then of course a much rarer incidence giving a free hand to him, promising: Its your book. I wont even read it. Certainly Steve Jobs was a wayward and ambitious leader, and his innovation, commercialization and services to the society through Apple Inc. changed the way of life styles of many of us and developed truthfully great ways for computing, publishing, movies, music, and mobile telephony industries. His way or style of leadership is complex, risky, committed and charismatic to convince customers and employees on his aspiration. Though he is greatest business executive of the era but he was critical, tyrant one. All too often he was the antithesis of the servant leader model popularized in the 1990s (the giving, caring organizational mentor who in many ways contrasted with the hero model of a century prior). Not only at Apple Inc. but at NeXT and at Pixar, he seeded powerful culture. He created a place where motivated people make great products. He had fascinating and perplexing leadership. Personally and professionally he fell in and out of love with people easily. Because of his great talent he created extraordinary skilful organisation but he missed many peoples potential contribution. In question of teamwork, he always challenged to do beyond the possible. So, a few strong people cope with this challenge to keep remain the pride but many others usually become frustrated. In a way this is a loss of encouragement and emotional effect as the theme comes up A players and B players. Then the misrepresenting habit of Steve Jobs in reality for fulfilling his purpose together with the intolerance, condemnation, and unfriendliness that often accompanied it. In one sense Steves version could create a compelling vision of what might be. Could observe his fostered cultures at his company Apple Inc. even though he was not with Apple for 10 years but his underlying essence of the culture which he had established somehow stayed alive. But on another sense, Steve Jobss criticism, unfriendliness and arrogance could be extremely estranging, which actually shattered his credibility, particularly the way he used it to terminate a hopeful impression or a determination as a piece of crap. The way Apple Inc. worked on last decade was a way to sink a company. It successfully did everything because of Jobs extraordinary talent at foreseeing and providing revolutionary products and services. His ability to originate for his customers in a way few leaders had done before obliged as a liniment to his bad-tempered personal style. There will be really few countable top leaders who pay much attention on design detail and other things of products as Jobs did. Without counting cost efficiency or sales volume or even the profit, Steve Jobs always measured the consumer appeal, functionality and simplicity of products. That attention was the vital part of his organisation Apple Inc.s strategic and marketing capabilities. Steve Jobs was alike Walt Disney and Edwin Land an entrepreneurial leader in these respects and he admired both of them. Jobs without any hesitation always declared that without showing what they want, customers do not know their requirements. Indeed, not infallible but he remarkably was able to develop products that consumers would buy and enjoy, as well as the self-reliance, audacity, and ambition to bring them to life. According to Isaacson, a blue collar mechanic and his adoptive father Jobs genius for imaginative leaps [that] were instinctive, unexpected, and at times magical Time goes on and Steve Jobs became a better leader of people. Though he never liked to live on his own shortcomings, Isaacson in 2007 quotes a statement revealing a somewhat unenthusiastic, even concealed sense of an imperative flaw. Because Steve Jobs and Woz were not good enough in making partnership with people but based on doing the whole banana they started the company, he said of Apples design philosophy. Only God knows if he could have some more time, he might be able to less the gap difference between his leadership DNA and the Apple Inc.s one. Conclusion and Recommendations Section # 4 Conclusion Recommendations If consider the Apple Inc. financial results then people might remark that most of the things in the company are going quite well. But the above entire analysis explains that a lot of loopholes are inside the functions of Apple Inc. which have need of a subterranean thought. All over the world millions of people were considering Steve Jobs as an idol but side by side his attitudes, arrogance or behaviours questions straightway whether he can be symbol as a transformational leader truly or should level him as a personalised leader. Definitely if someone think that Apples innovative products are a result of employee involvement and motivation then the idea is totally wrong. After getting the critical analysis of the motivation levels according to the Maslows Hierarchy of Needs help, it could be easily explainable that the sequentially described top three needs levels go uncertain