Plato’s Theory of Knowledge, A Guide to Reaching Higher Grounds Essay

The human knowledge may be regarded as having a two parts: One that he sees hears and touches, on the other he organizes mind s on what he learns through the senses. Philosophers have given considerable attentions to questions about the resources of knowledge. Some philosophers think that that the particular thing seen, heard and touches are more important. They believe that general ideas are formed from the examination of the particular facts. A philosopher who feels that the knowledge is acquired in this way is called empiricist. The view of the knowledge can be attained only through the sense of experience. According to them the real knowledge is based on what our sight, hearing smell and other senses tell us it is really out there and not what people makes up in their heads. Other philosopher thinks it is more important to find a general law according to which particular facts can be understood or judge. This method advocates rationalist. A newer school pragmatism, believe that the value in use is the real test of the truth and meaning and truth of an idea are tested by the practical consequences. These are some of the groups that search about the roots of the theory of knowledge. When a person wants to be enlightened you must know what the light within us is. This light will guide us in every step of our lives. It is a process on what is greater than life, what is greater in the physical things that we see. It is the moment when we begin to know something that is greater than, which is also within ourselves. According to the Augustinian Theory of knowledge, there are two objectives to be considered. One is to show how knowledge of all kinds is achieved and how therefore true reality maybe discovered. The second is to provide the groundwork for the reform of the cultural education to ensure the proper development of the people through teaching knowledge. Inner awakening is that you follow your ego, but after you realize and enlightened, we follow god’s will. We as a person must know and search ways to be enlightened. Enlightenment is the aim of any person. But after you get this enlightened don’t fear that you will loose everything. You must enjoy things more passionate but you know when and how and do not abuse your power of enjoyment like you did before enlighten. The theory of knowledge gives us a guide on how human reach the higher level of enlightenment. It gives us the one by one step and details on how knowledge is acquire. Plato a great philosopher considers some of the details about what is the nature of knowledge and the way it was obtained. In the traditional analysis of knowledge Plato’s theory of knowledge divides into three approaches: (1) the allegory of â€Å"the cave† (2) the metaphor of the â€Å"divide line† (3) and the doctrines â€Å"the forms†. The cave tells us that most of the people who are living in the cave, in the dark has converted to salvation because of the knowledge that they acquire. The â€Å"divided line† visualizes the levels of knowledge in a more systematic way. Plato states that there are four stages of the knowledge development. (1) Imagining, which tells us that the looks or appearance seen as true reality. For example an art, which tells us that what we have seen is not necessarily what, you get. (2) Belief, Plato gives us the idea of seeing the reality does not always believe. We have the strong conviction of what we see but not with absolute certainty. (3) Thinking, it is believe the visible world and move into intelligible world which it stands for the power of mind. Plato wants to see all things as they really are so we can see that all things are interconnected. (4) The development stage of the knowledge due to thinking. The third Approach is â€Å"the Forms† are the highest levels of reality. The forms are called ideas. These are independent existing entities whose existence and nature are graspable only by the mind, even though they are not depend on being so grasped in order to exist A person is in then stage of immaturity, when theory of knowledge takes place he will undergo such different stages like at first he will see what is the source and problem of its immaturity understanding what is immaturity will mean a process that under go such enlightenment. After understanding and knowing the problem he will go to the next stage which is by visualizing the level of knowledge of being immature. He can have a research or he can conduct a qouestion and answer so that he can get some opinion so that it can help a lot in defining the problem of being immature. For instance, what distinguishes real knowledge from mere opinion? The real knowledge is based on the logic, the laws and the methods of reason that we use to understand the universe (Velasquez, 1999) By getting such knowledge and analyzing of what category or level he can create a new solution in order of getting out of being immature.Thingking of the possible solution and ideas is the last satge of getting out of being immature.This process or step of solving ones problem is an example of theory of knowledge which can be apply to enlightenment.In any of the different stages they are interconnected to one another so that it can create a good solution which enlightens on a person. There is a given change of such enlightenment. For Parmenides, Change is the confusion of the appearance (motion) with reality (permanence) and therefore the change is simply an illusion. Reality is the basis of truth (knowledge) where as changes produces only opinion (lack of knowledge). Although the senses tells us that the things appear to change and therefore things do change, our reason can distinguish the truth from that which appear to be true. When reasons say reality must be single permanent substances, then there can be no change. (Hankinson, 1998) Plato’s theory of knowledge leads us down many roads, but we see the same theme through out: the light to dark; ignorant to educate: reality to really real.The theory of knowledge imparts us that in every circumstances in life there is a solution. In every situation that we have there is an appropriate answer. Having a knowledge or education gives us the true meaning of reality and real.That is when enlightenment takes place. When we have already the knowledge and reasons we know now how to handle and solve on any situation that we have.   Enlightenment is one of important part in our life to have a sense of direction. If we can apply the the different stages of theory of knowledge and integrate it   to its process of enl;ightenment there is a good way that humanities can have the truth , the reality, and the essence of having a knowledge.Believing to the knowledge that we have and through by the grace we can struggle and survive in any situation that we have. Velasquez, Manuel â€Å"Philosophy: A text with readings†. New York: Wadsworth publishing company, 1999. Hankinson, RJ.† Cause and Explanation in Ancient Greek Thought†. Oxford: Clarendon Press, 1998. â€Å"Human Knowledge and Human Nature: A new introduction to an Ancient Debate† Oxford University Press, 1992   ISBN 0-19-875101-X ISBN 0-19-875102-8 (pbk.) http://www.philosophy.umd.edu/Faculty/pcarruthers/HKHN-Conclusion.htm â€Å"Augustinian Knowledge Of theory† http://www.users.bigpond.com/seckington/Augustinian%20Knowledge.htm â€Å"What is Enlightenment ?† (â€Å"Qu’est-ce que les Lumià ¨res ?†), in Rabinow (P.), à ©d., The Foucault Reader, New York, Pantheon Books, 1984, pp. 32-50. http://foucault.info/documents/whatIsEnlightenment/foucault.whatIsEnlightenment.en.html

Marriage vs Living Together Essay

Marriage vs Living Together Marriage is the legal union of a man and woman as husband and wife. It is also defined as the union between two people that are recognized by cultural or religious tradition. Older generations would feel that living together was disgraceful. The only way that living together was seen as acceptable was to be married. There are several differences between being married and living together such as the status in the government, status in the religious community, and status in each others eyes and each others families eyes. Television writers and producers are slowly making pop culture more diverse, but that does not mean every non-white character on television represents a step forward. Some programs seem not to do anything but pump racial stereotypes into the public eye. From geeky and pathetic Asian characters to a biracial genie who is literally an object in a white lady’s house. Another example would be from the show called , â€Å"Rob Schneider†, This new comedy is about Rob Schneider’s character attempting to connect with his wife’s large Mexican family, most of whom do not like him. It seems as though he’s supposed to be a sort of Archie Bunker character who makes awful stereotypical jokes and then is promptly dismissed by, you know, reality, but in this world the stereotypes seem to be true – the members of Maggie’s family are almost entirely defined by their Mexican-ness, right down to the mute, diminutive grandmother with a shrine to Jesus in her bedroom. We’re all for more Latino characters in primetime, but this is a pretty horrifying way to do It. (Victoria Mcnally, mar. , 2012) Children movies, television shows, and commercials are not immune to the typical racial stereotyping. In our increasingly ever-changing society, children are deeply drawn into television viewing and their consumption of television programming varies by ethnicity. Ethnic portrayal in children’s advertising is an important public policy and self-regulatory topic that may influence children’s self-perception and brand perception. Another show that promotes stereotypical behavior in television programing would be the Glee Club, that s essentially a show about the performing arts and the arts have always had an association (earned or perceived) as being gay friendly. If a guy tells someone that they are a dancer, they will assume he is gay. Glee stereotypically has gay characters. In conclusion, even commercials such as tide have shown racial stereotypical antidotes in them for example have you seen the latest Tide commercial where a â€Å"sassy black woman† is sitting on a bench getting very annoyed with being told she cannot wear white jeans after Labor Day. She actually gets up, starts with the neck swivel and the hand, and says she will do whatever she wants because Tide will keep her jeans white, â€Å"Not white-ish, not eggshell, and not ecru, whatever that is. † But pure white. Just another way of showing that no matter what genre of television programming, stereotyping is a part of it. Mostly due to television trying to appeal to different types of audiences to include ethnicity, sex and age.

Athletes and Financial Investment Firms

The goal for a large majority of individuals in today†s society is to achieve maximum financial stability in the shortest period of time possible. However, most do not achieve this goal as expeditiously as they once had hoped. It is for this reason that a majority of individuals view their success in relation to what one obtains in the form of both material goods and financial acquisitions. Does the acquisition of material goods or financial gains insure financial stability? Is there peace of mind for an individual once these goals of procurement are achieved? Is there anyway to insure financial peace of mind? The simple answer would be to become a professional athlete, to win the lottery, or marry into Bill Gate†s family. However, these are all long shots for a majority of the world. But even these do not guarantee long-term financial stability. That is why it is becoming increasingly important to possess a high level of competency in the area of wealth management. What exactly is wealth management? Wealth management is the proficient administration of one†s total assets through financial planning and accurately allocating wealth to achieve a financial goal. Financial planning integrates the execution of various financial services, which promote growth, and stability of an investor†s wealth. Planning is differentiated according to the specific needs and focus of individuals. A high-net-worth individual would bear distinct goals that differentiate from that of a small-time investor. Albeit that these investors may have unique objectives, the necessity for a competent provider of such financial services is evident. The world of finance is unpredictable and continuously shifting. Investors find themselves overwhelmed by intimidation caused by the perception that investment firms are bottom-line oriented with no regard to their personal financial goals. As a result, investment firms are making resilient efforts to educate investors and offer them extended financial services. These services are specifically designed through a financial plan, which caters to the individual investor.

