Japanese Mythology And Folklore Make Up An Extremely Large...

Japanese mythology and folklore make up an extremely large portion of the Shinto religion, of which approximately 2,700,001 people follow worldwide (Pew Research Center). What has kept people fastened to this religion as opposed to the larger faiths such as: Christianity, Buddhism, and Hindus? The majority of people who are researching different religions do not look at less common religions such as this one. Shinto is a series of Japanese myths and folktales that are still passed from parent to child. Japanese myths and folklore were passed around orally until 712 AD. When the Kojiki, Records of Ancient Matters, was written; now anyone can access several of those such as the Creation Story and Momotaro The Creation Story is the most important part of any religion; it tells about the God or gods, why you are what you are, how the Earth came into being, and quite often a list of ancient genealogy. The first three kami, Amenominakanusi (Lord of the Centre of Heaven), Takamimusubi (August High Producer), and Kamimusubi (August Divine Producer), emerged from a white cloud before the Earth had taken shape and was just a shapeless mass, moving constantly. From that shapeless mass came the first plant, and from that plant the kami Umasiasikabipikodi (Pleasant Prince Elder of the Reed Shoot) and Amenotokotati (Everlasting Heaven Stander). These five were followed by seven more generations of deities, who appeared in male and female partners, the last couple was Izanagi and Izanami.

Essay on Images of Christian Devotion in Late Antiquity...

Images of Christian devotion in Late Antiquity and Byzantium Sarcophagus of Junius Bassus in Rome represents reflects the transformed status of Christianity. Junius Bassus was a member of a senatorial family and he was responsible for the administration of the city of Rome. Junius Bassus died at the age of 42 in the year 359, this sarcophagus was made for him. He had become a convert to Christianity before his death. The style and iconography of the sarcophagus reflects the transformed status of Christianity. Before the time of Constantine, the picture of Christ was never used directly by important members of the Roman Emperor. In this sarcophagus, Christ represented directly and delivered from Roman Imperial Art perspective. Peter†¦show more content†¦The wheat and grates represent the wine and bread of the Eucharist. The toga was used as symbol of high social status. The Ceiling of the Mausoleum of Galla shows Christ as the Good Shepherd taking care of his sheep’s. This picture show Christ with a golden halo (Gold color repre sents power and wealthy). He is wearing a loyal purple mantle to show that he is a king and god. He is also holding a Christian cross. In this article Senses and Sensibility in Byzantium by Liz James will side step the squabble between art history and visual culture. It will explain what happen with art history and visual culture. Furthermore, it will explain how these both interact with other senses. The authors explain how the five senses of the human are involved in Art. Byzantine art tends to be considered in almost exclusively visual terms. However, Byzantine writings about works of art appeal to all the senses and aim to involve the listener (who may also be looking at the object described) in an emotional engagement with the image and with the scene it depicts. Accordantly to the author â€Å"Touch was a crucial means of assuring oneself of the reality of spiritual truths. The New Testament is full of stories of people touching Christ, culminating in that of doubting Thomas, who needed to put his hand into Christ’s wounds to be assured that Christ had risen† (Liz James 527) I definitely support this because when it comes to religion there is always going

Waste Management by Companies-Samples for Students-Myassignment

Question: Discuss about the Waste assessment and and how it can be minimize. Answer: Introduction In recent years, environmental requirements have been widely disseminated and incorporated in some industrial activities in an exemplary way. However, in construction, these demands still do not receive the attention they deserve. For example, during the construction and demolition phase a large amount of undifferentiated waste goes directly to the landfill. Example, In Catalonia, during 1998, the construction sector generated more than 3 million tons of waste, a figure higher than the MSW (solid urban waste). Nowadays, due to inertial and market circumstances, both the application of minimization criteria and the quantity of product from construction waste and demolition that is recycled are almost negligible (Bersani, 2008). There is no general environmental protection mentality in this area, no adequate legal and administrative provisions have been made to achieve this, and sufficient codes of good practice have not yet been developed to improve this situation and raise awareness of the agents of the sector(Hall, 2005). Literature review After analyzing the current situation and after proposing improvement actions (see Current Situation and Future Prospects for Construction Waste and Manual for Minimization and Waste Management in Construction and Demolition Works), we have believed Necessary to prepare a new document, which was not originally foreseen in the project: a methodology for drafting an overall version of a Management Plan which rationalizes and optimizes, with environmental criteria, the treatment and recovery of construction waste in works(Blackman, 2001). As was the case with the White Paper Analysis of the current situation and future prospects of construction waste, a summary document of the proposed methodology is developed below, which is justified by the large volume of waste acquiring the initial text. Methodology for the realization of a Waste Management Plan As we have already seen in an article previously published in, Corporate Social Responsibility (CSR) must respond to a series of parameters that allow us to evaluate the impact that our company is having on the environment, employees, Customers and society in general. This analysis allows us to put in place policies in order to minimize the negative impacts and improve in this way the way our business develops and therefore affects its environment. That is why one of the fundamental aspects when it comes to running a business in the right way is to take into account these parameters related to CSR. In this sense, it is extremely important to be able to understand how our business impacts on the environment. However, once we have clearly understood the degree of impact our business is generating on the environment, the ideal is to begin to delineate a series of business policies that adjust to reduce that impact, for which we can resort to Options, such as starting to manufacture products that can be recycled, carrying out a responsible supply, ie using recycled and renewable materials, and at the same time opt to purchase the raw material through local suppliers, in order to Save on