The Industrial Revolution A Great Job Opportunities For...

The Industrial Revolution started in 1760 and continued until approximately 1840. It was a major turning point in the world’s technology. Hand tools were replaced by steam and electricity-driven machines (Spark Notes Editors, 2015) and many inventions were created such as the telephone, traffic lights and the sewing machine. This machinery enabled factories to expand and employ more workers, and led to people flocking to the cities. However this created big issues regarding housing, the more people arriving the more houses, facilities and resources required. While the Industrial Revolution provided many great opportunities for everyone it also had a downside, as thousands of children were forced to work in terrible conditions. During the Industrial Revolution there were so many great job opportunities for children from the age of 5. Some of these included; working in factories, as chimney sweepers, in Brickworks, in mines and in mills. Because of the many job opportunities cities started to grow and cheaper houses were built (APECSEC.org, 2014). Cheaper clothes were designed then made by the children and the means of transportation changed enormously. Everything became faster, easier and started to cost less, this made the lives of families much easier because the children would be contributing their money towards necessities. However, even though this sounds fantastic everything comes at a cost. Cities were not prepared for such an increase in population in such a shortShow MoreRelatedIndustrial Revolution Imagine a country side, the rolling hills, and small cottages that scatter1500 Words   |  6 PagesIndustrial Revolution Imagine a country side, the rolling hills, and small cottages that scatter throughout the land. A rural life in England, while something new was approaching the once serene world. This was a new world that was defined by steel and coal. Life in the western part of the world changed forever. In Great Britain the Industrial Revolution began. It brought power driven machinery and factory organization, which led to rapid development of communication, transportation, and urbanizationRead MoreIndustrial Revolution Essay example1295 Words   |  6 PagesThe Industrial Revolution was a period from the 18th to the 19th century where major changes in agriculture, manufacturing and technology had a profound effect on the socioeconomic and cultural conditions of the world. The Industrial Revolution began in the United Kingdom as large deposits of coal and iron were found throughout the land which brought the rise of factories and machines, the idea then subsequently spread throughout the world. It was perhaps one of the greatest moments in human historyRead MoreThe Labor Force since the First Industrial Revolution Essays912 Words   |  4 PagesLabor Force During the first Industrial Revolution, many social standards of the community were starting to change. Since there were new spinning and weaving machines available, the textile mill factories were built to increase their profit. The people who established these mills hired children and women to decrease their labor cost by paying them low wages and having poor working conditions for them as well. The Labor force impacted American culture through various means such as the child laborRead MoreEnglish And Japanese Factory Workers962 Words   |  4 PagesJapanese factory workers The industrial revolution is the biggest milestone of human history. Factories and machines greatly improved productivity of manufacturing. Japan and England are countries with similar geography, both being islands around the same size of the coast of large countries (doc 1). England was technologically ahead of Japan, due to Japan’s foreign policy which limited contact with other countries in order to preserve culture. The Industrial Revolution started around 1760 in EnglandRead MoreOpium and the Industrial Revolution Essay1474 Words   |  6 Pages Opium and the Industrial Revolution The Industrial Revolution brought social change and economic growth for Great Britain. This era provided the perfect environment for a new social class to emerge from urban squalor. During the Industrial Revolution a group of citizens who breathed polluted air, drank toxic water, worked fourteen-hour days in dimly lit factories and lived in close quarters. This group is known as the working class. In Karl Marx’s Manifesto of the Communist Party he predictedRead MoreThe Effects of Industrialisation on the Structure of the Family954 Words   |  4 Pagesof the Family The pre- industrial family was said to be an extended family consisting of three generations, the children, parents and the grandparents. The family would all work together in the farms to help provide for the entire families needs, children as young a 5 or 6 would have been found work to do. However this was until the Industrial revolution when factories become the main source of work and development. The pre-industrial societies were largely based on Read MoreThe Lives of Working Children from Labouring Families at the end of Nineteenth Century1283 Words   |  5 Pagesthe financial problems from the low pay, and the stresses of pandemics across the country. Working Children/Adults had difficult lives because their jobs were usually severely energy consuming and in extremely bad cases some developed deformities due to their ruthless occupations. Additionally, family life could be difficult due to the insufficient wages and therefore a possibly inadequate amount of food. Luxuries were also scarce among the family and dependent on their jobs, families would rarelyRead MoreThe Work Of Factory Workers946 Words   |  4 Pagesfactory from memory to produce spindles of yarn. Once this was built many people followed in the footsteps and 1000’s of factories opened up in time. This was a time in history that technology became a leading industry in America. Machines were built to produce goods in the factories as many factory workers worked in dangerous settings and many got hurt from these machines. Each factory floor was packed with up to 250 machines, with little space between them. Women, Slaves, and Children were forcedRead MorePurpose of Higher Education: Yesterday and Today1096 Words   |  4 Pagesprepared one for professional practice in a niche area medical, legal, educational, financial, business, etc. (Stewart, 2010). As once stated by Horace Mann, Advocate of Public Education: Education, then, beyond all other devices of human origin, is the great equalizer of the conditions of men, the balance-wheel of the social machinery (Butcher Moran, 2011). Statistics show that neutralizing race, gender, class, etc., a collegiate degree is the determining factor in occupational equity. Occupations thatRead MoreThe Romantic Period and the Victorian Age in Great Britain Essays1193 Words   |  5 PagesThe Romantic Period (1785-1830) was a very turbulent period, during which England experienced the ordeal of change from a primarily agricultural society to a modern industrial nation. French Revolution and storming of the Bastille had a great influence on English society and literature. It influenced almost every sphere of life. The Victorian Age (1830-1901) was a period of great progress and prosperity for the nation. This was a period in which industry, technology, and science were celebrated

Literary Elements in The Lottery, by Shirley Jackson

Would you believe that there was once a village where everyone would partake in a terrible event, but think it was innocent because of how they blindly followed a tradition? The short story, â€Å"The Lottery,† by Shirley Jackson communicates this theme by showing how the villagers participate in a lottery every year. In life, there are people who follow tradition because the have to, or they are used to following without question. The author, Shirley Jackson was born on December 14, 1916 in San Francisco, California. In 1937, Shirley Jackson attended Syracuse University where she began to write short stories. She was famous for the short story, â€Å"The Lottery,† and her best seller novel, â€Å"The Haunting of Hill House†. Shirley Jackson was†¦show more content†¦The black dot is a symbol of the villagers needing a victim. The shabby black box represents the tradition of the lottery. It is a major part of the village because it is breaking apart, but the villagers are still using it. However, they are renovating it to keep it from falling apart. â€Å"The black box grew shabbier each year: by now it was no longer completely black but splintered badly along one side to show the original wood color, and in some places faded or stained† (Jackson 2). The box may still be deteriorating, but the villagers are trying their hardest to keep it in shape. Gahr explains how the black box is significant to the story when she says that, â€Å"This box is a symbol for those in the town because it is one of the only connections to the origin of the lottery†¦ the lost meanings of the tradition have in many ways made that tradition more powerful, because you cant question a tradition once it has moved beyond reason to simply the way things are done† (Gahr 1). The black box may be a symbol of evil, bu t the villagers are still using and renovating it because they are just blindly following a tradition. The act of stoning is usually a symbol of punishment. It is one of the oldest and most common execution methods. However in The Lottery, the stones represent victory of the lottery. â€Å"Bobby Martin had already stuffed his pockets full of stones, and the other boys soon followed his example, selectingShow MoreRelatedAnalysis Of Jackson s The Lottery899 Words   |  4 PagesAnalysis of Jackson’s â€Å"The Lottery† In the story â€Å"The Lottery† by Shirley Jackson, we see the different literary elements she uses to unfold her story. Literary elements help readers to interpret and appreciate the works of a writer. In this Essay I will show you the three most prominent literary elements that were used, and how they add to the suspense, and surprise of the story. These literary elements are point of view, theme, and tone and style. The first literary element of this story is the pointRead MoreWinners Will Be Executed Short Story Analysis1085 Words   |  5 PagesWinning a lottery is a good thing, right? Someone buys a ticket, then scratches it off or waits to see if they hold the winning number in their hands. However, that is not the case in Shirley Jackson’s world of â€Å"The Lottery†. In her critically acclaimed short story, a small town gathers in the village square and draws a name out of a box, and the ‘winner’ of their lottery is brutally stoned to death. All of this is done in a calm and orderly fashion, as well as without question. The lottery is a yearlyRead MoreThe Lottery By Shirley Jackson1504 Words   |  7 Pagesâ€Å"The Lottery† by Shirley Jackson In The Lottery Shirley Jackson fills her story with many literary elements to mask the evil. The story demonstrates how it is in human nature to blindly follow traditions. Even though some people have no idea why they follow these traditions. The title of the story plays a role in how Shirley Jackson used some literary elements to help mask the evils and develop the story. The title â€Å"The Lottery† serves as an allegory. When people think of the lottery majorityRead MoreThe Lottery By Shirley Jackson967 Words   |  4 PagesThe author of â€Å"The Lottery† Shirley Jackson decided it was important to write this short story in order to inform the readers about another dimension, where a certain common tradition gets prized with something obscure. Some readers can be shocked when reading this story, because they might be surprised and even shocked with the themes that play along in the storyline. This short story â€Å"The Lottery† was so controversial at the time, because in the date it was published in June 24, 1948 there wereRead MoreWinners Lose in The Lottery by Shirley Jackson512 Words   |  2 Pagesthe lottery dream about quitting their jobs, traveling the world, and buying $100,000 cars. However, in â€Å"The Lottery† by Shirley Jackson, the villagers mentally prepare themselves to be stoned if they are unlucky enough to win and hope that they lose. Shirley Jackson uses many literary elements throughout â€Å"The Lottery†, such as allegories, symbolism, foreshadowing, the narrator’s tone, and her writing style, which are all used to covey a specific meaning. In the reader’s mind, the lottery is mostRead MoreLiterary Concepts Portray Message in Shirley Jacksons The Lottery816 Words   |  3 Pagesdecide on literary concepts and elements that they believe allows them relay their message to their audience. This is the case for Shirley Jacksons â€Å"The Lottery.