Transformational vs Transactional Leadership Essay Example

Transformational vs Transactional Leadership Paper Leadership Styles, High-Quality Leader-Follower (LMX) Relationships and Job Performance The current globalized economic environment is becoming increasingly dynamic and competitive forcing organizations to improve their business practices to overcome greater challenges with more flexibility, efficiency and innovation in products and internal processes (Walumbwa et al. 2005, p. 235). Certainly, there is fundamental evidence of the positive association of leadership style and the influence on follower’s behaviour as a consistent way to improve job performance and organizational outcomes (Vaccaro et al. 2010). The aim of this paper is to demonstrate the impact of transformational and transactional leadership styles on leader member exchange relationships, job performance and job satisfaction. By using theories such Weber’s conceptualization of charismatic leadership, Burns’ transactional leadership and Bass’ Four I’s of transformational leadership, this paper acknowledge the superiority of transformational over transactional leadership style in developing high-quality leader-follower (LMX) relationships, increasing followers’ job performance and Job satisfaction. Recalling previous studies which asserted the dependence of leadership effectiveness on culture and organizational size (Paul et al. 001), it seems clear that transformational leadership is a more suitable leadership style for small, large and complex companies across cultures facing the challenges of globalization of markets. The superiority of transformational leadership style in building high-quality leader-follower (LMX) relationships is given to the practice of one or more of the Four I’s leadership behaviour. Firstly, Idealized influence through a charismatic behavi our will illustrate the positive influence on followers and their performance. We will write a custom essay sample on Transformational vs Transactional Leadership specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Transformational vs Transactional Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Transformational vs Transactional Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer It is followed by the ability to motivate team work and the achievement of general goals that produce personal satisfaction and commitment with the company (inspirational motivation). Furthermore, intellectual stimulation will certainly demonstrate how innovation and creativeness is promoted and their impact on organizational results. Finally, individualized consideration in hand with LMX theory will provide an example of the undoubted benefits of dyadic relationships in ‘in-group’ such greater loyalty and commitment. Leadership styles, high-quality leader-follower (LMX) relationships and Job performance. Focusing in the work of Burns (1978) and Bass (1985) on leadership behaviours, transformational and transactional leadership have been the objective of various research in order to capture the extent to which leaders influence subordinates by involving them in the organization’s goals, or by specifying the rewards that will follow the accomplishment of those goals (Rubin et al. 2005; Yammarino et al. 1997) According to Podsakoff et al. 1990) a fundamental characteristic of transformational leadership behaviour is the ability to create a compelling vision for the organization, providing an appropriate model consistent with that vision, stimulating the acceptance of group goals, expecting high performance, providing individualized support and intellectual stimulation. In contrast, transactional leadership is primarily concern with gaining compliance from subordinates by using a contingent re ward dimension or a passive form of managing by exception. The leader specifies what is expected from organizational members and the subsequent reward for its accomplishment (Bass and Avolio 1990). According to LMX theory, a high-quality leader-follower (LMX) relationship, usually associated with dyads in the ‘in-groups’ of the organization, emphasizes in fundamental levels of loyalty, commitment, respect, affection, mutual trust and the possibility of mutual linking between leaders and followers (House et al. 1993). Transformational rather than transactional leadership is more likely to achieve this superior level in the follower-leader relationship by developing one or more of the Four I’s; Idealized influence, inspirational motivation, intellectual stimulation and individualized consideration (Bass, BM and Avolio, BJ (eds. ) 1994). Idealized influence A transformational leader acts in a way that becomes a role model or inspirational image for his/her followers (Zhang, X, Cao, Q and Tjosvold, D 2010) usually attributed to his/her charismatic approach. Certainly, charisma in meant to be a requirement for transformational leadership. According to Weber (1947) a charismatic leadership can inspire and motivate people to do more than originally intended. What is more, they can influence followers by arousing strong emotions in support of the organizational vision, creating a leader-follower relationship based on a common value system between leader, follower and organization (Paul et al. 2001). Towler (2003) demonstrated that workers who received a charismatic-training performed better on their knowledge test and were more satisfied with the task. Unlike, transactional leadership emphasizes in the transaction that takes place with followers based on explicit discussion of the rewards they will receive if they fulfil the requirements. As a consequence, the relationship with is limited to the leader’s ability to control the outcomes desired by followers. However, as Dorfman et al. (1999) argued, charismatic behaviour can have a negative implication on societies with a history of autocratic and despotic leaders. Inspirational motivation Undoubtedly, the contingent transactional reinforcement system motivates followers to perform in such adequate way in order to obtain the reward. However, through this system, followers’ job performance, as well as commitment, is strongly limited to fulfil the requirements of the contract in a self-satisfying attitude (Avolio,BJ, Bass, BM and Jung, DI 1999) rather than a commitment with the leader and organizational vision he/she has established. Contrary, transformational leaders promote an organizational citizenship behaviour in which team-supporting behaviours augment followers’ identification with group values. The leader motivates them to transcend from a self-concept to be committed with cooperative team goals. Followers find themself intrinsically motivated to fulfil a collective vision without expecting immediate personal and tangible gains (Wang et al. 2005). Intellectual stimulation Transformational leaders stimulate employees’ effort to be innovative and creative by questioning assumption, reframing problems and approaching situations in different ways (Vaccaro et al. 2010, p. 2). On the other hand, as Podsakoff et al, (1990) exposed, transactional leadership consist in two dimensions; Contingent reward systems, which emphasizes the institution of clear and precise agreements, and management by exception that promotes highly leadership involvement and intervention in order to monitor and ectify any divergence form standards. Amibile (1998) claims that both dimensions inhibit creativity and discourage the initiative to address new ways to facing the work. Although, currently research fail to demonstrate a universal leadership phenomena (Walumbwa et al. 2005, p. 235), transformational leadership, by using intellectual stimulation behaviours, exhibit a