Developing a Leadership Philosophy Essay -- Developing a Philosophy of

Developing a Leadership Philosophy It is very telling that one of our last activities focuses on reflection and communication. It is telling because these are the two characteristics emphasized throughout each of my leadership classes. Reflection deals with a leader’s ability to internalize learning. Communication incorporates a leader’s ability to develop relationships and influence them effectively. I firmly believe both characteristics are the keys to effective leadership. A number of experts concur believing that a leader must start with knowledge of oneself and develop that into an ability to communicate, share ideas, visions, and listen to others. KNOWING ONESELF Bolman and Deal (1994) summarize management and leadership as follows, â€Å"management provides consistency, control, and efficiency. But leadership is needed to foster purpose, passion, and imagination† (p.77). Fullan (2001) points to the Bolman and Deal description of leadership and focuses on the fostering of purpose. Fullan (2001) agrees with Sergiovanni’s thoughts that, â€Å"authentic leaders anchor their practice in ideas, values, and commitments, exhibit distinctive qualities of style and substance, and can be trusted to be morally diligent in advancing the enterprises lead† (p.14). Fullan (2001) posits that the moral purpose of a leader and the success of an organization are synonymous. FINDING A MORAL COMPASS Where does a leader find his/her moral purpose? Bolman and Deal (2001) write that a leader must â€Å"lead from something deep in [his/her] heart† (p.23). For me, my moral purpose/compass is deeply rooted in my Christian faith. I have a firm belief in what is right and wrong, ethical and unethical. These concepts are not ambiguous for me. I have resour... ...pose to elevate others, to give what one has to help others realize their potential, grow, and achieve their goals. Works Cited Bolman, L.G. & Deal, T.E. (1994). Looking for leadership: Another search party’s report. Educational Administration Quarterly, 30(1), 77-96. Fullan, Michael. (2001). Leading in a culture of change. San Francisco: Jossey-Bass. Guiney, E. (2001). Coaching isn’t just for athletes: The role of teacher leaders. Phi Delta Kappan, 82(10), 740-743. Maxwell, John C. (1998). The 21 irrefutable laws of leadership: Follow them and people will follow you. Nashville, TN: Thomas Nelson Publishers. Warren, Rick. (2002). A purpose driven life. Grand Rapids, MI: Zondervan. *John Maxwell’s principles are adapted from â€Å"The Influential Leader: Unleashing the Power in People† nationwide satellite simulcast from Atlanta, Georgia, 29 April 2005.

Why Did Civil War Break Out in 1642

Lack of Money One of the reasons why the civil war broke out in England in 1642 was because of Charles' lack of money. To discover the source of this, we have to go back to the beginning of James' reign. James was the first King to reign over both England and Scotland, and when he came down from Scotland it is said that he was astonished at how rich England was, while James had needed to borrow money for his travelling expenses. When James died in 1625, Charles came to the throne, and he, like his father, had very little money.Once Charles became King, the County Faction1 wanted him to go to war with the Catholics in Spain, so Charles asked them for taxes to use on the war. They refused to pay enough, so the war was hopeless, and Parliament blamed the King for this. The reason Parliament granted so few taxes was that they wanted to make sure they were called again. Charles, a firm believer in the Divine Right of Kings, thought that he should not have to rule with Parliament, and the only thing that kept him calling it was money2. One good example of the way Parliament made sure they were called back in Charles' reign was tonnage and poundage.These were duties imposed on certain imports and exports. It was normal for these duties to be decided in the first Parliament of a monarch's reign, but in the case of Charles, they only decided on it for one year, so the King would be forced to call them again. Although Charles tried to ask for more money, Parliament refused, because they believed he spent it on his favourites. Because of this, Charles had to get himself more money. He began using the Church Courts, exploiting taxes such as ‘ship money'3, and selling monopolies and titles. He also opened a Court of Star Chamber, which he used to fine people heavily to raise money.Since the judges in the Star Chamber were officials of the Crown, and there was no jury, Charles could be sure of getting a favourable result. Parliament was furious with this, and immediate ly drew up the Petition of Right, which asked the King to stop illegal taxation. The King signed it, but only because Parliament threatened to impeach Buckingham, one of the King's favourites. The quarrels about money went on, and eventually Charles decided to dissolve Parliament. He reigned without them for 11 years. When the new prayer book was brought into Scotland, a group called the Covenanters attempted to invade England.Charles called a Parliament to try and get taxes to fight the Covenanters, but they refused4, so Charles dissolved them again. He was forced to pay the Scots ? 