Food Nation Essay Example for Free

feed Nation Essay victuals connotes more than just an inhalation to be able to sustain life. It is a reflection of a myriad of culture existing in a society. Looking at provender, one tush see its various fusions of cultural identities brisk to satisfy ones appetite. Food is a perfect example of a world that enters into the process of globalisation where nations embrace the flow of cultural exchange. Countries such as the United States and Italy atomic number 18 known for having diverse demographics. The diversity of its population brought influences into their food as well.However, although both countries whitethorn have fused each others culture into their food, there are still differences which make them distinct from each other such as how they handle and earn food. The United States is one of the largest countries when it comes to its size and population. It has a capacious variety of immigrants which flowed starting from the nineteenth century and as its populatio n continues to grow, its culture has been as dynamic as its food (Counihan, 2002, p. 26). Large part of these immigrants later joined the American workforce as every parent became employed.The absence of either the begin or the father at home veered the majority of the population away from home-cooked meals. Eating out became an alternative for families to have their meals together and eating out factor buying food from a restaurant (Schlosser, 2001, p. 4). From this concept of eating outside the confines of a home, the fast food world was born. The stipulation fast-food refers to a sprightly availability of food, further described as a provision of limited, standard menu with quick service (Royle Towers, 2002, p. 190).Fast food became not just a way to fill skipped meals at home but it turned out to be a life style. The United States initially became known for its fast food because of the turn out of popular food chains such as McDonalds and Burger King. Its convenience of h aving ready-made food suits the lifestyle of volume especially those who go to work early(a) and go home late. Since there are a large number of working people in the United States, they flock to these restaurants to eat. Foods are being arrive atd in bulks to anticipate the huge numbers of customers.Most ingredients provided are delivered frozen. Cooking methods involved one or a couple of processes to guarantee its speed. Assembling ingredients in a line system like burger patties will be able to cook a dozen of it at the same time (Schlosser, 2001, p. 69). Some of the food ingredients only require adding hot water and its ready for preparation. Fast foods are usually packed in paper wraps, foil, and cartons. The materials of these wrappings are disposable which suites the people on-the-go to eat the food wherever they are.Despite the convenience brought about by fast food, healthier ingredients are being given up. As previously mentioned, ingredients are frozen which indicates that these are not fresh and devoid of its natural healthy components with much more added fats. Since Americans are busy with work with no time to prepare food for them, fast food becomes the next available fast option. Italians, on the other hand, became the center of what should be a counterpart of fast food. A earth rich in culture, its food gained renowned identity throughout the world. Just like in the United States, Italian food is a lifestyle.It is a lifestyle which extends to close interaction with families and friends in a laid-back environment dining and drinking wine (Parasecoli, 2004, p. xii). The relaxed atmosphere among most Italian household can be seen as a break from the political and social unrest that reign the Italian state during history. Italian food is famous for the cheese, the wine, and the pasta. Made from a wide array of sea foods, vegetables, and meat Italian food is prepared picking up the fresh ingredients and served as a craft of art. Ricotta, for e xample, is bought by locals straight from a shepherd on the day it is made (Harrison, 1989, p.17). Italians regard their food not just as an energy provider but as a medical specialty for the soul, one of lifes abiding pleasures (Harrison, 1989, p. 17). Most of the Italian foods are cooked in accordance with traditions and the food preparation varies from the different regions of Milan and Florence (Harrison, 1989, p. 143). Taking this traditional view of Italian cuisine, a movement was established to retain not just the traditional cooking of the Italians but withal all traditional cuisines of the world. The Slow Food movement is originally established as a counterpart of fast food.The idea of this movement is to make food from scratch in your own kitchen (Kummer, Cushner, Schlosser, 2002, p. 10) or else than the processed artificial food at fast food chains. Just like Italian food, the movement aims to take food as a pleasant experience offered by life in contrary to fast foo ds (Pollan, 2008, p. 194). The Slow Movement suggests making food out of ingredients that are ideally grown in the backyard or farms, harvested, and cooked with other natural recipes. The people who eat the foods are not only consumers but co-producers as well.Just like the Italian food, this movement also promotes the pleasure of food eaten and shared communally (Pollan, 2006, p. 259). Though this movement proved to be promising, some may say that in contrast with fast-food, the Slow Food Movement is more expensive to obtain and to do. Since fast-food is more accessible and cheaper, the movement has been tagged as elitist and cannot be afforded by ordinary people (Kummer, et al. , p. 10). By its term of slow-food, this may not suit the lifestyle of most people coming from the working class due to the lack of time for food preparation.United States and Italy set off from the way they live their life with food. Though nowadays, some of their own cuisines have been inspired from one another. Their views of food have a huge gap as the two nations came from different backgrounds and developed cultures that set them apart from each other. Their cuisine style and food preparation became significant in the world today and though different in principles, people enjoy it nonetheless.References Counihan, C. (2002). Food in the USA A Reader. New York Routledge. Harrison, B. G. (1989). Italian Days.New York Atlantic Monthly Press. Kummer, C. , Cusner, S. , Schlosser, E. (2002). The Pleasures of Slow Food Celebrating reliable Traditions, Flavors, and Recipes. USA Chronicles Books. Parasecoli, F. (2004). Food Culture in Italy. Connecticut Greenwood Publishing Group, Inc. Pollan, M. (2008). In Defense of Food An Eaters Manifesto. New York The Penguin Press. Royle, T. Towers, B. (2002). Labour Relations in the Global Fast-Food Industry. New York Routledge. Schlosser, E. (2001). Fast Food Nation The Dark Side of the All-American Meal. New York Houghton Mifflin Books.

Siren Song Essay Example for Free

Siren Song EssayThe progressing theme of Yeats poetry Easter 1916 is one which moves from the perspective of a pacifist lamenting the horrors and cost of effect, to an activist who has been so deeply impacted by the deaths of those around him who rose to action, that he is ready to act, violently if necessary, himself. In the poems opening, the speaker admits that he has very little familiarity with those who are considered revolutionaries.He remarks that I have passed with a nod of the head/Or polite meaningless words,/Or have lingered awhile and said/Polite meaningless words, (Yeats) which indicates not only that the speaker is disengaged from the revolutionaries at a political level, but also that the speaker has taken refuge in societal manners and mores. The implication of the repeated word polite is that the speaker of the poem is a good citizen, a law-abiding man with manners and favorable sensibilities.The ensuing stanzas of the poem trace the realization on behalf of the poems speaker that each of the revolutionaries who were killed were, themselves, good citizens, with manners and polite etiquette. In other words, the speaker of the poem begins to get word the revolutionaries are just like him That womans days were spent/ In ignorant good-will, (Yeats) or This man had kept a school/And rode our winged horse (Yeats) so that the speaker begins to see that his own lot is tied up with those he had previously tried to ignore.The strategy of presenting the poem in this fashion is to allow the proofreader of the poem, also, to make the same emotional journey as the poems speaker, moving from detached ambivalence to involved emotionality. One of the most powerful devices is its modulated refrain which reveals variations of the explosive emotional shift in the poems speaker All changed, changed utterly/A terrible beauty is born. (Yeats). The refrain indicates that violence or the will to do violence is terrible but the communal reality of a shared community, race, and nation represents beauty and is, as such, an irresistible Siren Song and it is this observation in the poem that hits at the poems true anit-war theme demonstrating that a nation, a race, a people cannot be broken or occupied without consequence.

