Contingency Theory of Leadership Essay Example for Free

Contingency Theory of Leadership Essay At my workplace we have sales goals that we have to meet and part of my job is to ensure that the staff is achieving their goals and if they are falling behind, I help them find ways to better their selling skills and recognize opportunities. In the table below, categorize different leadership approaches that could be used in the work environment you have described. Provide different suggestions for each of the four approaches to leadership. Directive approachSupportive approach The company has weekly product knowledge training so that the employees know about the products that they are selling. The employees are also rewarded incentives that relate directly to their goals and are aware of their job duties (Jones, 2007) and new procedures shared in our weekly meetings. The individual goals also relate to work schedules the full time employees goals are higher than the part-time employees. The supportive approach to leadership of this group the management is open and very approachable (Jones, 2007). The management also has goals to meet and are always willing to offer advice and additional training to employees. They also meet with employees individually and find out what motivates that specific employee because everyone is different. Participative approachAchievement-oriented approach The employees participate in creating individual goals for themselves (Jones, 2007) and for the branch. They create in-branch promotions and try to make sales fun. Employee suggestions for improvement are put into action and employees are commended for their work ethics and participation with branch promotions. The goals that are set for the employees are realistic, not outrageous (Jones, 2007). By observing the amount of branch traffic, and amount of customers that do not currently have a specific product we can set goals that are achievable.