† Through implied criticism of tradition and society Shirley Jackson is able to speak on her society. Throughout time, humanity has exhibited a wide scope of callous customs that have been freely accepted and infrequently challenged. Shirley Jacksons’ insights and observations about society are reflected in â€Å"The Lottery.† Jackson focusesRead MoreCompare And Contrast The Lottery By Shirley Jackson1012 Words   |  5 Pages Fiction Essay Young Goodman Brown vs. The Lottery Authors: Nathaniel Hawthrone and Shirley Jackson ENGL 102 Spring Zuidema October 16, 2017 Page Break Nyasia Midgette ENGL 102 October 9, 2017 Thesis Statement: The Lottery by Shirley Jackson and Young Goodman Brown by Nathaniel Hawthrone stories, Shirley Jackson encourages her readers to question their beliefs, actions, and the world by creating struggle. PageRead MoreLiterary Themes InThe Lottery, By Shirley Jackson796 Words   |  4 PagesIn the short story â€Å"The Lottery,† by Shirley Jackson, many literary elements are used. The chronological order in which the story is told is what makes this short story interesting and its ending shocking. Jackson narrates the unfolding of a village’s lottery ceremony by providing a detailed description of the plot, symbolism, and tone and style to portray the strong commitment between the lottery and the people in the village. As the story begins, Jackson starts to develop the plot by describingRead MoreThe Lottery By Shirley Jackson931 Words   |  4 PagesIn 1948 Shirley Jackson composed the controversial short story â€Å"The Lottery.† Generally speaking, a title such as â€Å"The Lottery† is usually affiliated with an optimistic outlook. However, Jackson’s approach is quite unorthodox and will surely leave readers contemplating the intent of her content. The story exposes a crude, senseless lottery system in which random villagers are murdered amongst their peers. Essentially, the lottery system counteracts as a form of population control, but negatives easilyRead MoreAnalysis Of Shirley Jacksons The Lottery954 Words   |  4 Pages but also through the usage of literary elements that enhance the overall transmission of the authors message. Shirley Jackson’s â€Å"The Lottery† displays a masterful usage of literary elements to better convey Jackson’s general purpose, such as through the deep symbolism and underlying theme; however, Jackson’s true provocation of emotion is accomplished through her quintessential use of point of view. The objective point of view is indispensable within â€Å"The Lottery† because of the creation of suspense

Concept of the leader versus the manager as a primary source - Free Essay Example

Sample details Pages: 30 Words: 8946 Downloads: 4 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Chapter 1 Introduction Leadership skills are the focus of this study and therefore the author will be, in this chapter introduce leadership and the concept of the leader versus the manager as a primary source. In this section the author will define the meaning of leadership enabling one to understand better the next stages of this study. Furthermore one can find the objective of this study and the organisation studied. The structure section will define the construction of the complimenting chapters. Don’t waste time! Our writers will create an original "Concept of the leader versus the manager as a primary source" essay for you Create order 1.1 Objective The scope of this organisational case study is to compare and contrast the leadership skills theory and the selected organisations leadership and provided the concept of leadership versus management in order to understand better leadership skills which are defined later on in this study. Leadership skills will be reviewed by means of secondary research. Subsequently the leadership skills within the organisation will be studied by means of a primary research methodology. This will enable the author to reach the main objective which aim is to highlight the theory of leadership skills and present findings of the selected organisations current leadership practices. One will eventually benefit from the authors recommendations and conclusions based on the out come of the data analysis. 1.2 The Organisation The selected organisation for this study was HSBC Life Assurance Malta Limited. HSBC Life Assurance Malta Limited was set up in 1995 and is a fully owned subsidiary of HSBC Bank Malta Plc, regulated by the Malta Financial Services Authority. Over the years, HSBC Life has developed into one of the leading life assurance product providers on the island with its full and diversified product range, including group and individual term assurance products, mortgage protection policies, etc. This study research thus moves towards assessing all the concepts of leadership styles, skills, coaching, team building. The organisation is in the direction of the Managing Director. 1.3 Structure The structure of this study will be based on 5 chapters. The introduction, chapter 1, has highlighted leadership and the concept of leadership versus management, the objective and the organisation under investigation. Chapter 2 will follow with a literature review of leadership skills from previous studies whilst chapter 3 will cover the research methodology. Chapter 4 will present the findings and finally chapter 5 will cover the authors views and recommendations. Chapter 2 2.0 Leadership Leadership can be defined as: à ¢Ã¢â€š ¬Ã…“The ability to persuade others willingly to behave differently. The function of team leaders is to achieve the task set for them with the help of the groupà ¢Ã¢â€š ¬? (Michael Armstrong 2003: 259). Another definition of leadership is: à ¢Ã¢â€š ¬Ã…“The task of a great leader is to get his people from where they are to where they have not been Leaders must invoke an alchemy of great vision. Those leaders who do not are ultimately judged failures, even though they may be popular at the momentà ¢Ã¢â€š ¬? (Henry Kissinger). Clawson (2006) explains that leadership consists of three components: the ability to influence others; the willingness to influence others; and the exercise of influence in a way that others respond voluntarily. Thus, while leadership included the use of power, not all uses of power are leadership. The highlight of leadership within an organisation is an emphasis on the importance of a strong human relation and the importance of creating rewarding high-performance teams of motivated and empowered employees. Human understanding and sensitivity are absolutely critical for leadership success. Leadership also consists of identifying proven talent within an organisation and optimising on this talented human resource by developing, retaining and partnering smartly together. Leadership has been perceived to be a primary key to successful strategy implementation. One of the key factors in implementing a strategy is building consensus. A consensus built by motivating, persuading people and by shaping culture and values within an organisation to support the new strategy (Ashby and Miles, 2002). Taking IBM as an example CEO Sam Palmisano has embarked on a leadership mission to get people within the organisation to focus on strategy formulation and implementation. He embarked on a mission to persuade people to focus on the on-demand vision and communicating clear directions. With this positive attitude and employee empowerment he made employees feel motivated and challenged to follow new strategic goals. In this changing world of globalisation, organisations are constantly facing changes within their set ups and therefore leadership plays an important role. Three important aspects of leadership would be people, influence and goals. In order to influence, the relationship between the leader and the follower must not be passive but assertive (Draft, 2006). Within an organisation, leadership directly impacts the effectiveness of costs, revenue generation, service, satisfaction, earnings, market value, share price, social capital, motivation, engagement, and sustainability. In this view one can identify the importance of vision within leadership. In order to move a group successfully towards its goal the leader must communicate the vision or visions with his or her followers. For effectiveness, a vision should appear to be simple, appear desirable enough to energise followers and should describe the organisations future position, which must be credible and preferable to the present state. The leader must communicate these visions adequately to ensure the followers feel as if the vision has been created by themselves (Renesch, 1994). Nonetheless one would need to understand that although leadership focuses on people, influence and goals it cannot be easily defined in such a generic context. However according to Scott (2007) a leader needs to understand that the follower may value a leader differently. Some may prefer a task oriented leader where others may prefer a people oriented leader. In this view the leader must identify the followers needs and how they construe effective leadership. One can see that self awareness is the foundation of effective leadership and one ought to communicate the vision and help the followers fit into that vision. Effective leaders need to change their approach according to the situation, as with one follower, a leader may need to be directive while with others, a leader may need to coach. 2.1 The History of Leadership Leadership, and the study of it, has roots in the beginning of civilisation. Egyptian rulers, Greek heroes and biblical patriarchs all have one thing in common leadership. There are numerous definitions and theories of leadership; however, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance (Wren, 1995). Our work, our environment, the motivation to work, leaders, leadership, leadership style, and a countless of other work-related variables have been studied for almost two centuries. The organisational focus of the leader has evolved over this same period. Early organisations with authoritarian leaders who believed employees were basically lazy transitioned into way to make work environments more conducive to increased productivity rates. Today, organisations are transforming into places where people are empowered, encouraged, and supported in their personal and professional growth throughout their careers. As the focus of leaders has changed over time, it has influenced and shaped the development and progression of leadership theory. 2.1.2 Early Leader Studies The Industrial Revolution shifted Americas economy from an agriculture base to an industrial one and, thereby, ushered in a change how leaders would treat their followers. The Industrial Revolution created a paradigm shift to a new theory of leadership in which à ¢Ã¢â€š ¬Ã…“commonà ¢Ã¢â€š ¬? people gained power by virtue of their skills (Clawson, 1999). New technology, however, was accompanied and reinforced by mechanisation of human thought and action, thus creating hierarchical bureaucracies (Morgan, 1997). One major contributor to this era of management and leadership theory was Max Weber, a German sociologist who à ¢Ã¢â€š ¬Ã…“observed the parallels between the mechanisation of industry and the proliferation of bureaucratic forms of organisationà ¢Ã¢â€š ¬? (Morgan, 1997, p. 17). He noted that the bureaucratic form routinized the process of administration in the same manner that the machine routinized production. 