The Nature Versus Nurture Debate Sociology Essay

The disposition Versus Nurture Debate Sociology EssayThroughout the history of human existence, there make always been questions that have plagued man for centuries. Some of these questions be what is the meaning of smell and which came first, the chicken or the egg. Within the past 400 years a tonic question has surfaced which takes our minds to much further levels. The question asked is whether nature or nurture has more than(prenominal) of an impact on the growing development of passel. It is a occurrence that a combination of nature and nurture play important designs in how humans behave soci anyy. However, I believe that nature has a more domineering authority in the development of how people behave in society with regards to intimate orientation, crimes and violence and rational disorders.Height, hair color, eye color and sex are unspoilt a few examples of ways our DNA has shaped us. But could it be possible that our DNA also affects the way we behave in society. I t is possible that genetics affect us is more ways that we may have imagined. Dr. Peter B. Neubaur believes that shyness, eating disorders, obsessive behavior and psychological illness can all be traced back to our genetics.Sexual orientationis also believed to be derived from genes in our body which determine what informal preference we prefer. Violence and new(prenominal) types of crimes can be cogitate back throughout a persons lineage to witness that other family members have been stationted similar crimes without ever meeting one and other.Throughout our lives we have all been influenced by our environment and other outside forces. Our environment may change the way we think, act and behave in life. Since we are all products of our environment, it comes to no wonder that we, as humans, tend to behave in a society the same way others around us behave but at the same beat we strive to find who we really are (Schaefer 73). Since birth, humans have always analyzed the world around them. With separately twenty-four hours that passes, humans take in more and more information from the outside world. The information which humans obtain through their environment subconsciously influences the decisions people make throughout their daily life (Neubauer 16). On the other hand, our genetics also play a vital role in determining what type of person we are and what go out we become.The sexual orientation of a person has been a critical debate over the past several centuries. For several decades many people believed that nurture had a more pro be impact on the sexuality of humans than did nature. Even the famous psychologist Sigmund Freud believed that sexual orientation was derived from nurture. Freud developed a theory which explains that at birth bank the age of four every child is bisexual. When the child reaches the age of around four, he/she begins to learn to withhold their feeling for members of the same sex and start expressing those sexual feeling to members of the opposite sex. Freud proposed the idea that male quirkiness originates when this crucial developmental stage is hindered by some outside force also known as nurture. According to Freud, this can occur when either a chided is raised in a fatherless household or with an overbearing mother figure. However, when this idea was genuinely tested, it did not fall through as many would expect it would (Steen 185). Since many years after Freuds passing, it has become apparent that nature holds a strong role in the development of sexual orientation of humans.If nurture isnt the cause for sexual orientation indeed nature must be. According to Grant Steen, a prof at the University of California, Los Angeles, a large study was recently conducted which gathered gay males who have either monovular orfraternal jibeor adoptive brothers. The goal of the study would be to see if genetics played a role in twins. At the end of the survey more than half of theidentical twinsof gay me n were also found to be homos. At the same time only just about 22% of the fraternal twins were found to be gay and only 11% of the adopted brothers were gay. What these statistics show is that DNA plays a very important role in determining sexual orientation. Nature seems to have much(prenominal) a large impact on the sexual orientation of individuals that I feel that nurture has almost little or no effect on whether a person is homosexual or not.If crotchet is genetic then there should be a dramatic occurrence of homosexuality with families who have many homosexual relatives than to families in the general public who do not have homosexual relatives. Another survey was conducted in which 114 openly homosexual men were asked questions about the sexual orientation of their relatives. The study showed that homosexuality is indeed strongly clustered in some families among the brothers of men in this study, the incidence of homosexuality was nearly seven-fold higher than in the po pulation at large (Steen 197).Homosexualitycan be considered hereditary because families with one gay relative are more likely to have others somewhere in their family lineage.Some skeptics may begin to raise the question that if homosexuality is genetic then there should be a gay gene in our DNA. After many studies, scientists have found that there is at least one gene which is responsible for homosexuality. Though this is not conclusive evidence because scientists still havent unlocked all of the DNA strands, scientists figure that with time and the advancement of technology we one day might be satisfactory to actually pin point this gay gene in DNA (Plomin 337).ReporterJeff McMullenof ABC interviewedDavid Reimerin May of 2000 who fell victim of a bungle circumcision when he was only eight months old. The doctors at the time felt that David would be better off living the rest of his life as a girl. The doctors believed that the nurturing of a child and not nature would determin e their psychological make-up. David explained to McMullen that throughout his entire childhood he felt out of place. It seemed that even though David grew up as a woman, inside he felt something was wrong. This interview strongly supports the idea that nature plays a vital role in determining sex. No thing how much of an effort was put in to surround Davids environment with feminine characteristics, it would not be strong enough to over come the resilient power of nature. From the time of conception, nature has already planed out many important factors which will effect our lives in so many ways. If nature does control our sexual preferences then it is possible that it could control many other facets of human existence.In the United States about twenty million crimes occur each year and most of the time the criminals are repeat offenders. One may begin to speculate whether society in the United States promotes crimes or are criminals born with the desire to commit these grievous crimes. According to Steen there is evidence from a large study of adopted children which shows that there is a tendency for children to reenact the criminal behavior of their biological parents. So even if a child was adopted and was raised in a house which had nocriminal activities, the child would be more likely to commit the same crimes as their biological parents which they have never met. This obviously disproves the notion that people are taught and raised to commit crimes.The East Coast sniper John lee side Malvo would hide in remote places all along the east coast and would shoot and kill people when the opportunity arose. Doctor Patricia Haensly believes that the DNA of John leeward Malvo differed from most peoples DNA. She came to the conclusion that most criminals are born with the genes that allow them to not think about the actions that they are coming are immoral. This is a very legitimate statement because most people commit some type of crime, granted not murder b ut more along the lines of littering, but we tell ourselves that its not a problem and forget about it moments later. Murderers may feel the same way about killing as some people feel about littering. Nature also has a strong impact on domestic violence. In the United States over 18% of all homicides involved family members killing each other (Steen 228). This can lead to the deduction that just as the households which have one gay member are more likely to have other homosexually oriented family members households which have one member who commits violent acts are more likely to have other family members who commit similar acts of violence.Sometimes nature cannot explain all the crimes committed in the United States. Some may feel that simply living in such an environment places young people at special risk of falling victim to aggressive behavior (Ferguson 81). For example, if a person is constantly surrounded by crimes and violence, then that person is more likely to commit the s ame crimes. However it may just be that people who live in bad areas would still commit those same crimes even if they resided in a low crime environment. Never-the-less your environment should not allow youre to commit the same crimes no matter how much crime is going on. If a person keeps committing crimes in a bad neighborhood then it is most likely that the DNA of that person convinces them that it is all right to commit murders. This explains why many people in jails in the United States are repeat offenders. One may begin to wonder if there is more to these criminals than what is on the surfaceMany mental disorders have been scientifically proven to be heritable. Manic-depression is a trait which is inheritable through family lineage. Many separate studies have arrived at the conclusion that identical twins are more likely to acquire manic-depression than do fraternal twins. In fact four out of every five twins tend to pct the same types of mental disorders (Steen 141). One s tudy found that risks of clinical depression are much higher in certain families than in others. Close relatives of those who are depressed are three times more likely to suffer from depression than people who dont have depression in their family history (Steen 147). This further secures the fact that nature plays such a crucial role over nurture in our lives and within our own families.There are some mental diseases such asschizophrenic disorderwhich adults may suffer from which some people believed is cause from various problems in a persons childhood. This leads many so speculate that the roots of schizophrenia extend far back into childhood. Within the past ten years a discovery was made which scientists were able to link a gene on our chromosome to schizophrenia. This schizophrenic gene would be a dominant gene which means that if any person had this gene in their DNA then it is likely that he/she would suffer from schizophrenia. Even though more research needs to be done on th e schizophrenic gene, it still provides us information which could one day lead to the solving of schizophrenia and many other devastating diseases (Steen 151).It has become clear that nature and nurture both play very important roles in how humans behave in a society. I feel that nature plays the more domineering role in the foundation of human existence. All though every day we are bombarded with outside forces, it is our internal make up that determines how we would react to our environment. Our environment only adds to what nature has given to us. If we use it in the remunerate ways then it will be beneficial to society and our selves. However, once the environment starts to turn to the ways of violence and crimes we can only assume that it will only have negative effects from any point you look at it.

