Enhanced ACT Writing Test

Slavery - Slave Resistance - 1196 Words

It could be considered almost ludicrous that most African-Americans were content with their station in life. Although that was how they were portrayed to the white people, it was a complete myth. Most slaves were dissatisfied with their stations in life, and longed to have the right of freedom. Their owners were acutely conscious of this fact and went to great lengths to prevent slave uprisings from occurring. An example of a drastic measure would be the prohibition of slaves receiving letters. They were also not allowed to converge outside church after services, in hopes of stopping conspiracy. Yet the slaves still managed to fight back. In 1800, the first major slave rebellion was conceived. Gabriel Prosser was a 24 year old slave who†¦show more content†¦In 1821, he ran away from his plantation, but was then visited by the Spirit who told him to return. Then in 1824, he had his second vision, in which he saw light in the sky and then discovered drops of blood on the corn as though it were dew from heaven. Four years later, the Spirit returned to him and told him it was now his time to fight against the evil, and that a sign from heaven would tell him when to strike. In February of 1831, a solar eclipse occurred. He took this as his sign from God and disclosed his plan to four trustworthy men. Then on August 13 the sun appeared to be a turquoise color, and he saw that as his final sign. Soon afterwards, on August 21, he set out on his path of destruction. They first set out to the home of his master, and killed the entire family. They moved from house to house, massacring all the white people they could find. His numbers soon grew to about 40 slaves and from there roughly 100. He decided to march towards Jerusalem, Virginia, but word had spread that a rebellion was occurring, and they were deterred by a group of militia. In the end, they were crushed by the state militia, but Nat Turner was able to escape. He hid for about six weeks but was discovere d and captured. In total, around 60 white people were slain as a result of his rebellion. He was eventually tried and hanged. Finally in 1839, the Amistad mutiny occurred. This was a revolt on a slave ship near Cuba, organized by a man named Joseph Cinque. The slaves,Show MoreRelatedEssay on Slavery - Slave Resistance1173 Words   |  5 Pagescomplete myth. Most slaves were dissatisfied with their stations in life, and longed to have the right of freedom. Their owners were acutely conscious of this fact and went to great lengths to prevent slave uprisings from occurring. An example of a drastic measure would be the prohibition of slaves receiving letters. They were also not allowed to converge outside church after services, in hopes of stopping conspiracy. Yet the slaves still managed to fight back. In 1800, the first major slave rebellion wasRead MoreSlave Culture And Resistance Of Slavery Essay705 Words   |  3 PagesSlave Culture and Resistance to Slavery In chapter eleven, The Peculiar Institution: Slave Culture and Resistance to Slavery written by Eric Foner the author of Give me liberty! An American History published in 2012 briefly describes the slave culture and how it was. Included will be a piece on Incidents in the life of a slave girl, written by herself in 1861. Courtesy of University of Michigan Library, Making of America. In the Resistance to Slavery Foner will demonstrate how individuals bothRead MoreAfrican American History Essay1011 Words   |  5 Pages Slavery began in the late 16th century to early 18th century. Africans were brought to American colonies by white masters to come and work on their plantations in the South. They were treated harshly with no payments for all their hard work. In addition, they lived under harsh living conditions, and this led to their resistance against these harsh conditions. The racism towards the African Americans who were slaves was at its extreme as they did not have any rights; no civil nor political rightsRead MoreFrederick Douglass And The Abolition Of Slavery1713 Words   |  7 Pages or resistance, against the institution of slavery. They rebelled against their positions in a variety of ways--sometimes small, subtle acts; other times very obvious and direct implications. Frederick Douglass resisted slavery by understanding the fundamentals of it, standing up for himself, and formulating an escape. James Oakes argues the direct resistance displayed by slaves, like running away, was signific ant and necessary to the abolition of slavery as a whole. Oakes understood slave resistanceRead More`` Acts Of Resistance : Black Men And Women And The Hanging Of Angelique 1138 Words   |  5 PagesAll of Cooper’s works, whether it being a poem, dissertation or novel, are mainly based on slavery and abolition, as she specializes in these topics and holds a Ph.D. in African-Canadian history. Along with slavery and abolition, Cooper also has an abundance of knowledge towards the topics of women’s history and New France studies. In this case, her paper â€Å"Acts of Resistance: Black Men and Women Engage Slavery in Upper Canada, 1793-1803† is being analyzed. Cooper wrote this paper based on her ongoingRead MoreAntebellum Slavery And The American Revolution879 Words   |  4 PagesAmerican slavery was something that not only mentally challenging, but it was physically demanding as well. Many slaves did not have the luxury of a â€Å"kind† master, and many were mistreatment from birth. Slaves fought masters, and master fought slaves without regard to the human condition. Antebellum slavery was different than past form of American slavery, because slaves had gained a taste of the ideas that were spread from the American Revolution. These idea played a big role in slaves wanting freedomRead MoreAntebellum Slavery And The American Revolution885 Words   |  4 PagesAmerican slavery was something that was not only mentally challenging, but it was physically demanding as well. Many slaves did not have the luxury of a â€Å"kind† master, and many were mistreatment from birth. Slaves fought masters, and master fought slaves witho ut regard to the human condition. Antebellum slavery was different than past forms of American slavery, because slaves had gained a taste of the ideas that were spread from the American Revolution. These idea played a big role in slaves wantingRead MoreThe, My Eyes Have Seen By Alice Dunbar Nelson Essay1622 Words   |  7 PagesThe important theme of resistance towards the institutions of slavery in America is a major factor that contributed to the formation of the United States. Ever since slaves arrived in the Chesapeake in the early seventeenth century, slaves resisted their enslavement just as anyone else would, in order to claim some measure of freedom against an institution that defined people as property. African Americans resisted slavery in many different forms in order to secure customary rights that dictatedRead MoreLiberty Is The State Of Being Free Within Society954 Words   |  4 PagesLiberty is the state of being free within society from oppressive restrictions i mposed by authority on one s way of life, behavior, or political views. Slavery in the United States played an enormous role in building the country we all live in today. This dark part of our nation’s history affected the lives of thousands of African people who were taken from their homelands and families to be forced to work on farms and factories without pay and to be thought of as no more than farm equipment orRead MoreThe Importance Of Slave Trade In Africa751 Words   |  4 Pagestheir market. The African slaves were cheaper as compared to other continents and thus could be acquired in large numbers. In addition, African slaves were energetic and very resistance to infections and diseases. Besides this slave trade was being practiced in Africa and thus it was easy for the European nations to introduce the chattel slave. African slaves when shipped to the European Nations, they were taken to have a slave status, thus it was easy to maintain their slave status of blacks . There

