One Care and One Education Routine Essay

Rational For this assignment I plan to implement one care and one education routine in an ECCE setting. I will evaluate and reference relevant legislation, policies and procedures. I will give a description of the routines that should demonstrate an understanding and value for equality and diversity. Planning of the Care Routine Consultation with a supervisor I asked my supervisor in the crà ¨che if it was okay for me to help during feeding time and she gave me permission to do so. The care routine I have chosen to do my assignment on is assisting a child to eat. I am going to prepare and feed an 18 month old baby boy. I got out the baby’s bib and high chair and disinfected them to prevent infection. I placed the baby’s food in the fridge that morning and when it is time to feed him I am going to heat it up in the microwave. I have the baby’s bowl and small spoon prepared as his mouth is so small at this age that he needs small eating utensils. I prepared for after the baby had finished eating, I had appropriate hand wipes and sterilising facilities to clean the bowl and spoon as stated in the Child Care (Pre-school Services) (No.2) Regulations  2006. These regulations also state that Pre-school services are subject to the provisions of food safety, food hygiene and health regulations. Implementation of the Care Routine Step One I cleaned down the high chair and placed a bib on the baby. Baby’s need bibs so as not to get food on their clothes which would be unhygienic. I then placed the baby into the high chair and motivated him letting him know his dinner was coming by showing him the container of the shepherd’s pie and telling him it was yummy. The baby already knew it was yummy as shepherd’s pie is his favourite. Step Two I removed the glass bottle of baby food from the fridge, it was shepherd’s pie the baby’s favourite according to his mother. The Child Care (Pre-school Services) (No.2) Regulations states, food must be stored under suitable refrigerated conditions, which is how I stored it. I am aware of how important the different acts and regulations that are there to protect children. Step Three I placed the food into the baby bowl and then placed the bowl in the microwave. I only heated it for 2 minutes as I did not want it to burn the baby’s mouth. Once the food was heated I brought it over to the baby. He had the biggest smile on his face when he saw what his dinner was. This is an aspect of Siolta as one of the main principles of Siolta is the child’s individuality. Having a favourite food is a part of being individual. Step Four I began feeding him, I pretended the spoon was an airplane to bring in the  element of play into feeding. Another of Sioltas principles states that play is central to the wellbeing, development, and learning of the young child. I am also incorporating Aistears theme of communication as the baby and I are communicating throughout the feeding process. Step Five When the baby has finished eating, I took his bib off him and sat him down on his play mat while I burped him. Step Six After burping him i cleaned up. I placed the bowl and spoon into a steriliser and I wiped down the high chair with hot water and disinfectant. After everything was cleaned and put away I played with him until his mother came to collect him. Evaluation of the Care Routine In my opinion I think this care routine went very well. The baby and I got time to bond while I was feeding him as I added play to the feeding time. I feel I was very hygienic and I kept in line with the Child Care (Pre-school) (No. 2) Regulations 2006. I feel that I had a very important role doing this care activity. I had to make sure everything was prepared and that I had cleaned down the high chair before placing the baby into it. I also had to be very careful about the food, making sure it was heated enough but not too hot so as not to burn the baby’s mouth. I used a food thermometer to check the temperature of the food. Using a thermometer is the only way to know the temperature of food. Anyone working with food needs to know how to use a thermometer. I had to take temperatures in the thickest part of the food. When taking temperatures of a large amount of food be sure to take the temperature in two or more locations. This way you will know that the food is heated to the right temperature throughout. Personal Learning from the Care Routine I learnt a lot from doing this care routine. I learnt all about the child care regulations and I am more aware of what is involved in them. I learnt how important it is to keep everything sterilised and clean. I learnt that feeding the baby can incorporate play to make it easier. I found out how winding a baby is a vital process after feeding. If the baby wasn’t winded after feeding he would be very uncomfortable and not happy until his wind came up. References Education & Care in the early years 4th edition by Josephine Donohoe & Frances Gaynor. Planning of the Education Routine Consultation with a supervisor Before I could start my assignment I had to get permission of my supervisor in the Montessori and she said I had her permission. The education routine I am going to do will be learning colours, shapes and numbers. I am going to do this activity with 1 child aged 4 yea old. I will prepare the materials that I need to do this activity before I start. I need to borrow the wooden shapes from the crà ¨che which will cover my three education routines. I then need to set up a table where the 4 year old girl and I will do the activity. I cleaned down the table using disinfectant and I made sure all the wooden blocks were wiped down before we started to learn so as to prevent the spread of infection following the Child Care Regulations 2006. I explained to the girl what we were going to be doing and she was excited and anxious to start. Children love to play and I believe learning through play is the best way to interest children. It is a child’s right to education and play, these are only 2 of the developmental rights listed in the UN Convention on the rights of the child 1989. Implementation of the education routine Step One I motivated the child by explaining what we were going to do, learning about colours, shapes and counting. She was egger to start. We took our seats at the table where I had laid out the wooden blocks. Step Two Once at the table I let the girl experiment and feel every shape. I then went through the colours of every shape there was yellow, blue, red, green, orange and purple. We said the colours together to try get her familiar with them. She let me know that her favourite one was the orange one. This is bringing in Aistear’s theme of identity again as it his her favourite colour. Step Three I realised she was becoming bored as she was not interested in what I was saying and just wanted to play with the wooden shapes. When she became bored about talking about colours, I started to explain to her the different names of the shapes of the wood. She seemed interested in the names as repeated the sound of them back to me. There was a square, circle, rectangle, triangle, oval and diamond. Step Four After learning the colours and shapes I asked the girl if we should try counting the shapes. We laid them out a finger width apart and began counting them. When we counted up to 6 she told me that her brother is 6. Step five When we were finished with the education routines I asked the girl if she would help me clean up. She placed all the shapes back in there box and I sprayed the table with disinfectant before I sprayed down the tables I made  sure the child was not near where I was spraying so as to protect her. I then washed my hands and asked the girl to wash her hands. Evaluation of the education routine I fell this education routine went very well. The girl was very keen in participating in every aspect, counting, learning shapes and learning colours. Her favourite aspect was learning the shapes. I believe I bettered her knowledge and I feel she is more prepared for Primary School next year as she can now count, she knows a small range of shapes and she knows all the primary colours and some secondary ones. In doing this education routine I am more aware about how Siolta and Aistear can be seen in most education routines. I feel my role in the education routine was very important as I was helping the child to develop intellectually and also having fun at the same time. Personal Learning from the Education Routine I have learnt a lot from doing this education routine. I have learnt how important early education is to a child and how education can be something fun that children will enjoy learning about. I have learnt more about Siolta and Aistear and how important they are as a part of a child’s education. I have also learnt loads about child protection act and children’s rights and the Child Care (Pre-school Services) (No.2) Regulations 2006. All the legislations, policies and procedures that are there to protect children are in my opinion very much seen in the crà ¨che. References Education & Care in the early years 4th edition by Josephine Donohoe & Frances Gaynor.

Cslrm Computerized Cashiering System

INTRODUCTION : INTRODUCTION Deals in all the requirements needed for managing the library. Process of maintaining data about books, transactions such as issue and return. The user need not visit the library every time to find an item; instead, he/she can search items from his/her own PC/laptop Slide 3: Transaction taking place in the library Study Objective : Study Objective Changing the present library management system of Shoolini University to Online LiMS. To reach the objective of efficient learning and studying in the University. To keep online record of the transactions and utilize human resources in an efficient and matured way.System Study : System Study Present Library System : Present Library System The library is managed by the librarian accompanied with 4 to 5 members’ staff. Library cards to the students as well as the teacher. Issue of the book done by the staff member of the library through the library card. Record of the transactions of books is maintained in w ritten and kept with the librarian. Drawbacks of present system : Drawbacks of present system Provides the facility of books only during the working hours of the University. The record keeping can create problems while maintaining.Record of the receipt of the new books is kept in written which can create problem in handling it. Workload to the staff members and no use of human resources. Proposed SystEm(eLibrary) : Proposed SystEm(eLibrary) A person should be able to: login to the system through the first page of the application. see the status of the books/journals borrowed/reserved. search for a particular book/journal. cancel the reservation made earlier for a particular book/journal Automatic mails should be sent to the users about the expiry of due dates for the books/journals borrowed by them.Login of the member : Issue of the books : Return of the books : Advantages of the Online LiMS : Advantages of the Online LiMS A 24-hour library management. Students according to their ne eds get the books issued and in case they are unable to return the book, they can immediately extend the date of return. Maintenance of the books becomes easy for the staff. The transactions are maintained online. Students as well as teachers can search for any book, magazine, Journal, member etc. Overview of the system : Overview of the system Must be introduced with :Must be introduced with Logon Capabilities: The system shall provide the users with logon capabilities. Mobile Devices The Online Library System is also supported on mobile devices such as cell phones. Alerts The system can alert the Librarian or the administrator in case of any problems. METHODS AND TECHNOLOGIES USED : METHODS AND TECHNOLOGIES USED Various methods used for making the project are: Microsoft Office Word : – For report making Microsoft Office PowerPoint : – For making the presentation Internet Explorer : – For gathering information Questionnaires I.For Teachers II. For Students The main aim of the project is the management of the database of the pharmaceutical shop. This is done by creating a database of the available medicines in the shop. The database is then connected to the main program by using interconnection of the Visual Basic program and the database already created. This program can be used in any pharmaceutical shops having a database to maintain. The software used can generate reports, as per the user's requirements. The software can print invoices, bills, receipts etc.It can also maintain the record of supplies sent in by the supplier CASHIERING AND STUDENT ACCOUNT SYSTEM Colegio de San Lorenzo Ruiz de Manila is currently using a manual way of recording, computing and storing the accounts of the students. The basic information of the student which includes the name, address course and year is written in the green form as well as the subjects that the students is going to enroll and the total assessment for the tuition fees. The cashier will copy t he name of the student, the course and year and the current school year and the total assessment and the initial payment to the index card.Before the student can take the examinations, the student needs to acquire examination permit from the cashier. To acquire examination permit, the student will have to pay his/her tuition fee every grading period. Paying the tuition fee is a burden both the students and the cashier due to the current manual system. The cashier will have to look the index card where the account of the student is written. Since it written in the index card, it takes lots of take to get the record of a particular student.Once the cashier found the index card, the cashier will write the payment received from the students to update the account. This is done using a calculator. Using manual computation sometimes causes an error. At the end of the day, the cashier will have to make a list and summary of the total collection of tuition fees. This is another difficult tas k to handle using manual system especially if there as lots of transactions that needs to be summarized. The summary of the collection will be submitted to the admin for verification.