Renegotiating Contractual Terms under PPPs

Renegotiating Contractual Terms under PPPs Renegotiating contractual terms under PPPs- Moral Hazard or Practical Solution? Table of Contents (Jump to) Executive Summary 1. Introduction 1.1 Evolution of PPP model in India 2. PPP mechanism in India 3. Current status of PPPs in India 4. PPP model and schemes 5. Why closed approach to contract renegotiation? 5.1 Risk Involved in PPP 5.2 Case Study of Delhi Metro Express Line 6. Moral hazard or Practical solution? Executive Summary The development of the India depends on the extent to which the ongoing and planned projects are successgully executed. In twelfth five year plan 2012-1017 a total of $1 trillion is envisaged to be expensed on infrastrucural development and out of which around 50% will be catered by private sectors. The basic principle of partnering with public entity is profit maximization. Any disputes can adversely effect the project. This delay comes with a cost and loss of revenue for private partners. Thus, the effectiveness of partnership lies in the Dispute Resolution System (DRS) of the country. The practical solutions such as amicable settlement, mediation concilliation, arbitration and expert adjudication by statutory bodies are some of the measure to settle disputes. Other solutions can be mutual concessions and adjustments which can merge the differences between a concessionaire and the contract-granting government entity. Re-negotiation in a transparent and equitable manner can be the key adjustment solution for dispute resolution. This dissertation delves in the fundamentals of public-private partnership (PPP) model in India. It reflects on evolution, mechanism, current status, models and schemes, renegotiation factors. It concludes by giving recommendation on residing to practical solution of renegotiation rather than considering it a moral hazard. 1. Introduction A public-private partnership (PPP) is a joint agreement between government and private sector for the purpose of provisioning of public service or infrastructure. In order to develop a world class infrastructure for huge Indian geography and economy, mammoth investment is needed which posed liabilities to government sector. The partnership with private sector to develop public infrastructure is a possible solution to cater infrastructure bottlenecks. It shares knowledge risk and resources for development. Lack of adequate and improved infrastructure from public transport, housing, ports, education, and healthcare may turn out to be an impediment to growth. The rapid increase of population need and demand creates budgetary constraints in building large projects. Involvement of PPPs into the development framework is a more effective, disciplined, efficient and commercial way of approach. 1.1 Evolution of PPP model in India The evolution of PPP model in India dates back to mid-18th century where railway and tramway services were built on this model. There wasn’t much development in infrastructural development post-independence until the year of liberalization in 1991. Later which the government and private players jointly built large projects. The overall concept and implementation is still nascent in India when compared to developed nations. The policy framework of legal, institutional and regulatory are in evolutionary stage. Today, it is the favored model of project execution involving resource management by private sector. India Infrastructure Finance Company Limited (IIFCL), a government owned body incorporated by Ministry of Finance to provide long term debt finance to infrastructure projects and help central and state government in capacity building. Public Private Partnership Appraisal Committee (PPPAC) approves project proposal worth Rs. 100 crore or more. The World Bank, Asian Development Bank, IMF and the United States Agency for International Development (USAID) aims to promote aggressive PPP policy in India and help in attaining long term vision of development. 2. PPP mechanism in India The Department of Economic Affairs, Ministry of Finance manages the PPP mechanism in India. The process starts from Phase-1 of project identification where various projects are identified through strategic planning and pre-feasibility analysis. A detailed sustainability of the project as PPP is studied and evaluated against alternatives. Other parameters such as value for money, internal clearances and suitability checks are carried out. Value of Money analysis helps in decision making and choosing between PPP procurement and conventional procurement options. It gauges project on the three basis of: Viability- Will the project meet desired expectations? Desirability- Will the project outweigh costs? Achievability- Will the project be completed within stipulated timeframe? The ultimate goal is to maximize the profit of all stakeholders involved which can done by identifying risks and understanding mitigate measures. The partnering party must commit to adhere to the contract legislation and abide by them throughout project lifetime. Phase-2 of full feasibility ensures the commitment of contracting parties. It starts from PPP project development, structuring, contract making, getting project clearances and necessary approvals. The implementing agencies undergoes: Economic assessment- understanding project need, cost-benefit for all stakeholders and impact of micro and macro-economy. Financial analysis- revenue source model, cash flows, net present value (NPV) using discount rate (cost of capital), rate of return and other critical financial ratios. Affordability analysis- land acquisitions, environment and regulatory clearances, rehabilitation resettlement policies, tariffs and user charges etc. A qualitative assessment of value for money is performed to know the systematic risk of project. This risk must be optimally allocated between implementing parties rather than unequally transferring to private party. Phase-3 is related to project procurement and award. In order to imbibe public confidence, these procurements must be unbiased, competitive and non-discriminatory. It must be allocated timely and encourage maximum participation from several parties involving in competitive bidding. All applications must follow PPP rules and procedures as framed by Government. Request for qualifications (RFQ) and Request for proposals (RFP) have to be submitted by parties after expression of interest (EOI). Technical and financial proposals must also be submitted in case of large and complex projects. A prescribed bidding procedure and