Case study Residence and Source

Question: Case study: Residence and Source. Answer: Issue From this scenario, the kit is a citizen in the country Australia. Kit works for a well known American company that is located in Australia. Kit salary payment is strictly paid in the account throughout a well-known bank like "Westpac bank". The kit is the joint owner of the Australia. Despite Kit is holding the state Chilean citizen which measured as a national of the country Australia because of kit has a dual resident (Atkins et al., 2012). Moreover, Kit is considered as citizenship in the country Australia for the tax purpose that kit mostly owns his house in the Australian country and also the wife of the kit is also residing in Australia most of the year. Most of the time in the year Kit is used to stays the cost of the Indonesia and also holiday he remains in the country occasionally. The kit also invests in the state Chile and considered as a resident of Australia (ATKINSON, 2009). The main issue is either Kit is a nation of the country Australia or not. The Kit also found fo r the measurement of the tax in the state Australia. Law According to the Australian taxation rules system or the procedure it also prescribed in the country Australia by ATO or the Australian Taxation Office this type of criteria or the situations that are checked for the verifying the Australian nations of an individual that are given below: The present occurrence of an individual in the country Australia. The relation of a person with Australia included the entire family member residing in Australia. According to this case study, an individual comes with the relatives in Australia of different kinds of trips that depend on the reason or the exact purpose for this journey. In this case study, we need to conclude that of person possess such assets like housing in the country or the state Australia (Bansal and Sharma, 2015). From this scenario, an individual is considered as a regular employee in Australia. According to this scenario, they should have any bank account in Australia. From this case study, an emigrant should have to continue the own job of their in the country like Australia (Basu and Andrews, 2014). Analysis From this type of scenario, Kit is holding a Chilean resident and kit have also considered as the citizen of the country Australia that kit a worker in Australia but he worked in an American company. Kit paid off his total salary payment which entirely consists of and a well-knew bank like "Westpac bank" in the country Australia (BATEMAN, 2006). His wife and Kit also need to have Ann account of their bank jointly, and it also occurs in the country Australia. However, the kit is also residing in the coast of Indonesia most of the time in the year in the country Australia. Conversely, the wife of the kit is living in Australia and it also significant reason determining the kit like a citizen in Australia. In spite of this, the situations that kit is a nation of the state Chile. He needs to hold the considerable assets in the state Chile. However, Kit also try to consider as a resident of Australia. From this context, always kit works to hold the citizenship of the country Chile. Moreov er, Kit permitted also ready to capable for the Australian Taxation System. Conclusion According to this scenario, Kit for his incomes the primary objective of his earnings is needed to met according to the required criteria or the situation which make Kit an Australian resident and also his costs or the profits are assessable income (Bennmarker, Calmfors and Seim, 2014). Moreover, Kit also need to provide the requisite tax for his total benefits or the profits from his income that kit needs to work in the country like Australia according to the rules and regulations of the Australian Taxation Office (ATO). References Atkins, H., Muraro, P., van Laar, J. and Pavletic, S. (2012). Autologous Hematopoietic Stem Cell Transplantation for Autoimmune DiseaseIs It Now Ready for PrimeTime?.Biology of Blood and Marrow Transplantation, 18(1), pp.S177-S183. ATKINSON, A. (2009). NATIONAL SUPERANNUATION: REDISTRIBUTION AND VALUE FOR MONEY1.Bulletin of the Oxford University Institute of Economics Statistics, 32(3), pp.171-185. Bansal, M. and Sharma, D. (2015). An Emperical Study on Credit Rating Agencies (with Ref. to Default Rates of Crisil).imsmanthan, 9(1and2). Basu, A. and Andrews, S. (2014). Asset Allocation Policy, Returns and Expenses of Superannuation Funds: Recent Evidence Based on Default Options.Australian Economic Review, 47(1), pp.63-77.

