Middle Eastern Terroists Assignment Example | Topics and Well Written Essays - 250 words

Middle Eastern Terroists - Assignment Example parison comes about with the comprehension that their respective intentions are inherently different and they would like to make sure that their aspirations and values are fulfilled more than anything else. The Middle Eastern terrorist organizations have funding from proper measures which fuel the wave of terrorism in varied parts of the world. This is not the case with the domestic groups which need to find their funding regimes from scattered places and are often disbanded once their aims and objectives have been achieved3. The Middle Eastern terrorist organizations keep on becoming stronger even though the crackdown has been coming all along, and more so after the 9/11 attacks on the United States of America4. The Middle Eastern terrorist organizations are therefore playing their negative role in more ways than one and can sometimes be compared directly with aliens invading the face of this earth with completely opposite perspectives than the inmates of this world5. Hence the comparison is not up to a discussion because of their respective working methodologies, funding mechanisms and so on and so

The Need for Wireless Standards and Protocols Assignment

The Need for Wireless Standards and Protocols - Assignment Example The first international standard is ISO/IEC 18000-7. This standard came up after a series of consultations between the international Standard Organization and a number of stakeholders in the wireless technology, where they found it fit to develop this standard in regulating the wireless communication industry (Thomas, 2009). The stakeholders agreed with International Standard Organization proposal and formed a working group called DASH7 Alliance. DASH7 Alliance together with experts from International Standards Organization developed DASH7 standard which have a significant impact on wireless communication technologies. The DASH7 standard was accepted by international standard organization technical committee and came into effect in 2004. The DASH7 standard has a number of requirements on the corporate sector, concerning the wireless technology. It requires that the corporate sector need to transmit data at a frequency of 433MHz. The standard also requires the corporate sector to use similar electronic gadgets of data exchange to eliminate difficulties of compatibility and encourage easy communication (Thomas, 2009). The standard further requires that all organizations should maintain similar frequency accuracy of 433MHz as a standard way of coding data. This makes decoding easy and encourage use of chips that are similar and easy to operate. The standard also required use of data communication devices that have low modulation and low power consumption. These requirement brought a lot of impacts to the corporate sector in many ways. The standard made the automation of the corporate sector buildings possible. The DASH7 network, with its new frequency of 433MHz, was able to penetrate walls and other impediments that were serving as barriers to automation of buildings. With new frequency, the networks needed less installations than what the previous wireless networks required in making automation of buildings. This frequency of 433MHz made it possible to transmit d ata to smartcards, tickets, and watches in order to establish their location (Norair, 2009). The DASH7 standards pulled the Wi-Fi and Bluetooth out of the market since these standards advocated for use of low power consumption. This made it impossible for these devices to be powered by such low voltages. The DASH7 standard also led to the manufacture of other devices that used very little power. The use of low power made it possible for devices such as watch and smartcard to be automated since they could be tracked from a distance. DASH7 also enabled the development of electric billboards that were used in advertising corporate products. This technology, therefore, boosted e-commerce and enabled companies to make more profits due to low cost of advertisement. The DASH7 technology also led to development of gadgets that utilize the frequency of 433MHz and is commonly used to monitor pressure in car tires (MacManus, 2010). Another gadget called TPMS provides the driver with accurate t ire pressure readings. This enables drivers to save fuel, reduce tire tear and wear, and ensure the overall safety of motorists. The DASH7 technology products are also being used in the management of supply chain. Since DASH7 wireless network has high coverage due to its low frequency of 433 MHz, it is being used in the tracking of maritime vessels, cars, and containers. This is allowing businesses to have control over their assets and, therefore, businesses can be assured of more profit. The use of DASH7