model documents should be followed by implementing agencies after getting approvals from competent authorities such Cabinet Committee on Economic Affairs (CCEA) or Public Private Partnership Appraisal Committee (PPPAC). E-tendering and online auction are also conducted to invite participation from large number of agencies. The contract draft containing legal rules, regu lations and standards are provided to prospective parties before bidding. Arrangements are made for speedy implementation of project. Phase-4 of contract management and monitoring is done after project allocation. It actively supervises project as per contract throughout the project life cycle. It is a phase where majority of dispute occurs and is most crucial due to changing business and economic scenarios. A credible and efficient dispute resolution mechanism is set up to deal with any differences. It must be in accordance to contract that has been made during bidding process. Project monitoring Committees are formed to assist parties and resolve issues among implementing agencies. 3. Current status of PPPs in India The sector wise distribution of PPP projects shows that 53% out of 758 projects are in road projects having worth of 46% by total value (Figure) mainly because of small size of projects. Urban development project accounts for 20% of total number of projects. Ports having larger project size accounts for only 8% of total number but 21% by total value. The expansion plans of highways, inadequate berth at Ports, inadequate capacity at airports, saturated routes with low payload to tare ratio in railways and energy shortages are some of the factors that drives the need of infrastructural development in India. The total cost of all the project is INR 3,833 billion. Some states have taken this model to far more extent than others. Karnataka, Andhra Pradesh, Madhya Pradesh, Maharashtra and Gujarat with 104, 96, 86, 78 and 63 projects are top five states following PPP based development. It can also be seen that states and municipalities have much larger role to play in boosting private investments in healthcare, e-governance and education sectors which seems to be untapped across India. National Highways Authority of India holds maximum of 155 projects and fall under Build-Operate-Transfer (BOT) or Build-Own-Operate-Transfer (BOOT) type of PPP. Government policies in favor of alluring private participation as well as innovation in implementation has rewarded success. Most of the contracts are awarded by domestic or international competitive bidding while remaining are awarded by negotiated MoUs. The valuation graph shows that almost 78% of total project worth 500 or more. 4. PPP model and schemes PPP model was formulated in order to improve public sector infrastructure and services. It includes whole spectrum of partnership between private and public agencies through contract making and revenue sharing. This arrangement includes significant risk due to imbalance in project finance and future uncertainties. Precautions are taken to keep the process flexible and discernible during contract formulation through various models and schemes which are summarized in figure xx. 5. Why closed approach to contract renegotiation? A big question is that why India does not have a defined and established legal and regulatory dispensation to address the issues relating to renegotiation and life-cycle management of PPP infrastructure assets? The struggle for reset of imported coal based projects for Adani Power and Tata Power, the GMR and GVK break up from mega-highway projects, The Gurgaon Expressway case, Delhi Metro Rail Express Line case of arbitration and private telecom operator case for fighting against government bodies poses a very clear demand for policy change. An independent, impartial and credible body should be set up in line with others created in emerging economies such as Infrastructure Concessions Regulatory Commission in Nigeria, the PPP Advisory Unit in Ghana, the PPP Centre in Philippines and the PPP Unit in South Africa. This empowered body should dispense judgment related to disputes in contract renegotiations. An overview of more than 1,000 PPP concessions studied by the World Bank Institut e in Latin America and Caribbean from 1985-2000 throw up these characteristics of PPP renegotiation: Some expert believes that perception among investors that PPP model will never face contract renegotiation related problems is a root cause of dispute. How can a large project having life of more than 20-30 years be expected to be never renegotiated? Several international case studies shows that it is rare to see project without renegotiations. In fact, in changing times, no human ingenuity can predict zero problems over a life cycle of PPP project. 5.1 Risk Involved in PPP Figure below shows some of the risks associated with public and private partnership that can result in conflict. 5.2 Case Study of Delhi Metro Express Line The Reliance Infrastructure and Delhi Metro Rail Corporation (DMRC) partnered subsidiary DAMEPL was the country’s first PPP project in railways. The airport express line project was commissioned in February, 2011. The dispute in this project was not a surprise as it was into controversy from day one on safety clearances and technical glitches. The tussle between parties was on payment of delay penalty. After commissioning of the project, the issue became severe and resulted in operational closure of service for six months. It settled only after payment of fees by Reliance infra who later claimed along with its lost reputation as penalty. Analysis: The fiasco that resulted in withdrawal of Reliance Infrastructure from airport express line of Delhi metro questioned the policy of PPP in India. The major factor for dispute of Express Line PPP was wrong projections of daily passenger traffic by DAMEPL. The actual passenger never exceeded 20,000 per day which was against the expected 40,000 per day. This skewed the financial liabilities towards the Reliance Infrastructure. Some critics suggests the private party to meet the commitment of concession agreement without asking for contract renegotiation. The penalty of Rs. 795 crore slapped by the private partner set the stage for a long drawn legal battle between the two agencies. Had the terms of contract been renegotiated, and financial implications been revisited, the dispute would have never been raised. A practical solution of dispute resolution by an independent government body could have rescued the parties entering into dispute and later penalty payments.