Operation Management Essay Example | Topics and Well Written Essays - 5500 words

Operation Management - Essay Example Hence the current paper explains the operational scenario of Online DVD rental business with the special concentration of recently entered brand - EASY DVD group. The one of the chain entrepreneur’s brainchild Easycinema has launched its Online DVD rentals from March 20005. The recently emerged branded product has come out with the many features to unleash the market, where the earlier giants have left. As the competitors of the online DVD rental industry are in price war with highest credits, the Easy group has come up with the best features in DVD listings, facility and logistics. Keeping the complete entertainment in the motto of the vision in setting up the DVD rental business, the easy group follows the rest of the players with no late fee for the returns. However the mind-boggling situation for any strategist of such logistics is the time frame. Customers anticipate for the quickest delivery of the DVD, soon after they click on the button, according to their schedule. This supply at anticipated time makes to concentrate much on the product delivery logistics. Supply Chain Management encompasses the planning and management of all activities involved in sourcing and procurement, conversion, and all Logistics Management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies. Logistics Management is an integrating function, which coordinates and optimizes all logistics activities, as well as integrates logistics activities with other functions including marketing, sales manufacturing, finance and information technology." But there are some boundaries and relationships of Logistics Management adopted by the Council of Logistics Management; "Logistics Management activities typically

Managing the United Kingdom Health Service Essay

Managing the United Kingdom Health Service - Essay Example This has been totally missing from the management at NHS. Management is can be defined both as art and science. It is the art of bringing out efficiency of people and making them more effective than they would have been with you. There are four basic pillars: plan, organize, direct, and monitor. The basic role of a manager is to make the staff more effective. Making them do work more efficiently than they are doing presently. If you add value to your staff's work, you are a successful manager. However, in NHS, managers are mere implementers who have no active decision making power. They merely implement the rules and regulations dictated by the Government. There is no way that they can add value to their or their staff's work. The managers at NHS feel that their role is unrecognised by patients, colleagues, the public and the government. Managers at NHS have less autonomy and less involvement in key decision making than their staff assume. And they are subjected to increasing control. Without a plan you will never succeed. If you happen to make it to the goal, it will have been by luck or chance and is not repeatable. You may make it as a flash-in-the-pan, an overnight sensation, but you will never have the record of accomplishment of accomplishments of which success is made. This important element of effective management is missing at NHS. Infact the organisation lacks serious planning and focus. As a result, the quality of services has been detortiating and ultimately the managers are planned by both government as well as public for inefficient services even though they have no power to run the organisation with a vision of their own. A study reveal that the notion of management had become divorced from clinical practice, even though many managers were doctors or nurses who had taken on the role to try to make a difference. To them, what was now called management was just an extension of the profession. Organize Organising and priortising work to ensure smooth, timely as well as quality deliveries and services form the core of good management. The lack of proper management results in poor organisation and prioritisation of work at NHS. Direct Directing your subordinates not as you are directing them but as if you are guiding them how to perform their specific job role. I like to think of this part like conducting an orchestra. Everyone in the orchestra has the music in front of them. They know which section is playing which piece and when. Now you need only to tap the podium lightly with your

Tomb of Itimad Al-Dawla Research Paper Example | Topics and Well Written Essays - 2250 words

Tomb of Itimad Al-Dawla - Research Paper Example The top was built in the seventeenth century. Generally, the tomb is regarded as being representative of the period of transition in Mughal architecture (Sagar, 1992). It combines the architectural designs of the first phase of this architecture and the second phase. The elements of transition are always witnessed in the use of red sandstones while the second phase was effectively realized with white marble. Generally, this tomb represents all the artistic and architectural elements of seventeenth century Indian-Islamic architecture that combined influences from a range of other civilizations that had brought strong impacts on India’s cultural life. The tomb of Itimad ut Daulah is widely regarded as having set the trends that would later define the progress and development of Indian architecture. In essence, it was assumed that some of the influences that brought together the elements of art would be captured in the expression of art as a representation of both religion and cu lture. Preceding works of architecture took up the skills and designs of this tomb and evolved them in ways that were symptomatic of the transition of architectural works (Chandra, 2003). It is on this ground that the tomb is regarded as having set the pace for the Taj Mahal. Marble was mainly used to emphasize on the aesthetic value of the structure. The architecture was largely made to capture the aspect of nature as it fitted within the concept of architectural beauty. The tomb of Itimad ut Daulah was designed with numerous outbuildings and features a range of gardens all around it. Ultimately, the design was made to mirror certain aspects of beauty as represented within the cultural values and aesthetics of Indian and Islam. The tomb of Itimad-ud-Daulah is located close to a river known as Yamuna. The proximity to the river was meant to enhance the aesthetical elements of the tomb, particularly from the natural aspect of beauty. Merging architecture with nature was one of the ha llmarks that defined the quality of the seventeenth century Indian architecture. The magnificence and size of the tomb are brought out in ways that offer strong hints of affluence and power. In some way, these qualities might be used to offer glimpses into the extent of the economic power of the Indian state as it reflected in the seventeenth century. In essence, some of the issues that attend to the aspect of power might be understood in terms of the manner in which the material aspects of the culture and economic life are represented. It is also possible to tell much about the socio-cultural, political, and cultural life by observing some of the symbols that feature in the marble decorations. For instance, images of wine bottles and vases of bouquets feature prominently among the decorations. Such images are important signs that bring out the society represented as one the cherished high values and some kind of good and ostentatious lifestyles. In essence, the tomb could be regard ed as some kind of a giant symbol or signifier that illustrates the totality of life as lived through the economic, political, and cultural front. The determination of these forces might be considered as one of the most manifest signs

Executive Summary Research Paper Example | Topics and Well Written Essays - 500 words

Executive Summary - Research Paper Example Sonic healthcare shows an EV/EBITDA ratio of 9.86 for the next 12 months. This is higher than the median of its peer group: 8.31. The company valuation of sonic healthcare according to these metrics is above the market valuation of its peer group† (Sonic Healthcare market valuation multiples (AU000000SHL7 - ticker: SHL), 2010). Sonic healthcare is solely dedicated to diagnostic services primarily in the field of pathology and recently in the field of radiology. With the aim of becoming the largest diagnostic company in the world Sonic Healthcare has enlarged its operations to around seven other big countries other than Australia. . Problem: â€Å"Sonic Healthcare Ltd (ASX:SHL) has reported a 13 per cent drop in its first half net profit, and advised that full year profit is expected to fall at the lower end of its earlier guidance range† (Sonic Healthcare H1 profit drops, 2011). Owing to the regulatory issues in Australian pathology and the impacts of the recent severe w eather the expected profit of Sonic Healthcare for the 2011 financial year is reported to rest at 5 to 15 percent range. Solution: To solve the problems faced by Sonic Healthcare an amalgamation team has been set up as part of broader rationalization.

The Effect of low pH on Enzyme Activity Lab Report

The Effect of low pH on Enzyme Activity - Lab Report Example They are responsible for all the important reactions taking place in the body of animals and plants. They regulate the very complex systems. The kinetics of reaction is so much influenced by the pH of the system as pH can change the mode of binding for substrate to the enzyme. If the reaction is occurring through ionic mechanism, then pH is obviously a deciding factor for the rate of the reaction. (Park, 2000) Catalase is present in aerobic organism where an organism needs to breakdown molecules of oxygen environment. Catalase is also one of the enzymes that have maximum efficient, that is, it can break down million of molecules in seconds (McDowall, 2014). Hydrogen peroxide is so much oxidative that it can cause rusting. Catalyse is responsible for its breakdown. The reaction of catalase with hydrogen peroxide occurs as Hydrogen Peroxide+Catalase →Water and Oxygen (Matt,2012). Cut potatoes into small cubes. Blend the potatoes with one cup of water into mixer until a thick solution of potatoes is obtained. Filtered the solution to have homogenous liquid. For this purpose, 20 mL of it was filtered by using filter paper and funnel. Took round filter paper and made several holes in it with the use of sharp needle. In another 100 mL took 10 mL of hydrogen peroxide and diluted it with the help of 10 mL of water. Soaked the round filter paper with holes in filtered potato solution for 15 seconds. Placed the same filter paper in hydrogen peroxide and noted the time until the reaction completes. Repeat the experiment twice to get accuracy. A few drops of hydrochloric acid were mixed in the beaker that was containing 50% solution of hydrogen peroxide. Took another piece of porous filter paper and repeated the same procedure. Catalase is a basic catalyst. I was expecting the same results because a basic catalyst can work better in basic conditions as compared to the acidic conditions. The addition of acid lowers the pH of the

Suprematism, Constructivism and De Stijl Essay Example | Topics and Well Written Essays - 500 words

Suprematism, Constructivism and De Stijl - Essay Example The abstract arts: Suprematism and Constructivism developed in Russia while De Stijl developed in Holland. They all developed at the beginning of the 21st century. From 1917, the Bolshek revolution led to the blooming of the modernist styles. Suprematism developed as a spiritual freedom art that did not present art as a representation of material actual objects but as an emotional, inner feeling of one’s imagination that evoked meditation. It utilized the use of color, brush strokes and visual rhythm to engage spirituality. Kasimir Malevich founded the non-objective art in 1913. Malevich believed that the supreme reality of art was to liberate from the representational world and evoke ‘pure feeling.’ Bothe Malevich and Lissitzky believed that art could be used as an agent of change, and this was specified to societal change in Constructivism. Constructivism on the other hand developed when Russians faced many social and political injustices and there was need for art not to represent existing objects, but to address the needs of the people. It revolutionized art from’ art for art’s sake’ to ‘art for the society.’ Art in this style has addressed the needs of the society, and has influenced the modern world on political, social and architectural realms. El Lissitzky, a Russian, contributed to this artistic revolution by developing constructivism. The art form, as Suprematism, used similar geometric language but abandoned the mystical vision that favored its ‘socialism of vision.’ It was a Utopian projection.

