Paper on the Impact of Workplace Diversity in Team Dynamics Essay Example for Free

Paper on the Impact of Workplace Diversity in Team Dynamics Essay Every individual who is in the job force or in a school environment faces the inevitable fact that at some point they may have to work in a group or team composed of individuals that they may not like. This paper will try to shed some light on the subtle differences between a workgroup and a team and how it relates the team dynamics in the workplace. According to The Blackwell Dictionary of Sociology (2000), â€Å"A group is a social system involving regular interaction among members and a common group identity† (para. , this means that a group is composed of individuals who would maintain a constant communication with each other to create and share a common identity. The existence of the group identity is mostly only recognized by the group members of the particular group and not by the outsiders. The togetherness or the cohesion of the group tends to vary from one group to the next because it is not always clear if a group has enough communication or interaction to qualify as a group. To explain this further, The Blackwell Dictionary of Sociology (2000) explains that groups should not be seen a one distinct category, but instead a group should be perceived as a social system that has varying interactions that could range form the intense involvement and intense identity mostly associated in social structures like families and close friends. On the other hand, people who ride and see each other on a daily while riding a bus could not be considered as a group because there is no sense of involvement among the individuals. In addition, The Blackwell Dictionary of Sociology (2000) also states the groups tends to vary on the amount of interactions that the individuals have among the group, the longevity or life span of the group, and the reasons of the individuals in joining or participating in the group. According to Bales (1950), a group is a very important sociological concept because it has a complex and very important part in the development of an individuals’ social life. Bales (1950), mentions that â€Å"a group is a key agent of social control over individuals, for it is the group that social pressures toward conformity can be most directly applies, especially when those who deviate risk their membership as a result. † A group can be perceived as a controlling agent in the way individual conform to society and how he or she reacts to certain stimuli because if he or she deviates form the groups norms, he of she risks losing their membership with that particular group. Furthermore, according to Bales (1950), groups are important because of the impact of the social consequences the individuals learn in a group. Many individuals learn the benefits and consequences of their actions and decisions that they make in life in a group and that most of the social activities that an individual may take occurs within the membership in a group. Other the other hand, the definition of a team is somewhat different from the definitions given to a group. According the Weiss (1998), a team would consist of a few individuals who possess complimentary skills and are equally commits to a common goal, a purpose, and share a common working method in which they hold themselves mutually accountable for their actions. Sears (1998), states that teams must have a set of necessary elements to be defined as such. The elements to be considered as a team includes: there should be no more that 20 individuals in a team; individuals must possess adequate levels of complementary skills; individuals must possess a common team purpose; possess specific goal or goals; and possess a clear approach in the team working progress. Sears (1998) goes on to mention that teams tend to be risky, disruptive, and elusive. Sears (1998) states that even though after the members are chosen and the schedules and duties are set, very little constructive work comes out of it and eventually nothing is accomplished and work progress fails to emerge. Sears (1998) mentions that teams are disruptive because most organizations prefer individual accountability over team accountability especially in regard to performance and the reward structures of the organization. Sears (1998), states that most of the components needed to accomplish a task is mostly performed by an individual and that very little teamwork is needed to accomplish most of the work. Sears (1998) also identifies teams as elusive because teams are spontaneous. Sears (1998), states the teams do not just immediately become a team just because it is called a team, it needs so much work, nurturing, and team building exercises and sometimes that does not even work to make the members of the teamwork cohesively. On the other hand, Weiss (1998) gives insight into why teams are relatively popular. First, projects that are assigned to teams are more likely to be accomplished than those assigned to a specific individual. Second, teams make practical and reasonable decisions as long as the team is given specific and measurable goals to measure the team performance, and the teams are given meaningful and timely feedback. Third, the rewards and punishment are more effective in swaying ndividual performance when it is given by a workgroup rather by a single supervisor or manager. Fourth, working in a team is preferred by many individual employees, especially by those who hate being bossed around. Fifth, teams can effectively handle inventory, scheduling, quality assurance and other duties that are typically reserved for members of the upper management. Last, teams often lower the cost of management because of the lower ratio of supervisors to employees which is 1 to 50 employees. According to Cornell University (2010), Workplace diversity is a people issue, focused on the differences and similarities that people bring to an organization. It is usually defined broadly to include dimensions beyond those specified legally in equal opportunity and affirmative action non-discrimination statutes. Diversity is often interpreted to include dimensions which influence the identities and perspectives that people bring, such as profession, education, parental status and geographic location† (Workplace Diversity, para). Workplace diversity could bring many benefits to an organization when it is nurtured and given the time to be understood. The organization’s competitiveness and ultimate success relies on its ability to realize the multitude of benefits that workplace diversity brings. According to Greenberg (2005), â€Å"when organization actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as increased adaptability† (Diversity in the Workplace, para). Greenberg (2005) continues to state that organizations that employ a very diverse workforce will be able to provide different solutions to problems that arise in service, in sourcing, and allocation of the resources faced by the company. This states that in employing individuals from different backgrounds, an organization could utilize the different talents, abilities, and experiences that these individuals may have to come up with a possible solution to a problem. Furthermore, Greenberg (2005) also states that if an organization that acquires a workplace that has collection of a very diverse skills and experiences (such a different languages, national and cultural customs), an organization could potentially provide a better service to customers in a global scale. It could also provide better communication in relaying varying viewpoints and ideas to meet the organizations business strategy and more importantly, the needs of the customers. Workplace diversity also provides benefits to team dynamics. The Ehow. om (1999-2010) websites states workplace diversity brings vibrancy to the workplace that increases the camaraderie and the humanitarian spirit in each employee. In addition, according to Ehow. com (1999-2010), â€Å"teams working on complex and expansive projects can draw on the varied experiences of fellow workers from diverse backgrounds, learn new languages, understand new markets and execute tasks efficiently† (para). Last, the Ehow. com (1999-2010) website also mentions that in achieving increased diversity comes an equal increase in perspective. Many individuals in an organization comes from different cultural groups, practice different religions, have different racial and national backgrounds that may give an insight into how to solve a particular problem that could potentially attract potential customers with that same background. Many advantages, disadvantages, and differences between a group and a team exist. One might think that the words group and team could be used in exchange for the other, but they cannot because of the words’ ultimate definition. The word group is defined by scholars as a social group that involves a regular interaction between its members who has a common group identity. On the other hand, the word team is defined as a group of people who possesses complimentary skills committed to a single purpose and a common goal. This paper also introduced the benefits that could be achieved by an organization that promotes workplace diversity. These benefits include the increases adaptability, wider range of service, and variety of viewpoints, better execution, higher production, and better return on investment.

