A Reflection Paper on Animal Minds Essay Example | Topics and Well Written Essays - 500 words

A Reflection Paper on Animal Minds - Essay Example I find this article very interesting and intellectually stimulating. As a human being, I often take for granted that animals respond to different external stimuli without really thinking. I hold the preconception that as opposed to humans, animals solely rely on their instinct and reflexes in order to survive. However, this article opens my mind into the possibility that maybe, at some points, animals also think and are conscious about their actions and emotions. The body of literature explored by the author appears very convincing that animals do share a level of consciousness even if it is largely limited compared to human beings. I agree with the claims that "some kind of mental activity is being attributed to animals: that is, there is considered to be some internal sifting and selection of information rather than simply the release of certain responses by a certain set of environmental conditions" (Griffin 10). This claim can be supported by human experiences and their interaction with animals. For instance, the argument that animals can process and retain information is evidenced by the fact that they can learn certain skills-parrots can be trained to speak specific words and dogs can be taught to perform funny tricks.

Career Apparel and Uniform Essay Example for Free

Career Apparel and Uniform Essay Career and Uniform apparel becomes a necessity for many Americans in the work place. Now a days, many people characterize or stereotype curtain job positions base on what people wear. For example, a police officer, a security, and an army solger can not be able to distinguish without their uniform. In contrast, people that works in the corporation word they do not have to wear uniform, to distinguish them from others. However, professionals have to followed a dress code guide line. This guideline helps the professional to a good first impression in the workforce. For this assignments, I interviewed two gentleman’s that uses career apparel as well as uniform. Sammy haddad, which job is internal auditor for KPMG, and Mickey Walker, which jobs is a police officer in Seagoville Tx. Whether career apparel or uniform, each of my interviewers is has their personal opinion about their type of apparel that they have to wear during work hours. Sammy haddad, auditor for KPMG, has to wear business causal clothe almost every day. His dress code is a collar shirt with long sleeves tuck in with dress slacks. However, there are some days that Sammy has to meet with clients for business meetings and his company requires him to wear suits. Sammy’s personal opinion is that he hates wear suits, especially in Texas because sometimes his meetings are far from his offices. On the hand, mickey walker the police officer found his uniform very practical and utilitarian for the performance of his job. However his does not like how thick is the fabric and uncountable to wear during summer time. Without any questions, to be able to wear career apparel the professional needs to have a budget to be able to afford the career apparel. For example, Sammy’s annual income is $75.000 and he purchase his own wardrobe. Every year, Sammy’s buys three dress shits and two dress pants at brooks brothers, he purchase a suit every tree years and for the rest of the year he purchase items on sale at banana republic. In contrast, Mickey’s annual income is 52.00 a year. His department pays for two uniforms every tree years and if he needs other uniforms he has to purchase it with his own money. Over all, career apparel and uniforms has a propose in their own work classification. In Sammy haddads case, the career apparel a most, because it gives him cre dibility, authority, professionalism and is good for the work environmental during work and after work hours. The only thing that he dislike about the dress code is that he has to pay the cleaners services. The other perspective is Mickey’s, he likes his uniform just because it gives him authority, and it distinguish him from other in case of emergency. Finally, career apparel and uniform are necessary for cretin’s jobs. Both of the jobs requires the professional to dress in a matter that shows the valued for their work position and sometime incase of emergencies it helps the people to distinguish the authority.

