Subsidies Essay Example | Topics and Well Written Essays - 750 words

Subsidies - Essay Example Both direct and indirect payments can be part of an economic subsidy package. In the literature of economics, subsidies have been criticized for distortions and for wasting state or government resources. However, the criticisms from economics have not deterred states from providing subsidies. Some of the state or government policies may be responding to political expediency or convenience and this may be the reason why the criticisms from economics on subsidies have been failing to deter states and government from providing subsidies. Further, it is also possible that considerations other than economics have been determining state and government attitudes towards subsidies. For example, it is possible that national security can be invoked to defend a subsidy even if the literature of economics covers public goods in which issues of national security are included. Economic winners and losers in the new garbage facility. The economic winners in the subsidy include those in the supply chain of the new garbage facility. This means that the new garbage facility and their suppliers will benefit from the subsidy. Of course, the industry to which the new garbage facility will input into will also benefit from the subsidy. The economic losers in the subsidy can include the firms in the more developed part of the city. Although, the city government may not be likely exacting new payments from the said firms, it is possible that they can end up as economic losers just the same based on lost opportunities. However, they may not end up losers if the economic subsidy is just enough to compensate for the lack of profitability in the less developed area of the city. Citizens who will be living in the less developed city can be considered as winners in the subsidy because they will be able to avoid the possible discomfort without the subsidy. At the

Intelligence Failure and Politicization Essay Example | Topics and Well Written Essays - 2250 words

Intelligence Failure and Politicization - Essay Example Intelligence failure in the US context is defined by Stephen Marrin as something that has a negative impact on the country’s national security as well as an unpredicted international incident that previously escaped intelligence gathering and came about as a surprise to the international community. An example of this, according to Marrin is the India nuclear weapon test. As can be gleaned, the concept of surprise is allied to the concept of intelligence failure because surprise can only occur as a result of the latter (2004 p. 657). Robert Gates, former CIA head, defined politicization in the context of intelligence operations as involving intentionally distorted analysis or judgment leaning and favouring a certain line of thinking despite insufficient evidence to support it (1992 p. 5). 2.0 Vietnam and the Tet OffensiveThe Vietnam War was a battle between the once French-ruled south and the Communist north. The US’ engagement in the Vietnam War was considered one of th e most controversial ever in its history marked by relentless protests at home and the mind-boggling defeat of its forces in the battlefield. Three of the articles examined by this paper dealt with, amongst others, the US engagement in the Vietnam War and the controversies surrounding the seeming failure of its intelligence units in predicting the extent of the strength of the North Vietnamese forces.James Wirtz’s article â€Å"Intelligence to Please? The Order of Battle Controversy during the War,† dealt with the issue of the controversy.... As can be gleaned, the concept of surprise is allied to the concept of intelligence failure because surprise can only occur as a result of the latter (2004 p. 657). Robert Gates, former CIA head, defined politicization in the context of intelligence operations as involving intentionally distorted analysis or judgment leaning and favouring a certain line of thinking despite insufficient evidence to support it (1992 p. 5). 2.0 Vietnam and the Tet Offensive The Vietnam War was a battle between the once French-ruled south and the Communist north. The US’ engagement in the Vietnam War was considered one of the most controversial ever in its history marked by relentless protests at home and the mind-boggling defeat of its forces in the battlefield. Three of the articles examined by this paper dealt with, amongst others, the US engagement in the Vietnam War and the controversies surrounding the seeming failure of its intelligence units in predicting the extent of the strength of the North Vietnamese forces. James Wirtz’s article â€Å"Intelligence to Please? The Order of Battle Controversy during the War,† dealt with the issue of the controversy of the disparity between the figures cited by the Central Intelligence Agency (CIA) and the Military Assistance Command, Vietnam (MACV) in the Order of Battle and the ensuing clash between their respective analysts. The most controversial aspect of this controversy was the charge by Sam Adams, a junior CIA analyst, of the existence of â€Å"a conspiracy at the highest levels of American military intelligence† (1991 p. 239), an allegation that became highly publicised and was featured in magazines, television and in a subsequent Senate hearing for that issue. This allegation stemmed

Professional Development and Research Dissertation

Professional Development and Research - Dissertation Example The main purpose of this dissertation proposal is to determine whether outsourcing has any effects on cost and labour in an organisation. Outsourcing has many effects to both the organisation and the consumer. The effects can be both negative and positive. This mainly depends on the considerations made by the organisation before it embarks in outsourcing. Enough inquiries should be made before a company decides to outsource to another firm. This research will help industries decide on when it is necessary to outsource, the benefits and the limitations. Though there might be short-term price benefits, there are lasting costs connected with reduced edification of workers, less devotion of the employer and reduced employer devotion. This research seeks to understand the effects of outsourcing on cost cutting and labour. Outsourcing depends on the different business situations that different industries have. Before any organisation sets-off for outsourcing, assessment and careful plannin g are considered a necessity for any industry. In conclusion, empirical results on the relationship between outsourcing to cut costs and labour present that there are mixed results and impacts on different industries. The expected performance result of outsourcing was tested and the outcome illustrated efforts by industries to slash costs by mechanizing the business tasks in existence. The results showed unenthusiastic irregular returns. The analysis has shown incompatible outcomes on how tactically stimulated outsourcing influences an industries presentation.

