THE MERCHANT OF VENICE Essay Paper Example For Students

THE MERCHANT OF VENICE Essay Paper A monologue from the play by William ShakespeareLAUNCELOT: Certainly my conscience will serve me to run from this Jew my master. The fiend is at mine elbow and tempts me, saying to me, Gobbo, Launcelot Gobbo, good Launcelot, or good Gobbo, or good Launcelot Gobbo use your legs, take the start, run away. My conscience says, No. Take heed, honest Launcelot; take heed, honest Gobbo, or as aforesaid, honest Launcelot Gobbo do not run; scorn running with thy heels. Well, the most courageous fiend bids me pack. Fia! says the fiend; away! says the fiend. For the heavens, rouse up a brave mind, says the fiend, and run. Well, my conscience hanging about the neck of my heart says very wisely to me, My honest friend Launcelot, being an honest mans son or rather an honest womans son, for indeed my father did something smack, something grow to; he had a kind of taste Well, my conscience says, Launcelot, budge not. Budge, says the fiend. We will write a custom essay on THE MERCHANT OF VENICE Paper specifically for you for only $16.38 $13.9/page Order now Budge not, says my conscience. Conscience, say I, you counsel well. Fiend, say I, you counsel well. To be ruled by my conscience, I should stay with the Jew my master who, God bless the mark, is a kind of devil; and to run away from the Jew, I should be ruled by the fiend who, saving your reverence, is the devil himself. Certainly the Jew is the very devil incarnation; And in my conscience, my conscience is but a kind of hard conscience to offer to counsel me to stay with the Jew. The fiend gives the more friendly counsel. I will run, fiend; my heels are at your commandment; I will run.

Aspects of Literature

Aspects of Literature Authored by Margaret Fuller, The Great Lawsuit is a must is, â€Å"They, too, raised the cry; God is living, all is his, and all created beings are brothers, for they are his children† (Miller 23). These were the triumphant moments; but as we have said, man slept and selfishness awoke.† This shows how the selfishness of men made them to mind their own interests. In â€Å"The Great Lawsuit†, Fuller presents herself as the persona in addressing the key themes in her works. She also depicts illustrations of men and women as personas in bringing forward her ideas. Images, Metaphors and schemes are styles employed in literature to advance the intended message. The author uses various images and metaphors in her work which makes it interesting. A good illustration of metaphor used is â€Å"We feel that the mind may grow black and rancid in the smoke† (Dickenson 45). This means that men are hypocrites often doing contrary to what they say. Ideologies are someoneâ €™s predispositions or thinking perspectives. Fuller adopts a mythology or ideologies that all people are equal regardless of gender, profession and religion amongst other parameters. A good example that illustrates the ideologies of the author is, All men are born free and equal (Dickenson 12). Fuller’s work borrows much from culture and historical practices that society has been observing. She endeavors to bring into existence a new leaf on how people should relate and socialize. She wrestles with various technologies some including the place of a woman in the society.Advertising We will write a custom essay sample on Aspects of Literature specifically for you for only $16.05 $11/page Learn More Women are not given the full attention with their full capability not fully explored. She believes that things will only change when women will rise up to other occasions and lead their fellow women towards independence (Miller 34).This has seen drastic changes in today’s life as women have taken up their roles in different facets of life. Fuller’s work represents the reality and the social injustices that various communities go through. There has been effort by various parties to ensure that all men and women are able to exploit their full potential in life. Therefore, it is true that her work has played a key role in shaping the current today. Dickenson, Donna. Margaret Fuller: Writing a Womans Life. New York: St. Martins Press, 1993. Miller, Edwin. Salem Is My Dwelling Place: A Life of Nathaniel Hawthorne. Lowa City: University of Lowa Press, 1991.

Mentorship in Nursing Essay Example | Topics and Well Written Essays - 2750 words

Mentorship in Nursing - Essay Example One element shall be highlighted – infection control – in order to gain depth of analysis required at the academic level. Reflection on the infection control for these students will be evaluated in terms of policy, professional literature, and theoretical concepts that relate to my role as an assessor. I would also identify what I have learned as a result of this process and make the recommendations for my future practice as a mentor. Gibbs Reflection Description As an assessor I had the opportunity to observe other students and even myself in terms of how infection control measures were being undertaken and fulfilled. During my observation, I have discovered that many students were not complying with infection control measures. Some were not washing their hands before and after each nursing intervention, and some were not practicing aseptic techniques during the implementation of interventions. As such, the risk of transferring bacteria from one patient to another incr eased. At one point, I observed a student I was mentoring (student A) coming from a patient with pneumonia and as she was about to administer medication to another patient without washing her hands, I called her attention. At which point, she went to wash her hands. As an assessor, I noted the infection control techniques being carried out (or not being carried out) by the students, and the common errors in infection control practices. At some point, I had to call the student’s attention, reminding her of her hand washing as well as infection control strategies. After which, the student became more aware and vigilant of her actions. I also assessed some of the student’s hand washing techniques and found out that some of them did not practice hand washing correctly. I then called their attention on proper techniques in hand washing. Feelings I felt that in making my assessment of infection control practices that nurses need to be more aware of their actions, and I felt that with lesser experience as is often the case for students, infection control can be simply forgotten. I felt however that with a greater awareness and with continued practice and experience, it is possible for students to eventually hone their skills in infection control and to eventually make it an unconscious part of their clinical practice. I felt anxious about my mentee’s actions because I was concerned about her causing more harm than good to her patients, especially when she comes from a patient with a contagious disease. I felt that it would not be healthy and fair to the patient to experience hospital-acquired infection because of her incompetence, lack of vigilance and awareness, or because of her limited knowledge and skills. In calling the student’s attention on proper hand washing techniques, I felt nervous about correcting her and I also did not feel very confident in reminding her of the proper techniques in hand washing. However, I felt more confiden t in carrying out this responsibility when I was armed with the appropriate knowledge on infection control. At times, my mentee was not too receptive to the criticism and correction but she eventually understood the importance of the correction. I felt good about how the event turned out and how I was able to provide guidance to my mentee and I felt more confident as a future mentor after I carried out the task. Evaluation In assessing the incident, I found out that

Concept Analysis Essay Example | Topics and Well Written Essays - 2250 words

Concept Analysis - Essay Example Health information can engulf even populace with superior literacy expertise. Approximately one third of the grown-up populace in the United States has restricted health literacy. The importance of Health Literacy is seen in recent days witnessing spreading diseases due to unawareness. The foundation for the selected topic is the prevailing global scenario. Many health problems have recently captured numerous lives and health with their dreadful hands across the world in many forms. Diseases like anthrax, swine flu etc have created great hue and cry universally, and studies have proved the reasons for it as inappropriate health literacy. This can influence the capability to block out multifaceted outline which takes away the ability to point out reasons and suppliers. The different services available can be identified only through health literacy. Health literacy will help contribute to health experience and private incidents leading to betterment in health sector. Personal health needs to handle persistent ailments. The consumption of medicines to cure various diseases can be done properly only through the edification on health information. Inhabitants with sufficient health literacy have improved health condition compared to folks with restricted health literacy proficiency. Populace with imperfect Health Literacy has a reduced amount of information regarding the significance of precautionary health procedures; always fail to handle different continual illness by self supervision. They may be unsuccessful in taking proper medication from appropriate facilities and at times even fail to follow remedial instructions given. Partial health literacy has been revealed to be connected with reduced health in a variety of surroundings and circumstances, and is predominantly common among the aged groups, people with least educational backgrounds, populace belonging to reduced socioeconomic conditions, and groups under the disturbance of various persistent