2.1.3 Classical Management Theory and Scientific Management Webers concerns about bureaucracy, however, did not affect theorists who set the stage for what is now known as à ¢Ã¢â€š ¬Ã…“classical management theoryà ¢Ã¢â€š ¬? and à ¢Ã¢â€š ¬Ã…“scientific managementà ¢Ã¢â€š ¬?. Classical theorists focused on the design of the total organisation while scientific managers focused on the systematic management of individual jobs. In contrast to Weber, classical theorists such as Henri Fayol and F. W. Mooney, staunch advocates of bureaucratisation, devoted their energies identifying methods through which this kind of organisational structure could be achieved (Bass, 1990; Morgan, 1997). Collectively, these theorists set the basis for many modern management techniques, such as management by objectives. Scientific management, an approach heralded by Frederick Taylor, was technological in nature (Hersey, Blanchard Johnson, 1996). Taylor fused the perspective of an engineer into management with a strong emphasis on control, ruthless efficiency, quantification, predictability, and de-skilled jobs. He initiated time-and-motion studies to analyse work tasks to improve worker productivity in an attempt to achieve the highest level of efficiency possible. Consequently, he has been accused of viewing people as instruments or machines to be manipulated by leaders. The function of the leader under scientific management theory was to establish and enforce performance criteria to meet organisational goals; therefore, the focus of a leader was on the needs of the organisation and not on the individual worker. Although the classical and scientific approaches were different, the goals were similar organisations are rational systems and must operate in the most efficient manner possible to achieve the highest level of productivity (Morgan, 1997). Both theories relied on the machine metaphor with a heavy emphasis on mechanisation of jobs, which undermined the human aspect of the organisation and failed to recognise organisations as complex organisms. Although mechanistic organisations proved productive, there were limits to hierarchical bureaucracy. Emerging theorists encouraged leaders to recognise that humans were not machines and could not be treated as such. A post bureaucratic shift in the mid-1940s moved toward everyone taking responsibility for the organisations success or failure (Heckscher Donnellon, 1994). Researchers began to examine the relationship between leader behaviour and follower satisfaction level and organisational productivity and profitability. 2.1.4 Hawthorne, Maslow, and Herzberg Environment and Worker Needs Much organisational research during this era focused on overcoming the perceived shortcomings of the classical and scientific schools of management. Elton Mayos Hawthorne Studies focused on the work situation and its effect on leaders and followers, indicating that the reactions of human beings influence their work activities as much as the formal design and structure of the organisation. Early on leaders could focus their attention on the environment factors of the organisations. The early theories and studies provided researchers with tangible and measurable performance outcomes that were directly transferable to profitability and spreadsheet bottom-lines. A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Maslows (1959) Hierarchy of Needs posited that once a workers physiological, security, and social (intrinsic) needs were met, productivity would only be possible of the employees ego and self-actualising (extrinsic) needs were also met. Leader focus became redirected toward worker needs. Herzbergs Dual Factor Theory, the evolution of intrinsic and extrinsic needs, furthered Maslows work stating the employees intrinsic and extrinsic needs could, and should, be met simultaneously. Herzbergs (1966) Motivation-Hygiene theory furthered the work of Maslow by providing insights into the goals and incentives that tend to satisfy a workers needs. Herzberg concluded that people have two categories of needs, which he termed hygiene (environmental factors such as working conditions, company policies, etc.) and motivators (factors involving the job itself). According to Herzberg, an employees intrinsic and extrinsic needs could and should be addressed simultaneously. 2.1.5 The Shift to Behavioural Factors Leader focus had moved to understanding the relationship between a leaders actions and the followers satisfaction and productivity. Theorists began to consider behavioural concepts in their analysis of organisational leadership. For example, Chester Barnard was instrumental in including behavioural components (Bass, 1990). Barnards work emphasised the ways in which executives might develop their organisations into cooperative social systems by focusing on the integration of work efforts through communication of goals and attention to worker motivation (Hatch, 1997). Barnard, for example, identified an effective organisational leader as one who determined objectives, manipulated means, initiated action, and stimulated coordinated effort (Bass, 1990, p. 31). Barnard (1938), whose work focused on the functions of the executive, was instrumental in including behavioural components in his analysis of organisational leadership, which claimed that leadership involves accomplishing goals wit h and through people. The theorists of this age argued that in addition to finding the best technological methods to improve output, it would behove management to address human affairs as well. It was claimed that à ¢Ã¢â€š ¬Ã…“the real power centres within an organisation were the interpersonal relationships that developed among working groupsà ¢Ã¢â€š ¬? (Hersey, Blanchard Johnson, 1996, p.100). A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Additionally, when this happens they are more likely to increase their productivity which in turn impacts the organisations bottom line. According to McGregor (1960), the traditional organisation with its centralised decision making, hierarchical pyramid, and external control of work is based on certain assumptions about human nature and human motivation. He dubbed these assumptions Theory X and Theory Y. Theory X assumes that most people prefer to be directed, are not interested in assuming responsibility, and want safety above all else. Accompanying the Theory X philosophy is the belief that people are motivated by money, fringe benefits, and threat of punishment. Managers who espouse Theory X assumptions attempt to structure, control, and closely supervise employees. Although McGregor himself questioned whether Theory X was as accurate view of human nature, the assumptions persisted for a long time in leadership theory circles because it explained à ¢Ã¢â€š ¬Ã‹Å"some, though not all, of human behaviour within organisations (Pugh Hickson, 1993). Drawing heavily from Maslows (1959) Hierarchy of Needs, McGregor ultimately concluded that Theory X assumptions about human nature, when universally applied, are often inaccurate and that management approaches that develop from these assumptions may fail to motivate individuals to strive toward organisational goals (Hersey, Blanchard, Johnson, 1996). McGregor (1960) believed that management needed practices based on a more accurate understanding of human nature and motivation. The resulting concept, Theory Y, proposed that individuals are not, by nature, lazy and unreliable. People can be self-directed and creative at work if properly motivated (Pugh Hickson, 1993). Therefore, an essential task of management is to unleash this potential. Consequently, the goal of effective leadership was evolving and moving away from the earlier concepts of the classical and scientific management theories that treated workers as machines. Leaders were now challenged to actively involve followers in achieving organisational goals. McGregor (1960), whose work was closely linked to that of the behavioural theorists, is a reflection of that era, providing a foundation for the future emergence of the transformational leadership. McGregors Theory X and Theory Y assumed that employees and leaders had progressed beyond Taylors productivity models that employees could find ways to satisfy their needs within the organisations structure. McGregor assumed employees far more complex that the trait and behavioural theories of leadership assumed and that their complexity and the leaders response to that complexity would affect how and whether the leader and followers worked in tandem to reach mutual organisational goals. McGregor proposed a replacement of direction and control of employees with humanistic motivation. The resulting concept, Theory Y, proposed that individuals did not inherently dislike work and, and that under certain conditions, work could actually be a source of great satisfaction. Theory Y assumed individuals would exercise self-direction and self-control, accepting and seeking responsibility (Pugh Hickson, 1993). The essential concept McGregor and other behaviourists proposed was that organisations are interacting groups and that leaders are a part of these groups. The leaders interaction and relationship with the employee must be a supportive relationship so all members of the organisation feel the organisations objectives and their achievement, are of personal importance to them (Pugh Hickson, 1993). 2.1.6 Situational/Contingency Theory The Circumstantial Focus Unprecedented social change in the mid-1960s to the mid-1980s shifted societal focus from increasing economic wealth to ensuring social rights and equality. Along with this social change, technology was again preparing to jolt American businesses. The advent of the computer age was shifting employee requirements from brawn to brains. Leadership became an intricate process of à ¢Ã¢â€š ¬Ã…“multilateral brokerageà ¢Ã¢â€š ¬? where leaders were forced to focus on constituencies within and without the organisation to survive (Vanourek, 1995). The internal and external environments of organisations were changing. The transference of power from those doing the work to those possessing knowledge about how to organise work more closely levelled the playing field for leaders and followers. Society acknowledged that traditional methods of leadership were no longer effective. McCollum (1995) implied that companies in the information age were unsuccessfully trying to conduct their business using obsolete industrial age leadership theories. Change was the only thing of which everyone could be sure, a factor requiring leadership research and society to consider contingency/situational approaches to leadership if businesses were to remain successful and profitable in an ever-changing and increasingly complicated environment (Contee-Borders, 2003). Heysey and Blanchard (1996) proposed a contingency/situational theory advocating a leaders use of differing leadership behaviours dependent upon two interrelated maturity factors: (a) job maturity relevant task and technical knowledge and skills, and (b) psychological maturity the subordinates level of self-confidence and self-respect (Yukl, 1998). An employee who has a high level of job and psychological maturity requires little supervision; while an employee who has a low level of job and psychological maturity requires hand-on attention. Fielders contingency theory is viewed as the opposite of Hersey and Blanchards theory, maintaining that leaders are less flexible in their ability to change their behaviour based on followers maturity (the basic concept of Hersey and Blanchards theory) (Hughes, Ginnett, Curphy, 1993). Fielders contingency theory posited that leader effectiveness is determined by not the leaders ability to adapt to the situation, but by the ability to choose the à ¢Ã¢â€š ¬Ã‹Å"right leader for the situation (though this theory does not identify who would be responsible for making this choice). Some leaders are simply better for specific situation than others and the situation determines the identified leaders success, though leaders would need to be capable of understanding when they were not right for the situation and remove themselves a task of humility. 