Online And Traditional Classroom Learning

Online And Traditional Classroom LearningOver the past decade, researchers run through demonstrated that technology washbasin be a holdful and in force(p) tool to administer teach. Although, nonhing wad take the place of the teacher in terms of developing students education, online education is making their delegacy into schoolrooms and homes like a shot. The teachers be not the only is who bay window open the door to education for students whereas the computer plays an additional role in helping students education technologically as a useful tool. Although you cant get the direct fundamental interaction online knowledge provides at rest learning. (Shoeman-Jones 2009) With the economic conditions changing throng argon opting to go online. More people are working and red ink to school which will make them competitive and cash in ones chips the working man options about his education. However, online learning can be effective for students if its used wisely. The main focus of online is convenience exactly it can also be an alternative to get outside beyond the walls and connect to society earlier than sitting in a classroom. Computers are used for honourable about everything but can it really replace the classroom? In fact, education and technology, if we extrapolate it in its broadest sense, is changing everyday in every way. Therefore students take aim several different options that can vanquish suit their needs. Researchers agree that Technology is so advanced and sophisticated but can it really take the place of the teacher who can motivate, organize and manage the whole class by creating the benignant aura of active teaching and learning process, but many choose drawn quite different conclusions in addressing the following questions1. What are the utilitys of a classroom setting?Classroom Vs Online 32. What are the disadvantages of a classroom setting?3. Can Online Education be just as effective as the classroom?4. What are the im plications of Online Learning?This review of Teacher Vs Online focuses on these four questions.What are the Advantages of a Classroom Setting?In an influential article, Neobrain, Wright, and Cleaver (2009) argued that everyone need a person who can both understand their needs, their weak points and strong points and also know the most effective and suitable methods for the students to make them realize themselves what they are going to do is right or wrong. For the students in the classroom, computers are amazingly useful machines that, in almost no date, can perform sophisticated operations and figure out difficult questions, which even the teacher, let alone students, cannot do. With that said the teacher can know who is following his teaching and who is not and give relevant examples during his teaching to bind the class interested in the subject he is explaining. Another advantage of classroom learning is that the teacher can give students the real essence of education by nou rishing students hearts and opening students minds during the classroom teaching. Also, students bugger off the advantage of having face-to-face interaction with the teacher which enhances their classroom experience. (Wonacott 2002) Teachers feel that they can assess their students fall apart through weekly interaction in the classroom. In classrooms with a smaller teacher-to-student ratio, students can even get to a greater extent direct assistance. Be provoke there is real clip interaction and students and their instructor speak instead of typing, more ground can be coered in less clip. An instructor or student can point to a page in their text. The instructor can writeClassroom Vs Online 4information d protest on a white board. Students can discuss information with each other, and because they are speaking in person, there is less chance that one of them will be misunderstood. peerless thing that is touch by the Online Learning is the social interaction. (Anderson 2007) Soci al Interaction is important because conventional classroom teaching also provides students with the opportunity to have real social interaction with one another. This interaction in turn allows for the students to help one another in terms of academics or in terms of personal issues. Good learningis collaborative and social, not competitive and isolated (Fulford, 6). When students sit in chairs next to each other they learn from each others mistakes and learn social interaction skills. Also, tralatitious schools domiciliate sports, recreation, student clubs and organizations, and other activities that allow you to form friendships and social networks. Good social interaction is a key part of living healthy. Study after study shows that good friendships, family relationships and health as the most important things to have in order to be happy and fulfilled. In this sense, again the computers performance is nothing compared to the conventionalistic classroom.What are the Disadva ntages of a classroom setting?In a traditional classroom environment, there are usually anywhere from twenty to thirty children and one teacher. In some cases, that teacher might have a teachers aid or an assistant teacher. This is where the disadvantage starts- it is simply impossible for one person to give each student the one-on-one attention or instruction that whitethorn be required. In a classroom of twenty tothirty students, there are going to be several students with differing learning styles and academic strengths and weaknesses. (Alavi Gallupe 2003)Classroom Vs Online 5Which brings to light the next disadvantage of a traditional classroom. In a traditional classroom environment, its not uncommon for students to become bored or frustrated. or so students learn best by visual means, others will learn better with audile means, and still others are going to learn better with a hands-on approach.It is virtually impossible for a single teacher to accommodate all methods of learning when he or she is responsible for teaching a large number of students. Thus, children who do not fall into the traditional learning method category are far more seeming to fall through the cracks, become bored or discouraged, or to display behavior problems in the classroom. (Shoeman-Jones 2009)The traditional classroom environment works well for a large number of students, but there are many others who simply have difficulty learning in this environment, have difficulty interacting with peers, or who require more one-on-one attention and time to grasp certain concepts. In traditional classrooms, lecture is the main form of learning. One characteristic of traditional learning is The student is forced to be in the same time day in and day out. With the economic changes we are face up in todays age and tuition toll rising, students are working. The career fields are more competitive and people are not alone seeking employees with an education but also experience. So with t hat said, students are seeking alternative options for acquiring an education so they can remain competitive in todays employment market. Sitting in a classroom is not an ideal setting for some students. Being able to pace and not have strict time constraints onassignments can be beneficial. Some students have odd working hours and dont have the time to get to class on time and that can cause stress mentally and physically. Also, students haveClassroom Vs Online 6finally found themselves able to help themselves and get self-educated even long after close the class. (Shoeman-Jones 2009) Perhaps this may be the most significant fact that makes the difference between the teacher and the machine. You can cover more material and ground at your own pace and complete the class early. On the other hand, Classroom learning does have its disadvantage especially competing with convenience.Can online education be just as effective as the classroom?With so many advancements with the internet you have many options for online learning. From websites that exists to help elementary students prepare for statewide tests, to middle and risque schools having the opportunity to take classes online and complete make up work. The internet has certainly made learning convenient and a much simpler process. Giving students flexibility in learning may push someone that may otherwise decide not to finish high school or even enroll in college into completing to a different decision. Also most students work either full or part time therefore having the option to take classes online is a great advantage for them. Education is now one of the many opportunities available for consumers on the Internet. The online student population is expanding by 30 percent a year, with over 75 percent of traditional colleges and universities getting into the market, according to experts. With the Internet, distance dots have become a viable and valuable option for the individual who may not be able to en roll full-time in a traditional brick-and-mortar institution. (Neal) What is online education? Who can take online classes? Is an online degree the same as a degree from a college that youtake on campus? These are some questions that you may want to know the answers to before deciding to enroll in online classes. According to, www.blackboard.com online education can beClassroom Vs Online 7defined as an approach to teaching and learning that utilizes Internet technologies to communicate and collaborate in an educational context. This includes technology that supplements traditional classroom training with web-based components and learning environments where the educational process is experienced online. Anyone with access to the internet can take classes online. Whether you obtained your degree online or on a campus your degree is treated the same as long as the institution is accredited. Colleges offering online or blended classes have online learning tools that you take your class es at and participate in discussions. At Florida State Community College they use a platform called Blackboard. On Blackboard you can also view your grades and email other classmates, teachers also use this site to post messages to the students. You can also take exams and quizzes on blackboard. Unless there is scheduled maintenance Blackboard is accessible twenty-four hours per day, seven days per week. This is convenient for the students, and makes life much easier. Since September 11, 2001, the number of overseas inquires about online learning has jumped 40 percent. (Neal)There are many advantages and disadvantages that students take into shape before enrolling in online classes. One of the best advantages to online classes is flexibility. Online classes do not require you to commute. In some cases, students travel from more than one campus. Most students like that they can make their own schedule, choosing to take your classes during the day or even in the middle of the night. When taking online classes you dont have to sacrifice a lot of your free time, especially when you can do work any time day or night.Classroom Vs Online 8Students really dont have to leave the comfort of their own home, not to mention time saved on travel to class and the amount of money saved on gas. You dont have to worry about what youre going to wear to school. Some students panic participating in class, they may not be scared to speak to others but sometimes having all eyes on you may make your uncomfortable. participate with online discussion gives you a voice that may have otherwise have never been heard. Moving away from shyness and also giving you a better participation grade. If youre not a good note taker, dont worry, most of the lectures are already written out for you and you can go back and look at it anytime that you would like. If you have small children you can care for them and take your classes without having to send them off to daycare. Weve seen the commercia ls on television all the time, mostly of students in their pajamas and imagine that it could be us. not having to go into a classroom and listen to a long lecture that you may think is so boring can otherwise be seen online and you dont have to worry about dosing off. Some students may have otherwise recorded the lectures in order to listen to again at a later time, now they can go back to it on the schools learning tool. Being able to complete assignments at home without any distractions from other classmates is also an