Analysing leadership and determinants of Leadership Effectiveness

Analysing leadership and determinants of Leadership Effectiveness Leadership is the behavior of an individual when he/she is giving directions and activities to a group moving towards a common purpose. A leader is seen as someone who sets the paths in an effort to influence people to adhere to those paths. Leadership is an action and not just a position. It can be shown via different people in various situations. A person may not born to be a leader but can be cultured through the upbringing and environment. But there are people who have innate capabilities to become leaders even though they are not exposed. These innate characteristics need to be polished in order for the person to let his or her leadership skills and capabilities shine through. Such leaders also need to be further equipped with certain competencies so that they can pick up qualities that they should demonstrate to become even greater leaders. A leaders personal characteristics are also vital for the developments and motivations of the organizations. True leaders such as the teachers who illustrated that leadership is an action (teaching and leading the students) and not a position. Personal characteristics can also determine what type of leadership approach a person will demonstrate and how effective his or her leadership capabilities are in different situations. Touching the lives and affecting the outcome of many different expectations, a teacher is the epitome of a leader. A leader has his or her own style of motivating the people in the organizations. A leader must find the best skills in order to provide directions, motivations and purposes. Effective leaders are flexible. Organizational Leadership Model The effective leadership influence is not the same for everyone. It depends on their ranks in the organization and abilities which are required in leaders. The three basic leadership roles identified: initiation, speech, and management. 1. Initiation Initiation refers to planned decision making on policy formulation or structural change. These vital decisions are the determinants of the organizations culture and mission. 2. Speech Strategic decisions and methods designed for implementation within the establishment. It includes adjusting or adding on to the present structure towards new policy demands. 3. Management Management is putting into practice the policies and measures that are available to maintain the operations of the organization efficiently. These three kinds of Leadership are naturally executed at diverse ranks in the company with different abilities and skills. The top level management would initiate new policies that involve a change in the businesss structure or understanding the companys mission. An understanding of the entire organization, culture, mission, vision and how it correlates with the external parties is mandatory for these top level individuals. They represent the organization and what the business stands for. Understanding the policy decisions and practicing them to the existing organization via utterance or speech is usually made by the intermediate-level managers. They must uphold a two-way point of reference by taking orders from the above management and adapting them for the lower groups of people in the organization. Type of Leadership Process Typical Organizational Level Cognitive (Knowledge) Affective (Emotion) Initiation: Change, creation and elimination of structure Top echelons System perspective Charisma Speech: supplementing and piecing out of structure Intermediate levels: pivotal roles Subsystem perspective: two-way orientation Integration of primary and secondary relations: human relation skills Management: use of existing structure Lower levels Technical knowledge and understanding of system of rules Concern with equity in use of rewards and sanctions EXHIBIT 16.1 The three Leadership Models. The Position in the Organization. The Skill Requirements A companys policies and procedures will be administered by the Lower-level supervisors. These personnel must possess both the technical knowledge and a clear perception of the organizations rules in order to be successful. They have to continually deal with issues such as equity, rewards and punishments in leading others. Therefore, leadership plays a crucial role in an organization because it has direct impact on the effectiveness of the organizations. Leadership is when a person manipulates others to perform a task at their own will which they would not normally do. Leadership is a vital process to an organization and it can be deliberated on three different stages; i.e. the individual, group and organization. Analysis at the individual stage: the leadership studies have paid attention on the successful leader personalities. Behaviors of both formal and informal leaders are focused at the group level. The effectiveness of an organization is decided by the relations between the leader, follower and circumstances. The studies have caused an emergence of different theories of leadership, namely situational and contingency. In Search for Leadership The requirements in selecting and training efficient leaders were emphasized during the World War I and the quarter century between World War l and World War II; numerous studies were made to examine the personal characteristics of good leaders. These studies are usually referred as characteristic studies since the primary goal was to classify the traits and personal characteristics of successful leaders. The diverse methods used to study these leadership traits could possibly be the reason in the irregularities of the results. The manner of studies was not consistent in identifying the leaders. A majority of the studies was in comparing efficient with inefficient leaders or leaders with non-leaders. Some were identified by external observers, others selected by the group by way of recommendation or voting, nominated by observers such as teachers while some were chosen because they are already in leadership positions. The studies conducted were in conflict as to the way they deliberated on the traits. Some traits were measured by mental tests; others relied on viewers to spot the traits they have seen while some depended on the persons to report their own personality traits. The trait studies were quite unsatisfactory as a whole especially since they had hoped to develop an accurate measure of leadership effectiveness. The spotlight on the leadership research moved because of the flimsy results, to contingency studies which investigated more than just traits of a leader. Numerous traits formed an important divergence in leadership effectiveness and they interrelated with other conditional variables to stimulate the effectiveness of the