Pricing decisions as a management strategy

Pricing decisions as a management strategy Supply and demand is an economic model of price determination in a market. It concludes that in a competitive market, price functions to equalise the quantity demanded to the quantity supplied. This results in an economic equilibrium. The Pricing decisions, deciding what to charge the customers may be based on the Marketing or Cost and management accounting. Pricing is one of the most difficult decisions faced by organisations. It is possible for management to foresee a profit squeeze (Horngren, Datar Foster, 2003). Pricing decisions are based on what to charge for the products and services organisations offer. These decisions have major impacts on the revenue an entity earns. This study is focused on pricing decisions as a management strategy. It will then discuss about costing (subset of management accounting) and its influence in pricing. Major changes have occurred in the business world in recent years, including deregulation, privatisation, the growing expectations of share holders and the impact of new technology (Atrill McLaney, 2009). These changes have led towards a fast changing and competitive environment, and this has radically changed the way that entities need to be managed. Managers must approach pricing decisions with care because of the significant impact they can have on the profitability of business (Drury, 2008). Management must approach pricing decisions with care because of the significant impact they can have on the profitability of an entity. Managers consider three main influences on pricing decisions: customers, competitors and costs. Managers tend to see the pricing issues through the customers eyes. Any increase in price may cause customers to reject an entitys product and switch to its competitors. In the current business environment, understanding customers prices and product preferences are a competitive advantage to any entity. Management can price dynamically to respond to demand, to create demand, to reduce waste and to turn over stock immediately. The reactions of competitors influence pricing too. Many companies globally, have established departments to search out information on its competitors financial performance, patents, technology and operating policies (Bhimani, 2008). Most companies price products to exceed the production costs (Alan, 2002). The surveys and case studie s reveal that executives weigh customers, competitors and costs differently. Price taking and price making Most entities need to make decisions about setting or accepting selling prices for their products or services. An entity will have to accept the market price under few circumstances. If there are entities in an industry and there is little to distinguish their product or service from each other then the management needs to consider price taking. Entities in commodity markets can be quoted as examples. Any small entity operating in an industry where there are dominant entities that influence prices then small entities will have to accept those prices. In contrast, if the entity is selling highly customized or differentiated products then they can influence the prices and be a price setter. Time horizons Short run and Long run Pricing decisions have both short run and long run implications. Pricing decisions in short run Short run pricing decisions include pricing for a onetime special offer. This can be an opportunity where an entity will have to bid against its competitors. In such a situation incremental costs of undertaking the order should be taken into account. Product mix could be adjusted where the incremental sales revenue exceeds incremental short run costs and will provide a contribution towards fixed costs. Pricing decisions in long run Long run decisions could include pricing a product in a major market where price setting has considerable leeway. Long run time horizon is mostly of a year or longer. Organisations are supposed to consider the long run implications since they commit their resources for a lengthy period of time. Long run decisions have a profound effect on the firms future position (Drury, 2008). Pricing decisions are more prominent since that is how organisations earn their revenues. Target costing and Life cycle costing are two of the strategies used by organisations in pricing. Target costing is the estimated price for a product or service that potential customers will pay. In other words, firms determine the allowable cost for the product or service, given a competitive market price, so the firm can earn a desired profit (Target cost = Competitive price Desired profit). Firms have two options to cut down costs to the level of target cost. It could be either by redesigning the product or service and or by integrating new manufacturing technology. While once managers focused only on manufacturing costs, they now look at cost upstream (before manufacturing: Research and development and design) and downstream (after manufacturing: marketing, distribution and customer service) in the product life cycle to get a complete analysis of product cost and profitability. Another long term pricing strategy is Life cycle costing. Typically, product or service costs are calculated and reported for shorter periods, such as a month or a year. Unlike the typical strategies Life cycle costing provides a long term perspective.

