Individuation is a necessary process in psychological development and involves a human being taking steps to achieve a form of individuality. The person deems themselves a separate entity with a varying identity from others and starts consciously existing as an independent human in the world (Galipeau, 2013). Nonetheless, some people have problems with the individuation process. They exhibit various issues that therapists can help them through to form stable relationships with others and develop a persona.
A person going through individuation may seek privacy and should be afforded this separation with support from family and friends. Teens in their formative years are prone to spending time alone and are unlikely to associate with others as in previous years. Therapists should request caregivers refrain from pressuring them to disclose their relationships or daily activities. They should wait for the teenagers to open up about such issues as they have assessed what they wish to share (Galipeau, 2013). Adults may also become private as they adjust their lives to reflect a particular aspect they wish to improve or change about their lives.
Furthermore, therapists should help caregivers understand that younger clients are egocentric when forming a personality. Individuals develop egocentric traits as they develop and are more focused on their concerns, struggling to determine issues based on others’ perspectives. The counselor should allow the teenager to focus on their development during this crucial process as long as it does not adversely influence their academic and social growth (Dehing, 1992). Older individuals are likely to manifest this egocentrism by switching jobs or quitting their work to focus on other issues. A counselor should support their decisions if they are unlikely to result in issues such as rental delays. If a person discerns a problem with their employment, they may change it for one they prefer to elicit the greatest happiness. However, the counselor should encourage them to think through these decisions to ensure they are not making them based on whims but are carefully thought out.
If therapists accepted themselves as a whole with devious traits, they would have difficulty determining if their clients were making mistakes. They would also propagate an erroneous image because they would support adverse characteristics deemed wrong by society. They should refrain from exhibiting every part of themselves, relying on positive ones that would promote the development of a healthy personality. In this instance, they could mention that the shadow archetype, as named by Jung, is a normal part of individual psyche development (Dehing, 1992; Perry). However, by illustrating its deviation from societal norms, they could help the client see that such traits should be abandoned and not repressed to form healthy habits.
Similarly, as therapists would refrain from showing every aspect of their persona to the client, they should also encourage them to hide some traits. However, they should encourage them to share some of these issues if they are socially acceptable despite being negative (Dehing, 1992). For example, it is not prudent to hide one’s likelihood of getting irritable or angry. If a behavior cannot be classified as illegal or wrong, they should alleviate it but may share it with others (Perry). In contrast, animus sides should be dealt with to prevent oneself from promoting a harmful personality. Nonetheless, a therapist should encourage clients to accept themselves despite harmful traits as it is normal human behavior that individuals can fix.
References
Dehing, J. (1992). The therapist’s interventions in Jungian analysis. Journal of Analytical Psychology, 37(1), 29–47. Web.
Galipeau, S. (2013). The Red Book and Jung’s typology. Psychological Perspectives, 56(1), 34–49. Web.
Perry, C. (n.d.). The shadow. Society of Analytical Psychology. Web.
“Building A Bridge” By S.Bock Review
The chosen reading is Bock’s “Building a bridge: Founded by marine veteran-turned-actor, arts in the Armed Forces seeks to unite military, theater communities.” Bock has overviewed the activity and benefits of the non-profit organization Arts in the Armed Forces (AITAF). This topic is described through the stories and interviews of several ex-combatants who actively engage in arts after their service. The writer seems to describe the organization in a neutral manner, which is characteristic for the genre of articles purely informational in character. Yet, there are some comments on the adversities of COVID-19 and recognition of its influence on the AITAF. Bock’s (2020) intended audience is the participants of the AITAF, as well as potential new members from the military, which is seen by the mention of submission for the organization’s contests and invitations to join it. The context of the article is the COVID-19 interruption in the performance of the members. The structure of the article presents brief information on the most prominent participant of AITAF, then a detailed description of his work, and concludes with the current problems of the organization.
Regarding Deborah A. Miranda’s thought on the natural world’s ability to motivate people to redirect their lives, it could be stated that interaction with flora, fauna, and inanimate materials could not bring healing all alone. Indeed, the contemplating process available when being outside can put one’s thoughts in the right place. However, it is not enough to be with nature, one needs to be able to reflect on their life and make connections with the outer world. Thus, the natural environment presents a convenient medium for restructuring one’s mind but is not sufficient for any changes to happen in it.
Reference
Bock, S. (2020). Building a bridge: Founded by marine veteran-turned-actor, arts in the Armed Forces seeks to unite military, theater communities.
Strategic Analysis: A Case Study Of Tesla Motors Inc.