Hofstede Cutlural Dimensions Free Essays

string(33) " of its partner company’s\." Hofstede Electronic Submission Coversheet TO BE COMPLETED BY STUDENT By electronically submitting this work, I certify that: †¢ This assignment is my own work †¢ It has not previously been submitted for assessment †¢ Where material from other sources has been used it has been acknowledged properly †¢ This work meets the requirement of the University’s ethics policy Student Name: nidi kumar Student Number : 9048219 Faculty: FBSE Level of study: level 6 Course title: International business management Unit title: Cross-cultural Management Assignment title: Airbus and GLOBE Assignment tutor: Peter Jordan Word count: 500 Learner request for feedback: TO BE COMPLETED BY STAFF Tutor feedback: Areas of Strength: Areas for Improvement: Grade mark: Submitted on time (Y/N): Tutor signature: Date: Identify the key cross-cultural issues faced by the Airbus consortium and relate these to the Globe’s projects clusters of business cultures. Critically evaluate the usefulness of this research in understanding the issues involved and in devising viable solutions. What lessons can be learned for companies embarking on international projects? Introduction Cross-cultural management describes â€Å"organisational behaviour within countries and cultures† (Adler and Gundersen, 2008, p 13) as a result it compares the organisational behaviour across various countries and cultures and most importantly it seeks to comprehend and advance the â€Å"interaction of co-workers, managers, executives, clients, suppliers, and alliance partners from countries and cultures around the world. We will write a custom essay sample on Hofstede Cutlural Dimensions or any similar topic only for you Order Now † (Adler and Gundersen, 2008, p 13). A company that has experience of cross-cultural management and thus has its roots in several European countries is Airbus SAS. (Browaeys and Price, 2011). Outlined on the company’s website they express their desire to overcome â€Å"national divides, sharing development costs, collaborating in the interest of a greater market share, and even agreeing a common set of measurements and a common language† (Airbus. com cited in Browaeys and Price, 2011, p 67). However, as time progressed evidence suggests that this has not occurred as demonstrated in key cross-cultural issues experienced by the organisation. Introduction not yet complete (Try to make a generic view of CrossCultural Management beyond companies ie consider how CC management is dealt with across industry sectors ( most prevalent in telecoms organizations) also what are the â€Å"roots† of CC management and how does it address new global challenges/provide new solutions)) Method of Research By comparison of 2 companies ie Airbus / Globe highlighting key CC management approaches, issues and solutions (Risk of systemic flaws in approach/repeatable failures) YOU should compare apples with apples ie list all significant issues, select an issue eg Economic Patriotism and evaluate the approach taken by both parties / im arguing for creating A table to do this we can talk†¦ Key Cross-Cultural Issues faced by Airbus (Related to Globe’s Cross-Cultural Approach) Problems Faced by Airbus (enumerate and modify in your own words) Socio-cultural technical problems. †¢ The workforce at the aircraft manufacturer is geographically distributed in proportion to national ownership stakes. In an instance of economic nationalism, government distort private transactions among economic actors by discriminating against foreigners in the name of national interest. This lead to the decrease in the productive efficiency. It is because of the various differences of management styles and way of communication. For e. g. : comparing with the French people, the Germans prefer collective decision making, whereas the French prefer centralised decision. At the same time the Spanish are flexible but have inferiority complex, so they have tendency to be vague and unreliable due to which they respond very less. Ian Stokes, 2006). †¢ The main problem is when EADS company of Airbus was created, two chief executives German and French headed it. It was maintained even due to knowing the fact of the crisis caused by problems in development in A380 began. Looking from the Hofstedes cultural dimensions the French likes high power distance whereas the Germans prefer low power distance. So while making decisions Germans tend to interfere in the conversations while it is being dislike by France people. So this unintentionally hurt the ego’s of the French people and creates a conflict between them. Hofstede. G, 1991) 1 †¢ Due to the government involvement respective countries, cost cutting measures were delayed as state aid comes to rescue their respective partner first. From this situation it seems that power id distributed unequally. The government is being self centred and looking after its own motives. Even no action id being undertaken by the group members of the company in order to tackle this issue. It is in this area that a culture shows the extent to which it ‘tolerates and fosters pecking orders, and how actively members try to reduce them’. Mead, 1994; 66) 1 †¢ One of the main causes in delay of the launch of Airbus A380 for two years was owing to the fact of having a complex wiring design system for it. †¢ There were 1,200 functions to control the plane that takes 98,000 wires 40,000 connectors. The system has 500,000 models, which needs to be kept in sync from different countries. It was complicated and very much time consuming due the fact of the engineers being at different locations. †¢ Even the aircraft parts were built at different locations. For example: nose sections are built in France, fuselages in Germany, wings in Great Britain and tails in Spain. And the final assembly were done in Toulouse (France). It unnecessarily increased the transportation cost, communication problems and foremost aspect time consumption. †¢ There was a problem with regards to software and knowledge as well. The engineers in Germany and Spain used the older version V4 of the CAD program in order to design the wiring system, while the engineers in France and England used the newer version V5. This created trouble and delay while transferring the data because the some data was lost while transferring files from one system to another. †¢ With regards to knowledge, French were familiar with the software while the Germans were not inexperienced compared to French. According to Hofstedes1 it seem that the French are more of individualistic in nature because they were least concerned about the training of its partner company’s. You read "Hofstede Cutlural Dimensions" in category "Papers" Due to the lack of integration in engineering it resulted failure in execution. When the HRM team was most needed to train the employees ; communicate between them regarding the software problems, they were very busy with responding to the new legislation- such as those concerned with labour working hours and the French directive on rights of individuals to choose their own training. As the French are more type of individualism because of the preference towards centralised executive , they tend to first sort out their problems that made them busy in doing things which was not important compared to training problem. Ian Stokes, 2006) 1; (Trompenaars, 1993; 8-11) 1 †¢ The top managers were busy struggling for the senior position in the consortium and lobbying for influence. These lead political goals get in the way of project goals. From this it seems that that the top managers were very much individualistic in nature. They were more interested in getting the name an enjoy being superior in the organization. They seemed to be self-achievement oriented and least concerned about the problems going on in the company. This dispersed the decision making power which was most needed in problems like this. (Hofstede, 1991) 1 All this problems lead to the delay in launch of Airbus A380 for two years that was scheduled to launch in 2006. Delay in delivery forced some airlines to cancel their orders. This gave them loss of euro 2 billion due that they had to make drastic cuts in the size of its workforce and closure of some plants, which in turn dented their image in the market. Efforts taken by Airbus to tackle the issues. In order to tackle the design of the wiring system and the software problems, Airbus made special investment to train its employees with the help of the software supplier. †¢ They even tried to set up intercultural sessions to inspire a warm feeling of mutual understanding, but it failed to address adequately the fundamentals of co-operation. †¢ The EADS managers most of the times tried to draw attention to the common areas and similarities, rather than differences in order to tackle the cross-cultural differences with regards to perceptions and doing things. They have distributed their workforce in proportion to the ownership stakes geographically because they thought that this would increase their productive efficiency. Put Table A in here Critical Evaluation of Research (based on analysis of table) Economic Patriotism: Many organisations are forced to develop and expand themselves into new markets overseas due to the increasing maturation of domestic markets and foreign competitors. In order to gain a competitive advantage over their competitors they are recognising their identity that can help them to sustain. The main motive behind this step is that by enlightening the only one of its kind personality or character of an organisation or group, all the way through symbols, communications and behaviours, it will help them to create favourable corporate image in the minds of these groups. Such differentiation will help them to create an image based on the uniqueness of its own identity, as well as creating a tendency in the minds of the people or groups as a basis for developing long-term profitable relationships. (Van, 1992) 2. Economic patriotism is most of similarly related on these theories. Economic patriotism means, â€Å"supporting one’s country†. Economic patriotism is the coordinated and the promoted behaviour of consumers or companies (both private and public) that consists of favouring the good or services produced in their country or in their group of countries (wikipedia) 3. According to me economic patriotism means favouring the people and practices done in ones own country, right or wrong. The main motive of the people living in their own country is to promote its thoughts, beliefs, way of doing business, etc. this is automatically done because they had been under the influence of such practices since their childhood. It’s like expressing that they love their country and ready to sacrifice for it. Economics patriotism can be done with the help of many activities for e. g. : imposing tariffs on imports, quota system, or encouraging consumers to purchase own domestic services and products. Now a days a new type of economic patriotism has came up that does not allows foreign investors to develop or acquire companies in one’s country. For e. g. : Arcelor acquired by Mittal (Largest steel industry). Government and political bodies are playing the main role to promote economic patriotism. Even in the Airbus case study economic patriotism has played a significant role in problems created by government of different countries. The workforce at the company is geographically distributed in proportion to national ownership stakes. So this makes the workforce far from each other. According to the company it may help them to increase productive efficiency. But in an instance of economic nationalism (whereby the people