2.2 Leadership Styles From a very classical autocratic approach to a very creative, participative approach, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. The most familiar model is the à ¢Ã¢â€š ¬Ã…“leadership scaleà ¢Ã¢â€š ¬? devised by Tannenbaum and Schmidt. In this model, the leader is advised to choose a leadership style that it appropriate for the particular situation. These styles or behaviours, can be placed along continuum ranging from à ¢Ã¢â€š ¬Ã…“boss-centredà ¢Ã¢â€š ¬? at one-end of the scale to à ¢Ã¢â€š ¬Ã…“subordinate-centredà ¢Ã¢â€š ¬? at the other end, as illustrated in Figure 1.1 Inevitably, the opposite poles of this à ¢Ã¢â€š ¬Ã…“continuumà ¢Ã¢â€š ¬? have been labelled Authoritarian (or task-centred), and Democratic (or people-centred) and the inference has been drawn that a concern forgetting the job done is at the opposite end of the scale of the people involved. Tannenbaum and Schmidts article is not as shallow as that, but, like it or not, the impression is left that the two concerns are somehow incompatible. Other commentators advised that authoritarian leadership styles would be most effective in situations that were à ¢Ã¢â€š ¬Ã…“favourable to the leaderà ¢Ã¢â€š ¬? and democratic styles would better suit situations that were à ¢Ã¢â€š ¬Ã…“unfavourable to the leaderà ¢Ã¢â€š ¬?. à ¢Ã¢â€š ¬Ã…“Favourableà ¢Ã¢â€š ¬? in this context means that the leader has high formal authority, relations between the leader and the staff are good, and the task is highly structured. This further reinforces the assumption that democratic styles are for the leaders to fall back on when things are not going entirely their way; they would not want to be democratic if it could be avoided. The Democratic styles should be the preferred option, falling back on authoritarian styles only when circumstances require it. For example, when the fire alarm sounds tell everyone to leave the building; do not hold a decision about the best course of action. Or, when something bad can not be avoided, accept your responsibility as a manager and give instructions clearly and assertively. Otherwise, the benefits of the bringing several brains to bear on an issue, and the commitment that democratic approaches tend to foster, usually outweigh the inevitable untidiness of getting everyone involved in decision-making . Interestingly, research into animal social groups has found that decisions arrived at communally or à ¢Ã¢â€š ¬Ã…“democraticallyà ¢Ã¢â€š ¬? are usually more beneficial for the group and its individual members than à ¢Ã¢â€š ¬Ã…“despoticà ¢Ã¢â€š ¬? decision-making, and tend to be less extreme. Whether lessons drawn from the observation of animal behaviour can usefully be applied directly to human groups depends on how much corroborating evidence there is. 2.3 Leadership versus Management Creech (1995) defines the manager versus the leader. She explains how a manager is typically well-educated and would generally possess very high conceptual skills. Managers are mostly focused on the latest management literature. Furthermore managers are very aware of the system, rules and procedures both documented and undocumented. They tend to be very productive oriented rather than people oriented persons and this style proves that they are usually inaccessible or have very little time to listed to the people they manage. This also results form their heavy busy schedules. In addition managers face highly intensive stresses and become very intolerant of any mistakes. They rarely motivate their people to take significant risks to improve operationally or personally and in moments of crisis they can easily consider to re-establish who is in charge, believing that they will achieve the expected performances and organisational goals. Nonetheless, they are very conscious of what others think about them and expect to be liked, despite being aware that this is rather impossible, due to the conflicting roles between management and workers. Furthermore managers ask subordinates for participative input, but rarely encourage real dissent with their own views (Creech, 1995). In contrast, leaders are very people oriented and although they are conscious of what people think of them they are generally less concerned. However, leaders feel themselves as helpers to the organisation as opposed being in command. They are inventive and imaginative movers and participate in achievement of goals. Arguably, leaders have a more positive style to achieving goals and during time of financial or operational turbulences they focus on asking team members for help in strategies and innovation in order to regain competitive advantage. Opposed to this, managers would consider downsizing and cost cutting (Creech, 1995). One can that this is visionary and leaders do communicate widely with simple clear cut visions and goals. They intend to simplify communication to ensure the message gets through without ridiculing anyone in the event of misunderstandings. Additionally they are tolerant of mistakes during the process of development and goal achievement and they are fond of acknowledging their mistakes and do not fear to take whatever measures are required to rectify them (Creech, 1995). Bennis and Goldsmith (1997) define the difference between manager and leader using the following paired contrasts: à ¢Ã¢â€š ¬Ã…“The manager administers; the leader innovates. The manager maintains; the leader develops. The manager accepts reality; the leader investigates it. 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 or her eye always on the bottom line; the leader has his or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classis good soldier; the leader is his or her own personà ¢Ã¢â€š ¬? (Bennis and Goldsmith, 1997, p.9). Chapter 3 Literature Review For the purpose of this literature review it has been classified as follows: Human Relation Skills including follower leader relation, and conflict management and counselling as intrapersonal skills. Intrapersonal Skills includes self confidence, stress management, and time management whilst Organisational Skills include leadership styles and motivation and finally Creativity Skills. Human Relation Skills and Intrapersonal Skills follow the same paths and are the abilities how one interacts with others. However Intrapersonal Skills is ones own personal development whilst Organisational Skills is the skill to have a conceptual focus. Finally, Creativity Skills are the having of new ideas. The author introduced these skills in the above sequence as she believes that without having human relation skills one cannot help ones personal development and cannot encourage motivation or creativity. Needless to say, that without motivation one would find difficulties creating new ideas. 3.1 Human Relations and Intrapersonal Skills 3.1.2 Follower Leader Relation In order for a leader to achieve effectiveness through human relations, Isaac, Zerbe and Pitt (2001) shared four important insights and beliefs about the nature of their relationships with their followers: Firstly, they explain how positively effective it is, to gradually and gently direct the follower towards the established goals rather than throwing them into heavy burdens to accomplish corporate purposes. When a mutual agreement of mutual interest is established leaders would smartly lay down the red carpet to the follower and will satisfy the goals of both parties. Rigid commands from the hierarchy within an organisation normally lead to unsatisfactory results and frustration (Isaac, Zerbe and Pitt, 2001) Secondly, it is in the leaders interest to strongly understand their followers, by recognising their needs, what motivates them , their various stages of personal development, and their goals. This is seen through a flow of communication and observations. The leaders challenge in such scenario would be to reach satisfactory levels of both the follower and the organisation. During such a process of identifying the followers needs the leader must show sensitivity, ingenuity and judgement when putting together corporate and personal objectives through communication. The leader should address those areas identified to be low in self confidence and capability by the follower in order to achieve maximum results (Isaac, Zerb and Pitt, 2001) Thirdly, leaders have to establish motivating conditions not only to motivate the follower but to encourage self motivation. One of the motives encouraging the self motivation process would be organisational rewards however this makes the leaders responsibility intense, as he/she would need to determine the various intrinsic or extrinsic rewards to followers. Intrinsic motivational states are beyond leaders control however they can possibly enhance such feelings and emotions by: à ¢Ã¢â€š ¬Ã…“Spending time with the follower and enhancing, rather than undermining, self-confidence. Increasing follower knowledge, skills and abilities through exposure to various educational and training programs, as well as experiences. These activities enhance both follower capability and self-confidence. Establishing realistic, meaningful and attainable goals with the follower to both parties. Creating a climate of mutual respect. Showing appreciation when the follower meets or exceeds expectations, or addressing problematic issues regarding the followers performance by focusing upon the work rather than the individualà ¢Ã¢â€š ¬?. (Isaac, Zerbe and Pitt, 2001, p.212) The fourth and final insight relates to the importance of honesty and consistent behaviour showed to the followers. Leaders can loose credibility through promises that are rather difficult to fulfil at a later stage, and will also be exposed to deducting the followers motivation. On the other hand consistency generates a clear path to the followers especially in matters such as fairness, expectations and personal cose of conduct. In addition, leader must reduce distinctions of status that might cause some followers to feel degraded and not regarded (Isaac, Zerbe and Pitt, 2001). à ¢Ã¢â€š ¬Ã…“Relationship closeness, is the extent to which an employee has a sharing, open, familiar relation with management. Thus, relationship closeness is a broad concept that encompasses several specific constructs like interaction, open communication, and informal relations between employees and managementà ¢Ã¢â€š ¬?(Mcknight, Ahmad and Schroederet, 2001, p.466). As one can see from the above four insights of human relations skills incorporates a strong degree of interpersonal skills and as expressed by Hargie and Dickson (2003) à ¢Ã¢â€š ¬Ã…“interpersonal skills are those skills we employ when interacting with other peopleà ¢Ã¢â€š ¬?. However this definition is not very precise as it states what skills are à ¢Ã¢â€š ¬Ã…“used forà ¢Ã¢â€š ¬? rather than what à ¢Ã¢â€š ¬Ã…“they areà ¢Ã¢â€š ¬?. In fact it is like defining train as something that gets you from one station to another. However literature rather increases in number the term interpersonal skills and another definition is: à ¢Ã¢â€š ¬Ã…“the extent to which an individual can communicate with others, in a manner that fulfils ones rights, requirements, satisfactions, or obligations to a reasonable degree without damaging the other persons similar rights, requirements, factions or obligations, and hopefully shares these rights and other factors with others in free an open exchangeà ¢Ã¢â€š ¬? (Phillips, 1978, cited in Hergie and Dickson, 2003, p.4). Hargie and Dickson (2003) highlight that leaders with great levels of interpersonal skills are most likely to obtain funding, maintain good relationships with employees, attract quality employees and score better results with suppliers and customers (Hargie and Dickson, 2003). Having outlined what these skills are used for, the author will explain what they are. One can find that amongst others, interpersonal skills include, conflict management and counselling. 