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Markdown Pricing Optimization at Bloomindales - 1215 Words

Chris Watt, Sarah Elmer, Kyle Luithly 1 May 2015 Pricing and Revenue Management Implementation of Pricing and Revenue Optimization Introduction Perhaps one of the most difficult managerial decisions in the 21st century is the decision to make a decision. Analysis paralysis, endless meetings, and corporate structure have made it painstakingly difficult to come to any real conclusions. So when the Chief Financial Officer, Bruce Berman, of Bloomindale’s was tasked with decision to implement ProfitLogic’s Pricing Optimization (PO) system, he called upon Daniel Gabbay, an analyst in the finance division, to make sense of the numbers and guide his decision making process. Berman was considering implementing a PO system to quantify the markdown†¦show more content†¦Fortunately, performing these non-parametric techniques for just a few of the possibilities would give insight as to whether we were on the right track and the time spent analyzing the data in this manner could prevent a long arduous path to an erroneous conclusion. Statistics is a science, and like all science, it requires testing. And after this initial testing and concluding that the PO System does increase revenue—this assumption is perfectly reasonable to make since ProfitLogic is still in business—we could then build a model to determine by how much revenue will be increased and what the payback period might be. Building the Regression Model As previously mentioned, no analysis is given for the regression model, so we shall at least attempt to ask the appropriate questions needed to make an intelligent decision. We begin by looking at the structure of the regression model prior to performing the diagnostic procedures. First, we must understand why the consultants chose to model the revenue in the markdown period as a product of the observed performance in the regular period, the PL effect, Department effect, the promotions effect, and a constant. If there are no PL effects, department effects, or promotions effects, then the revenue is simply a function of the overserved performance in the regular price period. This is logical, as adding in an â€Å"effect† simply scales the revenue.

Analysis of Leadership Styles And Skills Sample

Question: Discuss about the Analysis of Leadership Styles and Skills. Answer: Introduction The current dynamism and the ever changing business environment have affected the way businesses are conducted in industries today. The tremendous creativity and innovations experienced in almost all sectors of the economies around the globe have changed the way processes are executed in the industries. Companies domiciled in States like China, Singapore, United States of America, Australia and more have achieved a lot from the use of technology. Technology has remained a major factor that most organizations use to compete on the job market favorably (Gary, et al. 2013). Currently, companies have embraced total quality management that has positively resulted in the record of pretty performances. However, still, some companies fail to meet their objectives despite the use of this technology. The failure to meet the key objectives is attributed to some factors like poor management, non-alignment of the strategic goals with the key process, adverse business environment, inappropriate use of technology, and others (Kowske, Anthony, 2007, p.21-41). Although, the outlined factors carry an equal magnitude for their relevance to the organization, the coordinator and planner of activities remains the human resources. For instance, a company may have funds to acquire the up to date technology, employ staff with the highest level of academic qualifications, acquire any equipment and machinery but without effective leadership, no good results can be achieved. It is, therefore, essential for business organizations that wish to explore their potentials to expand and grow, to consider the capability of the management (Michael, 2016, p. 234-247). Most developed companies have not only succeeded because of the use of technology but because of the effective management. Current studies by scholars clearly portray the role of leadership and management as among the primary elements for the other factors of production. However, when viewed, it is quite simple to say all factors of production carry an equal relevance in an organization. Yes, it is right, but labor factor supersedes the others in that it is the one obligated in combining the other three factors of production. The paper has, therefore, addressed the entire aspects of leadership. In particular, a case study explaining the success of Vodafone in the supply chain management. It is noted that the company made some changes in the supply chain department by introducing a new leader Mr. Detlef Schultz who successfully employed an effective and workable management system. The awards he received were just forms of recognition for a good work done. While exploring the topic of leadership, two main sub-topics have been covered. First and foremost, the paper has identified the appropriate leadership style for the transformation of Vodafone supply chain department. Secondly, the paper has further explored effective leadership skills to make transformational changes in the supply chain department at Vodafone. Leadership refers to the ability to guide other people when executing a particular project. In the organizational setup, leadership is a general term that means guiding, motivating, influencing