Risk & Return Essay Example for Free

Risk Return Essay What are investment returns? What is the return on an investment that costs $1,000 and is sold after 1 year for $1,100? Investment returns is the expectation of earning money in the future on the amount of money invested. The return is the financial performance of the investment. The return is the difference between the amount invested and the amount you are returned after said investment. There are two ways to show return on investment. 1. By dollar return. Amount to be received – Amount invested = $1,100 $1,000 = $100 in return The problems with expressing returns in dollars, you don’t know the size of the investment for that dollar return and you don’t know the timing of the return. 2. Rate of Return or percentage returns Amount received – Amount invested / Amount invested = $100 / $1000 = . 10 = 10% The rate of return â€Å"standardizes† the dollar return by considering the timing b. (1) Why is the T-bill’s return independent of the state of the economy? Do T-bill’s promise a completely risk-free return? Beta coefficients are the weighted average of its individual securities’ betas. You will add each securities beta to find the portfolio’s beta. i. Suppose you have the following historical returns for the stock market and for the company P. Q. Unlimited. Explain how to calculate beta, and use the historical stock returns to calculate the beta for PQU. Interpret your results. See attached. Calculate betas using historical data. A regression line is fitted through the points of the market returns (x-axis) and company’s returns (y-axis) and the slope of that line provides an estimate of the stock’s beta.

Organizational behaviour theories

Organizational behaviour theories 1.0 INTRODUCTION The purpose of this essay is to discuss the statement â€Å"organizational behaviour theories and concepts are only useful for managers† with real world examples supporting the discussion. Organizations are not buildings or pieces of machinery. Organizations are, indeed, people who interact to accomplish shared objectives. The study of organizational behaviour (OB) and its affiliated subjects helps us understand what people think, feel and do in organizational settings. For managers and, realistically, all employees, this knowledge helps predict, understand and control organizational events. Organizational behaviour is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations for the purpose of applying such knowledge towards improving an organisations effectiveness (Robbins, Millett, Marsh, 2004). Though there is still considerable debate as to the components or topics of the area of OB, there appears to be general accord that OB includes the core topics of motivation, leader behaviour and power, interpersonal communication, group structure and process, learning, attitude development and perception, emotions, change processes, conflicts, work design work stress. To sum up OB is concerned with the study of what people do in an organization and how that behaviour affects the performance of the organization. To achieve the purpose the essence of this essay strives to analyze the controversial and complex theories and concepts of organisational behaviour to discuss those theories and concepts useful for everyone or only managers of an organisation. 2.0 Role of the Manager 2.1. Who is a Manager? A manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals. The changing nature of organizations and work has altered the role of managers. 2.2. What do Managers Do Describing what managers do isnt an easy or simple task! Just as no two organizations are alike, no two managers jobs are alike. A managers job can be described from various perspectives: functions, roles, essential skills, systems, and contingencies. Each approach provides a different perspective on the managers job. Management is the process of coordinating work activities so theyre completed efficiently and effectively with and through other people. Efficiency refers to getting the most output from the least amount of inputs. Effectiveness is concerned with completing activities so that organizational goals are attained. Efficiency is concerned with the means of getting things done and effectiveness is concerned with the ends. The process of management refers to the idea that management consists of a set of ongoing decisions and actions in which managers engage as they plan, organize, lead, and control. Planning involves defining an organizations goals and establishing strategies and plans to achieve those goals. Organizing includes designing a structure to carry out the plans. Leading involves motivating subordinates, influencing individuals or teams, communicating effectively, and dealing with employee behaviour issues. Finally, controlling includes monitoring, comparing, and correcting the organizations performance. Henry Mintzberg concluded that managers perform 10 different roles or behaviours. He classified them into three sets. One set is concerned with interpersonal relationships (figurehead, leader, liaison). The second set is related to the transfer of information (monitor, disseminator, spokesperson). The third set deals with decision making (entre-preneur, disturbance handler, resource allocator, negotiator). Robert Katz identified three skills managers need: technical, human, and conceptual. He showed that the relative importance of these skills varied according to the management level within the organization. The systems perspective can be used to describe what a manager does because organizations are open systems with interrelated and interdependent parts. Within this system, managers coordinate the various work activities so that the organization can meet its goals. The reality of work is that manager will either manage or be managed, and there are rewards and challenges in being a manager. 