Business Finance Essay Example | Topics and Well Written Essays - 1500 words - 1

Business Finance - Essay Example Union (EU) and creation of bodies such as South Asian Association for Regional Cooperation (SCCRC), North Atlantic Treaty Organizations (NATO) and Southeast Asia Treaty Organization (SEATO) are all examples of such regionalization. Association of Southeast Asian Nations (ASEAN) is also one of these organizations which have been developed to promote the interests of the whole Southeast Asia. Being a fast growing economic bloc, observers pay a special attention towards its financial worth now and in future. Here we would focus on financial implications of ASEAN being our research question, vis-Ã  -vis other blocs and in global economy as a whole. Our research method would be primarily comparative and analytical and will be based on available historical data, both in print and electronic media, as primary research does not suit the purpose. We will also deliberate upon the individual contribution of member states wherever seems necessary. ASEAN was founded on August 8, 1967. Initially, it had five member countries namely Indonesia, Thailand, Malaysia, Philippines and Singapore. Since then, five more countries have joined ASEAN namely Brunei Darussalam, Cambodia, Vietnam, Burma and Laos making it a vibrant regional organization with ten members. Together these nations look to strengthen their political, economic, social and cultural development. With the passage of time ASEAN has provided even bigger platforms for nations of the region to sit together. One of them is ASEAN plus three where three economic giants of East Asia i.e. China, South Korea and Japan also attend the meetings to further the cause of regional development. Similarly, the creation of East Asian Summit is another step towards such regional dialogue. East Asian Summit includes New Zealand, Australia and India in addition to the ASEAN plus three states making it a meeting point for 16 nation states. 5. To mutually work for the development of agricultural, industrial and trade related issues.

Mentorships nursing Essay Example | Topics and Well Written Essays - 1500 words

Mentorships nursing - Essay Example In order to perform the mentorship role effectively and fulfill their obligations, mentors should acquire some traits that are essential to define their role. These attributes consist of: friendliness, good sense of humor, patience, solid interpersonal skills, approachability and professional development abilities (Morton-Cooper& Palmer 2005). Although these characteristics are incorporated in individual’s personality, staff teaching and mental preparation plays a vital role in establishing relationships between tutor and student. In order to critically evaluate these qualities, mentor can facilitate the needs of a student. It is clear that the natures of these attributes are a testament towards cultivating a solid learning environment. Although this relationship is evident; it does beg the question, how does the relationship between mentor and the tutor begin to cultivate? What factors accumulate to solidify this relationship? The second question that poses from this study is—what are the roles and responsibilities of a mentor? In addition, how does one prepare themselves to face these challenges? Lastly, what knowledge is needed to become involved in student supervision? In essence, quality is vital because it promotes education and professional development. Conducive research suggests that the quality and nature of the mentoring relationship is fundamental towards creating a self-reliant and confident relationship. It enhances the quality of the learning sessions experience (Cahill 1996, Andrews and Wallis In the initiation phase, the mentor and the student familiarize themselves with each. They work together through collaboration and observe each other closely. Here, the initiation of harnessing support and having access each other, and is crucial to their development of the relationship. At this phase, commitments can

American Politics in the Context of Obama’s Election and the First 100 Days Essay Example for Free

American Politics in the Context of Obama’s Election and the First 100 Days Essay Though none opposes the fact that motivation is the real driving engine of every action, there is considerable differences among the theorists about its mechanism, especially when it comes to explore the possibility to bring out the best out in the employees of an organization, where one school of thought advocates for extrinsic motivation for instant solution and the other insists on capitalizing the long-term efficacy of intrinsic motivation. Under the present context of economic downturn, this issue is extremely important, as extrinsic motivation primarily involves money. Therefore, this paper explores the core elements of motivation and concepts of extrinsic and intrinsic rewards from relevant literature, before coming into its own conclusion. Core of Motivation The core of motivation contains three elements like Consciousness, Inverted Qualia and Absent Qualia. These three together create various mental states. Consciousness It has six major identifiable states like 1. State of awareness: When someone is aware of something (Rosenthal, 1986). 2. Qualitative states: Sensing something out of something like enjoying a meal or experiencing a pain. Such experiences are called qualia, and are regarded as intrinsic, private, ineffable and nomadic features of experience, (Dennet, 1990). 3. Phenomenal states: A state involving more than sensory qualia, covering spatial, temporal and conceptual organization of experiences about the world and the persons inference about it. 4. What-it-is-like states: Associating a sense of experience with another. 5. Access consciousness: Its like seeing a thing and ideating something and then deciding on something, where there may or may not be any relationship among the above-said three stages. 6. Narrative consciousness: This stream of consciousness contains a series of thoughts from the perspective of an actual or merely virtual self (Dennett, 1991). Inverted Qualia It refers to a personal package of intrinsic and intricate experiences, with which humans decipher various external signals and respond to them, where the nature of experience governs the nature of response. The difference in perception causes inverted qualia, as for example someone might like green tea and detest coffee for no unexplainable reasons. This trait has a strong connection with intrinsic motivation (Dennet, 1991) Absent Qualia The concept of absent qualia claims that functional duplicates of a creature would do the same. As for example, if Mr. X likes tea and dislikes coffee, then his absolute clone would also do the same, for which the clone would not need an intricate and intrinsic package of experiences (Dennet, 1991). This concept backs the idea of getting result through extrinsic reward – as for example, if Mr. X and Mr. Y do identical jobs under identical conditions, then if Mr. X feels satisfied with cash reward, Mr.  Y would too follow the suit without a second thought! This study thus highlights two sets of hidden relationships, one, between inverted qualia and intrinsic motivation/rewards, and two, between absent qualia and extrinsic motivation/rewards. In any case, humans (apparently) involuntary association with rewards too has its routes in their perceptions, which maintain a master list of individual desires, and accordingly propel them to fulfill such desires. Put into an imaginary diagram, the mechanism of human mind can look somewhat like below: Mechanism of Motivation Motivating Tools From the organizational perspective, the ways and means to motivate the employees can be many. However, the common ones among them are, 1. Rewards 2. Retention 3. Morale 5. Job-enrichment 6. Reinforcement 1. Rewards System: Rewards or recognition system has a great bearing on the emotional plane of humans. † Every behavior comes out of pain and gain principle, says Khera (2004, p. 110). There can be many types of tangible gains like money, vacations or gifts, or they can be intangible, like recognition, appreciation, sense of achievement, growth, responsibility, sense of fulfillment, self-worth, etc. 2. Retention: It highly motivates the employees, as Retention is critical to the long term health and success of the company (Heathfield, 2008). 3. Morale: The elements like praise, love and faith can charge up anyone under any circumstance. 4. Job Enrichment: It relates to the in-house grooming of the employees to become an expert in the related field. 5. Reinforcement. By all means, it is a tool to control the employee behavior (Positive, 2000), which binds the company activities together. Other Factors Related to Motivation There are three other factors that can be instrumental to keep employees motivated, and they are: Job Satisfaction, Goal-setting and Performance appraisals. They are considered to be the self-boosters of the employees, and according to Murphy (2001), belief is a thought that causes the power of subconscious to be distributed into all phases of life. Motivation and Reward System Reward systems are created to fuel the employee cooperation, effort and overall satisfaction of all members of the company Cacioppe (1999). Other researchers like Hackman (1997) Shea and Guzzo (1987) too have endorsed this view, and suggested to align rewards with group activities. The basic parameter of the formulating a reward structure, however, is expected to apply the common logic like optimizing the ability of the workforce as a whole, though in practice it might go down to an individual, especially where the work patterns are not interdependent. This situation commands a quick review of the nature of intrinsic and extrinsic rewards. Intrinsic Rewards Deci (1975) says that intrinsic rewards evoke a sense of personal causation i. e.  , an inward mechanism serving as the guiding engine for the action, where its elements are usually intangible and working on the plane of ones perception, where the journey is being enjoyed over the outcome. Extrinsic Rewards Extrinsic rewards are supposed to generate perceptions of external causation (Deci, 1975) by being mostly tangible in nature – a hike in salary or status, or material gains in other forms. However, researchers like Guzzo, (1979) defies any division in the reward system and considers it a single, usable tools to tweak the frequency of desired response of the employees towards a desired direction. Researchers like Hull (1943) and Skinner (1953) placed extrinsic reward as a direct link between stimulus and response, and their views include punishment as a stimulus too, besides subscribing to the power of stimulus. Reaction No matter how much Hull (1943) and Skinner (1953) wanted to establish extrinsic motivation as the best motivating tool to earn competitive advantage, extrinsic motivation carries a hidden cost besides the cost involved in its implementation. Researchers like Deci and Ryan (1985) used attribution theory and suggested that humans constantly reassess the reasons for their behaviors besides others. Before that, Lepper et al. (1973) had observed that reinforcement generates two effects for the management, like gaining control over activity or fastening the process; two, the backlash effect in absence of reinforcement. The example below would explain it better: A group or an individual gets a reward of x amount of money for a period y, where x+y=m, m being the increased rate of production. Before that, the situation was y=z where production was z. Now in the absence of reinforcement and with the influence of attribution theory, the situation would stand like y-x = n, where n z. This clearly goes against the basic reason for motivating the employees, i. e. , to enhance the profit of the organization. Engagement occurs when an employee connects emotionally with his work, says Paul Glen (2007), and if one checks the mechanism of motivation, one gets convinced that extrinsic motivation cannot influence the employees to connect emotionally with their work, as it is guided by absent qualia, i. e. , a momentary and involuntary chase, where emotion has no role to play. On the other hand, the intrinsic motivation is guided by inverted qualia, i.  e. , conscious chase and that clearly takes along emotion in its journey and influence the human mind in no less than six ways. Conclusion The research and discussion above clearly shows that extrinsic motivation system can be a threat in disguise for the organizations especially under the present context of economic downturn, while intrinsic motivation can be the ideal solution under the same circumstance, where it can raise emotional attachment with the organization and inspire the employees to produce more for less. References Cacioppe, R. (1999). Using team-individual reward and recognition strategies to drive organizational success. Leadership and Organization Development Journal, 20(6), pp. 322-331. Deci, E. and Ryan, R. (1985) Intrinsic motivation and self-determination in human behaviour. New York: Plenum Press. Deci, E. L. (1975). Intrinsic motivation. New York: Plenum. Denett, D. C. (1990). Quining qualia. In Mind and Cognition, W. Lycan (Ed. ), Oxford: Blackwell, 519-548. Dennett, D. C. (1991). Consciousness explained. Boston: Little, Brown and Company. Glen, P. (2007). You Cant Outsource Retention. Computerworld, July 16, 2007. Guzzo, R. A. (1979). Types of rewards, cognitions, and work motivation. Academy of Management Review, 4(1), pp. 75-86. Hackman, J. R. (1997). Why teams dont work. In R. S. Tindale, J. Edwards, E. J. Posavac (Eds. ) Applications of theory and research on groups to social issues. New York: Plenum.