Explore the Importance of Cultures and Tradition Essay

Veronica is a short story by Adewale Maja-Pearce. It teaches of how cultures, traditions, relationships, expectations and money force two people raised in the same cultural background, to separate and move on, for better and for worse as their lives take different paths. The story shows the great contrast between African village life and African town life. In the story, Okekà ¯Ã‚ ¿Ã‚ ½ the ever-lasting male friend of Veronica is drawn by the attraction of the city for the opportunities he sees for himself. The young woman Veronica on the other hand does not desire to leave their decomposing village for the city. She rejects Okeke’s offer for numerous reasons. The Gold Cadillac is a similar short story by Mildred Taylor. The Gold Cadillac tells the tale of a young black family from the North of America who purchase a new and rather extravagant car. Much to the despair of their relatives, the father of the household decides to ride the car down to the south, which is soon conveyed to be very racist. This story holds similar themes to that of Veronica as it shows, the contrast in how people from different cultural backgrounds are treated in different parts of America. It is also similar to veronica in that we see the contrasting beliefs amongst the same culture of people within the family. In the story of Veronica we are immediately informed that the local people of this village exist under cultural tradition. The author brings emphasise to them living in a small traditional village with the potential for strong beliefs and cultural traditions by the use of, â€Å"my native village†, which suggests remote, old fashioned almost primitive moral ideas. This is because the word, â€Å"native† is often used to describe tribes, in distant undeveloped ethnic areas. This assumption is confirmed as we learn that one of these beliefs is the important contrast between men and woman’s expectations. Adewale Maja-Pearce calls attention to this through presenting to Veronica’s responsibilities to the reader, â€Å"a lot of the responsibility for bringing up the other children had fallen on her†, the use of the word, â€Å"fallen† also implies that she did not chose to be given these responsibilities, but that her cultural traditions had force d them on her. We also recognize that the society in which Veronica is living in is male dominated and that men feel that they are more important, by the use of Maja-Pearce explaining the way in which Veronica’s father acts towards her, â€Å"Night after night I would lie awake listening to her screams†, as her beats her. One can be certain that this is very much the opinion of the entire village as another man, Okeke’s father, would not intervene, implying that this nature of behaviour towards women was common-place, â€Å"cursing myself for my own physical inadequacy and my father for his unwillingness to become involved.† This shows the importance of these cultures and traditions to people, because a grown man would not prevent the suffering of one of his own people where he had the opportunity, due to the expectations of their society, enforced by their traditions, and further shows the native peoples strong belief in it. Adewale Maja-Pearce also explores the different opportunities that men and women receive in the native village. Women, such as Veronica, were not authorised, what was in many countries at the time the story was written, the right of an education, as men such as Okekà ¯Ã‚ ¿Ã‚ ½ were,† When I was twelve I started at the secondary school in town a few miles away†, she included this to the story to enforce the strong contrast of opportunities and rights between men and women in the village Women were not allowed to attend a school in this village because in the eyes of the natives, they had no reason to as it was expected of the women to remain at their home and perform chores, such as cleaning, caring for the younger children and cooking for the family, she shows this through veronica’s knowledge of what she must do, â€Å"I have to go and cook my father will be home soon†, the Author also stresses this point by the use of , â€Å"I have to†, which implies that Veronica has no choice. However this further illustrates how Veronica is used to her responsibilities, enforced by the culture which she lives in and actually accepts her status quo. â€Å"I can’t just leave my family.† This demonstrates how Veronica, as she gets older, comes to believe that her place is the home, and that all of the responsibility and unfair expectation is justified. However there was a time in which veronica was curious about education and would have liked to go to school, â€Å"and she asked me endless questions about my school†. It also further emphasises her loyalty to her family, as when asked, â€Å"What have they ever done for you?† she replies without hesitation, showing her certainty in what she says, â€Å"Don’t talk like that, they are my family, that is enough.† Most interestingly, she shows much devotion and respect to her father as she cooks for him despite the way he treated her throughout her life, â€Å"And although her father had long stopped beating her in every other respect nothing had really altered†. Caring for people for Veronica was much harder than anyone in Britain could understand, as she would have had no modern appliances; everything would have been done by hand, which is much, more time consuming. The way in which she responded to Okeke’s remark, (stated above), with such certainty also shows that she thought it as a duty to her family to perform the traditions and expectations enforced by her society. In conclusion this shows how important tradition was to the people of this culture in the story because, Veronica is willing to put her family first, before her, in her order of priorities even though it jeopardized her future, because if she had of gone to the city and become a secretary as she was offered, she may have been successful and gained wealth and happiness as Okekà ¯Ã‚ ¿Ã‚ ½ did, however she refused because of her outstanding devotion to her family and further because it fits with the cultural tradition of women caring for their families, she did not eve n consider the proposal for a minute, which also shows that she, â€Å"knows her place†, and what is expected of her. Veronica plays a menial role in life, but she accepts it, as she plays a subservient role working for her father, never trying to achieve anything more as she believes that she neither has the capabilities or the reason to go to the city as she already has a role to play where she is, as carer for her family, and almost slave to her father. This is why she rejects the city that symbolises success, â€Å"Don’t talk foolishness† The key women in, â€Å"Veronica†, and, â€Å"The Gold Cadillac†, can be seen to have some very crucial similarities. It can be observed that both characters feel they have a very strong duty towards their families but furthermore are willing to sacrifice their own lives for the sake of these families. Veronica gave up the chance to lead a successful life in the city where she would achieve independence as she would break away from the chauvinistic society, â€Å"I leave that for others, my own place is here†. We can be assured that she does this for the sake of family by the use of, â€Å"I can’t just leave my family†, this again shows her strong sense of duty towards her family. The same can be observed in, â€Å"The Gold Cadillac†. The mother of the story, unlike the naive children, understands the dangerous racism of the south and the possibility that he may be in danger. We can see her feeling of duty towards the family through her willi ngness to risk her life and her daughters just to be with her husband so that they are all together, â€Å"the girls and I will be going with you†. There is a large contrast between this traditional African village life and the modern African town life. The reader is alerted of this contrast by the use of the different beliefs of the women in the Town, when compared to those living In the village who believe in the more traditional values, â€Å"God has blessed us with as son†, whereas the women in the village are far more, â€Å"materialistic†Ã¢â‚¬Ëœ this is shown by the use of Adewale Maja-Pearce shocking Okekà ¯Ã‚ ¿Ã‚ ½ who was brought up on traditional village beliefs, as he found that women were not as interested in him as a person, but for his money, â€Å"All the women I meet are only interested in my money and cars†. This contrast is also shown by Veronica, who believes in village traditions, when she responds to Okekà ¯Ã‚ ¿Ã‚ ½, â€Å"I don’t believe you†, she cannot understand their views. Adewale Maja-Pearce includes this huge contrast between traditional African village life and modern African town life, so that she could separate the two characters. And show how Okekà ¯Ã‚ ¿Ã‚ ½, who moved on with his life became successful in the wealth area, whereas Veronica who did not let go of what she was brought up on, found much misery, but was blessed with a son and a husband. Veronica found love. I think that Adewale Maja-Pearce was trying to stress that although cultures may seem unjust with their traditions from onlookers, who cannot understand them, that are in some aspects bad, represented by Veronicas father, where these cultures are represented in the story as the, â€Å"native village life†, can also please people with different moral beliefs, such as Veronica who did not desire material possessions, as these people’s cultures allow them find what they value, for veronica love and security with her own family, â€Å"He is a good man, god has blessed us with a son†. Whereas places of opportunity, represented by the use of the Town which Okekà ¯Ã‚ ¿Ã‚ ½ moved to, provide liberation, that brings material success, such as wealth, however it may not bring true happiness, as in the case of Okekà ¯Ã‚ ¿Ã‚ ½ who found career success, but did not succeed in love as he has no wife, â€Å"I have no wife†, â€Å"All the women I meet are only intereste d in money and cars†.