leader. Physical Behaviors Physical attributes including height, weight, health and appearance are also examined in the studies. It was concluded that there is a relationship between the above features and leadership. Apparently leaders have the tendency to be taller, heavier, better fitness, greater physique, higher energy output and more attractive in appearance. However, these types of results were not always reliable and consistent. The results neither are too weak in general and not consistent to be effective in selecting leaders nor are they helpful for training functions since not much can be made to alter most of these physical traits. Intellect It was generally agreed that leaders are more intellectual than non-leaders and the relationship was shown in the various studies. The relationship could probably begin from the reality that leadership functions depend mostly on success in problem solving. Leadership roles such as initiation, speech and management necessitate great mental ability. In general, it is safe to assume that leaders seem to be more intelligent than non-leaders but the relationships are small. Many other variables other than intellect inspire leadership effectiveness. It was also suggested that leaders should not be too intelligent than the group because associates who are notably brilliant than others are rarely chosen as leaders since the other members tend to snub them. Individuals with high IQs are inclined to have different sets of vocabulary, networks and aspirations that would create communication and inter-relations problems. Leaders do extremely well generally at school/college/university and score better grades. It is important for effective leadership to know how to do things. Thus general and practical knowledge are essential for leaders to make better decisions. Characteristic Traits Only a partial of the characteristic traits seem to be related to leadership and most are not especially convincing. It was suggested that the average leader is more social, has greater initiative, is more persistent, smart in getting things done, highly self-confident, cooperative, and adaptable to situations and possesses excellent communication skills. Leaders were found to be more emotionally mature than non-leaders in the personality integration or emotional adjustment. It can be concluded that personal characteristics are related to leadership. Effective leadership does not depend on a mixture of personality traits only because situational variables are also important since they always decide whether a character was associated with effective leadership either positively or negatively. Therefore, it can be deduced that effective leadership depends on the leaders characteristics, his subordinates and the nature of the task at hand. Many leadership styles were based on studies of leaders behaviors. The finest researches on the styles of leadership are made together at the same time; i.e. The State University in Ohio and the Michigan University. Researchers acknowledged two leader behaviors that were similar although the investigations were conducted separately. As a result, a two dimensional aspects of leadership have been to used to form the Managerial Grid. Authoritarian, Democratic, and Laissez-faire Leadership Due to the diverse political systems in the US and Germany before World War II, studies of leadership have been inspired which evaluated the three leadership styles: the authoritarian, the democratic and the laissez faire. In the democratic leadership style, decisions were made by vote of majority; equal participation encouraged; criticism and punishment minimal. In the autocratic leader, the leader made all the decisions and others must follow the set procedures strictly. In the laissez-faire leader, there was minimal actual leadership and others were permitted to work and play as usual without proper directives. Initiating Structure and Consideration The two leadership factors were initiating structure and consideration which include leadership behaviors in organizing and defining the tasks to be performed and goal achievements. A leader who assigns people to do specific jobs, expected workers to follow set routines and meet deadlines. The consideration factor is friendliness, showing trust, exhibiting warmth and concern for followers. Production-Centered and Employee-Centered Leader Behaviors Production centered behaviors were akin to initiating structure in which leaders would establish targets, gave directives, checked on operations and planned the group Employees work. Centered behaviors were similar to the considerations dimension in which the leader would develop a caring personal relationship with the subordinates and encouraged a two-way communication with them. The associations between the production-centered and employee-centered behaviors are found to be independent scopes of leadership. A leader with strong production orientation does not mean that he is disinterested in the employees. Managerial Grid Robert Blake and Jane Mouton had created a framework which relates task accomplishment to concern for people called the Managerial Grid. They both assumed that concern for production and concern for people would produce the most effective leadership style. There are leaders primarily more concerned with accomplishing the production and task not concerned about people. This person wants the job done and schedule followed at all costs. There is also individual who is not concerned whether the group produces anything but concerned more about the personal needs and interests of the team members. Ideally, leaders should be concerned about meeting schedules in order to get the work done and simultaneously are concerned about the team members interest and feelings too. The Managerial Grid is popular among managers. It is extensively used by organisations as part of their training program to assess leadership style. However, the effectiveness of the Managerial Grid is not consistently supported. The factors which are considered in determining leadership styles interact in complicated ways which resulted in various leadership styles. SITUATIONAL LEADERSHIP In assessing leadership effectiveness, there are many factors that must be combined. A situational leadership model developed by Paul Hersey and Ken Blanchard considers three variables: (1) the guidance and the direction provided by the leaders (task behavior) (2) the emotional support given by the leader (relationship behavior) (3) the maturity level exhibited in performing the task As a result, four potential leadership styles have been created using a combination of the above factors: S1: Telling Give instructions and supervise performance closely. Suited for followers who are unwilling but of low maturity. S2: Selling Decide