Having internal alignment among your old and new sales forces

The case study involves Cannon Associates, which is a sales firm located in Richmond. Rick James is the sales manager who has been in the company for a number of years. His responsibilities involve managing 16 sales associates working on different regions, as well as inside sales representatives. The employed sales representative’s ages range from 20 to around sixty years.Advertising We will write a custom essay sample on Having internal alignment among your old and new sales forces specifically for you for only $16.05 $11/page Learn More The sales manager has been hiring sales representatives who are young as he believes they have a high potential, motivated and goal oriented. Looking at his career, he got the job while young and inexperienced salesperson, which may be reason, believes in hiring young sales representatives. His opinion is that with training and mentorship, this group of young people will lead the company future. Rick frustration Despite Rick’s efforts to help the company grow despite the age difference between the workers, there has been a gap between the young salesmen and the old sales representatives. This situation has been a serious threat in the running of the company. The older sales representatives claim that the young salesmen are not quick to learn and do not want to accept their failures. The young sales complain that the older generation looks down upon them and do not trust their work ethics. The internal complains in the company has become so remorseful that he spends most of time solving the disputes between the two groups. This is a situation which can lead to loss of accounts. A customer call confirms his situation is worsening. The customer says she has seen the tension created in sales personnel. Rick needs an immediate action so that he can save the firm from impending disaster. Taking action after noticing a problem Having been an employee for 12 years, Rick is an old employee he nce can identify more with veteran sales representatives. He has taken the initiative and tried to make the employees see both sides as equals. He has tried to make his representatives see their way of criticizing one another is not good for the company development. This has failed as both sides are not willing to admit and compromise. Team building exercise occurs in his firm from hired professionals. This  worked in solving the problem  but the relief is short-lived as another complain comes from customer. The customer had noted the wrangles between inside and outside sales representative which had affected her order. Rick tries to make the sales representatives to be more professional with each other as they deal with each other. His first action to unite the workforce has failed Looking for other alternatives After failing to unite the sales representatives, he thinks of a second plan. His second plan must maximize the workers cooperation by minimizing the conflicts. He cons iders the following: admonishing sales team, reorganizing it the team; firing on performance; regular team building as well as shifting corporate culture. Rick after taking time comes up with a new strategy to resolve the problem (Tanner 421-423).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Importance of the case study in business management The case is a momentous one as it shows how to manage workforce in when there is internal conflict. The necessity of an immediate action as well as making follow-ups knows whether the solution provided has worked. In managing the sales team, cooperation is of paramount interest, and once it lacks, it poses a threat which is lack of sales. The case situation is one which shows how one as a sales manager should take the initiative to unite the work force. This can only be achieved by noticing the workers problem and working on a plan to solve it. Divi sion among the workforce has to be addressed by all means possible. To resolve conflict, as seen in this case, it involves understanding the viewpoint of the groups involved. This is one of the key factors in resolution of conflict. When there is a conflict as seen in the Cannon Associate case, there must be a mediation process which occurs in three steps below. Preparing for resolution Acknowledge the conflict- the management has to acknowledge that the conflict exists. If the management does not recognize the problem, the process of resolution cannot start. Rick had to identify the conflict on the sales staff so that he could start looking on how to resolve the problem. Discussing the impact- the management team has to sit down and look at the expected outcome of the conflict on the business performance. Make parties agree to cooperate- the parties involved must be willing to work together so that the means to resolve the conflict can be found. This can be seen in this case study when Rick puts up a workshop to help in team building. All parties participates in team building workshop. Though it fails, the management does not give up. A good sales manager like Rick must be ready to look for all alternatives to resolve conflicts and boost sales. Communication- the resolution process can only happen if the parties are willing to communicate and open to each other. Understanding the situation Rick hears every side of argument before taking the step to resolve. He listens to the young sales representatives as well as old so as to know the true nature of the argument. Search for agreement Making each party understand the position of each other. This then comes after the decision on the decision on what path to take to resolve the situation this appears as Rick looks for solutions in this case. The manager has to look for a solution that favors no side so that it is accepted. It is also crucial to note that conflict in an organization needs to be resolved ins tantly. It is the work of manager in a business to deal with conflicts as soon as they arise as seen in this case. Works Cited Tanner, Jeff. Sales Management. Upper Saddle River: Pearson Education, 2009. Print This essay on Having internal alignment among your old and new sales forces was written and submitted by user Neil Guy to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Imperialist vs Anti- Imperialist essays