Questionary Essay Example | Topics and Well Written Essays - 500 words

Questionary - Essay Example The distinction is typically limited between human nouns and non human nouns that refer to inanimate objects. Noun classes refer to an extension of the grammatical gender concept such that nouns are classed on a number of distinctions other than human and non human. These classes could be composed of any number and styles of distinctions from one language to another. Numeral classifiers tend to count objects by placing them in specific classes while counting them at the same time. This tradition is more common in East Asian languages. 4. The best method to test for a noun is to allow the informant to construct as many morphological forms as possible for each word. It is advisable to allow the informant to use gender classifications as well as other grammatical devices to discover as many variations as possible. In contrast, to test for pronouns, it is relevant to see if adjectives or certain other grammatical forms are able to modify the word. If modification with this method is possible, then the word is a pronoun and vice versa. 5. Phonological differences as in the Polish case mean that the field worker may assume that the few tried phonological variations are all that is required for classification. However, this may not be true at all and further classification may be required depending on the language’s peculiarities. 6. Suppletion refers to the use of a particular word in the inflected form of another particular word when both words are not cognate in any manner. Suppletive forms tend to be highly irregular as the gap in the paradigm is provided by an unrelated paradigm. For example the plural of girl is girls in English but the plural of man is not mans. Instead, it is men. 8. When carrying out elicitation, it is impractical to go through each and every single word being related by the informant since it would affect the efficiency. However, if too much