support their respective rights and countries), the government of respective countries changed private transactions according to their thoughts and practices in order to protect the local economic interests. They discriminated foreigners in the name of national interest. So political bodies came into role in order to support the local people. Their economic motives include the preservation of employment or attraction of economic activity to a certain area. And the company’s strategic motives were to include national security in order to capture rents abroad in monopolistic market. But the patriotic approach of the company proved ineffective because it conflicts with the economic efficiency, which derives from the protection of the interests of the local lobbies. pic] The company tried to integrate all its employees and create a sense of togetherness but the â€Å"economic patriotism† practiced by the people and government in respective countries failed the company’s objectives. The politicians want to win the votes from people by supporting their interest. The damaged caused by economic nationalism indirectly created inefficiency and poor performance of corporate gov ernance. Due to this damage Airbus reputation was dented. The government did not supported because it conflicted with the ideas and thoughts of the government. The cost cutting measures were delayed because the state aid first comes to rescue the government-supported company. The competition increased because government supported companies had privileged access to infrastructure and procurement contracts. This delayed all the process in the company and unnecessarily increased the loss and the cost of production. Indirectly the Airbus suffered from takeover threats from the more efficient organisations. Finally, the national efforts to support one’s interest proved to be self-defeating as other countries react in kind, neutralising the initial attempt to gain competitive advantage. Reflection of the way the company was organised. One of the causes of the delay was the complex wiring system and the software compatibility. The digital system has 500,000 models that need to be kept in sync. Despite of the fact that even a single mistake can create problems the company operated from different regions further complicating the wiring system. The seems to be communication gap between the employees because engineers in Germany and Spain used the older V4 version of the CAD program to design the wiring whereas engineers in France and England used the newer V5 version. Although it has been said by the software developer that both the version were compatible but the company should not have taken risks of going with different versions. Although there was claim by developer regarding compatibility the data was lost while transferring files from one system to another. The suppliers were also not involved in a collaborative effort to anticipate problems. There was lack of training and communication among the engineers as well. It can be seen because the engineers in France were familiar with the software while the Germans did not have much experience with it. This shows that there is centralised decision in the company that made other engineers lack of knowledge. They built the different parts in different region, which further complicated the assembling system due to the lack of communication related to knowledge and software problems. Author Hellemans notes that ‘what happened in Germany was not just technical problems related to software but it was an execution failure due to lack of efficient knowledge’. (Davis, 2007) 1 From the problems that Airbus faced, the company was not properly organised because it seems that relied mostly on the software developer regarding the solutions. There was even lack of training, communication and transparency within the organisation. It seems that mostly the decision were made in headquarters only, not with the consent of other people. The merger of the national components in 2001 only integrated themselves officially but mentally they were far away from each other. It even seems to be inequality from lack of technological development equally because when France England upgraded themselves to V5 version, the German and Spain were still on the V4 versions. Lessons Learned. what are the lessons learnt from this specific research ie outcomes from analysis of the table/also comment on the quality of the research / ie selection of evaluation â€Å"parameters† to compare, what if scenarios / heuristics / deductions / further research) In the real world there is not any specific best way to integrate diverse cultures within an international joint venture. It solely depends upon the situation and the kind of cultures involves . But I am trying to be closer to individual’s perception and actions that may lead to a common ground where everyone accept each other. Research: Proper research needs to done before setting up such a culturally diversified company. Research should be on the basis of the cultural dimension of Hofstedes1 i. e. power distance, uncertainty avoidance, masculine vs. feminine, short-term vs. long-term orientation, what they like and what they don’t. It helps them to integrate all their activities on the common grounds and come up with a solution that maybe acceptable to everyone. Collectivist’s approach: As we don’t have any idea about what people’s want and desires are, a collectivists approach will explore the ideas and perceptions about each other. It will gradually help to know each other’s ideas and beliefs that can be helpful to achieve the desired goals and objectives. Initially it may create problems but at the later stage when everybody has been known to each other it help people or employees to understand regarding what to do and what not to do. Diffuse relationships: The company employees need to be considered as members of a group or an organization. They should be involved decision-making process. It helps the employees to build rapport between themselves that in turn explore each other’s ideas and beliefs. Their relationships with each other helps us to find how efficient the organization is and what steps need to be taken in order to tackle the cross-cultural issues. Teambuilding session should be conducted in order to create a feeling of oneness, which can increase the efficiency of a company. (Trompenaars, 1993; 8-11) 1. Equality: If we integrate diverse cultures within international joint venture equality should be always there in term development, technological advancement, knowledge, etc. n the Airbus it failed because Germany ; Spain had V4 version of the Cad programme whereas France ; England had the latest V5 version. So always proper standardisation should be adopted within the whole organization at a specific time. Global knowledge, local understanding: the approach should be to indulge diverse cultures but the process should be local. It means any activity done should be on the basis of the activity carries out in the home country of any organisation. Proper training should be given to its employees from the engineers at headquarters because they know it better than anyone else. This helps them to consume less time and achieve perfection, stabilisation, which is considered to be vital in any industry in order to achieve goals and objectives. Training can even be of language, way of doing things, actions, etc. Due to lack of proper training the Germans were not familiar with the software, it more delayed the project while executing the fuselages. Time focus (polychromic): Initially the top managers need to be polychromic in time i. e. the top managers need to focus on several tasks ; should be less dependent on detailed information hile doing these tasks. Their main focus should be on involvement with people. This helps the employees or the partners in business to be much more expressive and approach the management whenever they feel to do so. (Hall ; hall, 1990). References. 1. Marie-Joelle Browaeys and Roger Price – Understanding Cross-Cultural Management, 2008. 2. Marlo Thomas; Helene Hill, International Marketing Review, Vol16, Number: 4/5, Year: 1 999, pp: 376-390. 3. http://en. wikipedia. org/wiki/Economic_nationalism. Read more: http://www. ukessays. om/essays/cultural-studies/airbus-case-study. php#ixzz2BNsfYQjM Economic Patriotism A key cross-cultural issue which has been highlighted is the considerable damage caused by economic patriotism to Airbus. An example of this economic patriotism which caused difficulties was the issue of German and Spanish engineers using the older V4 version of the CAD program; whereas the UK and France used the new V5 version. A significant reason for the rejection of the new system has been emphasized by Williams (cited in Clark, 2006) as a matter of national pride. The Germans felt the French were imposing the new system upon them, causing them to reject it. In relation to the GLOBE theory, this act can be identified as an action of assertiveness from German employees, due to the fact that they would rather emphasis on results rather than relationships. Furthermore, Webber (cited in Clark, 2006) expressed this when he explained that â€Å"changing over to new software is costly and time consuming. As a result, German employees faced French imposition with confrontation. German and French governments also had extensive involvement causing increased economic patriotism. Will add government issues here and relate to individualism from Hofstede Reorganisation of company Airbus required a reorganisation of the company in order to improve â€Å"co-ordination, reduce the costs of production and the time between conception of planes and their introduction into service. † (Browaeys and Price, 2011, p 67), however this was not planned efficiently , due to the fact that culture differences would arise. A significant issue Airbus faced was the problem of having two CEO’s, one from Germany, the other from France. This caused significant concerns because they had to compromise over key decisions due to each country having different cultural approaches to business. †¢ This part will be related to power distance, uncertainty avoidance, collectivism (institutional)(no consideration for others) , future and performance orientation(very little performance as they are not achieving anything) †¢ Will include evidence that relates to the Airbus and globe †¢ Decentralized management †¢ Loss profits †¢ Common language didn’t go as planned Gender egalitarianism I will discuss gender egalitarianism as it’s a key issue because in the case study evidence suggests it’s a male dominated job Critically evaluate In this part of the essay I will evaluate the usefulness of the theory including issues such as: †¢ Data collected from 2004 (therefore not up-to-date) †¢ Quantitative research rather than qualitative Lessons learned †¢ Equality †¢ Rappor t between employees †¢ More intensive research needs to be done †¢ Diffuse relationships †¢ Integrate activities on common ground Reference page ADLER, N. , and A. GUNDERSEN, 2008. International Dimensions of Organisational Behaviour. 5th ed. USA: Thomson Higher Education BROWAEYS, M. , and R. PRICE, 2011. Understanding cross cultural management. 2nd ed. England: Pearson Education Limited CLARK, N. , 2006. The airbus saga: crossed wired and a multibillion-euro delay- Business-International Herald Tribune [online] [viewed 25 October 2012]. Available from: http://www. nytimes. com/2006/12/11/business/worldbusiness/11iht-airbus. 3860198. html? pagewanted=all ———————– Important – choose one of the following statements (DELETE TWO THAT DO NOT APPLY): Intermediate submission How to cite Hofstede Cutlural Dimensions, Papers

