Consequences of deception in romantic relationships Dissertation

Consequences of deception in romantic relationships - Dissertation Example When deception is detected, negative emotional reactions result, particularly when the lies exposed are considered to be significant. In Cole’s (2001) study, 256 individuals (128 couples) were used as the research sample. They were asked to complete questionnaires pertaining to their partner’s and their own communication behavior. The aim was to determine the link between the extent of interpersonal communication and the practice of deception. Moreover, the study examined the roles played by causes for deception such as reciprocity, avoidance of punishment, or deceptive fulfilment of the lack of intimacy in their romantic relationship. The use of deception is more frequently found where relational characteristics are at lower levels. Thus, deception appears to be used as a method for coping with relational problems, and greater use of deception is considered to be â€Å"an indicator of overall relational distress† (Cole, 2001, p.125). Cole’s (2001) research study also obtained certain results related to the outcome of deception. Primarily, the best relational outcomes arise from couples avoiding deception while at the same time trusting each other’s fidelity. However, when it becomes known that deception is being practised by one of the partners, there are negative outcomes for everyone involved. When there is a little suspicion, the other partner may be tempted to engage in deception too, thus sending the relationship into a downward spiral. This results in increasing deception by both the individuals, greater suspicion between partners, and progressive deterioration of the romantic relationship. The above study could have been made more useful through a greater focus on the outcomes of deception among the couples where deception was found, thereby providing evidence based results. The research study would need to extend over a longer period of time, to determine how each couple who had experienced deception between them, fared with the passage of time. This is because some couples may reconcile, while others may break up the romantic relationship permanently. In romantic relationships, fidelity is a serious concern for both sexes. Deception by one of the partners can have devastating results on the relationship. When the infidelity comes to light, the betrayed partner’s feelings of being let down can give rise to â€Å"unpleasant emotions including depression, anger, self-reproach and jealousy† (Shackelford, Buss and Bennett, 2002, p.299). Infidelity remains as the most serious cause for the dissolution of a relationship leading to divorce, and breaking up of the relationship is resorted to as the most common solution. On the other hand, not all couples break up their relationship because of a partner’s infidelity. Some individuals try to find out all the details from their unfaithful partner to determine the nature and

Paul Lutus Advertising Essay Example for Free

Paul Lutus Advertising Essay In his article entitled Consumer Angst written in 2007, Paul Lutus claimed that â€Å"No matter how true any single advertisement is, modern advertising, taken as a whole, tells a lie — that you need the thing being advertised. † To explain his point, Paul Lutus further claims that valuable consumer goods need not be advertised because it is a necessity by itself and no promotion is needed for it to attract and obtain sales. Moreover, he explained that the quality of the product should speak for itself and there is no need to â€Å"waste company’s money asserting the obvious†. In his above-mentioned arguments, Paul Lutus obviously focuses only on one aspect of advertising which is to sell. He missed to appreciate the other function of advertising which is to inform. Advertising, as defined by Wikipedia. org, â€Å"is the form of communication whose purpose is to inform potential customers about products and services and how to obtain and use them†. The primary purpose of advertising is to create public awareness about a certain product or service that is being advertised. It aims to communicate to the intended audience that such a product or service exists. As Taflinger (1996) claims â€Å"the basic purpose of advertising is to identify and differentiate one product from another in order to persuade the consumer to buy that product in preference to another. † Advertising is usually used to create a unique image that will be identified to a product or service. The message that is being communicated usually highlights the best features of the product – its uniqueness, usability, best characteristics, etc. – that will customer’s attention to it. After providing information on the product or service features, advertising’s goal is to entice customers to try out the product. It is therefore safe to claim that the end-goal of any advertisement is to generate sales in terms of product or service. However, while it is true that every advertising campaign is aimed at generating revenue for the brand that is being advertised, it is not proper to claim that all advertisements are lies. Even premium brands such as Nike, Armani, Prada and others do advertise their products. These brands are sought after and have all proven to be of good quality. But these brands still invest on advertisement. Advertising has become an important part of today’s business. With new products sprouting like mushrooms everyday, competition has become stiff and advertising has taken a big role in allowing the product or service to compete in the market. In his article entitled â€Å"Educating the Consumer about Advertising: Some Issues† Stephen Gotlieb (1991) explains that advertising â€Å"promotes competition among producers of products and services, keeps prices low through the development of mass markets, encourages store owners to stock a variety of items, supports free expression by funding media sources, and spurs invention†. The more you are seen and understood by your customers, the bigger chance you have to stay in the mainstream. It is therefore important to get you message through, so that your product or service gets noticed. Or else, your offer will just perish. Also, with the competition getting tighter, advertisers today cannot afford to rely on false claims for their products of services. With a lot of other options available in the market, a single wrong claim will trigger the customer to try out other product. It is the role of advertising to entice customers and encourage them to try out the product. Once the customer is convinced with the advertising claim and decides to avail the product or service, it is now the role of the product to prove itself and embody what is being stated in the advertising claim. It is therefore crucial to communicate the message that best embodies the product. Once advertised, the product or service is already exposed to t he public eye and scrutiny. Unless the customer has already tried out the product or service, their perception of the product will depend on the advertisement. It will either make or break the future of the product or service depending on how you position the message about the product. Therefore, while an advertisement is typically used to create or alter the consumer’s perception of a product and induce them into buying it, it cannot be said that it is Always  a lie. For obvious reasons, advertisements only highlight the good side of the products or services. We cannot blame the advertisers to do this. While they are obviously banking on the good side of their offer, we cannot accuse them of telling us a lie. The beauty of advertising is it gives the customers the chance to evaluate the competing products or services even before purchasing it through the product claims.