Drawing upon general theories of transitional justice, analyse the Essay

Drawing upon general theories of transitional justice, analyse the strengths and weaknesses of Rwanda's experimental community - Essay Example Since transitional justice is interdisciplinary, it addresses several social elements and provides judicial approaches that the gacaca courts are offering in Rwanda. Rwanda’s experimental Gacaca courts are grassroots, village or community-based hearings wherein the community judges, defends as well as prosecutes individuals accused of genocide crimes1. Based on apparent outcomes of various hearings, the gacaca court system has several strengths associated with sociological, economic, cultural, and psychological benefits. Some of the economic benefits include timeliness, cost, and social drain of individuals in the prison. Besides, social relations effectively addressed by Gacaca courts include the perpetrator’s mentality or mind-set, and the general social objective of creating a unified community as well as country. However, Gacaca courts have several weaknesses, which include procurement of suspects, procedural issues, deprivation of rights of the defendant, and court legitimacy problems2. This essay will analyze the strengths and weaknesses of Rwanda’s experimental community-based gacaca courts based on general theories of transitional justice. It will consider how Rwanda incorporates truth, retributive, and reconciliatory techniques of resolving conflict to address the 1994 genocide cases. Furthermore, the significance of Gacaca courts in attaining social, economic, and political needs of post-genocide Rwanda will be analyzed. Strengths of the Gacaca Courts Economic Benefits Gacaca trials have cost-related benefits because they are carried out in the communities and neighborhoods where the offenses occurred. The community-based Gacaca courts avoid enormous overhead cost that would be incurred by the government such as court costs, utilities, housing, and transportation. Furthermore, judges of Gacaca courts are paid low wages, although lack of financial benefit among judges raises arguments concerning the effectiveness of these Rwandan c ourts. The gacaca trials do not involve lawyers or other sanctioned salaried representation for the defendant, but allows individuals in the community to represent the accused3. However, failure to involve official representation to argue for the accused has several negative aspects associated with the non-existence of due process rights. In this sense, the accused may lack fair treatment in the process. Despite these shortcomings, it is apparent that Rwanda is applying a cost-effective system to deliver justice to her immense population. This is basically attributed to Gacaca courts’ reliance on functioning of judges as members of the community, and voluntary contributions of the communities to the trials. Another economic-related strength of Gacaca courts is timeliness. The Gacaca system avoids the slow-moving process of delivering justice and costs of formal trials that would greatly drain the economy of Rwanda. It also addresses economic drain, which result from the priso n system. By disposing of the cases promptly, the Gacaca system prevents labor drain caused by imprisoned individuals who become unproductive members of the community4. Social-Relations Benefits The Rwandan society benefits on micro as well as macro levels from the gacaca courts, and its capability to consider particular sociological prototypes of perpetrators of the genocide. Most individuals accused at the Gacaca courts do not have

Mini project Essay Example | Topics and Well Written Essays - 2500 words

Mini project - Essay Example ..8 Competence and qualification of the teacher†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8 Student’s factor that affect effectiveness of learning†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.9 The level of the student’s memory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 Student’s practice†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..9 Engagement of the student with real life situations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.9 Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.11 References list†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..12 Questionnaire to the respondents†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦13 Questionnaires coding†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦14 What factors are important to UEL unde... In learning, ones knowledge capacity is increased, there are some tendencies of changing of beliefs, behaviors considering the lessons learnt. It is not just anybody who learns about something get the experience and the skills. This calls for an effective learning from the learner. Many have learnt but they have not benefited from the learning. What might have caused it, is it they did not learn effectively or they were not lucky. There are various notions about his and many reaches have been done about the topic and every research tends to come with the best ways to get a lesson out of learning. However, the basic reason why people tend to fail to get the best out of learning is because they did not learn effectively. One may wonder what is effective learning. Everybody has a different perceptive when it comes to effective learning. However, all the different perspectives of effective learning come from the different factors that affect effective learning. This paper tries to consid er these various factors those UEL undergraduate students consider to be the ones that leads to effective learning. The research question wishes to identify the various factor that leads to effective learning, and if these factors are determined by age, the school, or the students. As part of the objectives, the research wishes to put up together these various factors so that UEL students can get the best out of their learning. Methodology The research employed sampling design which is a definite plan for obtaining a sample of a given population. In the sampling design, probability sampling will be used where every item in the population has an equal chance of inclusion in the sample. Among the reasons for

Employee Performance Appraisal & Mitivation and Incentives Essay

Employee Performance Appraisal & Mitivation and Incentives - Essay Example This is one of the reasons why Nakheel has been such a success in the recent years and is making giant strides within the property development regimes in Dubai. The performance appraisal system that is in place within Nakheel makes use of the strengths that the employees possess within their folds and how they bring together the same for the organizational success in the long run. The objectives of performance appraisal within Nakheel are to make sure that the employees are compensated what they do and how they do within the workplace domains. The performance appraisal system that is in place is geared to achieve a great deal more than it is doing at the present. However, the vision is set to attain greater heights as have been promised by the performance appraisal system which is working to good effect within the organization. The objectives are therefore very succinct as far as Nakheel Group is concerned. The performance appraisal is clear cut as far as finding out the best availab le resources for the organization as this will reap rich dividends for the organization in the future. Nakheel is being seen as a much desired employer by the aspirants who seek employment within its aegis. It makes the entire organization a sign of being a positive one for the people at large. The methods and tools which are employed within the performance appraisal system that is implemented by Nakheel are important to ascertain. This is because it helps the organization to grow as a whole as far as its resources are concerned. Much emphasis has been paid on the fact that Nakheel is a name that delivers pure value for the stakeholders and end customers. The interviews are seen as some of the most important tools behind the performance appraisal methodologies which are in place. These also help the basis of determining where success areas for the sake of the employees within Nakheel remain. The methods and tools that are made use of within the performance appraisal system that is i n place within Nakheel is very specific and does not allow for any wastage as such. It taps the potential and the strengths of the employees and gives them a chance to excel within their chosen areas and departments. 2) Reinforcement Theory Reinforcement theory looks at reinforcing attitudes to make sure that results are achieved and attained in an easy going way. It allows for progress beyond what has been envisaged. What remains to be seen is how well the reinforcement theory works to best effect for the employees and what kind of results will be achieved at the end of the day (Hartman, 1991). The reinforcement theory is therefore an indication of how well the strategies are being made use of within the employee morale domains in an organization and what kind of results will be there for the taking by one and all. Undesired behaviors are sometimes given the go-ahead as far as workplace manifestations are concerned. This is because there is no check on such undesired behaviors and this results in a great amount of anarchy within the workplace settings. The role of the human resource management and indeed the top management is of essence here because it brings under focus the need for remaining one step ahead in terms of providing the solution that is required. The undesired behaviors need to be negatively reinforced so that employees could keep away from the same settings, for

Empolyment low Essay Example | Topics and Well Written Essays - 3000 words

Empolyment low - Essay Example While she was on sick leave, it was alleged by the defendant that she continued to give her consultation to private patients. She was summarily dismissed for her gross misconduct for having received sick leave pay and also attended private patients. Aggrieved by this, she appealed to EAT claiming that the no due consideration was given by the NHS to any mitigating elements like any past untarnished records, employee’s long service or outcome of any dismissal. In this case, the tribunal was of the opinion that once gross misconduct had been demonstrated, dismissal must always within the ambit of adequate responses. However, the plaintiff appealed to EAT against tribunal findings on the ground that the employment tribunal should not have gone to a straight conclusion that dismissal is the punishment for the gross misconduct as it failed to give weight to any mitigating elements like past clear track record, length of employment and outcomes of any dismissal from the NHS. EAT con curred with her view that summary dismissal for a gross misconduct will be held void if no consideration has been given to other mitigating elements like employees past track record, length of service and the outcome of any dismissal. (Morris 2013). ... It should be demonstrated that the incident was examined, and satisfactory evidence was available for the misconduct and for the employee to be informed and to have a chance to challenge any accusation in a typical disciplinary process. In such cases, the conduct alleged had already been set out in the training book or employment contract; it would be advantageous for the employee to prove it to be a gross misconduct. Further, an appeal process should be established, and the employee should be given an opportunity to avail such an appeal process. (Fenwick & Kerrigan 2011:221) The meaning of the Reasonable The gravity and the nature of the offending demeanour will be seen at here. The tribunal will inquire whether the demeanour was so bad as to annihilate the association between the employee and the employer or did it just create irritation. If the demeanour of the employee was not significant like not attending the office at the right time, habitual absenteeism, the tribunal may view it as irrational for the employer to jump for the immediate dismissal without contemplating other actions or sanctions. (Fenwick & Kerrigan 2011:221) In BHS v Burchell, it was held that employer has to corroborate a rational faith in the guilt of the employee well before dismissing him, particularly in case of the alleged theft. However, John can suspend Smith and Freeman while they are under investigation. Both Smith and Freeman have to be questioned individually from each other. (Holland 2013:385) In Monie v Coral Racing Limited, there was disappearance of cash from the safe custody of the employer. The defendant could not decide which of the two employees who was responsible for the

Orgainizational research Essay Example | Topics and Well Written Essays - 1000 words

Orgainizational research - Essay Example The fact that Ahold and Enron were the source of empirical evidence may have incorporated some form of bias, as the two organizations were high-ranking CSR organization prior to the induction of the concept. H (4): Four, the uniqueness of the CSR strategies determine its success. This follows Smith’s concept that if a firms’ strategies are conceived carefully and genuinely, then they must be unique despite the similarities of corporate reports even from the closest rivals. This research focuses on a new perspective on CSR: A sense-making approach that will enhance our understanding on CSR strategies and the impacts of specific sense-making processes in an organization. The assumption is that a thorough investigation and understanding of how people speak, talk, and tend to behave towards CSR strategies will provide a rich context of exploration on the nature of CSR in organizations (Banerjee, 2007). Essentially, the research combines the theories of sense making by Weick and other scholars (including Palazzo and Bazu, and Wheaterbee and Mills). The research uses a qualitative case study approach for collection of data, as this generally enables consideration of specific elements of industry and context, as well as respecting the unique nature of CSR (Leedy and Ormrod, 2010). The concept of CSR is has been constantly expanding and evolving over time, presenting difficulties in analyzing theories on CSR. Moreover, different scholars combined different approaches using similar terminologies but came up with diverse definitions. Examples include corporate social performance, corporate social responsibility, stakeholder management, corporate governance, sustainable development, and corporate citizenship, among others (Banerjee, 2007). There literature review identifies six foci of CSR in a chronological order. The first focus of CSR was a pro-CSR attitude, fostered by the legitimacy and social contract