Costa Coffee free essay sample

Costa Coffee is another successful coffee shop industry in United Kingdom just like Starbucks. They sell different kinds of roasted coffee in wholesale from establishment and they also sell retail coffee in their shops. Introduced in 1971 by Sergio and Bruno Costa and acquired by Whitbread in 1995. Since then they have expanded more than 1700 coffee shops within 28 countries all over UK, Middle East, South Asia and Europe and because of their strong brand reputation and expansion they are considered as the second largest coffee shop in the world. Unique Production Process Costa Coffee has created a phenomenal success because of their unique marketing concept having their own Roastery plant in Lambeth for production of their own coffee beans. During the first stage of preparation â€Å"Mocha Italia† includes manually slow roasting production process of their coffee beans with unique blends. The second preparation process includes grinding of ground beans to ensure product quality, flavor and aroma that attract the customers to wait for their cup as it is being done and served hot. We will write a custom essay sample on Costa Coffee or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The third process includes the use of espresso machine in tune with technology to produce a consistent blend and perfect espresso. Lastly excellent customer service delivery of coffee through hand made skills as executed by their highly skilled barista. Because of this old fashioned brewery combined with technology and world class presentation marketing concept Costa Coffee has created their own unique marketing position in UK market. The preparation process has been very successful that it has also been appreciated and accepted in other countries. Image Building and Social Responsibility Good selection of location for accessibility of customers and high standard, luxurious and comfortable coffee shop structure, well maintained facilities are their main focus to create a good image in the society. During the past decades they have not done match advertising and media promotion but they have become popular usually through the word of mouth and Whitbread promotion inclusion because they believed that the reputation they have built has been their strengths and they still manage to build massive appeal in the market. Costa Coffee also believed that their brand name should be enough to build customers in the community and so they only provide low cost advertisement in the past decades and only during the year 2000 they have introduced high end promotional strategies and expansion including half price promotion of their frescato during 2005, gift cards, membership etc. nd in 2007 up to 2010 they have continuous expansion of coffee shops in UK and other countries until they have taken more shops over the competition making them more visible. Costa Coffee teamed up with Rainforest Alliance to provide growth and sustainability, they are the groups of farmers that certified social and environmental standards for the responsible production of crops that promotes healthy good yields and welfare of members to improve their quality of lives. Target Market Because of their location and production strategy they have diversified their target market in a variety of people in their respective age bracket but usually because of their high commercial location of operation they have gathered a large crowd or professionals and adults market reaching as high as 45% while youth and students reaches up to 30% of their shares while the remaining numbers includes groups and family. Product Lines and Pricing Strategy During their beginning Costa Coffee introduced a wide range of finest coffee blends including hot chocolates, coffee and tea, cafe latte, espresso, cappuccino, iced coffee, frescato, mocha, ristreto In the later years they have also introduced chocolate, cakes and snacks some fruits, oats, nutty, brownies and biscuits. The variety of their products also differs from location or branch. Offering a variety of products provides wider target market through age, food preferences and price. Because of their products and price which is usually higher usually they have been engaged to offer their products to upper class, middle class and privileged class market while gender, ethnicity and religious preferences does not shown much effect in their current target market since coffee is a standard favorite from most countries around the world. . Overall Impression and Market Position Because of the tremendous customer’s patronage transparent in their expansion Costa Coffee continuously believe that they still hold one of the strongest coffee brewing and sales in UK and for decades their reputation remains. This means that their modest marketing strategies have been very successful until today. The entry of the new players and the competition remains a threat in their company in the future. My recommendation is that they may need to make a more advance promotional and advertising campaign to secure a long term dominance and market stability in the brewing and coffee industry.