Imperialist vs Anti- Imperialist essays The United States has had a long tradition of territorial expansion across the continent so it is easy to understand why the notion of imperialism was so easily accepted by such a large number of people. And to back this imperialist sentiment we had things like the Monroe Doctrine, the Manifest Destiny, Social Darwinism, overabundance of industrial goods, and the military advantages of acquiring new territory. There were others who felt much differently about the concept of imperialism. The other group of people felt it was wrong so they formed the Anti-Imperialist League. The Anti-Imperialist League fought and campaigned against imperialism. And aiding the anti-imperialist sentiment were the struggles for Cuban and Filipino independence, the true meaning of independence, Whenever we felt the need to expand our boundaries and acquire new territories we would purchase, negotiate, or conquer the desired land. These were the methods we used to acquire territories like Florida, Louisiana, Texas, New Mexico, California, and Oregon, from England, France, and Spain. Our imperialist ways are precisely the reason why we own as much of the country as we do. I mean if we would have left it up to England, France, or Spain they would still own the other half of our country. But, our imperialist motives did not stop there first we had the Monroe Doctrine, which expressed U.S. hostility towards Europeans intervening in affairs occurring in our half of the hemisphere. Later an idea called Manifest Destiny emerged this was the idea that since we were of Anglo-Saxon decent we were superior and our industrial, political, and military strength were proof of that superiority thus we carried the responsibility to extend our rule and prosperity to the less-able people. The ...

The Problem with the Reward Systems of Ramapo Manor Term Paper - 1

The Problem with the Reward Systems of Ramapo Manor - Term Paper Example I believe the problem with their reward systems, affecting performance has been a long-standing problem prior to the current economic crises. Clients have constantly complained about the quality of service in which they receive from Ramapo Manor and report a decline not only in the services offered, to help them sustain during these economic crises, but also the attitudes, performance, timeliness, and quality of service they receive from the employees. This assessment will research the lack of reward systems in place and the cutting of reward systems, which kept employees providing better service and increasing productivity. The nature of the problem is Ramapo Manors current reward system, which is causing employees to leave their current positions for either a different department/division within Ramapo Manor, which has not been affected greatly by the economic crises. They are returning to pursue their education in different fields, which yield a more promising livable status, they are leaving Ramapo Manor and pursing positions in a different organization, there are gaps in positions, which are crucial to running Ramapo Manor effectively. This causes budget cuts, not allowing for reward systems and incentives to keep their current employees or encourage potential employees. Lay-offs, mandatory unpaid furlough days, holiday pay, bonuses and hourly pay cuts are the core to the nature of this problem. This problem cannot be pointed to one single figure. It could be pointed to Kathleen Falk, an executive for Ramapo Manor statewide, as the ultimate decisions fall on her, her decision-making process and communication to her subordinates.  

How Organisations can Utilise the Talent Pipeline Essay

How Organisations can Utilise the Talent Pipeline - Essay Example The paper will also focus on how the concept of best practice can contribute to talent management. In order for the organisation to utilise the talent pipeline to be a super achiever, factors such as acquisition, utilisation, development and reward of talent have to be taken into consideration. The first step that should be taken by the organisation is to attempt to streamline its recruitment efforts so that they are geared towards attracting the best talent in order for it to operate viably. Pfeffer (1989, p.65) suggests that companies which are concerned about their competitiveness as well as making profits through people ought to â€Å"expend the effort needed to ensure that they recruit the right people in the first place.† In this regard, there is need to create a super ‘fit’ whereby candidates with qualities that meet the expected role standards are recruited in the organisation. Talent is identified during the recruitment exercise and it is my strong convic tion that the right person is selected to fill the post within the organisation. Such a move can motivate me to join a particular organisation given that I will be aware of the fact that I possess the right skills and talent to execute the tasks that will be assigned to me. Factors to consider when recruiting employees There are many factors that can be considered when determining the right person to fill the post available in the organisation. According to Baron & Kreps (1999), candidates who display greater talent and knowledge of the of the job ought to be given preference as these can be continually developed to meet the changing expectations of the organisation. This is supposed to be the first stage in recruitment and ultimately retention of talented employees given that the employers are given the opportunity to assess the candidates at face value if they are capable of meeting the demands of the job as well as to establish if they possess interests for that particular job. T his stage heralds a complex process that is concerned with choosing the right candidates for the organisation. It is easier to retain a talented employee than the one who is not as going to be illustrated below. Retention of employees Employers can utilise the talent of the employees through implementing various measures. According to Pfeffer (1998), there is need for the organisation to take into consideration the needs of the employees so that they can put optimum performance in their operations. I am also of the idea that if the employee is treated as a valuable asset to the organisation, he is likely to utilise his talents for the betterment of the organisation in the execution of his expected duties. The employee should be given the opportunity to display his prowess in that particular task assigned to him. The employers must also be accommodative to the ideas that may be suggested by the employee such that his talent can be fully utilised for the benefit of the organisation as a whole. Development of employees Acquisition of talented employees is not an end in itself given that there is need to constantly develop these employees so that they remain competent in their operations. According to Schultz et al (2003), organisations operate in a dynamic environment that is constantly changing and in order for them to remain viable, they need to adopt change. On the other hand, the employee