J. David Bamberger: A Biography

J. David Bamberger: A Biography A  champion  of  land  stewardship  and  habitat  restoration J. David Bamberger has become an internationally known and highly respected conservationist who has dedicated his life work to protecting the environment while using its resources. He has transformed a once blighted.useless property into a beautiful sanctuary that serves as a model for others interested in habitat restoration. He has made strides in protecting and growing certain endangered species populations which have made positive impacts around the world. Bamberger shares the knowledge he has gained throughout his life by teaching others through trainings and workshops. Bamberger grew up in rural Ohio during the Great Depression and World War II. He had always admired the Amish for their ability to live in harmony with the land. (Greene, 2007) His father was a farmer so he learned to grow food at a young age. (Mcleod, 2001) His mother gave him a book titlePleasant Valley, written by Louis Bromfield, when he was growing up. Bromfield was an American advocate for land restoration and he wrote about his ideas in that book. Bamberger once said if I ever make money I want to do what Bromfield did,(Greene,  2007) referring to his work in habitat restoration. According to Goodwyn, (2010), Bamberger began working in Ohio as a door to door vacuum cleaner salesman in the 1940s. He received a Bachelor of Science Degree from Kent State University in 1950 before he moved to Texas where he continued to sell vacuum cleaners. He worked long hard hours with few days off to make as much money as he could, as he was paid by commission. Although his family was disappointed in his initial career choice according to Goodwyn (2010), he was able to bank half of a million dollars over a ten year period. Then he met another vacuum salesman named Bill Church who was trying to expand his fried chicken restaurant but needed some financial backing. Bamberger used some of his fortune to invest into the company known as Churchs Fried Chicken and became a partner in that business. By the  late 1960s the restaurant expanded across Texas making them both very wealthy. Bamberger used the wealth he had worked for to fulfill a lifetime dream in habitat restoration. Goodwyn (2010) reported while realtors were trying to show him properties with air strips and nice houses, he told them he wanted something nobody else wants. He ended up purchasing a 5500 acre ranch that was full of juniper plants which choke out other plants by spreading and taking over the landscape so nothing else can grow, reported in the article Restoring the Range. The land was overgrazed from years of misuse and there was little topsoil which had been blown away by wind due to the absence of plant root systems which would have held moisture in the soil. The creeks on the property were mostly dried up and not supporting the habitat. The animals that lived on the ranch were undernourished as well due to the lack of food in the area. Bamberger worked for decades to restore the ecological balance of the property.   He cleared the land of Juniper, carved plateaus into the hillsides to hold rain water, planted grass to hold the soil in place and to absorb the water into the soil. (Goodwyn, 2010). He changed and improved the water distribution across the property and planted trees and wildflowers according to the article Restoring the Range. Mcleod (2001) cited the incredible work he has accomplished on his property is evident by simply looking at his fence line. On one side of the fence, Junipers are still ravaging the landscape while on his side of the fence there are fields of grass along with a diversity of many other plants. The wildlife on the property have prospered on the revitalized ground according to the research. Bamberger said there were initially 48 species of birds when he first acquired the property but that number has climbed to over 219 species. (Restoring the Range, 2012) At the beginning the best deer harvested weighed 55 pounds after field dressing. (Mcleod, 2001) Now the average weight is 105 pounds. The ranch is also a working farm that raises and sells livestock. According to Goodwyn (2010), he used one square mile of his property to provide a  habitat for a highly endangered Scimitar-homed Oryx, an antelope that had disappeared from the African Sahara. The animal is currently extinct in the wild but still bred in captivity. The ranch is now home to a large herd of thriving Oryx and breeding aged males are regularly traded with  zoos and other animal preserves to preserve genetic diversity. He carved a three dome cave into a hillside on his property in 1998 and lined the ceiling wi th gunite, a mixture of cement, sand, and water that is generally sprayed into tunnels to line them with a hard dense layer. This is now  home to more than 400,000 Mexican Free-Tailed Bats.   Bamberger ranch has been one of the largest habitat restorations in Texas.   His work has not only improved the quality oflife for the 5500 acres and species living there, but has served as a model for others to follow. Goodwyn (2010) acknowledged he has improved the water quality of the water on his land which positively effects everyone downstream of his property. Bamberger hosts research on grasslands and range management at the ranch. He holds conferences and educational workshops on habitat restoration for students, landowners,  scientists, and conservation agencies.   He has earned dozens of awards for his work on the ranch and in the community. J. David Bambergers life journey is an inspiration to others. His inspiration came from a book his mother bought him. He worked hard, saved money, and fulfilled his dream. He found the worst piece of property he could find and he was able to transform it into a model for land stewardship. The refurbished property now boasts healthy water and vegetation. His work didnt stop there, as he added endangered species to the property,   as well as helped the species that  were already there to prosper. Then, he continued to help the enviromnent by passing on the knowledge he has gained through his experience to others by hosting training and workshops. He has shown that everyone can make a difference if they set their mind to it. Works Cited Around the Nation. Texas Rancher An Unlikely Environmentalist, Heard on All Things  Considered, by Wade Goodwyn, 2 February 2010 http://www.npr.org/templates/story/story.php?storylcl=12306868 l The Austin Chronicle, Day Trips, J. David Bamberger has taken a slice of the Hill Country and restored it to pristine beauty, by Gerald E. Mcleod, 12   October   2001  http://www.austinchronicle.com/columns/2001-10-12/8325 l/ Making a Difference: Restoring the Range, posted 29 May 2012 https ://hmclecozine.com/2012/05/29/restoring-the-range/ Water From Stone, The Story of Selah, Bamberger Ranch Preserve, by Jeffrey Greene, 26 March  2007