and provide opportunity for explanation. Appropriate for followers who are not able but willing. S3: Participating Sharing ideas in making decisions. Suited for followers who are able but not willing. S4: Delegating Responsibility handed over for decisions and performance. Appropriate for groups who are able and willing. Contingency Theory of Leadership Fiedler studied the interaction of leadership style and situation. He identified and developed ways to measure leadership orientation of the leader and situational factors which influence leadership. Leader Orientation Two types of leaders were identified, i.e. relationship-oriented or task-oriented. Leaders who are relationship-oriented tend to look at others as coworkers and look upon interpersonal relations as a requirement towards accomplishing the task. However, for task-oriented leaders, they react strongly against people whom they could not get along with in performing a task. Situational favorableness (1) relationships between leader and member can be good or bad; (2) the task is relatively well planned or not; and (3) the leaders authority is relatively strong or weak. The task structure becomes the second most important situational variable based on evaluation of four aspects of the task structure. Clarity: whether requirements of the tasks are stated clearly, Multiplicity: which the problems encounter can be solved. Verifiability: which the correctness of the decisions can be ascertained. Specificity: which there are generally more solutions involved in performing the task. Group effectiveness Relationship-oriented leaders perform excellently well in situations where concern for the team members is apparently necessary in order to motivate them to perform well. People naturally prefer leaders who care about them and their welfare. However, task-oriented leaders are clearly more effective in impossible situations. Path-Goal Model Directive leadership: subordinates are told what to be expected. Specific guide, standards and work schedules are provided to ensure that task are performed as expected. Supportive leadership: subordinates are treated equally and show concern for their needs and well-being; develop pleasant interpersonal relationships among the group members. Achievement-oriented leadership: challenging goals are set and subordinates are expected to perform at their highest level, improvement in performance always. Participative leadership: subordinates are consulted on suggestions and ideas in making decisions. Situational Aspects The distinctive personalities of those who follow and the environmental factors which affect the leadership style are called situational aspects or features of the situation. Significant characteristics of the followers which have been identified as determinants of leadership style are: (1). Followers with internal locus of control believe that they are rewarded for their own effort. Meanwhile, followers with external locus of control believe that external forces have a control on their rewards. (2). Authoritarianism: an individuals willingness to accept the influence of others. (3). Abilities: The followers ability and experience influence a leader whether they are able to work with an achievement oriented leader or a supportive leader who are patient enough to provide encouragement and instruction. The path-goal model recognizes three environmental factors which effect leadership styles: the nature of the task to be performed, the existing organizations authority system the organizational norms and dynamics The above factors may influence the effectiveness of various styles of leadership in a many ways. NORMATIVE DECISION-MAKING MODEL OF LEADERSHIP Based on the contingency theory of leadership, this leadership model does not assume any leadership style as appropriate for all situations. Leaders must develop a range of leadership styles and take on the most appropriate style depending on the situation. Leaders are required to know in which circumstances they need to consult others and vice versa. Even though the leader may be the chairman of the group, he/she is just one of the group members and does not have or even try to influence the other group members to adopt or follow a particular solution. The principle in selecting a leadership approach. The two measures/principles used for assessing the efficiency of a leadership style are excellence and approval. The quality of the decisions made refers to the accurateness of the actions taken and the extent which some objectives are achieved. The quality of decisions depends on accurate and relevant information Conferring with other group members often provides additional information. Diagnostic decision rules. In order to save time and minimize costs, some managers choose the lead autocratically. If the aim was to further the subordinates personal development, the participative style is selected. In some strategies, the manager decides alone. At times, the manager decides on his own after earlier consultations with his subordinates. Comparing the leadership models. All situational leadership models emphasize on the effect of external factors on a particular leadership style. Different leadership styles suggest styles that are determined by various situational factors. The models focus on different methods, which are situational factors and criteria for selecting the best style: task-oriented versus relationship-oriented. The normative decision-making model ascertains three leadership styles, namely autocratic, consultative, and participative. In each model, situational factors which influence the effectiveness of leadership are somewhat different. A significant reason which contributes to this is that normative decision- making model likens leadership to decision making and considers only this aspect of the leadership function. The model also uses different criteria for evaluating leadership effectiveness. DETERMINANTS OF LEADERSHIP EFFECTIVENESS Although identifying what makes an effective leader seems like a simple task, however, individuals who are in leadership positions are often faced with a dilemma on deciding which leadership pattern to practice. Choosing a Leadership Style Choosing the most appropriate leadership style to adopt depends largely on the context of the organization. A successful leader must be capable of assessing the situational forces in the organization and respond accordingly to the needs. The forces include the organization culture, business goals as well as the organizations strategic plans. Effective leaders must understand themselves, the group, company and social environment. Strategies for Improving Leadership One of the main variables to improve leadership relates largely to the organizations reward system. Leaders should not overlook