Investigation Of British Airways PLC Strategy

Investigation Of British Airways PLC Strategy Flying an extensive route network of more than 300 different destinations in more than 70 countries, with nearly 250 aircrafts in service, British Airways is today the largest airline in the UK and the leader in terms of transatlantic flights globally. They are a group mainly based in Heathrow Airport, London Gatwick and Manchester, where they operate international domestic scheduled air services for carriage of passengers, freight mail. In addition, British Airways is part of the oneworld alliance that together comprises 700 destinations. Founded in 1999, American Airlines, Cathay Pacific, Finnair, Iberia, Japan Airlines, Lan Airlines, Malà ©v, Qantas and Royal Jordanian are also members of this association. The establishment of this kind of business partnership benefits customers expanding their access to a much wider network of destinations. In terms of shareholding, for instance, the group has participation of 13.5% in the Spanish airline Iberia and 15% in Flybe. According to Key Note (2009), other British Airways ventures include a 10% stake in Eurostar (UK) Ltd as part of the InterCapital and Regional Rail alliance. BA also operates a number of subsidiaries and franchises organisations, for example, British Airways World Cargo, BA Cityflyer and OpenSkies. BAs financial overview defined by Key Note (2009) says that in the year ending in 31st March 2008, British Airways PLC increased its turnover to  £8.76bn from  £8.49bn in 2007. Pre-tax profit increased to  £922m in 2008 from  £611m in 2007. In the year ending 31st March 2009, turnover was up to  £8.99bn and there was pre-tax loss of  £401m. The companys annual report of 2009 describes in more details that 87.1% of this revenue is from passenger traffic, 7.5 % from cargo and 5.4 remains from other activities. The great financial results in the year that anticipated the credit crisis, a record of profitability in BAs history, left the company in a good position to a much harder period that should arrive in 2008/09. The airline industry Key Note (2009) considers Aviation an important sector of the economy, enabling people to visit countries it contributes to the development of other sectors and to warm the economy in general. It is a competitive field which has been recently affected by the low-cost companies, specially the scheduled flights market, where price pressure has being on emphasis influenced by short-term issues as, for instance, the economic recession, oil price fluctuation, government taxation and international environmental and health concerns. In accordance to Key Note, the number of companies on the air travel market significantly increased since 2004, the main reason to explain the expansion was the increasing operation of non-scheduled flights, which represented 48.7% of the overall total on that year and 63.9% in 2008. Even though the rising demand stopped in 2008, this period was a continuous growth for airline enterprises, companies were still able to operate revenues of  £18.25bn that year, which means an increase of 6% on 2007 figures. In summary, all the positive results are certainly a consequence of globalisation, the airline industry has an important role in this process as it stimulates tourism, global trade, foreign investments and therefore despite the recent economic recession it remains a large and growing industry. Environmental Influences Political and Legal There have been some major political issues since the start of the millennium, which have affected the airline industry and British Airways in particular. One specific event was the September 11th 2001 terrorist attack to the world trade centre in New York and the London attack on July 7th 2005, which have resulted in introducing new regulation and security procedures in European countries and the United States. The new regulations have come into effect in 2006 to try to combat the threat of terrorism and illegal immigration which have indirectly affected the buyers travelling confidence (BAs Annual Report). In addition, the 2003 war in Iraq and, the political situation in the same nation have contributed to drive oil prices high and therefore, higher cost of fuel for airline companies were experienced. In recent years, substantial deregulations like open skies agreement 2008, has given more opportunity to airlines and also had a great impact on the long-term business strategies in British Airways. In addition, there are some legal factors affecting BA which are as the results of trade unions power in the UK. British Airways has suffered significantly from the strikes over the last decades which are believed to be taken place under the implication of trade unions. The strikes are mainly concerned with the employee rights, environmental and ecological issues (Clarke, 2007). According to Key Note, from November 2009 the new Air Passenger Duty (APD) will be implemented increasing charges applied for every passenger flying from an UK airport. This measure is going to be based on distance and will make long flights significantly more expensive, which consequently might reduce overseas travellers demand. Moreover, increasing government taxation might affect competitiveness against other transports in the domestic market, as can be observed in the economic effects below. Economic With the economic downturn in 2008 the demand for air travel declined, this is due to the lower demand by business travellers as a cost reduction strategy of their organizations. Key Note defines the effects of the current recession as one of the worst experiences passed by the air travel trading market, specially occurred because of the incremental rising of oil price in the recent past years. Companies were vulnerable to surges in oil price, what could easily affect their trading and profitability. Even though it has fallen since the peak of nearly $150 a barrel during 2008, many companies were locked with fuel bills acquired through hedging into higher prices. Lastly, the financial impact caused by the global recession might persist until 2010/11. Apart from the economic downturn, according to features presented by the Consumer Price Index (CPI), in comparison to other forms of transport, the air travel industry had its prices increased by more than a third (34.3%) in 2008, against for instance, annual increases of 4.3% and 6.8% of road rail and sea, respectively (Key Note, 2009). Social As BA is a global organization operating in different countries it needs to consider different social and cultural factors. These factors are important as they can affect customer needs and the size of potential market. Nowadays, for example, the changes in demographics has changed the customers needs with new life styles, tastes and fashions, customers seek opportunities to go for long-haul destinations interested in new holidays places. Since 2001, after the terrorists attacks in the US, Great Britain did not suffer such decline in the percentage of adults travelling by air. In the year ending in March 2008 this percentage fell to a 3-year low of 47.3%, making it the first annual fall in 8 years (Key Note, 2009). Despite the fact that the domestic demand suffered a considerable decline, air travel is very popular among UK costumers and often the only way of transport to international destinations. International scheduled flights are mentioned by Key Note as the growth sector of the airline industry. In 2008, more than 83 million passengers represented 5.1% increase in demand for international travels, a considerable part of that can be attributed to the large volume of tourists visiting the UK even in a time of economic crisis. Following the same idea, although the industry expected a decline on the number of passengers uplifted until the end of 2009, this situation will be surely recovered from 2010. The UK is a leading tourist and business destination and a boost is forecast on 2012 when the London Olympics should provide a significant increasing on air travel, therefore the number of passengers uplifted is expected to jump from 123.5 million in 2009 to 134 million in 2013, according to Key Note. Finally, an issue that was recently observed in a global perspective was the spread of diseases such as the Swine Flu; such phenomenon might reduce travel and tourism, consequently affecting the airline performance. Technological BA is not different from any company of the 21st century. The aviation sector has grown together with the fast advances in high technology systems, and nowadays it is considerably dependent on its IT structure. At the same time IT is a defining agent in BAs strategic position contributing to various facilities that comprise customers high expectations and satisfaction; on the other hand BA is exposed to a great risk whether this system comes to a failure. Hence, it is extremely necessary that the organization prepares itself through prevention and recovery plans in order to minimize reputation impacts among customers in case of disruption. For example, different strategies (operational, commercial and social) mentioned in this report could not be possibly implemented if the technology was not available; actually this tool is essential for the company to follow the rise in customer needs as well as their competitors innovations. In the aviation industry, technology plays a significant role. Premium airlines want to serve the passenger a convenience journey, starting from the booking to the entertainment onboard, what can only be possible through incremental advances in IT solutions. In addition, efficient engines can consume less fuel and gives more mileage. It can reduce the cost and fulfil quality. BA is trying to minimize the average noise per flight it operates by 15% by 2015 with the use of new technology. Lastly, all the investments in technology helps air travel to remain as one of the safest modes of transport. Environmental Regarding environmental concerns, Key Note (2009) states that the EU is planning to include aviation as part of its emissions trading scheme, this can be considered a reaction to respond critics received for the reluctance of airlines in taking climate-change initiative. Cooperation between BA and Virgin proposes a carbon trading agreement; they are among other companies who volunteer to initiate a process to develop the emissions trading system to the airline industry. Because of the global warming, protection of environment has become a substantial issue for the organizations to consider. Today many of the airlines are trying to reduce CO2 emission and BA is one of them. BAs long term goal is to reduce the Carbon Dioxide by 50% by the year 2050. BA also aims at zero waste to the landfill by the end of 2010 in the UK and reuse or recycling of all the waste. To the airline industry, severe changes in weather conditions represent lost of revenue, things such as heavy snow might disrupt air schedule and lead to operations disruption. Industry Structure and Attractiveness Porters five forces model facilitates an analysis on the competitive environment as well as identifying the forces that affect the level of competition in the airline industry. Existing Competitive Rivalry in the Industry Air travel industry is a large industry with high speed of growth which results in creating more opportunity for competition. According to the annual report, BA faces fierce competition in most of its markets whereby different routs have different levels of competition. The high Competition in short-haul market comes from the free market for internal flights, where European airlines are allowed to choose any route within Europe and set its own fares. Additionally, the emergence of no frills companies like EasyJet and Ryan Air contributes further to the intense rivalry in the short-haul market. The longhaul market is significantly influenced by deregulation. Due to the EU-US Open Skies liberalisations, which allow any EU or US airline to operate flights to US from Heathrow, the competitive environment on transatlantic routes increased dramatically. However, there are few international routs with competition restricted to national airlines. Threat of Entry Most new comers to the airline industry would find it difficult to enter the market as it needs high investments to establish a competitive structure, for example, an aircraft fleet covering the airlines route network. Over the last decade, however, there were a number of newcomers within the low-cost niche; EasyJet and Ryan Air in the European market have dominated the segment. Established airlines, while dominating the market, would not allow new companies to easily compete with them. They would always defend themselves strategically through price reductions, special offers and most of the times a better service. Lastly, these days, it is even more costly to adopt new requirements regarding legal concerning over health and safety regulations that are in evidence in this industry worldwide. The power of Buyer Due to the high competition and an increase in the number of airlines in todays market the buyer has got a large number of airlines to choose from and therefore, has got high power. Therefore, the quality of service the customers receive has become even more important these days. The switching cost for the leisure travellers is very low and so they can easily switch from one airline to the other. As a result, airlines like British Airways would focus on keeping loyalty of business travellers who tend to travel more frequently by introducing incentives such as air miles, hotel reservations or car hire. Power of Supplier Bargaining supplier power will be high with the dominance of Boeing and Airbus as the suppliers of aircraft and there is not much of competition amongst suppliers, therefore, there is a low possibility of vertical integration. Threat of Substitutes As the product and services in the airline industry are similar in nature, therefore, the threat of substitute is considerably high. This can be presumably higher for the local airlines for example for UK or French local airlines. Euro star as train service operating between London and Paris can be considered a threat. However, for the international airlines operating in long distances, trains and sea craft cannot be considered as substitution. Travelling with airplane is no longer a luxury; therefore, some people prefer to travel with cheaper airlines which are sometimes even cheaper than travelling by car or train. These cheap airlines have made the threat of substitutes lower than before. However, there is still higher expectation from airlines, therefore, better service and higher frequency of flights would help lowering the threat of substitute. Capabilities and Core Competences Strengths British Airways PLC is the largest UK airline with  £8.75bn sales in the year ending 31st March 2008, it is nearly four times the second-largest carrier, easyJet with  £2.35bn. This difference can become even greater as according to Key Note, British Airways is allowed by the Government to merge with Iberia and maybe become a Spanish company. What makes BA successful is the companys capability to effectively deploy its resources through its activities and processes. Although financially the company goes through very difficult times, operationally however, BA is achieving levels of excellence never experienced before. BA has made remarkable operational progress during the last year. In accordance to its annual report last year, improvement of 20% in punctuality is achieved and, nearly 82.5% of the flights at Heathrow, Terminal 5 have delay less than 15 minutes of their scheduled time. In addition, 72% less mislaid or misdirected bags during