the means of communication Essays - Facebook, Internet Privacy

Experts estimate that many people now spend at least 50 percent of their waking time online (Fabian, 2008). For many, a large part of this time is spent in social networking sites like Facebook. People give up huge parts of their privacy when they post their feelings, interests, and ideas online, and society seems to be becoming much more open to this lack of privacy, in fact, the users of Facebook seem to relish it, adding very personal items to their profiles that anyone who becomes their friend can view. This seems to say that our society is much more open now, and much more open to posting intimate information online, but it also is rather anonymous in a way, because users never see, meet, or touch the person they communicate with, and so, even though they know intimate details, they do not really know the person at all. Writer Fabian continues, "Facebook and My Space are virtual experiences. People are free to be someone they aren't. Peer review doesn't exist. You don't literall y touch anyone--not even by a smile, to say nothing of a handshake. No one is accountable to anyone else. And so forth" (Fabian, 2008). Thus, Facebook is kind of a "fantasy land" where people can make up anything they want to command attention, they can live an alternative life if they choose, and no one is the wiser. The fact that people accept these profiles at face value, and choose people as friends based on these profiles says a lot about our society. For all our worries about information and identity theft, people are still seemingly naive when it comes to sites like Facebook, where they post intimate details with no thoughts to the consequences. In conclusion, Facebook on the surface is a socially acceptable networking site for college students and others to connect, share experiences, and meet old friends. It does say some disturbing things about how our society views privacy, personal information, and how our society is adjusting to the age of technology, and it brings into question what a generation of Facebookers will deal with the challenges of the real world in person, like career, family, and success. Keywords. Facebook, social networking, MySpace, personal profile, Freshman Facebook, interpersonal skills, communication, online marketing, personal privacy, virtual communities. Facebook opens up other questions ab

buy custom Learning and Teaching essay

buy custom Learning and Teaching essay Jean Piaget studied how the Childs understanding develops when he observed them as they performed exercises he had given them. His study led him to develop a theory on the role of maturation on the capacity of a child to understand their surrounding. He identifies, in his study, ages 7years to 12 years as the ages when the child starts to identify their capabilities. In essence, this suggests that, before these ages, the child is not able to understand matters in particular ways. The normal cascade of a childs psychological development, according to Piaget, would involve Adaptation, Classification, Class inclusion, Conservation, Decentration, Egocentrism, Operation, Schema, and stage. As an elementary school teacher, I am at a different stage of understanding from most of the students. Most of these students are still either at the pre-operational or Concrete operational stages of understanding, while I, as a teacher, is at the Formal operational stage. At these stages, their thinking is still egocentric, and they have difficulties taking the view points of other people. They have also barely acquired the capacity to classify things in accordance to several features, and achieved conservation of numbers, mass, and weight. I, on the other hand, is capable of thinking logically and systematically testing hypothesis. I am more concerned about hypothetical and ideological problems. Therefore, for effective communication with the students, the teacher has an obligation to alter their teaching methods or styles to suit Pre-operational and Concrete operational stage of understanding. For instance, instead of merely stating simple facts by verbal language, I would try to use objects and shapes to explain some languages. I would also be more patient and accommodative with these students, with the understanding that most of them are still egocentric in their thinking. Buy custom Learning and Teaching essay

Graduation (Narrative Writing) Essay Example | Topics and Well Written Essays - 500 words

Graduation (Narrative Writing) - Essay Example Unfortunately, when my father lost his way to the place, I started to get nervous that I might be late or my name would be called and I would not be there. This was a shameful thing to even think of yet I had these open-eyed dreams again and again. There was something seriously terrible happening that day, not only with me but also the ones who were linked to me in one way or the other. My family had to take the brunt of my worry. Eventually my father reached the place safe and sound and in one piece. I quickly wore the graduation gown and the weird cap that made me feel uneasy all the time. It kept getting off my head and I chased it more than anything else that I have chased all my life. The ultimate moment came when my name was called out on the stage but I did not pay heed to it, more so because I was busy finding my cap and then putting it back up on my head again. I was really angry when my name was called out the second time as I quickly got up and started to march towards the principal in order to collect my degree. This was a difficult walk since I stumbled upon back and forth. Eventually I reached the place where the principal was standing and took my degree and left the stage as soon as I had entered. I believe all of this happened within a blink of an eye. I just could not come to terms with what had happened with my own self all this while. I believe whatever happens, happens for a reason and so is the case with my graduation day. I laugh at the events that happened on that day and it makes me realize that nearly all events of life must be enjoyed as they teach one lesson or the other at different stage of one’s career. I was unsatisfied earlier that my graduation day went really bad and I had no fond memories of the same to share with my friends yet when I think about the same now, I come to the realization that it makes me feel happy and at ease and more than anything else, it spreads a smile on my face

Structural Empowerment Paper Case Study Example | Topics and Well Written Essays - 1000 words

Structural Empowerment Paper - Case Study Example Being the president of Southern Cross Enterprise, Ted’s work involves making the company profitable and reputable in its industry. With today’s ever-changing business environment, leaders have numerous roles that they are expected to perform exceptionally (Meindl & Shamir, 2007). Their effectiveness in fulfilling these roles translates to the success of their organizations. The roles are universal as every leader is expected to fulfill them despite the nature or size of their organization (Hiller, Day & Vance, 2006). The most fundamental role a leader has is that of effectively communicating to their subordinates. Effective communication, from the top, ensures that the organization runs smoothly (Arkebauer & Miller, 1999). Ted, as the president of Southern Cross Enterprise, fails in his role as the communicator of his firm. According to the article, Ted gets along with his subordinates but rarely spends time with them. For the most part, Ted is in his office researching about the company’s market and its competitors. His failure to actively interact is apparent by the tendency of unrests occurring in the organization. A leader, as a communicator, should be able to reach out to his staff and other stakeholders (Firestone, 1996). Ted should encourage his employees to exchange information for efficient running of operations. To resolve this issue, Ted should adopt an open, honest and appropriate means of communicating with his subordinates (Eagly & Johnson, 1990). He should schedule meet-ups, other than the company’s annual picnic, to interact with his employees. By adopting open communication, Ted might be able to resolve the tension among his workers. Leaders, in their organizations, adopt the role of strategic thinkers in order to guide the company to profitability. Ted as the leader of his company is doing a fairly good job given his company is profitable at the moment. He researches about the trends in the wine making industry to gain a

Artificial Heart, History and Function Essay Example | Topics and Well Written Essays - 250 words

Artificial Heart, History and Function - Essay Example Artificial Heart, History and Function This prompted Dayton of Ohio to develop a polymer that would be accepted by the body of a human being. July 3, 1952, a successful heart surgery was done by use of the mechanical heart acting as a substitute during the operations. That was at the Harper University Hospital, Wayne State University in Michigan, USA. A machine called Dodrill-GMR was used during the operation’s success. The doctor’s in operation, Dr. Forest Dewey Dodrill and Dr. Matthew Dudley noted that this was the first operation that an artificial machine had fully replaced the functions of the heart during an operation. This discovery did set the pace for other inventions and experiments in the same field. In 1949, Yale school doctors, William Glenn and William Sewell made a pre cursor to this artificial heart-pump that was seen to bypass the heart of a dog for more than one hour. Many other inventions have followed since these discoveries were made. This created discoveries both in the USA and in other places all over the world leading to the now fully functional artificial heart. Patients eligible for receiving these hearts are those whose hearts are on the verge of collapsing due to a collection of problems associated with heart failures. The main disadvantage of these hearts is that they do not operate like the natural hearts where they have to be powered making the user to lack ability to continue with active life.