3.0 Organisational behaviour theories and concepts There are several crucial reasons why companies should utilize the concepts and theories of OB, as well as understand the key terms that are associated with organizational behaviour. One of the most important and broad-based challenges facing organizations today is adapting to diverse work environments. Organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. For example, several key terms that must also be understood organizational culture, diversity, communication, organizational effectiveness and efficiency, organizational learning. 3.1. Attitudes Attitudes are evaluative statements either favourable or unfavourable concerning objects, people, or events. They reflect how an individual feels about something. When a person says, I like my job, he or she is expressing an attitude about work. The Theory of Cognitive Dissonance:Cognitive dissonance theory sought to explain the relationship between attitudes and behaviour. Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behaviour and attitudes. The theory argued that any form of inconsistency is uncomfortable and that individuals will try to reduce the dissonance and, thus, the discomfort. In other words, individuals seek stability with a minimum of dissonance. Self-Perception Theory: People decide on their own attitudes and feelings from watching themselves behave in various situations. (Straker, c Syque 2002-2009) Usefulness of Attitudes Theories Concepts for Managers and Employees. Effective managers need to understand behaviours and attitudes of employees. Therefore knowing above theories Managers can pressure to reduce the dissonance when employees recognize that the dissonance is externally imposed and uncontrollable. The pressure is also decreased if rewards are significant enough to offset the dissonance. So the manager may point to external forces such as competitors, customers, or other factors when explaining the need to perform some work activity about which workers may have some dissonance. Or the manager can provide rewards that workers desire in order to decrease their attempts to get rid of the dissonance. Another implication for managers is that there is relatively strong proof that committed and satisfied employees have low rates of turnover and absenteeism. Knowing that managers would like to keep resignations and absences down, mostly among their most productive employees. Managers can do those things by generating positive job attitudes. Measuring employee satisfaction through attitude surveys can alert managers to any significant changes. The manager who knows about the above theories can reduce absenteeism and turnover by using those theories and concepts. Employees who know attitude theories and concepts try to reduce dissonance and decide on their attitudes and feelings which lead them to the successful job performance. Then furthermore successful job performance should lead to feelings of accomplishment, increased pay, promotions, and other rewards, all desirable outcomes that then lead to job satisfaction of employees. 3.2. Personality The sum total of ways in which an individual reacts and interacts with others, measurable traits a person exhibits. There are dozens of personality traits could use; for instance, aggressive, shy, ambitious, loyal, and lazy. The Big Five Model of Personality Dimensions: The big-five personality traits are; Extraversion: The degree to which someone is sociable, talkative, and assertive. Agreeableness: The degree to which someone is good-natured, cooperative, and trusting. Conscientiousness: The degree to which someone is responsible, dependable, persistent, and achievement oriented. Emotional stability: The degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative). Openness to experience: The degree to which someone is imaginative, artistically sensitive, and intellectual. Personality-Job Fit Theory (Holland): Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. The six basic personality types of work environments are; Realistic, Investigative, Artistic, Social, Enterprising, Conventional. Usefulness of Personality Theories Concepts for Managers and Employees. For managers the major value in understanding personality differences probably lies in employee selection. Managers are likely to have higher performing and more satisfied employees if consideration is given to matching personalities with jobs. The best-documented personality job fit theory has been developed by psychologist John Holland. His theory states that an employees satisfaction with his or her job, as well as his or her likelihood of leaving that job, depends on the degree to which the individuals personality matches the occupational environment. Furthermore it illustrates satisfaction is highest and turnover lowest when personality and occupation are compatible. Therefore its valuable for managers to know about personality theories and concepts. Also being a successful manager and accomplishing goals means working well together with others both inside and outside the