Ethics in Action: Suspected Impairment Essay

Ethics is defined as the discipline dealing with what is good and bad and with moral duty and obligation. For the physical therapy assistant, it means a standardized conduct geared towards proper and successful patient care. The physical therapist assistant follows a certain standard for ethical conduct to effectively aid physical therapists and to be sensitive and efficient health workers. In this situation, we are dealing with the case of a 35 year old stressed-out woman with an odd behavior, who later on presented with slurring of speech. Slurring of speech can be due to many factors but majority of which are associated with cerebrovascular disease or stroke. In this situation, we are going to apply the American Physical Therapy Association Standards of Ethical Conduct for the Physical Therapist Assistant. The seven standards of ethical conduct seem to show us the values of an ideal physical therapy assistant: respect, trustworthiness, competence, compliance to legislations and responsibility. In analyzing this case, we realize various problems. At the start of the session, the patient was behaving oddly. Although she claims to be euphoric, signs of lethargy still seemed apparent. Later on, she succumbs to this lethargy or generalized body malaise by falling asleep on the mat. Later on, she manifests slurring of speech, which may be due to some problems. The most common cause of slurring of speech is stroke. Other factors that may cause this manifestation are electrolyte imbalance caused by strenuous physical activity, side effects of medications or it is simply due to drowsiness. However we see an imminent danger; she lives far from the clinic where you live and wants to drive all by herself—in her condition. We quickly realize a possible outcome—the danger of meeting accidents on the road in her condition. Recognizing our problem, some of our values as physical therapist assistants are challenged. The situation challenges our respect towards our client. Respect is defined as consideration and the avoidance of interfering with or intruding upon. In this case, we are breaching against the right of the patient to make her own decisions. We seem to not respect this right because we want to have things done our own way and not hers. Thus, this situation does not only concern our patient; it also concerns the physical therapy assistant. In this situation, we are having a patient-health care professional relationship. In turn, this situation challenges us to practice the rest of the 7 standards of ethical conduct. This situation motivates us to practice trustworthiness towards our patient. In this sense, we should show our patient how worthy we are of their trust towards us. We should show them that we are concerned about their health and well-being. We should explain to our patient that we think driving in our condition poses a hazard to her and makes her prone to road accidents. By doing this, we should tell her our real intention—that we are just after her health and safety. Standard 6 of American Physical Therapy Association Standards of Ethical Conduct states that a physical therapy assistant shall make judgments that are commensurate with their educational and legal qualifications as a physical therapist assistant. Judgment per se means â€Å"good sense†, discernment, understanding, the act or mental faculty by which man compares ideas and ascertains the relations of terms and propositions. In this situation, we discern that our patient should not continue driving her own car alone. In our understanding, she is not fit to do it and we are subjecting the patient to harm and injury, as she is prone to accidents in her present condition. Also, it is in our discernment that she should go to the nearest hospital to have her neurological status assessed and her health problems addressed properly. By doing these things, we are fulfilling Standard 7, which states that a physical therapist assistant should protect the public and the profession from unethical, incompetent and illegal acts. In addition to the above values, this situation requires moral sensitivity, moral judgment, moral motivation and moral courage. All these individual processes are needed in our situation. Morality means conformation to the principles of good conduct and virtue. By being morally sensitive, we mean that we are easily affected and moved towards betterment and towards good conduct. In our case, we are moved towards helping our patient and towards helping her attain good health and well being. We are moved towards preventing her from being alone, and we are moved towards accompanying her to the nearest medical hospital so that proper medical attention shall be given. Moral judgment means discernment towards the good of the patient. We discern what is best of her. We anticipate the accidents she will be at risk of and the many problems that may be etiologies of her neurological deficit. Motivation is defined as a process which incites to action and the determination of the choice or movement of will. In that case, moral motivation is also applicable in this situation. We are moved towards helping our patient; our action is for her good health and safety. Moral change is also needed in our situation. It is the process of encountering danger and difficulties with firmness and with intrepidity, for a good and noble cause. We have the courage to act for the well-being of our patient and we go beyond our duties to ensure her safety. This situation does not only involve the physical therapy assistant and the patient, it also involves the family members. In this case, it is proper that we talk to the other family members about the patient’s condition. It is essential to differentiate four terms in this context: the terms problem, dilemma, distress and temptation. A problem is defined as a question proposed for solution, decision or determination; a knotty point requiring clarification. A dilemma means a situation requiring a choice between equally objectionable alternatives; a problem that seems incapable of being resolved satisfactorily. Distress means extreme pain, anguish of the body or mind; that which causes suffering, affliction, calamity, adversity, misery and calamity. The term temptation means an enticement to an act which is evil, immoral or unwise. Yes, our situation is a problem by itself; it needed immediate solution and decision. It is also a dilemma because it poses a choice—whether to let the patient do what she wants or to accompany her to the nearest hospital beyond our duty hours. Our situation is not necessarily a distress but is a prelude to suffering, injury and misery. Certainly, this is not a temptation per se but temptation lurks for every health care professional who counts his or her duty days and does not extend his or her duty in terms of danger or calamity. The dictum for every health care professional is: Love your work. Temptation to do things our way and to be selfish and insensitive to the needs of our patients is a barrier to every health care professional. There are some health care professionals who punch in at 8 AM and go home at 5PM, regardless of what happens to their patients. These are the type of health care professionals who think of their jobs as routine and who takes these jobs as just a job for financial security, but is not their career. A career is something a person puts his or her heart into. As health care professionals, we must think of caring for patients as a career, not as a routine job. This problem, obviously, is not treated with silence. It entices action of the health care professional who cares deeply for his or her patients. In this sense, the situation requires a moral action, brought about by moral sensitivity, judgment, motivation and courage.

Good Man Is Hard to Find Essay

According to Shakespere, â€Å"All the world’s a stage, And all the men and women merely players†. Some people, in their daily lives, do more intentional acting, or decieveing, than others. The terms â€Å"Friday Muslim† or â€Å"Sunday Christian† have been coined to describe people who appear to be devout to their religion when they attend their weekly religious gathering, but otherwise do not display any moral connections to it. These people put more importance on appearing as a good and richous person rather than actually thinkning, speaking, and acting according to the religious documents they claim to follow. Living this sort of life proved to be fatal for the Grandmother in Flannery O’Connor’s A Good Man Is Hard to Find. The Grandmother’s religious hypocracy caused her to corrupt the thoughts of her grandchildren, manipulate events onto a negative path, and ultimately cause the death of her and her family. Studies done by the National Child Study indicate that children’s views are larely shaped by â€Å"caregiver/child interactions throught childhood†(â€Å"Measuring†). John Wesley and June Star’s mother and father seem to be very passive and quiet with thier views. In comparison, the Grandmother is outspoken, opinionated, and presents herself as a religiously knowledgable, and there for trustworthy, person. The children seem to have picked up on her racist views as their normally argumentitive resopnses are absent when she makes condesending comments about an ovbiously poor â€Å"Negro child standing in the door of a shack†(O’connor) they pass on their trip. The impression of the grandmother’s views into the children is also aparent when, rather than being appalled at her racist story about a suitor bringing her watermelon, â€Å"this story tickled John Wesley’s funny bone and he giggled and giggled†(O’connor). Also, June Star shows signs of the same materialistic shelfishness of the Grandmother when she states that she â€Å"wouldn’t marry a man that just brought her a watermelon on Saturday†(O’connor). The grandmother replies that she wishes she would have married him because he â€Å"had died only a few years ago, a very wealthy man† (O’connor), as if wealth is the most important factor in deciding whom to marry. Nearly everytime the chirdren speak their comments reak of the condescending, corrupt influence of their grandmother. Had the Grandmother put more emphasis on actually practicing Christian values than just appearing to be a godly person she would not have had the relaxed attitutte towards lying which led her to her death. Fearing her cat ,Pitty Sing , â€Å"might brush against one of her gas burners and accidentally asphyxiate himself†(O’connor), she sneaks the cat into the car. She knows that her son Bailey has good reason for not wanting the cat to accompany them on the trip and would not allow it, but this does not stop her. The Grandmother later tells a story to the children about a plantation she used to visit when she was younger. She believes he house to be a little way down a dirt road they passed on the highway. She begins to have a burning, almost childish, desire to revisit this landmark and so lies to the children. Knowing it will manipulate the children into helping her persuade their parents to visit the house, she tells them â€Å"there was a secret:-panel in this house†(O’connor) which â€Å"all the family silver was hidden in†(O’connor). As expected, the children begin whining untill their father, Bailey, agrees to make a â€Å"one and only time†(O’connor) exception to the trip itenerary and visit the plantation. The Grandmother’s deception leads to Bailey wrecking the car. The cat becomes statled leaps onto his neck, causing him to jerk the wheel in firght and lead the car into a ditch. Due to the Grandmother’s lack of morals, the family is left helpless and injured on the side of a near abandoned road. As exzibited in devout priests, nuns, and missionaries, selflessness is highly valued in Christianity. The Grandmother would like for people to think of her as a selfless christian role model, but her actions prove her to be quite the opposite. Before the family sets out on the trip she attempts to manupulate them into going to Tennessee instead of Florida. She actually wants to go visit some old friends in her former home state, but she attempts to scare the family into changing their destionation. Had she not been so selfish, she would not have so clearly noted and remembered that â€Å"The Misfit is aloose from the Federal Pen and headed toward Florida†(O’connor), and therefor would not have clearly recognized him when he stops to help the family later in the story. The Misfit made the decision to kill the family in order to cover his tracks only after the grandmother verbalized that she identified him. Her selfish attitude kept her from realizing that it was likely not in her families best interest to blurt out this realizatioin. It clearly shows that even in the most dire of situatioins no one else’s well being was even close to the forfront of her toughts. The Gandmother’s pattern of selfishness is not cohearent with her claimed Christian ties, and unwittingly led her and her family to be massacred. The politition who claims everyone should be â€Å"green† in order to save the planet but continues to travel in a private jet, The religious leader who preaches meantal purity and is found to have a drug habit, or even the parent who tells their child â€Å"do as I say, not as I do†; hypocracy in all forms has its victims. O’Connor was known to be a devout Roman Cathloic and likely resented people who, like the Grandmother in this story, were good at pretending to be religious but had no actual commitment. Unfortuantly for the Grandmother her first selfless act came to late.