850 a day to stop them advancing, and eventually, in 1641, his money ran out, and he had to call Parliament – he was bankrupt and at their mercy, so money was definitely a key factor in the outbreak of the civil war. Religion Another major influence in the outbreak of the civil war was religion. The religious quarrels began right at the start of Charles' reign, when Charles married Henrietta Mari a, a French Catholic.Although Charles didn't choose to marry her – his father, James, set up the marriage – the public, especially the Puritans, didn't like having a Catholic as Queen. A few extremists even saw this as a sign that Charles was secretly Catholic! After the King dissolved Parliament, he made William Laud the Archbishop of Canterbury, in 1633. While Laud was Archbishop, he made many changes to the Church. Most of these changes involved beatifying the Church and bringing back robes for priests, statues and stained-glass windows. All these things reminded the English of Catholicism.In 1636, Archbishop Laud decided to introduce the English Prayer Book (which stated how services should be run) into Scotland. There was nationwide rioting, because no one wanted to follow the new Prayer Book. Scotland was a Presbyterian (Puritan) country, and they thought that the English Prayer Book was far too Catholic to use in Scotland. This eventually led to many Scots, call ed the Covenanters, marching down the country in an attempt to invade England. At this point, Charles had to call Parliament to ask for taxes to pay for the war, but was horrified to see that most of the MPs were on the Covenanters' side.Parliament agreed that the Prayer Book was too Catholic, so Charles dissolved them again, but after he ran out of money to pay the Scots (see the Money section above) he was forced to call Parliament again. Parliament first put Laud on trial, and found him guilty. Later they decided to execute Strafford on charges of organising an army in Ireland, where he governed. It turned out that this was a big mistake. As soon as Strafford was executed, the Irish Catholics rebelled against the Protestants, saying they were rebelling for the King.Although it was clear this was not true, Parliament did not trust the King when he asked them for an army, and so refused, believing he would use it to crush them instead. Foreign Affairs Another factor in the outbreak of civil war was foreign affairs. On the continent, the 30 Years War was going on, where Catholic rulers attempted to wipe out the Protestants in their countries. This fuelled people's fears that something similar might happen in England. Other foreign causes of the war were from Ireland and Scotland, and are detailed above. Charles' PersonalityAlthough it may seem unimportant, Charles' personality was a major factor in the events leading to civil war. To start with, Charles hadn't expected to be King at all – his elder brother, Henry, had been expected to take the job, but when he died suddenly in 1612, Charles became the heir to the throne. Charles also believed in the Divine Right of Kings. He thought, as his father had before him, that Kings were appointed by God, and could not be wrong. He disliked having to rule with Parliament, and thought that he should be able to do anything he liked. This caused much friction between him and the MPs. Parliament The Short Parliament When Parliament was summoned in April 1640, Charles had governed for eleven years without them5, and while this certainly went against the spirit of the English constitution, it was within the King's prerogative to do so. Charles was forced to call a parliament when the Scots rebelled. Putting an army into the field to deal with the Scots put a heavy drain on the royal finances, so Charles needed to levy a tax, which he could only do with the consent of Parliament. When Parliament met the gentry from the counties used the occasion to vent their frustration, with Harbottle Grimston and John Pym leading a catalogue of complaints.Three weeks later, Charles dissolved Parliament, blaming ‘the malicious cunning of some few seditious affected men'. This was known as the Short Parliament and it sat from 13 April, 1640, to 5 May, 1640. The war with the Scots did not fair well for Charles, but he eventually came to an agreement of ? 850 a day to keep the Scots at bay. The Long Parliamen t In order to pay this and get funds for a final settlement Charles had to summon another Parliament6. This time Charles could not afford to dismiss Parliament until he got what he wanted, and this gave Parliament an important card to play in what was to come.The Long Parliament, as it was known, sat from 3 November, 1640, for 13 years, until Oliver Cromwell suppressed it. It should be noted it was not formally dismissed until 1660, after the Restoration. Therefore, when Parliament met in November 1640, it was with a mood of constitutional reform. Of the 493 MPs elected: * 340 were anti-Court (the County Faction) * 64 were for the Court (supporters of the King) * 59 were of an unknown disposition * 17 were disabled from sitting (these were mainly of the ‘Court Camp') * The remaining 13 were probably of the Court Faction.Parliament pinned the blame for what went wrong on the King's advisors, rather than Charles himself, sending both Strafford and Laud to the Tower. Charles also tried to heal the rift by signing Strafford's death warrant, passing a bill that allowed for Parliament not to be dissolved without its own consent, a bill making ‘ship money' illegal and other bills that taken together demolished the framework of prerogative government. The Thrilling Climax All of these causes led to some key events in 1641 and 1642. It turned out that the execution of Strafford had been a mistake. Without Strafford to reign over Ireland, the Irish rebelled in 1641.This raised an insoluble problem; who would command the Army, King or Parliament? John Pym took the initiative by issuing the Militia Bill and, more importantly, the Grand Remonstrance. It listed all the things Charles had done wrong in his reign, suggested less power for bishops, and said that Parliament should have power over the Church and the appointment of Royal ministers. It was passed by 11 votes, which meant that, while most of the Commons had previously been against him, now almost half o f them supported him. However, it was after this that the King made a foolish move.On the advice of his Queen (who was used to French politics, where the King had much more power over the way the country was run), Charles decided to arrest the five ringleaders, including Pym. On 4 January, 1642, Charles attempted to get into the Commons to arrest the five MPs, and found that after he and his guards had battered the door down, the MPs had been warned and weren't there. This action turned most of Parliament against him once more, because it was held to be a breach of Parliamentary privilege7. On the next day, the escaped MPs paraded up and down London guarded by the Trained Bands, an army of part-time soldiers.