Leadership in the Process of Collaboration

Leadership in the Process of Collaboration Leadership is a relationship between those who aspire to lead and those who choose to follow (Kouzes et al., 2007). Leaders must master the dynamics of this relationship. They must learn how to mobilize others to want to struggle for shared aspirations. This means that leaders need to acquire the understanding, skills, and experience to collaborate successfully. Within this context, leaders move away from being the sole decision maker to involving others such as staff, and community members in the decision making process. I have looked deeply into the leader-constituent relationship. Through case analyses, books and journal articles, I have discovered that leaders at all levels follow rather similar paths as they guide others along pioneering journeys. By these studies, I was able to identify one of the most important practices common to most leadership achievements that is enabling others to act. This practice has stood the test of time, and it is available to anyone, in any organization or situation, who accepts the leadership challenge. This essay discusses the broader study that focused on collaboration in order to contextualize and highlight the findings related to the affective elements of collaborative leadership. The essay examines how the leader supports collaboration in their organisation to enlist and enable others to act and analyses the emotional competencies involved in. Finally, consideration is given to how leaders might be supported in the development and acquisition of the key skills required for affective leadership in their organisation. This essay also highlights the data related to how the leaders support collaboration. It specifically describes the perceptions that leaders and other stakeholders had regarding the role of the leader in fostering collaboration. The essay includes the description of behaviours exhibited by leaders and perceived by participants in the study as supporting collaboration. The purpose of the essay is to analyse these collaborative behaviours in terms of their emotional component. It is important to note that the goal of this study was not to examine emotional competencies of leadership. Data related to the affective domain of leaders work emerged as significant findings of the research question. Enlist others in a common vision by appealing to shared aspirations Motivation is what drives individuals to work in the way they do to fulfill goals, needs or expectations. These are numerous, varied and changing. (Bush, T. et al, p237) People can imagine an exciting, highly attractive future for their organization. Leaders may be driven by their clear image of possibility and what their organization could become. In this case, leaders passionately believe that they can make a difference. They create the way that no one else has ever produced. They uplift peoples spirits with an ennobling perspective about why they should strive to be better than they are today. This means that to create an organised movement as well as significant change, leaders need to enlist others. They also must appeal a shared aspiration because people will not follow until the vision is accepted as their own. Leaders must speak others language to enlist them in a vision. Leaders not only understand peoples needs but also have their interests at heart when they are to sign up for journeys into the future. Leaders breathe life into visions through vivid language and an effective style. Their own enthusiasm and excitement are contagious and spread from the leader to constituents. Their belief in and enthusiasm for the vision are the sparks that ignite the flame of inspiration. (Kouzes et al. 2007, p. 16-18) Breath life into your vision and align your dream with the peoples dream According to Kouzes et al. (2007) and Hallinger et al. (2002), people desire to do something that can make a profound difference to the future of their families, friends, and communities and their life as well. Therefore, leaders not only show the directions and set the standards but also effectively communicate a vision. Visions are about our strong desire such as ideals, hopes, dreams and aspirations to achieve something great. In communicating shared visions, leaders need to make them meaningful by awakening dreams, breathing life into them, and arousing the belief that they can get extraordinary things done before bringing these visions into the conversation. In order to make their visions become true, leaders need to keep people focused and excited about the meaning and significance of their work. Leaders have to animate the vision and make manifest the purpose so that others can see it, hear it and feel it. It is not leaders dream alone but is the peoples vision. Hall (2002) shows that they need to show how their individual and collective efforts could make a positive difference and make sure that each team member could repeat the vision not just by rote but also from the heart. This would enable them to realize these aspirations and make all people have the power within themselves to accomplish whatever they desire. Expand your communication and expressiveness skills to animate the vision Kouzes et al. (2007), Shriberg et al. (2005), Green (2000) and Ginsberg et al. (2003) show that to enlist others and arouse them to go decisively forward, leaders not only appeal to their ideas, animate the vision and breathe life into it but also help them understand how their own interests and dreams are aligned with the vision. The constituents will become internally motivated to commit their individual energies to its realisation if leaders recognise that their enthusiasm and expressiveness are indispensable factors in their efforts to generate commitment in their constituents. People always desire to work more effectively and find out the fastest way to achieve their common goals but it will be very difficult if the visions are not images in their mind. Therefore, to enlist others and inspire a shared vision, leaders must be able to paint word pictures that best portray the meaning of their vision and that others get a natural mental image of what things will be like in the future. To find the ways of giving expression to their collective hopes for the future, leaders face some challenges. Firstly, extraordinary things are often very difficult to get for leaders and their constituents. They may be dispirited while facing these difficulties. In this situation, leaders must recognise that their constituents look for them to demonstrate an enthusiastic and genuine belief in their capacity and supply the means to achieve and express optimism for the future to remain passionate despite obstacles. These mean that their vital tasks are to foster team spirit, breed optimism, promote resilience as well as renew faith and confidence. Thus, leaders must look the situation at the bright side and keep hope alive. They must strengthen their constituents belief that lifes struggle will produce a more promising future. (Kouzes et al. 2007, p. 147) Secondly, in mobilizing people to struggle for shared aspirations, their intensive enthusiasm is required to generate. Consequently, leaders are responsible for the energy of authentic excitement in their organization. They need to add more emotion by using all means of verbal and nonverbal expression to their words and their behavior to communicate with their constituents because it really makes their messages to be more memorable. In addition, the prerequisite to enlisting others in a shared vision is genuineness. The first place to look before taking to others about the vision of the future is in your heart (Kouzes et al., 2007, p. 151). If the vision is not leaders or they do not believe in what they are saying, it will be very difficult for them to enlist the others. As Staler (2005) point out, people identified specific communicative behaviours that the leader demonstrates which can support collaboration in the organisation. However, they felt that listening and openness are particularly important in providing support. Inherently, such behaviour is emotional work. Openness is related to the honest sharing and disclosure of information, both personal and professional. Similarly, Kouzes and Posner (1999) indicate that in order to become fully trusted, we must be open. Furthermore, when the leader takes the risk of being open, others are more likely to take a similar risk, thereby building interpersonal trust. The ability of the leader to foster such a safe environment, to promote and exemplify such a learning model is, in part, an emotional capacity. Foster collaboration by building trust and facilitating relationships In todays virtual organisations, cooperation can not be restricted to a small group of loyalists. It must include peers, managers, customers and clients, supplies, citizens. All those have a stake in the vision. (Kouzes et al., 2007, p. 20). Leaders have to know that to produce the good results people must feel a sense of personal power and ownership. Instead of the command and the control techniques of traditional management, the new effective way to enable others to act is to make people feel strong, capable, and committed by giving the power away. Show trust to build trust Need for trust working together, as Mayer, R. C. (1995) said, often involves interdependence, and people must therefore depend on others in various ways to accomplish their personal and organisational goals. The development of mutual trust provides one mechanism for enabling employees to work together more effectively. The emergence of self-directed teams and a reliance on empowered workers greatly increase the importance of the concept of trust (Golembiewski McConkie, 1975; Larson LaFasto, 1989). In the use of self-directed teams, trust must take the place of supervision because direct observation of employees becomes impractical. Further, a clear understanding of trust and its causes can facilitate cohesion and collaboration between people by building trust through means other than interpersonal similarity. According to Kouzes et al. (2007) and Grint (2003), trust must be at the heart of collaboration. Leaders have to be trust others if they want others to trust them. They can not lead without trust. Therefore, to create a climate of trust, leaders need to be the first to trust by being the first to open up, to show vulnerability and to let go of control. Self-confident and self-disclosure are also required to build interpersonal trust. Moreover, Dinham (2007) point out that leaders must understand that besides sharing information and resources to foster collaboration they need to care for others needs and interests that play a key ingredient to build the team around common purpose and mutual respect. They understand that mutual respect is what sustains extraordinary efforts. If leadership is built on trust and confidence, people will take risks to make changes and movements alive. Leaders have the most significant impact on their organisation, promote cooperative goals and build trust by engaging in frequent conversation. It is impossible for leaders to take their people or their organisation to the next level without meaningful, frequent, and consistent communication. Huber (2002) reveal that a collaborative environment leads to greater satisfaction of individuals within the organisation, and therefore enhances their performance. Yet a collaborative environment does not just emerge because one declares there will now be collaboration. It takes a great deal of trust and respect for this type of synergy to occur. A leader builds this trust by asking and utilizing others input, considering alternative perspectives, allowing others to make decisions, and communicating, communicating, communicating. When employees feel that they are trusted, they will become trustworthy. On the contrary, when individuals feel that they are not trusted, they will exhibit behaviors creating a toxic environment. In the book the Leadership Challenge, Kouzes and Posner point out that trust is the most significant predictor of individuals satisfaction with their organisation. Highly effective leaders recognise that it is not important for them to be right, but rather to listen, take advice, lose arguments, and in some cases follow. Through these behaviors trust is built and performance is maximized. Get people interacting to facilitate relationship The most genuine way to demonstrate your care and interest in others is to engage them in conversation. Frequent conversations build trust while learning about anothers values, interests, concerns, and desires. People do not perform at their greatest levels when in isolation. Shribersg et al. (2005) argue that it is important that an organization provides opportunities to interact whether it is though social events, common meeting spaces, or regular staff meetings. Some leaders may see frequent social opportunities as wasteful or non-productive; the reality is an organization cannot develop shared priorities or reach common goals if there are not opportunities to interact both personally and professionally. In addition, Kouzes and Posner (2007) and Shriberg et al. (2005) showed that a sense of interdependent community in which everyone coordinate their efforts and need the others to be successful is one of the most crucial components to cooperation and collaboration. To bind others into cooperative efforts, a specific reason for being together must be provided by sharing and developing cooperative goals. It is also necessary for leaders to establish and keep the norms of reciprocity and fairness in their mind to improve relationship and decrease stress while working together. While people keeping the common goal in their mind, leaders need to help them to understand that they can not achieve the group outcomes unless they all play successfully their individual parts. People need to know that the long-term benefits of common group