Strategies And Evaluation Of Nissan Management Essay

Strategies And Evaluation Of Nissan Management Essay In 1999 Nissan had been facing great losses for seven of the past eight years which were now resulting in debts. This was mainly caused by the Japanese business custom of keiretsu investments which left little capital for other investments, like innovations in product designs. This lack of design innovation furthermore caused the Nissan brand to weaken as competitors were producing vehicles more stylish and up to date, reflecting customer demands. To foster a turnaround the Nissan president and CEO Yoshikazu Hanawa formed a mutual beneficial strategic alliance (Global Alliance Agreement) with Renault, allowing both companies to expand in new desirable geographic areas. With his experience in turnarounds Carlos Ghosn seemed to be the obvious choice to lead the Nissan turnaround from both the Renault and Nissan point of view. Evaluation The approach was an overall success in meeting the specific and measurable goal of turning the losses into profits not only on time but 6 month prior to the deadline. The Nissan Revival Plan was achieved one year ahead of schedule and succeeded in reducing their purchasing costs by 20 % which meant that they approximately reached the level of Renault. The large emphasis Ghosn placed on the execution also gave him an edge as this phase is much more demanding in terms of communication, meeting objectives on time and budget, potential conflicts with power resources and resistance to change. The respect Ghosn showed for the Japanese culture was vital for the initiatives to succeed, even though I believe it was a mistake for him not to learn about Japan before coming there as it is very easy unintended to insult people from other cultures if you are not familiar with their specific customs, but it also gave him an edge in being open-minded in perceiving the Japanese and Nissan culture. Coming to Japan he only brought three principles of management with him were to be well received and understood by employees: transparency, execution vs. strategy; improving quality and customer satisfaction and reducing costs. Not just anybody could have managed the Nissan turnaround as well as Ghosn did. For instance, A COO from Japan would not have been able to cut back on keiretsu investments. Because of the Japanese business culture to make these kinds of investments and the Japanese emphasis on cooperation and loyalty, it would have been considered to be a sort of betrayal and ultimately would 3 have harmed the Nissan brand even more. Only an outsider with different cultural background could legitimize such a change. The resistance Ghosn eventually faced when ignoring the almost sacred tradition of promoting by education, age and time within the company would likewise have been much more pronounced if the initiative came from a Japanese COO. Resistance to change Ultimately some sort of resistance was inevitable because of the major structural and cultural changes Nissan was facing with Ghosn as COO. People generally do not resist change, per se. but some underlying causes, like lack of understanding, fear of the unknown or fear of an outcome worse than the present situation.1 In this specific case Ghosn went a long way implementing many changes before meeting actual resistance in form of lack of cooperation among employees caused by the elimination of the old promotion system, allowing younger, less experienced employees to be promoted based on their skills and achievements. This resistance was clearly caused by fear of the unknown and fear of loosing/not gaining status by promotions. Resistance is generally a very important form of feedback and Ghosn chose to view the resistance as an opportunity for experience rather than a limitation.2 1 Dent, E. B. and Goldberg, S. G. (1999). Page 26 2 Ford, J. D. and Ford, L. W. (2009). Page 101 3 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 45 4 Ford, J. D. and Ford, L. W. (2009). Page 100 Ghosn has overcome the actual resistance and prevented potential resistance to the cultural and structural changes in large by clearly communicating all initiatives and objectives to all Nissan employees. Communication had previously been a problem within the company but by creating a matrix structure (combining efficiency and effectiveness) and through consistency between his own actions, thoughts and communication Ghosn was making sure that transparency as well as communication within the organization was improved and afterwards maintained, keeping focus on the strategy.3 Likewise by creating the Cross-Functional Teams, he sought to build engagement and participation and made sure that the employees would have a sense of ownership over the Nissan Revival Plan and motivate communication across departments, stimulate future risk-taking and responsibility as well as regaining confidence in the companys future. Mitigating resistance by involvement and communication are generally very e ffective and will increase employee commitment to execution.4 4 The former lack of accountability and acceptance of responsibility among employees was eliminated by directly assigning responsibility and accountability and encourage people to take risks. This was accomplished in part by monetary rewards and stock options whenever the actions led to increase in operating profits or revenues.5 The previous consensus mentality at Nissan seems to have been: à ¢Ã¢â€š ¬Ã¢â‚¬ ¢If everyone one is responsible then no one is accountable, and nobody gets punished,à ¢Ã¢â€š ¬- which was affecting risk-taking and slowing decision-making processes across the company. 5 Fu, Dean and Millikin, john P. page C553 Organizational culture As mentioned above, the understanding and respect Ghosn expressed for the Japanese Nissan culture and the fact that he communicated his wish to work through this culture were vital for his acceptance within the organization. He made it clear from the very beginning that he too had a personal stake in the outcome and thereby created a sense of cohesion with the employees. His visibility in the organization from day one and the consistency between his communications and actions was a new but welcome change that made him human in the eyes of the employees. This transparency and consistency together with his explicit promise to respect the culture also helped building a sense trust and thereby employee support for most of Ghosns change initiatives. The Nissan president and CEO, Yoshikazu Hanawa, had a positive attitude towards Ghosn and his experience and abilities in turnarounds, since he explicitly asked Renault to send Ghosn to Nissan to lead the changes. But because Ghosn was a foreigner and not accustomed to the Japanese way of doing business, several industrial business analytics expressed scepticism and concern for this arrangement. It is likely that middle-managers and higher-level-managers have been influenced by these critics and therefore had a negative attitude towards Ghosn as COO, but if they did, they did not make much fuss about it. 5 National culture When you consider the differences between Ghosns leadership style and the Japanese (Nissan) way of doing business, it is actually a bit of an achievement that resistance