his capacity to reward his followers accordingly since followers will respond otherwise. For instance, the managers of high- performing groups generally are compensated according to their achievements. Considerate leaders manage to create satisfaction among their performing subordinates while at the same time; changes in the behavior of the leaders could be caused by the performance of the subordinates. Constraints on leader behavior. Leaders have limited opportunities to influence others. Leadership effectiveness is inhibited by a variety of factors. For example, the managerial decisions are planned ahead due to factors such as organizational structure, state and federal law, technological specifications and innovations as well as the absence of other alternatives. Many other organisational factors can impose limitations on the leaders capability to communicate with subordinates or reinforce their behavior towards achieving the organisational purpose. For example, organisational policies, nature of task, skills and abilities of available resources and other external factors may impede the capacities of organisational leaders. External factors. In terms of external factors, leaders are constrained by factors that they have no control on such as state and federal laws. Other external factors include the world economy and global issues. Irrespective of their leadership style, leaders with unskilled resources will face great challenges in leading. The availability of skilled followers is subjected to the external labor market. Organizational policies. The organization may limit a leaders effectiveness by hampering the amount of communication between leaders and followers. The existing company policies may also pose restrictions on the ability of leaders to reward or punish followers. Group factors. Leaders may find it hard to penetrate or influence group members who are highly unified. This will create difficulty for leaders to demonstrate his true capabilities in performing tasks for the organisation. Individual proficiencies and competencies. The leaders own talents and aptitudes may become their constraints because leaders can only possess limited expertise, energy, and power. Some situations may need greater amount of skills, experience and capabilities compared to what the leader may possibly have. Substitutes for leadership. Leadership is an extremely important function. It has an enormous influence on the value of organizations, especially in a business environment. However, in complex situations, we may not know exactly which leadership behaviour will be the most effective to adopt. In addition, certain situations warrant that leadership may be unnecessary subordinates. SUMMARY 1. Leadership is the increasing influence which occurs when an individual manipulates others to do task voluntarily which they would not do otherwise. The basic leadership roles include initiation of policy and structure, speech, and management. Leadership is required within organizations to provide direction to employees towards a common organisational objective. 2. The studies of leadership were mainly studies on traits that tried to identify the characteristics of effective leaders. The studies focused mainly on physical traits, intellect and characteristic. The results were usually weak and inconsistent although some personal characteristics were always related to leadership. Most studies concluded that apart from behaviour characteristics and traits of the leader, the nature of subordinates and the type of task to be performed were as equally important to determine success. 3. Another approach to studying leadership set on leader behaviors; i.e. how leaders actually behave. One of the studies compared the three leadership methods i.e. the authoritarian type, the democratic style and the laissez-faire mode. A democratic leadership produced the greatest satisfaction among subordinates while autocratic leadership style encouraged high level of productivity in the organisation. 4. A research conducted at the same time at two different universities identified two groups of similar behaviors of leadership. At The State University in Ohio, the researchers identified these two leader behaviors as initiating constitution and thought whereas at the Michigan University, the two parallel features were called the production-centered which focus more on the production and the employee-centered with the workers as the focal point. These two leader behaviors seem to relate leadership functions which are essential to the effectiveness of a group. A matrix named Managerial Grid had been formed based on these two factors. The Managerial Grid correlates the concern for production and the concern for people in identifying leadership effectives. 5. As a result of unsuccessful researches conducted to identify superior leadership behaviors, four situational theories of leadership were developed instead. Theories have suggested that the effective of leadership style depends largely upon situational factors, especially nature of the group and the task to be performed. 6. A situational leadership model that matches various amalgamations of chore and relationship manners with maturity of the subordinates. As the number of followers increases, the appropriate leadership style that should be employed would be telling, selling, participating and delegating. 7. Three situational variables are used to assess the most appropriate leadership style. The variables are the connection between the leader and the members (either good or bad), the task (structured or unstructured) and the strength of the leaders power. Based on findings, the most effective leadership style when these three variables formed an extremely favorable or unfavorable circumstance is task-oriented leadership. Nevertheless, a leader with high concerns for interpersonal associations is most effective when there were intermediate levels of favorableness. 8. The path goal model theory is derived from expectancy theory. It suggests that effective leaders must clarify the paths to attract followers. Based on this theory, the command, the sympathetic, the accomplishment-oriented and the contributive leadership styles emerged. The most appropriate leadership style is dependent on two types of situational factors: characteristics of followers as well as the internal/external environment. Three significant characteristics of follower are the locus of control (internal or external), authoritarianism and personal capabilities. The three environmental attributes are nature of the task to be performed, the existing organisational authority system and norms and dynamics of members. 