the year compared with the previous one (British Airways Annual report 2009). Furthermore, according to the companys investor relations website, British Airways launched a 32-seat flight from London City airport to New York that for the first time ever will provide internet services on a transatlantic flight, an exclusive service to attend the business demand. This can be certainly an example that any strategic change that will be taken by BA is going to happen gradually, without leaving behind the nature and history that makes the company a synonym of high quality services. In addition, a unique resource that underpins BAs competitive advantage and represents their major strength is the companys long-established brand, which is synonym of high quality services and represents BA as a high-performing, customer orientated, and global premium airline. During 2008 the satisfaction level across BAs network has risen to 72 per cent. Furthermore, the opening of Terminal 5 at Heathrow and the way BA organises its operations and services at the new Terminal delivered a steady rise in customers satisfaction reaching 76 per cent at the end of 2008. During its first year of operation Terminal 5 has served 21 million passengers (British Airways Annual report 2009). Moreover, BAs participation in oneworld alliance builds unique relationships with other airlines and allows the company to offer its customers much wider network of destinations. This business relationship, along with the ability to manage effectively its resources represents a core competence, which helps BA to build its competitive advantage over other airlines. BAs strong fleet base allows the company to serve its robust rout network. At the end of 2008 the company possess 245 aircrafts. Although BA experiences difficult financial times, the company continuously invests in new aircraft, its lounges, a new in-flight entertainment system, cabin upgrades across their longhaul fleet and premium service training in order to further increase the customers satisfaction and sustain competitive advantage (British Airways Annual report 2009). Weaknesses Brand erosion The merge with Iberia and the joint ATI application could cause brand erosion, which will adversely impact relationship with customers and will result in decrease of revenues (British Air ways Annual report 2009).. Breakdown in the bargaining process (unionised workforce) BA planes to cut costs wherever it is possible in order to survive the difficult financial times. In this respect, the airline plans to cut 1,700 jobs and to freeze pay for current staff, in accordance to BBC News. This will increase the risk of workers strike actions, which will interrupt operations and adversely affect business performance (British Air ways Annual report 2009). Failure of a key supplier BAs sole source of in-flight meals at Heathrow was Gate Gourmet. In 2005 Gate Gourmet failed to supply BA with the necessary in-flight meals due to internal argument with its staff over working conditions, which led to a strike supported by BAs own workers. This caused major operational disruption in BA, which resulted in huge additional costs of 40 million  £ (Waters, 2007). This is one example for how a failure of a key supplier may cause disruption to the operations of the airline and adversely affect business performance. Another such example is BAs dependence on fuel supply. Any problem as contamination or breakdown in the infrastructure that provides jet fuel to Heathrow will cause a huge operational impact. Failure to prevent or respond to a major safety or security incident A major security failure could consequently damage the reputation of BA as a high secure airline (British Airways Annual report 2009). Failure to adopt an integrated environmental strategy BA markets itself as being a responsible airline. BA has set industry-leading targets for reducing its carbon emissions from 110 to 83 grammes per passenger kilometre between 2005 and 2025 and to halve its net CO2 emissions till 2005. Failure to implement this strategy could damage the reputation of BA as a responsible company (British Airways Annual report 2009). Substantial debt burden BAs net debt in 2009 is  £2,382 million, which represents an increase of  £1,072 million in comparison to the previous year. Accordingly, the companys net debt to total capital ratio is 27.6% higher than the previous year. The substantial increase in debt obligations means that considerable part of BAs operational cash flow will be spent on interest, principal and lease payments. This not only lowers the ability of the company to finance working capital and other general corporate requirements, but also limits its flexibility in planning and reacting to environmental changes (British Airways Annual report 2009). Overdependence on the European market According to Datamonitor 62.5% of BAs profit is made from serving the European Market. Taking into consideration the current unfavourable economic situation in European, the overdependence on this weak market will prevent the company from increasing its future profits. Organizational Structure and Processes There are major factors that influence an organizations strategic position, for instance, it might be its overall strategic purpose and corporate governance policy, expectations of stakeholders, social responsibility and ethics are also part of this list. The recent annual report 2008-2009 shows that BA places high importance on corporate governance. The Board is responsible for the leadership of the organization to the shareholders. Accordingly, The Board directs the Companys risk assessment, resource management, strategic planning and financial and operational management to ensure that obligations to shareholders and other stakeholders are understood and met (Annual report 2008-2009, p. 56). The principal-agent conflict might arise owing to the leadership of the business by managers, whereas they might put their interests first instead of meeting shareholders interests ladder (Johnson et al., 2009). The New Companies Act from 2006 aims to overcome this problem though. Authority and control responsibilities are determined by the clear organizational structure of BA. The companys personnel is highly qualified which is assured through the thorough recruitment process, the internal performance appraisal system and the appropriate training requirements. The performance of employees is evaluated according to action plans and targets established by the performance appraisal system to ensure that employees have all the skills necessary to complete their responsibilities. Clear and specific objectives are established for the staff in order to make their contribution to the overall performance of the company more transparent. This increases the motivation and the responsibilities awareness of the staff. Also the staff is trained to behave in a way that will create a warm and friendly atmosphere in the work place and that they are happy to work for BA. In order to measure its performance and to make its managers accountable for delivery of the set targets BA uses a comprehensive management accounting system. This system provides financial and operational performance measurement indicators which allow the company to regulate its expenses more accurately and make financial decisions more precisely. Customer recommendation carried out by an independent research company assessed the number of satisfied customers and is supposed to be a one of the most significant indicators due to the potential to affect the profitability in the future. Companys operations are evaluated via a broad scope of methods across a variety of levels; however, the most important is departure functionality. It consequently shows that the other processes are performed in a high standard and ultimately effects customer satisfaction. (British Airways Annual Report 2009). British Airways Current and Future Strategy Perspective Based on Porters generic strategies, British Airways strategic analysis is built under the importance of employing a plan through one of the three strategies, Differentiation, Overall Cost Leadership and Focus. Those three strategies are relevant factors on the process of outperforming competitors in the industry. Even though it is possible to pursue more than one strategy, this is rarely seen because of their own different characteristics as will be evident on this topic. After the initial analysis of British Airways current situation in the air travel industry, it is clear that during all its modern history as a passenger carrier, the company stayed committed to its principles and invested on what could enforce its plans to continue being very successful. As a leading airline company its brand was always associated with the best service and treat available to customers in the market. In this point of view, the company service differentiation strategies and development of new services appear to be the considerable competitive advantage to outperform its competitors. There are some authors that argue in favour that differentiation and overall cost leadership are not always mutually exclusive although it is very complicated to match both strategies in most industries. However, the market is showing a rising positive trend to companies with an overall cost leadership strategy and they are growing their market share considerably. It becomes obvious that BA could not ignore low-cost rivals if the company wants to sustain its market position. Therefore, BA established a low-cost company called Go, created in response to falling profits after 1998 due to the emerging no-frills companies. Go was later sold to easyJet in 2002 it was a proof that an opposite price-based strategy is difficult to be applied even creating a new company under the same governance. The cost leadership strategic failure pushed the company to focus on differentiating its services even more. Nevertheless, in some price sensitive segments the differentiation strategy might not be sufficient to compete successfully. Therefore, BA concentrates on long-haul flights where there are not no frills companies. Furthermore, the company operates slots on popular and convenient airports such as Heathrow, what further attracts some short-haul customers (Kumar, 2006). Additionally, BA has successfully segmented its markets by offering different ticket classes which allows them to attract price sensitive customers from no frills airlines as well as manage to cover costs and increase revenues. The airline also succeeded to reduce costs through the successful implementation and management of an online booking system. BA tries to increase the economies of scale by raising the frequency of flights to popular holiday destinations like Caribbean islands or seasonal increase in the frequency of flights to religious destinations like Mecca and Vatican (Kumar, 2006). All these strategies made BA very successful during the last few years (in 2007 BA achieved the highest profit in its history) and created competitive advantages over companys traditional and low cost competitors. Reducing cost activities are taking place since 2008 over the companys renewal strategies in order to fight against the short-term crisis effects. Job-cutting would increase profitability within the company in short term, but this could lead to decrease in the quality of customer service. Furthermore, job-cuttings would lead also to confrontations with unions and employee strikes, which will disrupt the companys operations. Hence, this change in the organisational structure could damage BAs image reputation as a premium service airline in the long run. Other problems are the companys  £2.7bn pension deficit and its high debt burden. On the other hand, in an innovation sense, after huge investments and improvements on operating activities, a proof of the continually effort to maintain its first quality standard is the new terminal in Heathrow airport, which brings lots of new facilities to customers and improvement of conditions at the working place to all its employees. Despite the impact of the recent recession, in comparison to easyJet, British Airways is focused on pursuing to offer its customers the best possible service that makes its brand a synonym of first class, the innovation appears into new customer needs, environmental forces and trends to reinforce its differentiation for which people are willing to pay more. To cope with future environment trends BA has started tuning its current strategy and differentiating itself from competitors according to new patterns of responsible attitude, especially within big companies. To adapt its structure to a green efficient standard is not an easy process and requires huge investments. The environmental concern is a topic highly discussed worldwide and has become a popular issue; BA is certainly paying attention to that and has the objective of becoming reference as the most responsible airline. Sustaining and developing its current strategy BA believes that is the right decision in order to achieve always the best possible satisfaction of its stakeholders. To illustrate British Airways future actions, for instance, Terminal 5 is a set of procedures already working that underpins BAs long-term goal of creating a world-leading global premium airline with a reputation for being the very best at meeting its customers needs, according to its website, for instance: à ¢Ã‹â€ Ã¢â€ž ¢ At T5, most of the rainwater will be collected and re-used for non-potable uses. à ¢Ã‹â€ Ã¢â€ž ¢ 85% of T5s heat will be supplied by excess heat produced from the Heathrow heat and power station. à ¢Ã‹â€ Ã¢â€ž ¢ 30,000 native woodland plants and 4,000 trees and shrubs are being planted around T5. à ¢Ã‹â€ Ã¢â€ž ¢ Smarter runway and airport design means aircraft engines idle less, reducing emissions. Aircraft will do less taxiing too. à ¢Ã‹â€ Ã¢â€ž ¢ T5 offers 96 Check-in Kiosks designed to eliminate queuing. à ¢Ã‹â€ Ã¢â€ž ¢ The rapid transit system connection between the two buildings making up T5 means youll move swiftly and smoothly to where you need to be. à ¢Ã‹â€ Ã¢â€ž ¢ The baggage system has been designed to move your baggage efficiently to the aircraft ready for departure and to minimise waiting time when you land. In addition to that, a new internal program developed in parallel with the 2012 Olympic Games spirit has definitely enforced the importance of BAs culture, which has the customer as its core. Compete 2012 aims to inspire the spirit of team work and competition in all corners of the company, and as a result establish a level of excellence that competitors aspire to. The strategy of being one of the UK sponsors and the official airline for the event matches BAs future vision and reinforce its credibility among its target customers. Above, they are examples of the evolution in British Airways culture that, when added to the companys capabilities and competences and the strengths earlier described, its value chain can be clearly understood. The evolution of BAs strategy easily refers to Porters conclusion that competitive advantage frequently comes from perceiving new ways to configure and manage the entire value system. In terms of suitability, BAs current strategy successfully exploits its core competences and unique resources and allows the company to respond appropriately to key environmental trends such as economic downturn, political and legal changes and changes in social perceptions. Also their strategy is aligned with their culture. However, the current differentiation strategy could prevent some of BAs weaknesses such as brand erosion. In terms of feasibility of the strategy, BA has the financial resources and competences to invest and differentiate furt