cross-cultural benefit on commitment, innovation and job performance, all of them being characteristics of high-quality leader-follower (LMX) relationship. Avolio, Zhu, Koh, and Puja (2004), by gathering data from staff nurses in a large public hospital in Singapore, found a positive association between transformational leadership and organizational commitment. Likewise, Geyer and Steyrer (1998), as a result of a research in Australian banks, reported that transformational leadership had positive effects on employees’ level of effort and task performance. Individual consideration A transactional leader properly identifies employees’ needs in order to make the accurate motivational transactions; as a result, both parts expectations are met and job satisfactions is improved. However the exchange is usually limited to economic or tangible benefits and does not promote leader-follower relationships. In contrast, a transformational leader pays special attention to follower’s individual needs in a widely range, such achievement and growth, by acting as a coach or mentor. The leader demonstrate acceptance for individual differences, promote two-way exchange communication and sees the individual as a person rather than as just an employee (Bass, BM and Avolio, BJ (eds. 1994). In this extent, transformational leader promotes the creation of dyadic relationships with ‘in-group’ members which usually have a high-quality relationship with the leader and are expected to be more loyal to the leader, and perform in a greater extent as an exchange for intangible benefits like career development, participation in decision making, and access to information, between others (Vaccaro et al. 2010, p. 2). According to Deluga (1992), individualized consideration and charisma were two transformational leadership factors that predicted LMX and are the cause for subordinates to behave in ways (such as making extra efforts) that strengthen relational ties with the leader. Conclusion It seems clear that transformational and transactional leadership have positive relationship with organization outcomes; however this paper clearly stated the superiority of transformational leadership on building high-quality leader-follower (LMX) relationships based on the development of the Four I’s. First, by using a charismatic approach, transformational leaders create an idealize influence that augment follower’s emotions and commitment with the leader and organizational vision. Second, this paper claimed that by using inspirational motivating behaviour, leaders motivates followers to transcend from self-interest to commitment cooperative goals which led them to perform without expecting immediate personal benefits. In contrast, the transactional exchange-relationship with followers was meant to be limited to the interest on the reward promised as exchange for their task accomplishment in a very self-satisfying attitude. Given the importance of innovation in today’s organizations, intellectual stimulation was consider to be fundamentally related to followers’ commitment and organization increase on job performance and competitiveness. Unlike, by delimiting the outcome expected from followers and the reward system, transactional leadership was appeared to harm innovation in organization. Not different is the outcome of using managing by exception dimension. Finally, by having an individual consideration, transformational leadership are more likely to developed high-quality relationship members that are expected to be more loyal and perform in greater extent without expecting immediate tangible benefits. In contrast, commitment and higher achievement with a transactional leadership was limited to the exchange of direct economic and tangible benefits. Overall, due to the development of followers and their potential, transformational leadership is assumed to be more appropriate for many different types of companies and situations at any level across cultures. Reference list Amabile, TM 1998. ‘How to kill creativity’. Harvard Business Review, vol. 76, pp. 76–87. Avolio, BJ, Bass, BM, Jung, DI 1999, ‘Re-examining the components of transformational and transactional leadership using the multifactor leadership questionnaire’. Journal of Occupational and Organizational Psychology, vol. 72, no 4, pp. 441–462. Avolio, B J, Zhu, W, Koh, W, Puja, B 2004, ‘Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance’. Journal of Organizational Behaviour, vol. 4, pp. 1–18. Bass, BM, Avolio, BJ 1990, ‘The Implications of transactional and transformational Leadership for individual, team and organizational development’. Research in Organizational Change and Development, vol. 4, pp. 231–72. Bass, B. M. Avolio, B. J. (eds. ) 1994, Improving organizational effectiveness through transformatio nal leadership, Sage Publications, London. Deluga, R J 1992, ‘The relationship of leader-member exchanges with laissez-faire, transactional, and transformational leadership’. Impact of leadership. pp. 237–247. Dorfman, PW, Howell, JP, Hibino, S, Lee, JK, Tate, U, Bautista, A 1997, ‘Leadership in Western and Asian countries: Communalities and differences in effective leadership processes across cultures’. Leadership Quarterly, vol. 8, no 3, pp. 233–274. Felfe, J, Tartler, K and Liepmann, D 2004, ‘Advanced Research in the Field of Transformational Leadership. Zeitschrift fur Personalforschung – German Journal of Human Resource Research. Special Research Forum, vol. 18, pp. 262–88. Geyer, A, Steyrer, J 1998, ‘Transformational leadership and objective performance in banks’. Applied Psychology: An International Review, vol. 7, no 3, pp. 397–420. House and Aditya; RC, Liden and Maslyn JM 1993, ‘Scale development for a multidimensional mesur of Leader-Member exchange’, Paper presented at annual meeting of the Academy of Management, Atlanta, Georgia. Paul, J, Costley, DL, Howell, JP, Dorfma, PW 2001, ‘The effects of cha rismatic leadership on followers’ self-concept accessibility’, Journal of Applied Social Psychology, vol. 31, no. 9, pp. 1821-1 844. Podsakoff, PM, MacKenzie, SB, Moorman, RH, Fetter, R 1990, ‘Transformational leader behaviours and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviour. Leadership Quarterly, vol. 1, pp. 107–142. Rubin, RS, Munz, DC, Bommer, WH 2005, ‘Leading from within: the effects of emotion recognition and personality on transformational leadership behavior’. Academy of Management Journal, vol. 48, pp. 845–58. Towler, AJ 2003, ‘Effects of charismatic in? uence training on attitudes, behaviour, and performance’. Personnel Psychology, vol. 56, no 2, pp. 363–381. Vaccaro, IG, Jansen, JJ, Van Den Bosch, FA, Volberda, HW 2010, ‘Management innovation and leadership: The moderating role of organizational size’, Journal of Management Studies, pp. -23. Walumbwa, FO, Orwa, B, Wang, P, Lawler, JJ 2005, ‘Transformational Leadership, Organizational Commitment, and job satisfaction: A comparative study of Kenyan and U. S. financial firms’, Human resource development quarterly, vol. 16, no. 2, pp. 235-265. Wang, H, Law, K, Hackett, R, Wang, D, Chen ZX 2005, ‘Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behaviour’, Academy of Management Journal, vol. 8, no. 3, pp. 420-432. Weber, M 1947, ‘The theory of social and economic organizations’, translated by T. Parson, New York. Yammarino, FJ, Dubinsky, A J, Comer, LB, Jolson, MA 1997, ‘Women and transformational and contingent reward leadership: a multiple-levels-of-analysis perspective’. Academy of Management Journal, vol. 40, pp. 205–22. Zhang, X, Cao, Q, Tjosvold, D 2010, ‘Linking transformational leadership and team Performance: A con? ict management approach’, Journal of Management Studies, pp. 1-26.