Ethics And Code Of Ethics - 815 Words

1. a. Felipe was concerned about many issues when he visited the Chinese factories. The ethical filter of â€Å"self† spoke words to him, as he felt uncomfortable about continuing to outsource his company’s products from a factory with such rough conditions. The employment of young girls, long working hours, lack of appropriate gears for employees to perform their work safely, high temperatures inside the factories, danger respiratory conditions, and also the living conditions the workforce was exposed to - including no windows or running water - were against his personal definition of right, good and fair. Even though the case study does not describe clearly, one could easily assume that these practices do not comply with the key values and the code of ethics and conduct that Felipe’s company is likely to have. The fact that Felipe was immediately shocked with the labor conditions shows that it goes against what his company practices in his home country, triggering the filters of â€Å"policies† and â€Å"universal†. b. For Felipe’s company and other competitors that also have their products manufactured by the Chinese factory, what was at stake was the cost of goods, which was important for the overall competitiveness. Felipe’s boss was very direct in pointing out that he believed that any change in the factory’s policy would increase costs, which would impact in the purchase price of the merchandise they were sourcing from China. Therefore, in order not to raise prices, it was not inShow MoreRelatedCode Of Ethics : Code Ethics1334 Words   |  6 PagesRunning head: CODE OF ETHICS 1 CODE OF ETHICS 5 Code of Ethics Hieu Le Columbia Southern University Code of ethics is the most essential aspect of the society that organizations and individuals need to fulfill and apply this aspect in their workplaces and families in order to achieveRead MoreCode Of Ethics And Ethics912 Words   |  4 Pagesessential for the organization to have a strong code of ethics to ensure all employees understand the ethical expectations of the organization. The code acts as a guide for employees to ensure they apply ethical decision making in the workplace. As the manager you will play an essential role in disseminating this information to employees as well as ensuring they are in compliance with the code. 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Essay about America Must Stop Illegal Immigration

Among many of the highly disputed issues in the United States, illegal immigration is near the top, as it is continually growing and must be brought to an end. The term â€Å"illegal immigration† is used to describe the migration of people into another country without the government’s permission. Due to the United States’ highly desirable lifestyle, illegal immigration is more common than many other countries in the world. Even before the Constitution was written, significant political and social idols, such as Benjamin Franklin worried about the outcome of immigration. His ideas were particularly towards the increase of German immigrants, for he would caution that â€Å"Pennsylvania will in a few years become a German colony; instead of their†¦show more content†¦Illegal immigrants should not be able to exercise the rights and freedoms of a citizen if they fail to become one. The rights of a citizen are not given to an individual, they are earned. In o rder to earn one’s rights as a citizen of the United States, an individual must put forth some effort as they adopt the American lifestyle. Although many immigrants choose not to, due to their necessary reasons, and remain an illegal alien. These illegal aliens are not granted the rights of citizens. One of the greatest of these rights is the right to vote. With this being said, illegal aliens have little to no say in the democratic government in the United States. There have been numerous attempts to reduce the number of illegal immigrants in the United States, as well as deterring an individual from taking the risky path across the border. For example, in the case of Pyler v. Doe, the â€Å"Supreme Court struck down a state statute denying funding for education to illegal immigrant children and simultaneously struck down a municipal school districts attempt to charge illegal immigrants $1,000 tuition fee for each illegal immigrant student to compensate for lost fundingâ₠¬  (Hing). Although there were not any bills passed for this court case, it acts as a deterrent towards any other illegal immigrants planning to come to the United States in the future. In particular, those illegal immigrants that try to take advantage of the freedoms of the United States by bringing theirShow MoreRelatedImmigration Problem Of Illegal Immigration1530 Words   |  7 PagesAmerica can easily be defined as the greatest country in the world, but every country has its own unique problems. One of its greatest problems is that of illegal immigration. 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The Application Of Direct Effect - 1494 Words

This question concerns the application of direct effect to the facts in question. In particular, Fergie requires advice on whether or not he can rely on Directive 15/2012 and enforce his EU law rights in the national court. Fergie takes legal proceedings against Charlston Council to claim compensation for his injury. The council seems to have complied with the domestic law which stipulate only that, the caterers has a duty to eliminate unhealthy food. The Act is silent on genetically modified food. The act also does not stipulate the percentage limit of the production of genetically modified food. Charlston Council is therefore not in breach of the national provisions. The directive, however, sets out more stringent provisions in relation†¦show more content†¦In addition, directives can only be vertically directly effective: that is, they can only be enforced against a state or a public authority (Marshall) In this case, the conditions seem to be met. The Directive is clear and precise as well as unconditional. It sets out the limit percentage of the production of genetically modified food, 2%, if it is more than 2%, member states has to take all the necessary measures to eliminate it. The Directive is not too vague. There is no evidence