Effect of the Budget Announcement on the Economy Essay

Effect of the Budget Announcement on the Economy - Essay Example This has occurred as a result of the announcement made on budget day; alcohol was increased by six percent over inflation. Spirits, wine and beer were all affected by this price elevation. (British Retail Consortium, 2008) The speech has also affected the rate of availability of fuel. The chancellor announced a fuel allowance for mature citizens. However, such an allowance had to be compensated by other users of the resource. This announcement actually contributed to the rising fuel costs. Besides that, the chancellor also announced that polluting vehicles would have to pay up higher road taxes than their 'green' counterparts. This would have been a way to offset the allowance given to senior citizens. However, the chancellor asserted that the measures would be implemented in the month of October. This is already starting to cause tax contributors and may continue to do so in the year 2009. Perhaps the major reason for this delay was to appease economists and consumers who were likely to demonstrate over rising fuel costs on the streets. However, environmentalists are not very happy about the chancellor's moves. They feel as though they have been short-changed by his delays. The money market did into improve in any way. Before March, the UK was the country with the highest inflation rate in G7. As if that is not enough, the country also has an extremely high budget deficit. Many analysts assert that the chancellor expressed optimism for the future of the country yet the rate of borrowing within the UK did not give him reasons to be optimistic. This is still the case presently. The latter results could have been heightened by the fact that the budget was extremely tight. Almost all the finances were allocated somewhere. The overall result was that there were no savings or available finances to dispose off. (Meader, 2008) The overall predictions about the economy within the budget speech also came true. The UK is operating within a volatile global market where the economy outside UK is negative. The same has affected the UK too. This is also likely to continue into the next year. However, even that pessimism was still not up to per with the current reality. Chancellor Darling announced that the UK economy would increase by between one point eight and two point two percent. This level has still not been achieved today as borrowing levels have exceeded predictions made earlier. Overly, the budgetary effect seemed to have been offset. This is because the Chancellor was announcing the budget against the following issues; A global credit crisis Public finances that were tight A slow domestic economy The Chancellor was faced with the option of cutting down taxes thus promoting growth or he could have increased taxes and promoted public financing. Each measure would have totally different effects; the former would have caused a lot of discrepancy from financial market stakeholders as it would be detrimental to that sector. Additionally, the latter measure would have derailed the economic process. What the Chancellor decided to do was to reduce taxes in certain areas and increase them in other areas

Dangerousness and Dangerous Offenders Essay Example | Topics and Well Written Essays - 3500 words

Dangerousness and Dangerous Offenders - Essay Example Dept. of Justice, & Canada. Health and Welfare Canada, 1984). Restrictive measures on the other hand refer to those practices that are employed by the various institutions in the criminal justice system to ensure sex offenders do not reoffend again after their conviction (Howitt, 1995). These aim at protecting the public from being offended and also monitoring the offenders not to reoffend. Some of the restrictive measures that are employed to manage these offenders include the use of sex offender registers, Multi-Agency Public Protection Arrangements, Circles of Support, and Accountability, use of approved premises, license conditions, prisons, situational crime prevention, and treatment of offenders (Marshall, Eccles & Barbaree, 1993). This paper will therefore examine the strength and weaknesses of these restrictive measures to protect the public from any sexual offence. It will further pay attention to the fairness and effectiveness of these approaches in protecting the public. This section will also explore the balance between human rights of the offenders and public protection bearing in mind that these offenders are also human beings and their rights ought to be protected as much as they deserve punishment for their offence (Rainey, 2013). To begin with, sex offender register is one of the restrictive measures aimed at protecting the public from sexual offence. It is a database containing records of those required to register with the police under the Sexual Offences Act 2003 (Welchans, 2005). This include individuals who have been jailed for more than 12 months for having committed violent offences an those who are likely to be at risk of offending. Upon initial registration, it is a requirement for the offenders to provide the police with the following information; their full names, date of birth, home address, passport details, bank details and the national insurance number. This register requires the offender to inform

J.P.Morgan Assignment Example | Topics and Well Written Essays - 2000 words

J.P.Morgan - Assignment Example Morgan 10 3.9.1 Strenngths 10 3.9.2 Weaknesses 10 3.9.3 Opportunities 10 3.9.4 Threats 10 4.0 Recommendations 12 5.0 Conclusion 12 6.0 References 13 1.0 Introduction J.P. Morgan & Co. is an investment and commercial banking organisation which is primarily based in the United States. It was established by J. Pierpont Morgan and was generally known as Morgan or the House of Morgan. In the current day context, J.P. Morgan is a part of the JPMorgan Chase. This firm is considered to be the direct forerunners of two of the major banking organisations namely Morgan Stanley and JPMorgan Chase in the context of the United States and on a global scale. In the year 2000, J.P. Morgan was obtained by Chase Manhattan Bank and they formed into a new organisation i.e. JPMorgan Chase & Co. In the current day context, J.P. Morgan brand is utilised for the purpose of marketing definite JPMorgan Chase wholesale deals which include asset management, investment banking along with commercial banking. In or der to create efficiency, the company was found to restore its business operations in the year 2008. However, presently, the supremacy of J.P. Morgan is under risk as the organisation is facing certain issues relating to the maintenance of sustainability in the business (Alef, 2009; Chernow, 2001). 1.1 Terms of Reference The primary purpose of the report will be to analyse the current socio-political issues faced by the company. In order to analyse the current position of the company in a better way, it will also include a brief SWOT analysis to deliver a clear cut picture. Moreover, the reasons and expectations behind taking sustainability measures by the organisation would be ascertained and certain recommendations would be provided to the company so that it is able to maintain its leadership position. 2.0 Procedure In order to conduct a comprehensive analysis, secondary sources will be utilised to understand the current business strategies and expectations of the company. The inf ormation will be sourced by way of reviewing valuable secondary sources such as news articles, journals and books among others. The main reason behind using secondary sources is to minimise time along with associated costs. 3.0 Findings 3.1 Socio-Political Issues faced by J.P. Morgan In relation to the socio-political issues, it has been found that the company faced certain difficulties in this respect. Based on the current scenario, it has been determined that the company has been facing issues pertaining to the financial matters. Additionally, the company has been found to face other issues which are mainly related to the financial aspects. It has been observed that the Federal Housing Finance Agency (FHFA) was looking for a US$6 billion fine from JPMorgan above mortgage claims that came into play as a result of the financial crisis. Moreover, it has been reported that the financial crisis may take up such a bad turn that the company may end up paying high amount of debts. In this similar context, it has been learnt that the range of fines may increase to a very high level that may amount to US$500 and US$600 million which the company may end up paying to the controller of credits (Perlberg & Roche, 2013; Ameresekere, 2012). Furthermore, other socio-political issues seem to take up a different picture. It has been analysed that the company engaged in certain marketing activities that were not quite apt for its sustainability perspective. It has been accused of wrongdoing in

Blitz Spirit Essay Example for Free

Blitz Spirit Essay In this essay I will be arguing whether there was really a supposed blitz spirit in Britain during the war with Germany with Hitler the chancellor. The themes I will be focusing on throughout the essay and referring back to are; fear, tendency for victory, and abandonment. Firstly, starting off with a major for the argument. An extract from a letter from Humphrey Jennings to his wife in October 1940 explains how whilst living in London he saw the courage and joy from the British people at the darkest times and how every-one co-operated with each other. â€Å"What warmth – what courage! What determination. † He goes on t saying â€Å"Everyone secretly delighted with the privilege of holding up Hitler. Certain of beating him. † . which also tells us that first and foremost the morale of the public was high also that proud confident in themselves. This extract is focused on the theme of tendency for victory because they were certain of beating Hitler. However; this evidence might not be useful because even though it has come from a primary source, it was probably written in effort to comfort his wife with lies to ensure she isnt worried about him due to the situation in Britain. Although due to the time written, it could be deemed useful. Secondly a photograph taken early one morning after a raid in October 1940 shows a neat and well dressed milkman walking over the rubble and debris of the bombed buildings carrying milk. Which shows that the British kept their morale high (similar to previous) and continued on with their lives, no matter whatever the consequences. This extract is focused on tendency for victory aswell because they continued on working, even small jobs because ever little could make the difference was their thoughts. However this Evidence might not be useful because since the street was empty (as the shoot was scheduled early in the morning) we couldnt see anyone else apart from the milkman, hiding the others emotions, for all we know every-one couldve been depressed and slouching off. Also even-though the evidence came from a primary source; it couldve just been the Government motivating the country. But overall I think it might be useless. Onto the against for the argument. Firstly an account of life during a period of heavy air raids, written by Alice Bridges who lived in Birmingham explains how everyone had a fearful attitude â€Å"Will it be my turn next? † which tells us that they were afraid of the dominant Germans and didnt find the help of Britain enough. The theme of this extract is focused on fear, because they were afraid. This evidence is useful because not only does it come from a primary source but from a normal experienced citizen during the raids also has no reason to lie. Although there arent many reasons as to why this could not be useful but Alice Bridges couldve exaggerated the raids to seem better. But overall I think it might useful. Secondly a supposed Liverpool familys experience explains how they were left homeless for six months due to a heavy raid to the buildings whilst in the shelter. â€Å"We had nowhere to live except the shelter, and that was to be our home for six months. † Which tells us that there wasn’t much support and joy as they sound depressed and disappointed due to the lack of support either by others or the government? The theme of this extract focuses on abandonment because the government didnt help them, either by relocating or covering expenses. This evidence is useful because not only does it come from a primary source but from a normal experienced family during the raids also has no reason to lie. Although there arent many reasons as to why this could not be useful but the family couldve disclosed the support from others or the government to seem better. Although overall I think it might be useful. In conclusion I think there wasnt a blitz spirit due to the fact that the differences between the ‘for’ and ‘against’ sources aimed towards against as all the sources were at the time, whereas the for sources were either secondary sources published after the raid or just the government hypnotizing the public again.