3.1.3 Conflict Management Human Resources practitioners sometimes have to ask themselves is, à ¢Ã¢â€š ¬Ã‹Å"Who is the client the company or the employee? Human Resources professionals may sometimes have to walk a fine line between serving the company that pays their salary and serving individual employees. They may be involved in counselling employees over work problems. This can only be carried out successfully if the employee trusts the Human Resources practitioner to maintain confidentiality, but something might be revealed which is of interest to management, and this places the counsellor in a dilemma to betray or not to betray the trust? There is not pat answer to this question, but the existence of a code of professional conduct, a set of values and a company ethical code can provide guidance. Human Resources specialists, as Thurley (1981) put if, often à ¢Ã¢â€š ¬Ã‹Å"work against the grain. Their values may be different from those of line managers, and this is a potential cause of conflict. But conflict is inevitable in organisations that are pluralistic societies, the members of which have different frames of reference and interests, particularly self-interest. Management may have their own priorities: à ¢Ã¢â€š ¬Ã‹Å"increase shareholder value, à ¢Ã¢â€š ¬Ã‹Å"keep the city happy, à ¢Ã¢â€š ¬Ã‹Å"innovate, à ¢Ã¢â€š ¬Ã‹Å"get the work done. Employees might have a completely different set: à ¢Ã¢â€š ¬Ã‹Å"pay me well and equitably, à ¢Ã¢â€š ¬Ã‹Å"give me security, à ¢Ã¢â€š ¬Ã‹Å"provide good working conditions, à ¢Ã¢â€š ¬Ã‹Å"treat me fairly. Human Resources specialists, as noted above, may find themselves in the middle. Conflicts in the Human Resources contribution can arise in the following ways: A clash of values. Line managers may simply regard their workers as factors of production to be sued, exploited and dispensed with in accordance with organisational imperatives. Different priorities. Managements priority may be to add value make more out of less and if this involves getting rid of people that is too bad. Human Resources people may recognise the need to add value, but not as the expense of employees. Freedom versus control. Line managers may want the freedom to get on with things their own way, interpreting company policies to meet their needs; and the thrust for devolution has encouraged such feelings. But Human Resources specialists will be concerned about the achievement of a consistent and equitable approach to managing people and implementing Human Resources policies. They will also be concerned with the attainment of a proper degree of compliance to employment and health and safety law. They may be given the responsibility for exercising control, and conflict is likely if they use this authority too rigidly. Disputes. If unions are recognised, Human Resources specialists may be involved in conflict during the process of resolution. Even when there are no unions, there may be conflict with individuals or groups of employees about the settlement of grievances. As Mary Parker Follett (1924) wrote, there is the possibility that conflict can be creative if an integrative approach is used to settle it. This means clarifying priorities, policies and roles, using agreed procedures to deal with grievances and disputes, bringing differences of interpretation out into the open and achieving consensus through a solution that recognises the interests of both parties a win-win process. Resolving conflict by the sheer exercise of power (win-lose) will only lead to further conflict. Resolving conflict by compromise may lead to both parties being dissatisfied (lose-lose). 3.1.4 Counselling Counselling is about creating empathy with someone encountering problematic feelings about something. With counselling skills a leader can gain an insight into ones feelings and experience. Additionally it enables the leader to act in a supportive manner (Carroll and Walton, 1997). It is quite wrong if a line manager infers counselling to be an entirely natural, spontaneous and everyday process requiring little depth of understanding. On the contrary, counselling is a purposeful activity, which has a profound effect on people. Professional counsellors undergo extensive and ongoing training precisely because counselling is such a potent process. It is so powerful that people make significant and often radical changes in their lives as a result of counselling. Any apparent contradictions on the nature of counselling must be resolved or its value in relation to line management will be misunderstood. The values and beliefs that underpin professional counselling are inseparable from the use of counselling skills. The process is the same. It is the relationship which makes it counselling and, for line managers a counselling relationship is impossible. The ethical use of counselling skills is both possible and desirable for line managers one they are trained, as long as they: à ¢Ã¢â€š ¬Ã‹Å"Buy into the basic values of counselling Avoid manipulation by exercising self-discipline in choosing when to use them Adhere to setting clear boundaries when they do Observe the cross-over point into unethical practice Have the facilities available and the skill to refer a person for further appropriate help. 3.1.5 Ethical Considerations Leaders are concerned with ethical standards in two ways: their conduct as professionals, the values that govern their behaviour and the ethical standards of their firms 3.1.5.1 Professional Conduct The CIPD of Professional Conduct states that: à ¢Ã¢â€š ¬Ã…“In the public interest and in the pursuit of its objects, the Chartered Institute of Personnel and Development is committed to the highest possible standards of professional conduct and competency. To this end members:  · Are required to exercise integrity, honesty, diligence and appropriate behaviour in all their business, professional and related personal activities  · Must act within the law and must encourage, assist or act in collusion with employees, employers or others who may be engaged in unlawful conduct.à ¢Ã¢â€š ¬? 3.1.5.2 Values Leadership is part of management. Leaders are not there to act as surrogate representatives of the interests of employees, but this does not mean that there may not be occasions when in their professional capacity leaders should not speak out and oppose plans or actions that are clearly at variance with the values of the organisation. They should do their best to influence changes in those values where they feel they are necessary. They must not tolerate injustice or inequality of opportunity. 3.1.5.3 Ethical Standards in the firm More and more companies are, rightly, developing and publishing value statements and code of ethics. The focus on such codes was encouraged by the Cadbury Report on corporate governance which in 1992 recommended that companies should adopt one. Ethics codes may include the guiding principles the organisation follows in conducting its business and relating to its stakeholders employees, customers, shareholders (or other providers of finance), suppliers, and society in general. These may include conflicts of interests, the giving and receiving of gifts, confidentiality, environmental pollution, health and safety, equal opportunities, sexual harassment and political activity. As suggested by Pickard (1995) leaders can contribute to enhancing awareness of ethical issues by: Deploying professional expertise to develop and communicate an ethics policy and field the response to it, holding training sessions to help people think through the issues and monitoring the policy; Contributing to the formation of the company strategy, especially touching on mission and values; Setting an example through professional conduct, on issues such as fairness, equal and treatment and confidentiality. 3.1.6 Intrapersonal Skills The intrapersonal, or inner dimension, includes forms of self-communication and understanding personal emotions, goals and motivations. Self-regulation of attention and stress management skills depend largely on self-communication. 3.1.7 Stress Management à ¢Ã¢â€š ¬Ã…“Stress is the experience of opportunities or threats that people perceive as important and also perceive they might not be able to handle or deal with effectivelyà ¢Ã¢â€š ¬? (George and Jones, 2002, p.275). There are four main reasons why organisations should take account of stress and do something about it: 1. They have the social responsibility to provide a good quality of working life. 2. Excessive stress causes illness. 3. Stress can result in inability to cope with the demands of the job, which, of course, creates more stress. 4. Excessive stress can reduce employee effectiveness and therefore organisational performance. The ways in which stress can be managed by an organisation include: Job design clarifying roles, reducing the danger of role ambiguity and conflict and giving people more autonomy within a defined structure to manager their responsibilities; Targets and performance standards setting reasonable and achievable targets which may stretch people but do not place impossible burdens on them; Placement taking care to place people in jobs that are within their capabilities; Career development planning careers and promoting staff in accordance with their capabilities, taking care not to over- or under-promote; Performance management process, which allow a dialogue to take place between managers and individuals about the latters work, problems and ambitions; Management training in performance review and counselling techniques and in what managers can do to alleviate their own stress and reduce it in others; Work-life balance policies which take account of the pressures on employees who have responsibilities as parents, partners or carers, and which can include such provisions as special leave and flexible working hours.(Michael Armstrong, 2003, p.837) 3.1.8 Emotional Intelligence and Leadership Qualities Management development should be concerned with enhancing leadership as well as extending and improving more general management skills. According to Goleman (1995), this process should take account of the concept of emotional intelligence. Emotional intelligence has been defined by Goleman (1995) as being about: à ¢Ã¢â€š ¬Ã…“Knowing what you are feeling and being able to handle those feelings without having tem swamp you; Being able to motivate yourself to get jobs done, be creative and perform at your peak; Sensing what others are feeling and handling relationships effectivelyà ¢Ã¢â€š ¬?. The possession of high levels of emotional intelligence is a necessary attribute for success as a leader. Goleman has defined four components of emotional intelligence: 1. à ¢Ã¢â€š ¬Ã…“Self-management the ability to control or redirect disruptive impulses and moods and regulate your own behaviour coupled with a propensity to pursue goals with energy and persistence. The six competencies associated with this component are self-control, trustworthiness and integrity, initiative and adaptability, comfort with ambiguity, openness to change and a strong desire to achieve. 2. Self-awareness the ability to recognise and understand your moods, emotions and drives as well as their effect on others. This is linked to three competencies: self-confidence, realistic self-assessment and emotional self-awareness. 3. Social awareness the ability to understand the emotional make-up of other people, and skill in treating people according to their emotional reactions. This is linked to six competencies: empathy, expertise in building and retaining talent, organisational awareness, cross-cultural sensitivity, valuing diversity, and service to clients and customers. 