in Apple employees case. But there is no doubt on the question that Apple has mastered in the concept of ch ange. Whether it is about training the employees for change or it is about managing the changes in distribution strategy, Apple has successfully managed changes both within as well as outside the organisation. My recommendations to the company, particularly to Steve Jobs, are: No wonder apple has no match in its innovation. But things can further improve provided that employees are given more freedom to express their thoughts. Moreover, if instead of Stick, Jobs can manage with some positive motivation, it can do wonders for the company as far as employee loyalty is concerned. Steve Jobs, undoubtedly, is a fantastic charismatic leader. The analysis in the report clearly shows that the charisma of Steve Jobs has single handed taken the company to such heights. But Apple needs to think beyond Steve Jobs. The company should start focussing more on its future, for which it is really important that the other members of the organisation also start scratching their heads and reduce their dependency on one man. According to The June 11, 2012 issue of  Fortune, at present the employees of Apple Inc. seems more than satisfied with Mr. Cook who often sits down with the Apple employees randomly at lunchtime whereas typically Jobs dined with his design chief. Employees used to loved, admired and feared Jobs but the way Cook treating his employees is the way employees expect to interact with their CEO. According to a University of Iowa study one statement easily can be perceived for Apple Inc. that no co-worker or colleague would be supportive or friendly with an abusive or critical boss like Steve Jobs, they will tolerate the behaviour of the boss as long as he is productive. At present all over in North America, current and aspiring executives either quoting what Steve Jobs said, but would urge others by criticizing them by the caution that Steve Jobs wouldnt do that. One thing is for sure, bringing up the next generation of leaders to emulate Steve Jobs leadership style will take our organizations, if not our society, backwards. Interestingly, Jobs may not be the incarnation of an effective leader in a way, he was far from being a conventional text-book example. Nevertheless, his captivation, self-confidence and thirst for work outshine all his imperfections, making him one of most successful CEOs of the decade.

Sojourner Truth Essay

Sojourner Truth was born in 1797 on the Colonel Johannes Hardenbergh estate in Swartekill, in Ulster County, a Dutch settlement in upstate New York. Her given name was Isabella Baumfree, also spelled Bomefree. She was one of 13 children born to Elizabeth and James Baumfree, also slaves on the Hardenbergh plantation. She spoke only Dutch until she was sold from her family around the age of nine. Isabella suffered very cruel treatment once her first master died and she was sold to her next master, John Neely.Neely’s wife and family only spoke English and beat Isabella fiercely for the frequent miscommunications. She learned to speak English quickly, but she still had her Dutch accent. She later spoke up and said that Neely once whipped her with â€Å"a bundle of rods, prepared in the embers, and bound together with cords. † During this time that she began praying aloud when she became scared or hurt. In 1815, she fell in love with a slave named Robert. Robert's owner forb ade the relationship because he did not want his slave having children with a slave he did not own.One night Robert visited Isabella, but was followed by his owner and son, who beat him savagely, bruising and mangling his head and face, and dragged him away. She never got to see him again. Isabella had a daughter shortly thereafter, named Diana. In 1817, she was forced to marry an older slave named Thomas. They had four children: Peter, James, who died young, Elizabeth, and Sophia. In 1799, the state of New York began to legislate the gradual abolition of slaves, which was supposed to happen July 4, 1827. Dumont had promised Isabella freedom a year before the state emancipation if she would do well and be faithful.However, he reneged on his promise. She continued working until she felt she had done enough to satisfy her sense of obligation to him. She then escaped with her infant daughter, Sophia. Isabella went the home of Isaac and Maria Van Wagenen. Dumont found her and demanded h er to go back. When she refused he threatened to take her baby. Isaac offered to buy her services for the remainder of the year. Dumont accepted his offer for $20. Isaac and Maria insisted Isabella not call them â€Å"master† and â€Å"mistress,† but by their names.Once Isabella heard about her son she immediately set to work retrieving her young son Peter. He had recently been sold illegally to a slave holder in Alabama. She took it to the court and won. She was one of the first African Americans to win a court case. Isabella had a life-changing religious experience and became inspired to preach. In 