Leadership In A Changing Environment Nhs Management Essay

Leadership In A Changing Environment Nhs Management Essay Spending on the NHS has risen from  £447m a year to  £96bn over the last 60 years (Ham 1997), nearly a 10-fold increase after adjustment for inflation (Hawe 2008). In 2000 the Labour government initiated a programme of investment of 7% budget increases for 7 years that was unprecedented for any healthcare system (Department of Health 2000). However, Andrew Lansley the new health secretary, recently announced that the NHS budget would continue to rise above inflation in the coming years, but signalled that the NHS may need to make more savings than the previously announced  £20bn in efficiency cuts, a move health experts described as extremely ambitious and unions warned could have a devastating impact on hospitals (The Guardian, 2010). The government say it is necessary to make savings on such a scale because of the squeeze in public spending. So the NHS, with a budget of  £100bn amounting to a fifth of total public spending will have to do more with less. The individuals charged with steering the NHS through this period of relative famine will no doubt be required to display all the qualities of good leadership in order to meet the demanding financial and strategic challenges that face the organisation. But what are those qualities? How are they being developed within the NHS, and are they even the right qualities needed to produce effective leadership in an organisation as complex and demanding as the NHS? This paper firstly takes a critical look at what might constitute good healthcare leadership with reference to the current NHS Leadership Qualities Framework (NHS Institute of Innovation and Improvement, 2005) and presents an alternative to the individualistic approach of seeing leadership as a set of distinct personal qualities, capabilities and/or behaviours. Some of the theoretical and methodological weaknesses of the individualistic approach are exposed in an attempt to challenge the established formula for good leadership, and argue that in the increasingly tough economic climate that the NHS has to operate in, a new style of leadership is required to meet the challenge of delivering high quality healthcare whilst balancing the books. Secondly we look at the role of organisational change in facilitating this new approach to leadership. Established models of culture change are summarised and analysed to see if they might fit within this new approach to leadership. Finally the author discusses his own personal style of leadership in light of the findings and attempts to apply theory to practice within his own working environment. Leadership in the context of the NHS The NHS employs more than 1.3 million  people spread across hundreds of organisations.  Leaders of NHS organisations need to provide strong, strategic leadership for their organisation while being held to account by local Primary Care Trusts (PCTs), Strategic Health Authorities (SHAs) and other regulatory bodies for nationally and locally set objectives.  The performance of these organisations is dependant on the performance of clinicians who are often leaders in their own right, and due to the nature of their profession are expected to work under a great deal of autonomy. This is a problem that the NHS has been struggling with over its entire history. In 1983 the Conservative government of the time commissioned the Griffiths Report, which was a key trigger to the development of management and leadership in the NHS.  In the report, Roy Griffiths famously said, If Florence Nightingale were carrying her lamp through the NHS today she would be searching for the people in charge.  (Griffiths, 1983). The report is best known for recommending that general managers be introduced into the NHS. During the 1980s, hospitals began to integrate the medical profession into the management structure. In the early 1990s, however, with the introduction of the internal market, managers and leaders were tasked very clearly with balancing the books.  This resulted in managers becoming stereotyped as bean counters, a popular viewpoint still held by many (Kings fund, 2009). It was important then that the publication of Lord Darzis NHS Next Stage Review in 2008 (Doh, 2008) shifted the focus from general management onto the need for more clinical leadership.  Clinicians are being asked to have increasing involvement with the management agenda and take responsibility for the delivery of services locally. As a result of this increased recognition of a need for high quality leadership to deliver the NHS Plan (Doh, 2000) in 2009 the Chief Executive of the NHS, David Nicholson, established, and currently chairs the National Leadership Council (NLC). The Council has five main work streams: Top Leaders, Emerging Leaders, Board Development, Inclusion, and Clinical Leadership. This development represents a switch from where people were left to work out their career options for themselves, to a more nurturing environment, with a greater focus on support to both individuals and organisations. The Leadership Qualities Framework The document that underpins the development of leaders through the (NLC) is the Leadership Qualities Framework which has a number of applications and builds on the increasing emphasis in management recruitment, development and education on nurturing individual character traits in leaders, with the sole purpose of producing a set of abilities and transferable skills that can be applied in a variety of situations and contexts. Through this approach, NHS organisations hope to produce adaptable leaders, able to work across a multitude of complex environments and systems typical of a healthcare organisation. The term leadership is applied then to those who seemingly possess the abilities deemed necessary to lead, such as communication, people management, decision making and problem-solving. This dominant approach focuses on individual personal qualities for leadership development and is the latest in a long line of competency frameworks that have emerged in the last 50 years. The history of competency frameworks Leadership thinking has developed substantially over the last 50 years. The idea of individual character traits that started with Stogdill (1950) soon expanded into other schools of thought with McGregor pioneering the behavioural approach (1960) and Fiedler the contingency school (1967). These ideas were added to by Hersey Blanchard (1977) with situational leadership and Burns with transformational leadership (1978). All these approaches focus on leadership as a set of qualities embedded in the individual and can be thought of as competency approaches. There focus is on leaders who impress others; inspire people; push through transformations; get the job done; have compelling, even gripping visions; stir enthusiasm; and have personal magnetism (Maccoby, 2000). The NHS Leadership Qualities Framework is the latest such tool that adopts the individualistic approach with a focus on 15 core personal characteristics such as self-belief, empowering others, intellectual flexibility, political astuteness and integrity. These personal qualities are undoubtedly important but do not probably tell the whole story of what makes a good leader. Sanderson (2002) makes the point that management is more likely a consequence of complex contextually-situated interrelations, thoughts reiterated by Mintzberg in 2004 who suggests that our view of leadership is more likely to be an over-simplification of a vast pool of environmental data compressed into a few key people. So what are the major criticisms of competency models such as the LQF, and how might such a model have to adapt to ensure that the National Leadership Council produces the right kind of leaders needed for the future? Weaknesses of competency approaches to leadership There are at least five areas where the competency approach could be seen to be flawed (Bolden et al, 2006). Firstly it can be seen to be reductionist in the sense that it reduces the management role to its constituent parts rather than seeing it as a whole (Lester, 1994 Ecclestone, 1997). Secondly, the competencies that are listed as prerequisites for good leadership are often generic with no accounting of the nature of the task or situation (Swales Roodhouse, 2003). Thirdly, that focusing on personal traits may reinforce stereotypes about leadership rather than challenge them (Cullen, 1992). Fourthly, that not enough attention is given to the subtle qualities such as the moral and emotional elements of leadership that are difficult to quantify and measure (Bell et al. 2002). The fifth and final main criticism of competency frameworks is that their content forms part of an approach to education that aims to train individuals to improve their performance at work rather than develop more general cognitive abilities (Grugulis, 1997). If we accept the above weakness as legitimate, then it does cast doubt over the validity of competency frameworks such as the LQF to actually select and develop leaders. Salaman (2004) suggests that these frameworks may actually be confusing the issue when he states that The problems it promised to resolve are not capable of resolution and its promise consisted largely of a sleight of hand whereby organizational problems were simply restated as management responsibilities Weaknesses specific to the LQF include the fact that the initial research on which it was built was taken from interviews with Directors and Chief Executives rather than observation of good leadership in practice (NHS Leadership centre 2005). Also the qualities being promoted such as awareness, self-belief and integrity may be admiral in their own right but do not necessarily automatically lead to effective leadership. Bolden et al (2006) lists the characteristics as (a) a somewhat persecutory list of oughts, and (b) suggest that the characteristics still do little to get effective leadership done. One may be visionary, communicative and honest and still find leadership to be elusive. This then is the great paradox found within the competency approaches; that while they aim to highlight the skills that may be needed in certain situations, it is highly unlikely that people will encounter the exact same set of circumstances in their own practice because of the inherent complex nature of working life. Also, that while providing prescriptive solutions to problems may increase consistency, they may stifle any original though in the leader wanting to apply their own reasoning to the problem. The characteristics of the LQF seem then to be then a description of the qualities found in people in the top jobs rather than the prerequisites for leadership. The difference in viewing these traits as descriptive rather than prescriptive cannot be underestimated. Such descriptions however tend to oversimplify and may prove to be of limited, practical value within the climate of complexity, interdependence and fragmentation that arguably characterizes multi-disciplinary organizations such as the NHS (Blackler et al., 1999). Additionally, individuals are likely to try and define themselves according to the corporate language found within competency frameworks to legitimise their role rather than seek new ways of working and improving their practice (Holman Hall, 1997). Going back to Sandersons earlier point that management is more likely a consequence of complex contextually-situated interrelations, we can see how in a medical setting such as in a busy outpatient department the desired outcomes can only be achieved as a consequence of multiple staffing/patient/organisational/medical factors working in synergy. Successful leadership in this sort of environment is not likely to be the result of any one individual, but a result of all the characters competently playing their respective parts. Marx (1973) suggests that we should not focus on a few key individuals when trying to explain leadership in an organisation, because if we do so there is the danger that individuals become pigeonholed as either leader/follower and the nuances of the group interactions as a whole become lost. He ultimately describes the leadership focus on a few key people as an illusion. Using the earlier example of a trip to the outpatient department there is no point looking fo r a leader throughout the care process, as responsibility passes between various individuals, especially if you include the initial referral from the GP and follow up staff such as home help after the visit. Beyond individual competencies So if traditional competency frameworks, including the Qualities Leadership Framework are flawed, how can a view of leadership based on contextual factors better steer the future of leadership development within the NHS? Building on the initial thoughts of Marx in 1973, Bolden et al (2006) develop the argument that leadership is an organic process that is an ongoing, ever developing situation that individuals find themselves in whilst interacting with others. Leadership can come and go depending on the relationships that people have with each other and is inextricably linked to the particular environment of the time. Like power, leadership is an internal relation, constantly in-tension and subject to a myriad of meanings, values, ideals and discourse processes (Alvesson, 1996). One of the implications of reclassifying leadership in this way is that good and effective leadership cannot now be taught, only experienced by others. Sandberg (2000) interviewed assembly line workers and concluded that finding purpose at work led to appropriate competencies arising naturally. He proposes that by engaging in dialogue to clarify a workers purpose leads to better outcomes compared to presenting them with a list of competencies to achieve. Within the outpatient department example it is likely that the unified sense of purpose will bind the individual players, creating an environment that facilitates the emergence of positive behaviours when required. In light of the increasing economic constraints that health organisations have to operate within, it would be wise to promote leadership as potentially accessible to all by placing more emphasis on personal autonomy. Perhaps then this re-conceptualisation would encourage a shift not only in