Sample Essay On Expertise

The strategies of keeping immobile and succeed are significant to achieve in our daily activities. According to Sull’s, the dynamics by which market leaders lose their market position are less well understood than the process of creating the dynamics. Sull’s gives an example of the U.S.A tire that lost market dominance in the face of hostile global competition and technological amendment. Similarly, according to Levi and Olson’s say that it is important to recognize the common enemy and share the frustrations, however, they are inadequate for generating collective actions. Additionally, Levi and Olson’s says that it is important to concentrate and share common interests and common programs.
Expertise involves well-defined formulas that focus on long-term effectiveness and goals. Sull’s says that Firestone had competitive formula engrossed its attention to its local rivals and large customers, and they also had refined processes to design and make tires. Additionally, they had a bogus relationship with the clients and the workers, thus, they succeeded in the booming market. However, Firestone had constraints that the company never made it respond to the changes fetched about by the advent of the radiations of tires. Equally, Levi and Olson’s say that local solidarity does not provide movement based on a coalition of different groups or with a central platform of social and economic change. In addition, Levi and Olson’s say that an organization moves beyond the limitations of a particular group of employees whose unity is, and enthusiasm is trust and respect each other is based on class experience and common work.
In addition, expertise entails good understanding of the political and economic situations. The leaders must grasp every detail of the past and current situations so as to prove their knowledge in a particular field. Levi and Olson’s say that organizers and protesters must have a good grasp of political and economic circumstances so that they can identify the points of control when it makes sense to push and when to accept. Additionally. Levi and Olson’s say that with good understanding of political and economic situations the organizers can come up with both the short-term and long-term strategies. Similarly, according to Sull’s, he says that Firestone’s good understanding of its economic situation allowed the company to translate customer demand rapidly into capacity additions. He adds that the company was successful because it had in place a bottom-up capital in the response to growing demand. Also, Firestone identified opportunities to retail more tires to the automobile manufactures and worked together with dealers’ managers to transform the chances into concrete proposals for investment in new capacity.
It is as well important to show the knowledge of a particular field through demonstrating loyalty. According to Sull’s, Firestone managers placed great emphasis on a set of core values and embodied in the idea of family loyalty that top managerial positions repeatedly underscored in their public and private statements. Stressing on loyalty may have stemmed in part from suffering the role the Firestone family in the company’s operations were playing. Sull’s also added that the company’s process of hiring and selection was in a professional way so as to reinforce their corporate loyalty and ensure a steady stream of executives steeped in the company’s values. It is equally important to note that Levi and Olson’s emphasized on commitment in order to demonstrate expertise in the organizations or workplaces. Levi and Olson’s say that it was difficult to maintain feelings of worker solidarity and ideas of unified interests under the new power between employees and their bosses. Thus, the Seattle had to modify the conditions of work, status differences among workers and control the hiring processes. They kept the issues alive including the wages, work conditions and control of job assignments. Additionally, Seattle elected port commissioners reported to labor constituencies by embracing hiring preferences to ILA locals.
According to Sull’s lack of clear objectives and strategies, hinders the chance to show the expertise skills in a particular situation. Sull’s says that strike leaders in Seattle lacked an identifiable objective and articulate program. Lack of any objective, a strategy, and a program led to from the General Strike Committee of three hundred rank, thus, it led to strike in Seattle. Additionally, despite the remarkable worker militancy and cross-union solidarity that made it possible for the Seattle strike, the actions lacked planned objectives and capable leadership. Levi and Olson’s states that succeeded because of its exemplified best management practices. Additionally, the company had clear strategic focus, strong relationships with key clients and workers, product design and capital budgeting processes that enabled rapid action because it had a set of clear objectives, plans, and strategies. Firestone radials represented a sharp break with existing tire technology, and tire industry managers interpreted the new technology in terms of the company’s pre-existing strategic worldview. In addition, Firestone’s managers could easily explain Goodyear’s introduction of belted prejudice technology using their clear old strategic charter, the existing processes supported the company to respond swiftly to the new product. According to Seattle’s reason for strike and Firestone’s success, it is evident to say that clear and well-defined objectives, strategies and plans are paramount for expertise skills.
Finally, expertise skills should identify what the future holds for a particular situation. The leaders should foresee the risks and benefits for a given situation. Seattle workers are going for white collar jobs and thus, the situation calls for implementation of new policies and new alliances to attract new employees in the future. Identifying what the future holds will make it possible to achieve the company’s goals in swiftly. Sull’s as well says that the company’s Goodyear crisis passed, thus, leaving the company better fortified against external threats in the future. Firestone improved its drastic actions to improve the company’s financial performance. Additionally, Firestone decided to explore more options, for example, to merge with another tire maker, consequently, they would maximize their profits in future.

Conclusion

In conclusion, expertise requires a number of important ideas to keep in mind in order to succeed and show excellent knowledge in a particular field. The ideas include the dynamics to stand still should be well understood, and there should be well-defined formulas that focus on long-term goals and effectiveness. In addition, expertise skills require good understanding of political and economic situations. There should be loyalty and clear, well-defined objectives, strategies and plans for knowledge competencies. Lastly, it is important to foresee what the future holds, thus, getting prepared for future threats and benefits. In the modern society, an expert should put into consideration all these ideas hence demonstrating expertise skills or knowledge in a particular field.

Work Cited

Kothari, Uma. "Authority and expertise: The professionalization of international development and the ordering of dissent." Antipode 37.3 (2005): 425-446.
Levi and Olson’s “The Battles in Seattle” (pp. 389–412)
Sull’s “The Dynamics of Standing Still: Firestone Tire & Rubber and the Radial Revolution” (pp. 351–382).