to suggest any conditions are attached to these rights or that they are in any way ambiguous. The implementation deadline has clearly passed. Fergie’s claim is against the Charlston Council which is clearly an organ of the state. This is not affected by the fact that in this case, it acts in the capacity of an employer (Marshall). Fergie’s claim is therefore vertical and he can rely on the Directive and the more generous rights within it in preference to the more limited provisions of the national acts. If Fergie is not employed by a state body or public body, the answer would be different as there would be no direct effect, he cannot rely on Directive. The conditions for direct effect are not met. While the conditions relating to clarity and precision as well as the passing of the implementation deadline are the same as mentioned above and are thus not reiterated here, the requirement that there exists a vertical relationship between

Organisation and Behaviour Free Essays

string(158) " different organisations There are a lot of different leadership types, among them we can find the three major styles: Autocratic, Democratic and Delegative\." Organisations and Behaviour 1. 1 Compare and contrast different organisational structures and culture Let us analyse two different kind of organisations: a restaurant and a fast food. Thanks to my work experiences in London I am able to compare both of them. We will write a custom essay sample on Organisation and Behaviour or any similar topic only for you Order Now In the restaurant there was everything except that a good relationship among the employees and between these and the managers. Everybody was hired through a short interview, without having an induction or a proper training or a briefly introduction of the organisation. It was like everybody was left at their own destiny, so if you had a good skills, determination and you agreed with the treatment that you would have received, you could have gone on and grow in your own, otherwise nobody would have helped you and said how to do things or were to find other things, for example. All these factors did not help to create a real friendship among the employees, and of course, had a huge impact on the motivations of the people, so that was almost impossible to see a work as a team. Instead, in the fast food everything was different. Before to get the job, you have to pass several interviews and attend an induction. Since the beginning you will been told about the company, how it works and the progress that you could do. The first day you start your job on the field, you will have a briefly walk-throw with the manager, outside and inside the shop in order to see and to know where emergency exit and other useful things are situated. Then you will meet all the team, and the trainer, which will follow and help you in every pass. This spirit that you can find will help you feeling part of a team in a very short time and also will motivate you to do your best to succeed with the company. At the end, it is clear how the choice of the restaurant to behave in that way with their employees had had a negative affect into the team, bringing dissatisfaction and laziness, so much so that some employees had left the place. Whereas, in the fast food, the work of the manager and of the employees as well, had helped a lot to create a good atmosphere and a good relationship between each other,so that everybody could be motived and focus on the business. . 2 Explain how the relationship between an organisation’s structure and culture can impact on the performance of the business A different organisation structure and culture may have relevant influence on the performance of the business. Comparing the 2 work experience that I had, it is clear how the organisation has had an impact on the trend of the business. In the fast food the manager managed to create a real and proper team which met the spirit of structure: a correct division of work between employees and the formal organisational relationship that are created between them. There were the principles of an organisation culture, there was respect between each other, respect for different culture and everybody was behaving in a proper way and always ready to help the others. All these aspects create a perfect harmony inside the team, so that everybody was focus on achieving all the goals and inevitably, it had a strong and good effect on the business performance. In the restaurant instead, nobody knew what â€Å"work as a team† means. The managers did not care about creating a successful team and also among the employees there was not the desire to reach it, so that who needed more help could not develop their skills and could not feel part of the company. Altogether these aspects brought all the motivations of everyone down, so that no one cared about the growth of the company or achieving personal goal, bringing for sure negative influence on the business. 1 1. 3 Discuss the factors which influence individual behaviour at work There are a lot of causes which condition the behaviour of a singular person in a workplace. Factors such as personality, attitude, culture, demographic factors, may influences a lot the people. Let us now examine these factors. Personality-can be seen as one of the most complex aspect of humans beings that influences heavily their behaviour. It is known that character determine the way in which a person behave and response to situations and people. Personality can also be influenced by heredity, family and society. Attitude- can establish the tendency to respond positively or negatively to certain objects, situations or persons. Factors such as family, culture, society and colleagues influence the attitude. The managers in an organisation should know about the possibility aspects of different kind of jobs, in order to help employees to create a positive attitude among them, so that they will be able to work as a team. Culture- differences among cultures are what distinguish one society from another. The capacities, the knowledges, the experiences and the talent of employees are related to the type of culture for which everyone comes from. It is clear that the culture influence the abilities of singular, so that someone who comes from a specific kind of custom can have an easier or more positive impact and also being more suitable for determinate kind of jobs, than someone else who has a different type of culture. Demographic factors- such as background, education, nationality, race, also have an impact on the individual. For example a manager of an organisational will be more talented and confident in hiring persons that belong to good socio-economic background, well educated and with a young age, as they are believed to be performing better than the others. Also people who are dynamic and with good communication skills have always more chances than the others to be hired. 