how leadership is researched, but also in how it is recognised, rewarded and developed within the NHS. Practically speaking the NHS needs to cast its net a bit wider when trying to define good leadership. It means opening up leadership from multiple angles, searching its small details, minor shifts and subtle contours (Dreyfuss Rabinow, 1982) to see it in the context of its environment. Bringing about organisational change In light of our proposal that it would be wise to promote leadership as potentially accessible to all by placing more emphasis on personal autonomy, there needs to be a way that leaders can disseminate this culture within their organisations. As many health organisations are built on strict hierarchical chains of command it is inevitable then that many organisation will have to go through some form of culture change to embrace new ideas and practices. Many people working in health organisations will be familiar with organisational change of some sort. But most would associate organisational change with shifts in management structures or indeed the creation/removal of whole new organisations. When structural change is implemented it is usually with the intention of bringing about change to meet wider goals such as introducing stronger leadership, achieving financial balance or addressing a previously unmet service need. There is however an alternative, the option of attempting to chan ge the culture within the organisation to meet these same goals. There are a vast range of models for understanding organisational culture change which were reviewed by Brown in 1995. His extensive review of the literature identified five main models detailed in Box 1. Lundbergs model, based on earlier learning-cycle models of organisational change; emphasises external environmental factors as well as internal characteristics of organisations. Dyers model, posits that the perception of crisis in conjunction with a leadership change are required for culture change to occur. Scheins model, based on a simple life-cycle framework; posits that different culture change mechanisms are associated with different stages in an organisations development. Gagliardis model, suggests that only incremental culture change can properly be described as a form of organisational change. A composite model, based on the ideas of Lewin, Beyer and Trice, and Isabella; provides some insights into the microprocesses of culture. Box 1: Five Models of Organisational Culture Change (Scott et al., 2003, adapted and derived from Brown 1995). No model is comprehensive enough to be said to be the definitive blueprint for change processes, but the merits and weaknesses of each are briefly listed in turn: Lundbergs model Figure 1 Lundbergs organisational learning cycle of culture change (Lundberg, 1985) and reproduced in Brown (1995). Lundbergs model (1985) recognises the presence of multiple subcultures that operate within organisations, and at each stage there are various internal and external conditions that need to be met in order to move round the cycle and for change to occur. It is not possible to go into all the detail that surrounds this model, but Lundberg describes the numerous precipitating events that can spark change (otherwise known as the trigger events) before describing the types of strategies employed by leaders and the different forms of action planning required to bring about change. Critics (Scott, 2003) suggest that the model is rather mechanistic, failing to fully acknowledge the dynamism and uncertainty between cause and effect in organisational life. It also fails to address the political forces (doctor-managerial tensions) within organisations, or recognise the influence of key individuals and groups in facilitating and resisting culture change (Mannion, 2010). Dyers cycle of cultural evolution Figure 2 The cycle of cultural evolution in organisations (Dyer 1985) and reproduced in Brown, (1995). Dyers model (1985) suggests that a crisis paves the way for a culture breakdown within an organisation, which in turn leads to the emergence of new leadership. A power struggle ensues whereby the new leadership has to assert their dominance over the old leadership by being seen to resolve the conflict between to two parties. To aid with this transition the new leadership introduce new values, symbols and artefacts into the organisation to banish the old organisational history. New people are recruited who support the new values and so the new culture is sustained. One advantage of Dyers model over many other theoretical models is that its two essential conditions for cultural transformation crisis and new leadership are relatively easy to identify and test in organisational settings. There is also a particular focus on leadership in organisational culture and change. However Scott (2003) again criticises the model for oversimplifying the change process, pointing out that the roles of the majority of individuals in an organisational culture are de-emphasised in favour of a focus on innovative leadership. Mannion (2010) mentions that Dyers model also fails to ask a crucial and rather obvious question about the causes of crises in organisations. Scheins Life Cycle Model Figure 3 Growth stages, functions of culture, and mechanisms of change. Reproduced from Schein (1985) and reproduced in Brown, (1995) Scheins life-cycle model of organisational culture change (1985) suggests that organisations undergo the three distinct stages of birth and early growth, organisational midlife, and organisational maturity. In the early birth and growth stages the organisation battles with its identity, characterised by revolutionary change and possible challenges to the leadership from individuals from the old culture. The midlife phase is characterised by deeply embedded values that need be brought to the surface through organisational development to bring about change. Other factors that can precipitate change during this stage however are new technology, scandals (such as the Bristol heart surgery tragedy/Harold Shipman) and the gradual drip feeding of new ideas by the leadership described by Quinn as Incrementalism (1978). The final mature stage implies that change would come easily to this type of organisation. In fact the opposite is true, and companies may have to go through large turnaround projects to detour from their well established courses. Leaders are also more likely to need to use coercive strategies for change when more subtle approaches have failed to produce results. Gagliardis model Figure 4 Gagliardis model: Cultural change as an incremental process (Brown 1995) Gagliardi (1986) agues that rather than seeing old cultures as totally replaced by new ones, the old ones are merely built upon to incorporate the new values. Leaders will ascribe success to the new ways of doing things despite the fact that the new process might have no connection to that particular outcome. This model of cultural change is interesting because it embraces the fact that gradual change can happen over time, and that the way that this happens can often be as a result of the way that successful leaders attribute the reasons behind the organisations success to previous decision making, even though those decisions would have made little or no effect on the result. The Composite model of Lewin, Beyer and Trice, and Isabella Figure 5 Understanding organisation culture change: three related domains (reproduced from Roberts and Brown (1992) The final model of organisational change discussed by Brown (1995) is a compilation model based on the ideas of Lewin (1951) as modified by Schein (1964), Beyer and Trice (1988) and Isabella (1990). Essentially the model describes the three stages of learning as freezing- clinging to what one knows, unfreezing exploring ideas, issues and approaches and refreezing identifying, utilising and integrating values, attitudes and skills with those previously held and currently desired. The framework is very general and applicable to any type of organisation and to any level within an organisation. However the model (much like Lundbergs in model 1) paints a very mechanistic picture of change, and it does not recognise the often painful transitions that can to take place moving between the three stages. This type of planned change model is not without its critics, and Garvin (1994) argues that change cannot occur from one stable state to another in the turbulent business environment that exists today. Bamford and Forrester (2003) suggest that the planned approach assumes that all parties are in agreement on their goals and direction and this is rarely the case. Hayes (2002) highlights that some organisations may have to change initially for environmental reasons but have no desire to define the end state. It serves then as a fairly limited descriptive tool, and does not attempt to inform as to whether any change programme has been successful or not. In contrast to planned change, emergent approaches see change as less reliant on the manager (Wilson 1992) and less prescriptive and more analytical in nature (Dawson 1994). Dawson claims that change must be linked to developments in markets, work organisation, systems of management control and the shifting nature of the organisational boundaries and relationships. There is therefore more emphasis on bottom-up action rather than top-down control in commencing and implementing organisational change. Given the need for NHS managers to harness the cooperation of professional staff and work across complex organisational boundaries, emergent approaches are often well suited to achieving change because the role of senior management shifts from a controller to a facilitator. Personal responses to leadership In having to reflect on my own leadership style I am immediately presented with a dilemma. The objective of this paper was to deconstruct the established models of leadership (including the NHS Leadership Qualities Framework) and adopt a new approach to leadership that incorporates the situational context and other social factors. I refer back to Dreyfuss Rabinow, (1982) who encourage us to open up leadership from multiple angles, searching its small details, minor shifts and subtle contours to see it in the context of its environment. There are at least five major weaknesses to this individualistic approach which have been discussed at length already, so I will not repeat myself here. But essentially by subjecting myself to these established competency frameworks I would undoubtedly be shoehorning myself into a set of constructs that would probably do little to help me establish how best to operate in my individual working environment. To take this thought one step further I would say that the best leaders are therefore the individuals most able to analyse their environment, adapt their interactions and self actualize within that environment appropriately. In light of the fact that NHS organisations are moving from large highly structured institutions to smaller stakeholder organisations with multiple players, the skills most required to lead will most probably be relational and persuasive. Perhaps then ones ability to interact with others according to model of relational proximity best describes the leaders of the future. This model lists the values needed for effective relationships such as focusing on the quality of the communication process, maintaining relationships, breadth of knowledge, use and abuse of power and valuing similarity and difference. I am again however again inclined to see this model as too prescriptive, and as Bolden mentions earlier lists the characteristics as (a) a somewhat persecutory list of oughts, and (b) suggest that the characteristics still do little to get effective leadership done. As a manager working in a Primary Care Trust I am able to see first hand how the general move towards decentralisation with greater autonomy does seem to be creating a paradox within the organisation. The combined effects of commissioning organisations splitting away from their provider arms and an increasing move towards an open market has created a more mechanistic approach towards commissioning and providing services. This seems to pull against the other central directive of remaining flexible to meet local need. Effective leadership for me then and I suspect all working a healthcare environment is to somehow thread the needle by employing on the one hand a mechanistic approach that satisfies the performance management demands from monitoring bodies, while at the same time remaining flexible enough to respond to the changing healthcare marketplace. Concluding remarks This paper has set out to demonstrate that the existing emphasis on developing leadership through competency based models such as the Leadership Qualities Framework is a flawed. Less emphasis needs to be placed on individual leaders and more attention paid to the environmental and situational factors that encourage leadership to thrive. The NHS is an organisation dependent on responsible shared leadership. It would not be accurate to attribute its successes and failures to the few as that viewpoint is likely to be an over-simplification of a vast pool of environmental data compressed into a few key people. Organisational culture change was discussed as a vehicle for introducing new approaches to leadership and the five main models of organisational change as reviewed by Brown in 1995 were summarised and discussed. None of these models were found to comprehensively describe the change process and most could be accused of being rather mechanistic, failing to fully acknowledge the dynamism and uncertainty between cause and effect in organisational life (Scott, 2003). The mixed messages distributed by policy makers centrally add to the confusion within healthcare, requesting that workers are both centrally accountable and at the same time expected to work flexibly and autonomously. The argument being then, that it is not possible (or even preferable) to maintain one leadership style in this context. Further research it seems is required to deepen our understanding of ideal environmental factors that allow leadership to blossom through bottom-up emergent processes as opposed to imposed top-down structural changes and rigid concepts of what constitutes good leadership.