4. Social skills proficiency in managing relationships and building networks to get the desired result from others and reach personal goals, and the ability to find common ground and build rapport. The five competencies associated with this component are leadership, effectiveness in leading change, conflict management, influence/communication, and expertise in building and leading teams.à ¢Ã¢â€š ¬? 3.2 Motivation One of the motivations theories is theContent Theory which focuses on the content of motivation. It states that motivation is essentially about taking action to satisfy needs, and identifies the main needs that influence behaviour. Needs theory was originated by Maslow (1954), and in his two-factor model, Herzberg, Mausner and Synderman (1957) listed needs which they termed à ¢Ã¢â€š ¬Ã‹Å"satisfiers. The basis of this theory is the belief that an unsatisfied need creates tension and a state of disequilibrium. To restore the balance, a goal that will satisfy the need is identified, and a behaviour pathway that will lead to the achievement of the goal is selected. All behaviour is therefore motivated by unsatisfied needs. Needs theory was developed originally by Maslow (1954), who postulated the concept of a hierarchy of needs which he believed were fundamental to the personality. He suggested that there are five major need categories which apply to people in general, starting from the fundamental physiological needs leading through a hierarchy of safety, social and esteem needs to the need of self-fulfilment, the highest need all. Maslows theory of motivation states that when a lower need is satisfied, the next highest becomes dominant and the individuals attention is turned to satisfying this higher need. The need fur self-fulfilment, however, can never be satisfied. He said that à ¢Ã¢â€š ¬Ã‹Å"man is a wanting animal; only an unsatisfied need can motivate behaviour and the dominant need is the prime motivator of behaviour. Psychological development takes place as people move up the hierarchy of needs, but this is not necessarily a straightforward progression. The lower needs still exist, even if temporarily dormant as motivators, and individuals constantly return to previously satisfied needs. The two-factor model of satisfiers and dissatisfiers was developed by Herzberg, Mausner and Synderman (1957) following an investigation into the sources of job satisfaction and dissatisfaction of accountants and engineers. It was assumed that people have the capacity to report accurately the conditions that made them satisfied and dissatisfied with their jobs. Accordingly, the subjects were asked to tell their interviewers about the times during which they felt exceptionally good and exceptionally bad about their jobs and how long their feelings persisted. It was found that the accounts of à ¢Ã¢â€š ¬Ã‹Å"good periods most frequently concerned the content of the job, particularly achievement, recognition, advancement, autonomy, responsibility, and the work itself. On the other hand, accounts of à ¢Ã¢â€š ¬Ã‹Å"bad periods most frequently concerned the context of the job. Company policy and administration, supervision, salary and working conditions more frequently appeared in these acco unts than in those told about à ¢Ã¢â€š ¬Ã‹Å"good periods. The main implications of this research, according to Herzberg, are that: à ¢Ã¢â€š ¬Ã…“The wants of employees divide into two groups. One group resolves around the need to develop in ones occupation as a source of personal growth. The second group operates as an essential base to the first and is associated with fair treatment in compensation, supervision, working conditions and administrative practices. The fulfilment of the needs of the second group does not motivate the individual to high levels of job satisfaction and to extra performance on the job. All we can expect from satisfying this second group of needs is the prevention of dissatisfaction and poor job performance. These groups form the two factors in Herzbergs model: one consists of the satisfiers or motivators, because they are seen to be effective in motivating the individual to superior performance and effort. The other consists of the dissatisfiers, which essentially describe the environment and serve primarily to prevent job dissatisfaction, while having the little effect on positive job attitudes. The latter were named the hygiene factors in the medical use of the term, meaning preventive and environmental. 3.3 Communication Organisations function by means of the collective action of people, yet each individual is capable of taking independent action which may not be in line with policy or instructions, or may not be reported properly to other people who ought to know about it. Good communications are required to achieve coordinated results. Organisations are subject to the influence of continuous change which affects the work employees do, their well-being and their security. Change can be managed only be ensuring that the reasons for and the implications of change are communicated to those effected in terms which they can understand and accept. Individuals are motivated by the extrinsic reward system and intrinsic rewards coming from the work itself. But the degree to which they are motivated depends upon the amount of responsibility and scope for the achievement provided by their job, and upon their expectations that the rewards they will get will be the ones they want, and will follow from the efforts they make. Feelings about work and the associated rewards depend very much on the effectiveness of communications from their managers or team leaders and within the company. Above all, good two-way communications are required so that management can keep employees informed of the policies and plans affecting them, and employees can react promptly with their views about managements proposals and actions. Change cannot be managed properly without an understanding of the feelings of those affected by it, and an inefficient system of communication is needed to understand and influence these feelings. But the extent, to which good communications create satisfactory relationships rather than simply reducing unsatisfactory ones, can be exaggerated. A feature of management practices during the twentieth century is the way in which different management theories became fashionable or influential for a while and then decline in favour. Among these has been the à ¢Ã¢â€š ¬Ã‹Å"good communications theory of management. This approach to dealing with management problems is based upon the following assumptions: The needs and aims of both employees and management are, in the long run, the same in any organisation. Managers and employees ideas and objectives can all be fitted together to form a single conceptual framework. Any differences in opinion between management and employees are due to misunderstandings which have arisen because communications are not good enough. The solution to industrial strife is to improve communications. This theory is attractive and has some validity. Its weakness is that the assumptions are too sweeping, particularly the belief that the ultimate objectives of management and workers are necessarily identical. The good communications theory, like paternalism, seems to imply that a company can develop loyalty by keeping people informed and treating them well. But people working in organisations have other and, to them, more important loyalties elsewhere. The existence of different loyalties and points of view in an organisation does not mean that communication is unimportant. If anything the need for a good communications system becomes even greater when differences and conflict exist. But it can only alleviate those differences and pave the way to better cooperation. It cannot solve them. It is therefore necessary to bear in mind that the group with which we identify the reference group influences our attitudes and feelings. à ¢Ã¢â€š ¬Ã‹Å"Management and the à ¢Ã¢â€š ¬Ã‹Å"the union as well as our family, out ethnic background, our political party and our religious beliefs (if any) constitute a reference group and colour our reactions to information. What each group à ¢Ã¢â€š ¬Ã‹Å"hears depends on its own interests. Shared experiences and common frames of reference have much more influence than exhortations from management. Employees may have feel they have nothing to do with them because it conflicts with what they already believe. However, although there may be limitations on the extent to which communication strategies can enhance mutuality and commitment, there is no doubt that it is essential for managements to keep people informed on matters that affect them and to provide channels for them to express their views. This is particularly necessary when new employment initiatives are taking place and effective change in management is very much about communicating managements intentions to people and making sure that they understand how they will be affected. Chapter 4 Research Methodology 4.1 Introduction in the previous chapters the author highlighted some of the existing literature and the relevance of leadership skills in organisations. This is the Research Methodology Chapter and it is organised by outlining the theory of Research Methodology, the Methodology utilised and the Research Design conducted. Attached to the Research Design one can find the Data Collection and Sampling Procedure sub section and the Interview Questions and Questionnaires sub section. Furthermore one can find the Limitations encountered and finally, the Analysis Approach in preparation of the next chapter. This study utilised a Survey-Questionnaire where behaviours, beliefs and observations of specific groups are identified, reported and interpreted. 4.2 Research Methodology Theory Qualitative approach, is a way to gain insights through discovering meanings by improving our comprehension of the whole. Qualitative research explores the richness, depth, and complexity of phenomena. Qualitative research, broadly defined, means any kind of research that produces findings not arrived at by means of statistical procedures or other means of quantification (Strauss Corbin, 1990). Those who are not familiar with qualitative methodology may be surprised by the sheer volume of data and the detailed level of analysis that results even when research is confined to a small number of subjects (Myers, 2002). There are three main methods of data collection, which are interviewing, observation and descriptions by participants. Analysis begins when the data is first collected and is used to guide decisions related to further data collection. In communicating or generating the data, the researcher must make the process of the study accessible and write descriptively so tacit knowledge may best be communicated through the use of rich, thick descriptions (Myers, 2002). 4.3 Methodology Research methods can be classified in various ways however one of the most common distinctions is between Quantitative and Qualitative research methods. Quantitative research involves large numbers of respondents, typically 100 or more, and yields results that are representative of the total population. This research is numerically oriented, requires significant attention to the measurement of market phenomena, and often involves statistical analysis. Examples of quantitative methods include survey methods, and numerical methods such as mathematical modelling. Participants to the study are selected in a random unbiased manner from a study population and data is gathered from the participants replies to a standardised questionnaire. This data is then analysed by means of statistical methods in order to test predetermined hypothesis regarding the relationships between specific variables. In this case the researcher is considered external to the actual research, and results are expected to be replicable no matter who conducts the research. Qualitative research can be structured as in-depth one-on-one or two-on-one interviews, but is generally done in the form of focus groups, where groups of six to ten respondents carry on a group discussion which is led by a trained moderator. Qualitative research methodologies are designed to provide the researcher with the perspective of the target audience members through direct interaction with the people under study. Unlike quantitative research there are no fixed questions but, instead, a topic guide (or discussion guide) is used to explore various issues in-depth. 