did not arise earlier and more pronounced than it did. The cultural differences between Ghosn, with his experience in working in organizations with strong corporate cultures, and the Nissan organization, with its weak culture traits, were very pronounced and had great potential to cause some trouble along the way, but it takes two to tango, and one of them has to lead. The initiative of putting together Cross-Functional Teams had great potential for meeting resistance in part because of the Japanese tradition of reaching consensus when making decisions. In addition, if every member of a Cross-Functional Team had to make sure, that their respective departments were supporting every suggestion, then the decision-making process would not only have been slowed severely but would have staled. It is also very likely that the employees at Nissan would have resisted the Cross-Functional Team initiatives because of the Japanese culture of loyalty and cooperation within departments but not necessarily across departments (especially not in troubled times) caused by the weak organizational culture. Early on Ghosn became aware that in order to turn Nissan around, he would have to address some of these cultural issues in order to get to root of the problems and meet the overall goal of creating profits. First and foremost, he would have to communicate and make understood the importance of meeting customer wants and needs (included a radical change in the decision-making processe).6 The management would have to create a shared vision (or long-term plan as opposed to their usual sort-term). Management at Nissan was displaying tunnel vision and was focusing on regaining market share instead of increasing margins and product innovation to meet customer demands.7 The emphasis placed on informal contacts and information, complicated knowledge sharing across the organization, as nothing was written or formally communicated, which also slowed decision-making processes. He would have to overcome these cultural obstacles (underlying problems) before addressing the real problems at Nissan. 6 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 46-47 7 Fu, Dean and Millikin, john P. page C549 6 Luck and timing The timing for these changes was absolutely perfect. Had Ghosn and his Cross-Functional Teams tried to implement the same changes a few years earlier, they would most likely have met great resistance and possible failure. But because of the resent bankruptcy of the major financial house, Yamaichi, and the lack of bailout by the Japanese government, the employees at Nissan began to take their situation seriously and this imposed a sense of urgency among the employees. This sense of urgency helped push changes by making the employees more willing to cooperate and implement the proposed changes as well as taking more risks in order to turn the company around. This willingness for taking risks decreased the previous fear of making decisions (especially faulty decisions) which decreased the need for consensus decision-making , which again increased the speed with which decisions was able to be made. This further fostered motivation for innovative proposals for the product line, which had a positive effect on the Nissan competiveness and on consumer satisfaction. In short, the bankruptcy of Yamaichi was a stroke of luck at the exact right time to help kick-start the major changes at Nissan, especially in the minds of the employees. Looking forward In the next few years (2005) Ghosn will have to return to Renault to take over as CEO (his lifelong dream). The right replacement for his job must ensure continuous growth and success, keeping focus on customer needs and increases in profit as well as to nurture the newly accomplished sense of urgency to keep driving employees towards continuous improvements (Nissan 180). A successor should, besides the above mentioned, be able to create a balance between long-term and short-term objectives to ensure that employees do not fall back into old habits.8 Constantly setting short-term objectives, aligning them with long-term objectives will enhance motivation among Nissan employees as they will see their effort and hard work paying of. 8 Griswold, H. M. and Prenovitz, S. C.(1993). Page 5 9 Krackhardt, D. and Hanson, J. R.(1993). I would recommend Ghosn to use the network analysis9 as a tool for helping him making the best possible decision, ensuring that the person he will choose is trustworthy among employees, accountable and responsible, has influential power. The friendship network is always a good place to start, but he should be sure to mad both the communication network and advice network as well. Perhaps there will be an obvious overlap between the three. 7 Conclusion The Nissan turnaround was a great success in that it met measurable objectives and accomplished to overall strategic goal of increasing profits within the schedule. By approaching the Japanese and corporate Nissan culture with an open mind, Ghosn was able to gain the employees trust. His approach to the cultural differences combined with a great stroke of luck, turned the challenge into and opportunity and he was thereby able to meet the overall goal. In facing the fundamental problems within the organization; lack of clear profit orientation, insufficient focus on customers and too much on competitors, lack of a sense of urgency, no shared vision or common long-term plan, lack of cross-functional, cross-border, cross-cultural lines of work, he had to bend the rules of engagement by changing large parts of the Nissan culture. More specifically, based on the recommendations from the Cross-Functional Teams, he implemented some rather radical changes on the Japanese traditions of doing business, in order to help Nissan get back on track. Even though he was hereby violating his prior commitment to be sensitive to the Nissan culture, he did not experience serious resistance in doing so, because it was ultimately Nissan employees suggesting these changes, he was just executing them. In choosing his Successor Ghosn should map the informal networks within the organization, emphasising on trust, accountability and power to create change. 8 List of literature  · Dent, E. B. and Goldberg, S. G. (1999). Challenging resistance to change. Journal of Applied Behavioral Science, 35(1), 25-41.  · Ford, J. D. and Ford, L. W. (2009). à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Decoding resistance to change.à ¢Ã¢â€š ¬- Harvard Business Review, 87(4), 99-103.  · Fu, Dean and Millikin, john P. (2003) à ¢Ã¢â€š ¬Ã¢â‚¬ ¢The Global Leadership of Carlos Ghosn at Nissan,à ¢Ã¢â€š ¬- Thunderbird The American Graduate School of International Management, C546 C556  · Griswold, H. M. and Prenovitz, S. C.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢How to translate strategy into operational results.à ¢Ã¢â€š ¬- Business Forum, 18(3), 5-9.  · Krackhardt, D. and Hanson, J. R.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Informal networks: the company behind the chart.à ¢Ã¢â€š ¬- Harvard Business Review, July/August, 104-111.  · Nohria, N., Joyce, W. and Roberson, B.(2003).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢What really works.à ¢Ã¢â€š ¬- Harvard Business Review, 81(7), 42-52.