Authors Reflection on their learning experiences

Authors Reflection on their erudition experiencesThis text is a reflection of the study experiences of the author, particularly with regard to the acquirement experience of the MBA full time programme. The primary objective is to reflect on the scholarship experiences and to identify how the Knowledge levels, skills, attitudes, perceptions and values were neutered during the process. In an essence it is an attempt to capture the learning experience in to a formal structure, which at times has been informal, at sub-conscious levels and haphazard.The reflections of the learning experiences will adopt to an evaluation of the individuals current status in all visualises relating managerial effectiveness, which will in-turn, urge the identification and prioritisation of personal development needs. The end result is a concise, specific, and mensural and time bound personal development contrive.Initially the theory and importance of reflection in personal development is re heap ed, which is followed by the reflections on several make out learning experiences. The beside phase of the report is a critical evaluation of the antithetic lead modal values, which will include an exploration of the historical origins and evolution of different leaders styles. The third phase is an attempt to bridge the reflections on learning experiences and evaluation of leadership styles, deriving a personal development broadcast to raise managerial effectiveness.2.0 Importance of reflectionA laymans definition of reflection would be to ponder closely a past activity or series of activities, for an pillow slip a mother might think about how she does the weekly shopping for her family. As far as the academic context is concerned, the approach towards reflection is establish on commonsense, Moon (2006 p37) provides a commonsense location on reflection as Reflection is a form of mental processing- akin a form of thinking-that we wasting disease to fulfil a purpose or to achieve some anticipated outcome or we may be simply be reflective and wherefore an outcome can be unexpected.yet reflection has a deeper meaning in an educational context than the mundane activity that the commonsense based get word suggests. In the education and academic context reflection has an overriding purpose and directed towards a specific outcome. Moon (2006 P37) extends the commonsense based view as Reflection/reflective learning or reflective writing in the academic context is also likely to involve a conscious and literalise purpose for the reflection, with an outcome specified in terms of learning action or clarification. In this case the outcome is the personal development curriculum.The benefits of reflections are puddle it provides a structure for the haphazard process of learning facilitates the evaluation and provides directions for further development. Reflections aides the uncovering and dispelling of deep lying misconceptions and helps the transfer of sk ills, for cause the reflecting on the activity of doing the weekly shopping may help in maintaining stocks in small grocery or restaurants.3.0 MBA Learning JourneyThe MBA programme provides a wider spectrum of learning experiences, from divide room sessions to produce theoretical knowledge to real consultancy opportunities, aimed at enhancing the managerial effectiveness. The move around so far has taken me through many another(prenominal) different learning experiences. However it seems that the ideal starting point for the reflection process is the self, or the exploration of self sense.3.1 Self Awareness-Know ThyselfIn laymans definition for self awareness is wise to(p) ones self, however Williams points out that self-awareness includes many aspects Key areas of self-awareness include our personality traits, personal values, habits, emotions and psychological needs that drive our behaviours (Self-awareness and personal development Online) . Self awareness is the stand of personal development and managerial effectiveness.I considered myself to be very self-aware. I strongly believed that I had an accurate picture of myself, being very clear on my strengths, considered myself to be an analytical, logical, emotionally mature and prided on my converse and presentation skills. I never considered myself to be fictive, a part from that I always struggled to identify my weaknesses. The sole(prenominal) other weakness that propped out in my head time and time again was the poor time management. I believe in equality and fairness, strongly favour meritocracy and have non-negotiable key values.However it was at the applied learning experiences (ALEs) of the MBA programme that I low had the opportunity to test my level of self awareness through several sit arounds and practice.3.2 The Applied Learning Experience (ALE)The first applied learning experience of the MBA programme was held in a location in Ware, Hertfordshire. The first activity of the programm e was to fill a questionnaire designed to identify the each participants role in Belbins Theory.3.2.1 Belbins Team Roles- the Monitor EvaluatorMeredith Belbins team role provides a framework to analyses ones position within a team. The results of the questionnaire stated that I will be a Monitor Evaluator in a team. Belbin (1981 cited in Mullins, 2007, p332) states that the monitor evaluators are Sober strategic and discerning, sees all options, judges accurately, the allowable weaknesses are lacks drive and ability to inspire others (Belbin, 1981 cited in Mullins, 2007, p332). Initially this evaluation seemed to fit wholesome with my sense of self-awareness and I was eager to play my role within the teams maximising my strength and being conscious about my weaknesses.The programme consisted of five main activities, out which in one my team was very successful, partly success full in one and failed miserably in three activities. Each activity was followed by a feedback session all owing the participants to reflect on the successes and failures of each activity. The initial reflections seemed to validate my understanding of my role as a monitor evaluator, I played my strengths hale and failed to mitigate my weakness, or thats how it seemed. I tried to learn from the mistakes in one activity and play a better role in the next. However the next activity demanded an entirely different mindset and I couldnt help feeling frustrated, cheated and even stupid at times.In the final feedback session I was ball over to be perceived by the other team members as Creative, comes out with out of the box solutions, not clear in communication and at times unenthusiastic. This was somewhat a bitter pill to swallow, particularly because I prided in my communication skills. However I delivered the final presentation on behalf of our team. Using Obama style rapid question and answer techniques (fired up? ready to go?) managed to energize the audience and end with emphasising the importance of self awareness.Though the feedback seemed misconceived at that point, reflection helped me to recoup the pieces of the puzzle. Im good in articulating a point to a willing and listening audience, however fails and loose enthusiasm when challenged or when it seems the others are uninterested in my opinion. For an example one of the tasks demand a high sense of mathematical temperament usually found among physics students and software code writers, I had a plan which included the delegation of specific tasks to particular members whom I thought had the required skills, however I failed to persuade others and the task ended up in failure.The reflections on ALEs helped me to gain a more accurate understanding of myself, and propelled persuading skills and time management on to the top of my development need.3.3 MBTI ModelMyers -Briggs Type indicator (MBTI) is another model which I used during the learning journey of MBA. It is developed by Katherine Briggs and Isabel My ers in 1920s, its used as a self -report instrument that guides individuals in knowing about themselves (Handout, Nov 2009). My MBTI position was ENFP which indicates that the person is extrovert, daring and development oriented, a position common among entrepreneurs. The corresponding role in Belbins nine team roles is the Plant. This was a shocking apocalypse for me since I thought I was the complete opposite of an entrepreneur. However in retrospect it made me think deeper on creativity, and altered my view on my hold creativity.3.4 Creativity- Myths DispelledDuring the learning journey of the MBA, I had the opportunity to analyse my own creativity through several questionnaire designed to assess an individuals creativity and analyse the logical and creative aspects of ones thinking. Though I always seemed to be more of a logical person I scored above my own expectations on creativity. This led me to reflect profoundly on my own level of creativity, and helped me to uncover a nd dispel a misconception which was deeply rooted in me. I primarily considered creativity, as artistic creativity, this narrow view created a mental block and I perceived myself as less creative. However Mullins (2007 P192) states that creativity is the application of imaginative thought which results in innovative solutions to many problems. The video on IDEO Company, an American firm specialising in new product development altered my view on creativity on reflection the federation seems to have a fairly logical and structured approach towards creativity, though at first it may not be very apparent.These experiences broaden my horizons on creativity and thereby my development needs.3.5 Learning Styles- ReflectorAs far as the learning styles are concerned Im a reflector, however reflecting on learning styles lead to a clearer understanding of experimental learning. I developed IT skills primarily through experimental learning. The reflection and understanding helped me to overcome many mental barriers like fear of failure, which pr characters us from experimenting with things and learning from the experience.3.6 MBA- Alumni EveningsI view these events as an opportunity for networking. After every such event I reflect on the event to gather the learning or other benefits gained. However the list rarely goes beyond inspiration with hardly any progress in the networking aspect, which has the potential to facilitate mentoring. Thus enhancing networking skills is a personal development priority.3.7 Life and Career PlanningNaylor (2004 cited in Mullins, 2007, P720) explains disembodied spirit and career planning as people are support to develop and express personal goals with strategies for integrating goals with those of the organisation. The life and career planning is referred to as a technique, in the wider context of organizational development.I always valued to be a knowledge worker or a specialist, my ideal career was to be a market researcher specialisi ng in qualitative research. However the due to circumstances I embarked on a career in totally different sector. At first the prospects seemed promising, but my career and life priorities were in conflict with my role, thus what once seemed as a career gradually evolved to a job. Thus integrating personal goals with the career didnt seem to be an option. then the route to career life planning or career life congruence seems to be to enhance skills and knowledge through education and to re-align the career with life priorities. The MBA learning journey has broadened my horizons and the personal development activities are ultimately directed at the career-life priorities.4.0 LeadershipThe list of definitions of leadership is very long, however Mullins (2007 P363) captures the essence of leadership is a relationship through which one person influence the behaviour of other people. The emphasis on relationship and influence is important. This means that the leadership is inseparably lin ked to the group or team concerned.The leadership may occur at different contexts for example in organizational, national or global contexts. It may occur at different levels not necessarily at the top of a hierarchy thus Belbin (1997, cited in Mullins, 2007, P363) states there is clear implication that leadership is not part of the job but a quality that can be brought to a job Useems(2001 ed, Pickford. J, Cited in Mullins, 2007, P363) view of leadership is Leadership is at its best when the vision is strategic, the voice persuasive and the results tangible Useem (2001 ed, Pickford. J, Cited in Mullins, 2007, P363) sees leadership as primarily a matter of making a difference.As military strategy influenced the early thoughts on line of descent strategy, historically leadership was influenced by the command and control structure of the military. However many leadership styles have evolved since, the next table captures the key characteristics of the three main styles of leadershi