9. The three leadership styles identified are autocratic, consultative and group decision making. Determining which style is most appropriate depends largely on several factors such as considerations whether adequate information is made available to the leader when making decision alone, whether the goals of the organisation are acceptable by the subordinates, or whether the followers accept decisions made without their involvement. 10. Members of the group also have a reciprocal influence on the leader. Group member can induce heir leaders behavior by reacting to the specific leaders behaviors selectively. The power and influence of a leader can also be limited due to certain external factors such as policies of the organisation, norms of the group members as well as the skills and abilities of followers. POSITIONING ON LEADERSHIP CRISIS Many leadership theories have been in existence as more people try to determine the most effective leadership style available. In addition, various leadership models and approaches have been used to produce identified types of leaders. Arthur G. Jago (1982) had projected a structure that organizes leadership theories that are based on each theorys focal point and approach. However, effective leadership also depends on specific situations, among other factors. The result of exposure to different experiences in life throughout the learning process also have the potential to produce mature leaders with high capabilities to lead organisations. Coupled with certain identified competencies which can be acquired, these leaders can demonstrate high skills and capabilities in their capacities as organisational leaders. There are various kinds of behavior that leaders can display to its followers. The two leadership behaviors that have been consistently identified are called the production-centered and the consideration-centered activities. A person can change his or her behaviour without being forced to based on the amount of influence exerted by another individual. Influence is also a contributing factor in shaping the behavior or personality of people. I concur with A. Ange on the presence of leadership crisis but I also foresee the resolutions taken and are still being taken to resolve the problem. Many organizations are spending money in sending their employees to be groomed and trained for future growth of the company whereby they are exposed to different methods of management and how to be great leaders. Leaders are born to leaders but in some circumstances, situations and environments also play a huge role in creating a leader. Leaders with innate capabilities also need to be exposed to certain conditions in order to build their characters and polish their leadership capabilities. Some can be shaped through exposure to various lifelong knowledge and skills training available today. With all kinds of methods and approaches easily accessible, average leaders can become even greater leaders with enough exposure and experience. Leaders come and go and new ones are always on the threshold to take over the empty space. The qualities of the leaders and their leadership styles vary but they are vital in the development and motivation processes of the organizations. There is a crisis in good leadership but it is not at a critical point. Big organizations would have everything in place for the future growth of the company and would have in line the replacements for all aspects of the management. Even small to medium sized organizations have planned their management line-ups for the future. The ongoing programs and trainings that are conducted by organizations to produce capable leaders and gr

Advanced Export Marketing :: Free Essay Writer

Advanced Export Marketing ADVANCED EXPORT MARKETING MAJOR ASSIGNMENT There are already many federal programs that assist exporters in various ways including Progam for Export Market Development (P.E.M.D.), Canadian International Development Association (C.I.D.A.) and Canadian Commercial Corporations (C.C.C.). These programs help exporters secure and enhance access for Canadian goods and services in world markets. They also strengthen Canada's international marketing effectiveness and help promote awareness of export markets and opportunities. These exporting programs also promote Canada's economic, political, security and other interests, both bilaterally and through international institutions. They advise the government on international developments and on the international implications on the domestic policies. There is alot of help out there for exporters but new programs should be introduced and old programs should be updated. I will introduce a new program where anybody can apply for help in exporting which will be called " A FOOT AHEAD "(A.F.A.). A.F.A. will be fully examined and explained in the following report and Iwill also show some very interesting improvements to the existing government exporting program called P.E.M.D. A FOOT AHEAD (A.F.A) There are many problems facing Canadian companies in gaining export competiveness. A.F.A. wants to reduce these problems and make it much easier for the exporters to crack the foreign markets. These problems consist of: 1) Lack of market analysis 2) Lack of market strategy 3) Pricing problems - Labour - Transportation cost - Economics of scale - Outdated manufacturing facilities 4) Distance from market (serviceability aspects) 5) Lack of management initiative (no long range plans - lack of know how) 6) Subsidiary relations (affects marketing and research and development) 7) Risk takers - lack of - (companies and banks) A.F.A. knows these problems exist and wants to take care of them for the exporter who may be to confused and/or unsure of themself to become involved in foreign investment. A.F.A. consists of 7 graduates from the Sir Sanford Fleming College International Trade Program. Each of its staff are fully capable of helping any exporter in the above problems. With the quality of education learned from the profs at Fleming no solution is unatainable. For each of the above problems, people will be assigned to fully understand the exporters situation and apply there capabilities in helping them out. The first employee, we will refer to him as Das Fut, will be responsible for finding business's that look as though they are capable of creating a profit from exporting there service or good that don't already do so. So instead of companies coming to us, we will go looking for them to export. Das Fut will obtain documents (balnce sheets and company profiles) and statistics on domestic markets and if they look promissing he will then suggest back to headquarters Advanced Export Marketing :: Free Essay Writer Advanced Export Marketing ADVANCED EXPORT MARKETING MAJOR ASSIGNMENT There are already many federal programs that assist exporters in various ways including Progam for Export Market Development (P.E.M.D.), Canadian International