2. 1 Compare the effectiveness of different leadership styles in different organisations There are a lot of different leadership types, among them we can find the three major styles: Autocratic, Democratic and Delegative. You read "Organisation and Behaviour" in category "Papers" Autocratic- in this style the leader has total authority and command over decision making. The leaders tell their employees what must be done and how they want it completed, without getting any advice. It is a kind of style typically used when the manager needs to have under control the situation to avoid possible mistakes. It is clear the goal of this leadership: use your knowledge to get the job done, making sure that important things are done correctly and in a short time. 2 Democratic- all the team together can decide what to do and how to do it, even if the manager maintains the final decision. It is commonly used when the leader has part of information, employees have other part, so that they are able to work as a team and know how to manage things. All these factors help a lot to generate a good relationship among the employees and also to create a good atmosphere in which everybody has trust and respect of each other. I can identify all these aspects in my experience at the fast food â€Å"EAT. †, where everybody from the manager to my last colleague has treated me as if I were there since years, helping and giving me advices since the first day. Furthermore, this experience gave me the possibility to develop my abilities and to know how to work as a team; characteristics that I will bring always with me and that will be useful in the future. Delegative- in this styles the employees can make the decision. Even if the manager is still responsible for the decision that are made. It is especially used when the employees can manage the things and are able to understand what needs to be done and how to do it. Can also be used when leader has fully trust and familiarity in the team. 2. 2 Explain how organisational theory underpins the practice of management Taking as example the fast food, it is possible to see how the organisation helps the practice of management by motivating individuals and by getting the best from each one. Starting from the induction, where they showed a graphic with all the progress that you could have made until arrive to became a manager within a year, continuing into the shop, it is understandable how they motivated people. As said in the answer above, the manager was using a democratic style, always ready to hear the employees, to allow them to do things in a different way and to help them if it was necessary. Compare with the other types it is possible to say that the manager was even a bit autocratic, sometimes, by giving the input on how that kind of thing had to be done and how much time needed to be done. Also during the busiest time it was necessary being autocratic to not made many mistakes. Instead, comparing with the delegative style, there was not the possibility for some employees to make the decisions, because they were new, without lot of experiences, so that the manager could not have trusted them. 2. 3 Evaluate the different approaches to management used by different organisation There are different approaches that can be taken by different organisations. As I have been saying, in the fast food there was an approach which was focus on motivating people and making them feeling part of the company. Obviously these approaches have contributed to get the best from each employee and also have helped them to work hard, with more passion in order to achieve the goals of the organisation and eventually own objectives. All these methods also have contributed to affect people in a positive way, giving them the instruments to grow up and to develop personal skills. Analysing the restaurant instead, it was easily to see in which way they were treating people. It was adopted an autocratic style, where the leaders were giving orders without giving any advices and expecting things to be done in a shorter time than expected. These aspects have contributed not less to affect people in a negative way, deprive of them the enthusiasm to work and the voluntary to achieve something together with the company. This kind of style also have had an huge impact on the motivations of the employees and did not help at all to create a real team. 3 Discuss the impact that different leadership styles may have on motivation in organisations in period of change It is possible to have different impacts among the organisations in period of change, especially regarding new motivation and different methods on how to explain things. For example in the autocratic style, the leaders may change some rules or may take other positions regarding specific things. It can facilitate or complicate the â€Å"life† of the employees, but the leaders will always have the total control about decision making and the authority to make some transformations or improvements which can change one more time the assets into the employees team. In one hand the changes can of course bring new motivations and new aspirations, but in the other one they can bring dissatisfaction so that the motivations will go down. The democratic type instead, is the more suitable for changes, because the team will decide about that all together with the agreement of the manager, so that everybody can give their own opinion in order to make the bests changes for the company and for the team itself. Thanks to that, all the group can have more motivations or can recover them on the eventuality they had lost them; so that the team can gain more confidence