p.Leadership StyleCharacteristicsAutocratic StylePower and the conclusion making authority lies with the manager, thus every aspect of the relationships with subordinates centres around the mangerDemocratic StyleA shared leadership style, Manager is part of the group or team subordinates can influence the decision making.Laissez-Faire(Genuine)StyleSubordinates have complete freedom The manager intervenes only on a necessary basis. This shouldnt be mistaken with poor leadership, where managers simply dont careThe justness of each leadership style depends on many factors. The leadership style adopted may depend on the status. For instance in a crisis situation an experienced leader with autocratic style may be more suitable over a democratic style of leadership, in order to facilitate better and quicker decision making. On the other hand democratic style is more common among project teams and professionals, while autocratic leadership is more prevalent where there is a wide gap bet ween the knowledge, skills and experience of superior and subordinates. The leadership style adopted is highly influenced by the nature of the business and the organizational culture, for instance militaries around the world adopts autocratic leadership style due to special nature of such institutions.4.1 Leadership and ManagementModern view on leadership is moved away from command and control and emphasis more on inspiring others. This has resulted in the blurring of lines of division between leadership and management. Mullins supports this view (2007,p 363).If leadership is more about inspiring others, it demands a specific set of skills, which enhances the ability to inspire and is an essential ingredient in a development plan aimed at increasing managerial effectiveness.My experiences in the MBA learning journey, particularly with relation to group work and previous work experiences make me believe that sound communication and listening skills are of paramount importance. Listen ing skills are important to link the disconnected pieces of information or opinions brought in by different members of a team.5.0 person-to-person Development PlanThe reflections on the MBA learning journey and exploration on different leadership styles was an attempt to identify my own development needs to enhance managerial effectiveness thereby influence the development of others.As part of the human enterprise module of the MBA, I had the opportunity to carry out a skills audit on myself. The skills audit itself a tool for identifying development needs, by grading ones perceived level in variety of skills.The skills audit, reflections on MBA Learning journey and the review of leadership styles have presented me with a wide array of development areas. However it is practically concentrate on a large number of skills, without conciliatory on the quality and depth. Thus I have used Brian Mclvors Priority Grid to prioritise my development needs.Brian Mclvors Priority Grid provides a framework to compare the importance of ten different skills (or development needs) against each other. The skills are compared on a grid against each other and the more important one is circled, at last the skills are ranked according to the score (or number of circles) (Please refer Appendix 1 for the part A and B of the format)When comparing the skills I have considered the relevancy of each skill to my career targets and the opportunities for improvement during the MBA Programme. The following table depicts my immediate development needs and the way forward.Skill/ Development areaCurrent realmDesired StateWay ForwardCommunicationGood when unchallengedMore persuasive,Good under all conditionsPractise before presentationsParaphrasing, in verbal communicationLearning from good communicatorsAnalyticalTakes time to understand the core snubTo be in a position to understand key elements of an issue quicklyDoing more case studies, Focused thinkingListeningLose interest, sometimes he ars only what wants to be heardEffective listening, hearing what people in reality say,Try to prevent from being distractedGiving undivided attentionProviding feedback, and refraining from interruptingPlanningUnrealistic planning, poor implementationRealistic plans, better implementationRevisiting plans to confuse unimportant elements, to make it more realisticMoving on to implementation at appropriate timeFrequent evaluationTime management on the nose on Time, struggle with deadlines, source of stressProcrastinate thingsMore effective time managementMinimise procrastinationActivity log to identify situations of futile time managementDetailed to do listsUnderstanding reasons for postponing,Personal targets, and rewarding for achievementNetworkingRarely goes beyond the initial superficial stageNetworking as a effective personal learning toolParticipating in more networking eventsBeing more prepared, background studyLearning to build rapport quicker,The learning journey of MBA taug ht me that personal development isnt an isolated process, its journey that relies on feedback from other. Feedbacks lead to reflections which help to continuously improve the journey. Though formal feedback from all angles (like in a 360 degree feedback process) isnt practical in this case, I would make efforts to receive informal feedbacks, at minimum on the progress.6.0 ConclusionI have critically reflected on my MBA learning Journey, focusing more on weaknesses that needs improvements. Being ones own harshest critic is infinitely beneficial than being the biggest fan. The outcome of the process is the development plan aimed at enhancing management effectiveness. The success of the plan depends on the implementation and feedback from others.

Effect Of Leadership On Employees

egress Of targetinghip On EmployeesThis paper tries to seek the match of different variables of leadinghip on employee need. leading Style, leaders motive, Leaders Gender and Leaders Skills were taken as the in pendant variable and Employee Motivation was taken as the dependent variable. Data was gathered finished the use of questionnaires.The results showed that leaders Style, Leaders Skill and Leaders Motivation had a momentous regard on the Employees Motivation whereas leaders Gender had no satisfying impact of the Employees Motivation. The query is concluded with a detai direct analysis of the result with conclusion.This chapter introduces some of the important features of the upshot. It will pass along an overview of the different variables involved in drawship and how they offspring employee demand.The broad topic of my research is Hu gay Resource Management. Human Resource Management is a sore emerging concern for the administrations in Pakistan. Loc al unneuroticy we can see m some(prenominal) firms without a proper Human Resource department. Lately the Human Resource practices which ar conducted in Pakistan atomic number 18 mostly carried out in the manufacturing empyrean but recently we demand experienced a trend of Human Resource cosmos adopted in the services sector. This topic has managerial as well as academic value.An overview of leadingLeaders in an organization play the arctic role of founding and promoting values and ethics in the work environment. The influence leaders will have on employees in any given organization is immense and it is this influence that is in fact also vital to its functioning. Their interaction with workers casts the modality of operations and depending on the leaders fashionism and drift promotes or decreases need in the work place.The charter of leaders is an abstract one and that leaves many loose threads, it is situation specific and no blue prints for the improve type ar avail able. And to that degree the brunt of the goal oriented characteristic of indigence also lies with the leader and it is he/her who must take on the responsibility of molding his/her style to drive the employees want needs.This research looks in to the intricacy of the family between leaders and pauperism and studies the linkages between the both. The purpose is to use up the effects of factors wish well a leaders sex, style, wayism, quality, rewards, workers agreeability etc on subordinate motivation leading to conclusive results about the contingency of the dickens. Furthermore this paper attempts to address the underlying importance of linking and studying leadership and motivation for an organization and how it is vital for the functioning of the two roles of the subordinate and the leader.Background InformationLeadership entails several tasks cay of which atomic number 18 the basic ones of mobilizing resources, coherency and liquid of purpose and values and infl uencing servicees. Tracing the origins of leadership would necessitate drawing upon the history of how mans earliest ancestors lived in communities. Secondly the study of the history of leadership requires a untold broader definition of the term and a lesson in the anthropological progression of mankind.The evolutionary view of leadership stipulates the need for drawing mountual references for leadership as it is today. organisational hierarchy exists in e rattling species of living sort. Roles in it based on the simple principle of survival ar assigned. Similarly in a man- eat- man world individuals are honed and prepared from an early age to take on survival or predatorily roles in an organization be it a pre- historical community of interests of hunter gatherers agrarian tribes an industrial society or even a contemporary organization in this age of information.It is only(prenominal) through consciousness and learning that the old instinctual primordial roles have been cast and people from a diverse background have successfully (or not) attempted to take up the challenge of leadership. The study of leadership in organizations is thus a vastly rich field of research and study and commands some(prenominal) importance in the building of the hierarchy of any organization. Millions are spent each year in teach managers to be get effective leaders and leaders to be even more effective at what they do.Motivation became a focus of research because it is a vital component of factors affecting worker productivity, job satisfaction, etc. motivation in itself has been a key area of concern for social scientists for more than a century. What is the most efficient way to get work done was a problem slave drivers in ancient Egypt even dealt with. The contingency between the concepts of motivation and leadership have come to the fore with mans need for sustainable production and efficacy. Thus in preserving the workers motivation leaders have persevered themselves .1.3 Academic and Managerial concerns pertaining to researchThe academic concern of my topic is that it is an untapped area with respect to Pakistan. Anyone who wished to further research on this topic can use this thesis. The managerial concern is that it is a key issue in the organizations of Pakistan. They need to shape the best possible leader for them to motivate all the employees. It will help them improve efficiency and enhance productivity.Definitions of Variables and KeywordsLeader a person who rules or guides or inspires separates.Motivation Motivation is the activation or energization of goal-oriented behavior. (en.wikipedia.org/wiki/Motivation) despotical Leader This style states that the leader solves the problem or makes the decision using information available to him or her at that time. In some cases, the leader whitethorn consult with subordinates to obtain information, but at no time does subordinate input include decision making. The decision is passed on to sub ordinates for implementation. (Ralph Nader, 2002)Democratic Leader The leader shares the problem with subordinate and gets their input. Subordinate involvement is seen as either a collective or individual request for information which may or may not influence the decision. The leader reserves the right to make that decision. (Ralph Nader, 2002)Group Leader The leader shares the problem with subordinates as a group, obtains their collective input and tries to work consensus on the solution. The leader acts as a facilitator or chairman, trying not to influence input and accepting and solution that the group may suggest. (Ralph Nader, 2002)Emergent Leader The leaders who earn leadership position through their expertise, skills, abilities to influence others, or personal acceptability by the group. ( Ralph Nader, 2002)Assigned Leader The leaders who are given power to exercise influence through appointment. (Ralph Nader, 2002)Extrinsic A reward, such as food, that is tangible and visi ble to others, and external (as opposed to an intrinsic reward).Intrinsic Rewards that are associated with the job itself, such as the opportunity to perform meaningful work, complete cycles of work, see finished products, experience variety, and receive feedback on work