Western Influence on Japanese Business Management Essay -- essays rese

Japanese management: how the western influence and the 1990s crises have modified management practices in Japan, and in Japanese companies broadly speaking? Introduction Japan has been the second largest power in the world for several decades, now. As a quite remote island in Asia, its history and development shaped a country with its own way of thinking and behaving, and as far as we are concerned, with a great economy and a technological lead over its Asian neighbours. After the Second World War (WWII), Japan started from scratch, and its business succeeded very well, first on the domestic market and then on a world-scale. In the 1970s, Westerners were looking at Japan in awe, and tried to know how it could be such a good competitor in various sectors (e.g. electronics, car making and so on). The Japanese management myth was born to last. Some of the main characteristics are: participative decision making, bottom-up management, lifetime employment, "amae-dependency relationships", lean production, total quality management, total cost management, and infrastructure support. Though, since the 1990s, with intense globalization and several crises which impaired their economy, Japan companies have changed their way of running a business, but to which extent? One will try to tackle this issue by first analysing the core components of traditional Japanese management, and how it was shaped by culture and history. Then one will the influence it had on other countries, and reversely how Westerners made this style of management evolve into a new one. General background - Cultural elements Japan was quite isolated from the rest of the world for a long time, under the Tokugawa dynasty (17th and 18th), thus the inimitab... ...isation of work. History, too, fashioned Japanese management: the need for revenge after the humiliation of WWII was used in a very positive way to foster industry and achieve the Emperor?s dreams in a pacifist way, that is conquering Asia on an economic viewpoint. As a conclusive word one will cite Mauri Kaoru Kobayashi?s essay: in Japan, ?The traditional paradigm of organizational structure is no longer adequate for [its] long term survival... adult business education provision in private sector shows that employees are increasingly taking initiatives for their professional education rather than their companies? dictating what skills they should have?. Even though the core components of Japanese management are still present, today the country?s companies must their Human Resources policies evolve in order to keep a central position in the global market economy.

Leadership Theories

Abstract Throughout the history of education, leaders have used many different styles to lead faculty and staff. Leadership within the educational system has evolved over the years to become a more participative rather than a domineering style. The purpose of the paper is to explore in detail educational leadership theories. Educational Leadership Theories Leaders are not born; however, they do have natural traits that affect their abilities. In recent years, Educational accountability has been the focus of state and local governments.Federal and state achievement standards are being created for students as well as educational leaders. Now more than ever school districts are under pressure to increase student achievement. Leaders are being asked to provide specific documentation that student performance is part of the goal and mission of the schools. Educational leaders are being held accountable for the processes they establish as well as the success of their faculty and students. T hey are being required to implement strategies for measuring and reporting student outcomes and connecting those outcomes to the performance of teachers and schools.How a leader successfully runs a school directly impacts how successful students can be, this is second only to classroom instruction. Leadership entwines leaders’ faculty and staff and their influence, organizational objectives, change and people. Everyone is leading someone somewhere, but the question is where and how. In order to be a good leader one must be a good employee. Many scholars define leadership as one who plans, directs, or guides people toward a mutual goal. Leadership has been described as an influence relationship among leaders and staff who intend real changes and outcomes that reflect their shared purposes.The basis for good leadership is a respectable personality and unselfish service to employees and the organization. The best leaders are those who are deeply interested in others and can brin g out the best in them. Great leadership begins by modeling the way, inspiring a shared vision, challenging the process, enabling others to act and encouraging hearts. In order for one to favor a leadership style, one must understand where the leadership styles originated. However, one may wonder if certain characteristics or traits are inherent in leaders.According to research, the 1940’s found that leaders maintain certain traits. These traits were based on physical and personality characteristics as well as intelligence and interpersonal skills (Sahin, 2004). The limitations of trait theory are that leaders cannot be developed through their skills and education (Sahin, 2004). Directive Leadership This style of leadership is considered job-centered. The job-centered (task-initiating structure) behavior focuses on the leader taking control in order to get the job done quickly.It relies heavily on faculty and staff taking orders from the leader instead of the leader offering much clarification or dialogue faculty and staff are inspired through threat of correction and reprimand. The directive leadership style offers several advantages: swiftness of task completion keeps group members from producing alternatives that influence the minority negatively, guarantees the leader is heard and informs staff when their conduct is undesirable. The disadvantages of the directive leadership style are: dissociates staff, non-development