4.4 The Questionnaire The literature review in this thesis is based on the importance of leadership skills within organisations and explains ways and means on how one manager can consider the leadership function. Most of the information was directed to the ethical relation between the leader and the follower/s and therefore the questions addressed in the questionnaire included 4 topics: Demographics Human Relations and Interpersonal Skills Personal Development Motivation The opening of the interview questionnaire served as an explanation of whats behind the questions, with an extra emphasis on confidentiality. Only one demographic question was included in this questionnaire, which covered the different levels, was included in the first section. The above topics were tackled in subsequent sections. The respondents were requested to reply as to whether they believed their manager practised the highlighted leadership styles. To conclude, the respondents were shown a great appreciation and they were thanked for their most valuable participation. The questionnaire was handed to employees at HSBC Life Assurance Malta Ltd, in November 2009, were the said employees were handed out a covering letter and the questionnaire itself. A sample of the said covering letter and questionnaire can be found in the Appendix section. 4.5 Limitations During the course of this research design a number of limitations were encountered. The core of this research was based on a qualitative approach which in nature necessitates the sampling of a small size, unlike the quantitative approach which includes a larger sampling size. The design of this questionnaire is such that can give information on each individual, such as the attitudes, this can be interpreted into different varied data. However, the author opted to concentrate the attitude of two different levels of employees, namely the managerial and clerical. The author chose this option since the scope of this study was to have an in-depth study of dynamics within different levels and sections of the organisation. Chapter 5 Research Findings and Analysis 5.1 Introduction The scope of this study was to assess the current leadership function of management through research techniques. It was concerned about the various forms of best practice leadership skills within the organisation. 5.2 Demographics The first question of the questionnaire was to determine, if employees are clerical or managerial. The company employs 37 persons, where the total respondents were 29. 12 of the respondents work in a Managerial role and 17 work in clerical grades. 5.3 Evaluation of the Questionnaire The questions asked to employees related to the manager or supervisor skills, motivation and true of the organisation. 5.3.1 My Manager or supervisor The first batch of questions refers to the manager of supervisors skills. One of the questions asked was: à ¢Ã¢â€š ¬Ã…“My manager or supervisor works with me to define the expectations of my jobà ¢Ã¢â€š ¬? Clerical employees agree more than managerial staff that their supervisor is working hand in hand in terms of defining the job, while managerial staff sometimes dis/agree with this statement. Question number 8 was: à ¢Ã¢â€š ¬Ã…“My manager or supervisor lets me do my job without interfering.à ¢Ã¢â€š ¬? 12clerical staff agrees that their supervisor let them do their jobs without interfering after the job has been tasked to them. Managerial staff are quite neutral regarding this statement, but on the whole they agree with the above mentioned statement. Another question asked was: à ¢Ã¢â€š ¬Ã…“My manager or supervisor keeps favouritism from being a problem in our workgroup.à ¢Ã¢â€š ¬? Bibliography https://www.airpower.maxwell.af.mil/airchronicles/aureview/1976/mar-apr/dean1.jpg

An Unwritten Code Of Ethics - 1312 Words

There is an unwritten code of ethics in all workplaces, in which employees at every level are expected follow. No matter the industry or occupation, this code is no more than a rhetorical set of rules that when followed, can help create a manageable and successful workplace. Ensuring the following of these rules by every employee, however, is nearly impossible. With such a large array of misconduct that can occur, it is important that every employee holds each other accountable for any situation. Whether the situation involves theft, fraud, or simply any other un-ethical behavior, awareness must be of utmost importance. In this paper, I will discuss the different types of misconduct, the possibilities as to why they are committed, as well as how it can be prevented. I will also discuss a theft assessment of my workplace; as well as an interview I had with a guy named Taylor about misconduct in the retail shoe store Finish Line. Let’s take a look. Body Although some are worse than others, there are numerous situations that can fall under misconduct. For example, one could be simply working slower to cut productivity, or they could be stealing assets from the company; both, however, are considered un-ethical and should be addressed. According to d2l, 90% of employees have committed some sort of misconduct. A number as high as such should be alarming to supervisors everywhere, but why is it that employees do such things? The first reason is that they have motive to do so.Show MoreRelatedPolice Codes Of Conduct And Police Code Of Ethics1560 Words   |  7 Pagesprinciples they must abide by. This is illustrated in the police officer s code of conduct and police code of ethics. Many police departments have their own code of conduct which are to be followed by the officers. Just like any other profession, there are no fool proof rules and standards. People will (for whatever reason ) try to beat the system or just plain fall short of whats required of them. That’s why ethics and codes of conduct are so important. They basically let an employee know whats expectedRead MoreThe Unwritten Code1350 Words   |  6 PagesThe Unwritten Code The Police â€Å"Code of Silence† is an unspoken rule among many police agencies in the country. It is a code of â€Å"honor† in the police brotherhood where giving information about another police officers wrongdoings is considered an act of betrayal. Other terms for the code include: â€Å"The Thin Blue Line,† and â€Å"The Wall of Silence.† Police academies across the nation are close-knit communities of law enforcement. From the first day on the job to the last, every officer is supposed to countRead MoreCode Of Ethics For Substance Abuse Counseling907 Words   |  4 PagesA code of ethics stands for a set of principles of conduct set within an organization to assist or guide employees to making decisions and adhering to ethical behavior. It’s a set of guidelines that must be followed to make ethical choices when conducting work related matters. Code of ethics is an organizations form integrity. This paper will discuss what an appropriate code of ethics is, and summarize the features of deontological, consequentialist, and virtue of ethics in a professional code ofRead MoreDarlene Druyun and Mike Sears Ethical Violation Essay1119 Words   |  5 Pagesexecutive job for a high profile contract?† Both parties are going to benefit from the exchange and both parties will have something that they want. The pull begins with the participants honest, being well know, high ranking employees so there was an unwritten code of silence that resulted in employees failing to report suspected wrongdoing. The Categorical theory is ethical only if it is acceptable for everyone to put into practice. Yes, if this scandal was not brought to the attention of the Boeing andRead MoreEthics and Values in Business Sustainability789 Words   |  3 PagesQuestion 1 Rough Draft Ethics and values can be described as very important to business sustainability. There are ethics which are individual moral principles that govern or influence a person’s behaviour and there are business ethics which are written or unwritten codes of principles or values that govern decisions and actions within an organisation. Values are the context within which an organisation or a society’s norms are established and justified. All these aspects are important to the sustainabilityRead MorePersonal Code of Ethics Essay2399 Words   |  10 PagesMorals, values, and ethics are one of the most important characteristics of a person. These features define who we are and what we believe in. Many different factors come in to play when determining a person`s morals, values, and ethics; childhood upbringing, later life experiences, family, friends, culture, religious beliefs, race, discussions with others, and many others that have an affect a person’s beliefs (Head, 2 006). There are times when a person`s beliefs do not agree with someone else’sRead MoreEthics Deals With Sets Of Acceptable845 Words   |  4 PagesEthics deals with sets of acceptable conducts laid down by organizations to guide the conducts and behaviors of members of the organization (Ralston et al, 2014, Para. 3). Individuals acquire their initial behaviors from their respective families. These sets of learned behaviors will be refined and new ones inculcate as the child make contacts at the society through formal and informal education, religious organizations, and pear groups. However, what one values as appropriate behaviors dependedRead MoreEthics in the Justice System2330 Words   |  10 PagesIn simple definition, the word â€Å"ethics† means; a system of moral principles, the rules of conduct recognized in respect to a particular class of human actions or a particular group, culture, etc., moral principles as of an individual, and that branch of philoso phy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions (Dictionary.com). Even the definition, as clear as itRead MoreProfessionalism Within The Health Care Field1375 Words   |  6 PagesThe lack of professionalism in the workplace is a problem in the health care field. This can be improved by incorporating workshops on professionalism within orientations and enforcing a code of ethics along with the proper protocol of working in healthcare. Although there is no exact definition for professionalism many would define this as a set of values or qualities that include behaviors and relationships that helps the person to trust their advisor. (Brown, 2013) Over the course of many doctors/Read MoreThe Profession Of Construction Engineering Essay831 Words   |  4 Pagesconstruction engineering does not have a formal set of guidelines for professional conduct but we should definitely follow certain unwritten guidelines for ensuring quality output. Generally people refer to ethics but in case of a company ethics does not work as ethics differ from individual to individual. Though ethics do have significance in a company decisions and code of conduct, there is something called ethos which plays a more significant role in defining the company conduct. It is important

British and American Press Free Essays