results.Transactional Leader Transactional leaders believe that people are motivated by reward or punishment. These leaders give clear instructions to followers about what their expectations are and when those expectations are fulfilled there are rewards in store for them and failure is severely punished. They allocate work to subordinates whether resources are there or absent.Transformational Leader Transformational leadership is a leadership approach that is defined as leadership that creates valuable and positive change in the followers.1.5 Study objectivesThe purpose of this research is to shed light on an imperative aspect of organization management that has hitherto not been foc employ on in the context of us e of firms and organizations in Pakistan.The effect of leadership on employee motivation has a shockingctly proportional impact on the employees productivity, job satisfaction and consequently worker retention. The kind of leadership traits a companys management portrays will jell not only the working environment but even employee turnover rates.Effective leadership as a case in study has been much overlooked in the general practice of organizations in Pakistan. This research looks into how company leaders in Pakistan are mostly appointed not on the grounding of qualification, aptitude or skill but rather through inheritance and nepotism. Nepotism in particular is an endemic practice in Pakistan which has pervaded e very job sector, be it corporate or even bureaucratic.Assigning leaders based on favoritism and family connections instead of appointing them through launch procedural means gives no guarantees that the heads leadership style will be conjunct to the requirements of t he assigned sector. Just like a charismatic leader will be wasting his or her talents in a firm that requires minimal intervention by its management, an overbearing leader with a direct involvement in employees work can corrode their motivation merely with the way they direct them.Thus this paper seeks to underscore the importance of studying the correlation between leadership styles and worker motivation, especially in the conniption of a country like Pakistan where leadership appointment is more erratic and seeped in nepotism. Leadership of any organization provides the driving force behind the productivity and working environment, all of which have direct bearings on worker behavior and motivation. If this psychology remains untapped and unstudied this has and will increasingly have dire repercussions for companies in Pakistan.Chapter 2Literature ReviewThis section covers the literature review that has been conducted after thorough analysis of several articled written by other scholars. The main purpose of including the literature review over here was to support the topic with proper referencing from work done by other researchers. This not only enhances the topic but also highlight a few more points related to the topic which have proved beneficial.Martin G Evans, tried to analyze the impact of leaders behavior on the motivation of his subordinates, in his article Leadership and Motivation A Core Concept, 1970. Martin conducted a research based on the two theories on motivation. The first possibility is the Maslows hierarchy of needs and the second is the Path-goal approach to motivation. Martin carried out his research on two organizations a utility and a hospital. Questions were asked to study the importance of different goals to the employees. The questions also tried to collect information on the effect of high or low productive work on the motivation level of the subordinates. To test the Path-goal theory, questions were asked whether following each of the paths helped them attain their goals. The result supported the two theories. It showed that following high quality and high productive work led to the subordinates goals while low quality and low productive work led away from the subordinate goals. Job security was also seen as a very important factor to drive motivation confirming the hierarchy of needs model. In the end Martin highlights the managerial importance of the research and proposes that to have a substantive motivation in the employees, the leader should create a strong relationship between the employees goals and the organisational goals.Arthur G. Jago claims in his research Leadership Perspectives in Theory and Research, 1982 that disdain old age of systematic experiential research on the defining traits of leaders that distinguish them from non leaders, scientists of the soft science of behaviorism in organizations have yet to come up with conclusive info and results owing to the multifarious interpretatio ns of the phenomena that does shed light on the role of a leader but leaves the topic of inter organizational relations and connections open to debate. The article discusses several theories and definitions that provide us with the premises used to build on tabulating a set of universal leadership traits and physiologic factors which is the first of four typologies drawn on the dominating assumptions of prior research in this field and Jago in some ways comments on their redundancy and trammel approach owing to their limited set of assumptions. Jago discusses various and conflicting behaviorisms of leadership and the corresponding situations contingent on these traits and hence focus on a set of universally appropriate leadership traits and their reliance on situations to provide its second and third typology. The final typology looks at situationally contingent behavioral styles. Jago examines organizational prescriptions that follow from the typologies he had employed to argue t he insufficiency of old methods used in the research of these traits and typologies and discusses and prescribes new and novel research methods in the study of leadership behaviorism.Kirkpatrick and Locke in their research Leadership Do Traits Matter?, 1991 acknowledge the fact that different situations require different types of leadership, that the topic is so vast and complex that to dress the exact ingredients for the perfect leader would be fool-some. They acknowledge that a leader in a business organization will require a different mix of traits than theorise a military leader. They furthermore differentiate between skills and traits and back their claims with evidence from actual case studies. Six traits they identify that distinguish leaders from non-leaders are drive, the commit to lead, honesty/integrity, self-confidence, cognitive ability, and knowledge of the business. Kirkpatrick and Locke then go on to discuss secondary characteristics that may not be easily backed with evidence nor be required in every situation but are nonetheless indicators of a good leader, these include Charisma, creativity/originality, and flexibility. The authors go on to assert that aside from the core traits that provide the potential for good leadership, the following factors help them actualize their potential skills, vision, and implementing the vision. Each factor is discussed in detail and how their effects are affect at the level of the management and employees. The article finally talks about the grave responsibilities that come with the mantle of leadership and where the rare mix of traits and characteristics does come together to make an effective leader, the credit must be given to the individual.Where Kirkpatrick and Locke consider charisma as secondary and necessary but an insufficient trait for leaders, Shamir, signboard and Arthur, in The Motivational Effects of Charismatic Leadership A Self-Concept Based Theory, 1993, on the other hand argue that char ismatic leadership has profound effects on employee motivation and illustrate this claim with empirical evidence from several studies. by and by establishing the importance of charismatic leadership the authors point towards a problem in research on leadership and motivation, that is, absence of an account of the process that helps translate charismatic leadership onto its effects on employees. The authors use previous studies to list deal a number of effects charismatic/ transformational leadership has on employees. These effects include elevating workers needs to a high tier on Maslows hierarchy, achieve high levels of morality, drop dead their needs and goals to take the entire team into consideration, etc. By using a self concept based theory, Shamir, House and Arthur point at various processes that are set into motion in the context of a powerful and charismatic leadership. Leadership sets the tone for worker performance by providing employees with a vision the leader make s them espouse his own values and higher goals. The authors point at factors like increasing the intrinsic valence of effort, increasing effort-accomplishment expectancies, instilling faith in a better future, etc to demonstrate the processes that come into play with the introduction of charismatic and transformational leadership in a work space. The authors identify classes of leadership behavior that set the certain processes into motion and discuss other external factors (organizational factors that provide a conducive environment for effective leadership and employee responsiveness). The authors thereby provide a theory that links transformational leadership and employee effects through employee self concepts. The nature of leadership in question activates certain employee self concepts that hence affect motivational mechanisms.In Leadership and Motivation- The Effective Application of Expectancy Theory, 2001, Robert G. Isaac, Wilfred G. Zerb, Douglas C. Pitt, discuses Vrooms E xpectancy Theory and its application in providing a practical tool in helping individuals in leadership roles. The authors trace a direct link between the underlying and explicit assumptions and variables in the expectancy theory and leadership concepts to draw the correlation of leader interactions with employees and motivational working environments. The authors then assert that motivational working environs aid employees in traditional job posts to achieve self actualization and transcend their roles to become leaders in themselves. The article discusses the complex relationships between employees and leaders within an organization and situation based antagonism that exists. It emphasizes distinctions between leaders and managers and stipulates the remotion of these distinctions to help overcome the antagonism parameters in the relationship completely to increase motivation levels. The article examines several other relationships and linkages between behaviorisms and output in th e context of motivation levels in an organization. Finally concluding that boss-worker distinctions should be eliminated and that everyone in an organization should strive to be a leader and influence should be a two way process and this, the authors propose can be achieved using the principles from the Expectancy Theory.Douglas F. Cellar, Stuart Sidle, Keith Goudy, Daniel OBrien in Effects of Leader Style, Leader Sex and Subordinate Personality on Leader Evaluations and Future Subordinate Motivation, 2001 examines the long standing evaluation of gender influences on motivation and employee response. The authors use the agreeability factor, a dichotomous leadership style variation (autocratic vs democratic) and gender differences to conduct a three way study with leadership evaluation, future interest and effort as dependant variables. The hypothesis was that agreeability affects inconsistent gender behavior and this by extension affects employee productivity and output. A self desi gned questionnaire was used. Subordinate behavior was analyzed with the expectation of leaders adhering to gender stereotypes and results of the study concluded that it was indeed the case. Where leaders deviated from stereotypical expectations disagreeable subordinates reacted and penalized the leaders for the deviation. Agreeable employees however did not. The purpose is basically to show the effect gender stereotypes have on the motivational levels of employees based on their behavioral profiles.According to different studies, transformational leadership has a authoritative positive impact on the employee satisfaction. Bass (1985) states that transformational leadership would result in followers performing beyond the evaluate levels of performance as a consequence of the leaders influence. Hatler and Bass (1988) state The dynamics of transformational leadership involve strong personal identification with the leader, joining in a shared vision of the future, or going beyond the self-interest exchange of rewards for accordance (Hatler and Bass, 1988, p.695). Nurdan Ozaralli tried to investigate the effect of transformational leadership in his research Effects of transformational leadership on empowerment and team effectiveness, 2002. The data for the research