Winter Dreams :: essays research papers

In F. Scott Fitzgerald’s, â€Å"Winter Dreams† Fitzgerald creates a character, Dexter Green, a fourteen year old boy who is confident in his â€Å"winter dreams† of extraordinary success, wealth and social status in his â€Å"golden future†. Over the course of the story Dexter paved his way to an ambitious future of economic wealth. At fourteen Dexter was described as the best caddie worker in the club, making thirty dollars a month, which for the summer was not able to be me made anywhere else on the lake. Dexter was also a smart boy, who knew how to barter, asking Mr. Jones for a raise making it â€Å"worth his while† since he was the best caddie. This shows that Dexter is not the type that will just settle. He is a very determined ambitious character.   Ã‚  Ã‚  Ã‚  Ã‚  After college Dexter becomes successful in the business world, opening a chain of laundries. He moves his way up the economic ladder with all of his laundries being flourishing. This shows that he is a hard working ambitious character because he is slowly becoming successful in the business world.   Ã‚  Ã‚  Ã‚  Ã‚  When Judy terminated the engagement, Dexter went out east with the intention of selling out his laundries—but when the war came to America he handed over the business for his partner to run, so he could fight in the war. This shows that Dexter was ambitious because he went off to fight for his country and he left everything he had behind, risking everything that he had.   Ã‚  Ã‚  Ã‚  Ã‚  In the end of the story, Dexter learns from a business man that Judy had gotten married to an alcoholic husband. He says, he can not care anymore, nor will he ever. Ultimately, Dexter realizes that his desire for ambition in the business world will overpower his desire for love with Judy, or any woman for that matter.