organization. In order to work effectively together, managers need to understand each other. This understanding comes, at least in part, from recognizing the ways in which people differ from each other that is, from an appreciation of personality traits. In addition, there are other benefits to a managers understanding of personality. By recognizing that people approach problem solving, decision making, and job interactions differently, a manager can better understand why, for instance, an employee is uncomfortable with making quick decisions or why another employee insists on gathering as much information as possible before addressing a problem. Or, for instance, managers can expect that individuals with an external locus of control may be less satisfied with their jobs than internals and also that they may be less willing to accept responsibility for their actions. People who choose to work in an environment similar to their personality type are more likely to be successful and satisfied. For that reason knowing personality theories and concepts person can select a job that fit for him or her. For example, Artistic persons are more likely to be successful and satisfied if they choose a job that has an Artistic environment, like choosing to be a dance teacher in a dancing school an environment dominated by Artistic type people where creative abilities and expression are highly valued. Moreover knowing those theories help employees to work with their office mates/staff with an understanding. 3.3. Learning Learning occurs all the time as we continuously learn from our experiences. It can define as any relatively permanent change in behaviour that occurs as a result of experience. Classical conditioning: A type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response. Operant conditioning: Operant conditioning argues that behaviour is a function of its consequences. People learn to behave to get something they want or to avoid something they dont want. Operant behaviour describes voluntary or learned behaviour in contrast to reflexive or unlearned behaviour. The tendency to repeat learned behaviour is influenced by the reinforcement or lack of reinforcement that happens as a result of the behaviour. Social-learning theory: Individuals also can learn by observing what happens to other people and just by being told about something as well as by direct experiences. So, for example, much of what we have learned comes from watching others (models)—parents, teachers, peers, television and movie actors, managers, and so forth. This view that we can learn both through observation and direct experience is called social learning theory. Shaping behaviour theory: Systematically reinforcing each successive step that moves an individual closer to the desired response. Usefulness of Learning Theories Concepts for Managers and Employees. Employees are going to learn on the job. The only issue is whether managers are going to manage their learning through the rewards they allocate and the examples they set or allow it to occur unsystematically. If marginal employees are rewarded with pay raises and promotions, they will have little reason to change their behaviour. In fact, productive employees, seeing that marginal performance gets rewarded, might change their behaviour. According to it managers can use learning theories and concepts to motivate employees to do thing as wanted. 3.4. Perception Decision Making Perception is a process by which individuals give meaning to their environment by organizing and interpreting their sensory impressions. Attribution Theory: Attribution theory was developed to explain how we judge people differently depending on the meaning we attribute to a given behaviour. Basically, the theory suggests that when we observe an individuals behaviour, we attempt to determine whether it was internally or externally caused. Internally caused behaviours are those that are believed to be under the personal control of the individual. Externally caused behaviour results from outside factors; that is, the person is forced into the behaviour by the situation. That determination, however, depends on three factors: distinctiveness, consensus, and consistency. Decision making is an integral function of management. Decision making involves selecting or choosing a particular course of action from among the various alternatives available in the decision making situation. Rational Decision-Making Model: A decision-making model that describes how individuals should behave in order to maximise some outcome. Step 1. Define the Problem Step 2. Identify the Decision Criteria Step 3. Weight the Criteria Step 4. Generate Alternatives Step 5. Rate Each Alternative on Each Criteria Step 6. Compute Optimal Decision Usefulness of Perception Theories Concepts for Managers and Employees. Managers need to recognize that their employees react to perceptions, not to reality. So whether a managers appraisal of an employee is actually objective and unbiased or whether the organizations wage levels are among the highest in the community is less relevant than what employees perceive them to be. Employees organize and interpret what they see, so there is always the potential for perceptual distortion. The message to managers should be clear: Pay close attention to how employees perceive both their jobs and management actions. Since the valuable employee who quits because of an inaccurate perception is just as great a loss to an organization