Vitamin C Effect on Apple Browning | Experiment

Vitamin C Effect on Apple Browning | Experiment This experiment was designed to investigate the effect of Vitamin C concentration on the enzymatic browning of apples. Apple slices were dipped into Vitamin C solution of different concentration ranging from 0 mg to 100 mg. They were left under room temperature and conditions for 24 hours before the browning index was measured. There was a general decrease in browning index as Vitamin C concentration increased with 80 mg showing the lowest browning index. Pearsons product-moment correlation coefficient established a strong negative correlation between the two variables investigated with a 5% confidence level. The results supported the experimental hypothesis. Research and Rationale The browning of certain fruits such as apples, pears, peaches and bananas is caused by an oxidation process known as enzymatic browning which requires three factors: substrate, which consists of polyphenolic compounds; a polyphenol oxidase (PPO), an enzyme that can catalyze the first step in the reaction; and oxygen, a reactant.[1,3] Enzymatic browning is mostly undesirable but is inevitable when these fruits are subjected to mechanical injuries or processing. When fruits are sliced or the skin of the fruit is pierced open, the enzyme PPO which exists in the cells are released and exposed to the surrounding air. Upon contact with oxygen in the atmosphere, PPO reacts with oxygen and starts catalyzing the conversion of polyphenolic compounds into quinones. Quinones are not dark in color but are readily polymerized to form complex brown polymers. [12] 369words Prevention of undesirable enzymatic browning is of utmost importance to the food processing industries because browning of fruits will cause deterioration of quality, alteration of flavor and color of fruit products, causing industries to incur losses and wastage of food. Preventive steps include inactivation of enzyme by heat denaturation, the use of acid to inhibit enzyme activity and the use of bisulfites to interfere with browning.[1] In this practical, I am looking at the function of Vitamin C in preventing enzymatic browning. The function of Vitamin C as a natural antioxidant to the browning of sliced apples was first discovered by Dr. Szent Gyorgi, a Nobel Prize Winner. Vitamin C, a strong reducing agent and reactive species, prevents enzymatic browning by reacting with oxygen, inhibiting the PPO enzyme and disallowing oxygen to react with the phenolic compounds. Borenstein (1965), Sapers and Dougles (1987) and Sapers and Ziolkowski (1987) stated that ascorbic acid is a more effective inhibitor of enzymic browning than are sulfites or erythorbic acid. Besides that, Taeufel and Voigt (1964) stated that ascorbic acid is the most significant inhibitor of PPO because it has no detectable flavour at the concentration used which would interfere with the acceptability of the final processed product. Also it has no corrosive action upon metals, in addition to its vitamin value. The biggest advantage of using Vitamin C as a browning inhibitor is it is natural and healthy. [6] Vitamin C is the most widely used as a food additives in inhibiting discoloration due to enzymatic browning because Vitamin C has quite powerful reducing properties together with its obvious physiological acceptance and safety. Moreover, Vitamin C becomes a very common food additive due to its worldwide legislative acceptance and many of its technical uses. The availability of crystalline Vitamin C to a very high standard of purity in industrial quantities has undoubtedly been of assistance in the growth of the market. [2] Apples are chosen as a material in this experiment because apple is a very common fruit used in the food industry and is always included in our daily diet for its high nutritional value. Moreover, apples brown rapidly after being bruised due to their high polyphenolic compound contents. The pale coloration of apples gives an easily observable and clear indication of the amount of browning. Vitamin C is applied on the surface of cut apples to slow down the oxidation process. In the experiment, the amount of browning was indicated by the browning index of the apples. The higher the browning index, more enzymatic browning that took place. According to Eskin et al. (1971)[6] reported that food material must be treated with an adequate amount of Vitamin C to totally halt the browning process, otherwise browning is only slightly delayed, up to the point at which all the Vitamin C is oxidized. Therefore, the aim of experiment is to investigate the relationship between Vitamin C concentration and enzymatic browning of apples, determining the ideal concentration which inhibits enzymatic browning most effectively. Experimental hypothesis The higher the concentration of Vitamin C, the slower is the enzymatic browning of apples. Null hypothesis There is no significant correlation between the concentrations of Vitamin C and the enzymatic browning of apples. Planning A trial experiment was conducted to help me choose the most suitable methods to conduct the experiment, the best 2 quantification methods and the range of concentration of Vitamin C to be used in the real experiment. Methods involved Preparing Vitamin C of different concentration A standard Vitamin C solution of concentration 4mg/ml was prepared by dissolving two 500mg Vitamin C tablets in 250ml of distilled water and homogenised in a volumetric flask. Six different concentrations of Vitamin C solutions of 20, 40, 60, 80 and 100mg with the same total volume of 25 ml were prepared by serial dilution method. To make Vitamin C solution of 20mg, 5ml of the stock solution was mixed with 20ml of distilled water. To make 40mg, 10ml of stock solution was mixed with 15ml of distilled water and so on. 5ml of buffer at pH6.5 was added into each solution. A control solution of only distilled water was also prepared. Preparing the apple cubes A total of 30 freshly cut apple cubes of dimension 2.0-2.0 cm were prepared. Each five apple cubes were dipped into one of the solutions prepared. The apple cubes were then placed on separate Petri dishes and left at room temperature and conditions for 24 hours. Collecting data The apple cubes were examined with 3 different methods. Firstly, the intensity of the colour of the browned apple cubes was examined using a colour scale from 1 to 9. The percentage coverage of browned parts of the apple cubes was also examined using a 2-2cm quadrat. Lastly, the apple cubes are homogenised in a blender for 2 minutes, followed by centrifuging at 10000 rpm. After filtering the solution, the browning index of the clear fruit juice obtained was determined by measuring the absorbance at 420nm using a spectrophotometer.