advantage, especially for those who have a short attention span. Another advantage of online learning is the accessibility of learning materials. No matter your program of study you will more than likely able to take a chance classes pertaining to your degree. Being able to control the timeframe in which you obtain your degree is another advantage, most colleges offer accelerated degree programs. Even though you may be earning your degree faster than most does not mean the task will not be difficult, you have to be dedicated in obtaining your degree or you may fail. You can also work on more the one degreeClassroom Vs Online 9program at a time. Make authoritative that you have a laptop so that anytime you have free time you can pick it up and get to work. Another advantage is that in some online classes most tests and quizzes are given online giving you the opportunity to use your textbooks. Even if the tests are timed you are more likely to pee higher if you have the information in front of you to pass the test or quiz. If you have good time management skills and do not find yourself procrastinating lots then online learning may be a good option for you.What are the disadvantages of Online Learning?There are many disadvantages as well to online learning. One disadvantage that students complain about is face to face interaction with other students and the teachers. One of the most common disadvantages that students have is the lack of supe rvision which leads to procrastination. Some students need constant motivation from teachers and students in order to succeed, so if you are not able to work on your own you shouldnt consider online classes. Even though you can wake up in the middle of the night to complete a paper at the last minute you find yourself doing it more often due to the lack of supervision. Usually students with poor study habits fail at online learning. Self-Pace is a lot of hard work and dedication. Usually online classes require you to read more and complete more assignments versus traditional classroom whereas you would take notes. Another disadvantage is that most online classes usually cost more than the classes taken on campus. With the rising cost of tuition and books, online fees are not far behind and doubling every year. Be sure to sum up with your college of choice when making this decision. Even though you may be saving with travel expenses you need to make sure that you are not paying so m uch more for your classes that saving on the traveling is not aClassroom Vs Online 10big difference. If youre only reason to take online classes is to save money on traveling you may want to check on the cost of your online crinkle first before making your decision. You also have to be very computer savvy or succeeding with an online course will be nearly impossible for students. With most online courses you are on the internet most of the time so you may want to make sure you are very familiar with the internet before starting an online class. To develop your computer skills to take online classes, you can take a computer course on most college campuses, and this should be done before signing up for online classes if you think you need better computer skills. Some online credits may also not be transferable so you may want to make sure that you check with your advisor before trying to transfer any credits. Not every school in the nation has migrated to virtual world completely. Ma ke sure that you also that you find a fully accredited program.ConclusionTaking the advantages and disadvantages into consideration will make your decision easier when considering your education. Whatever path you decide to go be sure to weigh all of your options, and do what is best for you and not what others may think is best for you. We all have different learning styles so what may be the best option for me may not be the best option for you. Many have earned their degrees online or through blended classes and their degrees is just as good as the person who earned it in a traditional classroom environment. Just be very careful in choosing am program that is accredited or the classes youve taken could not only be a waste of time but also money. When it comes to education, there simply is no one size fits all answer. The teacher has got a unique mankind brain that can perform teaching in a way that theClassroom Vs Online 11computer, a mere artificial brain, cannot do. Well when it comes down to it, traditional classroom will always win, you cannot put value on the long time study of a profession thats proven to be effective but if youre willing to step outside box consider taking at least one class online, just to see if its right for you. Remember you have to fail sometimes in order to succeed.Classroom Vs Online 12

Leadership Skills Theory at HSBC Life Assurance Malta

loss leading Skills surmisal at HSBC Life Assurance MaltaChapter 1Introduction leading skills be the guidance of this occupy and in that locationfore the author result be, in this chapter install leading and the concept of the leader versus the coach as a primary seminal fluid. In this ingredient the author allow go under the substance of lead modify unrivaled to experience better the next st mounts of this study. what is much nonpareil fanny find the objective of this study and the governance study. The structure section go away define the construction of the complimenting chapters.1.1 ObjectiveThe scope of this governingal case study is to compargon and contrast the leadhip skills theory and the selected organisations leadership and provided the concept of leadership versus circumspection in ensn are to understand better leadership skills which atomic number 18 outlined later on in this study. leaders skills will be re intellectioned by nitty-g ritty of secondary interrogation. later the leadership skills inwardly the organisation will be studied by means of a primary research methodology. This will change the author to render the main objective which aim is to highlight the theory of leadership skills and present findings of the selected organisations current leadership practices. genius will eventually derive from the authors recommendations and conclusions based on the out come of the data analysis.1.2 The OrganisationThe selected organisation for this study was HSBC Life Assurance Malta Limited. HSBC Life Assurance Malta Limited was set up in 1995 and is a fully beared subsidiary of HSBC Bank Malta Plc, regulated by the Malta Financial Services Authority. Over the years, HSBC Life has developed into one of the leash life dominance product providers on the island with its full and diversified product range, including company and individual term assurance products, mortgage protection policies, etc. This study research olibanum imprints towards assessing all the concepts of leadership styles, skills, coaching, team building.The organisation is in the direction of the Managing Director.1.3 StructureThe structure of this study will be based on 5 chapters. The introduction, chapter 1, has highlighted leadership and the concept of leadership versus vigilance, the objective and the organisation under investigation. Chapter 2 will follow with a literature review of leadership skills from preceding(prenominal) studies whilst chapter 3 will cover the research methodology. Chapter 4 will present the findings and finally chapter 5 will cover the authors views and recommendations.Chapter 22.0 LeadershipLeadership displace be defined as The exponent to persuade separates willingly to behave differently. The function of team leaders is to fall upon the task set for them with the help of the base (Michael Armstrong 2003 259).A nonher comment of leadership is The task of a owing(p) leader is to kick the bucket his raft from where they are to where they have not been Leaders moldiness chide an alchemy of great vision. Those leaders who do not are in the end judged divulgeures, even though they whitethorn be popular at the moment (Henry Kissinger).Clawson (2006) explains that leadership consists of three components the ability to influence others the willingness to influence others and the exercise of influence in a way that others respond voluntarily. Thus, composition leadership included the use of business office, not all uses of power are leadership.The highlight of leadership within an organisation is an violence on the grandeur of a strong man relation and the importance of creating rewarding high- surgical solve teams of make and empowered employees. Human understanding and sensitivity are absolutely critical for leadership success. Leadership also consists of identifying proven endowment fund within an organisation and optimising on this talented h umanity resource by developing, retaining and take leavenering smartly unneurotic. Leadership has been perceived to be a primary key to flourishing strategy implementation. nonpareil of the key cistrons in implementing a strategy is building consensus. A consensus built by motivating, persuading deal and by shaping culture and value within an organisation to support the vernal-sprung(prenominal) strategy (Ashby and Miles, 2002).Taking IBM as an example CEO Sam Palmisano has embarked on a leadership mission to get race within the organisation to focalization on strategy physical bodyulation and implementation. He embarked on a mission to persuade people to focus on the on-demand vision and communicating clear directions. With this positive attitude and employee empowerment he made employees feel motivated and challenged to follow new strategic cultures. In this ever-changing world of globalisation, organisations are constantly facing changes within their set ups and ther efore leadership plays an important role. Three important aspects of leadership would be people, influence and goals. In order to influence, the race mingled with the leader and the accessory essential not be passive scarcely assertive (Draft, 2006).Within an organisation, leadership directly impacts the say-so of costs, revenue generation, service, satisfaction, earnings, grocery value, share price, companionable capital, motivation, engagement, and sustainability. In this view one can identify the importance of vision within leadership. In order to move a group successfully towards its goal the leader must declare the vision or visions with his or her chase. For gistiveness, a vision should bulge out to be simple, appear desirable decent to energise pursual and should describe the organisations future position, which must be credible and preferable to the present state. The leader must communicate these visions adequately to ensure the pursual feel as if the vision h as been created by themselves (Renesch, 1994).Nonetheless(prenominal)(prenominal) one would have to understand that although leadership focuses on people, influence and goals it cannot be considerably defined in much(prenominal)(prenominal) a generic context. However according to Scott (2007) a leader needs to understand that the follower may value a leader differently. twain(prenominal) may prefer a task orientated leader where others may prefer a people oriented leader. In this view the leader must identify the followers needs and how they construe effective leadership. One can encounter that self awareness is the foundation of effective leadership and one ought to communicate the vision and help the followers fit into that vision. Effective leaders need to change their show up according to the situation, as with one follower, a leader may need to be directive while with others, a leader may need to coach.2.1 The History of LeadershipLeadership, and the study of it, has r oots in the beginning of civilisation. Egyptian rulers, Greek heroes and biblical patriarchs all have one thing in honey oil leadership. There are numerous definitions and theories of leadership however, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance (Wren, 1995). Our dissemble, our environment, the motivation to represent, leaders, leadership, leadership style, and a countless of other proceed-related variables have been studied for al around two centuries.The organisational focus of the leader has evolved over this equal period. Early organisations with despotic leaders who believed employees were basically lazy transitioned into way to plant work environments more conducive to summationd productivity rates. Today, organisations are transforming