1829, she left Ulster County and became known as a remarkable preacher, whose influence was miraculous. She soon met Elijah Pierson, a religious reformer who advocated strict adherence to Old Testament laws for salvation.In 1834, Pierson had died and the Folger family accused Isabella of stealing their money and poisoning Elijah. Everything was eventually acquitted. Isabel la settled in New York City, but she had lost what savings and possessions she had. She resolved to leave and make her way as a traveling preacher. On June 1, 1843, she changed her name to Sojourner Truth. She traveled, depending on the kindness of strangers. She began dictating her memoirs to Olive Gilbert. The Narrative of Sojourner Truth: A Northern Slave was published privately by William Lloyd Garrison in 1850.It gave her an income and increased her speaking engagements. She spoke about anti-slavery and women's rights, often giving personal testimony about her experiences as a slave. That same year, 1850, Benson's cotton mill failed and he left Northampton. In 1854, at the Ohio Woman's Rights Convention in Akron, Ohio, she gave her most famous speech, with the legendary phrase, â€Å"Ain't I a Woman? † During the Civil War, she spoke on the Union's behalf, as well as for enlisting black troops for the cause and freeing slaves.In 1864, she worked among freed slaves at a g overnment refugee camp on an island in Virginia and was employed by the National Freedman's Relief Association in Washington, D. C. She also met President Abraham Lincoln in October. In 1863, Harriet Beecher Stowe's article â€Å"The Libyan Sibyl† appeared in the Atlantic Monthly; a romanticized description of Sojourner. In 1870, she began campaigning for the federal government to provide former slaves with land. She pursued this for seven years. In 1874, she developed ulcers on her leg. She was successfully treated by Dr.Orville Guiteau, veterinarian, but had to return home due to illness once more. She did toured as much as she could, still campaigning for free land for former slaves. In 1879, Sojourner was delighted as many freed slaves began migrating west and north on their own. She spent a year helping refugees and speaking in white and black churches trying to gain support for the â€Å"Exodusters† as they tried to build new lives for themselves. This was her la st mission. In July of 1883, with ulcers on her legs, she sought treatment through Dr. John Harvey Kellogg at his famous Battle Creek Sanitarium.It is said he grafted some of his own skin onto her leg. Sojourner returned home and died there on November 26, 1883, at 86 years old. She was buried in Oak Hill Cemetery next to her grandson. WORK CITIED Pauli, Hertha Ernestine. Her Name Was Sojourner Truth. NY: Appleton-Century-Crofts, 1962. Slave Narratives. NY: Library of America, 2000. Stetson, Erlene, and Linda David. Glorying in Tribulation: The Lifework of Sojourner Truth. East Lansing, MI: Michigan State University Press, 1994. http://www. biography. com/people/sojourner-truth-9511284 http://www. harpyness. com/2009/02/09/honoring-sojourner-truth-1797-1883/

For-Profit Colleges Essay

You ever watch television and see the commercials for colleges and hear the people say â€Å"this college changed my life† or hear that the school has classes for the major your interested in. Then you get the urge to go back to school and you see that there’s not much requirements to get into these schools as long as you have money for tuition. Those are what you call for-profit schools. Now the question is are these schools actually good for you? Can they help you in the long run or just give you classes and you’re on your own after you get the degree. I feel that for-profit schools should not be federally regulated because these colleges provide opportunities for students ignored and rejected by traditional colleges, they provide flexibility for students and some regulations may reduce graduation rates. Some people didn’t do the best in high school or probably didn’t finish high school and have a GED but still want to attend college. Most tradition and private colleges probably won’t even look at their application if their grade point average is below a certain number or if they don’t have a high school diploma. This is why we need for-profit colleges because they tend to those people who still want to further their education. It may seem like for-profit colleges only focus on getting money from students but they still offer the same education that private and traditional colleges offer just in a different way or amount of time. If there is government regulation then most people probably wouldn’t be able to attend any schools. With government regulations, there’s most likely going to be government requirements along with the school requirements. â€Å"The for-profit sector is not only more robust than the rest of higher education, it is helping to force some changes in the way traditional colleges do business. †(Wilson) For-profit colleges are giving traditional colleges a run for