was collected from a sample of 152 people in different sectors in Turkey. Snowball technique was used for data collection and to measure transformational leadership, Bass and Avolios multifactor leadership questionnaire (MLQ) was used. The results showed that a transformational behavior of leaders has a positive relation with subordinate empowerment and with team effectiveness. Subordinates who worked under transformation leadership were more group oriented and had a higher level of performance. Creativity is higher when the subordinates work under a transformational leader as they are more empowered. In the end Nurdan suggests that there is a very significant effect of team empowerment on employee pe rformance so the managers should identify the teams with low empowerment and should try to raise their level of empowerment.Nader in Leadership and Motivation, 2002 discusses two important determinants of individual performance in organizations the type of leadership in that organization and personal motivation of employees in an organization. He draws on theories in general data collected from empirical research on the subject to and the premises of people being the same as each other and yet being different to collate his findings and providing some general theories and analysis that determine behavior and leadership traits. Nader provides comprehensive definitions and analysis of the concept of motivation and discusses it in the context on theories like Maslows hierarchy of needs, McClellands theory of needs etc ending his study of motivation by discussing motivational goals and categories these fall into. He then continues with a preaching of leadership theories, factors and le adership styles and concludes with a list of leadership qualities that according to him help determine roles people can be assigned to, based on their profiles.After the exposure of a few business scandals and the unveiling of irresponsible leaders, Nicola M. Pless in her research Understanding Responsible Leadership Role Identity and Motivational Drivers, 2007 tries to find the prototypes of a responsible leader. The author does this by analyzing the biography of Anita Roddick a responsible leader. The key learnings from the biography were that a responsible leader is driven by a values based vision of the future. Other findings include that a responsible leader make fundamental decisions with a long term effect on people, environment and future of the organization. A responsible leader should act as an active citizen. The leader should have ethics and desire to serve others. They should be culture to the stakeholders and maintain good relations with them. A responsible leader is developed over time they have values rooted in them that are built and further developed by life experience. Another very important prerequisite to become a leader are ability and willingness to learn.Abass, Qaisar and Sara Yaqoob in Effect of Leadership Development On Employee Performance In Pakistan, 2009 carried out a research to prove whether or not leadership skills and traits have an effect on employee performance in Pakistan. Leadership theories have been an integral part of the field of business/management research since the proliferation of trait theories. Geert Hofstede in his article Motivation Leadership and Organization- Do American Theories Apply Abroad underscores the importance and reality of cultural conditioning and how it provides employees and leaders cultural lenses to view the world from. Abass and Yaqoob build on the theory of cultural conditioning to study how much of an impact leadership variables have on employee performance in the context of Pakistan. The factors of leadership they examine include coaching, training and development, empowerment, participation and delegation. The purpose was to find a correlation between leadership development and worker performance, using an exploratory style research which would help determine what percentage of employee performance is directly influenced by the organization leader. Their findings show a staggering 50% positive correlation, with the remaining 50% being influenced by attitude, commitment, motivational factors, and trust in the organization, and other factors such as compensation, reward and bonuses etc. According to their finding for example training and development as part of leadership development had the greatest impact among all the variables of leadership. Thus this article delves into leadership research with fixed well defined leadership variables in the context of Pakistan.Chapter 3Methodology Analytical ChoicesThis section will cover the methodology for my research. It wil l deal with the methods used to analyze the research and the sample size considered for the research. The tools and techniques used to process the data will also be included in this section. Theoretical framework will also be included followed by the Hypothesis and expected findings.3.1 Research typeThere have been numerous researches conducted on the effect of leadership on employee motivation but they are not applicable in Pakistan due to cultural differences. Therefore my research will be primary in nature and will be based on the data obtained through questionnaires. The research will also be applied in nature and will have managerial as well as scholarly applications. The sector that will be focused in the research will be the MNCs operating in Pakistan.3.2 PopulationAs my research is focused on the MNCs, my cosmos will include all the Multinational Corporations operating in Pakistan.3.3 Sample SizeDue to budget and time constraints, the research will not be able to include th e whole population. This research will focus on two MNCs Packages and Tetrapack. These were chosen by using random probability sampling technique. slightly 100 questionnaires will be floated in both the MNCs. There will be two questionnaires one for the leaders of the MNC that will measure the independent variables like leadership style, leaders motivation, etc and the other questionnaire will be for the employees which will measure the independent variable that is the Employees Motivation.3.4 Sample TimeThe time period considered in this research is from March 2011 to April 2011.3.5 HypothesisH0 To test the hypothesis that leadership style has an insignificant effect on employee motivation.H1 To test the hypothesis that leadership style has a significant effect on employee motivation.H0 To test the hypothesis that leader gender has an insignificant effect on employee motivation.H1 To test the hypothesis that leader gender has a significant effect on employee motivation.H0 To test the hypothesis that leader motivation has an insignificant effect on employee motivation.H1 To test the hypothesis that leaders motivation has a significant effect on employee motivation.H0 To test the hypothesis that leader skills have an insignificant effect on employee motivation.H1 To test the hypothesis that leader skills has a significant effect on employee motivation.3.6 Theoretical FrameworkLeader Gender(Douglas F Cellar, 2001) Male-FemaleLeader Skills(Ralph Nader, 2002) Self Confidence-Charisma-Dominance-Administrative -Ability-IntelligenceLeader Motivation(Ralph Nader, 2002) High motivation to lead-Moderate motivation to lead-Low motivation to leadEmployee MotivationLeader Style(Douglas F Cellar, 2001) Directive-DemocraticTheoretical framework shows the relationship of different independent variables with the dependent variable. In this case the major variables under discussion are Leader Gender, Leader Style, Leader Quality and Leader Behavior. All the independent variabl es considered in the conjectural framework are linked to motivation and have been studied on by different scholars. All of the variables have been identified in different articles for the literature review. Leader Style plays a vital role in the motivation of employees as does all the other variables that he been considered in the research.3.7 Data analysis tools and techniquesThe data will be collected by floating questionnaires. The questionnaires used for this research have been used by previous scholars which ensure the authenticity of the questionnaires. Two questionnaires are designed for my research. The first questionnaire will be for the leaders of the organization and will measure the independent variables like Leadership Style, Leader Skills, Leader Motivation and Leader Gender.The other questionnaire will be for the employees of the organization and will be used to measure the dependent variable which is Employee Motivation. Data will be collected from 10 employees per leader and average will be taken to evaluate the overall motivation of the employees. The data collected through the questionnaires is then coded and standardized. To test the significance and relationship between the different variables, multi variable linear regression will be used.3.5 Expected Nature of FindingsIt is expected that leadership does have an effect on employee motivation. Leadership Style, Leaders Motivation and Leaders Skills are expected to have a significant relationship with employee motivation whereas the effect of Leaders Gender on employee motivation is unknown.Chapter 4Estimation, Analysis and Conclusion4.1 Profile of RespondentsThe Questionnaire was filled by 10 leaders and 7 (70%) were male wheras 3 (30%) were female leaders.4 (40%) of the leaders were highly motivated, 2 (20%) were moderately motivated and 4 (40%) lacked motivation according to the questionnaire. Similarly 2 (20%) leaders had high leadership skills, 5 (50%) had moderate leadership skills a nd 3 (30%) were absent leadership skills. 6 (60%) leaders had a democratic leadership style wheras 4 (40%) had autocratic leadership. The leaders age varied from 39 years to 48 years. The average age of the leaders was 42 years. The major reason for this is because mostly you get to a leading posirtion in an organization after your 40s when u r mature. All the leaders chosen has 10 plus years of experience in their desired field and were working in the same firm for atleast 2 years so that the employees motivation could reflect their leadership and not the leadership of the previous leader.The Questionnaire was filled by 100 employees. The age of the employees varied from 25 years to 32 years. The average age of the employees was 28 years.5 (50%) of the firms had highly motivated employees, 2 (20%) had moderately motivated employees and 3 (30%) had low motivated employees.Estimated resultsMultiple regression was used with employee motivation as the dependent variable and Leadership Style, Leaders Motivation, Leader Gender and Leaders skills as the independent variable. The estimated results are given in the appendix A.Analysis of findingsIn the leadership style column, 1 was used to represent democratic style of leadership wheras 2 was used to represent autocratic style of leadership. In the Leader Gender column, 1 was used to represent male leaders wheras 2 was used to represent female leaders. In the Leaders Skills column, 1 was used to represent high skills, 2 was u

Tall Organisational Structure And Power Culture Commerce Essay