The Respective Theories Of Motivation Psychology Essay

The Respective Theories Of Motivation Psychology Essay The term motivation derived from the Latin word movere, meaning to move. Motivation represents those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal oriented (Mitchell, 1982). Motivation as defined by Robbins (1993) is the willingness to exert high levels of effort toward organizational goals, conditioned by the efforts ability to satisfy some individual need. A need in this context is an internal state that makes certain outcomes appears attractive. An unsatisfied need creates tension that stimulates drives within the individual. These drives then generate a search behavior to find particular goals that, if attained, will satisfy the need and lead to the reduction of tension (Robbins, 1993). Luthans (1998) sees it as the process that arouses, energizes, directs, and sustains behavior and performance, while Pinder (1998) defines work motivation as the set of internal and external forces that initiate work-related behavior, and determine its form, direction, intensity and duration. According to Nelson and Quick (2003), motivation is the process of arousing and sustaining goal-directed behavior. The most practical definition proposed by social scientist that, motivation is a psychological processes thatorigin the stimulation, direction, and persistence of behaviour (Luthans, 2005). 2.3 Employees Motivation Theories There are many theories of motivation. The researcher identified the most relevant theories and explained the respective theories of motivation and how motivation gives an valuable impact on job satisfaction. 2.3.1 Maslows Need Hierarchy Theory Maslows Hierarchy of needs is one of the motivation theories that used all over the world. Maslow theory is a basic to start examining the different motivation theories. The first idea of Maslow is people always tend to want something and what they want depends on what they already have. According to Mullins (2007) states that Maslow proposed that there are five different levels of needs people have to seek for satisfaction of their basic needs. The first level of this theory is Physiological Needs. These needs include the most basic of all human needs like water, shelter, food, warmth, rest and clothing. When people dont feel hunger, thirst or cold, their needs go to a next level. The second lowest level is Safety Needs. Need to feel secure and protected in his/her family as well as in a society of day-to-day life is a part in this level. Next, the third level is Belonging and Love Need. After feeling secure, people need for love, affection, sense of belongingness in ones relationship with other persons. The fourth level is Esteem Needs. It is the need to be unique with self-respect and to enjoy esteem from other individuals. People want to evaluate themselves highly and based on their achievement receive appreciation from other people. Lack of these needs may cause inferiority, helplessness and weakness. Highest level of Maslows hierarchy of needs is Self-Actualization. The development of this need is based on the satisfac tion at the other four lower levels. It refers to the need of self-fulfillment and to the tendency to become actualized in what a person is potential. The core of this theory lies in the fact that when one need is fulfilled, its strength diminishes and the strength of the next level increases (Latham, 2007). Figure 2.3.1 Maslows Hierarchy of Needs maslows-hierarchy-of-needs1 2.3.2 Equity Theory Equity theory recognizes that individuals are concerned not only with the absolute amount of rewards they receive for their efforts, but also with the relationship of this amount to what others receive. Based on ones inputs, such as effort, experience, education, and competence, one can compare outcomes such as salary levels, increases, recognition and other factors. When people perceive an imbalance in their outcome-input ratio relative to others, tension is created. This tension provides the basis for motivation, as people strive for what they perceive as equity and fairness (Robbins, 1993). One of the prominent theories with respect to equity theory was developed through the work of J.S. Adams. Adams theory is perhaps the most rigorously developed statement of how individuals evaluate social exchange relationships (Steers, 1983). The major components of exchange relationships in this theory are inputs and outcomes. In a situation where a person exchanges her or his services for pa y, inputs may include previous work experience, education, effort on the job, and training. Outcomes are those factors that result from the exchange. The most important outcome is likely to be pay with outcomes such as supervisory treatment, job assignments, fringe benefits, and status symbols taken into consideration also. Equity theory rests upon three main assumptions (Carrell, 1978). First, the theory holds that people develop beliefs about what constitutes a fair and equitable return for their contributions to their jobs. Second, the theory assumes that people tend to compare what they perceive to be the exchange they have with their employers. The other assumption is that when people believe that their own treatment is not equitable, relative to the exchange they perceive others to be making, they will be motivated to take actions they deem appropriate. This concept of equity is most often interpreted in work organizations as a positive association between an employees effort or performance on the job and the pay she or he receives. Adams (1965) suggested that individual expectations about equity or fair correlation between inputs and outputs are learned during the process of socialization and through the comparison with inputs and outcomes of others. Pinder (1984) stated that feelings of inequita ble treatment tend to occur when people believe they are not receiving fair returns for their efforts and other contributions. The challenge therefore for organizations is to develop reward systems that are perceived to be fair and equitable and distributing the reward in accordance with employee beliefs about their own value to the organization. The consequences of employees perceiving they are not being treated fairly create a variety of options for the employees (Champagne, 1989). These options include the employees reducing their input through directly restricting their work output, attempting to increase their output by seeking salary increases or seeking a more enjoyable assignment. Other possibilities are to decrease the outcomes of a comparison other until the ratio of that persons outcomes to inputs is relatively equal or increasing the others inputs. In addition to the above mentioned, the employee could simply withdraw from the situation entirely, that is, quit the job and seek employment elsewhere. 2.3.3 Expectancy theory The concept of expectancy was originally formulated by Vroom and it stands for the probability that action or effort will lead to an outcome. The concept of expectancy was defined in more detail by Vroom as follows: Where an individual chooses between alternatives which involve uncertain outcomes, it seems clear that his behavior is affected not only by his preferences among these outcomes but also by the degree to which he believes these outcomes to be possible. Expectancy is defined as momentary belief concerning the likelihood that a particular act will be followed by a particular outcome. Expectancies may be described in terms of their strength. Maximal strength is indicated by subjective certainty that the act will be followed byoutcome, while minimal strength is indicated by the subjective certainty that the actwill not be followed by the outcome (Vroom, 1964). Fundamental to all the popular theories of motivation is the notion that employees are motivated to perform better when offered something they want, something they believe will be satisfying. However, offering the employees something they believe will be satisfying is necessary, but not enough. They must believe that it is possible to achieve what they want. Employees are not motivated to perform better when managers focus on the offering and ignore the believing. Employees confidence that they will get what they want involves three separate and distinct beliefs. The first belief is that they can perform well enough to get what is offered. The second is thatthey will get it if they perform well. The third belief is that what is offered will be satisfying. Each of these three beliefs deals with what employees think will happen if they put effort to perform. The first belief deals with the relationship between effort and performance, the second with the relationship between performance and outcomes, and the third with the relationship between outcomes and satisfaction. All these beliefs are interrelated because an employee effort leads to some level of performance, the performance leads to outcomes, and the outcomes lead to some amount of satisfaction or dissatisfaction. In conclusion, the expectancy theory of motivation requires the fulfillment of the following conditions: employees are motivated to perform only when they believe that effort will lead to performance, performance will lead to outcomes, and the outcomes will lead to satisfaction (Green, 1992). Effort-to-performance expectancy is the starting point in the implementation of the expectancy theory. It is a persons perception of the probability that effort will lead to successful performance. If we believe our effort will lead to higher performance, this expectancy is very strong, then we are certain that the outcome will occur. If we believe our performance will be the same no matter how much effort we make, our expectancy is very low, meaning that there is no probability that the outcome will occur. A person who thinks there is a moderate relationship between effort and subsequent performance has an adequate expectancy, and thus put maximum effort in the performance. The next stage in the expectancy theory is performance-to-outcome expectancy, which is a persons perception of the probability that performance will lead to certain other outcomes. If a person thinks a high performer is certain to get a pay raise, this expectancy is high. On the other hand, a person who believes raises are entirely independent of the performance has a low expectancy. Thus, if a person thinks performance has some bearing on the prospects for a pay raise, his or herexpectancy is adequate. In a work setting, several performance-to-outcome expectancies are relevant because several outcomes might logically result from performance. Each outcome, then, has its own expectancy. The final stage in the expectancy linkage is named outcomes and valences. An outcome is anything that might potentially result from performance. High level performance conceivably might produce such outcomes as a pay raise, a promotion, recognition from the boss, fatigue, stress, or less time to rest, among others. The valence of an outcome is the relative attractiveness or unattractiveness of that outcome to the person. Pay raises, promotion, and recognition might all have positive valences, whereas fatigue, stress, and less time to rest might all have negative valences. The stress of outcome valences varies from person to person. Work-related stress may be a significant negative factor for one person but only a slight annoyance for someone desperately in need of money, a slight positive valence for someone interested mostly in getting promotion or, for someone in an unfavorable tax position, even a negative valence. The basic expectancy framework suggests that three conditions must be met before motivated behavior occurs (Griffin, 2007). Behavioral scientists generally agree that the expectancy theory of motivation represents the most comprehensive, valid and useful approach to understanding motivation. However, it does not end with only understanding, it is also important to be able to motivate people to perform. In this regard, the Expectancy theory generally has been considered quite difficult to apply. This is no longer true, as there are many application models that have been developed over the years and which are quite simple and straightforward (Green, 1992). 