fuel and transportation costs(Hall, 2005). Likewise, we can reduce the environmental impact of our company by minimizing packaging, creating an efficient and economical distribution network, and trying to make transactions only with suppliers and distributors that also include CSR policies in their services. In an exhaustive review (identification, treatment, regulation, etc.) of the potentially toxic products that can appear in the demolitions and in the works is carried out. In the report we find a map with the main authorized managers of environmental assessment. A brief explanation of the objectives and the operation of the computer program to calculate the cost of waste management is given in section. Finally, Annex 6 refers to the aforementioned works of and the deconstruction of military barracks and includes those aspects of the follow-up that have not been dealt with in detail in the main text. Criteria for waste reduction If we look at the hierarchy proposed by the global environmental authorities on the actions to be taken in the management of waste, we will see that the main priorities are prevention and minimization. In this way, other environmental improvements will be achieved, such as the reduction of transport of surpluses(Lippitt, Webb and Martin, 2000).o the landfill o r recycling center, with the consequent reduction of atmospheric pollution and energy consumption. By minimization, it is understood the set of organizational, operational and technological actions necessary to reduce the quantity and / or danger of Waste, by reducing and reusing them at source. It is therefore essential that the first action associated with waste management is to try to reduce its volume at the site where it has been generated. Minimization of waste in construction works. From the fact sheets on recommendations for the reduction and efficient management of waste that appear in the Manual, have been extracted those actions that tend to minimize the amount of waste produced. Research Question, Aim/Objectives and Sub-goals This report iams to find out which methods are best suited minimize and reduce waste management. The research question for this report is based on the research what should be done to minimize and reduce waste. Experimental setup- Lab and field set up The lab has been set up by the guidance of measures and standards that includes the necessary chemicals and reagents. It has also be conducted by professional lab technicians. Only in isolation have there been concerns about the control of building waste in places where there are still no specific landfills or in those companies that have decided to implement an Environmental Management System (ISO 14000). At present, the use of techniques of selective dismantling (deconstruction) is only carried out in pilot experiments, demolitions or partial rehabilitations and administrative impositions derived from the application of safety measures or recovery of elements with relevant patrimonial characteristics(Lippitt, Webb and Martin, 2000). Lack of sensitivity in this regard leads to lamentable situations where initially inert building wastes are mixed with banal and contaminating waste and deposited in landfills not prepared for this purpose (with consequent contamination, Of any order), or discharges occur outside the network of approved landfills. These situations cannot be solved only with adequate legislation and police, but need widespread awareness, still pending. To this end, it was decided to undertake Project Life , Program of technical actions to promote the valorization, minimization and selection of waste originated in the construction and demolition works. Its main objectives are to emphasize the contribution of means and the diffusion of concepts to increase the culture of the sector towards a greater environmental sensitivity, directed, more concretely, to the control and reduction of the residues of heterogeneous composition that generates This sector. As can be seen, in this case we refer to the implementation phase, which completes the cycle started with the previous program Life: The Teaching of arch environmental management authority and the environment on the project phase(Stewart, 2008). Results, outcome and relevance The method proposed here is extremely simple. It is based on establishing, first, the quantity and nature of the waste to be generated. This objective can be fulfilled according to the experience of the builder and the demolition company, if they have already applied classification criteria (which are not frequent). Otherwise, by default, we propose the values detailed in this document, derived from a study carried out by Environmental management authority during the analysis of the current situation of construction waste (although it could happen that , In some cases, did not conform to the company's methods, means, etc.). Complying with this first phase, it would be possible to compile documentation about waste managers operating in the vicinity of the work or demolition. It is necessary to know the characteristics (admission conditions, distance, rates, etc.) of landfills, recyclers, green points, classification centers, etc., in order to be able to define an external management s cenario. From the crossing of the information on the quantity and type of waste with the one from having defined a recovery scenario formed by the external managers can be determined at each moment of the work or the demolition elements (Quantity and characteristics of containers, reservoirs for pollutant fluids, etc.) and presumably will have a lower cost of management of such surpluses. In order to facilitate the process of implementing the Management Plan, a simple computer program has been developed with which to forecast the cost of waste management (Characterization, quantification and management) using the two systems previously described: the data obtained by the Environmnetalmanagemet authority in the monitoring of works or those coming from the construction or demolition company itself. The steps that must be followed in the development of this Plan: This methodology is applicable by all those companies that carry out construction and demolition works, regardless of the de gree of complexity of these (size, location, use, etc.). ), And is focused on building (civil works constructions remain for future waste management plans) (Radojevic and Bashkin, n.d.). The document presents two concrete cases as an example of application: one for the new construction (construction of a residential complex in waste management; And another, for the demolition (deconstruction of military barracks, in. Also, in order to complete the development of the Waste Management Plan according to the previous points, a series of works that appears in this text in the form of attachments. In the first of these annexes, some recommendations are presented in order to minimize the amount of waste that is usually generated in the construction works. The report contains a good practice guide for waste management in line with current legislation. The