Brighton Rock Essay Research Paper Brighton Rock

Brighton Rock Essay, Research Paper Brighton Rock # 8211 ; Graham Greene Brighton Rock is a spiritual narrative which begins as a conflict between good ( Ida Arnold ) and evil ( Pinkie ) . This conflict takes topographic point in a resort country South of London called Brighton. Brighton contains all sorts of eating houses, amusements, slums, and higher category countries. One illustration of these slums is Nelson Place ; where Pinkie and his later on to be married woman Rose are from. Nelson Place in my sentiment is what influences Little finger to go a adult male of evil through his tragic young person. Where Little finger grows up under the influence of two atrocious parents, a destitute vicinity, and as a child who is willing to make anything for a better life. Another atrocious influence on Little finger is Mr. Colleoni ; a adult male with a concern imperium, control of his ain powerful rabble every bit good as the constabulary and other governmental governments, and stores in Brighton. This adult male has all that Pinkie wants, and this brings Pinkie to a life of offense and changeless person wickedness. Pinkie has in my sentiment been misguided by Mr. Colleoni # 8217 ; s imperium, and that is why he is merely an evil male child who thinks that holding a life style like Mr. Colleoni will convey him happiness. Pinkie is besides unsighted to the felicity that the descent people like Rose and Ida have because of his ill-conceived life. Pinkie # 8217 ; s evil desire is what causes him to make whatever it takes to acquire this life manner. As shown by his uncontrolled violent death of people such as Hale, and Spicer. Ida Arnold, a individual who thinks of herself as an retaliator every bit good as a savior for the people affected by Pinkie # 8217 ; s evil now comes in to the narrative. Although Ida does non hold complete religion in God ; she has a good bosom. This is why she feels the demand to declare her semi-covert conflict against Pinkie non merely to revenge Hales # 8217 ; slaying, but to deliver all the people who have non yet been affected like Hale, and Spicer from Pinkie # 8217 ; s desire. I besides feel that Ida must hold had a better life as a young person in comparing to Pinkie and that is why there appears to be no understanding from Ida towards Pinkie. Ida besides seems to endure from a sort of sarcasm though ; because when she might have unwittingly been able to salvage Hales life by non go forthing him she went to # 8220 ; wash up and repair her face. # 8221 ; When she came back though he was gone and she neer saw him once more until the funeral. Later in the narrative this sarcasm represents itself agin when she was about to happen out critical informat ion from Cubitt affecting Hales slaying, yet she once more went to # 8220 ; wash up and repair her face, # 8221 ; and when she came back from the bathroom in the Cosmopolitan Cubitt was gone. During this conflict between Ida and Pinkie ( Good and Evil ) Rose a individual who appears to be a alone, guiltless, individual of religion is used as a shield by Pinkie. Rise is such a alone individual that she merely appears to be deceived by Little finger when he gets her to get married him so she can # 8217 ; t be used as a informant against him in tribunal. Yet later on we find out that she wasn # 8217 ; t that guiltless when she reveals to Pinkie in their flat that she new of his atrocious Acts of the Apostless, but married anyhow because she was so lonely, and merely wanted to be loved ( since she excessively came from a broken place like Little finger ) . Rose wants to be loved and hold some type of comrade so severely that she momently turns her back to her religion in God. Now she repeatedly tells Pinkie that he has acquired her religion when she discusses # 8220 ; being damned together. # 8221 ; Rose seems to believe in her religion to Pinkie now, merely as he besides seems to when he repeats invariably after run intoing her that # 8220 ; Rose completes me. # 8221 ; However Roses # 8217 ; religion is tested over and over by Ida who continuously antagonizes Rose about her immorality hubby. Roses # 8217 ; religion to her hubby Pinkie is on a regular basis tested by none other than her ain hubby when he shows that he doesn # 8217 ; t even experience love for by avoiding physical contact ( such as snoging her ) for every bit long as he can. Even the 3rd individual storyteller reveals to the reader at times that Pinkie does non love Rose by uncovering his inner ideas when he is near her. By the terminal of the narrative we can see that Roses # 8217 ; faith in Pinkie is eventually broken when he goes to far and asks her to perpetrate self-destruction. Rise a sort hearted adult female who may hold been able to disregard, or forgive the maltreatment she had received from Little finger, but this clip he went to far. What he asked her to make was perfectly inexcusable, and proved to her every bit good as the reader that he didn # 8217 ; t love her, and had merely been utilizing her all this clip. Therefore it truly wasn # 8217 ; t good that won over immorality, but religion that won over treachery. I say this because it wasn # 8217 ; t Ida who saved Rose from Pinkie ; but Ida saved herself from Little finger when she threw the gun off. Now Rose has besides turned around her once damned life by eventually traveling to confession in an effort to non merely accommodate with God about her error but besides with her ain scruples.

Business Essay Example | Topics and Well Written Essays - 2000 words - 1

Business - Essay Example An individual who does not find the above issues aligned to the organizational objectives would thus suffer from lack of performance, at least to what the organizations consider necessary. (Matthews, Zeidner, and Roberts, 2004, 9). Is this therefore a direct cause effect relationship to the emotional intelligence of a human being? Emotional Intelligence – the concept Individuals who do not perceive well and are incapable of understanding and managing emotions are expected to perform lesser in organizations. Issue such as co ordination and group conflicts become more. Such can be harmful in cases where the organization is closely knit and works in small or medium capacity.   Similarly individuals who have the trait of being averse to power and control are also less likely to do well in a highly hierarchical organization. Their performances are more likely to increase in situations of autonomic groups and teams who are given the liberty of taking their own decisions. The asses sments of individual’s emotional intelligence can also be helpful for organizing methods of employee empowerment and training curriculum. Although traits of individuals are difficult to change, the abilities can be worked upon. These abilities are often a reflection of the emotional intelligence of people and hence assessing these factors of emotional intelligence will help organizations to develop the abilities of its employees, which in turn would result in better performance of individuals. (Hersen, 2004, 203) Critical Literature Review In the 1940s, David Wechsler was the first to suggest that associated components of intelligence could play a crucial role in the success of a life of an individual. Later in 1985, Wayne Payne introduced the word emotional intelligence as a concept in his doctoral thesis. Since then it has become a subject matter of many researchers with respect to their quantification as well as the various effects they may have in different aspects of hum an life. However to understand the co relation between Emotional Intelligence and Employee Performance, it is necessary to understand the concept of performance for an employee both from his point of view as well as the organizations’. The study of performance has derived from an organizational need to manage activities to ensure that goals and objectives are met effectively and efficiently. Various motivational theories have also stated the importance of motivation in enhancing the performance levels and efficiency of an individual. Studies on organizational behavior also indicate the importance of social and mental structure of an individual in understanding how the person will adapt, align and perform under the organizational framework. High emphasis is put on perception, values and ethics of an individual. Thus is it very clear that an individual’s emotional quotient is a factor as to how the individuals respond to situations and whether they can perform. In such s cenario therefore measuring the emotional intelligence can be a critical reflective as to the overall performance of an employee. (Shields, 2007, 180) Three main models currently used to calculate the emotional intelligence: Ability Models: Claims Emotional Intelligence includes four types of abilities such as Perceiving Emotions, Using Emotions, Understanding Emotions and Managing Emotions. Each of the above factors represents the emotional outlook of an individual towards his/her performance. An individual who can perceive

How important is the Constitution of Qatar for you Essay

How important is the Constitution of Qatar for you - Essay Example The constitution guarantees certain rights for all citizens and confirms in writing all details surrounding government and citizen responsibilities. This is very good because it prevents conflict when people disagree about tenure of office, or the rules for different government systems. I like this written constitution because it explains complicated relationships between the Emir, the politicians, and the leaders and citizens in my country. The constitution is important to me for another reason, and this is the fact that it helps other countries to see what Qatar is like: a modern, Islamic state with a fair and just legal system. The constitution combines the traditional values of Islam with modern democratic processes, such as elections, an Advisory Council, Cabinet and various rules for emergency situations, State Budget, etc. Qatar needs these systems to be clear so that Qatar can join in with other countries on an equal and respected basis. We have a very long history, going back to the Stone Age, but other countries may not know how Qatari society has evolved. This constitution shows people what Qatar has achieved, and how it organizes things in society. If, in the future, Qatar wants to develop or change any systems, then it has a good basis for that now, and Article 144 provides a mechanism for suggesting and approving amendments to any of the articles. I think there will be changes to the constitution in the future, but the constitution ensures that any changes will be carefully discussed by the government. It would be dangerous to have too much power in the hands of just a few people, and the constitution guarantees a balance between different groups in society. The judges are independent, (Qatari Constitution, Article 131) and this is very important to me because if I have a business there, or own some land, or have any problems with a neighbour, for example, then I can turn to the

Expert advice on being a successful student Essay

Expert advice on being a successful student - Essay Example However, the university experience is not all about study and academics, it is also about finding a proper social fit with unique peers from many different cultures and social backgrounds. Being a successful student is about being able to successfully blend social, recreational, and study in a way that is rewarding, careful, and mature. To see the best ways to gain this necessary balance, I decided it would be wise to interview two experts that are quite familiar with the academic demands required at the University of Indianapolis and its many social systems. To find out this expert advice, I conducted interviews with Jessica Bramstedt, a senior biology student at the university and biology Professor Mary Gobbett. The results of the interview will discuss study habits, recreation, and how to balance free time at the university. The expert opinion about the university experience and social rewards at the University of Indianapolis will be compared and contrasted to determine the best advice available to be a successful student. Avoiding being overwhelmed is highly important for the student in a new environment. It is important to find out what qualities a student should have in the university. In relation to study, both Jessica Bramstedt and Professor Gobbett provided valuable information about the qualities a student should carry in the classroom. ... Both Jessica Bramstedt and Professor Gobbett found one of the most critical imperatives to be the creation of a time control system that allows for much time devoted to academics. This might include making personal schedules that show daily and weekly activities that allows the student to stick to homework completion timelines with ample time for study care. It was discovered that removing distractions was highly important. Both of the interview respondents identified that the student needed to maintain a great deal of study. These are periods where the student removes distractions from their environment and focuses on the course content in journals, textbooks and lecture materials. Jessica suggested that I would gain more success by reading the textbook chapters and making sure all assignments have been completed. Professor Gobbett, the expert in actual teaching, suggested that such study should involve a large focus on problem-solving in study habits. Clearly, the University of Ind ianapolis will require devotion and concentration toward study if the student wishes to become a success. To gain even more knowledge about study, I asked about success factors to help in study. In contrasting view, the interviewees had differing views about one key role of the learning portion of the university experience. Professor Gobbett suggested that a great deal of success would come from being interactive with the lecturer by asking many questions and to â€Å"pay attention to the hints provided by the professor† related to the quality and depth of what is being discussed to improve learning. Jessica Bramstedt seemed to see the learning process as being more self-managed, suggesting that there

The Art of Photography Essay Example | Topics and Well Written Essays - 1750 words