are more significant than the short-term benefits of working alone. There are many things that no one can gain on their own, but they can easily accomplish by working together. Moreover, Kouzes et al. (2007) pointed out that: group goals, reciprocity, and promoting joint efforts are all essential for collaboration to occur, but what is critical is positive face-to-face interaction. Nowadays, with the great help from technology people have many ways to connect with the others such as the emails, instant messages, and video conferences. However, the most effective interaction to build trust and promote teamwork is face-to-face conversation frequently. Durable and regular interactions between people make them always remember about how they have treated and have been treated by others. This helps them to have positive feelings on the rest of their group, which may be a solid foundation for success. Some people claim that face-to-face connection takes considerable amount of time, but despite this disadvantage, leaders need to make it one of their leadership imperatives because of the effectiveness it brings to them. Strengthen others by increasing self-determination and developing competence To allow people to feel more powerful and ultimately be more productive, it is critical to increase their ability to influence. This may be done through increasing their signature authority, reducing unnecessary approval steps, eliminating rules when possible, and assigning non-routine jobs. Unfortunately, in many organizations employees are charged with tremendous amounts of responsibility yet are not able to influence their environment to efficiently and effectively get the job done well. Employees must feel that they have the freedom to move around freely and maneuver resources necessary to accomplish an assigned task. (Jill Tomac) Creating a climate in which people are involved and feel important is at the heart of strengthening others. Leaders must make sure that everyone involve in all the group work. They need to listen to the opinions of others carefully and then help them to build up their capabilities as well as update their own information and perspective. When people are trusted and have more discretion, more authority, and more information, they are much more likely to use their energies to produce extraordinary results. (Kouzes et al., p. 21) Moreover, one key to success is that in order to gain respect leaders must also show respect for others. Jill Tomac shows that leaders are those individuals who are not widely known; they have very little interest in placing themselves in the forefront but are quite happy having their successors in the spotlight. In effect, these leaders create stars all around them, allowing others the glory. As a result, each member of the organization is performing at his/her maximum potential and bringing the organisation to new levels of achievement. Leaders recognise the importance of empowering others, through sharing information and assigning responsibility while enforcing accountability. A leaders ability to understand and appreciate others perspectives can be the critical distinguishing factor between a success and failure. Leaders who prefer to work by themselves and do not engage or believe in those around them have great difficulty achieving their goals. They have a tendency to share power and provide choice; allowing others the latitude to make choices and take responsibility. Of course, i t is valuable to provide the expectations, parameters, direction, and skill building needed to be successful. However, beyond that people must feel that they have the respect and trust of their superiors to get the job done. Effective leaders use their power in service to others through strengthening and supporting them. In effect, leaders turn subordinates into leaders themselves enabling people to consider variables, make choices, and act on their own initiative. As Kouzes and Posner state Leaders strengthen others when they give their power away, when they make it possible for constituents to exercise choice and discretion, when they develop competence to excel, when they assign critical tasks, and when they offer visible support. Increase individual accountability to enhance self-determination To help people increase accountability and then enhance self-determination, leaders need to act by following a scientific process. Firstly, as Riley et al. (2003) said, people can not finish their work as their group desire and can not make a difference if they have no freedom of choice about what they do as well as the way that they think fit. Thus, leaders need to help them to recognise their abilities and assign them to roles that they are comfortable by listening to their ideas and suggestions. By this way, every group member can bring value to the whole team and be responsible for their work Secondly, leaders must design work proactively to allow others discretion and choice. It means that people must have the latitude in decisions what they desire and believe should be done in their own creative and flexible ways. By this way, leaders can empower and strengthen others to do their best. Thirdly, personal accountability is a critical factor of collaboration. It seems to be a contradiction between cooperation and personal accountability as some peoples opinions. They argue that they will take less responsibility for their action while working collectively because others do their parts of work for them. Although they have a point in thinking that, their opinions are not true. This is because the team do not accept the slackers unless they increase their own responsibility. People are forced powerfully to do well by the expectations of the rest of their group. Therefore, by promoting collaboration, leaders simultaneously increase individual accountability. (Kouzes et al. 2007). Offer training support to develop competence Leithwood et al. (2003) indicate that when increasing the authority and influence a person has within the organization, it is critical for people to develop the needed skills and knowledge to perform effectively. It is foolish to ask people to begin making decisions or take actions that they have never been assigned before without preparing them to be successful. Through training, coaching, and mentoring staff, they will not only increase their abilities but also their interest and dedication to their work. (Jill Tomac) Valuing people means not only listening to what they have to say or contribute, but taking their input and using it to solve problems or make decisions. To value the contribution of other people, the leader supports the collaborative process by focusing on the interdependent nature of their work (Staler, 2005). However, as noted by Beatty (2000a), and the studies of Blase and Blase (2000), leaders may feel concerned about losing control while letting go of control. Therefore, they need to understand about shared responsibility. Advocacy for collaboration includes the promotion of beliefs, goals, and information about the value of collaboration. A principal advocates for collaboration by conveying the ongoing visible endorsement of, and participation, in collaborative activities (Leonard and Leonard 2001). As previously mentioned, when principals model collaboration they build credibility, because their actions are consistent with their words or they do what they say they will do. However, to set an example, principals need to be clear about their values and beliefs; they must know what they stand for. According to Kouzes and Posner (1999) thats the say part. Advocacy then might take the form of conveying information on the attributes and goals of collaboration or describing the decision making model for implementation. People say that the leaders advocacy for collaboration helps to support the process are in accordance with Gerbers view (1991: 48), that effective advocacy puts collaboration on the launching pad for take-off in the school. Goleman (1998) introduced the term emotional competency to describe learned, job-related capabilities or skills that individuals develop based upon their emotional intelligence. As Goleman (1995) identified, five domains of emotional intelligence are self-awareness, managing emotions, motivating oneself, empathy, and adeptness in relationships. People agreed that in collaboration, workplace skills related to emotional intelligence are required leadership competencies. Staler (2005) show that to understand others, leaders need to actively listen to their ideas and sympathise with their feelings, perspectives and concerns. In other word, the artful skill of understanding another persons perspective depends upon a communication skill such as emotional competencies. Emotional self-awareness that is also identified to relate to competencies is a crucial skills in collaboration. According to Goleman (1998), people who know their emotions engage in accurate self-assessment, and have a strong sense of their own self-worth. Having the courage to speak out is an emotional competency based on self-confidence. The development of self-awareness meant discovering their own voice and coming to their own sense of power. It also means that in a collaborative situation people need to recognise the strengths that they bring to the group (Slater, 2005). In addition, Options, latitude, and accountability fuel peoples sense of power and control over their lives. Yet as necessary as enhancing self-determination is, it is insufficient. Without the knowledge, skills, information, and resources to do a job expertly, without feeling competent to skillfully execute the choices that it requires, people feel overwhelmed and disable. (Kouzes et al. 2007). Without education, training and coaching to develop their skills, people may not know how to exercise their knowledge to operate their critical tasks because they are scared of making mistake. Therefore, leaders not only increase the latitude and discretion of their constituents but they also need to raise expenditures on training. This means that the group members need be understood and then to receive training in both basic and expert skills and problem-solving techniques. These investments will develop peoples competences and foster their confidence. They may be more qualified, more capable and more effective in taking their part of common work. Basing on understanding how the contextual factors of others jobs perform to designed their works to help them know what is expected of them is another important way that leaders can strengthen their constituents. Thus, leaders must to: provide sufficient training and technical support so that people can complete their assignments successfully. Enrich their responsibilities so that they experience variety in their task assignments and opportunities to make meaningful decisions about how their work gets accomplished. Create occasions for them to network with others in the organisation. Involve them in programmes, meetings, and decisions that have a direct impact on their job performance. (Kouzes et al. 2007, p. 264) Conduct coaching conversations to foster self-confidence As Kouzes et al. (2007) said, without adequate self-confident, people can not convince to take challenges. They will feel powerless to make choices and to face opposition because they do not believe in their skills as well as they are not sure to make decisions. The lack of self-confident also leads to the lack of self-determination. Therefore, fostering the confidence for people to accomplish their tasks is critical in the process of strengthening others. Similarly, Gold (1998) and Northouse (2010) point out that leaders must take a careful look at what people are doing and communicate to them that they can be successful if they persevere in their works. It is true that by helping people learn from their skills and experiences, leaders act as coaches. If coaching occurs regularly, people will become more capable because of being encouraged to broaden their skills and experiences. Jill Tomac indicates that to foster self-confidence, leaders create stars all around them. Rather than shine the spotlight on themselves, they sing the praises of others. Effective leaders need to find out what others doing well, then thank them for their contribution, and finally sharing it with others. CONCLUSION Evidences in this essay reveal the need for leaders to enlist and enable others to act in the process of collaboration. To this end, leaders need appropriate professional development of the fundamental abilities that are required in facilitating groups, reaching consensus as well as team building. In this way, leaders must develop new skills, behaviours, and essential knowledge. Firstly, to enlist others, leaders breathe life in to the shared vision that is meaningful to them. They make people feel proud to be a part of extraordinary common work. Secondly, to foster collaboration, leaders must create a climate of trust and facilitate effective relationship by getting people interacting. They must develop cooperative goals to make senses of collective purpose. Thirdly, to strengthen others, leaders have to extend power and responsibility to them. They develop others competence and confidence as well as enhance self- determination by offer training and coaching support. Accordingly, this essay has explored a crucial practice of leaders that is to enable others to act, in which collaboration is the central component. Understanding and managing the emotional aspects of the collaborative process is a challenge for leaders who wish to work in collaborative ways. The success of collaborative reform efforts and the improvement of organization performance rely on the leaders skilful implementation of the collaborative process. Consequently, further studies that examine the emotions of leadership would enhance our understanding of how leaders competencies in the affective domain can be used to build the capacity for leading in the modern time.