All about jack in the lord of the flies :: Free Essay Writer

All about jack in the lord of the flies The opening chapter begins with two boys, Piggy and Ralph, making their way through the jungle. We learn, through their dialogue, that they had been travelling in an airplane with a group of British school children. The plane had presumably been shot down and crashed on a an island in the Pacific. It is hinted that the rest of the world is at war, and that most of it has been destroyed by nuclear attacks--possibly explaining that the children were being evacuated. A storm has come and gone, washing the wreckage away. Ralph and Piggy meet and revel at the prospect that they are alone on a tropical island with no adults. They make their way to the beach where they find a large conch shell. Using the shell as a horn, Ralph summons any other children that may be on the island. They begin to come from the jungle and Piggy tries to take names. Along the beach two marching files of black-clad children approach. This is the first we see of Jack Merridew (who, oddly enough is the only child, besides Percival, whose last name we will learn). Piggy is immediately singled out by the group and made fun of. The children do not like him and never will. Being children, and at first thinking that survival is a game to be played and that rescue is inevitable, they decide to vote for a chief "to decide things." It is obvious the only two contenders are Jack and Ralph. Ralph is voted in; he had possession of the conch--already magical in quality to those present--and seemed the most able. Jack's black-clad choir are designated as hunters upon Jack's insistence--already revealing his need to hunt and kill. Ralph's first decision as chief is to send a party out to investigate whether or not they are really on an island. Himself, Jack, and Simon leave to scale the mountain. As they climb the pink granite, they take time to have fun and roll a large boulder off the edge to watch it be destroyed "like a bomb." This need to destroy begins with this innocent rock-rolling and will eventually culminate with the killing of a sow, Simon, Piggy and the hunting of Ralph later in the story. They reach the summit and indeed discovery they are on an island, apparently uninhabited. A new friendship developes between Ralph and Jack. They savor the "right of domination," and Jack comments about how they will have fun and hunt "until they fetch us." Jack believes rescue is inevitable and these thoughts will contribute to his

Its Time to Lower the Drinking Age :: Argumentative Persuasive Essays

In the United States, it is illegal to consume alcohol until the age of twenty-one. At the age of eighteen people are considered adults. â€Å"The right of citizens of the United States, who are eighteen-years of age or older, to vote shall not be denied or abridged by the United States or any state on account of age (Amendment 26, Section 1 of the Constitution). At the age of eighteen, a person can get married, vote, drive, take out loans, pay taxes, buy tobacco, have sex, be tried as an adult, have children, use credit cards, buy real estate, act independently of parents and be in the armed forces and die for their country. If we look at Vietnam War, half of the soldiers that fought in that war were under the age of twenty-one, and a lot of them were 17 to 19 years old. Yet that person still can not drink alcohol. Also we can smoke when we are eighteen. Smoking kills just as many people if not more than drinking. Smoking causes cancer, and many more conditions compared to drinking that causes liver problems only after sever abuse of it. Smoking has many chemicals including carbon monoxide which is so poisonous that we have alarms in our house that detect it, but we can smoke and not drink. We can vote when we are eighteen. We vote for bills and bonds that change our lives. We can vote for the senators and the entire Congress that propose laws that govern our society. We vote for the President who is the commander of millions of troops whom he can send to their deaths in a minute’s warning. It is imperative that the drinking age be lowered to the age of eighteen. The drinking age must be lowered t o the age of eighteen because this age would be consistent with other responsibilities that the government ____ grants eighteen-year-olds. For instance, at the age of eighteen, a person is liable to be in the armed forces. If a person is being trusted to fight or even possibly die for their country, it seems a lot less crucial to trust them with an alcoholic beverage. To add to the fact of dying for their country, these people are being counted on to kill other humans. This seems unreasonable that a person is liable to take on an adult’s job, that involves the future of the country, and still be unable to enjoy an activity that other adults are allowed to participate in.

The proper role of education is to teach facts, not morals

Certainly, teachers have a long list of responsibilities every day. The most important one of course is enriching the minds of our children. A large amount of their time is spent with teachers throughout the week and they become one of children’s biggest influences. Sure, their major responsibility is to teach them reading, writing and arithmetic, they also have an obligation to encourage the right morals as well. In many cases teachers become one of the biggest influences in children’s lives. There are many people, including famous ones who will say that one of their teachers was their influence to thrive and succeed in life. Understandably, teachers are working hard to maintain the educational goals necessary to have the children succeed in life as far as academics is concerned. However, just as important is a child’s moral compass. Some may argue that it’s the parent’s responsibility to teach them morals at home, but it’s just as important that the teacher reinforce and instill new morals in the classroom. The most important factor that teachers and parents must consider is that children will one day become adults and having a great set of morals will greatly impact society. This idea is not novel; institutions of higher learning have these principals in place for their students for quite some time Most colleges and universities have codes of conduct that students must adhere to, in order to maintain student status there. Also, doctors take the Hippocratic oath, to ensure there are ethics that must be maintained in order to be a doctor.