in itself and can aspire to reach new goals. Also the delegative one, can be considered as good as the democratic one in motivations changes. Because the decision of make a change will be taken and will be decided by the team altogether, they will be able to modify the aspect of things where necessary so that they can change the way on how to do or explain them among each other, so that they will have new motivation and new incentives in make the job done. Compare the application of different motivational theories within a workplace There can be different motivational theories within a workplace, such as training people and multitasking. Training people: it works everything around the way the trainers teach you. For example, if they start since the beginning to teach in a determinate way, by showing how to do things in one of the easiest way, smiling and enjoying it at the same time, you will have a positive impression. This positive impression, will give you a different motivation on how to approach things and also will make you feel stronger and having more energies to do that specific thing. Training is the first step that each individual face once they get in a new place. This is why it has an important value and it is fundamental for people tendency. If the trainers will â€Å"fail† the training, the employees will be less motivated and will have a bad tendency at work; whereas if they will training positively, the employees, for sure will have more motivations and they will start the path into the new company with a positive tendency and with more vitality. Multitasking: it is also considered a way to motivate people. An employee which is considered multitasking, has the trust of the manager and also the essential confidence to interact with him/her. Once the leaders will give the employees more things to do at the same time, they will feel really part of the group and they will spend all their own energies to try to make things done properly in a easiest and shortest way, in order to reach their goals. They will be really motivated because they know that if they do not do the right thing, they may lose the trust of the manager or they may disappoint them. 4 3. 3 Evaluate the usefulness of a motivation theory for managers The motivation theory are really important for the manager because it can help to set up a team. It is very useful for a leader to start with the right step in every circumstance during the process of integration of each individual into the company. It can be thought that the work of a manager is an â€Å"easy job† because gives only instructions and will check once the things are done. Instead it is more important than a job as a trainer or as a simple employee, because they must have the capability to â€Å"build† a team and with it to reach the objectives which are given from person in a higher position than them. If the leader will fail in it, there is the possibility that can be fired, or even worse, that the company can fail without reach the expect goals. Thanks to that the motivations assume a relevant position into a workplace, so that the managers will do all that is into their capability to help the employees and to make their life easier, by giving examples, playing games and teach them by using their experiences. It is with the help of the manager and with the volition of a singular employee that the right motivations can come up so that the job can be finished and the employees can develop and reach the targets of the organisation all ogether as a team. Explain the nature of groups and group behaviour within organisations The groups are planned by purpose and created by management as part of the formal organisation structure. There are three different kind of groups: formal groups, virtuoso team and informal groups. Formal groups- are formed as a consequence of the ideal of organisa tion and arrangement for the division of the work. They are created to achieve particular goals and are concerned with the co-ordination of work activities. Individual are brought together on the basis of established roles within the structure of the organisation. Their goals are pointed out by management, and relationships, rules and norms of behaviour established. Formal work groups can be differentiated in a number of ways: the task to be performed, the basis of membership, the nature of technology and position within the organisation structure. Also, they tend to be relatively permanent. Virtuoso team- are formed only for big change in organisations. They are composed of individual virtuosos or superstars with a single clear, ambitious mandate and are not supposed to remain together for different projects. They are rarely created by the organisations. Informal groups- are concentrated more on personal relationship and agreement of group members than on defined role relationship. They serve especially to work and satisfy psychological and social needs, not necessarily related to the tasks to get done. An informal group can be the same or take only a part of the formal group. The informal leader may be chosen as the the individual who is more adapted, who helps to resolve conflict, reflects the attitudes and values of the member, leads the group in satisfying its objects or cooperate with the management or other people outside the group. In rarely case, it is possible for the informal leader to be the same person as the formal leader. Main reason for informal groups: 5 -The perpetuation of the culture; -The communication system; -The implementation of social control and -The provision of interest and fun in work life. 4. 