others towards the achievement of the corporate objectives. A leader is a person accountable to the stakeholders of the organization. He/she is the person that links the shareholders with the employees and briefs the former about the performance of the organization (Amagoh, 2009, p. 989-999). Also, leaders are instrumental in the establishment of the strategic goals of the company and aligning them with both the short and long-term objectives. However, a good leader needs an intrinsic motivation and should be driven by working towards achieving organizational goals. Such an individual is supposed to have the entire organizational picture in mind (Wang, et al. 2010). The comprehensive grasp of strategic organization needs saves time on making assessing the nature of the decision to be made at a particular time. An Effective Leader lays up appropriate measures to facilitate the assessment and evaluation of employees contribution to the organization. Also, a perfect leader applies motivational methods and coercive methods to influence and streamline the employees towards a common purpose. The command of peoples trusts, embrasure of teamwork, creation of a Conducive environment, leaders participation in some activities and provision of financial support are just some of the primary measures that contribute to the success of a leader. Leadership style that Schultz could apply at Vodafone in the Supply Chain Management The management of any competitive company employs a distinctive leadership style that suits the operational systems of the institution. Of late, some companies are applying a combination of various leadership styles. The choice of a particular system depends on the nature of tasks and the intended objectives the management will want to achieve. In most cases, the management selects a method that is cheap and easy to implement. Vodafone is a very competitive company and features the great performing businesses in the globe. The administrators of the company always work smart to ensure its leading competitors like Motorola does not put it out of the market (Du, et al. 2012). Therefore, with such objectives in mind, the supply chain department remains a key focus in ensuring all the international markets are adequately stocked with Vodafone products. The transformation of Vodafone global supply chain required the application of an inclusive leadership style. Since Schultz was new in leading the company in the supply chain and procurement department, it was a calculated more to create a participative environment. Once the employees feel involved in designing and establishment of an idea, they tend to apply all of their ability in ensuring that the intended purpose is achieved (Du, et al. 2012). It is argued that the determination from the workers in meeting an objective that they were involved in the planning process is meant to prove the boss right. Simply, their efforts are meant to show how relevant they are, and a good leader should develop a third eye in seeing and realizing employees of such caliber. Therefore, effective leadership approaches workable in the Supply chain and procurement department of Vodafone includes; transformational, participative, and transactional styles. To start with, transformational leadership refers to the one that values the importance of effective communication in from the administration. The leaders employ motivation to influence the employees in meeting the set objectives. The approach is characterized by the application of precise, clear and appropriate communication from the management to the employees (Onen, 2008, p. 298-300). Also, smaller roles are usually assigned to workers after a clear view of the expectation is has been explained to them. Secondly, transactional leadership is a style that seems appropriate for the company. The method involves team members in setting of organization goals. The leader is also assigned tasks to perform while other duties are allocated to the team members to lead the entire fraternity in executing distinct roles. After the sealing of an agreement between the employees and a transactional leader, the workers agree to follow the guidelines while working towards achieving the predetermined objectives. The style obligates the manager to evaluate and review the results periodically. Rewards are given to those who hit targets. For those who fail to perform are punished or taken through training. This initiative aligns those who under-performs with the relevant skills applicable in solving matters of the same requirements. If the employees that undergoes new training fails to deliver, the leader usually lacks other option but remains justified to instill any form of punishment. And lastly but not least, a participative autocratic leadership style was also appropriate for the transformations in Vodafone Company. A participative system values contributions from other members of the organization. The employees can get contribute and air their views, but the management just uses the useful ideas to build on a decision. In simple terms, the management has the absolute powers of making the decisions. Perhaps, the employees likes the leadership style since it makes them feel that their opinions matter in the running of the organization (Zhang, et al. 2013). However, a participative system is one of the effective approaches to be employed in an established organization. Although Schultz applied a combination of the discussed styles, which is quite well, an autocratic style was also appropriate to be fully applied in the