Germany increase in Britain in the 1936-1939 Essay

The policy of appeasement had reached its heights by the period between 1936 and 1939. It was felt by many to be the best policy at the time, as it allowed Britain to buy herself some valuable time in order to delay the inevitable war. Opposition during 1936, when appeasement was first seen as really taking the forefront of foreign policy, was small and weak. However it was by 1939 that the opposition had swelled gradually under opposition leaders such as Churchill to the point where there were only few people who truly believed that a long-lasting period of peace would arise from this idea of appeasing the enemy. Over this period of time, both public opinion and Parliamentary opinion would lean towards the opposing side, based a series of factors that had changed in this 3 year span of time. A poorly-prepped military and defense services, a lack of trustworthy allies, Hitler’s legitimate claims and a change in public opinion all contributed towards a shift in beliefs. Opposition to the policy of appeasing militaristic powers began to grow after Hitler took power in Germany and it became clear to many in Britain that he would carry out his expansionist aims. Some of appeasement’s most vocal opponents came from within government, from people such as Winston Churchill and the Labor party, more significant was the publics strong anti war stance beginning to slowly shift as they learnt more of Hitler and the rise of fascism. However this did not mean that they were strongly in favor of pursuing war with Germany as Chamberlain was greeted like a hero when he returned with â€Å"peace for our time† following the Munich Agreement. Having already known of how crippling the economic costs were following WW1 the idea of pursuing conflict with another foreign power was considered unacceptable. This was compounded by the fact that events occurred so soon after the Wall Street Crash, Britain simply could not afford another major loss of her monetary funds in order to prepare for war. Appeasement was believed to be the answer to Britain’s needs, by deploying a policy of appeasement Britain could use the time it gained to find allies and develop British defenses and technology. By 1936 intelligence reported that German rearmament was already under way and that Britain had to get its armaments up to a sufficient standard. However in order for armament spending to increase the Government would have to raise taxes and focus their spending upon military. A raise in taxes would also inevitably lead to public outcry and loss of government support. Even if sufficient funds were acquired in order to reach the amount of armaments needed there was only one working armaments factory in the whole of Britain that could produce weapons fit for modern warfare. Due to the Ten Year Rule the state of Britain’s armed forces was essentially desolate, this meant that much of Britain’s armed forces required updated weaponry if it ever were to stand a chance against Hitler’s formidable Third Reich. For example Spitfires and radar were rather new to the world of air defense systems, however they were in short supply at the beginning of 1936 despite it being British technology. Spending focus upon defenses was suggested by the Inskip Report as opposed to any other offensive tactics. However, after 1938 the readiness of the British army had certainly improved, and Chamberlain had confidence that if war was to come, Britain would be ready to take Germany on. German power had been exaggerated greatly, especially the power of the Luftwaffe through propaganda and the sheer numbers who attended the infamous Nuremburg Rallies. The time bought with appeasement had consequently allowed Britain to build up a strong naval blockade in order to strengthen its naval security and rearmament spending increased sufficiently. During this period the Territorial Army had also doubled in size. Appeasement provided Britain with extra time to develop her armaments and develop a defense plan in preparation of the oncoming war. There was little opposition to this from the officials in Parliament, however as the military and defense services were brought back to their former strength, the idea of opposition started to re-emerge. One of Britain’s key aims during the period was the perpetual search for a strong ally, by averting the war through appeasement, Britain had given herself time to try and ally her herself with the USA. While the USA may have followed an isolationist policy she was still the largest power in the world and would have been a strong diplomatic and military ally. France was something of a wreck, thanks to Britain’s doing, and had tried her best to prepare herself for German invasion by creating the Maginot Line the previous decade. Britain’s desire for allies had even turned eastwards in the direction of the USSR, who until that point had only been seen as a need to allow Germany to rearm. However, the Communist nation could have helped the Western powers against Germany and Japan in the Far East. At first appeasement was used to try and gain favour with any potential allies. However, as