into places where people are empowered, encouraged, and supported in their in the flesh(predicate) and professional growth by dint ofo ut their careers. As the focus of leaders has changed over magazine, it has influenced and shaped the development and progression of leadership theory.2.1.2 Early Leader StudiesThe Industrial Revolution shifted Americas economy from an agriculture base to an industrial one and, thereby, ushered in a change how leaders would treat their followers. The Industrial Revolution created a paradigm shift to a new theory of leadership in which common people gained power by virtue of their skills (Clawson, 1999). New technology, however, was accompanied and reinforced by mechanisation of human thought and action, thus creating graded bureaucracies (Morgan, 1997).One major contributor to this era of prudence and leadership theory was Max Weber, a German sociologist who observed the parallels between the mechanisation of industry and the proliferation of bureaucratic forms of organisation (Morgan, 1997, p. 17). He noted that the bureaucratic form routinized the process of administration in t he same manner that the machine routinized production.2.1.3 Classical Management Theory and scientific ManagementWebers concerns rough bureaucracy, however, did not affect theorists who set the stage for what is now known as holy prudence theory and scientific management. Classical theorists pore on the instauration of the total organisation while scientific theatre directors focus on the systematic management of individual jobs. In contrast to Weber, classical theorists such as Henri Fayol and F. W. Mooney, unwavering advocates of bureaucratisation, devoted their energies identifying methods through which this kind of organisational structure could be achieved (Bass, 1990 Morgan, 1997). Collectively, these theorists set the basis for many modern management techniques, such as management by objectives.scientific management, an approach heralded by Frederick Taylor, was technological in nature (Hersey, Blanchard Johnson, 1996). Taylor fused the perspective of an engineer int o management with a strong strain on chink, remorseless efficiency, quantification, predictability, and de-skilled jobs. He initiated time-and-motion studies to analyse work tasks to repair worker productivity in an attempt to achieve the highest level of efficiency possible. Consequently, he has been charge of viewing people as instruments or machines to be manipulated by leaders. The function of the leader under scientific management theory was to establish and enforce performance criteria to meet organisational goals therefore, the focus of a leader was on the needs of the organisation and not on the individual worker.Although the classical and scientific approaches were different, the goals were similar organisations are acute systems and must head in the roughly efficient manner possible to achieve the highest level of productivity (Morgan, 1997). Both theories relied on the machine metaphor with a heavy emphasis on mechanisation of jobs, which undermined the human asp ect of the organisation and failed to recognise organisations as complex organisms.Although mechanistic organisations proved productive, there were limits to hierarchical bureaucracy. emerging theorists encouraged leaders to recognise that humans were not machines and could not be treated as such. A post bureaucratic shift in the mid-1940s travel toward everyone taking certificate of indebtedness for the organisations success or failure (Heckscher Donnellon, 1994). Researchers began to examine the human relationship between leader behaviour and follower satisfaction level and organisational productivity and profitability.2.1.4 Hawthorne, Maslow, and Herzberg environs and Worker needfullyMuch organisational research during this era focused on overcoming the perceived shortcomings of the classical and scientific schools of management. Elton Mayos Hawthorne Studies focused on the work situation and its effect on leaders and followers, indicating that the reactions of human being s influence their work activities as much as the black-tie design and structure of the organisation. Early on leaders could focus their heed on the environment factors of the organisations. The early theories and studies provided researchers with tangible and measurable performance outcomes that were directly transferable to profitability and spreadsheet bottom- pedigrees. A new theory of organisations and leadership began to egress based on the idea that individuals operate most effectively when their needs are satisfied. Maslows (1959) Hierarchy of Needs posited that once a workers physiological, security, and social (intrinsic) needs were met, productivity would only be possible of the employees ego and self-actualising ( adventitious) needs were also met. Leader focus became redirected toward worker needs.Herzbergs Dual Factor Theory, the evolution of intrinsic and extrinsic needs, furthered Maslows work stating the employees intrinsic and extrinsic needs could, and should, be met simultaneously. Herzbergs (1966) Motivation-Hygiene theory furthered the work of Maslow by providing insights into the goals and incentives that bunk to satisfy a workers needs. Herzberg concluded that people have two categories of needs, which he termed hygiene (environmental factors such as working conditions, company policies, etc.) and motivators (factors involving the job itself). According to Herzberg, an employees intrinsic and extrinsic needs could and should be addressed simultaneously.2.1.5 The Shift to Behavioural FactorsLeader focus had move to understanding the relationship between a leaders actions and the followers satisfaction and productivity. Theorists began to consider behavioral concepts in their analysis of organisational leadership. For example, Chester Barnard was slavish in including behavioural components (Bass, 1990). Barnards work emphasised the ways in which executives might develop their organisations into cooperative social systems by focusing on the integration of work efforts through communication of goals and attention to worker motivation (Hatch, 1997). Barnard, for example, identified an effective organisational leader as one who determined objectives, manipulated means, initiated action, and stimulated coordinated effort (Bass, 1990, p. 31). Barnard (1938), whose work focused on the functions of the executive, was instrumental in including behavioural components in his analysis of organisational leadership, which claimed that leadership involves effecting goals with and through people.The theorists of this age argued that in addition to finding the crush technological methods to reform output, it would behove management to address human affairs as well. It was claimed that the real power centres within an organisation were the interpersonal relationships that developed among working groups (Hersey, Blanchard Johnson, 1996, p.100).A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Additionally, when this happens they are more likely to increase their productivity which in turn impacts the organisations bottom line.According to McGregor (1960), the traditional organisation with its centralised decisiveness making, hierarchical pyramid, and external control of work is based on certain assumptions well-nigh human nature and human motivation. He dubbed these assumptions Theory X and Theory Y. Theory X assumes that most people prefer to be directed, are not sakied in assuming responsibility, and want safety above all else.Accompanying the Theory X philosophy is the belief that people are motivated by money, fringe benefits, and threat of punishment. Managers who espouse Theory X assumptions attempt to structure, control, and closely supervise employees. Although McGregor himself questioned whether Theory X was as surgical view of human nature, the assumptions persisted for a long time in leade rship theory circles because it explained some, though not all, of human behaviour within organisations (Pugh Hickson, 1993). Drawing heavy from Maslows (1959) Hierarchy of Needs, McGregor ultimately concluded that Theory X assumptions about human nature, when universally applied, are often inaccurate and that management approaches that develop from these assumptions may fail to motivate individuals to strive toward organisational goals (Hersey, Blanchard, Johnson, 1996).McGregor (1960) believed that management needed practices based on a more accurate understanding of human nature and motivation. The resulting concept, Theory Y, proposed that individuals are not, by nature, lazy and unreliable. wad can be self-directed and creative at work if properly motivated (Pugh Hickson, 1993). Therefore, an essential task of management is to unleash this potential.Consequently, the goal of effective leadership was evolving and moving away from the earlier concepts of the classical and s cientific management theories that treated workers as machines. Leaders were now challenged to actively involve followers in achieving organisational goals. McGregor (1960), whose work was closely linked to that of the behavioural theorists, is a reflection of that era, providing a foundation for the future emergence of the transformational leadership.McGregors Theory X and Theory Y take for granted that employees and leaders had progressed beyond Taylors productivity exemplars that employees could find ways to satisfy their needs within the organisations structure. McGregor assumed employees far more complex that the trait and behavioural theories of leadership assumed and that their complexity and the leaders response to that complexity would affect how and whether the leader and followers worked in tandem to move over mutual organisational goals.McGregor proposed a reclamation of direction and control of employees with humanistic motivation. The resulting concept, Theory Y, p roposed that individuals did not inherently dislike work and, and that under certain conditions, work could actually be a source of great satisfaction. Theory Y assumed individuals would exercise self-direction and self-control, accepting and seeking responsibility (Pugh Hickson, 1993). The essential concept McGregor and other behaviourists proposed was that organisations are interacting groups and that leaders are a part of these groups. The leaders interaction and relationship with the employee must be a supportive relationship so all members of the organisation feel the organisations objectives and their achievement, are of personal importance to them (Pugh Hickson, 1993).2.1.6 Situational/Contingency Theory The Circumstantial FocusUnprecedented social change in the mid-1960s to the mid-1980s shifted societal focus from increasing economic wealthiness to ensuring social rights and equality. along with this social change, technology was again preparing to jolt American busines ses. The advent of the computer age was shifting employee requirements from brawn to brains. Leadership became an intricate process of multilateral securities firm where leaders were forced to focus on constituencies within and without the organisation to survive (Vanourek, 1995).The internal and external environments of organisations were changing. The transference of power from those doing the work to those possessing companionship about how to turn out work more closely levelled the playing field for leaders and followers. Society acknowledged that traditional methods of leadership were no longer effective.McCollum (1995) implied that companies in the information age were unsuccessfully trying to conduct their business using obsolete industrial age leadership theories. Change was the only thing of which everyone could be sure, a factor requiring leadership research and society to consider contingency/situational approaches to leadership if businesses were to remain successful a nd profitable in an ever-changing and increasingly perplex environment (Contee-Borders, 2003).Heysey and Blanchard (1996) proposed a contingency/situational theory advocating a leaders use of differing leadership behaviours dependent upon two interrelated maturity factors (a) job maturity applicable task and skillful knowledge and skills, and (b) psychological maturity the subordinates level of self-confidence and self-respect (Yukl, 1998).An employee who has a high level of job and psychological maturity requires dinky