The Art of Photography - Essay Example One of best-known portraits in the Western world is Leonardo da Vinci's painting titled Mona Lisa, which is a painting of an unidentified woman. Some of the earliest portraits of people who were not kings or emperors, are the funeral portraits that survived in the dry climate of Egypt's Fayum district. These are the only paintings of the Roman period that have survived, aside from frescos. An often neglected form of art in photography is that of portrait photography. A portrait is the basic rendering of someone's likeness. A good portrait photographer not only wants to capture the true likeness, but also the personality of the individual. The photographer needs to be proficient not only in the workings and setting of the camera, but also needs to understand form and lighting. Great lighting and positioning can make someone appear at their best form if used correctly. Lighting and camera placement can also aid in correcting defects such as shortening a nose, making someone appear slimmer, etc. In this form of art, portrait photography takes on many roles, and can help create various moods that the individual is seeking (Clarke 12). Portrait photography is a popular commercial industry a... Studios sprang up in cities around the world, some cranking out more than 500 plates a day. The style of these early works reflected the technical challenges associated with 30-second exposure times and the painterly aesthetic of the time. Subjects were generally seated against plain backgrounds and lit with the soft light of an overhead window and whatever else could be reflected with mirrors (Freeman 32-33). Change in photography - the optimist would call it progress - has a number of drivers. Changes in technology, changes in the marketplace and the need for a creative individual to do new things are among the more important. Of course these interact strongly, particularly in the case of the last two, as even the most creative among us need to eat. So when we consider how photographic portraiture has developed through any period of time, one vital consideration is the changes in the various market sectors that use it. Of course some market areas are conservative by nature, perhaps most strongly the bread and butter studio portrait for the general public. Even within this constrained genre there have of course been photographers whose work stands out, many who remain unsung, others who by accident of fortune achieve fame, even if posthumously - such as the great body of portraits by Michael Disfarmer - perhaps one day the subject for another feature. Arguably the greatest area of development in portrait photography from the 30's to the 50's was the illustrated magazine, for which many of the finest portrait photographers work. A good example is Bill Brandt, who produced striking photographs of literary, musical and artistic figures in the late 40s and early 50s. Few of

International Business Coursework Example | Topics and Well Written Essays - 1000 words

International Business - Coursework Example Commodization turns product markets from monopolistic markets to perfect completive markets (Peng, 2013). For instance, Aqua-fresh is very distinct from Colgate. Regardless, the market treats both brands as the same product and solely compare their prices before making a purchasing idea. c. VRIO is a frame used in evaluating the strategic choices made by a firm in its quest to grow. Arguably, VRIO framework is comprised of a series of questions that make up the main argument for the evaluation of the competitive position of a given firm or organization. These components are Value, Rarity, Imitability and Organization. The question for value evaluates a firm’s ability to exploit an opportunity and neutralize threats. The question for rarity assesses the ease of obtaining resources in the industry for instance raw material. How rare are the resources and capabilities and are they controlled by a few players. The question for Imitability evaluates the ability of a firm’s products or resources to be imitated by other players in the industry. Finally, the question for Organization, evaluates the organization of power and command lines, resources and capabilities within a firm in order to capture value. This entails the culture as well as other features as w ell. d. One of the key arguments for off-shoring is the fact that it creates just as many jobs as it destroys. Arguably, off-shoring increases efficiency within an organization, increases productivity and reduces organizational costs allowing organizations to expand and create jobs that are more domestic as well (Peng, 2013). Another main argument for off-shoring is the fact that the off-shoring in the manufacturing industry has led to an increase in the wages of the employees who are opting to venture into more productive professions, and those employed domestically can also increase their incomes as well from reduced costs. However, off-shoring has led to the increase in the unemployment rates in the

Employment-At-Will Doctrine Essay Example | Topics and Well Written Essays - 1000 words - 1

Employment-At-Will Doctrine - Essay Example Similarly, the Employment-At-Will Doctrine provides that an employee can leave his/her job without any reason, cause or warning (Stone, 2007). Thus, when employees feel that they do not wish to continue working for the current employer, they can just leave their work station without any explanation whatsoever. This doctrine has emerged as controversial, considering that the proponents of the doctrine observes that it is a balanced contractual policy, where both the employer and the employee are given absolute freedom to determine whether they should continue with an employment contract or not. However, those opposing this doctrine observe that it serves to create more injustice, considering that the bargaining powers between the employer and the employee are not equal (Stone, 2007). The employer always have an upper hand, and thus those opposed to the doctrine finds it inappropriate, since it allows the employer to dismiss employees anyhow, while the employees are left without any re medy or cause of action, when such an action is taken. Therefore, the bottom-line of the Employment-At-Will Doctrine is that there exists no law that protects the employee or the employer against any action that any of the party to the employment contract may take, whether on the basis of good reason, bad one or no reasons at all (Stone, 2007). Evaluating each of the eight (8) scenarios and assessing whether one can legally fire the employee The action taken by John is not within his rights under the employment-at-will doctrine, which grants an employee the right to strike, quit freely or cease to work (Stone, 2007). The doctrine does not provide the freedom for an employee to take any action that can harm the employer, other than quitting at will or striking for any reason. Therefore, the action taken by John warrants his sacking, since he is destroying the relationship between the employer and its clientele. The action taken by Jim to send an email to the rest of the employees, pr otesting a change in commission schedules and bonuses is within his rights under the employment-at-will doctrine, since it entails protesting against wrongful discrimination, which is an exception under employment-at-will doctrine, within the protected actions (Stone, 2007). Therefore, it will not be right to fire him, since he is protesting against discriminatory change in commission schedules and bonuses. Similarly, Ellen has taken an action that is within her rights under the employment-at-will doctrine, through criticizing the employer on the blog, on the basis of what she believes to be wrongful discrimination in CEO’s bonus, which only favors director, leaving out the rest of the employees. This action is provided for under the exceptions to employment-at-will doctrine, where the employee should not be fired for protesting against protected actions, such as wrongful discrimination (Stone, 2007). Bill, on the other hand has taken an action that is against his rights, thr ough using the company’s assets to run his side venture. This is not a right guaranteed to him by the employment-at-will doctrine, and thus warrants the employer to fire him. Joe is another employee that lacks any legal basis for suing the employer under the employment-at-will doctrine. Joe threatens to sue the company for invasion of privacy after being disciplined for

Analysis between Life and Death in Shanghai and woman at point zero Essay

Analysis between Life and Death in Shanghai and woman at point zero - Essay Example It’s an autobiography of the author herself. It is a tale of woman who had been struggling for survival, dignity between the authoritarian of the Cultural Revolution. Her crime was just her class backdrop and a enthusiasm to life. She got arrested in the late 1966 after the â€Å"The Red Guards† looted her house. The book tells the story of Nien Cheng, when she got arrested all through the Cultural Revolution and was caught up in jail for more than six years. She was pressurized to accept the fake accuse that she was a spy for â€Å"the imperialists†. She refused to do so and lived a life in prison, full of misery and torture. Finally, she was released in 1973 and found out that her daughter, Meiping, who was going to school to become an actress was also murdered by â€Å"The Red Guards†, although, police told her that she has committed suicide. Cheng found this by investigating herself, and thought that the whole situation which was told by the police was impossible. Later she got relocated towards a two bedrooms apartment with one of her relative. Till 1980, Cheng lived in China than she moved towards United States. (Cheng, Nein., 1987). On the other hand, the book Women at Point Zero is written by Nawal El Saadawi. It is story which is based on the life of a woman namely, Firdaus. She is an ex-prostitute and was accused for the murder of a pimp. She refuses to talk to anyone in or out of the prison. However, Firdaus, agreed to talk with the author, who is a psychologist as well, on the tenth day of living in the prison. Gradually, she tells the author about the history of her life. In past, Firdaus life was full of abuse, abandonment, oppression, people taking advantage of her and people whom she met nearly rejected her from child to the adulthood. She was born in a farming society to an offensive father. Foremost important thing in the book is that Firdaus describes pleasure similar to pain and pain which is same like pleasure. After her parents