Development Association (C.I.D.A.) and Canadian Commercial Corporations (C.C.C.). These programs help exporters secure and enhance access for Canadian goods and services in world markets. They also strengthen Canada's international marketing effectiveness and help promote awareness of export markets and opportunities. These exporting programs also promote Canada's economic, political, security and other interests, both bilaterally and through international institutions. They advise the government on international developments and on the international implications on the domestic policies. There is alot of help out there for exporters but new programs should be introduced and old programs should be updated. I will introduce a new program where anybody can apply for help in exporting which will be called " A FOOT AHEAD "(A.F.A.). A.F.A. will be fully examined and explained in the following report and Iwill also show some very interesting improvements to the existing government exporting program called P.E.M.D. A FOOT AHEAD (A.F.A) There are many problems facing Canadian companies in gaining export competiveness. A.F.A. wants to reduce these problems and make it much easier for the exporters to crack the foreign markets. These problems consist of: 1) Lack of market analysis 2) Lack of market strategy 3) Pricing problems - Labour - Transportation cost - Economics of scale - Outdated manufacturing facilities 4) Distance from market (serviceability aspects) 5) Lack of management initiative (no long range plans - lack of know how) 6) Subsidiary relations (affects marketing and research and development) 7) Risk takers - lack of - (companies and banks) A.F.A. knows these problems exist and wants to take care of them for the exporter who may be to confused and/or unsure of themself to become involved in foreign investment. A.F.A. consists of 7 graduates from the Sir Sanford Fleming College International Trade Program. Each of its staff are fully capable of helping any exporter in the above problems. With the quality of education learned from the profs at Fleming no solution is unatainable. For each of the above problems, people will be assigned to fully understand the exporters situation and apply there capabilities in helping them out. The first employee, we will refer to him as Das Fut, will be responsible for finding business's that look as though they are capable of creating a profit from exporting there service or good that don't already do so. So instead of companies coming to us, we will go looking for them to export. Das Fut will obtain documents (balnce sheets and company profiles) and statistics on domestic markets and if they look promissing he will then suggest back to headquarters

Medicinal Marijuana Should Be Legal :: Legalization of Marijuana

Any randomly chosen group of people asked to list the most dangerous of these, would include among their immediate answers: â€Å"The Drug Problem†. By the â€Å"Drug Problem†, do they mean the proliferation in our communities of all illicit, mood-altering, physically dangerous drugs? Or do they really mean the accompanying problems bought on by these proscribed substances: crime and the threat of crime, violence, disease, the growing number of users on public welfare, the loss of productivity to the country’s industry, the congestion of the court system, the over-crowding of our penal institutions, the diversion of our tax dollars from more productive areas, the corruption of our law enforcement agencies, and directly and indirectly the erosion of our civil rights? Since I am confining this paper to discussing the laws prohibiting marijuana use, I will concede that it fits the first two categories above; i.e. it is by law, illicit, and by its nature, mood-altering. With the third category we enter upon shaky ground. There is no scientific proof that the prolonged use of marijuana exacts a greater physical toll on the user than the equivalent abuse of nicotine or alcohol. Under the name Extract of Cannabis, marijuana was once widely used medicinally in the United States, and still has minor medicinal uses in other countries. There is only one species - Cannabis Sativa - which yields both a potent drug and a strong fiber long used in the manufacture of fine linen as well as canvas and rope. The seeds are valued as birdseed and the oil, which resembles linseed oil, is valuable because paints made with it dry quickly. A Chinese treatise on pharmacology alleges to date from 2737 B.C. contains what is usually cited as the first reference to marijuana. Through out the history of man in just about every culture the mention of this substance is found used both as a fiber and a drug. The first definite mention of the marijuana plant in the New World, dates from 1545 A.D. when the Spaniards introduced it into Chile. The Jamestown settlers brought the plant to Virginia and cultivated it for its fiber. In 1762 â€Å"Virginia awarded bounties for hemp culture and imposed penalties on those who did not produce it.† George Washington was growing hemp at Mount Vernon three years later – presumably for its fiber, though it has been argued that Washington was also concerned in increasing the medicinal or intoxicating potency of his marijuana plants.

How Napoleon Achieved and Maintained Power in George Orwells Animal Fa

How Napoleon Achieved and Maintained Power in George Orwell's Animal Farm Napoleon was a pig in more than one sense. Words that you associate with pigs are not often pleasant. ‘Pig’ referring to one who is greedy and has more than their fair share; ‘pig headed’ refers to one who is extremely stubborn and thinks they are always right; ‘the pigs’ refer to police, or other figures of authority. Napoleon became dictator of Animal Farm merely due to the fact that he was a pig, and had the simplest of leadership skills. He maintained that power by propaganda and running the farm in a fascist, totalitarian manner. Violence, propaganda and the general ignorance of the other farm animals were major roles in keeping Napoleon in power. Power naturally fell to the pigs not because they had earned it, or were the best for the job, but merely as a result of their social standing in the animal hierarchy. ‘‘The work of teaching and organizing the others fell naturally upon the pigs, which were generally recognised as being the cleverest of the animals’ (P.9). The pig, Old Major was considered the oldest and wisest animal on the farm. The other animals may have thought it natural for any other pig to be like him and follow his vision and ethics of Animalism. Whilst Napoleon assumed the role of leader of the revolution, he was only able to maintain this position because the other animals took it for granted that the decisions he made were the right ones. To maintain this position...