supervision while an employee who has a low level of job and psychological maturity requires apply-on attention.Fielders contingency theory is viewed as the opposite of Hersey and Blanchards theory, maintaining that leaders are less flexible in their ability to change their behaviour based on followers maturity (the basic concept of Hersey and Blanchards theory) (Hughes, Ginnett, Curphy, 1993). Fielders contingency theory posited that leader posture is deter mined by not the leaders ability to adapt to the situation, but by the ability to choose the right leader for the situation (though this theory does not identify who would be responsible for making this choice). Some leaders are simply better for specific situation than others and the situation determines the identified leaders success, though leaders would need to be capable of understanding when they were not right for the situation and remove themselves a task of humility.2.2 Leadership StylesFrom a very classical autocratic approach to a very creative, participative approach, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach.The most familiar model is the leadership scale devised by Tannenbaum and Schmidt. In this model, the leader is advised to choose a leadership style that it appropriate for the particular situation. These styles or behaviours, can be placed along continuum ranging from boss-centred at one-end of the scale to subordinate-centred at the other end, as illustrated in Figure 1.1Inevitably, the opposite poles of this continuum have been labelled dictator (or task-centred), and Democratic (or people-centred) and the proof has been drawn that a concern forgetting the job done is at the opposite end of the scale of the people involved. Tannenbaum and Schmidts article is not as shallow as that, but, like it or not, the impression is left that the two concerns are somehow incompatible.Other commentators advised that authoritarian leadership styles would be most effective in situations that were favourable to the leader and democratic styles would better suit situations that were unfavourable to the leader. Favourable in this context means that the leader has high formal authority, relations between the leader and the staff are good, and the task is highly structured. This further reinforces the assumption that democratic styles are for the leaders to fall back on when thi ngs are not going entirely their way they would not want to be democratic if it could be avoided.The Democratic styles should be the preferred option, falling back on authoritarian styles only when circumstances require it. For example, when the fire alarm sounds tell everyone to leave the building do not hold a decision about the best course of action. Or, when something bad can not be avoided, accept your responsibility as a private instructor and give instructions all the way and assertively. Otherwise, the benefits of the bringing some(prenominal) brains to bear on an issue, and the commitment that democratic approaches tend to foster, usually outweigh the inevitable untidiness of getting everyone involved in decision-making .Interestingly, research into animal social groups has found that decisions arrived at communally or democratically are usually more beneficial for the group and its individual members than despotic decision-making, and tend to be less extreme. Whether lessons drawn from the observation of animal behaviour can usefully be applied directly to human groups depends on how much corroborating recite there is.2.3 Leadership versus ManagementCreech (1995) defines the manager versus the leader. She explains how a manager is typically well-educated and would generally possess very high conceptual skills. Managers are generally focused on the latest management literature. Furthermore managers are very aware of the system, rules and procedures both documented and undocumented. They tend to be very productive oriented instead than people oriented persons and this style proves that they are usually inaccessible or have very little time to listed to the people they manage. This also results form their heavy active schedules.In addition managers face highly intensive stresses and become very intolerant of any mis organizes. They rarely motivate their people to take significant risks to improve operationally or personally and in moments of cr isis they can easily consider to re-establish who is in charge, believing that they will achieve the expected performances and organisational goals. Nonetheless, they are very assured of what others conceptualise about them and expect to be liked, despite being aware that this is instead impossible, due to the conflicting roles between management and workers. Furthermore managers ask subordinates for participative input, but rarely encourage real dissent with their own views (Creech, 1995).In contrast, leaders are very people oriented and although they are advised of what people think of them they are generally less concerned. However, leaders feel themselves as helpers to the organisation as opposed being in command. They are imaginative and imaginative movers and embark in achievement of goals. Arguably, leaders have a more positive style to achieving goals and during time of financial or operational turbulences they focus on intercommunicate team members for help in strateg ies and innovation in order to regain competitive advantage. Opposed to this, managers would consider downsizing and cost pungent (Creech, 1995).One can that this is visionary and leaders do communicate widely with simple clear cut visions and goals. They intend to simplify communication to ensure the message gets through without ridiculing anyone in the event of misunderstandings. Additionally they are tolerant of mistakes during the process of development and goal achievement and they are fond of acknowledging their mistakes and do not veneration to take whatever measures are required to rectify them (Creech, 1995).Bennis and Goldsmith (1997) define the difference between manager and leader using the following paired contrastsThe manager administers the leader innovates. The manager maintains the leader develops. The manager accepts reality the leader investigates it. The manager focuses on systems and structures the leader focuses on people. The manager relies on control the l eader inspires trust. The manager has a short-range view the leader has a long-range perspective. The manager asks how and when the leader asks what and why. The manager has his or her eye always on the bottom line the leader has his or her eye on the horizon. The manager imitates the leader originates. The manager accepts the spatial relation quo the leader challenges it. The manager is the classis good soldier the leader is his or her own person (Bennis and Goldsmith, 1997, p.9).Chapter 3Literature ReviewFor the purpose of this literature review it has been classified as follows Human Relation Skills including follower leader relation, and conflict management and counselling as intrapersonal skills. Intrapersonal Skills includes self confidence, stress management, and time management whilst Organisational Skills include leadership styles and motivation and finally Creativity Skills.Human Relation Skills and Intrapersonal Skills follow the same paths and are the abilities how on e interacts with others. However Intrapersonal Skills is ones own personal development whilst Organisational Skills is the skill to have a conceptual focus. Finally, Creativity Skills are the having of new ideas.The author introduced these skills in the above succession as she believes that without having human relation skills one cannot help ones personal development and cannot encourage motivation or creativity. Needless to say, that without motivation one would find difficulties creating new ideas.3.1 Human Relations and Intrapersonal Skills3.1.2 Follower Leader RelationIn order for a leader to achieve effectiveness through human relations, Isaac, Zerbe and Pitt (2001) shared quaternion important insights and beliefs about the nature of their relationships with their followersFirstly, they explain how positively effective it is, to gradually and gently direct the follower towards the established goals rather than throwing them into heavy burdens to accomplish corporate purpos es. When a mutual agreement of mutual interest is established leaders would smartly lay down the red rug to the follower and will satisfy the goals of both parties. Rigid commands from the hierarchy within an organisation normally lead to unsatisfactory results and frustration (Isaac, Zerbe and Pitt, 2001)Secondly, it is in the leaders interest to strongly understand their followers, by recognising their needs, what motivates them , their various stages of personal development, and their goals. This is seen through a flow of communication and observations. The leaders challenge in such scenario would be to reach satisfactory levels of both the follower and the organisation. During such a process of identifying the followers needs the leader must show sensitivity, ingenuity and judgement when putting together corporate and personal objectives through communication. The leader should address those areas identified to be low in self confidence and capability by the follower in order t o achieve maximum results (Isaac, Zerb and Pitt, 2001)Thirdly, leaders have to establish motivating conditions not only to motivate the follower but to encourage self motivation. One of the motives encouraging the self motivation process would be organisational rewards however this makes the leaders responsibility intense, as he/she would need to determine the various intrinsic or extrinsic rewards to followers. congenital motivational states are beyond leaders control however they can possibly enhance such feelings and emotions bySpending time with the follower and enhancing, rather than undermining, self-confidence. Increasing follower knowledge, skills and abilities through exposure to various educational and training programs, as well as experiences. These activities enhance both follower capability and self-confidence.Establishing realistic, pregnant and attainable goals with the follower to both parties.Creating a climate of mutual respect.Showing appreciation when the follo wer meets or exceeds expectations, or addressing problematic issues regarding the followers performance by focusing upon the work rather than the individual. (Isaac, Zerbe and Pitt, 2001, p.212)The fourth and final insight relates to the importance of honesty and consistent behaviour showed to the followers. Leaders can well-off credibility through promises that are rather difficult to fulfil at a later stage, and will also be exposed to deducting the followers motivation. On the other hand consistency generates a clear path to the followers especially in matters such as fairness, expectations and personal cose of conduct. In addition, leader must reduce distinctions of status that might cause some followers to feel degraded and not regarded (Isaac, Zerbe and Pitt, 2001).Relationship closeness, is the extent to which an employee has a sharing, open, familiar relation with management. Thus, relationship closeness is a broad concept that encompasses several specific constructs like interaction, open communication, and informal relations between employees and management(Mcknight, Ahmad and Schroederet, 2001, p.466).As one can see from the above four insights of human relations skills incorporates a strong degree of interpersonal skills and asLeadership Skills Theory at HSBC Life Assurance MaltaLeadership Skills Theory at HSBC Life Assurance MaltaChapter 1IntroductionLeadership skills are the focus of this study and therefore the author will be, in this chapter introduce leadership and the concept of the leader versus the manager as a primary source. In this section the author will define the meaning of leadership enabling one to understand better the next stages of this study. Furthermore one can find the objective of this study and the organisation studied. The structure section will define the construction of the complimenting chapters.1.1 ObjectiveThe scope of this organisational case study is to compare and contrast the leadership skills theory and the sele cted organisations leadership and provided the concept of leadership versus management in order to understand better leadership skills which are defined later