How to Say ___ in French - French Translation Help

How to Say ___ in French - French Translation Help If youre wondering how to say something in French, youve come to the right place. I get a lot of questions about how to say this or that in French; Ive provided links to answers to the most common of these at the end of this article. But of course I cant anticipate every question, so here are some tips and resources to help you find out how to say anything in French.1) If you speak some French, your best bet is to use a French dictionary - but the right way. French word order and syntax are very different than English, and if you just look up a bunch of different words and string them together, youll probably end up with nonsense.2) You can also try searching this site - with over 6,000 pages, its a good bet that Ive written a lesson including the word or phrase youre looking for. Just type your search in the box in the upper right corner, and click search.3) If you dont speak any French, you might be tempted to use an online translator, but this, too, is a tool that must be used w ith caution. 4) The best way to find out how to say something in French is to ask a native speaker. If you dont know any, youre in luck: our forum is filled with French speakers who are ready to answer your questions - within reason. While we wont translate paragraphs or write letters for you, we are happy to answer your questions, translate short passages, and offer corrections. Common Questions How do you say Happy birthday in French?How do you say Hello in French?How do you say How are you? in French?How do you say I love you in French?How do you say please and thank you in French?How do you say Merry Christmas in French?How do you say no in French?How do you say to be in French?How do you say what in French?How do you say yes in French?How do you say the colors in French?How do you say the months in French?How do you say the numbers in French? And if youre wondering how to say how do you say ___ in French? in French, its comment dit-on ___ en franà §ais  ? You can hear a sound file of this and other useful phrases in my essential French lesson.

Personality of Abraham Lincoln Essay Example | Topics and Well Written Essays - 1750 words

Personality of Abraham Lincoln - Essay Example In the last part, the paper will discuss the different methods of assessing personality and the related results. Personality of Abraham Lincoln Introduction Abraham Lincoln was the 16th President of the United States and led the country to victory during the American Civil War (Sandburg, 2002). He contributed immensely towards ending slavery in America. He was a lawyer by profession before he was elected as President. He had previously served as Illinois State legislator and a member of the House of Representatives (Sandburg, 2002). His Presidency was marked with abolition of slavery, neutralization of the war in United Kingdom and defeat of secessionists. He is regarded as one of the most remembered Presidents in US history (Sandburg, 2002). Abraham Lincoln was born on 12 February 1809 in Southeast Hardin County. His father was Thomas Lincoln and his mother was Nancy Hanks. Though his parents were not educated, they were respected and affluent citizens of Kentucky back country. The family was forced to move to Indiana in 1816 (Sandburg, 2002). His mother later died from milk sickness when he was nine years. His father remarried Sarah Bush who Lincoln embraced as his mother. Surprisingly, Lincoln did not relate well with his father. Lincoln had only 18 months of formal education but he was a keen reader and writer. He married in 1842 and later had four sons whereby only one survived to adulthood. (Sandburg, 2002). Lincoln started his political career by vying for Illinois General Assembly position in 1832 which he lost and joined the military during the Black Hawk war. In 1834, he was elected a State legislature and was influenced by the England law hence he joined law school. He was admitted to the bar in 1837 and moved to establish start practicing law in Springfield (Sandburg, 2002). He once labeled slavery as inhumanity which was based on bad policies when he was the leader of the Illinois Whig Party. He joined Republican Party in 1860 and was endorsed to r un for the presidency which he won with landslide victory later in the same year. After his win, secessionist’s movements sprung (Sandburg, 2002). His major goal was abolishment of slavery which he accomplished in 1862 by signing â€Å"emancipation proclamation† law. After the war, he initiated reconstruction of America by signing â€Å"homestead Act in 1862† where government land was sold to the poor citizens at low prices (Sandburg, 2002). Legal tender act of 1862 also created the first currency of US while the National banking Act of 1863 and 1865 formed the sound financial system which ensured economic growth and stability. He was assassinated by Confederate spy on 14th April 1965 and was pronounced dead the following day (Sandburg, 2002). Abraham Lincoln was friendly to other people since he trusted them. Lincoln has strong appreciation for the motivation of others. Lincoln was also honest hence this trait my have been influenced by his previous service to the country during the Black Hawk war. He maintained that integrity and truth was the basis of good character. Lincoln was also charitable since he occasionally purchased books for Phi Alpha Society hence this trait may have been influenced by his understanding of the sufferings of Americans during slavery time (Sandburg, 2002). Lincoln was a good listener hence this trait may have been influenced by his love for writing and reading. Each visitor to the White House was welcomed with appreciation and

Uncanny architecture---signifier of Victorian architecture Annotated Bibliography

Uncanny architecture---signifier of Victorian architecture - Annotated Bibliography Example Crinson also builds on his argument by offering an explanation on what the buildings represent in terms of architectural styles. He further explains that the architects made the styles absurdly incongruous. The architecture was a representation of what was happing during the time of construction. This kind of architecture is vividly applied on almost all the buildings that are dated the Victorian age. The buildings have a variety of readable meaning attributed to the architectural style, monuments, and convictions. They depict the cultural and religious aspect of the Victorian age (Crinson 5). He also notes that the architectural style, monuments and convictions, have over the years been transformed due to the continued interaction with different culture and modern architectural style from different parts of the world. Crinson does a review if the significant aspects that define the Victorian architecture noting that windows, door frames and roofing were significant aspects of the ar chitecture. He noted arched windows panels; double doors and brick roofing tiles were very significant in the Victorian architecture. Crinson provides validity to his arguments by providing evidence to support his claims. Citing an example, he gives sufficient evidence to support his claim by showing the cultural exchanges that influenced the Victorian architecture. He provides evidence through an objective overview rather than a narration of personal sentiments. The book is relevant to my study in that it addresses the qualities of the Victorian age architecture in specific the key elements that distinguish the Victorian architecture style from other architectural styles. In addition, the book provides targeted agendas on the thematic issues such as political agendas, religious, and racial aspects. The book’s targeted audience is any individual who is interested in learning about how the Western architecture has changed over time and