2.3.4 Herzberg Motivation/Hygiene theory Herzbergs motivation/hygiene theory is also known as the two-factor theory. Herzberg started the study job satisfaction in the 1950s in Pittsburg. The basis of Herzbergs work is in the Maslows Hierarchy of Needs. He started with the idea that what causes the job satisfaction are the opposite of those things that cause job dissatisfaction. However, after studying thousands of books he couldnt draw any guidelines. He conducted a survey where he asked participants to identify those things that made them feel positive with their job and those that made them feel negative. As a result Herzberg found out that what makes people happy is what they do or the way theyre utilized and what makes people unhappy is the way theyre treated. Things that make people satisfied at work are different from those that cause dissatisfaction so those two feelings cant be opposite. Based on these findings, Herzberg created his theory of motivators and hygiene factors. Both factors can motivate workers but they work for different reasons. Hygiene factors tend to cause only short-term satisfaction to the workers while motivators most probably cause longer-term job satisfaction. Motivatorsor satisfiers are those factors that cause feelings of satisfaction at work. These factors motivate by changing the nature of the work. They challenge a person to develop their talents and fulfill their potential. For example adding responsibility to work and providing learning opportunities to a person to work at a higher level can lead to a positive performance growth in every task a person is expected to do if the possible poor results are related to boredom of the task they are supposed to accomplish. Motivators are those that come from intrinsic feelings. In addition to responsibility and learning opportunities also recognition, achievement, advancement and growth are motivation factors.These factors dont dissatisfy if they are not present but by giving value to these, satisfaction level of the employees is most probably going to grow (Bogardus, 2007). When hygiene factors are maintained, dissatisfaction can be avoided. When opposite, dissatisfaction is most probably to occur and motivation cant take place. 2.4 Employees Job Satisfaction Many definitions of the concept of job satisfaction have been formulated over time. According to Locke (1969), job satisfaction is a state of emotional gladness, results from the achievement of the goals that one get through performing his part of contribution inside an organization. Employee job satisfaction is influenced by the internal organization environment, which includes organizational climate, leadership types and personnel relationships (Taber and Seashore, 1975). Locke and Lathan (1990) give a comprehensive definition of job satisfaction as pleasurable or positive emotional state resulting from the appraisal of ones job or job experience. Job satisfaction is a result of employees perception of how well their job provides those things that are viewed as important. Work satisfaction results from the perception that ones job fulfills, or allows the fulfillment of ones important job values. Phrased differently, work is gratifying if it complements ones personal desires and needs. Definition by McCormick and Ilgen (1980) looks similar. They also regarded job satisfaction as a persons attitude towards his or her job, and added that an attitude is an emotional response to the job, which may vary along a continuum from positive to negative. In addition, Megginson, Mosley and Pietri (1982) stated that people experience job satisfaction when they feel good about their jobs, and that this feeling often relates to their doing their jobs well, or their becoming more proficient in their professions, or their being recognized for good performance. According to Wiener (1982) states that job satisfaction is an attitude towards work-related conditions, facets, or aspects of the job. Arnold and Feldman (1986) described job satisfaction as the amount of overall affect that individuals have toward their job. High job satisfaction therefore means that an individual likes his or her work in general, appreciates it and feels positive about in. According to Mitchell and Lasan (1987), it is generally recognized in the organizational behaviour field that job satisfaction is the most important and frequently studied attitude. Job satisfaction is so important in that its absence often leads to lethargy and reduced organizational commitment (Moser, 1997). Lack of job satisfaction is a predictor of quitting a job (Alexander, Litchtenstein and Hellmann, 1997; Jamal, 1997). Sometimes workers may quit from public to the private sector and vice versa. At the othertimes the movement is from one profession to another that is considered a greener pasture. Job satisfaction has been defined as à ¢Ã¢â€š ¬Ã‚ ¦ an attitude that individual has about their job, it results from their perception of their job and the degree to which there is good fit between the individual and the organization (Ivancevich et al., 1997). Job satisfaction is an important motivator to employees performance. While Luthan (1998) posited that there are three important dimensions to job satisfaction: Job satisfaction is an emotional response to a job situation. It can only be inferred. Job satisfaction is often determined by how well outcome meet or exceed expectations. For instance, if organization participants feel that they are working much harder than others in the department but are receiving fewer rewards they will probably have a negative attitudes towards the work, the boss and or coworkers. On the other hand, if they feel they are being treated very well and are being paid equitably, they are likely to have positive attitudes towards the job. Job satisfaction represents several related attitudes which are most important characteristics of a job about which people have effective response. These to Luthans are: the work itself, pay, promotion opportunities, supervision and coworkers. Schneider and Snyder (1975) regard job satisfaction as a personal evaluation of conditions present in the job, or outcomes that arise as a result of having a job. It appears then that job satisfaction encapsulates a persons perception and evaluation of his job, and that this perception is influenced by the persons unique disposition. People will therefore evaluate their jobs against those aspects that are important to them (Sempane et al., 2002). Since job satisfaction involves employees emotions and feelings, it has a major impact on their personal, social and work lives (Sempane et al., 2002) and for this reason may also influence their behaviour as employees, e.g. absenteeism (Locke, 1976; Visser, Breed and Van Breda, 1997). According to Feinstein (2000) states thatjob satisfaction is more of a response to a specific job or various aspects of the job. Job satisfaction is an important element from organizational perspective, as it leads to higher organizational commitment of employees and high commitment leads to overall organizational success and development (Feinstein, 2000) additionally growth, effectiveness and efficiency of the organization and low employees intentions to leave the organization (Mosadeghard, 2008). Obstinately, dissatisfied individuals leave the organization and inflate the motivation of those staying there (Feinstein, 2000) and as a result workers loose performance and efficiency and might sabotage the work and leave the job (Sonmezer andEryaman, 2008). According to Ramayah, Jantan and Tadisina (2001), job satisfaction explains how employees are buoyant to come to work and how they get enforced to perform their jobs. Other researchers narrate job satisfaction as being the outcome of the workers appraisal of extent to which the work environment fulfillment the individuals needs (Dawis and Lofquist 1984). Various researchers have contributed their research findings from organizational set ups, in order to increase employee job satisfaction and have given various suggestions to boost up the satisfaction. Feinstein (2000) says in order to increase individuals satisfaction level employees should be given advancement opportunities. Similarly changes in organizational variables, such as pay scales, employee input in policy development, and work environment could then be made in an effort to increase organizational commitment and overall outcome. Elton Mayo found that interaction within the group is the biggest satisfier. Safety, relation to work and success are followed by intergroup relations (Bektas, 2003). Mosadeghard (2000) gave job satisfaction dimensions like nature of the job, management and supervision, task requirement, co-workers, job security, and recognition and promotion had more effect on employees organizational commitment in organizational set up. According to Oshagbemi (2003), job satisfaction is an important attribute which organizations desire of their employees. The job satisfaction by employees can contribute to the success of an organization because employees can give full commitment and motivation to perform their job. Pensions and profit-sharing plans are positively associated with job satisfaction (Bender and Heywood, 2006). According to Stephen (2005), one would be wrong to consider one single measure of job satisfaction and there may be number of reasons that need to be considered. He further found that actual work was the biggest satisfier and working conditions were the least satisfier; job security was also big determinant of job satisfaction. (Penn et al., 1988) found that opportunity for professional development is the biggest determinant to differentiate satisfied and non-satisfied employees. An employee will be satisfied if he has reached the ideals in his profession; he will develop positive feelings towards his profession (Sirin, 2009). Absence of work life balance, lack advancement opportunities, work environment, lack of encouragement, and lack of recognition may lead to stress, which ultimately causes dissatisfaction, burnout and finally increased turnover rate within organization (Ahmadi andAlireza, 2007). Job satisfaction is inversely related to burnout, intentions to leave the organization (Penn et al., 1988). According to OLeary, Wharton and Quinlan (2009), job satisfaction is also generally conceived as an attitudinal variable that reflects the degree to which people like their jobs, and positively related to employee health and performance. Toper (2008) stated that, If a person believes that the values are realized within the job, this person possesses a positive attitude towards the job and acquire job satisfaction. In the other words, employees will be motivates to perform their job with good attitudes, so that employees will be automatically satisfied with the job. Topper (2008) proposed that Maslows need theory has connection with job satisfaction. An employee will be satisfied with his/her job when he or she achieves the levels of needs, e.g. physiological, security, social, self-esteem and self-actualization. Mosadeghard (2008) gave job satisfaction dimensions like nature of the job, management and supervision, task requirement, co-workers, job security, and recognition and promotion as having more effect on employees organizational commitment in organizational set up. OLeary, Wharthon and Quinlan (2008), job satisfaction is also generally conceived as an attitudinal variable that reflects the degree to which people like their jobs, and positively related to employee health and job performance. With referring to the concept of Herzbergs motivation theories and supported by other researchers, it shows that motivational factors (achievement, advancement, work itself, recognition and growth) are key foundation that influences and has significant impact on employees job satisfaction.Thus, it is proposed that; There is a significant relationship between achievement and job satisfaction. There is a significant relationship between advancement and job satisfaction. There is a significant relationship between work itself and job satisfaction. There is a significant relationship between recognition and job satisfaction. There is a significant relationship between growth and job satisfaction. 2.5 Research Model This study has integrated different views and thought from past research to study the concept of motivation and factors affecting on employee job satisfaction. Thus, this study focuses on Herzbergs motivation theories. The motivational factors in this theory are achievement, advancement, work itself, recognition and growththat give an impact on employee job satisfaction. Based on that, the research model developed for this study can be seen in Figure 2.5.1. Figure 2.5.1: Research Model of the study Achievement Advancement Job Satisfaction Work Itself Recognition Growth Independent Variable Dependent Variable 2.6 Summary This chapter reviewed literatures on the independent variables of the present study, which are motivational factors (achievement, advancement, work itself, recognition and growth). Meanwhile, our dependent variable that is job satisfaction was discussed. Research methodology of the present study will be discussed in the following chapter.