on in this study. Leadership skills will be reviewed by means of secondary research. Subsequently the leadership skills within the organisation will be studied by means of a primary research methodology. This will enable the author to reach the main objective which aim is to highlight the theory of leadership skills and present findings of the selected organisations current leadership practices. One will eventually benefit from the authors recommendations and conclusions based on the out come of the data analysis.1.2 The OrganisationThe selected organisation for this study was HSBC Life Assurance Malta Limited. HSBC Life Assurance Malta Limited was set up in 1995 and is a fully owned subsidiary of HSBC Bank Malta Plc, regulated by the Malta Financial Services Authority. Over the years, HSBC Life has developed into one of the l eading life assurance product providers on the island with its full and diversified product range, including group and individual term assurance products, mortgage protection policies, etc. This study research thus moves towards assessing all the concepts of leadership styles, skills, coaching, team building.The organisation is in the direction of the Managing Director.1.3 StructureThe structure of this study will be based on 5 chapters. The introduction, chapter 1, has highlighted leadership and the concept of leadership versus management, the objective and the organisation under investigation. Chapter 2 will follow with a literature review of leadership skills from previous studies whilst chapter 3 will cover the research methodology. Chapter 4 will present the findings and finally chapter 5 will cover the authors views and recommendations.Chapter 22.0 LeadershipLeadership can be defined as The ability to persuade others willingly to behave differently. The function of team leader s is to achieve the task set for them with the help of the group (Michael Armstrong 2003 259).Another definition of leadership is The task of a great leader is to get his people from where they are to where they have not been Leaders must invoke an alchemy of great vision. Those leaders who do not are ultimately judged failures, even though they may be popular at the moment (Henry Kissinger).Clawson (2006) explains that leadership consists of three components the ability to influence others the willingness to influence others and the exercise of influence in a way that others respond voluntarily. Thus, while leadership included the use of power, not all uses of power are leadership.The highlight of leadership within an organisation is an emphasis on the importance of a strong human relation and the importance of creating rewarding high-performance teams of motivated and empowered employees. Human understanding and sensitivity are absolutely critical for leadership success. Leadershi p also consists of identifying proven talent within an organisation and optimising on this talented human resource by developing, retaining and partnering smartly together. Leadership has been perceived to be a primary key to successful strategy implementation. One of the key factors in implementing a strategy is building consensus. A consensus built by motivating, persuading people and by shaping culture and values within an organisation to support the new strategy (Ashby and Miles, 2002).Taking IBM as an example CEO Sam Palmisano has embarked on a leadership mission to get people within the organisation to focus on strategy formulation and implementation. He embarked on a mission to persuade people to focus on the on-demand vision and communicating clear directions. With this positive attitude and employee empowerment he made employees feel motivated and challenged to follow new strategic goals. In this changing world of globalisation, organisations are constantly facing changes w ithin their set ups and therefore leadership plays an important role. Three important aspects of leadership would be people, influence and goals. In order to influence, the relationship between the leader and the follower must not be passive but assertive (Draft, 2006).Within an organisation, leadership directly impacts the effectiveness of costs, revenue generation, service, satisfaction, earnings, market value, share price, social capital, motivation, engagement, and sustainability. In this view one can identify the importance of vision within leadership. In order to move a group successfully towards its goal the leader must communicate the vision or visions with his or her followers. For effectiveness, a vision should appear to be simple, appear desirable enough to energise followers and should describe the organisations future position, which must be credible and preferable to the present state. The leader must communicate these visions adequately to ensure the followers feel as if the vision has been created by themselves (Renesch, 1994).Nonetheless one would need to understand that although leadership focuses on people, influence and goals it cannot be easily defined in such a generic context. However according to Scott (2007) a leader needs to understand that the follower may value a leader differently. Some may prefer a task oriented leader where others may prefer a people oriented leader. In this view the leader must identify the followers needs and how they construe effective leadership. One can see that self awareness is the foundation of effective leadership and one ought to communicate the vision and help the followers fit into that vision. Effective leaders need to change their approach according to the situation, as with one follower, a leader may need to be directive while with others, a leader may need to coach.2.1 The History of LeadershipLeadership, and the study of it, has roots in the beginning of civilisation. Egyptian rulers, Greek heroe s and biblical patriarchs all have one thing in common leadership. There are numerous definitions and theories of leadership however, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance (Wren, 1995). Our work, our environment, the motivation to work, leaders, leadership, leadership style, and a countless of other work-related variables have been studied for almost two centuries.The organisational focus of the leader has evolved over this same period. Early organisations with authoritarian leaders who believed employees were basically lazy transitioned into way to make work environments more conducive to increased productivity rates. Today, organisations are transforming into places where people are empowered, encouraged, and supported in their personal and professional growth throughout their careers. As the focus of leaders has changed over time, it has influenced and shaped the development and p rogression of leadership theory.2.1.2 Early Leader StudiesThe Industrial Revolution shifted Americas economy from an agriculture base to an industrial one and, thereby, ushered in a change how leaders would treat their followers. The Industrial Revolution created a paradigm shift to a new theory of leadership in which common people gained power by virtue of their skills (Clawson, 1999). New technology, however, was accompanied and reinforced by mechanisation of human thought and action, thus creating hierarchical bureaucracies (Morgan, 1997).One major contributor to this era of management and leadership theory was Max Weber, a German sociologist who observed the parallels between the mechanisation of industry and the proliferation of bureaucratic forms of organisation (Morgan, 1997, p. 17). He noted that the bureaucratic form routinized the process of administration in the same manner that the machine routinized production.2.1.3 Classical Management Theory and Scientific ManagementW ebers concerns about bureaucracy, however, did not affect theorists who set the stage for what is now known as classical management theory and scientific management. Classical theorists focused on the design of the total organisation while scientific managers focused on the systematic management of individual jobs. In contrast to Weber, classical theorists such as Henri Fayol and F. W. Mooney, staunch advocates of bureaucratisation, devoted their energies identifying methods through which this kind of organisational structure could be achieved (Bass, 1990 Morgan, 1997). Collectively, these theorists set the basis for many modern management techniques, such as management by objectives.Scientific management, an approach heralded by Frederick Taylor, was technological in nature (Hersey, Blanchard Johnson, 1996). Taylor fused the perspective of an engineer into management with a strong emphasis on control, ruthless efficiency, quantification, predictability, and de-skilled jobs. He ini tiated time-and-motion studies to analyse work tasks to improve worker productivity in an attempt to achieve the highest level of efficiency possible. Consequently, he has been accused of viewing people as instruments or machines to be manipulated by leaders. The function of the leader under scientific management theory was to establish and enforce performance criteria to meet organisational goals therefore, the focus of a leader was on the needs of the organisation and not on the individual worker.Although the classical and scientific approaches were different, the goals were similar organisations are rational systems and must operate in the most efficient manner possible to achieve the highest level of productivity (Morgan, 1997). Both theories relied on the machine metaphor with a heavy emphasis on mechanisation of jobs, which undermined the human aspect of the organisation and failed to recognise organisations as complex organisms.Although mechanistic organisations proved produ ctive, there were limits to hierarchical bureaucracy. Emerging theorists encouraged leaders to recognise that humans were not machines and could not be treated as such. A post bureaucratic shift in the mid-1940s moved toward everyone taking responsibility for the organisations success or failure (Heckscher Donnellon, 1994). Researchers began to examine the relationship between leader behaviour and follower satisfaction level and organisational productivity and profitability.2.1.4 Hawthorne, Maslow, and Herzberg Environment and Worker NeedsMuch organisational research during this era focused on overcoming the perceived shortcomings of the classical and scientific schools of management. Elton Mayos Hawthorne Studies focused on the work situation and its effect on leaders and followers, indicating that the reactions of human beings influence their work activities as much as the formal design and structure of the organisation. Early on leaders could focus their attention on the enviro nment factors of the organisations. The early theories and studies provided researchers with tangible and measurable performance outcomes that were directly transferable to profitability and spreadsheet bottom-lines. A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Maslows (1959) Hierarchy of Needs posited that once a workers physiological, security, and social (intrinsic) needs were met, productivity would only be possible of the employees ego and self-actualising (extrinsic) needs were also met. Leader focus became redirected toward worker needs.Herzbergs Dual Factor Theory, the evolution of intrinsic and extrinsic needs, furthered Maslows work stating the employees intrinsic and extrinsic needs could, and should, be met simultaneously. Herzbergs (1966) Motivation-Hygiene theory furthered the work of Maslow by providing insights into the goals and incentives that tend to satisfy a workers needs. Herzberg concluded that people have two categories of needs, which he termed hygiene (environmental factors such as working conditions, company policies, etc.) and motivators (factors involving the job itself). According to Herzberg, an employees intrinsic and extrinsic needs could and should be addressed simultaneously.2.1.5 The Shift to Behavioural FactorsLeader focus had moved to understanding the relationship between a leaders actions and the followers satisfaction and productivity. Theorists began to consider behavioural concepts in their analysis of organisational leadership. For example, Chester Barnard was instrumental in including behavioural components (Bass, 1990). Barnards work emphasised the ways in which executives might develop their organisations into cooperative social systems by focusing on the integration of