The Management and Operation of Food Services Essay

The Management and Operation of Food Services - Essay Example As tourists become more mobile, so does the food they eat. Food, culinary styles and the increasing differentiation of dishes and cuisines in tourism destinations have developed. Global drinks and foods are emerging, such as Coca-Cola and McDonald's, and local and regional food is thriving, and new 'fusion foods' are also being created to feed the 'global soul' (Iyer 2000). Tourists themselves are contributing to gastronomic mobility, by creating a demand in their own countries for foods they have encountered abroad. Gastronomy has developed considerably through the years. Gastronomy is not only extremely difficult to define, but the term, just like 'culture', has become more heavily laden over time. As Scarpato shows, the original definition of gastronomy has broadened in recent years. The Encyclopdia Britannica (2000) defines gastronomy as: 'the art of selecting, preparing, serving, and enjoying fine food'. Gastronomy was for the nobility, but over time the concept included the 'peasant food' typical of regional and local cuisine. The serving and consumption of food has become a global industry, of which tourism is an important part. Mass tourist resorts can often be divided spatially on the basis of cuisine. One can spot English tourists in English pubs, German tourists in the Bierkeller. Some tourists still engage in the habit of taking their own food with them on holiday.Food is a means of forging and supporting identities, principally because what we eat and the way we eat are such basic a spects of our culture. Given the strong relationship between food and identity, it is not surprising that food becomes an important place marker in tourism promotion. One of the basic reasons for this is the strong relationship between certain localities and certain types of food. As Hughes (1995:114) points out there is a 'notion of a natural relationship between a region's land, its climatic conditions and the character of food it produces. It is this geographical diversity which provides for the regional distinctiveness in culinary traditions and the evolution of a characteristic heritage.' This link between location and gastronomy has been used in a number of ways in tourism, including promotional efforts based on distinctive or 'typical' regional or national foods.In a gastronomic landscape, the forces of globalization and localization are both exerting pressures on our eating habits. The rise of fast food has come to characterize the globalization of culture and economy encaps ulated in the term 'McDonaldization' (Ritzer 1993). McDonald's franchises more than 25,000 outlets in 120 countries worldwide. The Big Mac has become a culinary product that it is used to measure the purchasing power parity of national currencies (Ong 1997). The cultural capital that we develop on holiday regarding foreign food is utilized in our leisure time to develop our identity. The fact that many people seek the comfort of the familiar on holiday is one factor that helps to support the spread of global foods. At the same time, however, there is a countervailing force towards more localization in what Castells call the 'space of places' - the local environments in which the bulk of the world's population live their everyday lives. A resurgence of the local is also being stimulated by growing