Human factors in aviation accidents Essay Example for Free

Human factors in aviation accidents Essay As a result of researches that recognized the existence of human factors in error management, the aviation industry also began to take initiatives to reformat aviation organisations. The aviation industry shifted to a more open culture that valued communication and at the same time recognized that human error will always be present but through time and more advanced studies can be reduced further (Sexton, Thomas Helmreich, 2000). Almost all aspects have been looked into. Selection and training processes were raised to a different level. While technical skills were highly valued before, they have been found to be inadequate in dealing with safety concerns. Selection of aircrew now includes processes that determine their ability to learn from errors and to become team players. There also has been a new approach for training – not only the pilots, but the entire crew is trained. There are also a mounting number of interventions that are being tested for their effectivity to modify behavioral patterns that could injure a system’s safety. Because crew resource management (CRM) failure is implicated in most aircraft accidents, CRM training programs, which began as a part of a National Aeronautics and Space Administration [NASA] program in 1979, began to be widely received by aviation organisations. Now on its 5th generation, CRM trainings for the crew have been conducted by major airlines and even the navy. The CRM training program encompasses many aspects of aviation safety such as situation awareness, task management and communication (Thomas, 2004). The 5th generation CRM programs can be viewed as a tool to effectively manage errors. CRM combats errors in three ways: obviously, the first one is the avoidance of error; the second Human Factors in Aviation Accidents 10 one is the â€Å"suppression† of the error before it happens; and third, the mitigation of the effects of the errors should it not be avoided (Helmreich, Merritt Wilhelm, 1999). The focus of the 5th generation CRM is the normalization of errors – whether due to active or latent failures – and the development of strategies to manage these errors (Helmreich, Merritt Wilhelm, 1999). Although CRM programs focus on human errors and its effects on aviation safety, it is never entirely a behavioral training. After all, if you recall, a â€Å"productive system† is an interaction of human and technological factors. Therefore, CRM is not to be taken as a stand-alone program. It is meant to be incorporated to technical trainings where the crew has to be adept in the operation of modern aviation technology and at the same time has to learn non-technical skills such as effective communication, coordination and teamwork. Despite the fact that intervention programs like the CRM has been introduced and conducted for crews in major and regional airlines for the two decades, the percentage of CRM failures in aviation accidents remained relatively flat (Wiegmann Shappell, 2001). Although initial results of CRM programs have been found to be encouraging such that positive results were seen almost immediately after the conduction of the program, it was soon obvious that such results were short-lived (Taneja, 2002). What could have happened that prevented such interventions to perform as expected? Helmreich Merritt (2000) offers an explanation at least for CRM. First, not everybody responds to CRM training. Some may have become less accepting of CRM after the training. Although attitudes do not necessarily define behavior, it has been a well-known maxim that those who reject a concept are more likely not to follow the principles that it imparts. (Helmreich, Merritt Wilhelm, 1999). Human Factors in Aviation Accidents 11 Culture – national, professional and organisational – is also a significant factor that determines the level of acceptance for a CRM concept (Helmreich Merritt, 2000). When CRM was introduced to other national cultures, it soon became evident that certain CRM concepts can either be readily accepted or rejected depending on the national culture. Cultures such as China and many Latin American countries that stress the importance of absolute power and authority of their leaders will necessarily be less receptive to the idea of subordinates questioning the decisions of their leaders, than cultures that are less hierarchical (Hofstede, 1980 as cited by Helmreich, Merrit Wilhelm, 1999). While CRM programs encourage subordinates to be more assertive in questioning their leaders, junior crew members in these cultures are quite disinclined to do this because of fear of showing disrespect. These same cultures are also collectivists who stress interdependenc and the necessity to work together for a common goal. In contrast, American and European cultures, which are highly individualistic, give more value to independence and more priority to individual goals. The value of teamwork and the need for coordination will most likely be readily accepted in the former than in the latter. There are also High Uncertainty Avoidance cultures like Greece, Korea and many Latin American countries that prefer CRM concepts already specifying required behaviors. Cultures that are low in Uncertainty Avoidance tend to be more flexible when it comes to behaviors but have difficulty adhering to standard operating procedures. Furthermore, this kind of culture, along with non-collectivist cultures are more questioning with regards to the usage of automation while High Uncertainty Avoidance and collectivist cultures accept the idea of automation usually without, or relatively less, questions. Intervention programs such as CRM should therefore not be patterned after a single national culture. From the discussion it can be seen above that autocratic cultures can also Human Factors in Aviation Accidents 12 value teamwork and interdependence than non-autocratic cultures (Helmreich, in press). Cultures exhibiting difficulty of adherence to SOPs may be more innovative when dealing with novel situations not covered by procedures. In contrast, cultures who stress strict adherence to rules may find it difficult to be more flexible in new situations. Although CRM programs require behavior modification, certain beliefs ingrained into a culture are quite difficult to modify. If CRM has to attain widespread global use, it has to design programs that are congruent to national culture and yet still enhances safety. Error management should therefore be embraced as a culture in itself. Focusing on threat and error management as goals, training programs should not aim for a total reversal of norms and beliefs but rather for a drawing out of positive behaviors without directly confronting national culture. Many professions, including aviation, have strong cultures and develop their own norms and values (Helmreich, in press). Each culture encompasses both positive and negative aspects. Aircrew for example has a high level of motivation and a strong sense of professional pride. The negative component, which is seen to be universal, is the inability to admit vulnerability to stressors. Majority of pilots in almost all national cultures agree that their decision-making abilities are not hampered by personal problems and that it is as good in emergency situations as in normal situations. Furthermore, most of these pilots have indicated that they do not make errors even while under stress. This â€Å"macho† culture, when left uncorrected, can lead to risk taking, failure to coordinate with other crew members and error. Indeed, one focus of the 5th generation CRM program is to help pilots acknowledge that human error does occur and they are more vulnerable to it if they continue to deny the existence and effect of stressors. As stated earlier, the organisational culture determines the principle of the organisation towards safety. One reason why CRM does not deliver results when it should is Human Factors in Aviation Accidents 13 the organisational context on which the program was delivered (Helmreich Merritt, 2000). Organisations may have a highly evolved safety culture and possesses a positive outlook on safety. Such organisations will most likely benefit from CRM and other intervention strategies. Others react only to safety threats once they are looming while some organisations give perfunctory attention to safety issues without really embracing a safety culture that works towards a highly effective accident prevention program. The current process of investigating errors during accidents also contributes to the apparently limited success of intervention strategies. Most accident reporting systems are primarily technological and have been designed with little regard to human factors. Such systems are on their way to being perfected in terms of identifying mechanical failures but in itself is also a bit of a failure when it comes to assessment of human errors (Wiegmann Shappell, 2001). An examination of an accident investigation process may help drive down the point. When an accident due to mechanical failure happens, investigators examine objective and quantifiable information such as that obtained from the flight data recorder. The data is processed and the probable causes of the accident are recorded so that safety recommendations can be identified. After the investigation, the data obtained is entered into a database which can be periodically accessed to provide feedback to investigators. The information in the database can also be used by funding organizations to determine which researches to fund. As a result, intervention strategies are further developed to prevent mechanical failure from happening or mitigate consequences once they do happen (Helmreich Merritt, 2000). Either way, the number of accidents due to mechanical failures has been greatly reduced. Human Factors in Aviation Accidents 14 In contrast, investigations of accidents due to human errors produce results that are not tangible and are difficult to quantify. And because the studies of human factors came later than studies of mechanical failures, investigative techniques used in human error analysis are less refined than those used to assess engineering and design concerns. When these techniques are used to analyze accident data, the results are rarely very useful and safety issues cannot be readily addressed. Therefore any intervention strategy designed using this data is not assured of success. Taneja (2002) echoes this concern stating that human errors have been implicated in 70-80% of aircraft accidents demonstrating the very limited success of current intervention strategies and also proposes a solution: a holistic approach to intervention strategies. To date, most researches on human factors in aviation have focused on specific aspects of aircraft accident prevention. Sarter and Alexander (2000) have observed that current researches on human error focus mainly on three key aspects: the development of error classification schemes, the design of error-tolerant systems, and error prevention through improved design and additional training (as cited by Taneja, 2002). Because accident prevention is such a wide field of study, it is very possible that certain aspects have been missed out or overlooked. Error framework also abound as almost every human factor researcher comes up with his own error framework. With so many intervention strategies proposed by researchers and some even practiced in the industry, there have been inadequate attempts to integrate these strategies into a holistic solution. A holistic approach to intervention strategies involve looking at all the possible links to an aircraft accident in order to come up with an intervention that best fits an organisation. Basing on all the links, an organisation must assess in what area their weaknesses lie and determine if these need intervention. The intervention strategy to be used in a certain Human Factors in Aviation Accidents 15 organisation will therefore be customized according the weak links in the organisation’s system. The two links that are directly related to aviation accidents are the aircraft and the aircrew. Although accidents due to mechanical failures have been greatly reduced to advancement in technology, there needs to be constant assessment of the aircraft in general and the human factors affecting the man-machine interface in particular (Taneja, 2002). Intervention strategies that can be applied to aircrew can be divided into two broad categories: selection and training. Ever since the knowledge that human factors contribute to aviation accidents, the selection process have been amended such that the pilots are not chosen based on technical skill alone but more so on their ability to coordinate with fellow aircrew, recognize their own errors and be willing to work with others to deal with these errors. Once chosen, the pilot’s training will have a great impact on his proficiency and possibly, on his ability to avoid accidents. Possible interventions on these two main links can have a major influence on the number of accidents encountered by the organisation. The process of accident investigation, although a secondary link, should also be looked into in for possible intervention strategies. To date there is no benchmark as to the training and expertise a safety investigator must have. In order for a standardised level of investigation to be achieved, there needs to be a minimum with regards to the exposure an investigator must have. The investigative tools that the safety investigator uses could also be subject to an intervention. As discussed earlier, investigation techniques for human errors are inadequate at present and needs further researches in order the reach the level of refinement of evaluative techniques for mechanical failures. The kinds of human errors as discussed by Wiegmann and Shappell (2001) while developing HFACS, are also links that could be used to come up with more effective Human Factors in Aviation Accidents 16 intervention strategies. Furthermore, autopsy results during aircraft accidents, although unable to prevent future accidents, can be used to design intervention strategies that will make an aircraft accident more survivable. Upon carefully assessing the links just mentioned and determining the areas that need intervention, it is recognized that the success of any strategy ultimately depends on the Organisational Safety Culture (Taneja, 2002). Toft (1989) defined an organisation’s safety culture as â€Å"the set of norms, beliefs, attitudes and roles, social and technical practices that minimizes the exposure of the managers, employees and the general public to conditions considered dangerous or injurious† (as cited by Taneja, 2002). Discussed in brief earlier, the way an organisation handles errors and error management strategies depend on its safety culture. A safety conscious organisation will not treat an accident as just another unavoidable circumstance but rather will focus its efforts in preventing future accidents from happening. A careful investigation that searches for the possible factors leading to the occurrence of the accident will be performed. Ideally, an organisation with a highly effective safety culture will aim to plug the hole in the Swiss cheese model before another opportunity for a catastrophe will be created (Reason, 1990 as cited by Taneja, 2002). Even organisations that have a sound safety culture however can still be plagued by errors caused by human limitations such as fatigue, severe workloads, inadequate training, poorly-maintained equipment and errors caused by the air traffic control which would consequently affect the aircrew and the organisation. Even if the organisation has tried to remove every conceivable active and latent failure, chance errors can still take place (Heimrich Merritt, 2000). But every organisation is bound to have a loophole. Thus, constant monitoring of all aspects in the organisation , whether directly related to safety or not, is essential. Human Factors in Aviation Accidents 17 Because errors can arise from a variety of sources, any single intervention strategy, such as the CRM must not be taken as a panacea for eliminating error. CRM is only a tool that organisations use to perform error management. All intervention strategies have its limitation – the effects it will have on an organisation depends on the national culture, the strengths and weaknesses of the professional culture, and the organisational safety culture. Furthermore, the way the people at the frontline perceive the intervention strategy will affect the outcome of such a strategy. In summary, the study of human factors affecting aircraft accidents has fostered an abundance of researches in this field. With the conception of CRM almost three decades ago, numerous error frameworks and intervention strategies have been proposed and used. Unfortunately, such a plethora of studies have not created a significant reduction on human error-related aircraft accidents. Presumably because it is still a relatively young field, the researches need more focus and the intervention strategies need more refinement. Intervention strategies have to address differences in national, professional and organisational culture. It is also important that intervention strategies be customized to a certain organisation to ensure a greater amount of success. With the continuous development and improvement of researches in this field, there will bound to be a breakthrough in time, and the success that has long been sought will finally be at hand. Human Factors in Aviation 18. References Helmreich, R. L. (in press). Culture, threat and error: Assessing system safety. In Safety in Aviation: The Management Commitment: Proceedings of a Conference. London: Royal Aeronautical Society.Retrieved October 2, 2007 from http://homepage. psy. utexas. edu/HomePage/Group/HelmreichLAB/Publications/pubfiles/Pub257. pdf. Helmreich, R. L. Merritt, A. C. (2000). Safety and error management. The role of Crew Resource Management. In B. J. Hayward and A. R. Lowe (Eds. ), Aviation Resource Management. Aldershot, UK: Ashgate Publishing Ltd. 107-119. Helmreich, R. L. Merritt, A. C. Wilhelm, J. A. (1999). The evolution of Crew Resource Management training in commercial aviation. International Journal of Aviation Psychology, 9(1):19-32. Reason, J. (2000). Human error: Models and management. BMJ, 320(7237): 768-770. Sexton, J. , Thomas, E. J. Helmreich, R. L. (2000). Error, stress and teamwork in medicine and aviation: cross sectional surveys. BMJ, 320:745-749. Taneja, N. (2002). Human factors in aircraft accidents: A holistic approach to intervention strategies. Retrieved October 1, 2007 from www. humanfactors. uiuc. edu/ReportsPapersPDFs/humfac02/tanejahf02. pdf. Thomas, M. J. W. (2004). Error management training: Defining best practice. ATSB Aviation Safety Research Grant Scheme Project 2004/0050. Retrieved October 1, 2007 from www. atsb. gov. au/publications/2004/pdf/error_management_training_best_practice. pdf. Wiegmann, D. A. Shappell, S. A. (2003). A human error approach to aviation accident analysis. Aldershot, UK: Ashgate Publishing Ltd. Human Factors in Aviation Accidents 19 Wiegmann, D. A. Shappell, S. A. (2001 February). A human error analysis of commercial aviation accidents using the Human Factors Analysis and Classification System [HFACS]. Office of Aviation Medicine. Retrieved October 2, 2007 from www. hf. faa. gov/docs/508/docs/cami/0103. pdf.