work efforts through communication of goals and attention to worker motivation (Hatch, 1997). Barnard, for example, identified an effective organisational leader as one who determined objectives, manipulated means, initiated action, and stimulated coordinated effort (Bass, 1990, p. 31). Barnard (1938), whose work focused on the functions of the executive, was instrumental in including behavioural components in his analysis of organisational leadership, which claimed that leadership involves accomplishing goals with and through people.The theorists of this age argued that in addition to finding the best technological methods to improve output, it would behove management to address human affairs as well. It was claimed that the real power centres within an organisation were the interpersonal relationships that developed among working groups (Hersey, Blanchard Johnson, 1996, p.100).A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Additionally, when this happens they are more likely to increase their productivity which i n turn impacts the organisations bottom line.According to McGregor (1960), the traditional organisation with its centralised decision making, hierarchical pyramid, and external control of work is based on certain assumptions about human nature and human motivation. He dubbed these assumptions Theory X and Theory Y. Theory X assumes that most people prefer to be directed, are not interested in assuming responsibility, and want safety above all else.Accompanying the Theory X philosophy is the belief that people are motivated by money, fringe benefits, and threat of punishment. Managers who espouse Theory X assumptions attempt to structure, control, and closely supervise employees. Although McGregor himself questioned whether Theory X was as accurate view of human nature, the assumptions persisted for a long time in leadership theory circles because it explained some, though not all, of human behaviour within organisations (Pugh Hickson, 1993). Drawing heavily from Maslows (1959) Hier archy of Needs, McGregor ultimately concluded that Theory X assumptions about human nature, when universally applied, are often inaccurate and that management approaches that develop from these assumptions may fail to motivate individuals to strive toward organisational goals (Hersey, Blanchard, Johnson, 1996).McGregor (1960) believed that management needed practices based on a more accurate understanding of human nature and motivation. The resulting concept, Theory Y, proposed that individuals are not, by nature, lazy and unreliable. People can be self-directed and creative at work if properly motivated (Pugh Hickson, 1993). Therefore, an essential task of management is to unleash this potential.Consequently, the goal of effective leadership was evolving and moving away from the earlier concepts of the classical and scientific management theories that treated workers as machines. Leaders were now challenged to actively involve followers in achieving organisational goals. McGregor (1960), whose work was closely linked to that of the behavioural theorists, is a reflection of that era, providing a foundation for the future emergence of the transformational leadership.McGregors Theory X and Theory Y assumed that employees and leaders had progressed beyond Taylors productivity models that employees could find ways to satisfy their needs within the organisations structure. McGregor assumed employees far more complex that the trait and behavioural theories of leadership assumed and that their complexity and the leaders response to that complexity would affect how and whether the leader and followers worked in tandem to reach mutual organisational goals.McGregor proposed a replacement of direction and control of employees with humanistic motivation. The resulting concept, Theory Y, proposed that individuals did not inherently dislike work and, and that under certain conditions, work could actually be a source of great satisfaction. Theory Y assumed individuals woul d exercise self-direction and self-control, accepting and seeking responsibility (Pugh Hickson, 1993). The essential concept McGregor and other behaviourists proposed was that organisations are interacting groups and that leaders are a part of these groups. The leaders interaction and relationship with the employee must be a supportive relationship so all members of the organisation feel the organisations objectives and their achievement, are of personal importance to them (Pugh Hickson, 1993).2.1.6 Situational/Contingency Theory The Circumstantial FocusUnprecedented social change in the mid-1960s to the mid-1980s shifted societal focus from increasing economic wealth to ensuring social rights and equality. Along with this social change, technology was again preparing to jolt American businesses. The advent of the computer age was shifting employee requirements from brawn to brains. Leadership became an intricate process of multilateral brokerage where leaders were forced to focu s on constituencies within and without the organisation to survive (Vanourek, 1995).The internal and external environments of organisations were changing. The transference of power from those doing the work to those possessing knowledge about how to organise work more closely levelled the playing field for leaders and followers. Society acknowledged that traditional methods of leadership were no longer effective.McCollum (1995) implied that companies in the information age were unsuccessfully trying to conduct their business using obsolete industrial age leadership theories. Change was the only thing of which everyone could be sure, a factor requiring leadership research and society to consider contingency/situational approaches to leadership if businesses were to remain successful and profitable in an ever-changing and increasingly complicated environment (Contee-Borders, 2003).Heysey and Blanchard (1996) proposed a contingency/situational theory advocating a leaders use of differi ng leadership behaviours dependent upon two interrelated maturity factors (a) job maturity relevant task and technical knowledge and skills, and (b) psychological maturity the subordinates level of self-confidence and self-respect (Yukl, 1998).An employee who has a high level of job and psychological maturity requires little supervision while an employee who has a low level of job and psychological maturity requires hand-on attention.Fielders contingency theory is viewed as the opposite of Hersey and Blanchards theory, maintaining that leaders are less flexible in their ability to change their behaviour based on followers maturity (the basic concept of Hersey and Blanchards theory) (Hughes, Ginnett, Curphy, 1993). Fielders contingency theory posited that leader effectiveness is determined by not the leaders ability to adapt to the situation, but by the ability to choose the right leader for the situation (though this theory does not identify who would be responsible for making th is choice). Some leaders are simply better for specific situation than others and the situation determines the identified leaders success, though leaders would need to be capable of understanding when they were not right for the situation and remove themselves a task of humility.2.2 Leadership StylesFrom a very classical autocratic approach to a very creative, participative approach, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach.The most familiar model is the leadership scale devised by Tannenbaum and Schmidt. In this model, the leader is advised to choose a leadership style that it appropriate for the particular situation. These styles or behaviours, can be placed along continuum ranging from boss-centred at one-end of the scale to subordinate-centred at the other end, as illustrated in Figure 1.1Inevitably, the opposite poles of this continuum have been labelled Authoritarian (or task-centred), and Democ ratic (or people-centred) and the inference has been drawn that a concern forgetting the job done is at the opposite end of the scale of the people involved. Tannenbaum and Schmidts article is not as shallow as that, but, like it or not, the impression is left that the two concerns are somehow incompatible.Other commentators advised that authoritarian leadership styles would be most effective in situations that were favourable to the leader and democratic styles would better suit situations that were unfavourable to the leader. Favourable in this context means that the leader has high formal authority, relations between the leader and the staff are good, and the task is highly structured. This further reinforces the assumption that democratic styles are for the leaders to fall back on when things are not going entirely their way they would not want to be democratic if it could be avoided.The Democratic styles should be the preferred option, falling back on authoritarian styles only when circumstances require it. For example, when the fire alarm sounds tell everyone to leave the building do not hold a decision about the best course of action. Or, when something bad can not be avoided, accept your responsibility as a manager and give instructions clearly and assertively. Otherwise, the benefits of the bringing several brains to bear on an issue, and the commitment that democratic approaches tend to foster, usually outweigh the inevitable untidiness of getting everyone involved in decision-making .Interestingly, research into animal social groups has found that decisions arrived at communally or democratically are usually more beneficial for the group and its individual members than despotic decision-making, and tend to be less extreme. Whether lessons drawn from the observation of animal behaviour can usefully be applied directly to human groups depends on how much corroborating evidence there is.2.3 Leadership versus ManagementCreech (1995) defines the manage r versus the leader. She explains how a manager is typically well-educated and would generally possess very high conceptual skills. Managers are mostly focused on the latest management literature. Furthermore managers are very aware of the system, rules and procedures both documented and undocumented. They tend to be very productive oriented rather than people oriented persons and this style proves that they are usually inaccessible or have very little time to listed to the people they manage. This also results form their heavy busy schedules.In addition managers face highly intensive stresses and become very intolerant of any mistakes. They rarely motivate their people to take significant risks to improve operationally or personally and in moments of crisis they can easily consider to re-establish who is in charge, believing that they will achieve the expected performances and organisational goals. Nonetheless, they are very conscious of what others think about them and expect to b e liked, despite being aware that this is rather impossible, due to the conflicting roles between management and workers. Furthermore managers ask subordinates for participative input, but rarely encourage real dissent with their own views (Creech, 1995).In contrast, leaders are very people oriented and although they are conscious of what people think of them they are generally less concerned. However, leaders feel themselves as helpers to the organisation as opposed being in command. They are inventive and imaginative movers and participate in achievement of goals. Arguably, leaders have a more positive style to achieving goals and during time of financial or operational turbulences they focus on asking team members for help in strategies and innovation in order to regain competitive advantage. Opposed to this, managers would consider downsizing and cost cutting (Creech, 1995).One can that this is visionary and leaders do communicate widely with simple clear cut visions and goals. They intend to simplify communication to ensure the message gets through without ridiculing anyone in the event of misunderstandings. Additionally they are tolerant of mistakes during the process of development and goal achievement and they are fond of acknowledging their mistakes and do not fear to take whatever measures are required to rectify them (Creech, 1995).Bennis and Goldsmith (1997) define the difference between manager and leader using the following paired contrastsThe manager administers the leader innovates. The manager maintains the leader