The Sea in Beowulf and in Other Anglo-Saxon Poems Essay -- Epic of Beow

The Sea in Beowulf and in Other Anglo-Saxon Poems      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Is the sea mentioned only in Beowulf or is it a common element in all Anglo-Saxon poetry? Is the sea described the same way as in Beowulf? In Beowulf there is one reference after another to the sea. When Scyld died, â€Å"his people caried him to the sea, which was his last request,† where he drifted out into the beyond on a â€Å"death ship.† In the Geat land Beowulf, a â€Å"crafty sailor,† and his men â€Å"shoved the well-braced ship out on the journey they’d dreamed of,† to rescue the Danes from Grendel. â€Å"From far over the sea’s expanse,† the Geats came, â€Å"brave men who come over the sea swells.† In his welcoming speech Hrothgar recalls that the hero’s father â€Å"sought us Danes over the rolling waves,† and his warrior Unferth remembers that the hero â€Å"struggled with Brecca [youthful companion] in the broad sea in a swimming contest †¦ risked his life in the deep water †¦ hugged the sea, gliding through the boiling waves †¦ toiled seven nights in the sea.† A Dane â€Å"was tending to every courtesy† for Beowulf, for â€Å"such in those days could a seafarer expect.† King Hrothgar and Queen Welhtheow gave rich gifts â€Å"to those on the mead-bench who made the sea-journey.† In the Finnburh Episode, Hengest had to spend the winter months with Finn because â€Å"he could not steer his ring-prowed ship on the cold sea.†Ã‚   â€Å"Guthlaf and Oslaf spoke of their grief after the sea-journey.† The Danes carried Hildeburh, the queen of Danish ancestry, â€Å"over the sea.† â€Å"The surging waters† received Beowulf as he swam in pursuit of Grendel’s mother. During the battle Hrothgar and his retinue stared down at the â€Å"turbulent water.† Finally Beowulf returned, â€Å"protector of sailors, strong swimmer, to land.† Hrothgar, i... ... beat across wastes of water: far warmer to me are the Lord’s kindnesses than this life of death lent us on land. . . .   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Seafarer concludes with a rather lengthy prose exhortation to his heareres to fix their hopes on heaven.    The characters in the Old English poem Beowulf certainly delighted in the seas. From this essay it can be appreciated that their attitude toward the sea is both conflictingg with and comparable with that expressed in other Old English poems.    BIBLIOGRAPHY    Alexander, Michael, translator. The Earliest English Poems. New York: Penguin Books, 1991.    Chickering, Howell D.. Beowulf A dual-Language Edition. New York: Anchor Books, 1977.    TheSeafarer. In The Earliest English Poems, translated by Michael Alexander. New York: Penguin Books, 1991.   