Introduction
Porter’s Five Forces is a methodology that identifies and analyzes five competitive elements that influence every sector and helps assess the flaws and capabilities of a business. Assessment of the Five Forces is widely used to define company strategy by identifying the competitive landscape of an industry (Wang). When applied to Tesla Motors Inc., the components determine the amount of competitiveness within the automotive industry and improve the long-term profitability of a business.
Competitive Rivalry (High)
There are only a few companies working in the automobile industry. However, these companies are typically active in product innovation and marketing. Large automakers, for instance, use intensive advertising strategies. The promotion mix or 4Ps employed by Tesla partially accommodates such aggression, enhancing competitors’ adverse effects on the firm. In addition, the cheap switching costs for buyers to order automobiles from other automakers boost the competitive power.
Bargaining Power of Tesla’s Customers (Moderate)
Low switching costs limit Tesla consumers’ reluctance to purchase automobiles from other vendors. In many instances, however, the threat of substitutes is limited, reducing the bargaining power of clients against Tesla Inc. Many clients in suburban locations, for instance, have restricted access to public transportation, making automobile ownership more realistic.
Bargaining Power of Tesla’s Suppliers (Low)
In this sector, vendors enjoy a substantial advantage in negotiations. However, due to its sourcing rules, Tesla’s negotiating position with its suppliers is relatively weak. The corporation obtains its Li-ion devices from various vendors, which significantly weakens the bargaining leverage of battery manufacturers (Wang). However, the creation of the Roadster required an exclusive relationship with Lotus in terms of chassis and architecture.
The Threat of Substitutes (High)
In the automotive industry, the threat of alternatives is particularly significant. In the shape of blends and plug-in combinations, many replacements have created a substantial barrier to entry into this market. Reduced-displacement, turbocharged diesel engines with very low greenhouse gas emissions and efficient fuel use are among the most significant alternative threats.
The Threat of New Entrants (Low)
The threat of new competitors in the electric car sector is minimal. This is because participation in this sector is capital- and expertise-intensive. Few automobiles contend in this market, with the majority distributed across the sector’s many specializations (Wang). Most market participants cooperate and already have connections with Tesla Motors.
SWOT Analysis
SWOT (strengths, weaknesses, opportunities, and threats) evaluation is a criterion for understanding a firm’s competitiveness and developing its comprehensive strategy. Internal and external aspects and present and future aspects are evaluated via the SWOT framework. The purpose of a SWOT analysis is to promote a practical, fact-based, information-driven examination of the capabilities and vulnerabilities of a business, its projects, or its sector (Benzaghta et al.). The institution must maintain the accuracy of its investigation by eliminating presumptions or gray regions and concentrating on real-world settings (Benzaghta et al. 56). The paper gives a complete SWOT analysis of Tesla Motors Inc., as detailed below.
Strengths
- Tesla, Inc. is renowned for its fast rate of invention, especially with the introduction of the first purely electric racing automobile globally. This internal organizational component enables the organization to generate competitive and lucrative products.
- In keeping with Elon Musk’s business objectives, the Tesla brand is a powerful emblem of invention and sustainable energy alternatives (Mas). Such a powerful brand enhances the company’s capacity to acquire and keep new clients.
- Vertical integration and the centralization and leadership of Tesla’s corporate structure contribute to the enterprise’s internal control over manufacturing techniques. As an illustration, the corporation produces automobiles and some of its equipment.
Weaknesses
- Tesla has a restricted market presence: for instance, the corporation makes significant revenue in the USA and has a few operations in China and developing nations. This tactical component is a vulnerability that inhibits firm expansion due to the rapid economic advancement of international marketplaces.
- Tesla’s automobiles are more costly than its competitors, especially those with internal combustion engines. This prohibits the organization from expanding its market share significantly.
Opportunities
- Tesla must evaluate the potential for international sales growth. This likely stems from the rapid economic expansion in nations where the company has a small customer base. For instance, the corporation can improve its income by expanding into Asia’s automobile and sustainable energy markets (Mas).
- The institution’s efficiency can be improved through diversification. This external strategic component entails building or purchasing other businesses to lessen a company’s exposure to automotive industry hazards.
- Another potential for Tesla is to develop its supply network to support its international manufacturing and distribution growth. This external element highlights the relatively limited scope of the firm’s management compared to larger companies such as General Motors.
Threats
- Automobile manufacturers engage in fierce competition with one another. This external strategic aspect poses a challenge to Tesla, given the initiatives of other companies to produce electric automobiles.