Literature review of reducing barriers and reoffending in juvenile offenders

Literature review of reducing barriers and reoffending in juvenile offenders This assignment will be a literature review of reducing barriers and re-offending in juvenile offenders at Wetherby secure college of learning through education and training, and to draw out any key themes that have been highlighted from published research. It has for a long time been accepted that there is a long standing connection of both public and professional opinions, the link between those juvenile offenders who commit crime to barriers and education, training and skills. This literature review will draw on books, published research, home office and government journals and agencies such as the YJB, OLASS- offender learning and skills service. This bibliographic information was selected using home office, government and agency resources and also using databases such as Educational Resources Information Centre (ERIC). The government has a duty to punish those as a deterrent who commit crime, but also has a duty to address the reason why these young juvenile offenders fall into a vicious circle of committing crime. The review will look at how the government intend to raise offender skills and get more offenders into work and stop repeat offending. Research has Identified a key falling of the criminal justice system that over half off all offences are committed by ex- offenders, Barbary (2007) and out of all offenders that were released from custody in 2004 over sixty five per cent went on to re-offend, Home Office (2007). This being a massive cost to the government and to the tax payer by ex-offenders estimated to be around  £11 billion per year Social Exclusion Unit (2002). The interest I have in this area is that I have been working with young offenders on and off for the last twenty two years and for the last ten years in a teaching capacity. Over this period of time I have dealt with these young people with a whole range of learning and educational difficulties, and we need to look at, and to stop the huge number of them re-offending and coming back into custody. And that is to equip them with the right skills so at least they have a better chance of progressing through life. For my research I would like to take a sample of offenders who have improved their education whilst in custody and to follow them on release to see if it has had an impact on stopping them re-offending. The back ground to this review starts with the youth justice board, the YJB were introduced to oversee the provision of all 15-18 year olds in custody serving detention training orders. This agency brought a renewed focus as their role spans both custody and the community to monitor key services to prevent re-offending under the crime and disorder act 1998. Review of Literature Evaluation of Literature suggests custodial institutions are attempting to meet the needs of the young juvenile offenders who are beset with multiple disadvantages. In terms of education and training, the young peoples immediate antecedents are mainly characterised by lack of access and/or nonparticipation and long-standing deficits in literacy and numeracy. The YJB commissioned Ecotec consulting to undertake an audit of the provisions of education and training within the juvenile estate. The YJB could then use this as a base to measure any success that arose. The outcome of this audit gave an eye opening evidence based snapshot of a system failing to provide juvenile offenders with their entitlement to a good education. The audits evidence revealed a picture of a disconnected, inadequate and an impoverished service ECOTEC (2001). There were three main areas where education appears to be significant in creating a likelihood of offending: à ¢Ã¢â€š ¬Ã‚ ¢ The impact of custodial interventions; à ¢Ã¢â€š ¬Ã‚ ¢ Educational under-achievement, particularly with respect to literacy and numeracy; à ¢Ã¢â€š ¬Ã‚ ¢ Permanent exclusion and non-attendance at school. A re-occurring thread of research done on young people in custody is that a majority have low levels of educational or training qualifications, with significant literacy and numeracy deficits in particular. The Social Exclusion Unit Bridging the Gap report noted that 80 per cent of young offenders in custody had no qualifications, and that over two-thirds of young offenders sent to custody were at NVQ Level 1 or below for reading, writing and numeracy YJB (2006). A survey carried out by INCLUDE for the YJBs Basic Skills Initiative (2000) of the basic skills needs of young people with whom Youth Offending Teams (YOTs) are working revealed reading ages averaging six years behind chronological ages. Evidence from other researchers were in agreement with ECOTEC consulting, findings revealed similar key factors that are closely associated with offending by young people: * detachment from education * low attainment (especially in literacy and numeracy skills) * influence of the school (including lack of a clear school ethos, poor discipline) * experience of custody and local authority care, which are associated with detachment from education and low attainment, Blythe, Haywood, Stevenson (2004). Research over the last decade has suggested that young people who do not succeed at GCSE level are less likely to move onto further education between the ages of 16 and 18, this evidence in itself, is the most important indicator of unemployment at age 21 (Social Exclusion Unit, 1999). Work carried out by Croll and Moses (2003) supports the view that early exits from the education system are typically associated with limited career prospects and other restricted life chances. This is also viewed by the researchers mentioned earlier, that the earlier young people remove themselves or are removed by exclusion or suspension from education in their early teens are likely to go on to become young offenders. Evidence from the literature suggests that, to curb the dis-engagement of the young offenders from learning before they get into the criminal justice system was: For schools to respond quickly to non- attendance/ involve the parents with support/ and to arrange full time programmes for students who have become detached from education To have individualised learning plans for students with difficulties And to promote a good school ethos and staff- student relationships. All the literature review so far is in agreement with what is happening and what needs to be done to help young people overcome these barriers and promote education to the dis-effected youth I see on a day to day basis in my work environment. The four main risk factors for the onset and continuation of offending occur within the remit of education, training and employment, these are, detachment from education, low attainment in literacy and numeracy, influence of the schools and receiving a custodial sentence or placed into care. Research evidence also suggests that engagement in education and training is most probably the single most important protective factor in reducing offending and reoffending (YJB, 2002; Berridge et al, 2001; Lipsey, 1995; Farrington, 1996). What is less clear from all of this evidence is the direction of the relationship between cause and effect with these particular risk factors. Does low attainment make the young person more likely to absent him or herself, or are those who absent themselves more likely to be low attainers? Does being excluded from school lead people into offending, or are actual or potential offenders more likely to be excluded? (YJB 2006). Some literature argues that, it is unclear whether these young people being out of school for long periods of time and associating with an older delinquent cohort fall into crime (Berridge et al, 2001; Farrington,2001) or the increase exposure to drug taking, or is it when the young people drop out from education, its the delay in re-attachment back to mainstream education that is driving them into engaging in offending behaviour (Parsons, 2000). But the literature does suggest that being exposed to one or all the risk factors mentioned increases the risk of offending behaviour (YJB, 2006). If we look more closely at the high risk factors of causes of offending in young people and possible resolutions. Detachment The YJB funded education programmes has shown direct correlation in numeracy and literacy attainment and in low rates of offending (YJB,2003). Post sixteen education, training and skills interventions were a big predictor in getting employment. An Audit Commission Report (1999), reported that on any one day that there are four hundred thousand children, five per cent of the eight million children that should be in school that or not. The Audit Commission Report (Audit Commission, 2004) recognised that the extent of out of school population was unknown and recommended that LEAs should undertake a census of young people not in school, including authorised and unauthorised absences and those not on a school roll. The Tomlinson Report (DfES, 2004) observed that: Disengagement peaks during Key Stage 4 and is manifest in absenteeism, exclusion and bad behaviour. Some of the causes of disengagement are cultural, social and economic and not easily addressed through changes to curriculum and qualifications. While recognising that the causes of disengagement may be complex, the Tomlinson Report proposals had the stated aim of raising participation and tackling the educational causes of disengagement through: * offering a choice of relevant programmes and activities that allow young people to pursue their interests and aspirations * sign posting progression routes within a diploma framework and making it easier for learners to follow a route of their choice * ensuring that all young people developed the knowledge, skills and attributes needed to access the curriculum * enabling young people to build confidence by gaining credit for small steps of achievement. There are four additional messages from the current literature. * It is much clearer about what to do than the detail on how to do it Reattaching young people to education and training is far harder than preventing detachment in the first place * There is limited evidence available of the transfer of learning between different environments such as custody to the community * Delays and poor communication between the education and youth justice systems are a major constraint (YJB 2006). Conclusions The literature review supports the importance placed by the YJB on education and training to reduce recidivism among young people who offend. The emerging research evidence provides broad guidance for principles of effective educational interventions. Several types of intervention have been evaluated as demonstrating a high degree of effectiveness in reducing important risk factors. The evidence also indicates that early and sustained intervention on the crucial matters of attainment and attachment have a higher chance of success than trying to equip older teenagers who have become completely detached from mainstream learning with literacy and numeracy skills.

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Public/ Private Parents these days try to find the best school for their child’s needs. Some parents can’t choose between public and public schools, because of their differences. Public and private schools have a lot of difference like cost, admissions, teachers, students, and special needs. Public schools don’t have tuition as all people know. State, Federal, and local taxes fund public schools. So when you pay taxes, you are paying for child’s education. Also you are paying for the other kids in your community. Unlike public schools, private schools have tuition. The National Association of Independent Schools says that the median tuition in the United States is $12,000 for first to third, $13,000 for grades sixth to eighth, and $15,000 for grades nine to twelve. For boarding schools it’s like another $8,000 for each group (Education World). Another difference is the admission. Public schools admit all children. This includes students with special needs. You can enroll your child in public schools by just filling out the necessary paperwork. Some private schools on the other hand are selective. Private schools are not forced to accept every child. In many schools admission is very cutthroat. The teachers are another difference in public and private schools. The teachers in public schools are usually state certified. That just means that the teacher has gone through training required by the state. In private schools teachers may not be required to have to train. Instead they have subject area expertise and an undergraduate or graduate degree in the subject they teach. Also teachers in private schools often report better working condctions. The students in public schools are usually the kids from the neighboring community. Also public schools usually have more racially and ethnically diverse populations. On the other hand a process determines students that go to private schools. All students must apply and be accepted in order to attend. Some people may say that this can create a fairly homogenous student body. Another difference is the special needs. Public schools by law must educate all children. They also have to provide the necessary programs to meet the child’s special needs. Public schools have teachers who are trained to work with students who have specific needs, because of this law. However, private schools don’t have to accept kids with specific needs. As a result most private schools do not have special education programs. Also in private schools extra resources to help children with special needs may come at an additional cost (Greatschools).