Blind people on China Essay

There are 5 million blind people in the whole world. And China is taking the first place of this problem. China accounts about 18% of blind people. Most of them can’t live independent; they all need someone’s help. Also we can know that 90% of blind people are living in modern cities. For example: Beijing (capital), Shanghai and etc. Ð ¢he total number of blind people in China at any given time expressed as a percentage of the total population — is around 0. 4%. According to the facts from internet, the country’s ever-increasing blind population has already exceed the total population in such countries as Denmark, Finland or Norway. In the whole world main problem ob blindness is cataract. Because of only the cataract blindness accounts 2. 5 million people in the world. Each year about 400,000 people become blind in one moment because of it. Cataract predominantly a disease associated with ageing. According to the famous Chinese websites, we can know that the reason of blindness in China not only cataract but also it include cornea diseases, trachoma, glaucoma. I took some interviews from 2 Chinese people. When I talked to my Chinese teacher from high school I was pretty surprised. First she told me about problems of blind people. It started past years ago, when with time there are more and more blind people was with the same objects to government. Chinese population doesn’t respect blind people. They are behaving to them very bad. Population doesn’t see any personality in them. They are acting to blind people like to animals. And every time people’s words were such a: â€Å"Blind people-they are not independent, they can’t help to our country. They can’t do anything. They are not useful for China. † So in my mind first thought was government in China need people only for useful thing? It’s so selfish and not correct. I think everyone will agree with me. Nowadays there’s so many ways to cure blind people. According to the facts from the Internet 80% of blindness possible to cure. It was many accidents when even young people didn’t help to blind old person. And with years there are more and more problems. How my teacher said government first didn’t take it such a big problem, but with time when there are more people with objects and arguments to them, they started to pay more attention to blind people. In 2011 many of them were really angry to the government. Hundred blind people want government to allow them come with dogs to public places. Because how I said before they all need help. They thought if they can’t come with dogs, they couldn’t even come inside of any places. Some of them can’t do it only with walking stick or every time hope to theirs hearing. And till now they are trying to get an access for that. Only part of public places allowed them come with dogs. But they are also good people who are trying to make blind people’s life easier. For example my guardians Chinese friend said that, one Chinese scientist developed a cheap e-notebook for blind people. He told me only that information, without any details, so I searched in Internet more about that e-notebook. The e-notebook, called B-Notes, allows people to take notes or memos using Braille or by recording speech. It is similar in size to a mobile phone. B-Notes makes use of technologies developed by the Chinese Academy of Sciences’ Institute of Computing Technology (ICT), including translation software. Prototype e-notebooks were trialed on ten blind people last month. Wang Xiangdong, technical leader of the ICT team that developed the device, says that Braille can be conveniently input using a panel on the e-notebook. â€Å"And when [B-Notes is] connected to a computer, the Braille-Chinese translation software can be used to convert Braille into Chinese characters automatically†, he says. Currently, there are almost 39 million blind people in the world, according to the WHO. And according to the China Disabled Persons’ Federation, there are more than 12 million visually disabled people in China. Wang said that the basic technological research for the e-notebooks has been completed and they are expected to be available in China later this year at a cost of 500 to 800 RMB. The e-notebook has three main features. First is the Braille input. The e-notebook’s input panel has an array of mini keys that allows users to type. Second is the intelligent translation system, which is up to 95 per cent accurate. When the e-notebook is connected to a computer, pre-installed software moves all Braille in the device over to the computer and translates it into Chinese characters. Third, the e-notebook has a voice interface. There are voice prompts to guide users through the device’s various operations. Currently, the notebook can only translate Chinese Braille to Chinese characters. But Wang says that if other countries express an interest in the device, it will be possible to produce e-notebooks that translate other versions of Braille into other languages. The blind people who tested the prototype notebooks told developers that they found them portable and easy to use. According to WHO website The goal of the Chinese Ministry of Health over the coming years is to reduce the prevalence of blindness in the country to less than 0. 3%, i. e. almost by half. And it really makes happy that, government paying more attention to blind people nowadays. How I read with every year they are opening more school for blind people. Also it is increasing accounts of hospitals where people can help to this nondependent people and make theirs life easier. They were some accidents when some of them cured of blind. Also I heard that most professional people who are doing massage all are blind. China has some hospitals with this course. Where they are teaching them. In my opinion, they have to pay more attention to blind people. And give them more good conditions. Make rules that everyone should respect each other, especially blind people. Government should ask them what they need, what help they want from government. China should open more clinics and hospitals for poor people. Who can’t pay to theirs treatment. They also need help from others. They should allow to blind people come with dogs in public places. And I can make conclusion from all of it that government should heed to them.

A Musical Evening Essay

No, I haven’t been to a musical (lately). But Friday â€Å"my† choir and I had an appointment with, well, the rest of the population here, really. The local choirs (5) and whoever else who wanted to come along, were gathered to sing. The choirs had 2-3 songs each in between, but the rest was pure singalong (not karaoke..). Before going I felt as if I was a hundred years old, because that’s what I expected the average age of the people attending to be – but no such thing. Admittedly, average age was possibly 50, but there was such a genial atmosphere, and fun songs to sing! It was great listening to the other choirs and there was even food and drink. Very un-Norwegianly, people smiled and talked to complete strangers, and I doubt not that the compere was right when he said you couldn’t sing and be a sourpuss. I didn’t feel like a hundred years old, and I even answered when called upon by strangers†¦ I’ll just give you a couple examples of the singalong (as usual, it’s sound only – for atmosphere, the localities where wrapped in semi-darkness). It’s not particularly beautiful, but it’s kind of silly-funny, it’s two songs phonetically translated to Norwegian – Ferje over Mjà ¸sa (= ferry cross Mjà ¸sa, from â€Å"ferry cross the Mersey†, of course – at least it’s about a ferry ride too) and Du kan godt fà ¥ sitte innte meg Leif (= feel free to move in closer, Leif, from â€Å"got to get you into my life† – it’s got absolutely nothing to do with the original, but it sounds like it†¦) Our performance? It wasn’t too bad, actually. We’d had two practice sessions before this evening†¦ The second song (a medley) I won’t go into, but the first one had several people coming over to us afterwards saying things like â€Å"most enchanting of the evening†, â€Å"most special† and â€Å"most true (= in tune) singing they’d ever heard†. I can live with that.