The Importance of Chapter Six in The Turn of the Screw Essay -- Henry

The Importance of Chapter Six in The Turn of the Screw Chapter Six is an important section of The Turn of the Screw, as it involves many of the themes of the story, as well as reflecting its general narrative structure. James' novel is phenomenally complex; it has an incredible ambiguity to it, which allows for some very outlandish and far-fetched ideas to be formulated. A 'theme' can almost be drawn from almost every other sentence, if one so desires. It is deciding which issues have a little more to them than there may seem at first and which are what they appear, nothing more, which is difficult. As with many books of its ilk, over-analysing is a serious essay writing hazard. To take things one aspect at a time, and to begin with the narrative structure. Whilst not exactly a key issue' of the story, the narrative structure can often inŸuence how those issues are revealed and detailed to readers, so still holds some relevance to the essay title. Chapter Six' overall structure is very similar to that of the story as a whole. It begins quietly, after the climax at the end of the previous chapter (as with the main part of The Turn of the Screw after the prologue, which creates a great deal of anticipation) and begins to increase in tension slowly throughout, with a slight lull in the middle, where the narrative becomes very reŸective and introspective, with the Governess writing her thoughts seemingly as they enter her head, creating a somewhat rambling, dense prose. Finally, when readers are least expecting it, the plot suddenly leaps into view once again, creating an exciting žnale ("Then I again shifted my eyes - I faced what I had to face.†¢) which leaves many plot threads open to inter... ... - a Gothic story. This is most evident when Miss Jessel appears across the lake. This is a particularly Gothic image, made all the more vivid in the following chapter, when she is described as "a žgure of quite as unmistakable horror and evil: a woman in black, pale and dreadful.†¢ In retrospect, this makes the end of Chapter Six seem even more Gothic. Chapter Six reŸects many of the key issues of the story, more so than most chapters. However, The Turn of the Screw is a very intense book, and every sentence seems to have hints of some deeper, darker deliberation on the part of James' writing. It is not unusual in this story to have a single chapter that contains a great deal of important information and relevance to the rest of the book - Chapter Six does tend to explore more issues in such a short space than other sections of the story, however.