Questions Essay Example for Free

Questions Essay 1.) It cannot be denied that the Catholic Church greatly affected the development of the Science of Astronomy or it would be more appropriate to say that the Catholic Church hinders the development of Astronomy. In the early times, the Church persecuted those who are trying to seek the reality about the universe, the outer space and those found in it such as Galileo, Tycho Brahe and the likes.   Because of the power of the Church at that time, many who seek the truth in the field of astronomy had been de-motivated. There are only few persons who were willing to oppose the church and to continue their work in the field of astronomy. Others, after finding something that contradict the views and beliefs of the Church, kept their findings for themselves, not letting the world of their discoveries because of the fear of persecution. As a result, there had been few published books or articles regarding developments in the field of astronomy that contradicts the view of the church. Thus, the church really hinders the development of astronomy because it contradicts their beliefs and teachings and was creating doubts in the perfection of the universe. It took a very long time to be able to accept developments and new knowledge in astronomy. 2.) Tides refer to the alternating rise and fall of sea level within a day. What causes the sea level to change? It is actually the gravitational attraction of the sun and moon that cause waters of the ocean to swell and recede at different parts of the earth. The earth and the moon are two great masses that have a significant gravitational pull on each other. This keeps the moon in orbit around the earth, and it is also what causes tides to occur in the ocean. The fact that there are two tide cycles a day instead of just one can be cogently explained. Although we commonly think of the moon as revolving around the Earth they both revolve around their common center of gravity. The revolution of the earth and the moon about their own center of gravity counterbalanced the gravitational attraction between them. This balance in between the centrifugal force and the gravitational force between the earth and the moon appear exactly at their centers, in the center of the earth and the moon. The earth experiences gravitational and centrifugal forces resulting in the earth’s water to assume ellipsoidal. As the earth turns upon its own axis in about 24 hours, a point on the earth moves through areas with these different forces acting on it. In one rotation (one day), a point on earth travels from an area of high tide, where the earth’s water is being pulled outward, to an area of low tide where the earth’s water is being pulled inward, trough another area of high tide which is the opposite pull to another area of low tide. Then it will return to its point of origin at high tide. Thus, two high tides and low tides can be observed instead of just one in a day. 3.)  Johannes Kepler was born in Wurttemberg in 1571 and died in 1630. He received an excellent and wide-ranging education in Lutheran Schools and at the University of Tubingen. He hoped to follow a carrier in the church, but he wrote paper on an astronomical subject that came to the attention of Tycho Brahe, now at Prague, and Tycho invited the young man to join him as his assistant. After much soul searching, Kepler accepted, and when Tycho died the next year, in 1601, Kepler was appointed imperial mathematician in his place and inherited Tycho’s large body of accurate astronomical observations. Kepler’s greatest contribution was a set of three laws of planetary motion that solved the problem of epicycles and eccentric orbits once and for all. The first of the new laws made a substantial change in the Aristotelian system, for it asserted that planetary motion is not uniformly circular. The planets do not travel in eccentric circles around the sun, but in ellipses, with the sun at one of the two foci of the ellipse. Kepler’s ellipses were very close to circles, which explained why the previous assumption of circular orbits had adequately explained the phenomena as long as observations remained relatively inaccurate. The new assumption was correct within the limits of observational accuracy of the time and required no further adjustments, no eccentricities, no epicycles, and no tricks of any kind. Kepler’s second law of planetary motion asserted that a radius vector joining a planet to the sun sweeps out equal areas in equal time. What this mean is that in a certain time, a planet will travel more quickly along its orbit when it is closer to the sun than when it is farther away from it. This brilliant insight, a major inspiration to Newton, applies to all bodies moving in fields of force, not just planets. It explained most of the discrepancies between astronomical theory and observation. The third law asserted a mathematical relation between the periods of revolution and of the planets and their distance from the sun. Discovering this law was a remarkable achievement considering the primitive instruments Kepler had at his proposal. Kepler spent many years not only advancing his ideas about these laws and preparing Tycho’s tables of observation for publication, but also mulling over what he recognized as the great remaining unsolved problem of planetary motion: the motivation whereby the planets revolved around the sun. What holds the planets in their orbits and what drives them ever forward.