supply chain management of Vodafone. As a matter of fact, participative leadership style works well in the current fluid and changing business environment. The involvement of employees in planning activities reduces the chances of resistance during the change process. The system facilitates earlier communication of plans and strategies by the management. Since the department was still under transformation due to change in leadership, reliance on participative style could be appropriate and lead the company towards growth. With the existence of teamwork, able leadership to coordinate various organizations resources, the chances for success of the company becomes significant (Parnell, 2010). Leadership skills These refer to the qualities leaders are expected to exhibit while guiding, monitoring and leading others. Sometimes, a great leader is born with distinctive characters that make him/her a perfect leader from the word go. However, leadership is a taught skill where one starts from a low grounds and emerges as a great administrator. Based on our case study, Schultz proved to be an effective leader and managed to lead the supply chain management team towards success (Strand, 2011, p.84-96). A good leader should employ varieties of skills in discharging the assigned duties. For instance, an excellent leader should employ learned skills, interpersonal skills, personal skills, and more to ensure there is smooth running of activities within the institution. The effectiveness in the application of the leadership skills in managing people qualifies the person as a good leader. Usually, a successful leader should have the ability to manage a wide range of activities. For instance, they should be excellent in setting organizations goals, they should poses ability in establishing executable strategies, and leaders should always focus on ensuring the output of the organization is sufficient to offset all costs associated with the production processes, should be sensitive to cultural imperatives, among others (Nguyen, et al. 2009). Therefore, the leadership skills will be instrumental in guiding, influencing and motivating other individuals towards a common purpose. Transformational leadership skills required in the case study of Vodafone As a matter of fact, Schultz applied appropriate transformational skills in taking the organization to the level it reached. To succeed in leading people, especially when they are individuals who have stayed in the organization for long requires exceptional skills. One must be a quick learner to easily study the organization set up, culture, operational systems, and the management support (Castro, et al. 2008). A democratic environment requires a leader in possession of qualities like honesty, competence, inspiring, intelligent, broad-minded, courageous and imaginative. The interactive application of these principles motivates and inspires others to support the companys plans. To achieve success in the transformational process in the supply chain management of Vodafone, a good leader should exhibit the following skills: communication skills, motivational skills, creative thinking skills, and personal skills. To start with, the leader should have communication skills (Michael, 2016, p. 234-247). The communication aspect was essential for the leader to express the strategic goals of the supply chain department. Communication incorporates both verbal and non-verbal skills. The verbal skills shape the leader to express his/her opinion about a particular issue effectively. Also, the combination of the verbal and non-verbal skills creates clarity in the passage of the information from the management to the team members. Further, communication skills assist an individual in understanding the right time for change to be communicated to the juniors. Consequently, teamwork and understanding will exist in the organization that positively impacts on the performance of the company as it was the case with Vodafone (Michael, 2016, p.234-240). Secondly, a leader should employ motivational skills. These are primary element that determines the support a manager or leader can get from the employees. The motivation of workers influences the behavior of individuals that can assure the leader of perfect execution and implementation of changes from the juniors based on the assigned duties. As earlier noted, the leader should be intrinsically motivated towards the organization primary objectives (Murphy, 2008). But the junior workers require extrinsic motivation for them to stay focused. It can take various forms like financial benefits, bonuses, medical benefits, house allowances and others. Therefore, a charismatic leader should have the ability to understand the need and relevance of motivation and appropriately apply it to influence workers attitudes (Takahashi, et al. 2012). Thirdly, Schultz could apply creative thinking skills to manage the teams he created. These are skills that enable an individual only to focus on smart initiatives that align with the organization objectives. These skills are essential for creativity and innovation in the organization (Lewin, 2010). With the dynamic and competitive business environment, creativity skills will help the organization develop a competitive edge against its close rivals. Innovation and creativity bring in the company new ways of executing activities (Lee, 2008, p. 670-687). Furthermore, creative thinking skills enhance the following: employees commitments, responsibility taking, effective feedback from either side, flexibility in the discharge of