[7,5] Trial results From the results obtained, I learnt that increasing Vitamin C concentration does have an effect on the browning of apples and the most preferable method of quantification was measuring the browning index. The results obtained from measuring the percentage coverage and colour intensity were less significant and these observations were very subjective. Besides that, I realised that the trial results were inconsistent and did not show significant difference in all the quantification methods used. This may be either caused by errors and limitations occurred during the trial experiment or the concentration of Vitamin C used was not high enough. However, according to Linus Pauling Institute in Oregon State University, the recommended daily allowance of Vitamin C for normal healthy adult above age 19 is around 75 to 95mg.[4,9] Thus, increasing the Vitamin C concentration was not advisable. Therefore, subsequent experiments were carried out by using the same Vitamin C concentrations but steps were taken to ensure the errors and limitations were minimised. Vitamin C stock solution was heated to ensure complete dissolving but the temperature of heating cannot be too high to prevent breakdown of Vitamin C. Procedures were repeated once to get more reliable results and the number of apple cubes used were increased from 5 to 10. This could help eliminate any browning happening due to chance. Besides that, all the apparatus used for the cutting and handling of the apple cubes were cleaned thoroughly and free from rust as rust can accelerate the browning of apples. Apparatus Petri dishes, measuring cylinder, glass rod, beaker, boiling tubes, filter funnel, normal laboratory spectrophotometer, cuvette, pestle and mortar, water bath, knife, dropper, volumetric flask, blender, centrifuge, knife, marker pen Materials Distilled water, apples, Vitamin C tablets, label stickers, filter paper Variables Manipulated: Concentration of Vitamin C (mg) Serial dilution technique was used to make the same volume of lime juices containing different Vitamin C concentration. The Vitamin C concentrations used were 0, 20, 40, 60, 80 and 100mg. The control was distilled water to allow comparison to be made. Responding: Browning index (ABS) The browning index was determined by blending, centrifuging, filtering and measuring the percentage absorbance at 420nm of the oxidised apple cubes. Controlled: Types of apples, pH of Vitamin C solution, surrounding temperature All the apples used in the experiment were of the same type, same origin and were bought from the same supermarket at the same time. The pH of the solutions was kept constant using a buffer at pH6.5. The apple slices were placed in separate Petri dishes in the laboratory under normal room temperature. Real Experimental Procedure Six different concentrations of Vitamin C of 0, 20, 40, 60, 80 and 100mg were prepared. Sixty apple cubes were cut with 10 apple cubes dipped into each concentration. The apple cubes were placed in different Petri dish and left at room temperature and condition for 24 hours. The apple cubes were then homogenised in a normal blender for 2 minutes centrifuged at 10000rpm and filtered. The absorbance of the clear apple juice at 420nm was measured using a spectrophotometer and the reading of the spectrophotometer was recorded as the browning index. The experiment was repeated once. Safety Precautions Gloves were worn when dealing with Vitamin C tablets to prevent the tablet from being contaminated. Vitamin C solutions were prepared in situ and sealed after the preparation to prevent any loss of Vitamin C due to oxidation. Care was taken when cutting the apple into cubes with knife to avoid cutting the hand. Knife and all the apparatus involved in the handling of apple cubes were cleaned thoroughly before the experiment and were make sure to be free from rust as rust can accelerate enzymatic browning. Apples were made sure to be healthy and not bruised when they were purchased. All glassware and apparatus were clean and free from laboratory chemicals. Special glassware and equipment, stored away from all sources of laboratory chemical contamination, and reserved only for food experiments was used.[8] Data Collection in Main Study Statistical Analysis There is a quite clear negative correlation between Vitamin c concentration and the browning index. This relationship was further proven by using Pearson product-moment correlation coefficient[10,11] to test the linear dependence between the two variables being investigated. The correlation coefficient, r ranges from -1 to 1. A value of 1 implies that a linear equation describes the relationship between X and Y perfectly, where as Y increases, X increases. A value of -1 implies that when Y decreases, X increases. A value of 0 implies that there is no linear correlation between the two variables. The negative value of r indicates a negative correlation between the two variables investigated. The critical value for 5% confidence level = 0.811, which is smaller than the value of r calculated from the data of the real experiment. Therefore, the PMCC analysis showed that there is a statistically significant negative correlation between the concentration of Vitamin C and the browning index. The null hypothesis can be rejected. Data Analysis The graph showed that the increasing Vitamin C concentration brings about an overall decrease in the browning index of the apple cubes by 69 %. From 0 mg to 80 mg of Vitamin C concentration, the browning index decreases almost linearly. Although there was a slight increase in browning index from 80 mg to 100 mg, the value of Pearson product-moment correlation coefficient, r = 0.942 re-affirmed that there is a strong negative correlation between Vitamin C concentration and browning index. The browning index is an indication of the proportion of oxidised phenols[7] during apple storage of 24 hours in the experiment. A lower browning index indicates a lower proportion of reacted phenolic compounds. In