Dickens Great Expectations Essay Example for Free

Dickens Great Expectations Essay Pips account of the events that took place after visiting Miss Havisham My Uncle Pumblechook took me to the home of Miss Havisham. The initial image I had was of a dismal house made from old brick with the windows either bricked up or barred and with a disused brewery at the side of the property. Obviously once a luxurious house it was now beginning to crumble and decay. A very beautiful young girl called Estella met me. Although only my age she seemed to delight in calling me boy. She told me the Manor house also had the name Satis House which in Greek, Latin or Hebrew means Enough house and she claimed that whoever had this house would want for nothing, I found this a curious fact. I went in through the side door as the great entrance had two bars across it. I followed Estella who was holding a single candle along dark passages, where all daylight was excluded. Once Estella and I arrived at a door, she left me in pitch black telling me scornfully she didnt want to go in. I was nervous and apprehensive, however given no other choice I knocked at the door. Once told to enter I found myself in a large dark room in which initially my eyes focused on a draped dressing table festooned with many objects. On further observations I spotted an armchair, sitting in which, I saw the strangest lady I had ever seen before and knew I ever would again. Dressed all in white the bridal dress she wore must have once been worn by a young woman, however now it was seen on an old women whose shrunken body was mere skin and bones. All I could conjure up was the comparison of Miss Havisham to a waxwork skeleton, now in the ashes of a rich dress. The bridal dresses luxurious fabrics of satin, lace and silk were now yellow, faded and paper-thin, and added to this the flowers in her hair and veil gave me the uncomfortable feeling that the women was now dressed in her grave clothes. When Miss Havishams dark eyes turned to look at me I felt utter alarm and wanted to shout, but nothing came out. With my eyes still intently taking in the untidy room, with clothes and personal effects scattered around and with one shoe on her foot and the other on the table, I gave Miss Havisham my name and told her I had come to play. As I was told to come nearer I noted that both her watch and room clock had stopped at twenty minutes to nine, I wondered why this would be? Although afraid of her I felt the necessity to lie when she asked if I was afraid of her, the fact she hadnt seen daylight since before I was born only accentuated my trepidation of her. As she touched her heart it reminded me of the young man and when she told me it was broken I saw her face fill with a weird boastful smile. I had come to play, to entertain Miss Havisham, but I didnt know what to do, she thought that I was being very sullen and obstinate, however I told her that I was sorry for her and was finding everything new, strange and melancholy. I had to call Estella as Miss Havisham told us to play cards together. As I could only play Beggar my Neighbour Estellas contempt of me seemed to grow, I was merely a labouring boy and one that called a knave a Jack. Why did she think so little of me and make me feel conscience for the first time of my coarse hands and common boots? Miss Havisham appeared to watch us in a transfixed expression, like that of a corpse, as though her whole body and soul had dropped and mere daylight would turn her to dust. I had to whisper to Miss Havisham what I thought of Estella and realised that although she was very pretty I also found her very proud and insulting, although deep down I realised I would like to see her again. I did hear Miss Havisham earlier telling Estella she could break my heart if she desired, I wonder what she meant by this? I had a great wish to go home, but on Miss Havishams request I have agreed to return in six days. Being without natural light, I almost thought it must be dark outside so I was hit by the daylight when re-entering the courtyard. On orders from Miss Havisham, Estella brought me some food, however the look she gave me was one that I felt such humiliation and hurt that tears sprang to my eyes. Realising I was morally sensitive and timid seemed to bring pleasure to Estella and she enjoyed treating me as though I was a disgraced dog. Feeling better from the food I was again aware of the whole oppressive wilderness, a crooked pigeon house, with no pigeons, no animals, just a total emptiness. In the brewery building I saw Estella above in the gallery and hanging a figure of the old women in her faded white apparel, when I turned to look again enormous fear hit me, it had vanished! Desperate to go Estella unlocked the door for me, she appeared so superior to me and seeing me cry seemed to fuel her need to taunt me even more. I just felt my self-esteem was at an all time low, I obviously have despicable habits and Im more ignorant than I had ever realised.