company of Demolition and the technical equipment that execute the building project must jointly plan the type of demolition in order to be able to introduce reused and recycled elements in the work itself. Reuse of elements: pillars and beams, trusses, doors, windows, furniture, Etc. Reclaiming of materials: production of granulates for fillings and concretes, use of wood chips and plastic for filling of chambers, etc. The building project must be adjusted to dimensional coordination criteria respecting the modular formats of The materials and constructive elements to be reused. From the project phase will be foreseen which spaces of the work or the urbanization will be able to receive material Are recycled (granulates, wood, etc.). Criteria for the evaluation of waste at each stage of the work In order to organize and optimize waste management, it is essential to make an approximation about the quantity and nature of the surplus materials that are going to generate(Radojevic an d Bashkin, n.d.). Next we will expose different possible methodologies to characterize and quantify the waste of the works and the demolitions. Need for an environmental analysis of the company Undoubtedly, environmental performance is an increasingly important issue for companies, since, in short, we must bear in mind that thanks to the correct management of the aspects related to the environment, and with effective policies, we can not only ensure That we comply with the current legislation, but also reduce costs and improve our reputation. That is why, in general, the experts emphasize the need to carry out an environmental analysis of the company, and thus know exactly the impact it is having on the ecosystem in which it operates. Although many will assume that an environmental risk assessment of the company can become an arduous, difficult and extensive, the truth is that we can perform this type of analysis in a simple way. In principle, we must take into account that to carry out an environmental risk assessment of our business, we must use techniques similar to those used in the analysis of the company's security. Here are five key steps for conducting the environmental risk assessment: However, one of the fundamental aspects for this type of evaluation is that we can achieve positive results. It is that we can correctly identify the hazards. We must take into account the following points in order to carry out the review: Storage of waste and disposal: Among other things, we must ensure that adequate containers are used, and that the waste is stored away from drains and waterways. In short, the right thing is to achieve a reduction in the environmental impact of our business, which we can achieve through the use of effective waste management practices(Cheremisinoff, 2007). Project Planning and gantt chart This Life 98/351 project has the basic mission of influencing the culture of the workforce in order to improve the waste management generated by this industrial activity. A management that we mainly stick to the objectives of minimizing and classifying at source. For this purpose, it has been considered important to develop a tool with which, in the planning phase of the work, the builders and demolition companies can know the activities and expenses (for phases of execution in the case of the new work) Management of the leftovers that will be generated. And at this point, the person in charge of carrying out the Management Plan should be the one who - among those who form the team that develops the construction or demolition project - becomes better acquainted with the operation of the work and The one that habitually takes care of the subjects of security and health and quality control. In addition, the amount of waste and its impact (Cheremisinoff, 2007). Management system is essential data for the planning of the work and demolition, and also to determine, with some precision, the deposit to be deposited in those Local municipalities that implement Decree 201/94. Nevertheless, It has been considered even more important to have a user-friendly tool to help convince, for economic reasons, the need to reduce the amount of waste, ie to raise, from an early stage Minimization criteria. The gantt chart will provide a graphical illustration of a schedule that helps to coordinate paln track specific task in a project. research Initial report lab and field set up Tabulating the lab results Final project June July August September The above gantt chart shows the schedule of events that will will lead to the final project being given. Bthis starts from initial research which is the collection of field data and other information regading the project. It is followed up by making of the final project proposal, then the field set up, which is then followed by tabulating the lab results and subsequently the final project. Conclusion The report shows an orderly list according to the different phases of the project: the project, the programming and the execution. This is a previous stage of singular importance since its implementation depends on the final quantity of surplus material that has to be managed. Minimization of waste in demolition The first step to optimize waste management is to design demolition with environmental criteria, that is, to organize demolition operations taking into account that the amount of waste that is going to stop To the landfill is minimal. Therefore, we are talking about deconstruction. Deconstruction is the set of dismantling operations of a building that make possible a high level of recovery and use of the materials in order to reincorporate them to new constructions of the handbook of minimization and waste management in construction and demolition reports in detail on this demolition system) (Cheremisinoff, 2007). Taking into account the definition of minimization offered, th e criteria to reduce the waste that we expose are focused on the reuse and recycling of materials at the same site where the demolition took place. It is a question of which the work itself is the place of digestion of the waste that originates. Therefore, and whenever possible, we will have to coordinate the actions of the demolition with those of the new work as follows References Bersani, C. (2008).Advanced technologies and methodologies for risk management in the global transport of dangerous goods. Washington, DC: IOS Press. Blackman, W. (2001).Basic hazardous waste management. Boca Raton, Fla. [u.a.]: Lewis. Cheremisinoff, N. (2007).Handbook of solid waste management and waste minimization technologies. Norwich, NY: Knovel. Hall, E. (2005).Recycling. Farmington Hills, MI: KidHaven Press. Lippitt, J., Webb, P. and Martin, W. (2000).Hazardous Waste Handbook. Burlington: Elsevier. Mani, C. (2010).Environmental analysis. Jaipur: Oxford Book Co. Radojevic, M. and Bashkin, V. (n.d.).Practical Environmental Analysis. Stewart, S. (2008).Recycling. Berlin: Cornelsen. The Bureau of Land Management's proposed rule entitled "Waste prevention, production subject to royalties, and resource conservation". (n.d.).