2 Discuss factors that may promote or inhibit the development of effective teamwork in organisations There are several factors which can affect the development of a teamwork in organisations. Factors such as the behaviour, the communications, the group size and the compatibility of members are the most important. Behaviour-it is extremely important for the approach in every organisations. An individual with the right behaviour will integrate itself easily inside the group, will learn and will develop skills as well as grow together with the team. Whereas an individual with an incorrect behaviour will affect negatively the team, bringing inevitably discontent inside the group and eventually frictions which will influence all the work into the team. Communications-are also important and contribute to the success of the group. Communications can be affected by the nature of the task, by the work environment and by technology. For example, difficulties in communication can arise with production system where workers have to stay in a determinate place with limited freedom of movement. Even when there are the opportunities to interact with colleagues, physical condition may limit the communications. Size of the group-there can be problems with communications and co-ordination as the members increase in size. A large group is more difficult to handle and require an high level of supervision. Then when a group becomes too large it may split into smaller units and friction may develop between the sub-groups so that the cohesiveness inevitably becomes more difficult to achieve. Comparing with a small group(less than 5 members) for example, the bigger one will have an higher amount of creativity and variety that can be produced. Compatibility of members-the more the group will share knowledges, backgrounds, interests, attitudes and experiences, the easier it is to achieve cohesiveness. Different personalities or skills of members, may serve to complement each other and help for a cohesive group. However, such differences may be the cause of conflicts and frictions. Conflict can also arise in a homogeneous group where individuals are in competition with each other(ex. Incentive payment schemes). 6 4. 3 Evaluate the impact of technology on team functioning within a given organisation Nowadays the technology is present in every organisations and gives a huge help in making things done faster and in an easier way. It has also an important effect on cohesiveness and relate closely to the nature of the task, physical setting and communications. Evaluating the technologies in the fast food,it is possible to say that they helped a lot, especially during the busiest time. They contributed to make things easier, helping the cohesiveness and the interaction, even when there were problems of understanding between the group. In one hand, have a skill-based technology can increase the percentage of group cohesiveness, in the other one with machine-placed assembly line work it is more difficult to develop wholeness. Bibliography: Business study guide; www. studymode. com 7 How to cite Organisation and Behaviour, Papers

IT Emerging Technology Free-Sample for Studentes-Myassignmenthelp

Question: Discuss about an IT Leader. Answer: Introduction The Adventures of an IT Leader The emerging technology is a diverse form of traditional technology that is currently used by different business organizations to evolve revolutionary changes which are necessary to gain competitive advantages form the competitive marketplace. It also helps to change the traditional business functionalities and operations. Not only this but also, the integral element of business changed the form of leadership and traditional practices of managerial roles and professional career also (Drachmann, Freisner Muller, 2014). Over the past two to three decades the influence of emerging technologies in the business organizations cannot be overlooked by the business management authorities. The most widely used advanced digital technologies are cloud computing, mobile applications, business intelligence and robotics. The expectancy of the society is also very much helpful and important for the business benefits. The business organizations and society both require reprogrammable and multifuncti onal manipulator design approach (Ti Singh, 2013). Analytics, data and framework all these components are interrelated to each other and in order to develop a complete implementable technological solution these components are required to be aggregated together. According to my opinion the existing blog entry process used by the business organization is enough efficient thus, they need not to make any such changes in that process. Even, if the blog entry took down then the public attention will raise rapidly. Not only this but also the blog authors might also be negatively affected by this system. It might also cause dissonance between the IT department and the other department of the business organization (Grant, 2016). However, the main concern that, IVK Company should consider, is the overall privacy policy so that the sensitive data cannot get disclosed or hijacked by the external attacker. Apart from the general privacy policy certain additional privacy measures are also required to be considered by the IVK business organization. Based on the type and size of business, the time and efforts on the information technology is needed to be provided by the development authority. If the business is small then lesser time and effort is will be enough but is the project size is larger then, higher effort and time will be required (Klettner, Clarke Boersma, 2014). Technology reduces the level of human efforts and times of implementation but at the same time the chances of error and risks also increases rapidly. Privacy is one of the major concerns which need higher cost. If we make some of these additional changes in the system then the entire business process will become more and more beneficial and efficient than the traditional one. The three questions raised by Bernie Rubens regarding the blogging issues are required to be developed for gaining commercial benefits. Firstly the general policy implemented by the company about their blogging should be improved. The confidential and sensitive information of the IVK employees should be secured from the external attackers. Different level of information disclosure will help the employees to specify the accurate company scenario that should be considered (Gurdjian, Halbeisen Lane, 2014). Lastly the person who will be disclosing the confidential information must be punished. For the IVK business organizations these are required to be the general privacy policy regarding blogging. It will help to maintain the security of the sensitive data of the business organization. In addition to this, the IVK Company should implement certain technologies that will help to spot the process of the emerging technologies. Apart