of employees and convenience.One might use this style of leadership when the faculty or staff is in danger of not accomplishing a task in a timely manner or in a crisis situation. Laissez-Faire Leadership The Laissezz-Faire leadership style places an emphasis on the staff centered attribute. Leaders who use this style fail their staff because they offer no positive or negative direction nor do they interfere at any time. Laissezz-Faire leaders renounce their leadership, giving staff a wide spectrum of decision-making which could lead to amplifying their power and influence.Leaders assume the staff will make decisions in a timely manner and handle whatever problems that arise. There are some advantages and disadvantages of using this style of leadership. It allows the staff members to develop a working relationship in an informal setting and generates an opportunity to be successful by making their own decisions. On the other hand, a staff member can dominate and take control which could lead the staff to make incorrect decisions and possibly have the staff reprimanded which would lead to negativity within the group; affecting the process and their motivation.Participative (Democratic) Leadership Participative leadership requires and encourages participation from everyone and shares decision-making for the betterment of the organization. Staff motivation is derived through obtaining self-image awards. Leaders reward staff through positive evaluations which in turn increases motivation and morale. There are some a dvantages and disadvantages to using this style of leadership. Leaders who allow employees to participate in decision-making showed improvement in relations and encouraged employee commitment. Coaching LeadershipCoaching theories of leadership assert that people will follow leaders who are inspirational. The leader will develop a working relationship such as teacher/mentor. The overall success of the organization depends on whether the mentor has the knowledge to strengthen the work relationship and create an environment where the mentee feels as though they are respected and valued. Coaching leaders are known to establish performance specifications and make sure they are accomplished by a given deadline, limit the contentment of employees and create a low amount of employee commitment.Collaborative Leadership The affilitative leader has the ability to motivate staff to surpass their own individual aspirations for the greater good of the district. The affilitative leader is a morall y responsible person who focuses on developing the moral maturity, values, and standards of his or her staff and strengthening their devotion to serve the well-being of others, their school, the district and the community. This leader is one who conveys a vision to inspire others sets long-term goals and emphasizes social and interpersonal skills.These leaders must possess high self-esteem, self-regard and self-awareness to effectively transform organizations and employees. Leaders with these attributes are highly admired, respected, trusted, and have a high level of self-confidence, self-esteem, and self- determination. They are usually regarded as role models and demonstrate high standards of ethical and moral conduct. There are pros and cons in using the affilitative leadership style. These leaders place an emphasis on team building, and empowering and developing potential in order to reach long-term goals.An Affilitative leader create and encourage a collaborative learning envir onment, improve morale, embraces accountability and conflict resolution, proactive towards change management, ignites communication and supports empowerment. These leaders also facilitate staff toward motivation and being involved in the vision they produce. Collaborative leadership is leadership shown by acting together to solve issues. It uses supportive and inclusive methods to ensure that all people affected by a decision are part of the change process. It requires a new notion of power†¦ he more power we share, the more power we have to use. The district that I am proud to be a part of has a variety of leadership styles. The leaders in the district are a compilation of Participative (Democratic), Coaching and Collaborative Leadership styles. However, this has proven to be effective at all 11 buildings within the district. My elementary building has seen drastic changed to the administration within the last 6 years. Finally, with a new superintendent as well as a new princi pal, the morale of the faculty and students far exceeds our expectations.References Council of Chief State School Officers. (2008). Educational leadership policy standards: ISLLC Interstate School Leaders Licensure Consortium. Washington, DC. Retrieved October 30, 2010, from www. npbea. org/pdf/ISLLC/PRessRelease. pdf Mitchell, Douglas E. , and Sharon Tucker. â€Å"Leadership as a Way of Thinking. † EDUCATIONAL LEADERSHIP 49, 5 (February 1992): 30-35. EJ 439 281. Retrieved November 1, 2010. From www. vtaide. com/png/ERIC/Transformational-Leadership. htm O’Leary R. , Bingham L. , Choi Y. Teaching Collaborative Leadership: Ideas and Lessons for the Field. Journal of Public Affairs Education. 16(4), 565-592. Retrieved November 1, 2010 from www. naspaa. org/jpaemessenger/Article/vol16-/05_16n04_OLearyBinghamChoi. pdf Sahin, S. (2004). The Relationship between Transformational and Transactional Leadership Styles of School Principals and School Culture (The case of Izmir, Tu rkey). Educational Sciences: Theory & Practice, 4(2), 387-395. Retrieved October 30, 2010. from www. fedu. uaeu. ac. ae/Journal/PDF23/issue23-artical9. pdf Leadership Theories Abstract Throughout the history of education, leaders have used many different styles to lead faculty and staff. Leadership within the educational system has evolved over the years to become a more participative rather than a domineering style. The purpose of the paper is to explore in detail educational leadership theories. Educational Leadership Theories Leaders are not born; however, they do have natural traits that affect their abilities. In recent years, Educational