Impact Of Organizations Culture Values On Strategic Leadership Management Essay

Impact Of Organizations Culture Values On Strategic Leadership Management Essay Organizational culture is created by the strategic leadership provided by an organizations founder or top management. An organizations founder is particularly important in determining culture because the founder designates values and management styles on the organization that lasts for a long time. This may be good for a certain period but it can also be stifling over the long haul. For example, Walt disneys conservative influence on the company he established continued until well after his death. Managers were afraid to experiment with new forms of entertainment because they were afraid Walt wouldnt like it. It took the installation of new management under Michael Eisner to turn around the companys fortunes and allow it to deal with the realities of the new entertainment industry environment. The leadership style established by the founder or top management is transmitted to the companys managers, and as the company grows, it typically attracts new managers and employees who share t he same values. Thus, a companys culture becomes more and more distinct as its members become more similar. The virtue of these shared values and common culture is that it increases integration and improves coordination among organizational members. For example, the common language that typically emerges in an organization because people share the same beliefs and values facilitates cooperation among managers. When organizational members buy into cultural norms and values, this dynamic bonds them to the organization and increases their commitment to find new ways to help it succeed. The primary responsibilitiy of strategic leadership is to create and maintain the organizational characteristics that reward and encourage collective effort. Perhaps the most fundamental of these is organizational culture An organizational culture represents the shared sense of the way we do things around here, a critical factor in guiding day to day behavior and shaping a future course of action. Handy (1986) believes that it is these last two forms of culture, role and task, which are most frequently found in organizations. Handys categorization of types of culture is useful for giving a picture of different organizational cultures. It serves to highlight both the difficulty of clearly defining cultures and the profound implications of the cultural approach to organizations.Organizational Values can help employees find meaning and purpose in their work and link their individual efforts to those of the entire company. Our culture is the theatre in which we play out our lives. It is a major part of who we are. Robbins (1989) describes the culture of an organization as performing a number of functions within the organization as follows 1.It provides a boundary defining role separating one organization from another. 2. It conveys a sense of identity. 3. It enhances social system stability. Culture is the social glue that helps hold the organization together. 4. It serves as a sense making and control mechanism that guides and shapes the attitudes and behavior of employees. Organizational culture defines the rules of the game. 1.2 Discuss the organizational specific , legal , regulatory and ethical requirement impact on strategic leadership demands. Each company, business and organisation must by law have a policy in place, based upon the law regarding equality, diversity, and discrimination they must, hand in hand with these, also have a policy on company procedures of how they are to be implemented should an employee wish to bring a complaint based on any one or all of these premises. both policies must be freely available to employees, whom should be informed of their existence available as on request or as part of their contract . The legal status of your organisation may affect how you can use different types of finance. It is therefore useful to briefly review the limitations that different legal structures impose on the use of debt or equity finance. Many social enterprises are structured as companies limited by guarantee, as this is the most widely used structure for a registered charity. 1.3 Evaluate current and emerging social concerns and expectations impacting on strategic leadership in the organisation In todays competitive business climate, it is imperative that executives know how to make key decisions quickly and decisively. Strategic decisions often entail considerable risks and can have long-range implications for the organization. In this course, participants will learn how to apply formal decision-making processes in order to reduce risk and choose the best course of action for their organization Organizations that understand the creative process and foster this with employees find themselves at the top of their industry. They know how to harness the creative power of their workforce to develop new products and services. Creativity, however, is as much a matter of technique as intelligence. 2.Be able to understand strategic leadership styles. 2.1 Evaluate the relationship between strategic management and leadership. Strategic management is the art of managing employees in a way that maximizes the potential of achieving your business objectives. Good managers start with a personal agenda and use their leadership skills to spread it throughout the organisation. One of the important aspect in strategic managemement is Evaluation and control.It consists of performance data and activity reports .The information must be relevant to what is being monitored, one of the barriers to effective control is the difficulty in developing appropriate measures of important activities and output. Leadership has been described as the process of social influence in which one person can focus on the aid and support of others in the accomplishment of a common task. Managers have subordinates By definition, managers have subordinates unless their title is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority. Authoritarian, transactional style Managers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so. Work focus Managers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus naturally pass on this work focus to their subordinates. Seek comfort An interesting research finding about managers is that they tend to come from stable home backgrounds and led relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will seek to avoid conflict where possible. In terms of people, they generally like to run a happy ship. Leaders have followers Leaders do not have subordinates at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and following is always a voluntary activity. Charismatic, transformational style Telling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking. People focus Although many leaders have a charismatic style to some extent, this does not require a loud personality. They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are very effective at creating the loyalty that great leaders engender. 2.2 Evaluate the leadership styles and their impact on decision making. Leadership Styles Rao (1986) has classified the leadership styles, on the basis of the earlier research at the Indian Institute of Management, into the following: A Benevolent or Paternalistic leadership style in which the top level manager believes that all his employees should be constantly guided treated with affection like a parent treats his children, is relationship oriented, assigns tasks on the basis of his own likes and dislikes, constantly guides them and protects them, understands their needs, salvages the situations of crisis by active involvement of himself, distributes rewards to those who are loyal and obedient, shares information with those who are close to him, etc A Critical leadership style is characterized as closer to Theory X belief pattern where the manager believes that employees should be closely and constantly supervised, directed and reminded of their duties and responsibilities, is short term goal oriented, cannot tolerate mistakes or conflicts among employees, personal power dominated, keeps all information to himself, works strictly according to norms and rules and regulations and is highly discipline oriented. A Developmental leadership style is characterized as an empowering style, where the top manager believes in developing the competencies of his staff, treats them as mature adults, leaves them on their own most of the times, is long term goal oriented, shares information with all to build their competencies, facilitates the resolution of conflicts and mistakes by the employees themselves with minimal involvement from him. developmental style by nature seems to be the most desired organization building style. However some individuals and some situations require at times benevolent and critical styles. Some managers are not aware of the predominant style they tend to use and the effects their style is producing on their employees. Results Relationship between Leadership Style and Subordinate Feelings and Reactions The coefficients of correlations obtained between the three leadership styles taking into account all the nine situation and the six type of feelings or emotional climate generated by each of styles is presented below: Benevolent style Benevolent or paternalistic style was correlated with feelings of loyalty and dependence of subordinates on the manger. (r = 0.51) Benevolent style was also related to feelings of dislike for the boss and tendency to avoid work ( r = 54) Benevolent style was negatively related to feelings of development, empowerment, growth and independent thinking ( r = -0.5), learning (r = -0.4), morale (r= -0.5) and satisfaction (r = -0.4) These indicate that those who are close to the leader develop dependency on him/her while those who are not close to him/her develop resentment and other associated negative feelings. Critical Style Critical style highly and positively related to resentment and dislike for the boss and work (r = 0.75) It was moderately and positively correlated with dependency and personal loyalty (r = 0.47) It was negatively correlated with empowerment and growth (r = -0.6), learning (r= -0.5), morale (r= -0.6) and satisfaction (r = 0.6) These indicate hat critical style also is not a desirable in general and leads to disastrous consequences. Development al Style Developmental style was positively related to empowerment, growth and independence (r = 0.73), learning (r = 0.77), morale (r = 0.85) and satisfaction (r = 0.84) It was negatively correlated with dependence (r= -0.4) and feelings of resentment or dislike for the boss or work (r= -0.7) The findings make it clear that developmental style is the most desired style in terms of creation of a growth oriented, developmental, and learning culture. These data indicate that it is the developmental style that creates most positive emotional climate. This is in very similar to the findings of McClelland on the characteristics of an Intuitional Leader. Relationship between situational style and the overall style Item total correlations were computed between each of the items and the overall style across all the nine styles. Table 1 presents details. The coefficients of correlations are indicative of the predictive ability of each situation for the overall style of the candidate. The table indicates that all except one of the items dealing with management of mistakes have a reasonable high predictive ability as indicated by the item total correlations. The coefficients of correlation re rather high. Table 1: Coefficients of correlations between the style shown in each situation and the overall style scores across all the nine situations. S. No. Item Content or situation Item total correlation between the item dealing with the style Benevolent Critical Developmental 1 Goal setting or assignment of tasks .79 .57 .75 2 Information sharing .75 .59 .83 3 Managing mistakes .05 .68 .86 4 Managing conflicts .52 .61 .78 5 Rewarding or recognizing good performance .81 .71 .89 6 Decision taking .7 .76 .86 7 Performance monitoring .75 .76 .81 8 Resource and support giving .81 .74 .82 9 Responding to   failures .74 .67 .84 2.3 Discuss why leadership styles needed to b adapted in different situation and evaluate the impact on the organization. There are many different ways to be a good leader and studies conducted have identified several distinct styles of leadership. These can be categorized in a variety of ways, each using different methods, techniques and tools to achieve the same result of providing direction, implementing plans and motivating a group. Each leadership style will have varying degrees of success in different situations and their effective use will also depend on the personality and personal skills of the leader involved. Leadership styles are commonly divided into 3 major types: Authoritarian Or Autocratic Leaders using this style will have total authority over any decision making and will basically tell their followers what needs to be done and how the tasks should does have its place and its uses it is particularly effective when time is limited, such as in an medical emergency, when it is vital for someone to take charge and prevent any chaos or confusion. It is also good for groups that need close supervision and would not necessarily have much useful to contribute to any decision-making process, such as when dealing with young children or very inexperienced employees. This style can also work well in a normal workplace setting if your employees already well-bonded and well-motivated and have trust in you as their leader. However, it is not generally recommended to use the autocratic style all the time as this can lead to loss of motivation from followers, as resentment builds. This is particularly true when dealing with creative employees and team players, who may be keen to participate in the decision-making processes. Participative or Democratic This kind of style prioritizes team participation and because each member is allowed to contribute his/her ideas and feels that their input is considered seriously, there is increased employee satisfaction and ownership. The democratic leader will listen to his groups ideas and give them fair consideration, although the ultimate authority for the decision will still rest with him. This style is often used in the workplace when the leader has some of the information needed and the employees have the other necessary parts, so that a better decision can only be taken when everyones input is considered. It is especially effective when you have knowledgeable and skilled employees. However, one drawback of this leadership style is that it can make it difficult to make quick decisions when time is short or there is an immediate urgency to a problem. Delegative Or Free Reign This leadership style is also often called laissez-faire leadership, meaning that followers are effectively given free reign to make decisions and do what they think is appropriate. There is no continuous supervision or feedback from the leader to the group. Although this sounds risky, this leadership style can work if team members are highly-experienced and require little supervision to achieve the expected outcome. It is also useful because a leader isnt always able to do everything and often needs to delegate certain tasks, therefore, this style of leadership works well if the leader is able to trust and have confidence in the abilities of the people below him/her. Leadership Styles In Real Lifeà ¢Ã¢â€š ¬Ã‚ ¦ In reality, most good leaders will use a combination of these main 3 types of leadership styles to achieve the best result in each specific situation. Naturally, one style may be more dominant or more often used than others, due to the leaders personality and personal skills, but often, the situation and environment will also dictate which style is more suitable. In some cases, all three styles may be used at the same time such as a leader informing the group that a current procedure is not acceptable and that a new one needs to be established (autocratic), then asking for their ideas in creating a new procedure (democratic) before finally delegating certain tasks to different team members, for the implementation of the new procedure (delegative). 