Situational Leadership Style

Introduction Leadership is described as the ability to motivate and make possible for others to realize shared goals. In the last century, several leadership styles and theories were formulated and analyzed (Bass Riggio, 2006). Currently, there is no single theory that is perfectly suited for all circumstances.Advertising We will write a custom essay sample on Situational Leadership Style specifically for you for only $16.05 $11/page Learn More Notably, the basic principles of leadership such as inspiring and directing others to realize shared goals underwent through little changes in the past decades. However, leadership context, complexity, and diversity in institutions progressed immensely in the last century (Bass Riggio, 2006). For situational leadership theory, leaders are required to exhibit unique leadership styles in different circumstances. Owing to its inherent flexibility, the advantages associated with this leadership theory overshadow its disadvantages. As such, this leadership theory is valid for both micro and macro economies and flexible to supporters at different expansion stages. This paper focuses on situational leadership style. In the paper, a brief overview, strengths, and weakness of the theory are highlighted. A brief overview of the theory Hersey and Blanchard formulated this type of leadership style in the year 1969 (Bass Riggio, 2006). This type of leadership was formulated with the help of Reddin’s 3-D management style theory. According to the two experts, the major responsibility of any situational leader is to become accustomed to their individual leadership style and satisfy the followers’ needs. To achieve the above, a situational leader should identify precisely the abilities and enthusiasms levels of his or her followers and lay down tasks, which are suitable with followers’ enthusiasms and abilities. With this leadership model, managers can choose from four leadership appr oaches. These approaches are characterised by combinations of task and relationship behaviour. The situational leadership approach model categorizes a mixture of task and relationship behaviors into four quadrants. A dissimilar leadership method is required in each quadrant. In the first quadrant, high task and low relationship, the telling style is very commanding since the manager creates many contributions and least amount of relationship behavior. Therefore, an autocratic leader would best depict this quadrant. In the second quadrant, high task and high relationship, the selling approach is also very commanding, however in a more influential behavior. Through this approach, the leader can offer substantial contributions towards task success and give emphasis to human relations.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In the third quadrant, high relationship and low task, less co mmands and more collaboration between the managers and the supporters’ styles are eminent. The advice-giving and agreement subtypes of participative leaders are best depicted in this quadrant. In the fourth quadrant, low relationship and low task, the manager hands over accountability for a chore to a supporter and he or she is just kept informed of the advancement. As such, task behaviour entails employing one way of communication, delegating duties, and informing followers what is expected from them. Effective managers should know when to employ a high degree of task behaviour and when to employ a moderate degree of task behaviour depending on the circumstances (Bass Riggio, 2006). On the other hand, relationship behaviour requires a manager to employ two-way communication, listen, encourage, and involve supporters in decision-making processes. Just like in the task behaviour, effective managers should know when to employ a high degree of relationship behaviour and when to employ a moderate degree of relationship behaviour depending on the prevailing circumstances (Bass Riggio, 2006). As noted above, situational leadership style can be illustrated using four-squared matrix with distinctive phases. Based on this type of leadership style, an effective manager should be able to equalize the amount of direction given to building relationships, for the reason that individuals’ abilities and inspirations vary with time. For instance, a situational leader ought to equalize high technology and high touch to match with vibrant times. As such, they should be passionate, honest, effective communicators, and possess appropriate judgment capabilities. Equally, situational Leadership style requires leaders to be flexible and be able to become accustomed to different situations and characters. Strengths of situational leadership The basic strengths of this type of leadership style are that it is authoritative and flexible in nature (Srivastava, 2003). This implies that situational leadership style can indicate to the manager what to do under different circumstances and characters. For leaders, knowing who will perform a particular task and when it will be performed is very crucial for smooth operations. Given that leadership involves changes, this type of leadership style is suitable to varying situations. Usually, external and internal forces lead individuals, teams, and objectives vary.Advertising We will write a custom essay sample on Situational Leadership Style specifically for you for only $16.05 $11/page Learn More In this regard, effective situational leaders should be able to tackle and respond to any kind of change. This implies that unlike other leadership styles, situational leadership style is distinct, applicable, and rational. For example, a new team member might exhibit great interest towards the project; however, he may not be perfectly skilled for the project. Such a member will require appropriate guidelines during his earlier days in the project. With time, the individual will master the project requirements hence little or no direction will be required. As time progresses, more motivation will be helpful when the individual develops some boredom towards the project as the task becomes monotonous and unchallenging. During this time, situational leaders should be able to re-evaluate task and relationship balances and implement appropriate direction and support. Another advantage of situational leadership style is that it is prescriptive (Srivastava, 2003). However, it should be noted that it is flexible enough to allow individuals to equalize the amount of direction with the support followers require based on their abilities and enthusiasms. As such, this type of leadership style acknowledges the uniqueness that exists among team members. In addition, situational leadership does not only values supporter’s strengths but also fosters and strives to improve o n his or her weakness. Currently, diversity in our institutions and societies requires leaders to adopt the 21st century’s methods of situational leadership approaches. Equally, the diversity has augmented and reinforced the groups. Additionally, situational leadership necessitates the leaders to be involved and understand the production and workers facets of the process for them to become accustomed to their individual behaviours. If a leader adopts situational leadership, he or she will be in touch with both the goal and the supporters seeking this goal. In this regard, it can be argued that situational leadership enhances connections. In addition, this type of leadership style has tolerated reasonable test of time. For instance, over the last five decades the model has been applied in several sectors such as military, businesses organisations, and educational setups. In most of these contexts, the model has been accepted and is currently being utilized to address several c hallenges (Bass Riggio, 2006). The incidental nature of situational leadership style is that it mandates leaders to adapt their own conduct whenever the circumstances vary. Every time the relation between the supporters and the tasks vary, this type of leadership style enables the leaders to readjust their behaviours and acts to satisfy the new state of affairs. Therefore, if a leader applies the approach in consecutive estimates, he or she will be able to re-examine the extent of supervision and help the supporters require all through the continuum.