5. British and American Press Nearly 80% of all households in Britain buy a copy of one of the main national papers every day – the British are the third biggest newspaper readers. Newspaper publications are dominated by the national press. We will write a custom essay sample on British and American Press or any similar topic only for you Order Now Non-national, local and regional papers, with significant circulations are published mostly in the evenings, when they don’t compete with national ones. â€Å"The Sunday papers† are mostly national, they sell slightly more copies and thicker. British â€Å"paper round† is organized to provide people with their morning papers delivered to their door by a teenager who gets up at around half-past five every day in order to earn a it of extra pocket money. There are 2 types of national papers: â€Å"broadsheets† or â€Å"quality papers† cater for the better educated readers, and â€Å"tabloids† sell to a much larger readership with more pictures than print. Broadsheets devote much space to politics and â€Å"serious topics†, they are twice as large as tabloids which concentrate on â€Å"human interest stories† like sex and scandal and cover it in a simpler style of English. None of the big national newspaper â€Å"belongs† to a political party. However each paper has an idea of what kind of reader it is appealing and has a fairly predictable political outlook. If you go into any well-stocked newsagent’s in Britain, you will find rows and rows of magazines catering for almost every imaginable taste and specializing in almost every imaginable pastime. Among these publications there are a few weeklies dealing with news and current affairs, and they manage to achieve a circulation of more than a hundred thousand. The most influential British daily paper is THE TIMES. It was founded by John Walter in 1785 as THE DAILY UNIVERSAL REGISTER, then renamed THE TIMES in 1788. Was also called as THUDERER for its formidable editorials (was the 1st paper to employ foreign correspondents). Its prestige raised due to marketing slogan TOP PEOPLE READ THE TIMES. Now is owned by the international press magnate Rupert Murdoch. Its published in London with a circulation of almost 450  000. American Press. Newspapers have declined in their influence and penetration into American households over the years. The U. S. does not have a national paper. Although the Times’ primary audience has always been the people of New York City, the New York Times has gradually become the dominant national â€Å"newspaper of record. † With very few exceptions, all the newspapers in the U. S. are privately owned, either by large chains such as  Gannett  or  McClatchy, which own dozens or even hundreds of newspapers; by small chains that own a handful of papers; or in a situation that is increasingly rare, by individuals or families. Most general-purpose newspapers are either being printed one time a week, usually on Thursday or Friday, or are printed daily. Weekly newspapers tend to have much smaller circulation and are more prevalent in rural communities or small towns. Major cities often have â€Å"alternative weeklies† to complement the mainstream daily paper(s), for example, New York City’s  Village Voice  or Los Angeles’  L. A. Weekly, to name two of the best-known. Major cities may also support a local business journal, trade papers relating to local industries, and papers for local ethnic and social groups. Probably due to competition from other media, the number of daily newspapers in the U. S. has declined over the past half-centuryIn particular, the number of evening newspapers has fallen by almost one-half since 1970, while the number of morning editions and Sunday editions has grown. How to cite British and American Press, Papers

Management Communication Business Case Analysis

Question: Discuss about theManagement Communicationfor Business Case Analysis. Answer: The Qantas Airlines has faced a significant communication challenge after the airline corporation has decided to launch a PR campaign via Twitter. Under the hashtag #QantasLuxury, the organisers have urged the participants to share the luxury in-flight experience. During the critical condition of Qantas, the memo has been written to you advising how to deal with the current troublesome scenario. The PR campaign has turned into a worst case scenario as the customers have shared a series of negative comments throughout the social media campaign (Pride, 2017). On the basis of the evidence, the study will evaluate the issues to describe what has gone wrong during the social media PR campaign that has fuelled such as negative response from the target demographics. Other than the customers, the issues including engine failures of aircraft, better bargaining contact experience of the unions, and other negative aspects of the business have poured in heavily. Evidently, by creating a media ca mpaign, the company can regain the lost glory in the target market. Meanwhile, the future actions, factors to be considered in future PR campaigns, and communication plan have been analysed for long-term business sustainability and public relations (Scott, Jacka, 2011). Identified Issues During the launch of #QantasLuxury campaign, some of the management tactics have gone wrong, to say the least. First of all, operation miscommunication has become one of the greatest factors leading to such negative environment in the social media. For instance, as the negative comments have poured in during the contest, the management has made the mockery of the comments by termed the tweets as creative (Seijts, Bigus, 2012). Lading to the event, more and more participants have come into the scene to share the negative externalities and experience of the airline services. Secondly, the campaign has been misdirected by the organisers as the management has failed to understand the message of the audience in the social media. By misinterpreting the meaning of the comments of the target audience, the management has failed to justify their reputation. Meanwhile, significant communication should have been introduced to stop the grievances of the customers and other stakeholders (Aula, 2010). However, the mockery of the comments have created more negative attitude of the target audience. Finally, lack of stakeholders engagement in the social media PR campaign has turned the positives into negatives. During the PR campaign of Qantas Airlines via Twitter, the senior executives should have defended the allegations made against the company. At the initiation stage of the controversial PR campaign, stakeholders participation has been instrumental for success of any campaign (Seijts, Bigus, 2012). In this particular case, no substantial efforts have been made by the executive members to defend the activities. Recommendations to Fix the Situation By considering the above issues, Qantas can take necessary actions to improve its PR activities. Firstly, it is important for Qantas to answer the questions of the public in place of raising a question for the people. The first step to increase the satisfaction level of the customers is to know them well and observe what they feel about the company (Kalsnes, 2016). However, knowing the audiences is the key strategy to develop community relations and improve the reputation of the firm (Hutchison, 2009). Hence, it has been recommended to launch a PR campaign to answer the questions of the people that will help Qantas to know their customers and the facts that are disliked by the public. Secondly, Qantas must take social media campaign on a serious note and focus on active participation of the stakeholders. The employee engagement and proper answer to the queries of the customers will influence them to react positively. The active participation of the employees and narration of the succ ess stories will help the company to seek success with the public campaign. Therefore, the management is recommended to focus on the employee engagement by developing a team using training programmes to conduct PR activities over the social media, which is quite important for the success of the PR campaign. Factors to be Considered In the case of using social media for any business promotion, the timing of the campaign is quite crucial for the success of the PR activity. The management must see that the PR campaign is launched with a narration of the success stories to develop a positive image among the target audiences (Sivek, 2010). During the time of negative externalities and adverse market scenario, high priced PR campaigns and online campaigns should be avoided. As a result of the status, the perfect timing to launch a PR campaign should be set based on environmental influence such as view of stakeholders and other aspects in business (Kalsnes, 2016). Alternatively, social media campaigns should be dealt by the professional social media managers. For instance, employees must be trained and hired for a particular online based PR campaign so that the comments, views and posts of the target audience can be handled with efficiency. In this way, the success of PR campaign can be achieved on a regular basis (He ller Baird, Parasnis, 2011). Communication Plan The communication plan has been recommended to you to conduct the social media PR campaign in the underlying table: Communication Plan 1.Timing On the middle of the month (15th to 20th of the month) 2.Audience Stakeholder: Customers, Employees, Government Agencies and Media Organisation 3.Sender CEO and Marketing Department 4.Key Message Qantas is always happy to serve the community. But, there are some chances of technical faults that will be dealt on a serious note in the future. Therefore, the theme must focus on asking apology from the customers and answer their questions to collect their feedbacks (Pride, 2017). Additionally, the new social media campaign must focus on storytelling and narrate the success stories of the firm to influence people to react in a positive manner. 5.Desired Outcome Active participation of the employees as well as public and positive feedback in terms of customer satisfaction. 6.Medium Social networking sites such as Twitter and Facebook. Along with that, press release over newspaper and television. 7.Materials Positive response to the feedback of the customers and success stories of the company to influence people to give positive feedback (Pride, 2017). 8.Frequency Monthly or after every two months to know the progress of the company to mitigate the issues. By considering the above discussion, the management of Qantas has lacked active participation of the stakeholders resulting in a tragic failure of the PR campaign. On the other hand, the miscommunication and misinterpretation of the comments have jointly become the primary issues for the social media campaign. Hence, the company needs to improve its communication plan and develop adequate strategy to avoid such incidents in the future. The management must focus on promptly answering the queries of the customers and narrate success stories to influence the public to respond in a positive manner. Furthermore, the active participation of the stakeholders is required to seek success with the future social media campaign. Conclusively, the above plan can be effectively used to mitigate the current issue and conduct PR activities over the social media in the upcoming future. Hence, it is an honour to recommend the selected plan to you for managing the issues successfully. References Aula, P. (2010). Social media, reputation risk and ambient publicity management.Strategy Leadership,38(6), 43-49. Heller Baird, C., Parasnis, G. (2011). From social media to social customer relationship management.Strategy Leadership,39(5), 30-37. Hutchison, C. (2009). Social support: factors to consider when designing studies that measure social support.Journal Of Advanced Nursing,29(6), 1520-1526. Kalsnes, B. (2016). The Social Media Paradox Explained: Comparing Political Parties Facebook Strategy Versus Practice.Social Media + Society,2(2). Pride, W. (2017).Foundations of business(1st ed.). New york: Cengage learning. Scott, P., Jacka, J. (2011).Auditing social media(1st ed.). Hoboken, N.J.: Wiley. Seijts, J., Bigus, P. (2012). Qantas Airlines: Twitter Nosedive, 1-6. Sivek, S. (2010). Social Media Under Social Control.Electronic News,4(3), 146-164.