accountability has been the focus of state and local governments.Federal and state achievement standards are being created for students as well as educational leaders. Now more than ever school districts are under pressure to increase student achievement. Leaders are being asked to provide specific documentation that student performance is part of the goal and mission of the schools. Educational leaders are being held accountable for the processes they establish as well as the success of their faculty and students. T hey are being required to implement strategies for measuring and reporting student outcomes and connecting those outcomes to the performance of teachers and schools.How a leader successfully runs a school directly impacts how successful students can be, this is second only to classroom instruction. Leadership entwines leaders’ faculty and staff and their influence, organizational objectives, change and people. Everyone is leading someone somewhere, but the question is where and how. In order to be a good leader one must be a good employee. Many scholars define leadership as one who plans, directs, or guides people toward a mutual goal. Leadership has been described as an influence relationship among leaders and staff who intend real changes and outcomes that reflect their shared purposes.The basis for good leadership is a respectable personality and unselfish service to employees and the organization. The best leaders are those who are deeply interested in others and can brin g out the best in them. Great leadership begins by modeling the way, inspiring a shared vision, challenging the process, enabling others to act and encouraging hearts. In order for one to favor a leadership style, one must understand where the leadership styles originated. However, one may wonder if certain characteristics or traits are inherent in leaders.According to research, the 1940’s found that leaders maintain certain traits. These traits were based on physical and personality characteristics as well as intelligence and interpersonal skills (Sahin, 2004). The limitations of trait theory are that leaders cannot be developed through their skills and education (Sahin, 2004). Directive Leadership This style of leadership is considered job-centered. The job-centered (task-initiating structure) behavior focuses on the leader taking control in order to get the job done quickly.It relies heavily on faculty and staff taking orders from the leader instead of the leader offering much clarification or dialogue faculty and staff are inspired through threat of correction and reprimand. The directive leadership style offers several advantages: swiftness of task completion keeps group members from producing alternatives that influence the minority negatively, guarantees the leader is heard and informs staff when their conduct is undesirable. The disadvantages of the directive leadership style are: dissociates staff, non-development of employees and convenience.One might use this style of leadership when the faculty or staff is in danger of not accomplishing a task in a timely manner or in a crisis situation. Laissez-Faire Leadership The Laissezz-Faire leadership style places an emphasis on the staff centered attribute. Leaders who use this style fail their staff because they offer no positive or negative direction nor do they interfere at any time. Laissezz-Faire leaders renounce their leadership, giving staff a wide spectrum of decision-making which could lead to amplifying their power and influence.Leaders assume the staff will make decisions in a timely manner and handle whatever problems that arise. There are some advantages and disadvantages of using this style of leadership. It allows the staff members to develop a working relationship in an informal setting and generates an opportunity to be successful by making their own decisions. On the other hand, a staff member can dominate and take control which could lead the staff to make incorrect decisions and possibly have the staff reprimanded which would lead to negativity within the group; affecting the process and their motivation.Participative (Democratic) Leadership Participative leadership requires and encourages participation from everyone and shares decision-making for the betterment of the organization. Staff motivation is derived through obtaining self-image awards. Leaders reward staff through positive evaluations which in turn increases motivation and morale. There are some a dvantages and disadvantages to using this style of leadership. Leaders who allow employees to participate in decision-making showed improvement in relations and encouraged employee commitment. Coaching LeadershipCoaching theories of leadership assert that people will follow leaders who are inspirational. The leader will develop a working relationship such as teacher/mentor. The overall success of the organization depends on whether the mentor has the knowledge to strengthen the work relationship and create an environment where the mentee feels as though they are respected and valued. Coaching leaders are known to establish performance specifications and make sure they are accomplished by a given deadline, limit the contentment of employees and create a low amount of employee commitment.Collaborative Leadership The affilitative leader has the ability to motivate staff to surpass their own individual aspirations for the greater good of the district. The affilitative leader is a morall y responsible person who focuses on developing the moral maturity, values, and standards of his or her staff and strengthening their devotion to serve the well-being of others, their school, the district and the community. This leader is one who conveys a vision to inspire others sets long-term goals and emphasizes social and interpersonal skills.These leaders must possess high self-esteem, self-regard and self-awareness to effectively transform organizations and employees. Leaders with these attributes are highly admired, respected, trusted, and have a high level of self-confidence, self-esteem, and self- determination. They are usually