other words, the lower the browning index, the lesser the enzymatic browning taking place in the apple cubes. When the apples were cut into cubes, they were exposed to oxygen and enzymatic browning was initiated. By coating the apple cubes with a layer of Vitamin C, also known as ascorbic acid (AA) which is a very strong reducing agent, the process of enzymatic browning was inhibited as AA prevented O-quinone from being converted to its colored end product. Besides, AA competed with polyphenol oxidase (PPO) to react with oxygen. AA also formed a barrier to prevent oxygen from reacting with the substrate of the enzymatic browning process. The mode of AA action upon phenols can be summarized as follow: [6] O -diphenol +  ½ O2 O quinone + H2O O -Quinone + AA O- diphenol + dehydro AA A A +  ½ O2 dehydro AA + H2O With increasing Vitamin C concentration, more Vitamin C was made available to prevent the oxidation of phenols, thus the amount of oxidised phenols which contributed to the absorption at 420 nm was reduced and the browning index decrease. From the graph, the Vitamin C concentration that gave the lowest browning index was 80 mg. The browning index at this concentration was 86% lower than that of 0 mg. This showed that 80 mg was the ideal concentration which inhibits enzymatic browning happening in the apple cubes most effectively. Vitamin C concentration of 0 mg was used as a control in this experiment to show that Vitamin C did play a role in inhibiting enzymatic browning. The browning index at 100 mg was higher than that at 80 mg when it was expected to be lower. This may be due to another type of browning, known as non-enzymatic browning taking place in the apple cubes in which ascorbic acid was found out to play a role in some non-enzymatic browning. The non-enzymatic browning may have produced end products which also caused absorption at 420nm. As ascorbic acid affects non-enzymatic browning, the higher ascorbic acid concentration at 100 mg contributes to more non-enzymatic browning than that at 80 mg, contributing to a slightly higher browning index. [1] Evaluation In food processing industries, the average effective level of Vitamin C used for apple halves is 660mg/kg[2], which is also equivalent to 0.66mg/g. The total mass of all the apple cubes used in the experiment for each concentration was 45 g, so the ideal concentration of Vitamin C should be 29.7mg which almost three times lower than the ideal concentration obtained in the experiment. This may be due to errors and limitations which had arisen during the experiment. Apples are very porous and thus very difficult to treat. It is difficult to get ascorbic acid solution into sufficiently intimate contact with the fruit, which is important to maintain the quality of the fruit.[2] In this experiment, the apple cubes were only dipped into the Vitamin C solution and the solution did not have time to diffuse completely and reach every cell in the apple cubes. Besides that, this experiment was carried out under normal room temperature in which enzymatic browning occurs at a faster rate. The apple cubes were left at normal room conditions and constantly exposed to air, thus more ascorbic acid was needed to inhibit enzymatic browning as compared to vacuum packed processed apples. Moreover, a delay in adding ascorbic acid after the cutting of apples will cause permanent browning as the enzyme was not inactivated rapidly enough to prevent any appreciable oxidation to occur before ascorbic acid was added. [2] 3074 words The apples may be subjected to mechanical injuries during handling which may contribute to browning of the apples. Therefore, the apple cubes were handled as carefully as possible. A stainless steel knife was used to make sure there was no rust which could accelerate browning of the apple cubes. Different types of apples have different amount and types of phenolic compounds, substrates of enzymatic browning, which would affect the rate and amount of browning happening.[1,2] Apples of the same origin and type were bought at the same time at the supermarket to minimise this limitation. Further enzymatic browning may occur during the blending of apple cubes which may affect the final browning index. To prevent this, during blending, 50cm ³ of Vitamin C solution of that particular concentration which the apple cubes where dipped into was added. The quantification method used in this experiment has been simplified as the materials and apparatus available in my college laboratory was limited. The experiment can be improved using a more accurate and advanced method, polyphenol oxidase (PPO) assays [6,7] which measures the effect of Vitamin C on the activity of PPO directly so that the results obtained would be more reliable. Other improvements of this experiment include soaking the apple cubes longer in the Vitamin C solution and cutting the apples into smaller pieces to increase their total surface area to volume ratio for rapid diffusion of Vitamin C solution into the apples. Further studies on the type of food additives that affect the enzymatic browning of apples could have been investigated and their effectiveness compared. [6] Conclusion There is a negative correlation between Vitamin C concentration and enzymatic browning with 80 mg as the ideal concentration of Vitamin C which significantly reduced enzymatic browning by 86%. This was determined by the decreasing browning index as the Vitamin C concentration increases. Sources Evaluation Sources 1 to 4 are published books by food experts and also accredited universities. Moreover, books which are published are usually reviewed by other experts from that particular field prior to publication. Therefore, the information from these sources is reliable and factual. Sources 5 to 7 are online journals about Vitamin C and its effect on enzymatic browning, the quantification method of browning and the factors affecting enzymatic browning. These journals are peer-reviewed and so should contain sound scientific information. Furthermore, the information in these journals has been found to correlate each other, implying that they are highly regarded as reliable sources. Cumulative word count: 3349 words Sources 8 to 12 are websites which are well established and have many viewers. Therefore, the information they provide must have been screened and reviewed by experts to ensure they are sound and correct.