- Currently, Tesla distributes its products directly to consumers without the participation of dealerships, which would boost pricing. However, several states, such as Virginia and Texas, restrict commercial selling of the firm’s merchandise and require such sales to be conducted through distributors (Mas).
Social Responsibility, Corporate Sustainability, and the Environment
The corporate social responsibility (CSR) policy of Tesla Inc. targets some of the primary concerns of the vehicle manufacturing technologies of the industry’s stakeholders. Tesla, Inc. meets its stakeholders’ interests with a CSR approach that emphasizes the sustainability and eco-friendliness of its automobile, energy storage, and renewable power technologies. These CSR initiatives boost the corporation’s standing in comparison to competitors such as Nissan Motor Company, Honda Motor Company, General Motors, Toyota Motor Corporation, Volkswagen, and BMW (Bavarian Motor Works) (Bo et al. 65). The sustainability policies of Tesla Motors encompass the design and production of a comprehensive electricity and distribution ecosystem. The company not only develops the innovation underlying this network but also places significant emphasis on the affordability of the environment’s constituent items.
Corporate Culture and Superior Strategy Execution
A company’s organizational culture comprises the norms and values that govern employee conduct and decision-making. Tesla’s corporate culture encourages its employees to find optimum solutions that set the company apart in the automotive and energy industries. Han insinuates that the corporation fosters innovation to drive corporate growth (575). Tesla Motors’ generic automotive approach is generic; it utilizes low-cost provision, best-cost supplier, broad diversity, focused strategy, and concentrated low-cost distributor, which are Han’s generic tactics for competitiveness (576). Tesla competes through differentiation by developing a unique car model. Model S has eco-friendly innovation, attracting rising ecologically minded consumers.
Strategic Effectiveness Analysis
Organizational Structure and Strategy
Tesla’s institutional structure is operational or U-shaped. The organizational system primarily defines the unitary-form (U-form) architecture. For instance, the organization has a technical group for design and another for marketing and customer support. This corporate structure complements the company’s differentiation-based business model. The primary aims underpinning Tesla’s expansive differentiation technique include Research and Development (R&D) to create and manufacture high-performance products and market expansion through international collaborations. The functional group of personnel is experienced in their respective manufacturing lines, creating original ideas for constructing luxury automobiles.
Corporate Cultures and Strategy
Despite its expanding international presence, Tesla Inc.’s corporate structure generates characteristics that allow strong management ownership of the company. Growth increases complication and difficulty: for instance, worldwide expansion necessitates a broader comprehensive approach to executing Tesla’s generic competitive and aggressive growth tactics effectively. The structural aspects of the organization assist in maximizing senior executives’ knowledge of these difficulties, enabling them to react appropriately. Consequently, this organizational model complements Tesla’s goal and vision statements, which stress the company’s world dominance in the automobile and power solutions industries. As such, the firm’s culture and strategy function together for the effectiveness of its operations.
Conclusion
The PESTEL research recommends Tesla Motors enhance its marketing intensity to reach a wider audience, especially in other nations. Regarding Tesla’s low global sales, this step could lessen market risk. According to the SWOT analysis, Tesla Inc. should expand into overseas markets to capitalize on the economic demand for the sustainable energy sector. Tesla’s approach of broad differentiation has permitted low-cost mass-market offerings. Its company strategy includes direct sales, owned service outlets, and accessible supercharger facilities. Tesla’s business culture encourages staff to find optimization techniques in vehicle manufacturing. However, Tesla’s strict organizational model slows organizational change. Tesla Inc. should improve the independence of international offices to counter this deficit. Decentralized corporate structures are more aggressive against local enterprises in global markets.
Works Cited
Benzaghta, Mostafa Ali, et al. “SWOT Analysis Applications: An Integrative Literature Review.” Journal of Global Business Insights, vol. 6, no. 1, 2021, pp. 55-73.
Bo, Feng., Liting Cheng, and Feng Junwen. “Study on Enterprise Value Evaluation Based on ESG: Taking Tesla Enterprise as An Example.” Canadian Social Science, vol. 18, no. 1, 2022, pp. 61-74.
Han, Joohee. “How Does Tesla Motors Achieve Competitive Advantage in the Global Automobile Industry?” Journal of Next-generation Convergence Information Services Technology, vol. 10, no. 5, 2021, pp. 573-582.
Mas, Santiago Mas. Tesla Motors. SWOT analysis and corporate strategy. GRIN Verlag, 2018.
Wang, Yunyang, Siming Qin, and Churan Zhang. “Tesla’s Supply Chain Vulnerabilities in the Chinese EV Market.” Frontiers, vol. 2, no. 4, 2021, pp. 1-11.