Paragon Information Systems

Individual Case Analysis Memorandum Paragon Information Systems BU481 – E Tabatha Dominguez Tuesday, November 29, 2011 PROBLEM AND RECOMMENDATION Paragon Information Systems is a wholly-owned subsidiary of Newtel Enterprises Limited, that operates in Atlantic Canada’s information systems industry. They meet their customers’ needs for information systems hardware and provide them with excellent customer service as well. There was recently a crisis as the founders of Paragon left the company, with the entire sales force, to start a new company in direct competition. Paragon was rebuilt and has become a stronger company since the founders left (EX1). Information systems hardware is a largely undifferentiated product so Paragon needs to deliver something unique and of value to customers. This can be done by adopting a focus differentiation strategy based on offering superior customer service (EX 8-9). Also, they will provide services that complement their hardware. This will allow Paragon to capitalize on their relationship with NewTel Information Systems (NIS) and become more profitable. ANALYSIS Focusing on the customer will create switching costs that will help to better protect Paragon’s position in the market (EX3,5). This will enable them to differentiate their company from competitors with a more sustainable method than simply competing on price. The new strategy will allow Paragon to fully realize the potential of their relationship with NIS (EX6-7). NIS has experience with selling services for information systems that Paragon can use to help their focus on services succeed. Working with an established organization like NIS will give them an opportunity to identify where there are gaps in their strategy and how they can best deal with those deficiencies. The services that accompany the hardware have much better margins than the hardware itself. Including services in the product market focus of Paragon will increase the profitability of the company and increase switching costs for clients (EX10). This change in focus will provide the management with the sustainable growth they wanted (EX2). Finally this alternative will properly align Paragon’s goals, product market focus and core activities with their now formalized value proposition (EX4). This will guide the actions of employees as it gives them direction for how they can provide value to the organization. IMPLEMENTATION The First thing Paragon needs to do is to meet with their employees and inform them that excellent customer service is how the company plans to differentiate themselves. Employees that will be trained to become capable of providing the services Paragon will now offer. The sales department will need to learn the specifics of the new services and will also receive customer service training. As the employees are being trained Collins will meet with NIS management and establish a formal relationship between the two subsidiaries. Paragon has moved from the crisis/reactive stage of the crisis curve to the anticipatory stage. With this in mind they should continue to use the participative leadership style they have been using so that they can gain acceptance for the changes that are planned more quickly. A more detailed outline of actions can be found in Exhibit 11. Exhibit 1 – Assessing Performance Customer Financial Innovation and Learning Internal Business processes Balanced Scorecard -Market share is increasing -Revenue has increased since the crisis -Investment in training tripled -Improved productivity -Had highest net income in company’s history Implications: Currently Paragon Information Systems is performing quite well. The changes they made have enabled them to change their position on the crisis curve from the reactive/crisis stage to the anticipatory stage. Exhibit 2 – Direction NEL Mission Statement – To provide sustained and consistent growth in shareholder value, through primary focus on telecommunications and related businesses in Atlantic Canada. Essential to our success will be exploitation of emerging competitive opportunities, responsive customer service and an effective, action-oriented management team. Implications: NewTel Enterprises Limited, which wholly owns Paragon, is committed to growing shareholder value and they believe providing excellent customer service is crucial to their success. Exhibit 3 – Atlantic Canada Information Technology Industry Analysis Threat of Substitute Products Threat of New Entrants Bargaining Power of Buyers Bargaining Power of Suppliers Intensity of Competitive Rivalry Porter’s Five Forces -Relatively low threat of substitute products -Computer hardware is necessary for an information system. -Barriers to entry are low, because of little government regulation and the lack of high upfront or fixed costs. Bargaining power of buyers is increasing -There are few competitors in the market place but more are entering -Buyers are happy to see more competition -Bargaining power of suppliers is unknown -level of intensity is unknown -Hardware is largely undifferentiated Implications: The information technology industry in Atlantic Canada is somewhat attractive. Hardware products are largely undifferentiated but excellent customer service can serve to establish switching costs. With the threat of new entrants and increasing bargaining p ower of buyers firms needs to offer more value than their competitors. Exhibit 4 – Business Strategy Business Strategy Triangle -The underlying strategy is to become more client-focused, and provide responsive customer service -They do not have a formal strategy in place Goals -Provide sustained and consistent growth in shareholder value -Create a more participative culture -Develop capabilities of employees Product Market -Systems integration, application development and computer networking Focus products and services in Atlantic Canada Core Activities -Selling hardware -Providing after sales support Implications: The goals, product market focus, and core activities are all aligned with providing the customer with quality service. However, Paragon has made no attempt to develop a formal strategy built around customer service. Value Proposition Exhibit 5 – Environment Analysis PEST Political Economics Unable to be determined. The strength of the economy can have a significant impact on the demand for computer hardware. Information systems do not directly generate revenue so if the economy is hurting a company’s ability to generate profits they may be hesitant to purchase an information system. If economic conditions are good then a company may be more likely to take this opportunity to develop an information system that can further improve their efficiency. Unable to be determined. Use of the internet is gaining momentum and will change the way that businesses operate. The way that customers communicate with businesses is moving from over the telephone to email. Companies need to be prepared for this change and be able to interact with customers through the medium they desire. Also, the technology that is sold in the industry is changing. The hardware is constantly improving, removing any advantage gained from superior technology quite rapidly. Social Technological Implications: With the threat of new competitors and lack of differentiation between products firms need to find another way to set themselves apart. They need to create value for their customers through means other than the technology they are selling. Exhibit 6 – Resource Analysis VRIO analysis – Relationship with NewTel Information Solutions (NIS) Value This relationship will allow Paragon knowledge on they can grow their service offering. NIS has experience providing services in the IS industry and can give advice to Paragon. Rarity No one else in the industry has a relationship with an established service provider like NIS. Inimitability Very difficult to establish a relationship with a company that may ultimately be a competitor. Organization There is no formal relationship between NIS and paragon. Implications: Paragon’s relationship with NIS can provide them with a competitive advantage. They just need to address the fact that there is no organization to capitalize on this resource. They need to have meetings with NIS or an intermediary that will allow them to communicate formally so they can share information and make sure they do not interfere with each other’s interests . Exhibit 7 – Strategy Analysis Strategy – Environment Linkage Strategy – Resources Linkage Strategy – Management Preferences Linkage Strategy – Organization Linkage Diamond-E Due to increased competition and a lack of differentiation in the hardware the industry sells Paragon needs to find a sustainable way to differentiate themselves. Paragon is not set up to capitalize on the possible benefits of sharing skills with another NEL subsidiary, NIS. NIS already has experience offering services for information systems in the Atlantic Canada market. Management at NEL is committed to revitalizing paragon. They are willing to give Collins whatever he determines is necessary to sustain growth of the company. They believe that excellent customer service is valuable enough to their customers, to provide a basis for which to set themselves apart from their competition. Paragon has identified training as a priority. They increased spending allocated to training to a level three times larger than before. Paragon needs their employees to have the technical knowledge and the proper communication skills to provide customer service that will differentiate the company. Implications: Paragon’s strategy, to differentiate themselves in Atlantic Canada with excellent customer service, is aligned with the needs of their environment and what management wants to do. However, there is a gap in the strategy-resources linkage as Paragon is not properly organized to exploit their relationship with NIS. They need a linkage or liaison with NIS so that they can fully utilize their knowledge of the service aspect of the information systems industry Exhibit 8 – Strategic Alternatives Alternative 1: Paragon will expand so as to offer services around their applications, differentiate themselves with superior customer service, capitalize on their relationship with NewTel Information Systems. Alternative 2: Paragon will expand its offering to include services with their applications, enter the New Brunswick and Quebec markets, differentiate themselves with superior customer service and restructure to a geographic organization. Exhibit 9 – Strategic Alternative Selection Alternative 1 -The market is large enough to sustain Paragon and is growing -Demand is steady -Low barriers to entry which can lead to more competitors -Low cost to serve customers -Low fixed costs Sustainability of -Utilizes customer service to create Competitive value for the customer Advantage? -Uses distinctive capabilities and processes to build strong customer and channel relationships Prospects for successful -Training has been increased to give implementation employees the customer service and technical skills required for this alternative -Consistent with managements goal of sustainable growth and responsive customer service (EX2) Are risks acceptable -A robust alternative -Assumes that Paragon is capable of providing services around their information systems hardware. Tests How attractive is the market? Alternative 2 -Larger market than alt 1 -Demand is steady -Low barriers to entry which can lead to more competitors -Low cost to serve customers -Low fixed costs -Utilizes customer service to create value for the customer -Uses distinctive capabilities and processes to build strong customer and channel relationships -Employees are capable of providing the customer service required -Organization has no experience in the Quebec and New Brunswick markets Will the forecast financial results be achieved and increase shareholder value? -Profitability of Paragon is expected to increase so even if revenues don’t meet expectations alternative will remain profitable. -A fragile alternative -assumes that Paragon can differentiate themselves in new markets -Assumes Paragon can withstand retaliation from competitors in new markets. Alternative is more dependent on reaching expected revenues -If targets are not met alternative will be less profitable Implications: Alternative 1 is a superio r alternative. They both have attractive markets and perceived sustainable competitive advantages. Alternative 2 offers a larger payoff but is much riskier. It assumes that paragon will be able to enter a new market and compete without any experience in those markets. Alternative one is more conservative but still offers growth and profitable returns with minimal risk. Exhibit 10 – Financial Projections Paragon Information Systems Projected Income Statement Years ended 1998, 1999, 2000 (in thousands) 1998 1999 $16,299 $17,927 15,729 17,255 $570 $672 Revenue Total Expenses Net Income 2000 $19,720 18,931 $789 Implications: This projection is based on revenues increasing 10% annually and net income as a percentage of revenue increasing from 3. 5% in 1998, to 3. 75% in 1999, and 4% in 2000. The increase in profitability occurs because the services that Paragon offers have a much higher margin. As services become a larger part of Paragons revenues, they will become more profitable. The increase in profitability from 1997 to 1998 is less than other periods to account for the loss of productivity when employees are being trained. Exhibit 11 – Strategy Implementation Immediate 3 Months 6 Months Long Term Hold a meeting with employees to inform them of the changes to the strategy and product offering -establish a formal relationship with NIS -train employees to properly provide services that will be offered. -Sales Department: learn about the services so they can -Sales Department: start pushing the service offerings -Meet with cl ients to discuss how Paragon can provide better service and offer more value -Meet with employees to discuss the progress of the new strategy and determine if any changes need to be made -Develop new customer service objectives with the information that was obtained from clients -Meet with employees to discuss the progress of the new strategy and determine if any changes need to be made -Evaluate the success of the strategy and make changes as necessary