as the valuable employee who quits for a valid reason. In addition, job satisfaction also influences organizational behavior, primarily through perceptions of fairness. That means â€Å"If employees dont feel that their supervisors or the organizations procedures or pay policies are fair, their job satisfaction is likely to suffer significantly. However, when employees perceive organizational processes and outcomes to be fair, trust is developed. And when employees trust their employer, theyre more willing to voluntarily engage in behaviors that go beyond the formal job requirements†. Usefulness of Decision Making Theories Concepts for Managers and Employees. Studies show that managers may spend up to 70 percent of their time in group meetings. Undoubtedly, a large portion of that time is spent formulating problems, developing solutions, and determining how to implement the solutions.Therefore it proved knowing decision making theories and concepts is useful for as individually managers. It helps to make decisions in order to gain maximum productivity. 3.5. Motivation Motivation is the process that account for an individuals intensity, direction and persistence of effort toward attaining a goal. In todays world motivation is seen as being best achieved by a combination of elements within the organization that combine to produce it: needs; job design; satisfaction. There are many theories of motivation that have emerged in organizational behaviour literature. Early Theories of Motivation Hierarchy of needs theory: Maslows Hierarchy of Needs (often represented as a pyramid with five levels of needs) is a motivational theory in psychology that argues that while people aim to meet basic needs, they seek to meet successively higher needs in the form of a hierarchy. Maslows Hierarchy of needs (Learning Theories Knowledgebase, 2009) Individuals cant move to the next higher level until all needs at the current level are satisfied. So they have to move up the hierarchy in order. Theory X Y: Very simply, Theory X presents an essentially negative view of people and Theory Y offers a positive view. Two-factor theory: motivation-hygiene theory proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction. McClellands Theory of Needs: McClelland proposed that an individuals specific needs are acquired over time and are shaped by ones early life experiences. Theory focuses onpeople havingthree fundamental needs that exist in different degrees, one being a stronger preference:- The need for achievement The need for affiliation The need for power (authority) A persons motivation and effectiveness in certain job functions are influenced by these three needs because they have different level of needs in each of these areas. (Edwards, 2009.) Goal setting Theory: Conscious goals affect action. A goal is the object or aim of an action. For example -: to attain a specific standard of proficiency, usually within a specified time limit. As industrial-organizational psychologists, our primary interest has been to predict, explain, and influence performance on organizational or work-related tasks. Thus, we focused on the relationship between conscious performance goals and level of task performance rather than on discrete intentions to take specific actions. Reinforcement Theory: In contrast to goal-setting theory, reinforcement theory says that behaviour is a function of its consequences. Goal-setting theory proposes that an individuals purpose directs his or her behaviour. Reinforcement theory argues that behaviour is externally caused. What controls behaviour are reinforcers, consequences that, when given immediately following a behaviour, increase the probability that the behaviour will be repeated. The key to reinforcement theory is that it ignores factors such as goals, expectations, and needs. Instead, it focuses solely on what happens to a person when he or she takes some action. Expectancy Theory: Expectancy theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. It includes three variables or relationships Equity Theory: This is a process theory that focuses on individuals perceptions of how fairly they are treated relative to others. The 4 most common ways to reduce a perceived inequity are to, Change inputs. Change outcomes. Distort perceptions. Leave the job. Usefulness of Motivation Theories Concepts for Managers and Employees. Managers can recognize individual differences by using above theories as almost every contemporary motivation theory recognizes that employees arent identical. They have different needs, attitudes, personality, and other important individual variables. Also managers can match people to jobs. Theres a great deal of evidence showing the motivational benefits of carefully matching people to jobs. For example, high achievers should have jobs that allow them to participate in setting moderately challenging goals and that involve autonomy and feedback. Also keep in mind that not everybody is motivated by jobs that are high in autonomy, variety, and responsibility. Employees have different needs, what acts as a reinforcer for one may not for another. Managers should use their knowledge about theories and concepts of motivation to motivate employee using different reward systems. Ex-: Individualize the rewards they control, such as pay, promotions, recognition, desirable work assignments, autonomy, and participation. Link rewards to performance. Allocation of performance-based wage increases