regarded as role models and demonstrate high standards of ethical and moral conduct. There are pros and cons in using the affilitative leadership style. These leaders place an emphasis on team building, and empowering and developing potential in order to reach long-term goals.An Affilitative leader create and encourage a collaborative learning envir onment, improve morale, embraces accountability and conflict resolution, proactive towards change management, ignites communication and supports empowerment. These leaders also facilitate staff toward motivation and being involved in the vision they produce. Collaborative leadership is leadership shown by acting together to solve issues. It uses supportive and inclusive methods to ensure that all people affected by a decision are part of the change process. It requires a new notion of power†¦ he more power we share, the more power we have to use. The district that I am proud to be a part of has a variety of leadership styles. The leaders in the district are a compilation of Participative (Democratic), Coaching and Collaborative Leadership styles. However, this has proven to be effective at all 11 buildings within the district. My elementary building has seen drastic changed to the administration within the last 6 years. Finally, with a new superintendent as well as a new princi pal, the morale of the faculty and students far exceeds our expectations.References Council of Chief State School Officers. (2008). Educational leadership policy standards: ISLLC Interstate School Leaders Licensure Consortium. Washington, DC. Retrieved October 30, 2010, from www. npbea. org/pdf/ISLLC/PRessRelease. pdf Mitchell, Douglas E. , and Sharon Tucker. â€Å"Leadership as a Way of Thinking. † EDUCATIONAL LEADERSHIP 49, 5 (February 1992): 30-35. EJ 439 281. Retrieved November 1, 2010. From www. vtaide. com/png/ERIC/Transformational-Leadership. htm O’Leary R. , Bingham L. , Choi Y. Teaching Collaborative Leadership: Ideas and Lessons for the Field. Journal of Public Affairs Education. 16(4), 565-592. Retrieved November 1, 2010 from www. naspaa. org/jpaemessenger/Article/vol16-/05_16n04_OLearyBinghamChoi. pdf Sahin, S. (2004). The Relationship between Transformational and Transactional Leadership Styles of School Principals and School Culture (The case of Izmir, Tu rkey). Educational Sciences: Theory & Practice, 4(2), 387-395. Retrieved October 30, 2010. from www. fedu. uaeu. ac. ae/Journal/PDF23/issue23-artical9. pdf Leadership Theories Abstract Throughout the history of education, leaders have used many different styles to lead faculty and staff. Leadership within the educational system has evolved over the years to become a more participative rather than a domineering style. The purpose of the paper is to explore in detail educational leadership theories. Educational Leadership Theories Leaders are not born; however, they do have natural traits that affect their abilities. In recent years, Educational accountability has been the focus of state and local governments.Federal and state achievement standards are being created for students as well as educational leaders. Now more than ever school districts are under pressure to increase student achievement. Leaders are being asked to provide specific documentation that student performance is part of the goal and mission of the schools. Educational leaders are being held accountable for the processes they establish as well as the success of their faculty and students. T hey are being required to implement strategies for measuring and reporting student outcomes and connecting those outcomes to the performance of teachers and schools.How a leader successfully runs a school directly impacts how successful students can be, this is second only to classroom instruction. Leadership entwines leaders’ faculty and staff and their influence, organizational objectives, change and people. Everyone is leading someone somewhere, but the question is where and how. In order to be a good leader one must be a good employee. Many scholars define leadership as one who plans, directs, or guides people toward a mutual goal. Leadership has been described as an influence relationship among leaders and staff who intend real changes and outcomes that reflect their shared purposes.The basis for good leadership is a respectable personality and unselfish service to employees and the organization. The best leaders are those who are deeply interested in others and can brin g out the best in them. Great leadership begins by modeling the way, inspiring a shared vision, challenging the process, enabling others to act and encouraging hearts. In order for one to favor a leadership style, one must understand where the leadership styles originated. However, one may wonder if certain characteristics or traits are inherent in leaders.According to research, the 1940’s found that leaders maintain certain traits. These traits were based on physical and personality characteristics as well as intelligence and interpersonal skills (Sahin, 2004). The limitations of trait theory are that leaders cannot be developed through their skills and education (Sahin, 2004). Directive Leadership This style of leadership is considered job-centered. The job-centered (task-initiating structure) behavior focuses on the leader taking control in order to get the job done quickly.It relies heavily on faculty and staff taking orders from the leader instead of the leader offering much clarification or dialogue faculty and staff are inspired through threat of correction and reprimand. The directive leadership style offers several advantages: swiftness of task completion keeps group members from producing alternatives that influence the minority negatively, guarantees the leader is heard and informs staff when their conduct is undesirable. The disadvantages of the directive leadership style are: dissociates staff, non-development of employees and convenience.One might use this style of leadership when the faculty or staff is in danger of not accomplishing a task in a timely manner or in a crisis situation. Laissez-Faire Leadership The