Leadership vs. Management Essay

Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. The manager’s job is to plan, organise and coordinate. The leader’s job is to inspire and motivate. In his 1989 book â€Å"On Becoming a Leader,† Warren Bennis composed a list of the differences: the manager administers the leader innovates the manager is a copy the leader is an original the manager maintains the leader develops the manager focuses on systems and structures the leader focuses on people the manager relies on control the leader inspires trust the manager has a short-range view the leader has a long-range perspective the manager asks how and when the leader asks what and why the manager has his/her eye always on the bottom line the leader’s eye is on the horizon the manager imitates the leader originates the manager accepts the status quo the leader challenges it the manager is the classic good soldier the leader is his/her own person the manager does things right the leader does the right thing Leadership Attributes of a leader: Studies, and develops ideas and principles Innovates Resourceful and looks for solutions to problems Empathetic with a focus on people Inspires trust among stakeholders Understands the big picture Superior listening skills Courageously challenges the state of affairs, and asks why and what can be improved Looks for opportunities to develop strengths Develops a following A leader’s specific roles are determined through the four basic leadership responsibilities of directing, coaching, supporting and delegating. Specific responsibilities will fall into one of these four categories. In leadership practice, one must master skills in all areas in order to effectively lead others under their direction. Developing strengths in each of the four leadership roles allows a leader to read specific situations accurately and know what communication style is best applied. Directing Directing refers to how to keep work tasks and activities on the right track. A leader’s direction is what makes or breaks problem solving as well as determines the effectiveness of an approach to an assignment or task, the maintaining of momentum until its completion, and whether it is done by deadline. There are several ways to generate good direction techniques. These include: Explain things completely and include the ‘why’s’ Leaders learn early on that the best way to gain support and trust from their employees is to explain all things in their entirety. Once people understand why something is important or necessary, they generally rally to the call of that which needs to be done or addressed. Remain visible Leaders understand the power of their presence at all times. Nothing deflates the workforce’s motivation and desire to achieve more than to be left on their own with no visible means of support or direction. Objectively consider opposing points of view Leaders consider situations, problems and solutions from various viewpoints, as the input from as many individuals as possible expands their capabilities to effectively frame their direction. Coaching Coaching refers to when a leader knows where he or she wants to go and remains in control of the task but needs to lead others in developing a mutual support network. Coaching instils the desire to achieve and builds a dialogue bridge between the leader and those under his or her charge. This  motivates employees and positively changes attitudes toward the work assignment. To do this effectively a leader must make an effort to: Incorporate the word ‘we’ into all conversations Effective leaders eliminate the word â€Å"I† because it denotes a singular rather than cooperative effort. The very meaning of the term â€Å"coaching† implies a team effort. Listen for objections and areas of misunderstanding Effective leaders who coach well develop the skill of eliminating objections by developing an effective dialogue and creating clear and concise responses. Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at hand Good coaching depends upon complete understanding. Motivation and confidence comes from understanding the expectations a leader has of those involved in a given task, assignment or problem solving situation. Supporting Managers cannot be effective leaders unless they actively hone their supporting skills. People look warmly on leaders who actively work to support them emotionally as well as physically. When leaders actively work to support the people under their charge they: Acknowledge individual efforts with comments of praise and positive support Leaders are not afraid to say â€Å"thank you,† or â€Å"you’re doing a great job,† or whatever it takes to instil confidence in an individual. Disclose their own feelings openly and honestly Leaders are not afraid to reveal their â€Å"inner self.† Trust and loyalty are built on disclosing inward feelings, concerns and desires. Readily and honestly opening up builds encouragement and perseverance on both sides. Never hesitate to ask, ‘What’s wrong?’ Leaders allow themselves to get into the thick of a situation or task, and are quick to share the decision making responsibility, but know when to relinquish control in order to gain extra participation and involvement. Delegating Leaders know and understand their people. They know their strengths and weaknesses as well as what motivates and frustrates them. Effective delegating relies on the ability to select the proper person for the specific task or role. Leaders develop good delegation skills by: Briefing the delegate Leaders leave nothing to chance when they delegate. When delegating, it is vital to explain exactly what expectations the leader has of the delegated individual. Having confidence in the person they select Leaders do not select individuals for an assignment according to their job descriptions or the salaries they command, they look for people with the skills, abilities, perseverance and motivation to get the job done and done well. Not abdicating responsibility, but allowing individuals to decide a best course of action for themselves Leaders monitor and weigh these individual decisions, but never advance their own leadership position for a particular course of action unless they assess  it to be the best one. Understanding Theories of Leadership Trait Theory of Leadership Trait Theory of Leadership is based on the assumption that people are born with inherited traits and some traits are particularly suited to leadership. People who make effective leaders have the right (or sufficient) combination of traits and great leaders has some common personality characteristics. Traits/skills generally believed to be possessed by leaders can be classified into categories such as: Physical characteristics (e.g. age; height; weight; alertness; energetic); Background characteristics (e.g. education; social status; mobility; experience); Intelligence characteristics (e.g. ability; judgement; knowledge; clever {intelligent}; conceptually skilled; creative; knowledgeable about group task; intellectual breadth); Personality characteristics (e.g. aggressiveness; alertness; dominance; decisiveness; enthusiasm; extroversion; independence; self-confidence; authoritarianism; assertive; tolerant of stress); Task-Oriented characteristics (e.g. achievement needs; responsibility; initiative; persistence; ambitiousness; achievement-orientated; decisive; persistent; willingness to assume responsibility; organised {administrative ability}; Social characteristics (e.g. supervisory ability; cooperativeness; popularity; prestige; tact; diplomacy; adaptability; cooperative; dependable; tactful; persuasive; socially skilled; emotional stability and composure; good interpersonal skills). Look at the Social Characteristics above. Be honest with yourself and write down those characteristics you feel you have and those that you feel you still need to work on. Behavioural theories Behavioural psychology, also known as behaviourism, is a theory of learning based upon the idea that all behaviours are acquired through conditioning. Behavioural theories focus on how leaders behave and assume that leaders can be â€Å"made†, rather than born, and successful leadership is based on definable, learnable behaviour. Theory X and Theory Y Theory X and Theory Y framework proposed by McGregor in his classic book â€Å"The Human Side of Enterprise† (1960) consists of two alternative set of assumptions. Theory X perceives employees to be lazy, irresponsible and untrustworthy, while according to theory Y employees are approached as one of the most valuable assets of the company. Your management style is strongly influenced by your beliefs and assumptions about what motivates members of your team. If you believe that team members dislike work, you will tend towards an authoritarian style of management; on the other hand, if you assume that employees take pride in doing a good job, you will tend to adopt a more participative style. Theory X Theory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management. According to this view, management must actively intervene to get things  done. This style of management assumes that workers: Dislike working. Avoid responsibility and need to be directed. Have to be controlled, forced, and threatened to deliver what’s needed. Need to be supervised at every step, with controls put in place. Need to be enticed to produce results; otherwise they have no ambition or incentive to work. X-Type organisations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains firmly centralised. McGregor recognised that X-Type workers are in fact usually the minority, and yet in mass organisations, such as large scale production environment, X Theory management may be required and can be unavoidable. Theory Y Theory Y explains a participative style of management that is de-centralised. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workers: Take responsibility and are motivated to fulfil the goals they are given. Seek and accept responsibility and do not need much direction. Consider work as a natural part of life and solve work problems imaginatively. This more participative management style tends to be more widely applicable. In Y-Type organisations, people at lower levels of the organisation are involved in decision making and have more responsibility. Contingency theories Fiedler’s contingency model The Fiedler Contingency Model asks you to think about your natural leadership style, and the situations in which it will be most effective. The model says that leaders are either task-focused, or relationship-focused. Once you understand your style, it says that you can match it to situations in which that style is most effective. Fiedler’s model consists of 3 primary elements: Leader-Member Relations – This is the level of trust and confidence that your team has in you. A leader who is more trusted and has more influence with the group is in a more favourable situation than a leader who is not trusted. Task Structure – This refers to the type of task you’re doing: clear and structured, or vague and unstructured. Unstructured tasks, or tasks where the team and leader have little knowledge of how to achieve them, are viewed unfavourably. Leader’s Position Power – This is the amount of power you have to direct the group, and provide reward or punishment. The more power you have, the more favourable your situation. Fiedler identifies power as being either strong or weak. There are some criticisms of the Fiedler Contingency Model. One of the biggest is lack of flexibility. Fiedler believed that because our natural leadership style is fixed, the most effective way to handle situations is to change the leader. He didn’t allow for flexibility in leaders. Hersey-Blanchard Situational Leadership The Hersey-Blanchard situational leadership theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they’re leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships  with the people they’re leading, depending on what’s needed to get the job done successfully. We will look at situational leadership more close later on. Transformational Leadership The leadership style called â€Å"transformational leadership† is often the most effective approach to use. Transformational leaders have integrity, they inspire people with a shared vision of the future, they set clear goals, they motivate people towards these goals, they manage delivery, and they communicate well with their teams. Transformational leaders are inspiring because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team. In many organisations, both transactional and transformational leadership styles are useful. Transactional leaders (or managers) ensure that routine work is done reliably, while transformational leaders look after initiatives that add new value. It’s also important to use other leadership styles when necessary – this will depend on the people you’re leading and the situation that you’re in. Tannenbaum and Schmidt’s continuum The Tannenbaum and Schmidt Continuum is a simple model of leadership theory which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team’s freedom is increased, so the manager’s authority decreases. This is a positive way for both teams and managers to develop. Over time, a manager should aim to take the team from one end to the other, up the scale, at which point you should also aim to have developed one or a  number of potential successors from within your team to take over from you. When examining and applying the Tannenbaum and Schmidt principles, it’s extremely important to remember: irrespective of the amount of responsibility and freedom delegated by a manager to a team, the manager retains accountability for any catastrophic problems that result. Delegating freedom and decision-making responsibility to a team absolutely does not absolve the manager of accountability. That’s why delegating, whether to teams or individuals, requires a very grown-up manager. If everything goes well, the team must get the credit; if it all goes horribly wrong, the manager must take the blame. This is entirely fair, because the manager is ultimately responsible for judging the seriousness of any given situation – including the risks entailed – and the level of freedom that can safely be granted to the team to deal with it. This is not actually part of the Tannebaum and Schmidt Continuum, but it’s vital to apply this philosophy or the model will definitely be weakened, or at worse completely back-fire. Here are the Tannenbaum and Schmidt Continuum levels of delegated freedom, with some added explanation that should make it easier to understand and apply. 1.The Manager decides and announces the decision The manager reviews options in light of aims, issues, priorities, timescale, etc., then decides the action and informs the team of the decision. The manager will probably have considered how the team will react, but the team plays no active part in making the decision. The team may well perceive that the manager has not considered the team’s welfare at all. This is seen by the team as a purely task-based decision, which is generally a characteristic of X-Theory management style. 2.The manager decides and then ‘sells’ the decision to the group The manager makes the decision as in 1 above, and then explains reasons for the decision to the team, particularly the positive benefits that the team will enjoy from the decision. In so doing the manager is seen by the team to recognise the team’s importance, and to have some concern for the team. 3.The manager presents the decision with background ideas and invites questions The manager presents the decision along with some of the background which led to the decision. The team is invited to ask questions and discuss with the manager the rationale behind the decision, which enables the team to understand and accept or agree with the decision more easily than in 1 and 2 above. This more participative and involving approach enables the team to appreciate the issues and reasons for the decision, and the implications of all the options. This will have a more motivational approach than 1 or 2 because of the higher level of team involvement and discussion. 4.The manager suggests a provisional decision and invites discussion about it The manager discusses and reviews the provisional decision with the team on the basis that the manager will take on board the views and then finally decide. This enables the team to have some real influence over the shape of the manager’s final decision. This also acknowledges that the team has something to contribute to the decision-making process, which is more involving and therefore motivating than the previous level. 5.The manager presents the situation or problem, gets suggestions, then decides The manager presents the situation, and maybe some options, to the team. The team is encouraged and expected to offer ideas and additional options, and discuss implications of each possible course of action. The manager then decides which option to take. This level is one of high and specific involvement for the team, and is appropriate particularly when the team has more detailed knowledge or experience of the issues than the manager. Being  high-involvement and high-influence for the team this level provides more motivation and freedom than any previous level. 6.The manager explains the situation, defines the parameters and asks the team to decide At this level the manager has effectively delegated responsibility for the decision to the team, albeit within the manager’s stated limits. The manager may or may not choose to be a part of the team which decides. While this level appears to gives a huge responsibility to the team, the manager can control the risk and outcomes to an extent, according to the constraints that he stipulates. This level is more motivational than any previous, and requires a mature team for any serious situation or problem. (Remember that the team must get the credit for all the positive outcomes from the decision, while the manager remains accountable for any resulting problems or disasters. This isn’t strictly included in the original Tannenbaum and Schmidt definitions, so it needs pointing out because it’s such an important aspect of delegating and motivating, and leadership.) 7.The manager allows the team to identify the problem, develop the options, and decide on the action, within the manager’s received limits This is obviously an extreme level of freedom, whereby the team is effectively doing what the manager did in level 1. The team is given responsibility for identifying and analysing the situation or problem; the process for resolving it; developing and assessing options; evaluating implications, and then deciding on and implementing a course of action. The manager also states in advance that he/she will support the decision and help the team implement it. The manager may or may not be part of the team, and if so then he/she has no more authority than anyone else in the team. The only constraints and parameters for the team are the ones that the manager had imposed on him from above. (Again, the manager retains accountability for any resulting disasters, while the team must get the credit for all successes.) This level is potentially the most motivational of all, but also potentially the most disastrous. Not surprisingly the team  must be mature and competent, and capable of acting a t what is a genuinely strategic decision-making level. Leadership Styles Some basic leadership styles: Directive Frequently described as autocratic. Tells people what to do and expects them to jump to it. Participative Seeks input from others and participates in the decision-making process. Laissez-Faire A hands-off approach allowing for both initiative and the latitude to determine process to effect an outcome Adaptive A fluid style that takes into consideration the context of the environment and the individual being led. Using the techniques of Leadership Situational leadership ® Situational Leadership ® is a concept developed by Paul Hersey, an internationally recognised leading authority on training and development in leadership and management and Kenneth Blanchard, an American author and management expert. Generally when referring to the concept it is safer and correct to show the name as a registered protected trademark as it relates  to business and products by Hersey and Blanchard. Looking at ‘Directive Behaviour’ whereby the leader gives clear defined and detailed instructions, and ‘Supportive Behaviour’ where the leader gives people the freedom to make decisions and support them in their efforts, Hersey and Blanchard moved away from the idea of shifting on a line between the two and consider good leadership as a combination of both. The idea is that the way of combination will vary according to the person being dealt with by the leader, and the situation on which that person operates, hence the term – Situational Leadership ®. The notable features of this model are briefly that the model: focuses on followers (individual team members), rather than wider workplace circumstances; emphasise that leaders should change their behaviour according to the type of followers; proposes a progression of leadership adaptation in response to the development of followers. By combining high and low levels of each type of behaviour we progress towards four distinct styles of leadership. Level Group type Developing D1 Low competence / High commitment D2 Some competence / Low commitment D3 High competence / Variable commitment Developed D4 High competence / High commitment Appropriate leadership styles for each development level: Development Level Appropriate Leadership Style D1 Low competence / High commitment S1 Directing (Structure, control and supervise) D2 Some competence / Low commitment S2 Coaching (Direct and support) D3 High competence / Variable commitment S3 Supporting (Praise, listen and facilitate) D4 High competence / High commitment S4 Delegating (turn over responsibility for day-to-day decision making) Directing:The leader provides specific instructions and closely supervises the task. This style is appropriate for people who lack skill but are committed and eager to learn or those who do not want responsibility and want clear, specific instructions. Coaching:The leader gives some direction and supervision because team members, although they have some competence and commitment, are still relatively inexperienced, therefore require further development. They need support and praise to boost their self-esteem. Their involvement in decision making assists with the development process. Supporting:Even though team members do not need much direction, good support by the leader is still necessary to motivate and boost confidence. Delegating:Team members are both competent and committed therefore leader can give them responsibility for decision making and problem solving with little supervision or support. Power in Organisation Leadership Leadership and power are closely linked. Powerful people are normally those that others follow, so they become the leaders. The five bases of power were identified by John French and Bertram Raven in the early 1960’s through a study they had conducted on power in leadership roles. The study showed how different types of power affected one’s leadership ability and success in a leadership role. They identified five bases of power: 1.Legitimate:This comes from the belief that a person has the formal right to make demands, and to expect compliance and obedience from others. 2.Reward:This results from one person’s ability to compensate another for compliance. 3.Expert:This is based on a person’s superior skill and knowledge. 4.Referent:This is the result of a person’s perceived attractiveness, worthiness, and right to respect from others. 5.CoerciveThis comes from the belief that a person can punish others for noncompliance. If you’re aware of these sources of power, you can†¦ Better understand why you’re influenced by someone, and decide whether you want to accept the base of power being used. Recognise your own sources of power. Build your leadership skills by using and developing your own sources of power, appropriately, and for best effect. Trust The first task of any leader is to inspire trust. Trust is confidence born of two dimensions: character and competence. Character includes your integrity, motive, and intent with people. Competence includes your capabilities, skills, results, and track record. Both dimensions are vital. The foundation of trust is your own credibility, and it can be a real differentiator for any leader. A person’s reputation is a direct reflection of their credibility, and it precedes them in any interactions or negotiations they might have. Behaviours you can adopt to build trust in yourself: Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better Confront Reality Clarify Expectation Practice Accountability Listen First Keep Commitments Extend Trust Bibliography The Wall Street Journal Article: What is the difference between Management and Leadership (last accessed 4 August 2013) (http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/) The Biz Coach Article: 10 Key Differences between Leaders and Managers (last accessed 4 August 2013) (http://www.bizcoachinfo.com/archives/8426) Techno Funcâ„ ¢ Article: Trait Theory of Leadership (last accessed 4 August 2013) (http://www.technofunc.com/index.php/leadership-skills/leadership-theories/item/trait-theory-of-leadership-2) Article: Behavioural Theories of Leadership (last accessed 7 August 2013) (http://www.technofunc.com/index.php/leadership-skills/leadership-theories/item/behavioral-theories-of-leadership) About.com – Psychology Article: Psychology Theories (last accessed 7 August 2013) (http://psychology.about.com/od/psychology101/u/psychology-theories.htm) Research Methodology Article: Theory X and Theory Y (last accessed 7 August 2013) (http://research-methodology.net/theory-x-and-theory-y/) Mind Tools Article: Theory X and Theory Y (last accessed 7 August 2013) (http://www.mindtools.com/pages/article/newLDR_74.htm) Article: Fiedler’s Contingency Model (last accessed 11 August 2013) (http://www.mindtools.com/pages/article/fiedler.htm) Article: The Hersey-Blanchard Situational Leadership ® Theory (last accessed 11 August 2013) (http://www.mindtools.com/pages/article/newLDR_44.htm) Article: French and Raven’s Five Forms of Power (last accessed 11 August 2013 (http://www.mindtools.com/pages/article/newLDR_56.htm) Slideshare Article: Fiedler’s contingency model to leadership (by Bhobotosh Debnath) (last accessed 11 August 2013) (http://www.slideshare.net/bhobotoshdebnath/assignment-on-2) Businessballs.com Article: Tannenbaum and Schmidt Continuum (last accessed 11 August 2013) (http://www.businessballs.com/tannenbaum.htm) The Build Network Article: Leadership styles to master (last accessed 11 August 2013) (http://thebuildnetwork.com/leadership/4-leadership-styles/) The Fast Track Article: The 5 Types of Power in Leadership (last accessed 11 August 2013) (http://quickbase.intuit.com/blog/2011/08/26/the-5-types-of-power-in-leadership/) Leadership Now Article: How the best leaders build trust (last accessed 11 August 2013) (http://www.leadershipnow.com/CoveyOnTrust.html)