Piecework bonuses Pay incentives is important in determining employee motivation. So as mentioned above managers can induce employees to achieve organizational goals through knowledge of motivational theories and concepts 3.6. Leadership The aspect of leadership is perhaps one of the most influential elements in organizational behavior. This is because the leaders are expected to direct the company in such a way as to maximize corporate objectives while minimizing costs. Leadership is a special case of interpersonal influence that gets an individual or group to do what the leader wants done (Wood, Wallance, Zeffane, Schermerhorn, Hunt, Osborn, 2001). Trait Theories: Trait theories are more traditional and focus on the personal traits of leaders from those of followers. Six traits associated with effective leadership included; ambition and energy the desire to lead honesty and integrity self-confidence intelligence job relevant knowledge Traits alone were not sufficient for explaining effective leadership. Explanations based solely on traits ignored the interactions of leaders and their group members as well as situational factors. Possessing the appropriate traits only made it more likely that an individual would be an effective leader. Behavioural Theories: Behavioral therapists take a different approach. Behavioralists try to determine the types of leadership behaviors that have produced a higher level of work performance. There are four main leader behaviour studies we need to look at. Managerial Grid Concern for people: measured leaders concern for subordinates on a scale of 1 to 9 (low to high) Concern for production: measured leaders concern for getting job done on a scale of 1 to 9 (low to high) Contingency Theory: In this section we examine five contingency theories. Each looks at defining leadership style and the situation and attempts to answer the if-then contingencies (i.e., if this is my situation, then this is the best leadership style for me to use) The Fiedler Model the Fiedler contingency model proposed that effective group performance depended on the proper match between the leaders style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence. The model was based on the premise that a certain leadership style would be most effective in different types of situations. The key was to define those leadership styles and the different types of situations and then to identify the appropriate combinations of style and situation. Fiedler proposed that a key factor in leadership success was an individuals basic leadership style. He further suggested that a persons style was one of two types: task oriented or relationship oriented. To measure a leaders style, Fiedler developed the least-preferred co-worker (LPC) questionnaire. This questionnaire contained 16 pairs of contrasting adjectives. After an individuals basic leadership style had been assessed through the LPC, it was necessary to evaluate the situation in order to match the leader with the situation. Fiedlers research uncovered three contingency dimensions that defined the key situational factors for determining leader effectiveness. These were: Leader-member relations: the degree of confidence, trust, and respect employees had for their leader; rated as either good or poor Task structure: the degree to which job assignments were formalized and procedurized; rated as either high or low Position power: the degree of influence a leader had over power-based activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak Each leadership situation was evaluated in terms of these three contingency variables. Hersey and Blanchards Situational Leadership Theory focuses on followers readiness. SLT says if followers are; Telling (high task-low relationship): The leader defines roles and tells people what, how, when, and where to do various tasks. Selling (high task-high relationship): The leader provides both directive and supportive behavior. Participating (low task-high relationship): The leader and follower share in decision making; the main role of the leader is facilitating and communicating. Delegating (low task-low relationship): The leader provides little direction or support. Leader Participation Model related leadership behaviour and participation in decision making. The model argued that leader behaviour must adjust to reflect the task structure whether it was routine, nonroutine, or anywhere in between. Leadership Styles in the Vroom Leader Participation Model are; Decide: Leader makes the decision alone and either announces or sells it to group. Consult Individually: Leader presents the problem to group members individually, gets their suggestions, and then makes the decision. Consult Group: Leader presents the probelm to group members in a meeting, gets their suggestions, and then makes the decision. Facilitate: Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made. Delegate: Leader permits the group to make the decision within prescribed limits. Path-Goal Model which states that its the leaders job to assist his or her followers in attaining their goals and to provide the direction or support needed to ensure that their goals are compatible with the overall objectives of the group or organization. House identified four leadership behaviors: Directive leader: lets subordinates know whats expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks Supportive leader: is friendly and shows concern for the needs of followers Participative