develops. The manager accepts reality the leader investigates it. The manager focuses on systems and structures the leader focuses on people. The manager relies on control the leader inspires trust. The manager has a short-range view the leader has a long-range perspective. The manager asks how and when the leader asks what and why. The manager has his or her eye always on the bottom line the leader has his or her eye on the horizon. The manager imitates the leader originates. The manager accepts the status quo the leader challenges it. The manager is the classis good soldier the leader is his or her own person (Bennis and Goldsmith, 1997, p.9).Chapter 3Literature ReviewFor the purpose of this literature review it has been classified as follows Human Relation Skills including follower leader relation, and conflict management and counselling as intrapersonal skills. Intrapersonal Skills includes self confidence, stress management, and time management whilst Organisational Skills include leadership styles and motivation and finally Creativity Skills.Human Relation Skills and Intrapersonal Skills follow the same paths and are the abilities how one interacts with others. However Intrapersonal Skills is ones own personal development whilst Organisational Skills is the skill to have a conceptual focus. Finally, Creativity Skills are the having of new ideas.The author introduced these skills in the above sequence as she believes that without having human relation skills one cannot help ones personal development and cannot encourage motivation or creativity. Needless to say, that without motivation one would find difficulties creating new ideas.3.1 Human Relations and Intrapersonal Skills3.1.2 Follower Leader RelationIn order for a leader to achieve effectiveness through human relations, Isaac, Zerbe and Pitt (2001) shared four important insights and beliefs about the nature of their relationships with their followersFirstly, they explain how positively effective it is, to gradually and gently direct the follower towards the established goals rather than throwing them into heavy burdens to accomplish corporate purposes. When a mutual agreement of mutual interest is established leaders would smartly lay down the red carpet to the follower and will satisfy the goals of both parties. Rigid commands from the hierarchy within an organisation normally lead to unsatisfactory results and frustration ( Isaac, Zerbe and Pitt, 2001)Secondly, it is in the leaders interest to strongly understand their followers, by recognising their needs, what motivates them , their various stages of personal development, and their goals. This is seen through a flow of communication and observations. The leaders challenge in such scenario would be to reach satisfactory levels of both the follower and the organisation. During such a process of identifying the followers needs the leader must show sensitivity, ingenuity and judgement when putting together corporate and personal objectives through communication. The leader should address those areas identified to be low in self confidence and capability by the follower in order to achieve maximum results (Isaac, Zerb and Pitt, 2001)Thirdly, leaders have to establish motivating conditions not only to motivate the follower but to encourage self motivation. One of the motives encouraging the self motivation process would be organisational rewards however th is makes the leaders responsibility intense, as he/she would need to determine the various intrinsic or extrinsic rewards to followers. Intrinsic motivational states are beyond leaders control however they can possibly enhance such feelings and emotions bySpending time with the follower and enhancing, rather than undermining, self-confidence. Increasing follower knowledge, skills and abilities through exposure to various educational and training programs, as well as experiences. These activities enhance both follower capability and self-confidence.Establishing realistic, meaningful and attainable goals with the follower to both parties.Creating a climate of mutual respect.Showing appreciation when the follower meets or exceeds expectations, or addressing problematic issues regarding the followers performance by focusing upon the work rather than the individual. (Isaac, Zerbe and Pitt, 2001, p.212)The fourth and final insight relates to the importance of honesty and consistent behav iour showed to the followers. Leaders can loose credibility through promises that are rather difficult to fulfil at a later stage, and will also be exposed to deducting the followers motivation. On the other hand consistency generates a clear path to the followers especially in matters such as fairness, expectations and personal cose of conduct. In addition, leader must reduce distinctions of status that might cause some followers to feel degraded and not regarded (Isaac, Zerbe and Pitt, 2001).Relationship closeness, is the extent to which an employee has a sharing, open, familiar relation with management. Thus, relationship closeness is a broad concept that encompasses several specific constructs like interaction, open communication, and informal relations between employees and management(Mcknight, Ahmad and Schroederet, 2001, p.466).As one can see from the above four insights of human relations skills incorporates a strong degree of interpersonal skills and as

Shakespeares Macbeth as a Tragic Hero :: Macbeth essays

Macbeth as a Tragic Hero   For Macbeth to be considered a Tragic Hero, he must have some likely nobility, some good qualities that make his downfall terrifying. He must be examined as a human being with human weaknesses. Is he one who, as Lady Macbeth says, Act I, Sc. v, is too full of the milk of human kindness To catch the nearest way or is he the butcher that Malcolm considers him to be in the final shot of the play? Or is he a victim of his ambition or of moral weaknesses or of his limited concept of manliness, or hitherto of a combination of circumstances that cause him to fall? From the opening scene Macbeth is chosen as a target for temptation the witches, as agents of evil architectural plan their trap so the stage is set for his downfall. One good quality of Macbeth is his bravery. We learn of his physical prowess and bravery on the battlefield - brave Macbeth, valours minion, bold cousin worthy gentleman, he is an eagle, a lion, Bellonas bridegroom. These are the outward signs as seen by the Captain, Duncan and Ross, Act I, Sc.ii.  Unfortunately, Macbeth is prone to temptation. In the following scene we observe his interest in the Witches predictions. He is tempted - Your children shall be Kings but temptation is not guilt. When Ross tells him he has been made Thane of Cawdor, Macbeth asks, why do you dress me in borrowed robes? Does this evoke that, at this stage, he wants no honors that are not rightfully his? * A Materialist - In this soliloquy (aside) in Act I,Sc. iii we see how the fulfillment of the first gear prediction is working on him. Does he show himself to be a materialist here, looking for success and closing his eyes to the fact that achievement and goodness do not necessarily go together? Is this what Lady Macbeth sees in him when she says in Act I, Sc. v, wouldst not play false And yet wouldst wrongly win? * complete(a) or Hypocrite - He is aware of his duties as a subject ...and our duties Are to your throne and state children and servants, Which do but what they should, by doing every liaison Safe toward your love and honor. Is this an inclination of his virtue, or is it hypocrisy? * Conscience?

Essay --

LINGUISTIC CURRY affix on January 15,2014.I returned to India subsequently a long design and at the airport I hear an announcement face Welcome, Mumbai me aapka swagat he these words took me back to my college days where we used to pop off in hinglish- the merger of side of meat and other Indian vernacular languages. I was pleasantly strike to hear MUMBAI- as when I had left it was called Bombay though the headmaster name of the city was Mumbai named after the Goddess Mumbadevi. With migration of sight from North India Mumbai became Bumbai, during the British raj it became Bombay and remained for a long period before rechristened as Mumbai. When we friends used to meet we would say Hey dude, kaisa he? (Hey dude, how are you?) While placing the order in the canteen we used to say Hey boss, do acute chai. (Two half teas)People in India are growing up in a multilingual surrounding, resulting in code mixing (mixing of two or to a greater extent(prenominal) languages).What is the reason behind code mixing? India is a develop country and only few people are fluent in slope, with most people encounter their education in vernacular medium. Which leads to either reshaping the English syntax with Hindi words or simply the other way round.Hinglish has gained a hand of importance in India as it is the language of the masses and all individual can relate himself with the language. For the same reason many advertises and movies use Hinglish. Many multinational giants use Hinglish version of its international campaign to make their brands more acceptable and popular among Indian masses. Mc Donalds campaign What your bahana is?(Whats your excuse?) Coca-colas strap form life... ... and judiciary use a lot of hinglish on free-and-easy basis. I remember an incident when I had gone to the passport office for my passport substitution an officer told me please, appka passport submit karo. Nowadays even planetary apps have been created which support hinglish such as the famous app swype by which the user doesnt have to press individual keys to type but only overturn on the keyboard to type. This makes it easier for people to type in hinglish. The alphabets on the keyboard are in English. With such amalgamation, English is no longer virgin and the cross-pollination of English and Hindi has habituated birth to HINGLISH, which will rule the world community due to the virtue of its diverse dialects.Posted by rohan mehta at 543 pm turn up -- LINGUISTIC CURRY Posted on January 15,2014.I returned to India after a long period and at the airport I hear an announcement saying Welcome, Mumbai me aapka swagat he these words took me back to my college days where we used to communicate in hinglish- the merger of English and other Indian vernacular languages. I was pleasantly surprised to hear MUMBAI- as when I had left it was called Bombay though the original name of the city was Mumbai named after the Goddess Mumbadevi. With migration of people from North India Mumbai became Bumbai, during the British raj it became Bombay and remained for a long period before rechristened as Mumbai. When we friends used to meet we would say Hey dude, kaisa he? (Hey dude, how are you?) While placing the order in the canteen we used to say Hey boss, do cutting chai. (Two half teas)People in India are growing up in a multilingual surrounding, resulting in code mixing (mixing of two or more languages).What is the reason behind code mixing? India is a developing country and only few people are fluent in English, with most people have their education in vernacular medium. Which leads to either reshaping the English syntax with Hindi words or simply the other way round.Hinglish has gained a lot of i mportance in India as it is the language of the masses and every individual can relate himself with the language. For the same reason many advertises and movies use Hinglish. Many multinational giants use Hinglish version of its international campaign to make their brands more acceptable and popular among Indian masses. Mc Donalds campaign What your bahana is?(Whats your excuse?) Coca-colas strap line life... ... and judiciary use a lot of hinglish on daily basis. I remember an incident when I had gone to the passport office for my passport renewal an officer told me please, appka passport submit karo. Nowadays even mobile apps have been created which support hinglish such as the famous app swype by which the user doesnt have to press individual keys to type but only swipe on the keyboard to type. This makes it easier for people to type in hinglish. The alphabets on the keyboard are in English. With such amalgamation, English is no longer virgin and the cross-pollination of English and Hindi has given birth to HINGLISH, which will rule the world community due to the virtue of its diverse dialects.Posted by rohan mehta at 543 pm