from this, it will also help to analyze the better and worse impact of emerging technologies in the business organizations. In order to analyze the positive and negative impact of these technologies, the business organization should explore and seek for the IT emerging technology in terms of a special group of periodically explored IT emerging technologies (Strand, 2014). The newly formed group should periodically investigate the findings that are generating from the research work. The research work should be conducted under the guidance of different research institution and the other companies. The guidance will help the business organizations to understand how the emerging technologies can be successfully used to gain competitive advantages. The specially developed group will help to establish a discussion forum rather official conference , where the employees will feel free to share their views with one another (Chuang, Jackson Jiang, 2016). The best or most suitable view will be selected from the set of views delivered by different employees. The business manager and the business units make the decision about which tools and systems they should acquire for the overall business development. If the hardware and software are not supported by the IT organizations then, due to incorrect decision on purchase major technical risk might arise. In order to manage and handle the newly purchased software and hardware devices the employees are required to learn efficiently about the system. For this additional training and development programs extra cost will be allotted. Three different processes that are proposed by IVK are software as a service, service oriented architecture and service level agreement. Among three of these proposed solutions the most suitable one for IVK is the service level agreement (Roh, Hong Min, 2014). The software and hardware those are purchased by the organization to serve the application proper license is needed. The service level agreement will help to deliver the desired application. In the previous days the IVK Company was using the products of Microsoft. However this became a major problem when the company start working on UNIX based platform. In order to deliver the expected outcomes and to serve the purposes of UNIX based platform each and every time the company has to create a bridge like connection rater application between the existing platforms of the company (Grant, 2016). Then as per the changing requirement the IT development team has to modify the application. In most of the cases it has been found that the project management team fails to consider the modified bridging application in the projects. In order to serve the purpose of the company the employees are required to put additional time and efforts and also have to reschedule the project plan. As a result the total overhead also gets increases. The business reliability, flexibility and the efficiency will be automatically affected rather become limited as the business manager and other staffs purchase different IT infrastructure of various companies. The business ability of the business organizations will also be affected due to the adaptation of variety competitive advantages (Tir Singh, 2013). The IT infrastructure of IVK and its business operation will become very much difficult to manage if the company fails to undertake the standardized organizational policy and practices. Due to lack of proper management the overall business process manageability will be also become complex than the traditional systems. In order to manage the complex IT infrastructure, different resources are needed to be managed well. Due to lack of management practices the company failed to adapt the dynamic market changes (Klettner, Clarke Boersma, 2014). The company will fail to react frequently over its competitors. In order to adapt the dynamically changed organizational settings I feel that Kids Toolkit approach is one of the foremost applications. The technologies used in the management processes get appraisals after the adaptation of the essential toolkits. Thus, the changing organizational settings help to determine the specified applications and conditional situation. The required changes that are needed to be adapted by the business organizations must consider the terns of condition of the IT departments of the enterprises (Omar, Leach March, 2014). Depending upon the specified situation the IT strategic approaches should be undertaken. In order to achieve the pre determined goal of the business organizations the IT departments should identify the appropriate IT infrastructure. References Chuang, C. H., Jackson, S. E., Jiang, Y. (2016). Can knowledge-intensive teamwork be managed? Examining the roles of HRM systems, leadership, and tacit knowledge.Journal of management,42(2), 524-554. Darkow, I. L. (2015). The involvement of middle management in strategy developmentDevelopment and implementation of a foresight-based approach.Technological Forecasting and Social Change,101, 10-24. Drachmann, M., Freisner, S., Mller, N. H. (2014). Dont mind the gapThe future CIO.IT University of Copenhagen. Grant, R. M. (2016).Contemporary strategy analysis: Text and cases edition. John Wiley Sons. Gurdjian, P., Halbeisen, T., Lane, K. (2014). Why leadership-development programs fail.McKinsey Quarterly,1, 121-126. Klettner, A., Clarke, T., Boersma, M. (2014). The governance of corporate sustainability: Empirical insights into the development, leadership and implementation of responsible business strategy.Journal of Business Ethics,122(1), 145-165. Omar, A. T., Leach, D., March, J. (2014). Collaboration between nonprofit and business sectors: A framework to guide strategy development for nonprofit organizations.VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations,25(3), 657-678. Roh, J., Hong, P., Min, H. (2014). Implementation of a responsive supply chain strategy in global complexity: The case of manufacturing firms.International Journal of Production Economics,147, 198-210. Strand, R. (2014). Strategic leadership of corporate sustainability.Journal of Business Ethics,123(4), 687-706. Tir, J., Singh, S. P. (2013). Is it the economy or foreign policy, stupid? The impact of foreign crises on leader support.Comparative Politics,46(1), 8