T any Organisational Structure And index finger Culture Commerce EssayCulture is a systematic programme run in the mind which evict be used to differ one set of people from another, and an organization structure is a breakdown of the organisational subordinate entities to pursue a common goal. assorted modes of the Cultures would be Power Culture, Task Culture, Person Culture and Role Culture. The importance of beneathstanding these concepts is that an organizational structure leads the organisational shade to flow across the organisation. therefor a becoming understanding of the functionality of these concepts is vital. There could be several types of structures as follows.Tall organisational Structure and power CultureA tall organisational structure is where the span of bidding is narrowed due to the higher g all overnment issue of management take aims resulting in many managers being employed by a telephoner and the commands be first certain to the merry-go-round tak e aim managers and thusly the information flows in to the subordinates. Under this structure, it is wishly that culture is unchanged and the in clod commutation is applied because of the begin train subordinated snuff it under a tall structure. ab break through organisations especially manufacturing and caper oriented uses this method to adjudge sure without any interference the task is done the patch up person is on the correct chair. Tall structure always digests the systematic experience to planning and controlling mechanisms this is because the decision devising is done at the top and then the decisions argon flown downward and being (Naoum,2001p.165).Figure1. Tall organisational Structure of a production beau mondeSource The condemnations 100 web magazine (http//businesscasestudies.co.uk/british-gas/roles-responsibilities-and-c areer-development/introduction.htmlaxzz2Dl7IBSzR)Power Culture is where one individual dominates the inbuilt decision making only by hi mself. Power culture always allows the head of the business (Entrepreneurs) to make the decisions. Therefor power culture always bounded to a particular individual. In the current circumstance Sir Richard Branson is a perfect example where he dominated the entire decision making of the separate by himself and the success of the company is where he always retained the decision making power and the retention of the control under himself consort toVirgin-Richards Block website (2012). Under this culture it is very serious for others to poke into the decision making and the subordinates always have to follow the decisions.Figure2 Decision making represents the nerve of the circleSource http//www.mindtools.com/Flat Organisational culture and Role CultureFlat organisational culture consists lower number of managers due to the lower number of management levels making the span of control wider. This might lower the interest of the top level managers regaining that they might lose out the control. Flat organisational structured entities are having great innovation ability as the functional levels are given the authority from the top level. The swiftness of the communicating is higher as opposed to other structures. The level of motivation of the employees get out stay high as they are not been pressured to a greater extent and the formal level of communication arises because of that (Warner M., Joynt P.2002p260).Figure3. Flat Structure with minimum number of managersSource Madura J. (2007p279)Role Culture commands the employees to stick to their business sector description. This chiefly happens in large entities where the particular job has its own guidelines. Under this lift the innovativeness is questionable as employees tend stick to their elaborate boundaries and stifle the innovativeness. In this climb most of the Human Resource activities are done in order to chair the proper personnel. When every employee carries out their duties, the entire compan ys pillars are strengthening. Therefor in this approach the importance of understanding of the role of each person is highly important (Martin, 2005P.493). hierarchic organizational Structure and Task CultureHierarchical Structure represents a pyramid shaped structure i.e. the power and responsibility are defined according to the position they possess in the organisational hierarchy. Under this approach the chief(prenominal) objective is to retain the power and to get the task done by means of the divisions. In this approach it is likely that the span of control is retained at the divisional levels which lead to better communication where one reports to the other (Turner and Simister, 2000)Figure 4. Hierarchical Organisational structure in military organisation(Source God, Quantum physics, Organizational structure and Management style, 2009p.45)Task Culture gets the correct people and getting them to work together entrust be the get wind aspect of this approach. This culture g enerally focuses round the ag assembly work for the accomplishment of a company objective. Through this approach it is likely that the company moves forward with foodstuff dynamism and market complexity as this approach gets the company people to discuss the changes in order to meet the complexity. Managers must make sure the level of commitment is achieved because of the distance and freedom they are given (Smith and Mounter, 2008p.36).1.2 Organisational culture and performanceOrganisational culture always has an impact on the organisational performance. In a unfaltering culture (high norms, high Values) the bonds of the management with the employees are quite strong, the performance of the entity tends to be in a hefty position. According to Lussier and Kimball (2009) a weak culture entrust in spades stifle the connection of employees and management. Culture types such as Power and person, will limit the performance of an organisation due to the lack of democracy whereas ro le and task culture will improve the democracy. Employee performance will therefor directly impact the company performance the glue will be the culture. But it should to a fault concluded that a strong culture will ease the mergers or alliances, where as a weak culture will be very difficult to maintain in a dynamic environment.b) From the current contextSemco is a company build in brazil owned by Ricardo Semler who took the business from his scram who are in to the manufacturing of mixers, pipes. Owner allowed employees to make use of the organizational resources in the way he would like make sure the correct inspection is provided at requirement. The considerations provided for the effort were intimately provided by Semler as a result company could increase profit up to 500 per cent. Therefor it is noticeable that a strong culture with more values and believes will contribute to a greater performance (Dickson, 1993p.13).1.3 factors which influence the behaviour individual at wor kAccording to the Mullins (2009) he has noted several factors which could influence an individuals behaviour at work as follows.ValuesSkillsPersonalityLeadershipPerceptionDemographic FactorsAttitudesWhen an individual possess good values towards the work, the work will become more and more easy. Having good skills will always make the employee to feel comfortable with the tasks they carry out. When an individual comes with a better personality it is unlikely that the company influence the person but sooner person will take it up by himself. break down lead always has a significant impact over the work where the better leaders influences the person and getting the task done. According to Nelson and Quick, (2008p.128) Better work conditions will always improve the perception of the individuals towards work. Demographic factors such as age, gender, will create some awkwardness towards work if the working environment tends to be gainsay to them. Motivational Factors such as better w ork conditions will always improve the attitudes of the individuals. Therefor it is evident that above factors will have an impact over work conditions.Task 02Introduction to Management and LeadershipIn simple terms Management is the way of deciding what to be done through planning, organizing, communication and controlling and leadership is the way of getting things done from subordinates by providing directions. Therefor clear-cut understandings of these theories are vital and Kurt Lewin has identified several styles as follows (Armstrong and Stephens, 2005p.11).2.1Authoritarian zealAuthoritarian approach is where the decisions are only taken by the leader himself and no input will be obtained for the decision making from the employees. This type of leadership is mainly found in task oriented organisations such as military organisations. Leader must know in and out of the tasks very well and must be able to communicate clearly the job to be done. This type of leadership is so vit al when the employees lack the desired level of intimacy about(predicate) the task (Iqbal, 2010p.11).Democratic StyleThis is another way to lead people with more coordination, consultation and participation with the employees in the decision making routine (Woods, 2005P.2). The main objective of this approach is to obtain the best practical solutions to pass the problems. Through this approach the innovativeness, cohesiveness among the group will improve and companies requiring a business deal of coordination to their decision making, will adopt this approach as the decisions will be more practical in comparison to the autocratic approach. This will allow entities to come up with better solutions in a complex and dynamic environments.Laissez-Faire StyleWith reference to Bass and Bass (2008) the laissez-Faire French term representation completely hands-off. This approach is much similar to a delegated, but yet the instructions from the leader are less and the effort from the g roup members will extremity to be highly improved. In this approach the focus will be to provide maximum freedom with very little margin of inspections. For a company with lot of Skilled labour whom aware of the task deeply, will be suitable to carry out this approach. But it is advised that this method is the least racy because rarely find highly skilled and efficient employees.b) From the current contextA popular biker and an actor capital of Minnesota Teutul Jr. together with his father Paul Teutul Sr. has started the Orange County choppers which has twisted the American modified bike market. Father and son have every time looked to penetrate the decision making all by themselves. This has mainly reasoned the experience and the charisma these two possess. The authoritative style has benefited them in many ways. Mainly the task oriented stuff are done at a larger scale. With their prior experience of the market and the sense they have on the dynamism has benefitted the success o f this biking company (Official website of orange bikes).Mr. Carlos Ghosn the hot seat and CEO of Renault France and the president and CEO of Nissan Japan has the approach of the elective leadership. In tough situations especially when Renault and Nissan were faced by the high competition he believed his employees and the capabilities of them do the companies to profit from inception to now. He always believed that the decision making should always be generated from the lower levels. This has resulted Renault to come up with much better designs and the Japanese company could compete with Toyota and Mitsubushi perfectly with economical vehicle models (Magee, 2003p. 13).2.2 Organisational theory and Practise of ManagementOrganisational theory explains how the study of the organisation should be done in order to solve problems prevailing in the current system and to meet the stakeholder likings with efficiency. One way of achieving the organisational theory would be the Classical ap proach where the emphasis is given to the scientific methods and bureaucracy to improve the productivity. Under the neoclassical view the employee behaviour of the organisation and in the environmental view the contingency is looked at and the lastingness of the leadership will be situational (Linstead, 2004).Practise of Management indicates the ways in which management has controlled overtime and they should be subjected to high productivity and also the measurement must be done through indicators (Centrepiece Summer 2005 Magazine).The organisational theory underpins the Practise of Management in the following way. Better organisational theory will look to improve the management practises more realistic and swift. This is mainly due to the perfect understanding will provide the platform for a better understanding of the behaviour of the company and the best practises then can be implemented. Especially under the scientific way the main focus is to attract, recruit and retain the employees in a systematic way and the management will therefor find it easy to carry out their policies. Under the bureaucratic way the management is fairly less complex as the correct person will chair. Having a good understanding of the human behaviour though it is quite unpredictable, the easiness is there for the managers in terms of decision making (Crowther and Green 2004p.51).2.3 contrasting approaches to managementI) Scientific ManagementF.W. Taylor has invented the approach of how the work should be done scientifically. This include the basic areas such as Recruitment through better job designs, better selection criteria, let the employees to carry out the task and the scientific regular control mechanisms such as performance appraisal are provided in this approach (Sheldrake 2003p.15).This level of approach is mainly focused on the production where the remuneration is based on the performance of the employee rather than a fixed salary. The effectiveness according to the T aylor F. will improve gradually.II) Classical Administration shape upHenry Fayol (1841-1925) is considered to be the father of this method. He mentioned that every person has to perform management as a profession and found many administrative contributions such as distinguishing perfectly between the technical and managerial skills, elements of the management process such as division of work, leadership, unity of command, centralisation, and etc. Further he divided the organisations in to six categories and defined its common features such as planning, organising, commanding, communicating, and controlling. For an organisation whom into more and more complex and larger scales, can look at this method and can have a good result through the practises as the elements