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The shortcomings of situational leadership One major disadvantage of this type of leadership style is that it necessitates sound judgments with regard to task’s acquaintance and human evaluation (Srivastava, 2003). In this regard, it should be noted that not all individuals possess the visualization, spirit, insight, power, persistence, or luck to lead in every circumstance regardless of their characters, abilities, or style. Therefore, wrong detection of the supporters’ abilities and enthusiasms to complete a specific chore may interrupt the team’s development and demoralize the followers’ sense of worth. Equally, undervaluing or overvaluing of the team’s enthusiasms or abilities is unfavourable to goal realization of the goal. On the other hand, if a leader misdiagnoses the readiness and loyalty of several team associates if could result in project breakdown. This implies that an effective situational leader should be educated appropriately in co gnitive and psychosocial expansion hypothesis and be vigilant to dissimilarities that exist among follower because of pressures from sex, age, educational and ethnic uniqueness. Similarly, situational leadership style necessitates the managers to have comprehensive knowledge of intellectual and developmental level of their supporters. In addition, the leadership style does not tackle crucial details such as the multifaceted factors affecting motivation. The model lacks appropriate tools for the managers to identify a group’s task skill or communal enthusiasms. In this context, It is not possible for a manager to be acquainted with all the members of bigger the groups and subsequently analyse the followers’ recommendations since the supporters’ behaviours are based on fewer personal information. In this regard, situational leadership is appropriately appropriate for small groups rather than big groups in a large institution. Since its development, situational lea dership style has been adopted by various organizations, numerous supporters, and by a variety of managers, with varying achievements. Despite this success, it should be noted that s few official researches have been carried out to ascertain the effectiveness of this leadership model compared to other leadership models (Bass Riggio, 2006). A last shortcoming associated with this style of leadership relates to the inherent prejudice in the leadership surveys that support the model (Srivastava, 2003). The queries in the survey hinder the interviewee from selecting an appropriate answer that supports the leadership style. However, despite these weaknesses it should be acknowledged that the situational leadership model is a helpful tool when adopted correctly. Conclusion In conclusion, there are four distinct types of situational leadership styles. These are directing, coaching, supporting, and delegating. Similarly, situational leadership can be generalized into three steps. These ste ps are identifying the crucial tasks, diagnosing members’ readiness level, and settling on matching leadership style. As illustrated above, the situational leadership model symbolizes an agreement of thinking about leadership behavior relative to group members. This leadership theory is valid for both micro and macro economies and flexible to supporters at different stages (Bass Riggio, 2006). Similarly, As such, skilled individuals require less specific direction compared to less skilled individuals. The model is helpful since it bases its principles on other details of leadership that give emphasis to the role of task and relationship behaviors. Because of this, it has demonstrated to be an effective basis of leadership training. Equally, the situational leadership approach supports common sense. Because of this, it is instinctively attractive. Leaders can gain from this model if they try to assess the willingness of their supporters before deciding on the appropriate lead ership style. In general, the model allows leaders to become accustomed to their individual leadership style and satisfy the followers’ needs. In spite of its impressive advantages, it should be noted that this leadership style has its shortcomings (Bass Riggio, 2006). For instance, situational leadership style necessitates sound judgments with regard to task’s knowledge and human evaluation. In this regard, it should be noted that not all individuals possess the visualization, spirit, insight, power, persistence, or luck to lead in every circumstance regardless of their characters, abilities, or style. Therefore, wrong detection of the supporters’ abilities and enthusiasms to complete a specific chore may interrupt the team’s development and demoralize the followers’ sense of worth. Equally, the leadership style lacks appropriate tools for the managers to identify a group’s task skill or communal enthusiasms. In this context, It is impossi ble for a manager to be acquainted with all the members of bigger the groups and subsequently analyze the followers’ recommendations since the supporters’ behaviours are based on fewer personal information. References Bass, B. M., Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, N.J.: L . Erlbaum Associates. Srivastava, M. K. (2003). Transformational leadership. New Delhi: Macmillan India. This essay on Situational Leadership Style was written and submitted by user Elle Wood to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Motivation Role in Organizational Management

Motivation Role in Organizational Management Abstract Employee motivation is a critical component that propels organizations into business successes that human resource managers need to factor when recruiting organizational employees and in running organizations. Motivated employees have been identified to be a strong force in improving organizational performance and individual productivity.Advertising We will write a custom term paper sample on Motivation Role in Organizational Management specifically for you for only $16.05 $11/page Learn More Motivation, being a key element in organizational management is the basis upon which this report was written. Companies included in the research were Volkswagen, British Airways, and Audi. A common affront in tackling human resource problems at the technical departments of these companies was identified to be a critical component towards success. Among the theoretical approaches for analyzing the situations included Abraham Maslow’s theory of motivation and Fredrick Hertzberg. Common problems identified in these problems included a lack of individual autonomy in decision making, managerial supervisory roles and their adverse effects on employee productivity, lack of incentive programs, transient attention to cross cultural management, a view of the employee as a commodity solely for profiteering their parent companies, and failure to inspire employees to view organizational success as their success. It has been demonstrated as a feasible to inspire employees with a sense of passion to pursue organizational strategic goals in improving organizational efficiency and productivity. Introduction Current trends in employee productivity relies on a keen commitment by organizational managers in devising better ways of motivating employees to help maintain them, increase their productivity, and their general contribution to organizational efficiency and productivity. It has been demonstrated that employee productivity has a strong correlati on to the motivational approaches manager employ in motivating them. In addition to that, various theories of motivation, spanning Hertzberg to Abraham Maslow and newer approaches play a significant role in motivating employees to higher levels of productivity with direct influences organizational performance. Several examples of organizations that have adopted different approaches in motivating their employees abound.