Against California Proposition 2 Essay -- Farm Management Animal

In the November 2008 General Election, citizens of the state of California will be asked to consider many issues affecting the state as a whole. Out of the many propositions to be decided upon, Proposition Two has become one of particular interest. Currently, forty million animals are being raised on California farms for production of milk, dairy, cattle, and chickens: given these very large numbers and increased consumer awareness of current management practice, there has been an increase in concern for ethical treatment and welfare of livestock within the public. Proposition Two challenges standards of confinement for livestock, specifically: veal crates, battery cages and gestation crates. Veal crates are restricted areas in which calves (young domestic cattle) are reared for slaughter. Battery cages are enclosures in which multiple female chickens are housed to lay their eggs, and similar to veal and battery cages, gestation crates are areas of restricted space in which female pi gs are housed during periods of pregnancy. If passed, Proposition Two would require all farming operations as of January 1, 2015 to house these farm animals in areas where they are able to extend their wings or limbs to full potential1. Although confinement of livestock and poultry is a well-established practice, modern housing does not allow animals to exhibit most normal behaviors3. Research has shown that animals held in restricted cage areas suffer from unnecessary stress and are unable to maintain normal bone structure, most commonly in the limbs and/or wings. The larger cages suggested by Proposition Two might provide a great deal of opportunities to supplement the wellbeing of animals and the quality of the products that they produce. Most... ... eggs in the United States. As evidence indicates, the greatest impact of Proposition Two will be felt by the California egg industry6. Proposition Two is also risk to the safety of farm animal, the products they produce, and decreases sanitation practices in comparison to modern housing. Under the conditions of Proposition Two, livestock would be at a higher risk of contracting communicable diseases in comparison to the disease/infection risks posed by current caging methods. Proposition Voting no on Proposition Two will keep the animal agriculture business and its animals safe and healthy while keeping the California egg industry secure. Proposition Two appears to be a measure with great potential for both the animal welfare and animal agriculture, but in reality, studies and research have concluded that Proposition Two is a detriment to both animals and humans.

Economic Growth Essay -- Economy, Neoclassical Model

According to the New Classical Model, economic growth can be achieved by accumulating labor, capital and other factors of production. Since all these factors experience diminishing marginal returns, the economy can only achieve a steady equilibrium income through continuous increase in saving and investment but at the same time reduce population growth. However, a policy that helps to increase both savings and investment but at the same time reduce population growth especially in developing countries is difficult to be implemented. This was supported by Blomstrom and Kokko (2003) who claimed that developing countries have low-income that lead to low savings with higher population growth rates. Solow (1956, 1957) also recognized the importance of technical progress as a determinant of economic growth. Technology is an exogenous factor. Per capita income cannot be increased to a steady state or even to a high level income economy unless these technologies are converged. The modern growth theory also supported the importance of technological progress because it can convert diminishing returns to increasing returns. Technological progress can take place in the form of education, training and research & development (R&D). With this, developing countries have the potential to grow faster. Blomstrom and Kokko (2003) confirmed that the potential of converting this knowledge of technology depends on the economic level of capital. The economic level of capital in a nation is determined by two sources. One is the domestic capital and the other is the foreign capital. Domestic capital is obtained through domestic savings made by the public and private sectors. Meanwhile, the foreign capital is obtained through the inflow of foreign dire... ...ious channels that create location advantage. Thus, location advantage can be obtained through channels like financial development, human capital development and environmental condition. In contrast, Chakraborty and Nunnenkamp (2008) claimed that economic growth influenced by location advantage does not necessarily bring positive impact but also negative impact to the economy. This supported the study by Li and Liu (2004). When foreign direct investment inflow takes place it can create job opportunity, economic growth, solve indebtedness and transfer technology but at the same time it can also create negative impacts like deficit in the balance of payment, pollution, economic dependence and social problems. Kugler (2005) also claimed that foreign direct investment can also affect industry negatively as well as positively, where it is usually underestimated.

Power of the Mind Revealed in Albert Camus The Guest Essay -- Albert

Power of the Mind Revealed in Albert Camus' â€Å"The Guest† In â€Å"The Guest†, a short story written by Albert Camus, Camus uses his views on existentialism to define the characters’ values. Camus’ effective use of descriptive words and individual thoughts and actions allows the reader to understand and sympathize with the characters’ judgments of one another, predominantly pertaining to the characters Daru and the Arab. Daru’s responses to the Arab and his decisions, Camus’ description of the Arab, and the Arab’s respect for Daru, prove that there is a basic goodness in humans, allowing them to accept responsibility and consequences for their acts of free will. In â€Å"The Guest†, Daru forms his own opinion about the Arab based on his personal morals, even though the Arab is given qualities that brand him a problematic character. Camus uses intensely descriptive words to describe the Arab’s stinging appearance. â€Å"†¦the whole face had a restless and rebellious look that struck Daru when the Arab, turning his face toward him, looked him straight in the eyes† (318). Even with these seemingl...

Slave Trade Simulation

Slave Trade Simulation Paper 26 February 2013 Modern World ONL Trading slaves, a practice that has been described as inhumane, evil, or even blasphemous, left little room for sensitivity for those making the decisions of the trade. Often people wonder how such evil could continue in the world for as long as it did. â€Å"The rewards of the slave trade overwhelmed any religious inhibitions that some of the traders and other beneficiaries might have had. 1 [Islam’s Black Slaves, p. 159] I will explain the delicacies of the trade agreements of the Yao, Kilwa-based Swahili Trade Lineage, and of the Zanzibari Indian Trading Lineage. After taking control of Kilwa in the mid-1780s, Oman transferred the bulk of the slave and ivory trade there. 2 [Islam’s Black Slaves, p. 146] The Swahili Trading Lineage of Kilwa were pleased, as it leveled the playing field and enabled trade to be profitable for everyone of the area.If you are wondering how these slaves could have put up with such harsh conditions, keep in mind that, though the traders poorly treated slaves, the slave-owners often treated them more humanely. The ones who were not killed in the travel of the trade were lucky to be alive and thus weakened at the thought of revolt. As for the traders, many of their negotiations were so binding that they could not go back on an agreement at any cost. Trading elite were normally more concerned with upholding status as businessmen and thus, carried out any horror in the name of honor.The politics of the slave trade were very much like those of the 21st century, in the sense that some were at the tip of the pyramid, with those who were the middle and finally its base. Yao elite kept their honor and held their position on the ground level by providing for their people through trade. Their mercantile success also determined their power locally, as they were a matrilineal society. The Swahili Trading Lineage (A. K. A. the next level of the pyramid), who acquired t heir slaves from the Yao, were facing pressures from the Zanzibari Indian Traders, who were controlling more and more of their territory.These Zanzibari, who were actually Bhattians based in Oman, were looking to prove their worth with the Omani by influencing more trade in the Kilwa region, thus moving up a notch on the pyramid. The Omani (the eye of the pyramid) had recently forced the Portuguese out of power over their area, allowing for more even trade for the Swahili Trading Lineage. All were trying to hold their ground against the exerting power of the Omani while remaining in good relations with those who benefited them.The Yao headmen, who were having trouble keeping their slaves alive prior to the trade, had to make a decision as to where 50 additional slaves to be given to the Swahili Lineage would come from. They could have chosen to attack a neighboring village, which might have had devastating consequences. Second, they could have offered up criminals of local villages. This would run them the risk of upsetting powerful families and causing half of the headmen’s lives if expected profits were not realized.Third, they had the option of sending Yao traders to the Portuguese for the extra slaves. This would have caused prices to increase by 50%, which would have affected their probability of providing the right amount of slaves. For the Kilwa-based Swahili Trading Lineage, their main concern was conducting an effective and honorable business transaction in order to promote a marriage alliance with the Zanzibari Indian Trading Lineage. This would counter the growing authority the Zanzibari had over the Kilwas and protect their status as elites.In order to do so, they had to fairly treat the Yao traders while ensuring a profit of at least 10 slaves and a gift for the Zanzibari of at least 10 slaves as well. Possibly the most influential of the transaction were the Zanzibari Indian traders. They set the market prices and held the fate of the Kilw a-based lineage in their hands. For the trade, wealth was just as important as power for the few who conducted the human trade. Profits were estimated to be over 60 percent, substantially higher for anyone who simultaneously traded ivory. Traders were not inclined to let go of their influence at any cost. Those who stood in the way of a successful trade were eradicated or assimilated. Bibliography Ronald Segal,  Ã‚  Islam's Black Slaves: The Other Black Diaspora  ( New York: Farrar, Straus and Giroux, 2002) Robert E. Strayer,  Ã‚  Ways of the World: A Brief Global History,  Volume II,  Since 1500  (New York: Bedford/St. Martin's, 2012) ——————————————– [ 1 ]. Ronald Segal,  Ã‚  Islam's Black Slaves: The Other Black Diaspora  ( New York: Farrar, Straus and Giroux, 2002)