mentioned above provide a good stability to the controlling process as well as planning er becomes lot rational and logical (Singla and Singla 2009p.58).III) Bureaucratic barbelThe emphasis of this approach is mainly to identify rational forms of organisation. In the current context even though the term Bureaucracy refers to many negative connotations, exclusive Webbers theory of bureaucracy understands how the management is lucky under this approach. This approach mainly deals with the standard ways with employees. He preferred the specialisation, better organisational hierarchy, job roles and rules, full time appointed officials to make sure better person chair the position and division of labour in order to make sure too much work is not allocated. Mainly the government entities who are more in to formal methodology uses this approach because their main objective is to maintain the respect and reserve in the minds of citisen (Gene and Thakur,1996 p.196).IV) Human relations ApproachClassical, bureaucratic theories improved the production though couldnt realise that the employee stress and morale downfall. Elton Mayo under the Hawthorne studies realised that the render of the social needs impr oved the efficiency as well as the productivity and the level of satisfaction. Therefor under this approach main concentrations are decentralisation, participatory decision making, enhancing the self-motivation within the human minds. In the current context, innovation and dynamism being dominated the companies, the need of this approach is vital as this approach mainly focus on the basic fundamentals of employee satisfaction every time. Under this aspect employees are seen as human asset rather than human machines (Coffey, 1990p.261).V) Systems ApproachNo organisation will profit without employees, assets, management, finance, marketing, and etc. Likewise this approach considers the organisation to be a system and the sub parts are to tally to the main hub. The main focus in this approach to improve the swiftness and interaction of communication between separate divisions of the organization. Organisations mainly divisionalised tend to adopt this approach as they can result from b eing interrelated (Jackson, 2000p.12).VI) Contingency ApproachApproach of having no approach to management could be identified as a contingency approach. Under this, the main idea is that the organisation is rapidly changing and the variables of the external market, resources, technology varies day by day. Therefor the correct decision therefor must be taken having considered the pros and cons of each management. Organisations who are in to much more dynamic and complex environments uses this. Sometimes the bureaucracy, sometime the human relations approach depending on the situation (Cole, 2004p.82)Task 03IntroductionTheories for motivation are highly essential as those have a clear connection to the level of output. Therefore, having a good understanding of the movement of the motivation with the productivity is highly essential.3.1) Leadership styles in changing environmentsIt is needed to have an understanding about the different leadership styles and their impact on the motiva tion in a changing context. The above discussed three types could be used to demonstrate this issue. (Johansson, 2004) In a changing context using the democratic approach is really productive where the people get together and negotiate their problems and within teams they tend to find the proper solutions for the dynamism. Unlike that approach, using Authoritarian approach is much different where the top management might not foresee the change which will be detected only at lower grounds. Therefor in such scenarios, using this approach is not suitable as authoritarian approach doesnt improve the innovativeness to cope up with the level of change happening. Yet the Laissez-Faire approach doesnt give any sort of an idea to the subordinates yet the employees at ground levels can take up and do since the main idea of the Change is visible to them (Crawford, Cartwright and Bennett 2004p.188).Under the change of trends good leaders also must possess anticipatory skills where they should detect the change originally the impact flows in. in such scenarios the level of motivation should be retained by activities such as quality circles, frequent meetings and also gather facts from the lower levels. With the changing trends the tasks may vague. Therefor using the above tasks are essential for the company progress and motivation retention (Christ, 1999 p.280).Therefor the leadership in changing environments are highly challenging and subjective3.2 Maslows Motivational TheoryAbraham Maslow, who had been a psychologist for years, could generate his own way of a motivational style from the facts he had gathered. The main idea here is once you get the primary needs under control the motivation tend to skim to the utility(prenominal) levels. Under the primary levels, the sanctuary needs and psychological needs are found. In a business organisation right provision of the basic factors might not be sufficient. Most of the manufacturing plants operating in China, India are having the culture of providing free but that wont be good enough. For lower level of employees, these factors are essential (Hoffmann, 2006p.16).Under the secondary category social, esteem and self-actualisation is found where the social needs are extremely critical. The basic understanding here is that there must be a good social work environment to the employees where the communication must back it up. Every employee comes up with the aim of career progression. In such a situation just providing the normal needs plus the social needs will not be enough. In such a context usage of promotional software programs comes in to play as usually human asset would like to improve their state. In such context esteem needs are gradually arises as the esteem needs are looked for a better recognition. Reaching the top of the management will satisfy the self-actualisation resulting in a better satisfaction with the work they perform (Mcshane, 2008 p.153).Figure 5 Maslows Hierarchy of needsSour ce Hoffmann, 2006p.163.3. Motivational Theories for ManagersIt is highly important for the managers to have a good understanding about the motivational levels of the employees. Mainly managers must focus what is the motivational limit. Having a good definition about the motivational levels of different employees, the easy platform is there for the managers to come up with good packages. For some employees, early leave, study leave, will be motivating where as some other employees would look for better recognition such as better career progression, better salaries, non-financial benefit schemes. Therefor managers must define what the best suitable package is for the employees having looked at the theories, experience and etc. (shanks, 2011p.23)b)I) Herzberg Two-Factor TheoryFredrick herzburg carried out the mayos findings and further investigated that there are two levels of motivation which will result in better satisfaction. He identified Hygine factors and Motivational Facors to b e more effective. Hygine fctors are where the factors that employee must be given and any failure will result in demotivation such as team working, better supervision, better salaries and etc. On the other hand motivational factors are those will improve the level of motivation if they posses but the failure wont depress the employees like in the hygienics factors. These include features such as better career progression, better attraction, recognition at work, and etc. Therefor managers must pay attention to define the package each individual would like to have (Green, 2009p.56).II) Douglas McGregor Theory X and YTheory X is where the managers believe that the employees are lazy and dislike to work and will be looking to exploit any loophole. Also employees must be carefully supervised and they must be followed day by day. In this context, managers would like to use the authoritarian approach to the work place and all the policy setting and management is based on that.Theory Y is w here the managers have the feel that employees enjoy the work they perform, and they are self-motivated, personal progression is another big factor that employees look to deal with. Therefor under this approach, managers like to use the democratic approach to their work place and the concepts of team work will enjoy in this environment. (Koontz et al, 2008p. 290)Task 04IntroductionUnderstanding of the mechanisms required to establish and to maintain the team work is much essential as the individuals consisting in the team are different to each other. Also the members may have different approaches to their leaders. Therefor a correct method must be formed.4.1) Groups and its behaviour within organisationsGroup is a collection of members who interact with each other with better understanding and who would like to work together. A better group will have essential elements such as group better cohesiveness, high homogeneity, less alternatives which will make the members not to leave but to stay within the group. According to Tuckman (1995) and Cole (2004 p.82) the stages of forming a group would beForming- Initial gathering of individuals and getting to know each otherStorming- Different individuals might contain different perceptions. Likewise with the group there could be many individuals with different ideas and they are clashed in this stage.Norming-This is where the different ideas are blended, clashed and the formation of new ideas are done.Performing- in this approach the group performance takes place.There could be different types of groups as well namely Informal Groups and formal groups. Informal groups are those membership is voluntary yet the clear objective is not there whereas formal grous meet with defined objectives and formal membership is applicable.Better teams will bring their ideas together, blend it and form new and innovative concepts. Organisational tasks will be easy to handle with good groups and special tasks which require coordination, will be the suitable advantages of having a good group for and organisation (Needham, 2004p.201).4.2) factors affect the performance of groupsThere are three different factors which affect the performance of groups according to western hemisphere (2007) and Hall (2005p.44)Membership FactorsIf there are similar people stay within the group then the thinking will be similar and then itll be a good team to work with and the ideas are more improves and innovative. If there many clashes, then the team wont be a successful one. If there are many alternatives with members, then the people will try to leave and join with another. When more people leave, the task wont be productive. If the group is much larger , then the possibility of solving problems is less and vice versa (Hall, 2005p.44).Environmental FactorsIf the task of the group is heading, is incompatible and unsupportive with the current organisational philosophy, then the group wont be a productive one. If the management thinking is about the groups are similar to theory X, then the chance that the group will extend will be really less (West, 2007).Dynamic FactorsUnderstanding the groups given work will make the group to be work well rather than the membership of individuals (Hall, 2005p.204).b)In the context which I have faced, the recent activity was organising an sports meet in the university, from which many practical aspects are possible. The group consisted close to 50 members and they were of different mind sets. When deciding the venue for the meet, the clashes began to happen. According to the Tuckmans model the storming era began where lot of conflicts arise. Also there were lot of disregards occurred. Therefor membership factors were at a high risk. Also the academic person who was in-charge always discouraged us about the group cohesiveness. The external factors made the task even worst.4.3) Technology and teams accredited technology has made a dramatic impact to the team development. With the p enetration of the internet the concepts such as network teams where people with different geographical Ares are brought together, swiftness of communication though video calling and emailing, has increased significantly. Therefor the frequent meetings, quick decision making is now possible according to Gibson and Cohen (2003). inductionAccording to the facts gathered, the knowledge of relationships within an organisation, and its theoretical background, are essential for better human asset controlling. Specially in the parts of teams and leadership, the level of knowledge about the human behaviour in teams and the level of understanding about their motivation are so vital. Therefor the above facts provides a clear understanding about the relationship management essentials.