their money. Not only do these colleges help those who can’t get into traditional and private schools it also helps adults who are working during the day or have children. For-profit colleges provide connivence and flexibility. They offer a lot of classes online and during hours that some other colleges may not be open. Most for-profit schools classes are in sessions and not just spread out throughout the day. â€Å"The Art Institute of Pittsburgh runs three sessions a day: from 8am until noon, 1pm until 5 pm and 6pm until 10pm. † Classes like this will benefit those who can’t find a babysitter or who needs to take an extra class to get the degree they want but have a 9-5 job. Another thing is the classes aren’t as long as the traditional schools. In a traditional school you may have to take a class for four or five months. In for-profit schools the classes may last from five to nine weeks. Now that may not seem like a good idea but these classes help those students to plan their life around their schedule. Once again with government regulations it may be against the law to have classes after a certain time of day or some classes it may be mandatory to be in class and not online and then it messes with people schedule. â€Å"At a time when American public higher education is cutting budgets, laying people off, and turning away students, the rise of for-profit universities has been meteoric. † If other colleges are turning down students how will the graduation rate increase like President Obama wants it to. We need these for-profit schools to help the economy and to get more people educated and working. â€Å"Enrollment in the country’s nearly 3,ooo career colleges has grown far faster than in the rest of higher education. † This means that more people are getting an education and graduating with degrees and certificates. For-profit schools may cost more than traditional schools but the government helps traditional schools out with money. These schools are getting there revenue from sponsors and the students tuition. â€Å"For-profit universities now educate about 7 percent of the nations roughly 19 million students who enroll at degree-granting institutions each fall. And the proportion rises 10 percent, or 2. 6 million, if you count who enroll year round. † In conclusion with students enrolling into these for-profit schools and getting an education in a shorter time period than traditional schools that will increase the graduation rate. These schools teach the same information as traditional schools and the main reason why people are complaining about these schools are because they do not have accreditation. These schools have to prove themselves to get accreditation so they still have to run until they can get it. What would be the difference between the classes being taught now and when they get accreditation? Job placements for some majors are granted and some may not be because of experience not of the education.

The Political Engagement Of Burma - 1634 Words

As Burma seeks to distance itself from China, despite Burma’s failed engagement on the energy front, India may very well be destined to be the major beneficiary. Burma has been grateful that India has focused on education, provision of technology and services, and infrastructure just as much as it has focused on energy (Maini, 2014). With all things considered, China virtually has monopoly over Burma’s offshore gas fields. Its economic and political engagement in Burma is greater than any other country in the world beyond comparison. Tribal Rights Approximately 33% of Burma’s population consists of tribal groups. The population ranges from the Wa and Kachins in the North, to the Chins in the Northwest, to the Rohingya Muslims with ties†¦show more content†¦Contrary to popular belief, the tribes are weary of Burma becoming a democracy too soon. â€Å"Suu Kyi is little more than a symbol of the wrong issue – democracy first! Ethnic rights and the balance of ethnic power are preconditions for democracy (Kaplan, 2011). The granddaughter of famous military general Aung San, Aung San Suu Kyi, has led Burma’s National League of Democracy. India has a strong relationship with Suu Kyi, as India supported Burma’s democracy leader prior to changing its policy to engagement with the regime. Suu Kyi studied in India, won the Nehru Award for International Peace in 1982, and her family has strong ties to Jawaharlal Nehru (Myint-U, 2011). Although Suu Kyi and the tribes are against the same military, their visions for the order are different by which a transition to a civilian government must to occur. The major concern of the tribes is their rights through a federation that grants them self-rule. Suu Kyi specifically desires elections, with less regard for the distinctive approach that will be necessary in order to satisfy the tribes. India and Suu Kyi have distanced from each other, creating an opportunity for India to advocate for the tribes. The tribes may very well look to India as a model to follow given India’s own form of