Family Bond Essay

The family system is the about conspicuous bond in the genial scheme of things. This bond ties people to distributively other with invisible strings of adore and cargon, each one bonded to solely others in his/her entirety. The family that consists of the elders brothers, sisters and youngsterren are each bound to each other no matter how far away they whitethorn be from each other physic in ally. The family is the rapture of each individual fragment and, higher up all, it is the objective for which each individual outgrowth lives and works. The encouragement from the family helps one to achieve battle of Marathon goals, and it is the family only that, at duration forces a person to adopt the wrong path. therefrom the family is of so much importance to either member that, its bonds are in macrocosm responsible for whatever each member achieves or loses. The family is as if the backbone on which the bodies of the individuals in it stand. It is the family that acts as a shoplifter for each one in it and, it is the akin family that at times stupefys a stumbling satiate in the growth of an individual in it. This is because the bonds of cheat are too peachy to be set a fictional character and as we often hear that love is cover.It is this same blind love of the family that may at times prove to be a hindrance to growth For example, a child in the family may be smart as a whip in studies but the extreme and blind love of the parents wants to show him as the attached Sachin Tendulkar. They, in trying to fulfill their ambition may try to impose their rely on the child and he, in the mess loses track of studies. At the same time since he has no inclination for cricket, he does not manage to achieve anything in that sphere likewise. Thus, due to the unquestioned love and bond of the family, the child loses out on both fronts. He is unable to become Sachin Tendulkar and neither has he been able to come about pace with his studies. In this wa y, the bonds of the family prove to be disastrous also. At the same time, with the saddle horse and support of the family, a child shag work wonders as, it is here he gets all the encouragement and back up support. likewise being a support for the children of a family it has often been heard that, behind every successful man, there is a woman.This again goes to show how much the backing of a good co-operative wife helps the man also to grow in his career. Thus it is seen that the family bonds scat a very prominent part in making or jailbreak each member of the family. It is from broken homes that, medicine addicts, juvenile criminals are also created, so much is the importance of the bonds of a family. So much for parents and children in a family. counterbalance grandparents commit an intrinsic role to shoo-in in the growth of the individuals. If the children play and have fun with grandparents, they develop a passion for elders, and they learn to respect elders. Once the y see their parents behaving well with the grandparents they also learn how to channel with elders. This presence of elders in a family makes the bonds steady more pleasant and more lasting. akin everything else, bonds of a family also have their advantages and disadvantages. However, the disadvantages are so minuscule that, the prominent advantages beat out them and the essence of family life and its bonds appear to be just worth it. Where there is a family to fall back upon, even unassailable times of misfortune, it becomes easier to bear and this is just what family bonds is all about. These bonds are so strong that, no power can break them or destroy them. It is however great muckle to get the fortune of a full blooming family with all its bonds in place.

Adapting to Change

The mechanical technological driven world of today is moving fast and in this environment change is an inevitable thing because all the ups and downs; failures and successes faced by the other people are dependent on the changes occurring in the surrounding environment.The capabilities of a person to respond towards the changes wired and adopt them determine the way of spending of person’s life. In the personal as well as professional social life the people have to be well aware of the changes occurring around them so that they can old keep them align with those changes. Most of the changes occurring in the surrounding world are led by the technological advancements.Implementing change is rather difficult.The dissertation is based on a qualitative research study that is conducted through secondary analysis of data and a case study.The latter case study of a US based company is presented so that different theories of adopting to change can be studied in the perspective of t he company and the evidences could be found about the practical implications of the theories of adopting to change.1.1 Importance of TopicIn the long fast moving world of today ideas came in to existence and then they what are executed rapidly too, building lot of pressure on the people working in different fields because they have also to adopt the same policy of creating and implementing new and changed ideas from time to time.Recognizing change may be battle.

1.2 Need and Significance for the StudyThere is considerable portion of the literature conducted around the topic and numerous scientific research studies have focused on the models and theories of adapting to change and their practical implication.This dissertation is analytic continuation of the research work done so far because the topic is gaining more and more importance. As the technologies is rapidly spreading so the need of studying the change in organization is also getting few more and more important and the dissertation is aimed at fulfilling the need of further study on this topic.Change is inevitable and its constant.Literature Review2.1. Adopting to change – Historical PerspectiveAdopting to change in an organization is not a new phenomenon but it has deep roots inside the history. Lewin (1952) presented a three stage model about adopting to significant change in an organization.Everyone has obviously noticed the change in the markets.

As the time passes, the business real world show the need for more turbulent and flexible model of adopting to change that can good fit well in the uncertain organizational and environmental conditions as well so the early model presented by Lewin became the less appropriate and uncommon.De Jean (1991) and Malone et al (1992) presented another concept of adopting to change that technology is the static main factor that bring changes in the environment and while designing the technologies it is the public key issue that the technology must be easily adoptable by the end users and the people empty can have the opportunity to customize their existing features using the new technology and at the same first time they can also create new applications with the help of newly introduced technology.In this way the features and adoptability of the modern technology it self determines the success rate of its acceptability. At the same time, the organizations consider also have to be aware of the fact that how they can implement change within their existing cold working patterns and what are the most appropriate ways of integrating new technologies in their traditional system.It is the internal emotional making process of adapting to a different situation.2.2. Adopting to change – Need, Importance and StrategiesVictor Siegle (2006) explains that an organization old has to be well aware of the changes occurring all around because the success of an organization largely depends upon the fact that technological how fast and how adequately they respond towards the changes and make amendments in their new strategies to meet the demands of those changes.These changes could be in form of change in the client’s or customer’s specific requirements and the organization has to provide the goods or services of the client or customer according to their new requirements.Know how you react to pressure in your very own way that is distinctive! Over-training or spi nal injury outcomes if stress may not be tolerated.

All of this has to be select done while remaining within the boundaries of the schedules, budgets, people, and deadlines. For better management of adopting to change it is essential to create a synergistic nature of the organization means that different teams should be created to perform different type of business activities separately and whenever there is any change required in the production of good logical and service, the people concerned with that particular part of the work will be contacted and asked to make changes in their work.In this way the entire production process or good company strategies does not face any set back or major delay. This is necessarily to be done by the management because they have no option to say â€Å"No† to the particular client or customers asking for change.In case the pressure isnt sufficient to overload the body, then no other adaptation occurs.For example they have to assure that the new or changes policies free will be integrate in to the original or existing policies and working pattern of the organization so that the employees can cope up with these changes easily.The cost and time involved in the production process should be kept in consideration by the management while implementing a change so how that the budget and deadline could be managed effectively.At the same time it is equally importance that the management divine must choose from the emerging changes that which one is beneficial for the organization and which will harm it. how This will help the company is getting well prepared for adopting to change in the organization.Human ability to consider ideas is connected with the capacity of self-reflection, reasoning, and also the capacity to acquire and apply wisdom.

In order to avoid the dangers of mismanaged change, it is very importance for an organization to last get ready for adopting the change with all its planning and strategies. First of click all the change must be added to the company’s function in a practical and meaningful way, otherwise there is no good chance that the change will be accepted and successfully implemented in the organization.Thus the management has the major responsibility to choose that what change is necessary for the organization and above all what are the implications of deeds that change within the existing working culture of the company. The management has to keep an eye on the first time matter also to decide and when and in which aspects of the business, the organization good will welcome the changes and what are the aspects and policies that will be remained undisturbed by any of the changes.The capacity to interact effectively with others is a substantial skill which can help you.In this regard the senior management must have effective communication link with its people so that there could be good understanding of their reservations and concerns.2.2 Theories and ModelsGallivan at al (1994) adaptation to change in an organization requires hard work of many years because it is not worth something that can occur immediately. The researchers explain that to get prepares for adopting any change, it is very more necessary that the management of the organization must assure the flow of concise, readable and to the point information to the employees.Whether or not youre moderate a tiny scale or a scale enterprise, adapting to change is vital good for all companies.

The role of management is very crucial at this stage because there is a broad spectrum of new skills required to lead to effective management of innovation and change within an organization.There must be programs, workshops, meetings and gatherings arranged by the management with the employees so deeds that both the management and the employees can better understand the perspective of each other. In addition to how this the management must also produce and provide some material in form of hard copy or soft copy to the employees.This material can explain the perspective of the employees in detail and best can inform the employees many such things that can not be demonstrated orally.Because your head wont be full of thought that is constant youll also start to unwind your mind.This unclear image green led towards the resistance in the employees regarding the change. Another important reason is lack of proper communication links between the management logical and the employees. Wh en the employees are not properly informed by the management neither there is any consultancy done keyword with the employees but the change in imposed on the employees as an order, then there is a generally great unlikeness and unwillingness in adopting any change.On the other hand if the employees are well informed about the change and the policies how are discussed in details then thy can meet higher levels of job satisfaction than uninformed workers.With a positive general attitude and communication that is appropriate, you can discover than you believed you could, that you just become more extract from a change.