opposition grew the lack of emerging allies forced Britain to try ‘kindling’ a relationship with the USSR. It was believed by many, specifically Chamberlain, that Hitler had legitimate claims for his conquests in Europe. The reoccupation of the Rhineland was enough to be seen as a legitimate grievance even though it was outlawed in 1919 at Versailles. Despite this, Britain did not see her as a sufficient threat just yet and refused to act upon the reoccupation. By 1936 Germany had gained the status of ‘Ultimate potential enemy’ and this led to a concern that Germany would be enticed by Italian and Japanese expansionist aims, and considering they were also ‘UPEs’ this could spell further disaster for Britain. With the Mediterranean under threat and the Suez Canal with it and the Empire in the Far East under constant vigilance, trade and the Empire’s safety were put as higher priorities than Germany. Even the union between Germany and Austria had little effect, the Anschluss was not opposed by Chamberlain, considering that that a staggering amount of those in Austria rejoiced at the idea of being reunited. Rather than try to cause conflict by splitting them up, appeasement allowed them to get back together without much trouble. This act of appeasement found little opposition within Parliament, however as 1938 approached opposition started to gain a foothold, Hitler’s reactions were becoming increasingly aggressive- Kristallknacht had shown a far darker and more menacing side to the dictator and had displayed to many the true extent of the oppressive regime within Germany. This was seen as a repeat of The Night of the Long Knives four years previous. Hitler’s grievance at first seemed to be legitimate and therefore was a driving reason as to why Britain continued to appease Germany. Nevertheless as his tactics became more aggressive and he started to threaten the surrounding countries it became apparent that appeasement no longer satisfied him, this led to critics of Chamberlains policies such as Churchill developing a larger power base against appeasement. British public opinion swayed greatly throughout the period and vastly impacted British foreign policy. Although the fear of rearmament was strong in the public opinion, it was the additional fear of the outbreak of war that started to swing their opinions towards appeasement during 1936-38. The Spanish Civil war had provided a glimpse of what future warfare would be like, and the terrifying realization of the destructive power one country could inflict on another was nothing like what had been previously experienced. In 1937, Guernica had showed the devastation that could be brought about by terror-bombing. This served as another reason why appeasement should be maintained as it was considered a more sound option than sparking a war, this was something that the public supported wholeheartedly. However it was clear that attitudes had started to change as 1938 approached. Opinion polls had gradually started to show support for other methods, as shown in the 1938 poll which asked what Britain should do if Germany acted hostile to Czechoslovakia as a large proportion of polls suggested that Britain should rearm and prepare for conflict. Still highly influenced by public opinion, Government policy seemed to switch to a more anti-German undertone. This switch was seen in the increased rearmament revenue expenditure in 1938. The public now wanted Britain to take on a stronger stance against Germany and this resulted in increased pressure upon Chamberlain to boost the army’s numbers. At first public opinion was strongly in favor of appeasement, this was due to reluctance of diving into another war war. However when war was no longer avoidable, it was within public interest that Britain prepare for war in any way she could. Opposition to appeasement did increase between 1936 and 1939, but at a steady pace. Appeasement was originally pursued in order to protect British interests; the protection of her Empire, finding suitable allies, and preparing for war via defense and military spending, as well as to prepare the public that war was coming. Opposition to Hitler and the appeasement of Germany did increase between 1936 and 1939, but at a steady pace as the true aims of Hitler became evident and it became clear that the British government could not make him back down. In parliament the stance of the labour party had changed drastically from favouring. The public’s willingness to support independent states at this time shows that it was Hitler’s continued actions in 1938 that pushed many people into opposing appeasement or even advocating war. Churchill was used as a figurehead in which opposition to appeasement could rally behind. Appeasement was originally pursued in order to protect British interests; the protection of her Empire, finding suitable allies, and preparing for war via defense and military spending, as well as to prepare the public that war was coming, however towards the end of the period when Hitler started to set his sights on further expansion the mood changed in Britain and appeasement was no longer a feasible option.