Article Review On Ecology Or Biodiversity Example

Article Review On Ecology Or Biodiversity Example Article Review On Ecology Or Biodiversity – Book Report/Review Example Ecology Ecology The article ‘Ecology’ was published by Charles Hall on 3rd August, The link to the article is http www.eoearth.org/article/Ecology. According to the article, ecology can be defined as the study of environmental systems. This study is also known as the economy of nature. Ecology is broadly divided into four classes consisting of ecosystems, physiological, community and population ecology (Hall, 2010). Research asserts that ecology is also considered as part of the geographic environment, which is under research. According to the article, physiological ecology deals with the response of species to different environmental conditions including light and temperature among others. Population ecology deals with the general distribution of phenomena in a region. In addition, community ecology deals with the number of species, their interactions, and distribution in a specified location. Lastly, ecosystems ecology focuses on the structure and functioning of the li ving things in the environment (Hall, 2010). Scholars may also include evolutionary ecology in the discipline. This asserts that ecology involves the natural aspects in the world. Recent research shows that the discipline of ecology has extended to include agricultural activities, industrial parks and cities. This article also provides some of the most basic reasons why most individuals study ecology. In fact, ecologists are advised to undertake courses related to sociology, economics, human geography and agronomy among other disciplines in order to get more information. This is because most of the recent ecology courses are usually taught under the department of biology. Some of these disciplines include animal ecology, plant ecology and microbial ecology (Hall, 2010). ReferenceHall, C. (2010). Ecology. Retrieved from eoearth.org/article/Ecology