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Among them include the Volkswagen, British airways, and Audi. Specific to these companies are common problems at their technical departments that require a common affront to solve them. Appropriate approaches to motivating employees incorporates the broader sense of viewing people in a realistic sense, a complete understanding of human behavior and individual aspirations, a good and strong relationships with emplo yees, and acknowledgement of individual performance at work. In addition to that, these companies are of a global nature and the need to incorporate elements of cross culture management cannot be disputed. Situation Analysis Motivation Though motivation has no rigorous scientific definition or quantitative measure, yet it is a powerful tool that determines employee productivity and organizational efficiency. It is an internal force that stimulates behavior in response to applied stimuli. It takes into account internal and external needs of an individual and catalytically drives the intensity, persistence, and direction taken by an individual in a working environment. That is the case with the current work environment in a number of companies analyzed below. Institutionalized definition of motivation clearly shows a strong correlation between motivation and job performance issues. Situation Analysis One specific example of motivation is the Volkswagen Company, one of the largest moto r vehicle manufacturers in Germany. In the recent past, Volkswagen experienced a series of problems in delivering on time spare parts for its subsidiary plants in china. These late deliveries had a strong correlation with customer buying behavior, company profitability, and customer loyalty. Volkswagen, one of the most popular models in the Chinese market was being frowned upon and loosing customer loyalty due to late deliveries of spare parts. Specific to this was the time spent in waiting for the top management to decide on the specific procedure for manufacturing the spare parts based on the concept of lean manufacturing.Advertising We will write a custom term paper sample on Motivation Role in Organizational Management specifically for you for only $16.05 $11/page Learn More A research into the problems plaguing the company revealed a lack of a motivational component with the technical staff. Statistical realities revealed that employee bonding and rela tionship with the Volkswagen Company had weakened and the component of motivation had reduced to a mere minimum. Motivation as a function of various performance variables in the work place had seriously impeded on the growth and performance of the company. The pitfalls were identified at various stages of motivational process. Among these was evaluation expectations and feedback on the performance of the technical staff. At Volkswagen, performance expectations and feedback on employees was a critical component lacking in the motivational and employee appraisal process. The company lacked specific appraisal methods and standards and the technical staff had little or no autonomy in decision making. Another problem at the industry level was linked to lack of intrinsic and extrinsic motivational factors at the work place. The technical staff had no autonomy in decision making. A critical analysis of the situation revealed that if the technical staff had autonomy in decision making, they could decide on the specific methods of manufacturing the spare parts which could be delivered to the destination market on time. Several researchers into motivational theories affirm the fact that specialized personnel required a degree of autonomy in the use of specialized skills at the workplace to confront environments that require real time decisions. An incredible researcher in the field of motivation, Fredrick Herzberg studied the theory of motivation in relation to hygiene factors. In his study, Herzberg concluded that hygiene factors such as salary did not increase motivation but found out that other factors led to self satisfaction were central in determining the motivation of individuals at the work place.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Self satisfaction, according to Hertzberg had a strong relationship with work productivity and overall organizational performance. Therefore, a critical analysis of Volkswagen’s product delivery problems had a strong relationship with the lack of motivation specific to autonomy in decision making. Hertzberg’s view of motivation factored job enlargement and job enrichment coupled with autonomy in decision making to impact positively on organizational performance, a situation lacking with Volkswagen Company. Other factors that were identified to relate strongly with self satisfaction and performance at the technical department included increase in skill task identity. Task identity entailed an individual’s understanding of the extent to which one’s skills contributed to the success in the efficiency and quality of spare parts manufactured at the technical department of the company. It was worth realizing that specialized skills required for one to work in t his department demanded to be emphased on. Autonomy and independence at the place of work was identified to be a lacking element in the technical department. Specialized personnel need not be under supervision in executing their duties. Rather, a degree of autonomy at the workplace coupled with independence inspires confidence and propels individuals to self determination and satisfaction. When individuals perform specialized tasks that require specialized skills without any sense of an obligation to a supervisor, it has been demonstrated that they perform better than when under supervision. This was a critical factor with Volkswagen motor company. Serious concerns related to motivation at Volkswagen’s technical division revealed critical incidents lacking in the motivation of the workforce. Among these included failure by the management to incorporate training programs for technical personnel in integrating a variety of skills in running the department. Managers who value th e well being of their employees incorporate training programs as an incentive to diversify their skills and knowledge, a critical component lacking with the Volkswagen Company. A further analysis of the situation revealed that the company’s motivational approaches lacked the essential component of task identity. Task identity for the technical staff demented their identity to task performance. No technical person could claim specialization on a specific production line. In addition to that, the significance of task performance was lacking, a critical element in motivating employees (Coillie Mechelen, 1). Volkswagen’s approach on motivating employees received a further pitfall on further analysis of their motivational approaches. There was not a framework for communicating feedback to the employees on its appraisal schemes and approaches. Feedback elicits decision making based on information received from the management and customers (Coillie Mechelen, 1). Another com pany of interest is the British airways. While the company has a motivational scheme for its employees, a critical analysis of their motivation methods fails to factor critical motivational components into the company’s approach in motivating employees. This is further illustrated by a spate of strikes that have engulfed the company’s technical staff in the recent past (Berecz, 12). The British airways embedded in the culture of continuous improvements and quality in addition to reliability and safety employs soft and hard human resource management models across the various levels of management in the company. In Berecz argument, besides that, the company’s training approaches do not reflect the component of human capital but is rather geared towards reflecting it as a luxury investment (24). The hard model reflects the strategic aspects of human resource management approach of headcount as an economic factor where technical employees are viewed as a commodity. Thus management integrates the aspect of human resource development and performance evaluations as strategic tools in improving on employee productivity and service quality. This approach is centered on rewards as a tool for employees and organizational efficiency. In addition to that, individual performance appraisals coupled with performance pay are integrated in the motivation criteria (Berecz, 50). On the other hand, the soft models approach view organizational employees as valuable assets that need to be evaluated and developed through learning processes that position the British airways at a strategic advantage over its competitors. The soft model is a transition from technical issues to technical approaches that emphasize on human needs in relation to their activities (Berecz, 67). An analysis of the hard model does not reflect an entire integration of various theories of motivation. Management need to integrate different theories of motivation and approaches to different sit uations. Human motivation, according to a well known theorist and researcher on motivation, Abraham Maslow views motivation from the aspect of psychological needs of individuals (Berecz, 100). According to Maslow, once an individual’s psychological needs have been met, one aspires to have safety needs satisfied in the hierarchy of needs. However, a critical evaluation of British airways reveals a lack of the important elements particularly