Emotional Labour In Call Centres Arlie Hochschild

Emotional Labour In Call Centres Arlie Hochschild The shift away from manufacturing industries in Britain towards service sector industries within the late 20th century, has led to a considerable growth within employment in the service sector (Hough, 2004), with many employees now involved in front-line service interactions with clientele or customers. Call Centres in particular has experienced a growth up to 400,000 employees; more than coal, steal and car manufacturing industry put together (Toynbee,2003). As a result of their rapid growth, it has provided a fascinating field of study for academic research into the human component of the working environment, with the process of work and its associated control and employment relations at the centre focus of most debates (FernieMetcalf, 1997). Given that Call Centre employees are working in an environment where tasks are often decidedly scripted and performance is closely controlled and monitored, academics have pointed to the similarities of this work to Tayloristic style productio n lines (TaylorBain,1998). However due to the labour and product of call centre work being relatively intangible, unlike the distinct process of product and service delivery in factory work, the emphasis within Call centres is almost exclusively on the quality of communication. In conjunction to the physical demands, cognitive requirements also need to be considered, whether an operative is dealing with a complaint, or a customer service call, they all demand emotion from staff. The increasing demand for client-centred services in a highly competitive business environment, has recognising that service workers are able to carry out emotional work which can be used as a vital part of the capitalists labour process (Hoschild, 1979,1983),to produce customer satisfaction. Therefore it is in an organisations interest to comprehend the impact of emotional labour on staff, in order to enhance the effectiveness of service and well-being of workers, ultimately decreasing costs such as stress, burnout, turnover and absenteeism (LewigDollard, 2003). Thus this writing will outline the concept of emotional labour and discuss generally the costs and benefits for front-line service employees within Call Centres and for the organisation itself, before looking at the ways call centre can help support employees. Emotional labour was a term constructed by Arlie Hochschild (1983) in her revolutionary study named The Managed Heart. The term describes the control of a persons behaviour to display appropriate emotions, within a situation (chu,2002), suggesting that certain emotions felt or not felt by an individual are suppressed or expressed in order to conform to social norms. Despite Hochschilds widely accepted definition, some researchers have defined and conceptualised emotional labour in different ways. However, the underlying assumption within organisational settings, is that emotional labour is to regulate both feelings and expressions in accordance with occupational or organisational display rules to achieve organisational goals (Schaubroeck Jones, 2000).For example, there is little doubt that emotional work in a Call Centre for staff can be demanding, boring, exhausting, tedious and  stressful (Carrim et al,2006).   Yet to clearly display these feelings to management or c ustomers would be in appropriate. As call centre staff are expected to appear cheerful and welcoming. Therefore from these rules, which can be learnt from our everyday interactions, through education, socialisation and fine -tuned by individual experiences and socially regulated settings, we learn when and where to look sad or glad, fearsome or fearful (PayneCooper, 2001) Many organisations have display rules concerning the emotions that employees should demonstrate in encounters with customers, clients, or members of the public (Hochschild, 1983). These display rules stipulate the content and range of emotions to be displayed, along with the frequency, intensity and duration that such emotions should be displayed (MorrisFeldman, 1996). These display rules may be explicit in organisation training materials, or they may be implicit in organisational norms (SuttonRafaeli, 1998). For example, Call Centre operatives engage in work interactively with customers on either inbound or outbound calls on actions such as sales and telemarketing, product or service information, and customer queries and complaints. These employees perform an important role in the management of customer relationships. As a consequence, service sector organizations have sought to specify the way in which employees present themselves to their customers. This has led to particularly in vasive forms of workplace control as operatives are now generally monitored for service quality as well as productivity. In most call centres there are constant efforts to increase the number of calls taken per employee and reduce both customer call time and wrap-up time (TaylorBain, 1999). Yet rules are also enforced to be cheerful happy, sociable, inoffensive and polite, despite the customers behaviour. As the manner in which operatives display their feelings towards customers has a critical effect on the quality of service transactions (AshforthHumphrey, 1993). Undeniably, the quality of the interaction is often the service provided (Leidner, 1996). The behaviour of the employee is therefore central to the success of the service transaction. These contradictory but asymmetrical pressures both create role conà ¯Ã‚ ¬Ã¢â‚¬Å¡ict for employees yet provide a high quality service (KnightsMcCabe, 1998).To control these conflicting pressures management  invents ever more imaginati ve ways to extract the maximum, and most sincere, performances from emotional workers  smiling  and meaning  it  being the  aim (PayneCooper, 2001). From a similar observation Hochschild (1983) noted how emotional dissonance can occur when an employees true feelings are different from their expressed emotions. Moving further to suggest how individuals deal with emotional dissonance by either surface acting or deep acting. Surface acting being the effort to achieve only the expression of emotion, such as one call centre agent admitted, I make the right noises saying sorryà ¢Ã¢â€š ¬Ã‚ ¦I dont really care (). While deep acting is a conscious attempt to produce and communicate the required emotions, and to manage the situation appropriately, by working to truly relate, believe and live the customers anxiety. Continually, academics such as, Ashforth and Humphrey (1993) have noted that when employees deep act, there may not be any emotional dissonance, but there is still exertion involved in achieving the appropriate emotions to follow display rules. Despite, huge efforts to sustain expected behaviours of calm, courteous and supportive behaviour, regardless of how operatives are really feeling, or being treated by a customer, either through surface or deep acting there may come a point of illness, exhaustion and burnout, through continual emotional labour (Hochschild,1983). Suggestively, more so when an operative is continually surface acting. This is supported by Schaubroeck and Jones (2000) in an examination of adverse employee health outcomes, found that pressures to express positive emotion within a persons job was positively related to physical symptoms. With over 20% of a Call Centre interactions, containing anger and verbal abuse from a customer (Grandey,DickterSin,2004).Which is often maintained throughout the duration of the complaint, despite an operatives efforts to placate the consumer (SchererCeschi,1997). Undeniably facing hostile behaviour and abuse could lead to physical indications of unhappiness emerging as work place stress such as hypertension, heart disease, even exacerbate cancer (Mann,2004) due to suppression of an operatives true feelings, which may cause a burnout. Which eventually may lead to an extended struggle to care and illustrate feelings ` (Mann,2004). One explanation is that employees may find it more difficult to sustain higher levels of expressed positive emotion while surface acting, that this creates tension within the individual. Form this employee may then break character by allowing their true feelings to leak into the telephone conversation (TotterdellHolman,2003). The high control system employed in a Call Centres i.e. scripted working of responses and the wide knowledge and expectation from customers suggests that if this does occur customers recognise this and feel the power to reinforce managements control efforts reprimanding workersà ¢Ã¢â€š ¬Ã‚ ¦.complaining to employees superiors when service [does] not meet their expectations (Leidner,1996,p.40) as customers are now able to distinguish the difference between genuine quality service and feigned quality service (Taylor,1998, p. 87). This in its-self leads to higher stressors within the job. In discussing her similar findings, Grandey (2003) suggested that emotional dissonance exhausts operatives resources, leaving them with too little resources to keep from breaking character. This depletion of resources may also cause the individual to adopt a strategy of withdrawal behaviours in order to cope with work demands to conserve resources: indeed, emotional exhaustion has been found to be associated with higher rates of employee absence (Deery et al,2002), as control pressure from several angles becomes too much to control. The correlation continues when looking at cognitive health cost, related to sustained emotional labour, Strazdins (2002) focuses on the cognitive processes involved, suggesting than an employee may find that their own mood becomes changed to mimic the anothers negative mood, around them in the team set up of a call centre floor. This process is known as emotional contagion (Pugh,2001). The employees cognitive processing may become negatively primed, stimulating recall of distressing events, or the employee may selectively process negative information relayed to them on the telephone, which in turn comes to affect decision-making. Negative emotions can then carry over and contaminate subsequent interactions with clients, fellow workmates or employees. Recent organizational research shows that employees working in team formats such as call centre staff do, are likely to share opinions, attitudes, thoughts and moods as well as behavioral patterns and general outlooks (Salanova,LlorensSc haufeli,2011). Moreover, group level job characteristics have shown to affect individual burnout levels. This means that shared group feelings of burnout can be described either in terms of comparable reactions to the same working conditions (VanYperenSnjiders,2000) or as the result of a process of emotional contagion (BakkerSchaufeli, 2000). In this perspective shared burnout within a team can be interpreted as a form of collective mood. Employees evaluate themselves through comparison with similar others. Observing similar others to succeed or to fail is likely to influence another emotional contagion which may have negative as well as positive influences on self-efficacy (Gist,1987). To positively control this successfully as a call centre manager would be hugely beneficial to all parties however for employees to perceive yet more control may simply have a negative effect. Since Hochschilds (1983) claims that emotional labour can lead to a sense of inauthenticity, loss of feelings, diminished self-esteem, stress and burnout, other authors have supported this suggesting that emotional labour is associated with higher work stress and psychological distress (Pugliesi,1999). Controversially, Wharton (1993) agreed that factors such as interactions with customers, self-perceptions of inadequate skills can and does adversely affect employees, however she also suggested that these werent the only work factors contributing to the incidence of emotional exhaustion, which may not always be linked to emotional labour, including job autonomy, tenure, and working hours, high workloads, lack of variety of work tasks and low promotional opportunities; importantly, the support and help of team leaders was associated with lower emotional exhaustion (Deery Iverson,Walsh,2002). Amy Whartons (1993) examination of front-line service workers found that, emotional labour may actually enhance the employees self-efficacy, make interactions more predictable, help avoid embarrassing disruptive interpersonal situations, and allow authentic self-expression where there is some latitude for occasional deviations from the display rules (AshforthHumphrey,1993). Morris and Feldman (1996) agreed that emotional labour is not consistently damaging or equally damaging to all employees, asserting it is emotional dissonance, not simply emotional labour, that is associated negatively with job satisfaction. Furthermore, Lewig and Dollard (2003) found that emotional dissonance is positively correlated with emotional exhaustion. Emotional exhaustion, feeling emotionally drained and depleted from work, is the core component of the employee stress syndrome of burnout (CordesDougherty,1993) which has a range of consequences for employees health, performance, motivation, absenteeism and turnover (SchaufeliEnzmann,1998). Therefore the identified associations between emotional labour, emotional exhaustion and burnout are of critical importance for organisations, although admittedly they are hugely interlinked, one does not necessarily cause the other. If emotional labour carries such a high risk for call centre operatives working for the organisation, why do nearly all call centres and other service organisations insist on enforcing such a tool? The reasoning for this is, the manner in which employees convey their feelings over the telephone can have a critical effect on the quality of service transactions (AshforthHumphrey,1993). In a practical examination of these propositions, a study of Taiwanese employees found that when a psychological climate for service friendliness was higher, employees displayed more positive emotions toward customers that were associated with an increased customer willingness to return with follow up custom and pass positive comments to friends. Other articles published on the topic propose that appropriately-displayed employee emotions would result in three positive consequences for organisations: immediate gains (customers would immediately co-operate), encore gains (customers would go back), and cont agion gains (customers would pass positive comments to friends) (RafaeliSutton,1987). Further, Ashforth and Humphrey (1993) proposed that compliance with display rules facilitates task performance. However doubt surrounding great customer employee action directly relating to purchase decisions has been raised (Tsai,2001). As a customer simply may not be interested in the service they have been telephoned for; a current example being PPI claim back marketing call, many of thousands of people receive these calls who despite polite conversational call centre operatives, organisations may not experience immediate gains from most customers. Therefore it can be said that although emotional labour can be damaging for both parties involved it can also be beneficial. Examining some techniques to facilitate emotional labour managers should be mindful of the costs involved in performance as well as emotional contagion, with this Egg credit cards created provision of time-out and a quiet staff-only space for staff to recover from stressful or distressing customer interactions, surrounding their call centre floor. Within this change came new job design, roles that incorporated emotional labour yet staff had some variety, autonomy, prospects of promotion, and reasonable working hours and workloads, with a culture of celebration, and support from all office members to help cope in all areas of each others working life. Increased by the community spaces purposely built and designed within the building (Citex,2001). The engineered culture egg brought in to the call centre supported staff. Further suggestions to help reduce the effe cts of negatively perceived emotional labour, is through training in emotional intelligence as it enhances skills of self-awareness and self-management and in particular, can be said to enhance the performance of deep acting, eliminating performance leak. Furthermore, focus is begging to be placed on the recruitment of staff members, upon their competency of their personality, with some call centres looking upon mount et als big 5 theory to gain the correct personalities for the job, enforcing tests and application techniques usually reserved for higher positioned jobs (CallaghanThompson,2002) as HR manager managers attitudes are now aimed to select staff with the required attitudinal and behavioural characteristics, induct them into a quality culture . . . selection often focuses on attitudes to flexibility and customer service rather than skill or qualià ¯cation levels (RedmanMathews,1998,p. 60). One manager went on to state some people are maybe not as fast round a keyboard, so they may struggle in achieving peer group average handling time for calls. But we can do something about that, we can use team coaches or leaders or training teams when available to develop that individual in those areas. Its very difà ¯cult to change somebodys attitude. With a combination of all can achieve or at least minimise the decrease of emotional labour for all. You can tell by talking to someone during interview whether they smile, whether their eyes smile. If you smile during your interview and you are enthusiastic, youll be okay (CallaghanThomphson, 2002 p.240) Over all Fineman (1993, p. 1) argued that the management and mobilization of emotions are pivotal in the way organizational order is achieved and undone. However, the organizational culture in Western society is heavily influenced by the rational traditions of theorists such as Weber, Taylor, and Fayol (Sashkin,1981) and therefore strives for the cognitive dehumanization of organizations. As a result, much of the research on organizational phenomena has focused on the rational side of functions, issues, and components of organizational life. This results in the removal of the emotional elements of organizational life from our understanding of organizational phenomena (Fineman, 1993).In the last few decades, however, scholars have attempted to study the emotionality inherent in organizational life (for example, Hochschild,1979; Fineman, 1993; Ashforth and Humphrey, 1995). From this is a growing body of research indicates that the performance of emotional labour may entail serious nega tive outcomes for employees, including stress, distress, decreased job satisfaction, burnout, and withdrawal behaviours such as absenteeism and turnover. It is in the organisations interest to understand and mitigate these negative outcomes, as the effective performance of emotional labour is generally beneficial for organisations. The manager of front-line service employees can draw on recent research findings to identify a number of practical techniques to facilitate the performance of emotional labour.

Easter Wings Essay -- essays research papers

The poem "Easter Wings" by George Herbert is a poem full of deep imagery not only in its words but also in the visual structure of the stanzas. In Herbert’s poem why does he use a shape poem? Because he wanted this poem to have many different levels and meanings. Herbert also used huge amounts of mental imagery so that the reader can find new truths and meanings each time he or she reads it. The poem tells of the poets desire to fly with Christ as a result of Jesus' sacrifice, death and resurrection. The argument as to the proper presentation of this poem is easily explained with the help of the poet's address to the "Lord" in the opening line of the first page in the original text. Because this poem is actually a work within a work with many hidden meanings and suggestions. To fully understand it all, one must examine the poem as a whole in greater detail. The poet is the obvious speaker in the poem due to the common use of "I" and "me" through out the poem. The audience is also revealed in the first line of the 1634 edition of the poem with the use of the word "Lord"; meaning the Christian Savior, Jesus Christ who rose from the dead. But there is question as to where the poem truly begins. This is due to the splitting of the poem onto two separate pages, and then turned ninety degrees so it must be read sideways. This is done on purpose to invoke the vision of wings on both pages. This fact must be considered when evaluating where it begins and whether it is in fact two poems instead of one larger one. "Lord, who createth man in wealth and store" is the beginning of this poem, helping to immediately establish the audience in the first word. As well, this fact help to reveal that this poem is also a prayer of Herbert’s. The appropriate layout of the poem is still the "winged" look necessary for the full impact of the imagery. It is the imagery in this poem that deserves special notice as it gives a much deeper understanding of what Herbert is saying. The first stanza shows the fall of man from the "wealth" that is in God's holiness into the "decaying" life of a sinful nature: "Lord, who createst man in wealth and store, Though foolishly he lost the same, Decaying more and more Till he became Most poor:" As the ... .... Furthermore, this physical act of turning requires a decision. Since, biblically speaking, God does not enter unless invited, our act of turning the book reflects our freedom of choice and God's response is initiated. that how man's decline because of sin was defeated by the actions of the cross. So the point of Herbert’s work "Easter Wings" May not actually be obtainable just with one reading, or for that case many readings. But Herbert did show us that using shape and imagery throughout his poem that many different meanings and points can be made within one poem. He also helped us to understand what he viewed as right and wrong, he used imagery throughout his poem to give us a sense into his life and his value system. In doing so he gave the readers of his poems a chance to find all of the truths and meanings in his poem. Lastly in Herbert’s poem he wants us to be grateful of the gift that God has given to us, by allowing his only son to die for the salvation of our sins to make us washed clean with grace, it is this action which allows all of mankind, and not just Herbert, to be grafted into Jesus' wing to "further the flight" in us all.