Laissezz-Faire leadership style places an emphasis on the staff centered attribute. Leaders who use this style fail their staff because they offer no positive or negative direction nor do they interfere at any time. Laissezz-Faire leaders renounce their leadership, giving staff a wide spectrum of decision-making which could lead to amplifying their power and influence.Leaders assume the staff will make decisions in a timely manner and handle whatever problems that arise. There are some advantages and disadvantages of using this style of leadership. It allows the staff members to develop a working relationship in an informal setting and generates an opportunity to be successful by making their own decisions. On the other hand, a staff member can dominate and take control which could lead the staff to make incorrect decisions and possibly have the staff reprimanded which would lead to negativity within the group; affecting the process and their motivation.Participative (Democratic) Leadership Participative leadership requires and encourages participation from everyone and shares decision-making for the betterment of the organization. Staff motivation is derived through obtaining self-image awards. Leaders reward staff through positive evaluations which in turn increases motivation and morale. There are some a dvantages and disadvantages to using this style of leadership. Leaders who allow employees to participate in decision-making showed improvement in relations and encouraged employee commitment. Coaching LeadershipCoaching theories of leadership assert that people will follow leaders who are inspirational. The leader will develop a working relationship such as teacher/mentor. The overall success of the organization depends on whether the mentor has the knowledge to strengthen the work relationship and create an environment where the mentee feels as though they are respected and valued. Coaching leaders are known to establish performance specifications and make sure they are accomplished by a given deadline, limit the contentment of employees and create a low amount of employee commitment.Collaborative Leadership The affilitative leader has the ability to motivate staff to surpass their own individual aspirations for the greater good of the district. The affilitative leader is a morall y responsible person who focuses on developing the moral maturity, values, and standards of his or her staff and strengthening their devotion to serve the well-being of others, their school, the district and the community. This leader is one who conveys a vision to inspire others sets long-term goals and emphasizes social and interpersonal skills.These leaders must possess high self-esteem, self-regard and self-awareness to effectively transform organizations and employees. Leaders with these attributes are highly admired, respected, trusted, and have a high level of self-confidence, self-esteem, and self- determination. They are usually regarded as role models and demonstrate high standards of ethical and moral conduct. There are pros and cons in using the affilitative leadership style. These leaders place an emphasis on team building, and empowering and developing potential in order to reach long-term goals.An Affilitative leader create and encourage a collaborative learning envir onment, improve morale, embraces accountability and conflict resolution, proactive towards change management, ignites communication and supports empowerment. These leaders also facilitate staff toward motivation and being involved in the vision they produce. Collaborative leadership is leadership shown by acting together to solve issues. It uses supportive and inclusive methods to ensure that all people affected by a decision are part of the change process. It requires a new notion of power†¦ he more power we share, the more power we have to use. The district that I am proud to be a part of has a variety of leadership styles. The leaders in the district are a compilation of Participative (Democratic), Coaching and Collaborative Leadership styles. However, this has proven to be effective at all 11 buildings within the district. My elementary building has seen drastic changed to the administration within the last 6 years. Finally, with a new superintendent as well as a new princi pal, the morale of the faculty and students far exceeds our expectations.References Council of Chief State School Officers. (2008). Educational leadership policy standards: ISLLC Interstate School Leaders Licensure Consortium. Washington, DC. Retrieved October 30, 2010, from www. npbea. org/pdf/ISLLC/PRessRelease. pdf Mitchell, Douglas E. , and Sharon Tucker. â€Å"Leadership as a Way of Thinking. † EDUCATIONAL LEADERSHIP 49, 5 (February 1992): 30-35. EJ 439 281. Retrieved November 1, 2010. From www. vtaide. com/png/ERIC/Transformational-Leadership. htm O’Leary R. , Bingham L. , Choi Y. Teaching Collaborative Leadership: Ideas and Lessons for the Field. Journal of Public Affairs Education. 16(4), 565-592. Retrieved November 1, 2010 from www. naspaa. org/jpaemessenger/Article/vol16-/05_16n04_OLearyBinghamChoi. pdf Sahin, S. (2004). The Relationship between Transformational and Transactional Leadership Styles of School Principals and School Culture (The case of Izmir, Tu rkey). Educational Sciences: Theory & Practice, 4(2), 387-395. Retrieved October 30, 2010. from www. fedu. uaeu. ac. ae/Journal/PDF23/issue23-artical9. pdf

Difficulty paper