19 Terms to Know from Homeric Epic

19 Terms to Know from Homeric Epic The following terms or concepts help characterize epic poetry. Try to find them when you read the Iliad, Odyssey, or Aeneid. Aidos: shame, can range from a sense of respect to disgrace Aition: cause, origin Anthropomorphism: Literally, turning into a human being. Gods and goddesses are anthropomorphized when they take on human qualities Arete: virtue, excellence Aristeia: a warriors prowess or excellence; a scene in battle where the warrior finds his (or her) finest moment Ate: blindness, madness, or folly that the gods may impose with or without the fault of the human. Dactylic Hexameter: the meter of epic has 6 dactylic feet in a line. A dactyl is a long syllable followed by two short. In English, this meter winds up sounding sing-songy. Daktylos is a word for a finger, which, with its 3 phalanges, is like a finger. Dolos: trickery Geras: a gift of honor In medias res into the middle of things, the epic story begins in the middle of things and reveals the past with narratives and flashbacks Invocation: at the start of epic, the poet calls upon the Goddess or Muse. The poet either believes or adopts the stance that the poem couldnt be composed without divine inspiration. Kleos: fame, especially immortal, for a deed. From a word for that which is heard, kleos is renown. Kleos can also refer to praise poetry.See Reading Epic: an Introduction to the Ancient Narratives, by Peter Toohey Moira: portion, share, lot in life, destiny Nemesis: righteous indignation Nostoi: (singular: nostos) return voyages Penthos: grief, suffering Timē: honor, should be proportionate to arete Xenia (Xeinia): bond of guest-friendship (xenos/xeinos: host/guest) Personification: treating an abstract or inanimate object as if it were living