The Importance of Spontaneity in Times Square :: Free Essays Online

The Importance of Spontaneity in Times Square 1. The typical large, industrial city can only be described as constantly alive. Crowded streets, sidewalks, restaurants, shops, and apartments all contribute to this aspect of major cities of the world; the bustling and vibrating streets are only indicative of the people who continue to flock to cities for opportunity in participating in the success that has obviously implemented their growth. While city dwellers are attracted to the prospect of fortune and accomplishment, what they might not realize is that their interactions with one another actually create the lively atmosphere. In reference to this idea, one can examine the characteristics of Times Square in New York City. While some areas of the city are actually like small communities, such as apartment buildings and other living spaces which are clustered together, Times Square is more of a commercial space, therefore, a constant motion exists amongst the consumers and commuters that frequent the area. In spaces su ch as these, there is no structure of community because there are so many strangers pushed into a space and individuals usually do not create any sort of relationship with those that they encounter on a given day. However, is this constant bustle not responsible for so many people from around the world being attracted to Times Square? Because Times Square lacks the structure of community that one may find in rural areas or in the noncommercial areas of New York City, a certain spontaneity results that gives the space its own distinct personality and existence. 2. In her essay â€Å"Cities for Sale: Merchandising History at South Street Seaport†, M. Christine Boyer argues that the atmosphere of certain areas in New York City, such as Times Square, has become fake. Boyer compares these spaces to Disneyland in her essay because she firmly believes that many areas in the cities of today have been reconstructed to create a sense of fantasy and security: â€Å"At Disneyland, the American way of life is displayed as a universal sign of progress† (Boyer 200). People are attracted to this type of environment because it creates a dreamland where they can escape reality, and they exist in this dreamland through buying the products that the space has to offer. The Importance of Spontaneity in Times Square :: Free Essays Online The Importance of Spontaneity in Times Square 1. The typical large, industrial city can only be described as constantly alive. Crowded streets, sidewalks, restaurants, shops, and apartments all contribute to this aspect of major cities of the world; the bustling and vibrating streets are only indicative of the people who continue to flock to cities for opportunity in participating in the success that has obviously implemented their growth. While city dwellers are attracted to the prospect of fortune and accomplishment, what they might not realize is that their interactions with one another actually create the lively atmosphere. In reference to this idea, one can examine the characteristics of Times Square in New York City. While some areas of the city are actually like small communities, such as apartment buildings and other living spaces which are clustered together, Times Square is more of a commercial space, therefore, a constant motion exists amongst the consumers and commuters that frequent the area. In spaces su ch as these, there is no structure of community because there are so many strangers pushed into a space and individuals usually do not create any sort of relationship with those that they encounter on a given day. However, is this constant bustle not responsible for so many people from around the world being attracted to Times Square? Because Times Square lacks the structure of community that one may find in rural areas or in the noncommercial areas of New York City, a certain spontaneity results that gives the space its own distinct personality and existence. 2. In her essay â€Å"Cities for Sale: Merchandising History at South Street Seaport†, M. Christine Boyer argues that the atmosphere of certain areas in New York City, such as Times Square, has become fake. Boyer compares these spaces to Disneyland in her essay because she firmly believes that many areas in the cities of today have been reconstructed to create a sense of fantasy and security: â€Å"At Disneyland, the American way of life is displayed as a universal sign of progress† (Boyer 200). People are attracted to this type of environment because it creates a dreamland where they can escape reality, and they exist in this dreamland through buying the products that the space has to offer.

The Sane Hamlet Essays -- GCSE English Literature Coursework

The Sane Hamlet   Ã‚   Hamlet contains the classic argument between whether or not Hamlet is mad, or a sane man under difficult circumstances. Hamlet assumes antic-disposition at times to uncover the truth of his father's death.   From my perspective I believe that Hamlet's actions and thoughts are a logical response to the situation in which he finds himself.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the first act, Hamlet appears to be very straightforward in his actions and thoughts.   When questioned by Gertrude about his melancholy appearance, Hamlet says, "Seems, madam? Nay it is know not seems" (I, ii, 76).   This is to say, "I am what I appear to be."   Later he makes a clear statement about his thoughts when he commits himself to revenge.   Hamlet says, "I'll wipe away all trivial fond records, All saws of books, all forms, all pressures past, That youth and observation copied there, And thy commandment all alone shall live Within the book and volume of my brai... ...his mirror': Hamlet and the Imitation of Revenge." Critical Essays on Shakespeare's Hamlet. Ed. David Scott Kaston. New York City: Prentice Hall International. 1995. 198-209 Rose, Mark. "Reforming the Role." Modern Critical Interpretations: Hamlet. Ed. Harold Bloom. New York City: Chelsea House Publishers, 1986. 117-128   Wiggins, Martin. "Hamlet Within the Prince." New Essays on Hamlet. Ed. Mark Thornton Burnett and John Manning. New York: AMS Press, 1994. 209-226.