Difficulty Paper: â€Å"Near Taurus† In many respects, â€Å"Near Taurus† was a mystery text that perplexed my thought process as I read this masterpiece. For me, as an average reader, I found this piece to be a very difficult to understand; so much so that I can say this is one of the most difficult works I have ever read. The grammar, the stylistic language, the lack of information made the story that much harder to comprehend. However as I read this text multiple times to understand what is being conveyed, I am still grasping new information by reading in a different perspective.Here is what I came to understand of this story. Let's take a look at the very first line of this piece, â€Å"After the rains had come and gone we went down the reservoir† (13). This first line gives us an indication that this is an outside scenery and is beautifully introduced to us readers. The author Jumps straight into the scene and it made me contemplate as to where this setting could be at. I then looked back at the title and it hit me that this was outdoors, maybe on a mountain and the characters where looking to the stars. Taurus†, one of the constellations of the zodiac, is the main topic of this story. There are two people who are looking to the sky and are looking for the Taurus, but see other ones like Orion (13). The Taurus is usually seen in the winter season and is established when the boy says â€Å"the body won't show until the winter† (13). Nevertheless, even though the story was very short, it has still a lot that is uncovered and many passages that left me discombobulated.Initially, the narrator starts to introduce the characters in this piece, stating â€Å"Our voices were high†his, mine; soft, bright† (13). Then, like it was a bad habit, drops the characters description and traits. Why? Is it not important for us readers to grasp who and what the characters are like? Even during the end of the text, the narrator st ates about the boy in the story, â€Å"l could tell you his name. I could and would not† (13).Perhaps, it is done this way because it leads us readers to look for the surroundings and the setting of the story to make our own interpretations. During the end of this story, the narrator after talking about an incident with the boy, who was most likely teenage lovers with the narrator at the time, Jumps to the future and says â€Å"He died, that boy. Light-years! Ages and ages. And here I am: a mother, witness, a raiser of a boy' (13). The style and grammar and even the word choice in this line was very intriguing and confused me.When the narrator said â€Å"light years† and then â€Å"ages and ages† was interesting because she Just mentioned that the boy passed away. I felt that she still had some feeling towards this person, and it even made believe that the boys was the father of the boy she mentioned in that line. I was also confused at when she said she was a â€Å"witness. † What was she referring too? Was it the Taurus or did she witness love? Love because I believe this story is a love story because of the word choices of the narrator and scenery depicted in this story.Nonetheless this word choice chosen by the narrator I believe is fascinating but can confuse us average readers. Unlike many books that I nave read over the years, I believe this piece was very difficult and interesting at the same time. Even though the was less than a page, less than 300 words, I believe it said so much without saying much, which is unbelievable! The word play, the stylistic language and the lack of information was the primary ause of the difficult understanding of the text when reading it the first couple of times.However as I continued to break this seemingly unbreakable text, I started to look at it in a different perspective. I then understood as to what this piece meant, and the title played a great role. Furthermore, the way the author cho se not to introduce any real information about the characters and left us, the readers, to determine as to what we understand about the scene and setting is fascinating to me. This piece unbolted my mind and made me become a better reader I believe.

Free Essays on Management Competencies

Managerial Assessment of Proficiency Is the tool for identifying managerial strengths and needs. The Twelve Competencies ADMINISTRATIVE Managing Your Job COMMUNICATION Relating to Others SUPERVISORY Building the Team COGNITIVE Thinking Clearly Time Management and Prioritizing Listening and Organizing Training, Coaching and Delegating Identifying and Solving Problems Setting Goals and Standards Giving Clear Information Appraising People and Performance Making Decisions, Weighing Risk Planning and Scheduling Work Getting Unbiased Information Disciplining and Counseling Thinking Clearly and Analytically 1. Time Management and Prioritizing Ability to manage time, both your own and others. Includes such skills as negotiating priorities; exercising self-discipline; controlling interruptions by shaping the behavior of others whose priorities are not your own; being time-effective versus time-efficient. 2. Setting Goals and Standards Ability to manage activities and projects toward measurable goals and standards, setting theses jointly with others so as to develop their understanding and commitment. Includes the following skills: distinguishing among wishes, activities and quotas: reducing barriers to the goal-setting process; evaluating goals against the major criteria of effective goal setting; using goals to motivate. 3. Planning and Scheduling Work Ability to manage projects (one-time programs) and processes (ongoing work flow) by applying the major tools and techniques of management includes the following skills: analyzing complex tasks and breaking them into manageable units; selecting and managing resources appropriate to the task; using the systems and techniques to plan and schedule the work; setting checkpoints and controls for monitoring progress. 4. Listening and Organizing Ability to understand, organizes, and analyzes what you are hearing so as to decide what to think and do ... Free Essays on Management Competencies Free Essays on Management Competencies Managerial Assessment of Proficiency Is the tool for identifying managerial strengths and needs. The Twelve Competencies ADMINISTRATIVE Managing Your Job COMMUNICATION Relating to Others SUPERVISORY Building the Team COGNITIVE Thinking Clearly Time Management and Prioritizing Listening and Organizing Training, Coaching and Delegating Identifying and Solving Problems Setting Goals and Standards Giving Clear Information Appraising People and Performance Making Decisions, Weighing Risk Planning and Scheduling Work Getting Unbiased Information Disciplining and Counseling Thinking Clearly and Analytically 1. Time Management and Prioritizing Ability to manage time, both your own and others. Includes such skills as negotiating priorities; exercising self-discipline; controlling interruptions by shaping the behavior of others whose priorities are not your own; being time-effective versus time-efficient. 