3.Be able to secure achievment of organization involvment and objectives through strategic leadership. 3.1 Develop a culture of professionalism, mutual trust , respect and support within the organization. Matching individuals to organizations is a crucial part of success for any company. The match between people and the companies for which they work is determined by the kind of organizational culture that exists.A culture of professionalism is essential for the progress of any organization. The degree to which an organizations values match the values of an individual who works for the company determines whether a person is a good match for a particular organization. The collective rules by which an organization operates define its culture. These rules are formed by shared behaviors, values and beliefs. Culture forms the basis for how individuals operate within the context of the organization. In large organizations, vision statements, mission statements and statements of values are often formalized to describe the companys culture. On the most basic level, culture is observable as a set of behaviors. Examples of culture at this level include the degree of formality with which employees conduct themselves, the organizations dress code, and the type of technology used. Beneath the level of observable behaviors are the values that underlie behavior. Though these values determine behavior, they cannot be directly observed. At an even deeper level are the assumptions and beliefs that determine values. While an organization or individuals values may remain within awareness and can be stated, assumptions and beliefs often exist beneath the surface and out of conscious awareness. Being aware of an organizations culture at all levels is important because the culture defines appropriate and inappropriate behavior. In some cultures, for example, creativity is stressed. In others, the status quo is valued. Some cultures are more socially oriented, while others are task-oriented. In some companys teamwork is key. In others, individual achievement is encouraged and valued. An organizations culture also determines the way in which employees are rewarded. Management tends to focus on a dominant source of motivation, such as pay, status, or opportunity for personal growth and achievement. The accessibility of management and the ways in which decisions are made are reflections of an organizations culture as well. It is important for individual values to match organizational culture because a culture of shared meaning or purpose results in actions that help the organization achieve a common or collective goal. An organization will operate more productively as a whole when key values are shared among the majority of its members. To that end, employees need to be comfortable with the behaviors encouraged by the organization so that individual motivation and group productivity remain high. High functioning organizations are comprised of individuals whose overt behaviors are consistent with their covert values. All of this is of crucial importance to managers. Senior executives usually set the tone by exerting core values that form the overall dominant culture shared by the majority of an organizations members. So, if management does not take the time to understand the culture that motivates an organization, problems are inevitable. New procedures and activities will be very difficult to implement if they do not mesh with the organizations culture Steps to ensure that individual are responsive to the goals and operating procedure of the organization start with the hiring process. Managers can foster the development of a positive culture by employing people who share the same values and vision that the organization represents. To do this, employers can spend time with prospects before they enter the organization as new employees. Once new hires are indoctrinated with the organizations values, they will form an objective perception of the environment that will solidify the organizations personality or culture 2 Evaluate the impact of a strategic leaders clear focuss in leading the organization in the achievement of objectives. The benefits of good organisational skills in a leader will performance of the workforce.. An effective leader will be able to steer a course around and through these challenges leading to successful implementation of service improvements. Leaders must have a clear understanding of both the formal and informal aspects of their organization as well as all their responsibilities for strategic development and change management. Then they will be able to get the most out of the organization and its workforce. The formal organisation includes the hierarchy and accountability arrangements, information systems, committee structure and meetings, employment and pay issues. The informal features include relationships, the kinds of behaviours that are expected and reward, communication, distribution of power and how conflicts are handled.The development of a learning culture is a practical measure to enable the work force to regularly polish their skills and knowledge and address their organisations objectives through their delivery of high quality services. The destructive influence of hiring someone who does not share the same set of values, goals and commitment employed by the organization will weaken a strong chain of links and bonds. An employees performance depends on what is and what is not proper among his or her peers, which in turn affects that individuals behavior and motivation to participate and contribute within the organizational framework. An effective means of keeping employees aligned with the values and goals of an organization is by developing a culture that encourages employees to focus on a higher purpose for their work. Values that support this kind of cohesive operation include the idea that people Creating an environment where people enjoy and value their work is key. To do this effectively, leaders must be sure to communicate clear expectations for every member of the organization. These expectations should be supported by the words and actions of managers who regularly let people know how their work is important to the organization. Individuals should be given assignments that are consistent with their strengths and interests, and opportunities for continued learning and growth should be provided as well. Strategic leader provides the vision, direction, the purpose for growth, and context for the success of the corporation. The two important parts of strategic achievement are formulation and implementation. While both parts are essential to achieving superior organizational performance, the implementing strategy is where most companies succeed or fail. Strategic skills are necessary in order to define and achieve specific goals and objectives. Strategic thinking involves the ability to identify a relevant desired state, assess the starting state, and then establish and navigate the appropriate path of transition states required to reach the desired state. A key element of effective strategic thinking is determining which operators and operations will most efficiently and effectively influence and move the present state in the direction of the desired state. Successful leaders know and accept themselves and are able to be present in someone elses world without judgement. They are people who see linkages and trends in situations, to trust themselves,and are able to think multi-dimensionally, being focused and expansive at the same time. They can manage ambiguity, they can enter a situation at any point, easily cope with future requirements. Another level of process involves the strategies, skills and capabilities by which the organisation or individual selects and directs actions within their environment i.e. how they generate and guide their behaviours within a particular context. For an individual, capabilities include cognitive strategies and skills such as learning, memory, decision making and creativity, which facilitate the performance of a particular behaviour or task. On an organisational level, capabilities relate to the infrastructures available to support communication, innovation, planning and decision making between members of the organisation. 3.3 Analyze how strategic leader support and develop understanding of the organizations direction. Leadership is an interactive process, the collective energy of a group, organization, or nation is focused on the attainment of a common objective or goal. Through leadership, clarity of purpose, direction, and means is achieved. There is also a perception of shared commitment by members. However, leadership tasks at the top of a large scale organization are different from those at lower levels because the nature of work changes as an individual moves up through the hierarchy of an organization The major functions performed by increasingly higher levels of the organization are increasingly indirect, complex, and ill-defined. The lower levels deal with well- understood procedures. The resource requirements are modest, and expectations of performance are clear. Leadership is direct; leaders are expected to influence the course of events by their own actions. At higher levels, requirements are less clear, problems are less defined, and there are situations where developed procedures or precedents do not exist. Leaders at higher levels must be creative in problem solving, more innovative in their thinking. They must also be more proactive, in the sense of looking further forward more perceptively to set directions that play out over long periods. Organizational leaders may influence several hundred to several thousand people. They do this indirectly, generally through more levels of subordinates than do direct leaders. The additional levels of subordinates can make it more difficult for them to see results. Organizational leaders have staffs to help them lead their people and manage their organizations resources. They establish policies and the organizational climate that support their subordinate leaders. Organizational leadership skills differ from direct leadership skills in degree, but not in kind. That is, the skill domains are the same, but organizational leaders must deal with more complexity, more people, greater uncertainty, and a greater number of unintended consequences. They find themselves influencing people more through policymaking and systems integration than through face-to-face contact. Organizational leaders  focus on planning and mission accomplishment over the next two to ten years.  Getting out of their offices and visiting the parts of their organizations where the work is done is especially important for organizational leaders. They must make time to get to the field to compare the reports their staff gives them with the actual conditions their people face and the perceptions of the organization and mission they hold. STRATEGIC LEADERSHIP Strategic leaders are generally responsible for large organizations and may influence several thousand to hundreds of thousands of people. They establish  organizational structure, allocate resources, and communicate strategic vision. Strategic leaders work in an uncertain environment on highly complex problems that affect and are affected by events and organizations outside their own. Strategic leaders apply many of the same leadership skills and actions they mastered as direct and organizational leaders; however, strategic leadership requires others that are more complex and indirectly applied. Strategic leaders, like direct and organizational leaders, process information quickly, assess alternatives based on incomplete data, make decisions, and generate support. However, strategic leaders decisions affect more people, commit more resources, and have wider-ranging consequences in both space and time than do decisions of organizational and direct leaders. 3.4 Discuss how strategic leadership styles are adapted to meet changing needs, and to enable organizational development and commitment. In order to determine what the effective leadership styles are, it is essential to have a basic understanding of what leadership is. Various Types of Leadership Styles You may discover that some of the following are effective leadership styles that you can use in managing people. Charismatic Leadership Some believe that charisma is inborn. This is the characteristic of a person who inspires without trying very hard. He or she appears to have a natural ability at leading others. This is such a leadership style that can inspire others. This is usually associated with demagogues. Charismatic leaders need to focus on leading others to attain the objectives of the organization. If they are not careful, this ability may go to their heads. Participative Leadership This style is important in making teams work effectively. The leader is both leader and active participant. Contingency leadership This is the type of leadership where plans are made in taking care of any possibility that something may go wrong. Risk management is part of this. Autocratic Leadership style This involves use of position, power and authority. Simply put, What I say is the law