roles and more. Therefore, it is imperative for the leadership to ensure its key strategists has creative skills to assist in the evaluation of changes in business environment and guide the others in the establishment of a corrective action in case a deviation exists from the standard plan. Lastly but not least, Schultz could apply personal skills. These skills are essential in determining the kind of relationship to exist between the team members and overall leader. Since humans are social beings, personal skills will be vital in the creation of the positive working mood among the members. Notably, these skills enable an individual to establish a culture of free interaction, sharing of opinions and views, positivity towards any views suggested by team members, trustworthiness, and other key elements (Roy, 2012, p.56-66). In addition, personal skills will be instrumental in building work relationships that will be obligated to periodically give their opinions on various matters affecting the accomplishments of set objectives. Good relationship among the management and employees limits the explosion of conflicts (Ulrich, Smallwood, 2012, p.9-36). With the use of other explained leadership skills, the peacefulness in the organization will usher in a new error of teamwork, hard works, and member developments. With such a focus and determination, internal deterrents will be prevented, and the company will only remain with the option of handling business externalities. Conclusion Currently, the success of various organizations depends on the style of leadership. Most importantly, participative, transactional and transformational styles are the common three styles applied by most organizations. The effective application of either of the leadership style has helped most businesses grow and expand globally. However, the changing environment requires the combination of these styles since the challenges are enormous requiring the matching of the styles. The combination of the styles proved to work well at Vodafone. However, the paper has proposed the application of participative system that gives the team members privileges to contribute to the decision-making process through giving of their opinions. Lastly, a leader cannot be effective if he/she lack leadership skills. The key leadership skills include but not limited to communication skills, personal skills, creative and thinking skills and motivational skills. The proper application of these skills by leaders leads to efficiency in operation. Consequently, the company will achieve both short and long-term objectives. References Amagoh, F. (2009). Leadership development and leadership effectiveness: Management Decision, pp 989- 999 Castro, C. B., Perinan, M. V., Bueno, J.C. (2008). Transformational leadership and followers attitudes: the mediating role of psychological empowerment. The International Journal of Human Resource Management, 19 (10), 18421863 Du, S., Swaen, V., Lindgreen, A., Sen, S. (2012). The roles of leadership styles in corporate social responsibility: Journal of Business Ethics, 1-15. Gary, Y.,Rubina, M.,Shahidu, H.,andGregory, E. (2013). Improved Measure of Ethical Leadership: Journal of Leadership Organizational Studies, volume20:38-48. Kowske, B. J., Anthony, K. (2007). Towards defining leadership competence around the world: What mid-level managers need to know in twelve countries. Human Resource Development International, 10(1), 21-41. Lee, J. (2008). Effects of leadership and leader-member exchange on innovativeness. Journal of Managerial Psychology, 23 (6), 670-687. Lewin, Kurt (2010). Resolving social conflicts and field theory in social science: Washington, DC: American Psychological Association Michael, T. (2016). Leadership in Extreme Contexts:Transformational Leadership, Performance Beyond Expectations? Journal of Leadership Organizational StudiesAugust 201623:234-247. Murphy, S. E., Ensher, E. A. (2008). A qualitative analysis of charismatic leadership in creative teams: The case of television directors. The Leadership Quarterly, 19, 335352. Nguyen, N. T. B., Umemoto, K. (2009). Understanding leadership for cross cultural knowledge management: Journal of Leadership Studies, 2(4), 23-35. Onen, D. (2008). Leadership styles and behaviours relationships on employee performance: A handout for postgraduate students. Kampala: Makerere University Printery, East Africa, pp.298-300 Parnell, John A. (2010). Propensity for participative decision making in Latin America: Mexico and Peru, The international Journal of Human Resources Management, Vol.21 (3), 2323-2338. Roy, S. R. (2012). Digital mastery: The skills needed for effective virtual leadership. International Journal of e-Collaboration, pp 56-66 Schaubroeck, J., Lam, S. S. K., Cha, S. E. (2007). Embracing transformational leadership: Team values and the impact of leader behavior on team performance. Journal of Applied Psychology, 92(4), 1020-1030. Sookaneknun, S., Ussahawanitchakit, P. (2012). Transformational Leadership: Organizational Innovation Capability, and Firm Performance of Cosmetic Businesses in Thailand. Journal of International Business and Economics, 12(4), 77-91 Strand, R. (2011). Exploring the role of leadership in corporate social responsibility: A review. Journal of Leadership, Accountability and Ethics, pp 84-96. Suzanne, M. Carterand Charles, R. (2013). Greer Strategic Leadership:Values, Styles, and Organizational Performance. Journal of Leadership Organizational StudiesNovember 201320:375-393 Takahashi, K., Ishikawa, J., Kanai, T. (2012). Qualitative and quantitative studies of leadership in multinational settings: Meta-analytic and cross-cultural reviews. Journal of World Business, 47(4), 530-538. Ulrich, D., Smallwood, N. (2012). What is leadership? In W. H. Mobley, Ying Wang, Ming Li (ed.) Advances in Global Leadership (Advances in Global Leadership, Volume 7), Emerald Group Publishing Limited, pp.9-36. Wang, X.-H., Howell, J. M. (2010). Exploring the Dual-Level Effects of Transformational Leadership on Followers: Journal of Applied Psychology, 95(6), 11341144. Zhang, X. A., Li, N., Ullrich, J., van Dick, R. (2013). Getting Everyone on Board: The