leader: consults with group members and uses their suggestions before making a decision Achievement-oriented leader: sets challenging goals and expects followers to perform at their highest level Path goal theory Leader-Member Exchange Theory indicates that leaders develop special relationships with trusted followers. Usefulness of Leadership Theories Concepts for Managers and Employees. Leadership may not always be important but the aspect of leadership is conceivably one of the most influential elements in organizational behavior. This is because the leaders are expected to direct the company in such a way as to maximize corporate objectives while minimizing costs. In perhaps more than any other area of organizational behavior the leadership aspect is a combination of learning theories, power, personality, performance appraisal and motivation. This is because leadership is the process whereby an individual must gain the voluntary participation of subordinates with the goal of attaining corporate objectives. Thus, a leaders personality and sense of power will influence this process. Further, motivation is a key aspect of leadership because goal will not be attained if subordinates are not properly motivated to achieve them and performance appraisal is a key element in this process. Without adequate feedback that is quantifiable, leaders will not be able to assess em ployee performance reliably or measure progress in attaining corporate objectives. So its important to have knowledge of leadership concepts and theories to both employees and managers to achieve organizational goals. 3.7. Groups A group is defined as two or more interacting and interdependent individuals who come together to achieve particular goals. Groups can either be formal or informal. Formal groups are work groups established by the organization that have designated work assignments and specific tasks. In formal groups, appropriate behaviours are established by and directed toward organizational goals. Five stage Group Development Model Forming stage: The first stage in group development characterised by much uncertainty. Storming stage: The second stage in group development characterised by intra-group conflict. Norming stage: The third stage in group development, characterised by close relationships and cohesiveness. Performing stage: The fourth stage development, when the group is fully functional. Adjourning stage: The final stage in group development for temporary groups characterised by concern with wrapping up activities rather than task performance. Group Behaviour Model Group behaviour emanates from the causes that contribute to the groups effectiveness. Usefulness of Group Theories Concepts for Managers and Employees. The group task is a whole and meaningful piece of work, with a visible outcome. According to

Youth Sports - Little Girls Need Sports! Essay example -- Argumentativ

Little Girls Need Sports! You may have seen the ad on television. It is one of the few advertisements using the voices of little girls that isn't promoting unrealistically figured Barbie dolls or the likes. The ad starts with a 10-year-old girl in a swing set and presents a series of images of different young girls saying: If you let me play sports I will like myself more; I will have more self-confidence, If you let me play sports. If you let me play, I will be 60 percent less likely to get breast cancer; I will suffer less depression. If you let me play sports, I will be more likely to leave a man who beats me. If you let me play, I will be less likely to get pregnant before I want to. I will learn what it means to be strong. If you let me play sports. If you let me play sports. Although the product being sold is never mentioned, the ad, which was produced by Nike, in just 45 seconds delivers one of the most powerful and thought-provoking messages on T.V. about the benefits gained by girls who play sports. Women in sports is an issue that has dated back for many years. The breakthrough for women was in 1972 when Title IX, an amendment to the 1965 Civil Rights Act, was passed. It was designed to address sex discrimination in all areas of education, including athletics. Although Title IX was implemented many years ago, women and girls are still fighting for the right to play despite much evidence that sports make our girls stronger women and teach them to avoid a whole host of risk-taking and self-destructive behaviors. Research from the Women's Sports Foundation show female athletes have lower rates of teenage pregnancy, are more likely to delay their first sexual experience, and have, on ave... ...tiveness, and teamwork, skills that everyone will need in life. Girls learn that you're going to fail sometimes, but they also learn perseverance and that failure is not permanent. The Nike ad drew much attention to the female need. It helps to draw a picture in the minds of educators and parents that preventing girls from participating in sports hinders their emotional and physical growth. Sports can make girls strong and not afraid to be vocal; they can teach girls how to succeed and how to cope with failure. They can help girls to know their own physical and mental strength and build confidence and self esteem. So when a girl asks if she can play, instead of telling her no, let her play. Work Cited Goff, Karen Goldberg. "Playing For Keeps; Youth sports credited with imparting lifelong benefits." The Washington Times. 10 November 2002. 19 April 2003.