Harry Potter and the Deathly Hallows Quotes

Harry Potter and the Deathly Hallows Quotes The curtains close. With Harry Potter and the Deathly Hallows, the famous epic of wizardry and magic finally ends. J. K. Rowling takes us, Muggles, for one last magical tour into Harry Potters world. The book ends with a climax that reaches a feverish pitch. If you havent yet grabbed a copy of the book, you are missing a lot. For the rest of the die-hard Harry Potter fans, take a trip to fantasy land, with these Harry Potter and the Deathly Hallows quotes. Spoiler warning: These quotes might reveal parts of the story. Albus DumbledoreOf course, it is happening inside your head, Harry, but why on earth should that mean that it is not real?Ron Weasley(with regard to Peeves singing his victory song) That really captures the scope and tragedy of the thing, doesnt it?(Engraved on Dobbys grave)Here lies Dobby, a free elf.Luna LovegoodI think the answer is: a circle that has no beginning.Hermione GrangerMudblood, and proud of it!PeevesWe did it, we bashed them, wee Potters the one,And Voldys gone moldy, so now lets have fun!Sirius Black[On being asked if dying hurt] Dying? Not at all. Quicker and easier than falling asleep.VoldemortThat Potter lives is due more to my errors, than to his triumphs... I have been careless, and so have been thwarted by luck and chance, those wreckers of all but the best-laid plans. But I know better now. I understand those things that I did not understand before. I must be the one to kill Harry Potter, and I shall be.Albus DumbledoreIt is a curious thing, Harry, but perhaps those who are best suited to power are those who have never sought it. Those who, like you, have leadership thrust upon them, and take up the mantle because they must, and find to their own surprise that they wear it well. Dudley Dursley(to Harry) I dont think youre a waste of space.Albus DumbledoreDo not pity the dead, Harry, pity the living. Above all, pity those who live without love. By returning you may ensure that fewer souls are maimed and fewer families are torn apart. If that seems to you a worthy goal, then we say goodbye for the present.Hermione GrangerWands are only as powerful as the wizards who use them. Some wizards just like to boast that theirs are bigger and better than other peoples.Albus DumbledorePower was my weakness and my temptation.Luna Lovegood(after McGonagall says Lord Voldemort is attacking) Ooh! We can say that name now?Albus DumbledoreThat which Voldemort does not value, he takes no trouble to understand. Of house-elves and childrens tales, of love, loyalty, and innocence, Voldemort knows and understands nothing. Nothing. That they all have a power beyond his own, a power beyond the reach of any magic, is a truth he has never grasped.(Engraved on Rowena Ravenclaws diadem) Wit beyond measure is mans greatest treasure. Ronald WeasleyAlls fair in love and war, and this is a bit of both.Mr. OllivanderThe wand chooses the wizard, that much has always been clear to those of us who have studied wandlore.Harry Potter(to Ron and Hermione kissing) Oi! Theres a war going on here!Ron Weasley(referring to Draco Malfoys son) Make sure you beat him in every test, Rosie. Thank God you inherited your mothers brains.Fred WeasleyFor instance, this new idea that You-Know-Who can kill with a single glance from his eyes. Thats a Basilisk, listeners. One simple test, check whether the thing thats glaring at you has got legs. If it has, its safe to look into its eyes, although if it really is You-Know-Who, thats still likely to be the last thing you ever do.(Engraved on the Potters grave)The last enemy that shall be destroyed is death.

Health Planning and Regulations Essay Example | Topics and Well Written Essays - 1000 words

Health Planning and Regulations - Essay Example This paper aims at discussing United Health Group Company profiled in America’s Health Insurance plan, discussing its program and opinion on how it will improve the education of the people it is targeting. The America Health Insurance plan has more than 1200 companies which sells health insurance to more that 250 million of Americans. One of the companies profiled in the Insurance Plan is United Health Group Company. This institution plays a great role in advocating health literacy to Americans, because, they are responsible for making it difficult or easier for people to use and find health services and information. It provides current health information, which is important for most Americans to make decisions on their health. Health Literacy can affect both people with education skills or not. It is a challenge to many individuals, like when they are not aware of medical terms and how their bodies function. Additionally, sometimes they are forced to interpret risks or numbers in order to make decisions based on their health, or when they are diagnosed with scary illness. Some individuals have complex conditions, which require complicated self-care. According to, Health (23-36) lack of health literacy affects adults in all ethnic and racial groups. Both uninsured and insured adults have low literacy and health skills. Additionally, both college graduates and high school graduates can have limited literacy. United Health Group Company program helps both unschooled and schooled understand and acquire health information. The company’s program consists of health education campaigns that are designed to help the Americans and their families understand group laws and health benefits which govern them, especially when they are experiencing changes in the works, childbirth, retirement, job loss, work situations and marriages. It helps in educating them on some of the benefits of health coverage

Legal and Ethical Issues Case Study Example | Topics and Well Written Essays - 1250 words

Legal and Ethical Issues - Case Study Example The parents claimed that the culprit was initially detained by the local police, however once the culprit pretended to be logically, the culprit was released, the psychologist also used his influence to prevent the Poddar from any future arrest, and made a request to the police department to avoid taking any stern measures against Poddar. Legally, if the psychologist was aware about the killing, as alleged by the parents of Tatiana, then psychologist has violated the laws by supporting the murderer and providing assistance to the criminal. It was observed that 'the superior court sustained defendants' demurrers to plaintiffs' second amended complaints without leave to amend'. As per the protest of the parents on the legal grounds imposed liability on the defendants on two different grounds i.e. the failure on the part of the psychologists to inform and warn the prosecutors about the danger before and after its occurrence, it is correct to relate that the psychologist legally under an y law has no justification for hiding the truth and prevalent danger from the parents, police and courts, therefore as per law the psychologist has proven himself wrong through his actions which are violation of law, surprisingly the defendants forwarded and justified their actions in lieu with the California Tort Claims Act of 1963, according to which the defendants were under no compulsion to provide care and concerns for Tatiana (Lawrence, 2002). The parents of Tatiana held the psychologist responsible under Lanterman-Petris-Short Act. Legally it has been observed that the psychologist has performed such action which is contradicting to the injunctions of the laws, 'defendant therapists cannot escape liability merely because Tatiana herself was not their patient', and therefore the reference provided by the defendants is not credible and non-explanatory. Legally a professional is under compulsion to warn and inform the public and police from any expected criminal course of their patient, therefore it was the legal responsibility of the psychologist to alarm the prosecutors, 'when a therapist has observed that his patient has revealed a serious danger of violence to another, the psychologist is liable to incurs an obligation to use reasonable care to protect the intended victim against such danger' (Lawrence, 2002). As per law and legal perspectives the therapist was bound to take different precautionary measures to avoid such crime from occurrence, which in this case the psychologist failed to perform and execute. The failure on the behalf of the psychologist to inform the police, the court, and university administration and the parents has placed the psychologist under severe scrutiny for his failure to abide by the laws and regulations. Although the psychologist did inform the police at the later moment, however his actions were not enough to prevent the crime from occurrence, which could have been avoided because the psychologist was aware about the appr oach and feelings that were developed by Poddar towards Tatiana. The prosecutor blamed the psychologist, and accused him for his failure and reluctance to share the truth at initial