Duke Ellington Essay Research Paper Duke EllingtonDuke free essay sample

Duke Ellington Essay, Research Paper Duke Ellington Duke Ellington # 8217 ; s pre-eminence in wind is non merely because of the really high aesthetic criterion of his end product and non merely due to his singular abilities as a piano player, composer and bandleader, but besides to the fact that he has extended the boundaries of wind more than any other instrumentalist, without abandoning the true kernel of the music. Possibly no other American instrumentalist left such a monolithic and disputing bequest in composing and public presentation. Edward Kennedy # 8220 ; Duke # 8221 ; Ellington was born in Washington, D.C. on April 29, 1899, to parents James Edward and Daisy Kennedy Ellington. Duke, even as a adolescent, had a great endowment for music. His school music instructor, Mrs. Clinkscales, who played the piano, was ever the inspiration for him to merely sit down and get down puttering about with a few notes that normally became large hits. In the beginning of his musical life, Duke began to take a promising involvement in a new type of music that would subsequently be called wind. Choosing to establish his calling on a new thought may non hold been smart, but Duke took this opportunity and in bend became one of the most celebrated instrumentalists in America. In our state # 8217 ; s capital metropolis, Ellington sneaked into Washington burlesque halls happening ragtime instrumentalists, including James P. Johnson, and hearing the beat of people from all walks of life. He subsequently returned in earnest to his piano surveies and at age 14 wrote his first composing, # 8220 ; Soda Fountain Rag # 8221 ; aka # 8220 ; Poodle Dog Rag. # 8221 ; Awarded an art scholarship by Pratt Institute, Ellington used his picture accomplishments to do marks publicizing his and other sets # 8217 ; visual aspects. At the age of 17, he decided to prosecute the moneymaking music concern and around this clip earned the nickname # 8220 ; Duke # 8221 ; for his sartorial luster and imperial air. Duke # 8217 ; s first occupation was at a authorities office. He was a clerk who received minimal pay and was hardly acquiring by. He would set up dance sets for nuptialss and parties for excess money. He put his cognition of piano playing to utilize and played at a few of the dance parties and nuptialss. After using his artistic endowment in painting postings, Duke so decided to set together his ain set. This new music, known as wind, was considered to be low and vulgar because it was music that grew straight out of the Black civilization. In the early old ages of Duke # 8217 ; s calling, segregation was at one of its all clip worst points in history. In clip, wind became a universally recognized signifier of art, and has been said that it is the lone existent signifier that has originated from the American psyche. Duke, himself, was an elegant adult male. When the white people looked down on the black adult male and his music, Duke managed to convey self-respect to every one of his public presentations. Once, the wind historian Leonard Feather described Duke as, # 8220 ; an inch over six pess tall, sturdily built, he had an unconditioned magnificence that would hold enabled him to step with unquenched self-respect out of a clay puddle. # 8221 ; Duke # 8217 ; s private life was something of an mystery. Although he had many friends, he neer truly told them everything about himself. He would frequently guard his privateness, likely because he had so small of it. When he was entirely though, he would about ever be set uping the following melody for the set to play, and was ever fixing something for the set to make in the following public presentation. Duke attracted some of the greatest instrumentalists to fall in his set. Because of this, it has been said that many of Duke # 8217 ; s pieces a re about impossible to precisely double without the personal manner of the original instrumentalists. The 1920 # 8217 ; s became known as # 8220 ; the Jazz Age # 8221 ; because wind had hit its first great explosion of popularity. At that clip Duke so added a immature drummer named Sonny Greer. A few old ages after Greer was hired, Duke # 8217 ; s band hit a really unsmooth topographic point. They were frequently stuck in the street with no money and nowhere to travel. Duke and his set frequently were stuck making rough recordings merely for a few dollars to purchase a repast. In November 1924, Duke made his publication and recording introduction with # 8220 ; Choo Choo ( I Got To Hurry Home ) # 8221 ; released on the Blu-Disc label. In 1925, he contributed two vocals to Chocolate Kiddies, an all-black review, which introduced European audiences to black-American manners and performing artists. In the fall of 1927, fortune had crossed waies with Duke once more. The director of Duke # 8217 ; s set, Irving Mills, had heard that the esteemed Cotton Club was looking for a new set, and