Essay on Fate in Beowulf, Grendel, and Macbeth -- comparison compare c

Fate in Beowulf, Grendel, and Macbeth Fate take overs a significant role in the Old English epic poem Beowulf and William Shakespeargons play Macbeth.. The major events of the poem, such as the triple killings by Beowulf and his own death, are said to have been predestined. In Macbeth, fate is so significant that it is personified by the preternatural Sisters, who drive the action of the play. But if predestination exists, and then there mustiness be an agent that determines destiny. In Beowulf, beau ideal plays this role, and fate is generally accepted as Gods will. In John Gardners Grendel, a novel which serves as a commentary on the poem, fate is totally predetermined, and is the will of no being. By contrast, Macbeths agents of fate are the Witches, who generally go against Gods will. In all three kit and caboodle, fate plays a powerful role, as it did in many prescientific cultures. Fate is a necessary instalment in these plentys lives so that they can have whatever means of justifying aspects of their existence. However, the fatal agents in the works differ in looking at this, one must keep in mind that the three works were written in vastly different time periods, for different audiences, and for different purposes. Beowulf was intended to convert people to Christianity. It cannot be a true story, since it takes place in the sixth century (Raffel, 150), four centuries before Christianity came to Scandinavia. (Creed, 141) Most scholars agree that it was written by a Christian, in order to show how the belief in God can overcome evil. Shakespeare wrote Macbeth in 1606 for a Christian audience, perhaps in an attempt to impress the spic-and-span king, James I. Since King James was an expert on witchcraft, Shakespeare gave the Witches a significant role in ... ...t P. and Stanley B. Greenfield, Old English Poetry Fifteen Essays, Providence, RI Brown University Press, 1967 Epstein, Norrie. The well-disposed Shakepeare, immature York, Viking Pub lishing, 1993. Demmick, Donald. Alienation and the Process of Individuation. http//www.nautisarches.uga.edu (16 February 1997). Gardner, John. Grendel. 1971 rpt. New York time of origin Books, 1989. Raffel, Burton. and Alexandra H. Olsen Poems and Prose from the Old English, (Yale University Press)Robert Bjork and John Niles, A Beowulf Handbook (University of Nebraska Press) Schucking, Levin L. The Ideal of Kingship in Beowulf. In An Anthology of Beowulf Criticism, edited by Lewis E. Nicholson. Notre Dame, IN University of Notre Dame Press, 1963. Shakespeare, William. Tragedy of Macbeth . Ed. Barbara Mowat and Paul Warstine. New York Washington Press, 1992. Essay on Fate in Beowulf, Grendel, and Macbeth -- comparison compare cFate in Beowulf, Grendel, and Macbeth Fate plays a significant role in the Old English epic poem Beowulf and William Shakespeares play Macbeth.. The major events of the poem, such as the three killings by Beowulf and his own death, are said to have been predestined. In Macbeth, fate is so significant that it is personified by the Weird Sisters, who drive the action of the play. But if predestination exists, then there must be an agent that determines destiny. In Beowulf, God plays this role, and fate is generally accepted as Gods will. In John Gardners Grendel, a novel which serves as a commentary on the poem, fate is totally predetermined, and is the will of no being. By contrast, Macbeths agents of fate are the Witches, who generally go against Gods will. In all three works, fate plays a powerful role, as it did in many prescientific cultures. Fate is a necessary element in these peoples lives so that they can have some means of justifying aspects of their existence. However, the fatal agents in the works differ in looking at this, one must keep in mind that the three works were written in vastly different time periods, for different audiences, and for different purposes. Beowulf was intended to convert people to C hristianity. It cannot be a true story, since it takes place in the sixth century (Raffel, 150), four centuries before Christianity came to Scandinavia. (Creed, 141) Most scholars agree that it was written by a Christian, in order to show how the belief in God can overcome evil. Shakespeare wrote Macbeth in 1606 for a Christian audience, perhaps in an attempt to impress the new king, James I. Since King James was an expert on witchcraft, Shakespeare gave the Witches a significant role in ... ...t P. and Stanley B. Greenfield, Old English Poetry Fifteen Essays, Providence, RI Brown University Press, 1967 Epstein, Norrie. The Friendly Shakepeare, New York, Viking Publishing, 1993. Demmick, Donald. Alienation and the Process of Individuation. http//www.nautisarches.uga.edu (16 February 1997). Gardner, John. Grendel. 1971 rpt. New York Vintage Books, 1989. Raffel, Burton. and Alexandra H. Olsen Poems and Prose from the Old English, (Yale University Press)Robert Bjork and John Niles, A Beowulf Handbook (University of Nebraska Press) Schucking, Levin L. The Ideal of Kingship in Beowulf. In An Anthology of Beowulf Criticism, edited by Lewis E. Nicholson. Notre Dame, IN University of Notre Dame Press, 1963. Shakespeare, William. Tragedy of Macbeth . Ed. Barbara Mowat and Paul Warstine. New York Washington Press, 1992.

The Fine Arts are Essential for the Attainment of Human Excellence Essa

The Fine Arts are Essential for the Attainment of Human ExcellenceFine art exists since the findning of time. Its creation does not begin with that of mankind, for, verily, nature is the origin of all art the ultimate of all artists. Humans, however, are not blind to it at birth. Since the bestowal of vision, both physical and that of the mind, man is expressing the liking to make corporeal that which it beholds. Evidence of this is found in ancient cave paintings, an attempt to immortalize a moment from the past, depicting one from an otherwise life. doubtless there have also been drawings in the sand made by the tough-skinned fingers of the primordial ancestor. This urge to reincarnate the sights beheld by memory remains in the beingness of the present-day homo-sapiens. And between now and then, those with this trait dominant have been the creators and fashioners of paintings and sculptures sometimes revered as divine. Furthermore, these occupations require such skill, such craft knowledge, and finesse, that any other employment performed with a similar degree of these attributes is often given the status of an art. Indeed, the pursuit of the philosophy can also be deemed as such, as it requires fitting those graceful actions in the form of thought. The two are in fact much closer to being the same than not, and thus, the idea that they work together in complimentary engagement, is not so far fetched. The proceeding examination, therefore, lays the foundation in inspecting what art is, its function, and where its boundaries lie. Secondly, the endeavor extends into an analysis o how fine art can and does admirer to further the cause that is philosophy. The final conjecture here is that the fine arts are positively necessa... ...irdly, the achievement of human excellence is deemed to occur through the apply of philosophy. Finally, due to the before mentioned, the focal practice of art is essential for the attainment of human excellence thr ough philosophy.Works CitedHerrigel, Eugen. Zen in the Art of Archery. Trans. R. F. C. Hull. raw(a) York Vintage. 1981.Lao Tzu. Tao Te Ching. Trans Stephen Mitchell. New York Harper. 1988.Plato. Euthyphro, Apology, Crito. Trans. F. J. Church. Upper Saddle River Prentice Hall. 1948.Strong, David, and Eric Higgs. Borgmanns ism of Technology. Technology and the Good Life? Eds. Eric Higgs, Andrew Light, David Strong. Chicago University of Chicago Press. 2000.Strong, David. Lecture. Introduction to Philosophy and Religious Thought course. Rocky Mountain College, Billings, MT. Spring semester, 2000.