social, esteem, and self-actualization needs factored into the hard model concept. Rather, human capital is viewed as a variable which responds to changes  of financial rewards. Source: https://www.tutor2u.net/business/reference/theories-of-motivation-gcse A further analysis of the motivational approaches in this company revealed that the models used by this company did not allow employees to develop strong bonding with their company. Berecz argues that when employees develop a strong bond with the organization they work for, there is b ound to be a significant inclination to better performance and improved productivity (100). This approach creates employee royalty and productivity. A successful organization reflects successful and satisfied employees. Another case reflective of motivation problems with technical department and is illustrated at the AUDI motor company. Though the company has various incentives and attractive conditions and working environment, when Dr. Werner joined the company in the capacity of a human resource manager, he set about setting goals and objectives that could see the company resolve issues at the technical department related to its employee motivational approaches (Berecz, 107). The technical department at AUDI indicated a drop in employee productivity and performance and it was increasingly becoming clear that the technical staff had a problem. A critical analysis of the situation revealed that they were not getting the right motivation. Konig Steel argue that to achieve the objec tives that were newly spelt by the new manager, there was need for an overhaul in the company’s approach in motivating the technical staff (891). Success of a company has a strong relationship with individual successes of its employees. Employee productivity, the quality of work, and efficiency are variables that depend on the quality of management. A better managed organization finds these factors core in encouraging employee readiness to better quality performances. Thus, performance is a critical element in employee productivity. This is based on the argument that people have an intrinsic nature to want to perform for personal development. Better performance translates directly to success. Thus well motivated employees have the passion to see their company succeed. In addition to that, Audi is a company of international repute. An analysis of the situation of the organization reveals that the company does not have a strong framework for cross-cultural management (Konig St eel, 890). Dickson, Hartog, Mitchelson define cross culture as an approach to managing and running business organizations in a multicultural environment (1). The concept adds value to a company’s workforce in reflecting multiculturalism. The company is therefore less likely to be dominated by a single organizational culture in the face of a diversity of cultures. In addition to that, management is bound to come up with approaches and strategies of integrating different cultures in the working environment with innovative intelligence to achieve team cohesiveness and oneness of purpose in pursuing organizational goals (Dickson,Hartog, Mitchelson, 3). When managers are unaware of cross cultural issues, a range of problems are bound to arise in their leadership. These managers lead a workforce and customers from multicultural backgrounds. One of these adverse effects is the likelihood of team cohesiveness disintegrating and the unlikelihood of managers estimating the actual imp act of their lack of cross cultural knowledge. Therefore, a learning manager should identify cross cultural implications between different cultures on the contractual relationships between individuals, self assertions and coordination, individual conscience versus obedience and values, learn group attributes of different cultures, and effective strategies of controlling individual and group behaviors. The manager should learn the foundational structure of society and hierarchy involved. Add to that, managers and employees should incorporate the process of integrating different cultures into one culture by making observations and create positive impact on the hosting culture before entering the collision phases where individuals cultivate confidence in the hosting environment by experiencing cultural shock and an evaluation of one’s cultural departure. Results An analysis of the case studies identified above revealed various pitfalls and problems in the technical departments o f the companies covered in the discussion and the approaches of motivating employees in the three companies. Each of the models used to a given extent proved successful, but had no clear cut motivational approaches of solving various issues associated with employee motivation at the technical departments of the cases discussed above. In addition to that, employees had no autonomy in decision making besides cross culture management issues (Bryant karseten, 1). Identified problems included management approach in using a single approach in motivating employees. This included the application of incentives without due regard to employee physiological needs and other motivational factors. Other issues raised in the research included a lack of cross cultural management in the management approaches of these organizations. Other aspects sharing a commonality across the organizations with regard to employee motivation at the technical departments of these organizations was a critical failure of management to merge motivational theories, organizational behavioral concepts, and distinctly tailored programs for employee motivation. There were no clear cut employee satisfaction schemes, lack of listening techniques, employee work ownerships, and the opportunity for the specialized personnel to exercise their skills. Recommendations To successfully drive and maintain these companies as global business leaders, motivation has been identified as a key element in driving employee performance to higher levels of productivity. To that end, each organization should remove some controls and empower employees in decision making. That could impart the culture of accountability and individual responsibility in decision making in their workplace. In addition to that, skilled employees may be required to work on whole units of work to allow them greater autonomy in the manufacturing process. These, coupled with freedom of movement and better communication channels could help management cooperate with them while they are made to own the company developing a strong bond in the process. Further recommendations span reporting and feedbacks. Employees need to be informed directly on the quality of their work removing the hierarchical reporting relationships between employees and the management through supervisors. This approach inculcates a sense of personal responsibility at the work place. In addition to that, these organizations need to provide feedback on employee performance. Each organization should encourage the element of thinking smart while incorporating incentives at team and individual levels. Each of the tangible incentive programs should be evaluated by every organization and incentives offered based on the best model organization adapts to. These models include fixed rate, quota based, tournament, and piece rate incentives. Conclusion An analysis of the problems encountered at the technical departments of Volkswagen, British airways and the Audi motor c ompanies bear a close similarity and are significantly driven by the most critical element, motivation with its variables. Different theorists, industrial practitioners and researchers into motivational theories at industrial and individual levels argue that motivation is a key element in driving organizations to higher levels of performance and individual productivity. Each company should develop its own model tailored towards employee motivation in enhancing employee productivity and organizational performance. Berecz, John, M. Theories of Personality. A Zonal Perspective 1 st ed. Boston. Allyn Bacon, 2008. Bryant, Ben Josen, Karseten. Cross Cultural Leadership. Aug. 2008. Web. Coillie, Van, H. Iven Van Mechelen. Expected consequences of anger-related  behaviours. European Journal of Personality, 20.2 (2006)137-15. Dickson, Marcus. W., Hartog, Deanne. N.D., Mitchelson, Jacqueline. K., 2003. Research on leadership in a cross-cultural context: Making progress, and raising new questions. 23 Sept. 2003. Web. Konig, Cornelius, J. Steel Piers. Integrating Theories of Motivation. Academy of Management Review. 3.4, (2006) 888-893.