instantly Irving began runing for Duke. Duke and his set opened on December 4, 1927 to run into a huffy haste of witnesss who thirstily waited to hear Dukes newest pieces. The set became really comfortable and had their ain topographic point on the Cotton Club floor with particular lighting and adjustments. The orchestra, now a 10 piece conglobation, developed a typical sound that displayed the non-traditional voicing of Ellington # 8217 ; s agreements, the street beat of Harlem, and featured the exotic-sounding trombone growls and wah-wahs, high-squealed huntsmans horns, and sultry saxophone blues licks of the set members. With the success of composings like â€Å"Mood Indigo, † an increasing figure of recordings and national wireless broadcasts from the Cotton Club, Duke Ellington and His Jungle Band’s repute soared. While Duke’s set was executing at the Cotton Club, they participated in more than 64 recording Sessionss. When he arrived in New York in 1931, his set grew to about three times what it originally had been at the Cotton Club. Duke feared that this would go a really serious job, sing how the stock market crashed in late 1929 and 1000000s of people across the United States were out of work. Somehow, though, most of the amusement concern survived the economic adversities. Ellington # 8217 ; s set had appeared on Broadway and had even gone to Hollywood to do a film. Duke # 8217 ; s set was holding a difficult clip executing in the South because of the segregation Torahs non leting inkinesss to eat in white eating houses or happening adjustments suited for the set. In 1933, most of the other large sets were adding singers to their ensemble and therefore Duke felt pressured to make so excessively. Duke so hired a adult female named Ivie Anderson and rapidly proved that he had done the right thing. During the same twelvemonth, his set got a opportunity to play in Europe. At first Duke was really disbelieving of how his music would be reacted to merely because wind had its roots in America and the Europeans had a really contrastive manner of music. The set was amazed at how good informed the Europeans were about their full yesteryear. Even the Prince of Wales came to hear the set drama. All of the concerts held in England were sellouts and the set was besides good received in Scotland and Paris. When Duke # 8217 ; s set returned to America, they began experiencing the adversities and sorrow of going on the route. Besides, many of the set members, including Duke, began developing imbibing jobs, which started doing some of the instrumentalists # 8217 ; lives suffering. After World War II, the temper and musical gustatory sensations of the state shifted and difficult times befell large sets. The Ellington set was non ever financially self-sufficing, but during the thin times Ellington used his songwriting royalties to run into the soloists # 8217 ; wages. One could delegate to Ellington the selfless motivation of trueness to his sidemen, but another motive may hold been his compositional manner. # 8220 ; The set was his instrument, and no Ellington composing was complete until he brought it to his orchestra, # 8221 ; said Billy Strayhorn, lyrist, confederate, and piano player. An added ruin was the decease of Duke # 8217 ; s female parent, Daisy, in May of 1935, puting Du ke into a deep depression. He used to sit and gaze into infinite while he talked to himself. Fortunately though, those long pep negotiations with himself seem to snarl Duke out of his depression. As things began to look up for him, Duke composed a new vocal called # 8220 ; Reminiscing in Tempo # 8221 ; . Critics did non look upon the vocal favourably, but it did look to sum everything up that was written by Ellington from 1931 to 1939 in a combination of gladfulness, unhappiness, victory, and calamity. Irving Mills formed his ain record company in 1936, that boomed with popularity as the demand for large sets playing this new swing music was in intense demand. By 1956, nevertheless, the chasm between mere being and prosperity had overtaken Ellington. He saw the popular out-of-door wind fest ( in its 3rd twelvemonth ) as a agency to deliver his repute with fans, critics, journalists, and Columbia Records, with whom he had signed a new 5-year contract merely the hebdomad before. By the 1960 # 8217 ; s Duke traveled the Earth so many times that he go known as the unofficial embassador to the United States. Duke # 8217 ; s set had played in Russia, Japan, Latin America, the Far East, the Middle East, and Africa. Ellington had antecedently written music for movie and telecasting and continued to make so, gaining an Academy Award nomination for the mark to Paris Blues in 1961. By 1972, the times and manners of the universe no longer suit the old clip manner of Duke # 8217 ; s set. This was the turning point in the autumn of the set # 8217 ; s calling. Duke Ellington # 8217 ; s calling spanned the whole history of the birth of the music called wind. Nowhere in that glorious history is there a adult male who had more love for music, more regard for his art, than the adult male they called the Duke. Duke Ellington is America # 8217 ; s most fecund composer of the twentieth century, in both figure of pieces ( about 2,000 ) and assortment of signifiers. His artistic development and sustained accomplishment are among the most dramatic in the history of music. His, was a clearly democratic vision of music, in the service of the whole set # 8217 ; s sound, and more than any other composer, he cod ified the sound of America in the twentieth century.