Terms for the Seasons of the Year

Terms for the Seasons of the Year Terms for the Seasons of the Year Terms for the Seasons of the Year By Mark Nichol Words for the seasons and related terms often have both literal and figurative connotations. Here are the words and their various senses. Spring (from the Old English word springan, akin to the same word in Old High German, which means â€Å"to jump†) has a sense of freshness and growth. The word is sometimes used to refer to a sociopolitical movement for greater freedom and tolerance, as in phrases like â€Å"Prague Spring† and, more recently, â€Å"Arab Spring.† Spring itself, in these senses, has no direct adjectival form besides springlike; springy refers to the word’s sense of movement. However, vernal (from the Latin word ver, meaning â€Å"spring†) is suitable for references to anything pertaining to the spring, or anything fresh, new, or youthful. In a practical sense, it often refers to phenomena unique to springtime, such as a vernal pool, a body of water that dries up as summer encroaches on spring. Summer (from the Old English word somer) has associations with thriving and mature growth, and it is also a poetic synonym for years in references to one’s age (for example, â€Å"in my tenth summer,† â€Å"a boy of fifteen summers†). Summery is a prosaic descriptor term describing qualities associated with summer. Estival (from Latin aestivus, meaning â€Å"of summer†) also means â€Å"pertaining to summer†; estivation is the summertime equivalent of hibernation, or sojourning at one location all summer. Autumn (ultimately from the Latin word autumnus), interchangeable in literal meaning with fall, has a figurative sense pertaining to full maturity or the onset of decline, as does the adjective autumnal. Winter has associations with decay and inactivity, and wintry, besides its literal sense, refers to being weathered as a result of winter weather or as if by such conditions, or to being aged; it also suggests a cold attitude or response. Solstice (ultimately from the Latin word solstitium, meaning, literally â€Å"sun standing†) and equinox (from the Latin term aequinoctium, a combination of the terms for â€Å"equal† and â€Å"night†) refer to the times of the year when, respectively, daylight is shortest and day and night are of equal length. The adjective equinoctial (or equinoctal) refers literally to the first day of spring and fall and has no established figurative meaning. (The first variant is also used as a noun synonymous with equator or referring to a storm during the equinoctial period.) There is no adjectival form of solstice, which corresponds to the onset of summer and winter. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:12 Greek Words You Should KnowUsing the Active Voice to Strengthen Your Writing10 Humorous, Derisive, or Slang Synonyms for â€Å"Leader† or â€Å"Official†

Analysis of Creating Blue Oceans Essay Example | Topics and Well Written Essays - 250 words

Analysis of Creating Blue Oceans - Essay Example The title of the reading, Creating Blue Oceans is effective and relevant since it relates to the reference company. Indeed, authors reckon that blue seas emanate from red seas through the expansion of existing industries as seen in Cirque du Soleil’s marketing strategy (Kim and Mauborge 5). The authors are informative, rational, and unbiased since they address all aspects of the topic. In fact, they introduce the merits, demerits, challenges, and risks of creating blue seas. Moreover, they complete the discussion on a positive note by informing the audience on how to formulate and implement a blue ocean strategy by presenting the principles and analytical frameworks that will guarantee success in creating blue seas (Kim and Mauborge 19-21). The authors derive more understanding on the topic by describing the motivators that drive the need to create blue seas (Kim and Mauborge 8). The reading also explains how companies like Cirque du Soleil moved from red seas by making strategic moves that define the benefits of blue sea strategic moves (Kim and Mauborge 10). Just like in other businesses strategies, the reading recognizes value innovation as the foundation of a blue ocean strategy (Kim and Mauborge 12-14). In fact, the reading offers a clear description of how Cirque du Soleil created a blue ocean based on innovation to gain a competitive advantage in the market. The reading compares Red Ocean and blue ocean strategies to justify why Cirque du Soleil created a blue ocean.

Assignment Example | Topics and Well Written Essays - 500 words - 45

Assignment Example nserved proteins responsible for the maintenance of the conformational homeostasis of cellular proteins and RNAs† and are believed to be usually induced by environmental stress (Soti & Csermely, â€Å"Molecular Chaperones† 227). In short, as molecular chaperones are often associated with aging tissues and aging in general, these proteins are especially found in such situations. There is, however, a debate whether their presence in the aging tissue is merely induced or it is this presence that induces aging. Hsp60 is involved in protein folding and hsp70 has a role in the regulating the heat shock response as well as membrane translocation. While hsp60 are found in the mitochondria, hsp70 is found in the eukaryotic cytosol, ER and mitochondria. Both families of proteins actually function for protein translocation and transport as well as folding and assembly (â€Å"Molecular Chaperones†). In aging and diseased tissues, high amounts of hsp60 are found in people with atherosclerosis, acute coronary syndromes and angina, while hsp70 is found in those with peripheral as well as renal vascular diseases (Frostegard & Pockley 201-202). A number of experts and experiments in the field of molecular biology are pointing out that chaperones are the ones that bring about the aging process at the molecular level. Soti and Csermely, in their study entitled â€Å"Chaperones and aging: role in neurodegeneration and in other civilizational diseases, underlined the possibility that HSPs â€Å"might contribute to the onset of†¦atherosclerosis, cancer, diabetes and several neurodegenerative diseases† (384). In an actual experimental study in Korea, it was confirmed that the HSPs â€Å"might be involved in tumorigenesis† as it did in patients with hepatocellular carcinomas (Lim et al. 2077). This is so because, as proven by rodent experiments, â€Å"HSPs are known to be essential for the survival of cancer cells in different cancers† (Lim et al. 2077). Moreover, one particular HSP, hsp90,