2. Setting Goals and Standards Ability to manage activities and projects toward measurable goals and standards, setting theses jointly with others so as to develop their understanding and commitment. Includes the following skills: distinguishing among wishes, activities and quotas: reducing barriers to the goal-setting process; evaluating goals against the major criteria of effective goal setting; using goals to motivate. 3. Planning and Scheduling Work Ability to manage projects (one-time programs) and processes (ongoing work flow) by applying the major tools and techniques of management includes the following skills: analyzing complex tasks and breaking them into manageable units; selecting and managing resources appropriate to the task; using the systems and techniques to plan and schedule the work; setting checkpoints and controls for monitoring progress. 4. Listening and Organizing Ability to understand, organizes, and analyzes what you are hearing so as to decide what to think and do ...

Influence of organizational image on outcome

Influence of organizational image on outcome It is true that the image of an organisation reflects its brain in terms of performance of the organisations. In university institutions for example, the organisational environment may create excitement and hence foster high quality education and learning.Advertising We will write a custom essay sample on Influence of organizational image on outcome specifically for you for only $16.05 $11/page Learn More Thus the organisational structure and the management style adopted by the institutional may inspire and motivate the learning processes or may fail to encourage learning culture in students in the university. The aim of every university is to help learners acquire skills, knowledge and experience while also helping them become flexible in their thinking and conceptualisation so that they are able to meet complexities in their day-to-day lives. Universities therefore focus to help each student explore and recognize various alternative worldviews, practices, technologies and innovations among others. These desired changes in learners are achieved by involving all the personnel in the universities including lecturers and subordinates; the management, resources and the learners themselves. According to Beer and Nohria (2000, 140) an ideal organisation should be able to balance between the O and E strategies. This implies that an institution should be able to balance between meeting the needs of the students and the needs the university staff and be able to integrate the ideas of the organisation. The institution’s management should be ready to listen, debate and also willing to learn from both sides. The management should be ready to integrate the ideas of the university staff particularly the lecturers and technicians who constantly interact with the students as well as the students’ views on the direction of their learning. This means that the institution should be able to use the students and the university staff as the c onsultants besides the outside consultants to be able to ensure quality outcome in students. An institution’s image is also enhanced by the level of motivation it offers to the university staff and the students. Recognizing the performance and commitment of the staff in achieving the objectives of the university also encourages the students to follow in the footsteps of their lecturers and other staff who are working hard to help them achieve their goals. The staff may be given monetary rewards or other forms of rewards which encourage achievement of the organisational culture and objectives. The students on the other hand may be awarded scholarships, opportunities for exchange programmes with other universities in other countries or opportunities to represent the universities in forums and congressional meetings. The students hence practically learn the importance of giving rewards and various reward schemes that could be applied in their real working experience. According t o Beer and Nohria (2000, 140) giving of rewards represent a fair exchange of values between the institution and individuals in the institution.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The management’s commitment to providing of total-quality training programs to students and the university staffs also reflects the quality of outcome from the university (Morgan 2006, 106). The university’s commitment to provide resources to facilitate learning and the university’s openness to help learners experiment on their talents help promote diverse quality outcome. Universities should be able to access the status and the progress of every programme it offers to students and other customers and review them to be able to align them with the goals of the institution. It should also be able to review the capacity of its teaching staff as well as other staffs who suppo rt the teaching and learning process in meeting the objectives and be able to improve their capacities. When the university encourages experimentation through provision of adequate and modern facilities, the students as well as the university staff are better enabled to expand their knowledge, skills and experience and therefore they become very innovative and creative in tackling challenges. Besides, both the university staff and the students become more receptive to new ideas. In achieving the goals of the university as well as that of its stakeholders, the university has to eliminate the boundaries that may exist in its communication processes so as to achieve high-involvement of all the individuals in the institution. Reference List Beer, M., Nohria, N., 2000, Cracking the code of change. Harvard Business Review, 78 (3): 133-141. Boston: Kluwer Academic Publishers. Morgan, G., 2006, Images of organization, updated edition. California: Sage Publications.