Death Among the Ibo Essay

Although the book Things Fall Apart and The Joys of Motherhood cover about seventy years, the difference between life in 1880s Nigeria and Nigeria in the 1950s is extreme. The Ibo people change from a clan and tribal people to a much less closely knit people much like Europeans or North Americans. The change should not necessarily be construed as an improvement in the life of the Ibo people. When Things Fall Apart begins the Ibo people are much the same as they have been for presumably centuries. They are an agrarian people living close to the land without lives that have isolated and sanitized from death. Death is a natural part of life and is common. They have rules and traditions that have taught them how to deal with death. Although many of their beliefs may seem strange to people in the twenty-first century North America the seem to work well for the Ibo until their traditions are interrupted by European Christian missionaries. The Ibo beliefs have a certain innocence and simplified world view that is remarkably refreshing when compared to today’s efforts to remove death away from society and to prolong death and aging as long as possible. There is a matter of fact character in the Ibo approach to death that makes death both real and normal. There are rules to be followed. When a man dies with a swollen abdomen and swollen limbs, he is not to be buried in the earth because his body would pollute the land (Achebe, 14-15). When an Umuofia girl is murdered, the leaders meet to decide what to do. After discussion they decide they should request compensation for the girl’s death. They elect Okonkwo a young leader who is a self-made man to visit the tribe of the man who has killed the girl and demand that a girl be sent to the Umuofia to replace the girl and another youth be given to the Umuofia as punishment for the murder. There is a balance here that lacks the vengeance of â€Å"an eye for an eye† of the Judeo-Christian culture. Instead it is more of a â€Å"tit for tat† response. Okonkwo visits the neighboring tribe and presents them with the demands of the Umuofia. Clearly there is the threat that war will result if their demand is not met, but it is not made in the â€Å"do it or else† manner common in the twentieth and twenty-first century western civilization. The tribe agrees to the demands of the Umuofia and gives a young girl who is given to the father of the murdered girl. A second youth, Ikemefuna sent to the Umuofia where he is given to the charge of Okonkwo with whom he lives for three years where he is treated like a son Three years later the leaders decide Ikemefuna should be killed to satisfy justice about the girl’s murder. Despite his having treated Ikemefuna as a son, Okonkwo participates in the slaying. He does this in spite of a warning of an elder not to participate because Ikemefuna calls Okonkwo â€Å"Father.† Okonkwo seems surprised about this warning. The decision has been made by the Umuofia leaders and therefore must be followed. There are several interesting attitudes about death and children. Certainly infant death is common among the Ibo. When a child survives infancy and it appears will live to become an adult, the child is said to be staying (Achebe, 42). Similar to this is a belief that some children are reluctant to be born into this world and retain a iyi-uwa that allows them to die so they can be reborn to their mother to torment them. To stop this cycle a medicine man will take the body of the deceased infant and mutilate it so that it will be unable to return, though some have been know to return with a missing finger or mark from the medicine man’s action. Okonkwo who is a renown and admired member of the Umuofia accidentally kills a youth, he and his family are banished. When this happens Okonkwo appears to accept his sentence stoically because it is the established rule. During his banishment European, Christian missionaries move into the area and begin to â€Å"civilize† the Ibo. Laws are made and enforced by hanging and imprisonment. Ibo who suffer such punishment lose their dignity and are no longer the man he had worked to be. When Okonkwo knows that he is going to be killed by the Europeans, he hangs himself rather than submit to the white man’s law. As one might expect from the title Emecheta’s book, The Joys of Motherhood ¸ is more concerned with childbirth and motherhood than with death. It is interesting that the perspective of this book is decidedly written from the female point of view and is concerned with life, instead of the masculine point of view expressed in Things Fall Apart where death is a more prominent concern. In this book death is treated much like it is today. The characters in this book no longer live in the tribal or clan community that Okonkwo lived in where death is considered a normal part of life. Instead they move to the city, Lagos, where they work for low wages doing the chores the more wealthy white people consider beneath them. Here death is not so common and not accepted so easily. When Nnu Ego’s son dies in infancy and she attempts to commit suicide, she is judged as insane until she is able to move on and continue her day to day life. Her dead son’s body is taken away soon to be replaced by the birth of additional children. Death is less acceptable and hidden from the people because the British people don’t want to think about it. Instead they sanitize it and move it away from day to day life. This happens to the Ibo as well as they move into the twentieth century British colonial lifestyle. Unlike the deaths occurring seventy years earlier where the clan is aware of each death and is able to accept it for the sake of the clan, Nnu Ego dies lying at the side of the road unrecognized. She is not missed by her clan or her people who are scattered throughout the country. The lack of concern about the rights of the individual regarding death in Achebe’s book is disturbing. Given today’s sensibilities where the individual is more important than the society the idea of   replacing one murdered girl with another girl to take her place and the idea of offering a hostage as a response to having committed a crime is troubling. People today   want to move on and get on with their lives after death, almost as if they were to acknowledge death, they will be stricken with some horrible contagious disease. Acceptance of death is still a societal problem today. American’s today seem unable to accept it. However, after reading these books, one if forced to wonder which of the approached to death, the 1880s Ibo, the 1950’s Ibo, or that of Americans in 2006 is best. In some ways the 1880s version with its innocent and almost nostalgic response to death seems to the best.