Understand How Groups Develop and Function

How groups develop and function This essay examines and explains how groups develop and function. Groups are a fundamental part of our lives from social to professional, from large to small, depending on their particular environment. Theories and models on group work practice There are different theories that help us understand how group works. Tuckman’s theory Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added a fifth stage, Adjourning, in the 1970s.Tuckman’s theory does work in new and small groups rather than big, as it is easier to follow, observe and evaluate individual members. The facilitator can easily identify the stages the group is at, and from here he/she can lead the group to the next stage. I would associate Tuckman’s theory more with the Co-operative style of leadership, because when the group comes together, everyone has the chance to share their ideas and responsibilities. Team members’ behaviour tow ards each other is more open and supportive and working practice more fully reflects true teamwork.Trust and motivation is built between team members. Everyone agrees on methods and plans which will lead to achieving the set goals. Team roles are been formed too. Douglas Theory Douglas McGregor is the creator of the theory X and theory Y. The two theories are opposite to each other. Theory X being the pessimistic as the employee does not like work and tries to escape it whenever possible and has little or no ambition of achieving the company goals. Employee needs a directive leader. Theory X leader is results-driven, intolerant, distant, poor listener, demands, etc.Companies with Theory X leadership will usually have poor results. Theory Y is described as the optimistic model because the employee is more relaxed and can use own initiative. He/she is committed and loyal to the company and can take on responsibilities. Theory Y gives the opportunity of more leaders to be created. On t he other side, Theory Y might be difficult to be put in practice in big mass productions where more control is needed. From the both theories we can conclude that staff will contribute more to the organisation if they are treated as responsible and valued employees.Belbin Team Role Theory â€Å"A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. † Dr. R. M. Belbin Belbin identifies nine team roles. Each team role is associated with typical behavioural and interpersonal strengths, allowable and non-allowable weaknesses that also accompany the team roles.The nine team roles are: plant, resource investigator, co-ordinator, shaper, monitor evaluator, team worker, implementer, complete finisher and specialist. Belbin’s Team Role Models are very useful in forming, ma intaining and developing a group. For example we can use it to think about team balance before recruitment starts; we can use it to highlight and so manage interpersonal differences within an existing team; and we can use it to develop ourselves as a team players. Sometimes however, despite clear roles and responsibilities, a team can still fall short of its full potential.This is when Belbin’s Team Role Models come into use to develop the team’s strengths and manage its weaknesses. To maintain strong team it is important over period of time to observe individual members, and see how they behave and contribute within the team. Then for each person we write down the key strengths and observed weaknesses. Using Belbin’s descriptions of team roles, we note the one that most accurately describes the person. After we do it for each member of the team, we need to consider which team roles are we missing from the team and which strengths.Once we are clear about the out come of our research, we then consider whether an existing team member could compensate by adopting different team role, or whether new skills need to be brought onto the team to cover weaknesses. Adair Team Theory â€Å"Leadership is the most studied subject in the world and the least understood† John Adair (2003) Adair has developed so called Action-Centred Leadership model which consist of three circles Task, Team and Individual, which overlap. The three circles overlap because: 1. To be completed the task needs a team, one person cannot achieve it. . If the team needs are not met, then the task won’t be completed and the individuals won’t be satisfied. 3. If the individuals are not satisfied, then the team will suffer and the task won’t be completed again. The conclusion is that for the team to be functioning to its high standard and to be able to achieve its goals it is important all the individuals to be satisfied, rewarded and the team to be motiva ted to reach its full potentials. Forming and maintaining a cohesive and effective group Group cohesion is a phenomenon that determines how well a group holds together.When cohesion is strong, a group will remain stable and effective, but when it is weak, the group may fall apart. To build strong group cohesion is important for the leader to be able to get to know the group members individually so that he/she can tailor an appreciation message to each individual as needed. The next important attribute is for the leader to be sincere with his employees. He needs to praise his employees, one way or another – that could be done in private or in public, and not just once or twice, has to be consistent and more frequent.At the beginning of the forming of the group the leader has to set clear goals to his employees and to make sure that these goals don’t change somewhere half way through to the group work as it may derail the team. Once the goals are set, it is important to communicate with the team not through email or memos, but verbally where the leader can ask for feedback from the team members, exchange ideas in how to achieve the set goals. Here is the stage when the team roles are being set and clarified. For the team to continue its effectiveness, the employees will need the support from their leader.The leader needs to be approachable and supportive so the group members don’t feel alone. Providing a connection between the group goals and the company’s goal will make the group members accountable, they will feel more appreciated and important in the bigger picture not only as group members, but as individuals too. All the above factors are in the core of forming and maintaining a cohesive and effective group. A team that feels comfortable working together can have an energy that creates a positive environment and work ethic that can lift a team, making it more effective.This positive environment can make team members work harder, more efficiently and more productively. The influence of the different facilitation styles At heart facilitation is about the process of helping people to explore, learn and change. Our role, when facilitating, and as facilitators, is to help groups to work together respectfully and truthfully and to help them to explore and respond to certain issues and questions. The leader's success depends on many factors, including the kind  of person he/she is,  his/hers values of management, his/hers self-confidence and competence, his/hers trust in  the team and how he/she copes with  stress.The manager's chosen facilitation style depends on such factors. Many managers feel they are  expected to make the decisions, others feel they must get their teams involved. Some have confidence in their team; others mistrust them. Particular style of facilitation will work effectively when dealing with some people rather than others. There are three styles of facilitation: directive, co-operat ive and autonomous. Directive Style When leaders tell people what to do through a series of directives, they are using a directive style of leadership.Directive leaders are focused on outcomes and productivity. They are task-oriented and driven by the need to get things done. Directive leaders are not as concerned with the feelings and emotions of their followers as they are about meeting deadlines, hitting quota and reaching goals. There is not great deal of relationship-building found with directive facilitation style. With the directive style present the employees will not feel motivated and appreciated. Employees will feel pressured and soon will lose enthusiasm. The group will not have strong cohesion and will be less effective.If we look at the Douglas’ X and Y theory, we’ll see that the directive style would be more suitable for the X employees, but it won’t be effective for Y employees as they won’t respond. The directive style does not develop fu ture leaders. Co-operative style Here the facilitator shares responsibilities with the group: the leader guides the group to become more self-directing in the various forms of learning by conferring with them. The leader prompts and helps group members to make a decision, to give meaning to experiences, to do their own confrontation, and so on.In this process, the leader shares own view which, though influential, is not final but one among many. Outcomes are always negotiated. The leader collaborates with the members of the group in devising the learning process: facilitation is co-operative. When the leader/manager uses the co-operative style the employees will feel valued and appreciated. They will want to make suggestions because they know that they will be listened to by the manager, hence they will be very motivated to perform to a high standard. The type of groups with a co-operative style leader will have very strong cohesion and will be highly effective.Team roles will be ve ry clear within such groups which will lead to achieving the set goals. Future leaders will grow in such groups. When the goals are achieved and the group is no longer needed, there will be sadness of breaking the group. Autonomous style Here the leader/manager respects the total autonomy of the group: they do not do things for them, or with them, but give them freedom to find their own way, exercising their own judgment without any intervention on the leader’s part. This does not mean the abdication of responsibility; the leader just gives the individuals a space to determine their own learning.Unfortunately, such groups will feel that they are being left and will lack direction. The autonomous style grows future leaders, but can also suffer if group members are unqualified. Why it is important to be clear about the purpose and desired outcomes for the group? When group is formed, it is important that the leader clarifies the purpose and desired outcomes for the group. The e mployees will know what is to be expected from them. Then the group can engage openly and effectively discussing how the goals will be achieved. It is also the stage when the team roles are being created.At the end of the meeting we should have clear accomplishment. Analyse the importance of participant engagement in achieving group outcomes The most important thing is what the participants in the meeting have to say. The leader has to focus on how the meeting is structured and run to make sure that everyone can participate. The leader needs to make sure that everyone feels comfortable in participating, to allow everyone to be heard, to make sure that the members feel good about their contribution, to support everyone’s ideas and not criticising.If the leader follows the steps above the group members will feel empowered about their own ideas and participation. They will stay loyal to the company and will take on responsibilities and ownership. Conclusion From this brief overv iew we can see the significance of groups and why it is important to continuously develop them –from one side, to strengthen their potential and from the other, to help the development of their individual members.They are a fundamental part of human experience and  play a crucial role both in shaping and influencing individual lives and society itself. We saw how an effective group brings humans together and how an effective group gives birth to successful leaders. Humans always will be, as groups will be too. That makes the groups one of the most important factors of our lives. The more effective the group is, the more the quality of our lives will grow. Understand How Groups Develop and Function How groups develop and function This essay examines and explains how groups develop and function. Groups are a fundamental part of our lives from social to professional, from large to small, depending on their particular environment. Theories and models on group work practice There are different theories that help us understand how group works. Tuckman’s theory Dr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added a fifth stage, Adjourning, in the 1970s.Tuckman’s theory does work in new and small groups rather than big, as it is easier to follow, observe and evaluate individual members. The facilitator can easily identify the stages the group is at, and from here he/she can lead the group to the next stage. I would associate Tuckman’s theory more with the Co-operative style of leadership, because when the group comes together, everyone has the chance to share their ideas and responsibilities. Team members’ behaviour tow ards each other is more open and supportive and working practice more fully reflects true teamwork.Trust and motivation is built between team members. Everyone agrees on methods and plans which will lead to achieving the set goals. Team roles are been formed too. Douglas Theory Douglas McGregor is the creator of the theory X and theory Y. The two theories are opposite to each other. Theory X being the pessimistic as the employee does not like work and tries to escape it whenever possible and has little or no ambition of achieving the company goals. Employee needs a directive leader. Theory X leader is results-driven, intolerant, distant, poor listener, demands, etc.Companies with Theory X leadership will usually have poor results. Theory Y is described as the optimistic model because the employee is more relaxed and can use own initiative. He/she is committed and loyal to the company and can take on responsibilities. Theory Y gives the opportunity of more leaders to be created. On t he other side, Theory Y might be difficult to be put in practice in big mass productions where more control is needed. From the both theories we can conclude that staff will contribute more to the organisation if they are treated as responsible and valued employees.Belbin Team Role Theory â€Å"A team is not a bunch of people with job titles, but a congregation of individuals, each of whom has a role which is understood by other members. Members of a team seek out certain roles and they perform most effectively in the ones that are most natural to them. † Dr. R. M. Belbin Belbin identifies nine team roles. Each team role is associated with typical behavioural and interpersonal strengths, allowable and non-allowable weaknesses that also accompany the team roles.The nine team roles are: plant, resource investigator, co-ordinator, shaper, monitor evaluator, team worker, implementer, complete finisher and specialist. Belbin’s Team Role Models are very useful in forming, ma intaining and developing a group. For example we can use it to think about team balance before recruitment starts; we can use it to highlight and so manage interpersonal differences within an existing team; and we can use it to develop ourselves as a team players. Sometimes however, despite clear roles and responsibilities, a team can still fall short of its full potential.This is when Belbin’s Team Role Models come into use to develop the team’s strengths and manage its weaknesses. To maintain strong team it is important over period of time to observe individual members, and see how they behave and contribute within the team. Then for each person we write down the key strengths and observed weaknesses. Using Belbin’s descriptions of team roles, we note the one that most accurately describes the person. After we do it for each member of the team, we need to consider which team roles are we missing from the team and which strengths.Once we are clear about the out come of our research, we then consider whether an existing team member could compensate by adopting different team role, or whether new skills need to be brought onto the team to cover weaknesses. Adair Team Theory â€Å"Leadership is the most studied subject in the world and the least understood† John Adair (2003) Adair has developed so called Action-Centred Leadership model which consist of three circles Task, Team and Individual, which overlap. The three circles overlap because: 1. To be completed the task needs a team, one person cannot achieve it. . If the team needs are not met, then the task won’t be completed and the individuals won’t be satisfied. 3. If the individuals are not satisfied, then the team will suffer and the task won’t be completed again. The conclusion is that for the team to be functioning to its high standard and to be able to achieve its goals it is important all the individuals to be satisfied, rewarded and the team to be motiva ted to reach its full potentials. Forming and maintaining a cohesive and effective group Group cohesion is a phenomenon that determines how well a group holds together.When cohesion is strong, a group will remain stable and effective, but when it is weak, the group may fall apart. To build strong group cohesion is important for the leader to be able to get to know the group members individually so that he/she can tailor an appreciation message to each individual as needed. The next important attribute is for the leader to be sincere with his employees. He needs to praise his employees, one way or another – that could be done in private or in public, and not just once or twice, has to be consistent and more frequent.At the beginning of the forming of the group the leader has to set clear goals to his employees and to make sure that these goals don’t change somewhere half way through to the group work as it may derail the team. Once the goals are set, it is important to communicate with the team not through email or memos, but verbally where the leader can ask for feedback from the team members, exchange ideas in how to achieve the set goals. Here is the stage when the team roles are being set and clarified. For the team to continue its effectiveness, the employees will need the support from their leader.The leader needs to be approachable and supportive so the group members don’t feel alone. Providing a connection between the group goals and the company’s goal will make the group members accountable, they will feel more appreciated and important in the bigger picture not only as group members, but as individuals too. All the above factors are in the core of forming and maintaining a cohesive and effective group. A team that feels comfortable working together can have an energy that creates a positive environment and work ethic that can lift a team, making it more effective.This positive environment can make team members work harder, more efficiently and more productively. The influence of the different facilitation styles At heart facilitation is about the process of helping people to explore, learn and change. Our role, when facilitating, and as facilitators, is to help groups to work together respectfully and truthfully and to help them to explore and respond to certain issues and questions. The leader's success depends on many factors, including the kind  of person he/she is,  his/hers values of management, his/hers self-confidence and competence, his/hers trust in  the team and how he/she copes with  stress.The manager's chosen facilitation style depends on such factors. Many managers feel they are  expected to make the decisions, others feel they must get their teams involved. Some have confidence in their team; others mistrust them. Particular style of facilitation will work effectively when dealing with some people rather than others. There are three styles of facilitation: directive, co-operat ive and autonomous. Directive Style When leaders tell people what to do through a series of directives, they are using a directive style of leadership.Directive leaders are focused on outcomes and productivity. They are task-oriented and driven by the need to get things done. Directive leaders are not as concerned with the feelings and emotions of their followers as they are about meeting deadlines, hitting quota and reaching goals. There is not great deal of relationship-building found with directive facilitation style. With the directive style present the employees will not feel motivated and appreciated. Employees will feel pressured and soon will lose enthusiasm. The group will not have strong cohesion and will be less effective.If we look at the Douglas’ X and Y theory, we’ll see that the directive style would be more suitable for the X employees, but it won’t be effective for Y employees as they won’t respond. The directive style does not develop fu ture leaders. Co-operative style Here the facilitator shares responsibilities with the group: the leader guides the group to become more self-directing in the various forms of learning by conferring with them. The leader prompts and helps group members to make a decision, to give meaning to experiences, to do their own confrontation, and so on.In this process, the leader shares own view which, though influential, is not final but one among many. Outcomes are always negotiated. The leader collaborates with the members of the group in devising the learning process: facilitation is co-operative. When the leader/manager uses the co-operative style the employees will feel valued and appreciated. They will want to make suggestions because they know that they will be listened to by the manager, hence they will be very motivated to perform to a high standard. The type of groups with a co-operative style leader will have very strong cohesion and will be highly effective.Team roles will be ve ry clear within such groups which will lead to achieving the set goals. Future leaders will grow in such groups. When the goals are achieved and the group is no longer needed, there will be sadness of breaking the group. Autonomous style Here the leader/manager respects the total autonomy of the group: they do not do things for them, or with them, but give them freedom to find their own way, exercising their own judgment without any intervention on the leader’s part. This does not mean the abdication of responsibility; the leader just gives the individuals a space to determine their own learning.Unfortunately, such groups will feel that they are being left and will lack direction. The autonomous style grows future leaders, but can also suffer if group members are unqualified. Why it is important to be clear about the purpose and desired outcomes for the group? When group is formed, it is important that the leader clarifies the purpose and desired outcomes for the group. The e mployees will know what is to be expected from them. Then the group can engage openly and effectively discussing how the goals will be achieved. It is also the stage when the team roles are being created.At the end of the meeting we should have clear accomplishment. Analyse the importance of participant engagement in achieving group outcomes The most important thing is what the participants in the meeting have to say. The leader has to focus on how the meeting is structured and run to make sure that everyone can participate. The leader needs to make sure that everyone feels comfortable in participating, to allow everyone to be heard, to make sure that the members feel good about their contribution, to support everyone’s ideas and not criticising.If the leader follows the steps above the group members will feel empowered about their own ideas and participation. They will stay loyal to the company and will take on responsibilities and ownership. Conclusion From this brief overv iew we can see the significance of groups and why it is important to continuously develop them –from one side, to strengthen their potential and from the other, to help the development of their individual members.They are a fundamental part of human experience and  play a crucial role both in shaping and influencing individual lives and society itself. We saw how an effective group brings humans together and how an effective group gives birth to successful leaders. Humans always will be, as groups will be too. That makes the groups one of the most important factors of our lives. The more effective the group is, the more the quality of our lives will grow.