Leadership Skills Theory at HSBC Life Assurance Malta

Leadership Skills Theory at HSBC Life Assurance Malta 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. 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: 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 group (Michael Armstrong 2003: 259). Another definition of leadership is: 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 moment (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 common 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 observed the parallels between the mechanisation of industry and the proliferation of bureaucratic forms of organisation (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 classical management theory and scientific management. 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 the real power centres within an organisation were the interpersonal relationships that developed among working groups (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 multilateral brokerage 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 leadership scale 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 boss-centred at one-end of the scale to subordinate-centred at the other end, as illustrated in Figure 1.1 Inevitably, the opposite poles of this continuum 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 favourable to the leader and democratic styles would better suit situations that were unfavourable to the leader. Favourable 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 democratically are usually more beneficial for the group and its individual members than despotic 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: 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 person (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: 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 individual. (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). 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 management(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 Leadership Skills Theory at HSBC Life Assurance Malta Leadership Skills Theory at HSBC Life Assurance Malta 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. 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: 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 group (Michael Armstrong 2003: 259). Another definition of leadership is: 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 moment (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 common 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 observed the parallels between the mechanisation of industry and the proliferation of bureaucratic forms of organisation (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 classical management theory and scientific management. 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 the real power centres within an organisation were the interpersonal relationships that developed among working groups (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 multilateral brokerage 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 leadership scale 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 boss-centred at one-end of the scale to subordinate-centred at the other end, as illustrated in Figure 1.1 Inevitably, the opposite poles of this continuum 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 favourable to the leader and democratic styles would better suit situations that were unfavourable to the leader. Favourable 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 democratically are usually more beneficial for the group and its individual members than despotic 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: 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 person (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: 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 individual. (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). 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 management(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

A New Policy on High-heeled Shoes :: Medical Medicine Health Essays

A New Policy on High-heeled Shoes Background Throughout history, women have bent over backward to feel and look attractive. Many of the methods used to obtain this goal are dangerous to their health. The high-heeled shoe, one of the most popular types of women’s foot apparel, belongs in this category. The pump puts a tremendous amount of stress on a woman’s knees, back, heels, and toes. To avoid these potential problems, women should be warned about the dangers of wearing high-heeled shoes. Needs Without knowledge of the damage done by high-heeled shoes women are put in danger of permanently harming their bodies. "High heels hurt and can cause significant health problems including bunions, heel pain, toe deformities and painful trapped nerves" (1). Many women experience lower back pain resulting from the extended wear of high-heeled shoes. Women are also more likely to sprain an ankle while wearing heels than while wearing flatter shoes. The constant wearing of a heeled shoe can shorten the Achilles tendon over time, causing the wearer to lose a range of motion in the foot. This can result in causing pain during any exercise, even one so simple as walking(1). Another health concern is the strain on the knee, which can result in osteoarthritis, a chronic degeneration of cartilage in the joints. A two-inch heel is enough to cause an increased amount of strain on the inner side of the knee, possibly setting the stage for the onset of this condition (2). Below are two diagrams sh owing the health dangers of extended high-heel shoe wearing, Figure 1.1 shows the injuries to the foot and Figure 1.2 shows the damages to the rest of the body. Source: www.ama-assn.org/insight/en_hlth/atlas/newatlas/mufront.htm (3) Source: www.ama-assn.org/insight/gen_hlth/atlas/newatlas/foot.htm (4) Many women also have to waste money going through a corrective surgery that otherwise could have been avoided if they had been aware of the damage caused by high-heeled shoes and had been more moderate with the amount of wearing time. "The total estimated cost for this avoidable surgery is $2 billion annually" (1). This wastes time and labor, both of which could have been easily saved by an informational warning about the risk of wearing high-heeled shoes. Idea Since there are so many ill effects resulting from high-heeled shoe usage, women should be informed of them. I propose the best way to do so is to place a warning label on all high-heeled apparel boxes. This label would appear something like the following:

Utilitarianism Essay -- criticisms of utilitarianism

This essay will present the key features of Utilitarianism and identify the problems of Utilitarianism to the extent to which they make Utilitarianism unacceptable. Jeremy Bentham founded Utilitarianism. He lived at a time of great change. With revolutions in France and America, demands were being made for human rights and greater democracy. Bentham worked on legal reform. Utilitarianism is associated with the principle of utility. Utility means the amount of satisfaction or pleasure that somebody gains from consuming a commodity, product, or service, i.e.; useful. The hedonic calculus, which is his system for measuring how good or bad a consequence is: At the time Bentham put forward the theory it was instrumental. It changed the way society was run and the way society now thinks for the better. It dramatically made changes to the poverty in Britain positively. Theories that are interested in the ends are known as teleological. Telos is Greek for the end. Therefore teleological means that the ends justify the means, utilitarianism follows this rule. Utilitarianism is the greatest goodness for the greatest number of people. The rightness of actions depends on their utility, and the utility is measured by the consequences, simply meaning the greatest good by moral actions. If the consequences are good, then the moral actions are not as relevant. A positive example is â€Å"Lucy wins the lottery. Instead of keeping it all to herself, Lucy decides to share it out with some of her friends, because she thinks it will make them happy.† Lucy is doing the greatest good for the greatest number of people and is doing it using goodness ... ...people’s common agreement about what is pleasure and what is pain. There are problems concerning what some people would consider pleasurable and what others would consider not pleasurable. Problems arise such as taste in music, hobbies and beliefs. In conclusion Utilitarianism has its political benefits, but is not clear enough with some aspects. It doesn’t show what is unacceptable in utilitarianism. Utilitarianism doesn’t have the flexibility of considering individual circumstances and moral values have no consideration in this theory. Utilitarianism is focused on quantity rather than quality. It seems rather a simple theory ‘the greatest good, for the greatest number of people’, however when you delve into the theory it becomes rather too complicated. For people to live by a theory it needs to be simple and clear.

Character of Sydney Carton in A Tale of Two Cities :: Tale Two Cities Essays

Character of Sydney Carton in A Tale of Two Cities "A Tale of Two Cities," set in two European cities torn by war, Charles Dickens paradoxically introduces his story, "It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us,...in short, the period was nothing like the present, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree for comparison only." In fact, the author negatively introduces specific characters, giving them an obscured identity. First portrayed as a shy, young man, Sydney Carton, constantly suffering debasing comments made by his ostensibly intelligent co-worker, seems unable to overcome his pre-determined life of unhappiness. Ironically, the `jackal' finally be gan to feel alive upon his choice to sacrifice his life to the Guillotine. Probably the most obvious character transformation was that of Sydney Carton as, ultimately, preconceived notions prove to have been deceiving, as the character began to exhibit another facet of true personality. Young Sydney Carton, associate of Mr. Stryver, appears quite glum upon his introduction at the `Old Bailey'. "Mr. Carton, who had so long sat looking at the ceiling of the court, changed neither in place nor his attitude, even in this excitement. This one man sat leaning back...his hands in his pockets, and his eyes on the ceiling as they had been all day. Something especially reckless in his demeanor, not only gave him a disreputable look, but so diminished the strong resemblance he undoubtedly bore to the prisoner." Due to being unsocial and pessimistic, Carton is familiar with leading a life of solitude. However, while his expression and attitude may have not allowed him to seem an observant man, he took in more of the details of the seen than he appear to take in. In fact, he was the first man to see Lucy Manette's head droop upon her father's breast.