Mother Tongue by Amy Tan and Veil by Marjane Satrapi Essay

Mother Tongue by Amy Tan and Veil by Marjane Satrapi - Essay Example Language is and will always remain to be key constituent of communication. The article, ‘Mother Tongue’ is highly provocative in its connotations because it not only shows that language, specifically, English language is significant medium of expression but most importantly, it has succeeded to evoke creative discourse on issue which is intrinsically linked to the language. Indeed, facilitating communication through language is critical issue within and outside the precinct of language externalities like grammar, spelling, correct phrasing etc. She is emphatic that English as literary language needs to be confined within the paradigms of literature only, though, of course, language that is easily understood is an important condition. She stresses that language ability is often associated with wide ranging implications, leaving behind its key objective of communication. Often in a developed society, the lack of command in the native language is construed to be a major def iciency that reflects in undermining the dignity of individuals. The individuals get associated with personality disorders and deliberately not taken seriously. She cites the example of her mother who is not proficient in English language, thus uses ‘broken or fractured English’. ... highly innovative in her work that has communicated her deepest feeling not through structured English but by graphic displays that have conveyed her thoughts effectively. The ‘Veil’ depicts the religious fanatics and the strict code of conduct under the stringent and extremely biased Islamic laws that reflect a new perspective of the people of Iran. The text/visuals disseminate information in a unique manner that is praiseworthy as well as hugely imaginative. Satrapi has shown that communication has more than one media and language is just a tool that strengthens expressions of thoughts into concrete format. Most importantly, the author of ‘Veil’ has revealed new dimension of language. She shows that language can also be interpreted in diverse ways and readers/ listeners need also be tuned to the changing thought processes of the concerned individual. In other words, understanding of people also becomes a critical element in the effective communication proc esses. People must make efforts to understand the compulsions of other individuals who are probably trying to communicate important information in a language that might be ‘broken or fractured’ as Amy Tan says. The native language and immigrants have become two important faces of same coin, the language barrier! Indeed, it cannot be denied that proficiency in native language is desirable but making it a compulsion for common man defeats the very purpose of language which is to communicate. The issue of language, specifically, English language is an important factor for myriad reasons. It is widely used in the developing world where immigrants go for higher education or for better prospects vis-a-vis job opportunities and personal and professional growth. Hence, knowledge and skill in the language is

Fashion Retail Marketing Essay Example | Topics and Well Written Essays - 4000 words

Fashion Retail Marketing - Essay Example The essay "Fashion Retail Marketing" discovers the fashion retail marketing. This online retail brand has emerged as one of the favourite destination for youngsters, looking for fashionable and affordable brands. This report analyses the brand value and the strategies followed by the company. This section discusses the company objectives and the ethical policies it follows. In the next topic the financial details of the company are given. The company’s large product range has been highlighted. The positioning strategies of the company are discussed and analyses of their impact on the company’s operations have also been discussed. To find out the macro environment of the retail brand, PEST analysis is done. This will give a clear understanding of the current economic, social, political and technological changes within the country and how it has impacted the operations of the company. Value chain analysis gives a detailed layout of the flow of raw materials and other prod ucts from suppliers, to the warehouse, manufacturing and operational process and finally delivery of products to the customer doorsteps. The report also throws light on the marketing campaigns and strategies followed by the company. Though the online retailer has maintained a continuous growth in the online marketing sector, there are certain risks and challenges that lie ahead. Very retailer is one of UK’s prominent online and home shopping brands. It is an arm of One Shop online retailer which has a customer base of over five millions. and an annual turnover of over 1.7 billion pounds (Very, 2013). Very online brand was launched in the year 2009. The online retailer deals with categories such as apparels for men women and children, home and electrical appliances. The website of Very retailer in designed keeping high internet users in mind. The website provides customers with the opportunity of shopping across a range of product areas, from footwear and fashion to home and e lectrical and other accessories. To gain competitive advantage, Very online retailer has introduced a number of interactive marketing services, and innovative online marketing strategies to engage the customers on mobile channels (Wang, 2005). The retail brand believes in creating a workplace having a perfect balance between hard work and having fun. The company’s preferences lie in putting the customer first. The brand believes in treating its customers as well as employees well and making a difference by keeping things simple. The online retail brand thrives on four major brand values. Deliver- The retail brand thrusts upon getting results which satisfies the customer expectations as well as fulfils the organisational needs. Innovate- To make the business better, the company develops innovative ideas in the field of marketing campaigns, innovative advertising and branding ideas, inventing new categories and product range to meet the changing customer preferences. Courage- C ourage means doing activities which are of best interest to the company and challenging a process because it is not correct. It can be any process from finance to the supply chain process. Enthuse- The Company believes in creat