A Small Business Manager as A Leader

A Small Business Manager as A Leader Outline In the 21st century era, small and large, private and public businesses are all aiming towards economic growth. However, this growth has slowed following emergence of unprincipled leaders whose main aim has been satisfaction of individual needs as opposed to their employees and customers. With such unethical practices, it is obvious that a strong impact has been witnessed in economic growth, which boils down to declining capital investments and unemployment for small businesses. Emergence of economic uncertainty can be traced back to WorldCom and e-business sector failure (Luthans, Luthans, Hodgetts, Luthans 2001)1 . Before the famous 9/11 attack, United States economy was already declining following increased unemployment and reduced consumer spending. This condition was further worsened by the 9/11 attack that resulted in increased uncertainty in economic change (Shaw Shapiro 2002)2. These changes have challenged the need for leadership and management at all levels of business fo cusing on ensuring nothing but absolute success. For leadership and management to achieve these roles, there is need for redefinition from the commonly held perspective. Management and leadership are two terms that are commonly and differently used in small businesses and importantly in rejuvenating a dwindling economy. To some people, these terms are seen as synonyms and hence used frequently and interchangeably. From other perspectives, these words are perceived as two different business approaches. Those identifying these terms as extremes maintain the possibility of an individual being a bad manager and good leader simultaneously. Others have resided somewhere between the terms insisting that while management and leadership inherently presents two different business approaches, it is possible to navigate in both positions for a successful business. In modern business environment, businesses whether small or large- will importantly require effective managers and effective leaders if any operation is going to be regarded as successful. While some perspectives argue that their contributions to organizational success vary, it is conclusively understood that management and leadership will apparently contribute positively towards any business success. For the purpose of this article, management and leadership are understood differently. Whether utilized simultaneously or differently, many businesses will give a precise testimony of significant impacts that leadership and management have on any successful business. Therefore, the main objective here is not to evaluate how the two terms vary, but rather how they contribute to success of small business. This essay will hence understand the fundamental characterizations of management and leadership, the components of effective leadership and management in small scale businesses and thei r underlying theoretical perspectives. Ideally with appropriate training, it is possible for managers and leaders to develop a successful small scale business. Leadership versus management In any small scale business, adopting an entrepreneurial spirit is perceived as critical for economic growth, enterprise growth, and overall nation wellbeing. Therefore in these entrepreneurs, the passion is motivated towards ensuring development of businesses that will outline success. As this business is continually natured, the aim is providing the best services and products at friendly prices that can easily be afforded by their customers. Therefore, without even contemplating on what constitutes leadership and management, business developers embark on a journey that is entirely perceived to be geared towards the overall goal. Ironically, these business leaders or managers hardly possess appropriate expertise, background, and desire of managing their businesses in a strategic manner. Leadership and management are important for success and hence if undermined, these businesses are likely to eventually fall or fail to achieve the overall objectives (Kouzes Posner 2007)3. Kouzes and Posner (2007) understand leadership as a process that enables a group member to influence fellow members towards achieving a common goal. Further, the same authors explain that while indeed there exists various leadership styles, there are particular leadership components that will inherently exist in all these definitions. These varying definitions will undeniably agree that leadership is a process; it incorporates influence, involves attainment of a well labeled goal, and occurs in a group context. Hence, regardless of how leadership is operationalized, these aspects will undeniably play a contributing role in the utilized theory and definition of leadership. From a different perspective, Kouzes and Posner (2007) argue that management is understood from varying definitions. Conversely, this does not imply that both management and leadership roles cannot be held by one individual, but management is perceived to follow a definition quite different from leadership. Management definition incorporates supervisory, administrative, and executive direction of an organization or group. Therefore, management and leadership are perceived to share numerous similarities. For instance, going by the understanding of Gordon and Yukl (2004), both leadership and management are ways of impacting influence and collaborating with people for achievement of the overall goal. However, management and leadership fields can also be observed to be different. In Kotlers leadership theory, leadership is an old concept that has been employed in business for many centuries. Management on the other hand is a concept that has been developed over the last 100 years as a result of industrial transformation. Kotlers perspective is undeniably shared by many scholars when it comes to understanding leadership and management. For instance, according to theorists Nanus Bennis as qtd. by Gordon Yukl (2004), management is perceived to be an approach through which activities are accomplished in such a way that routines can be mastered. Leading hence implies influencing others and development of a vision through which change may be enhanced. Rost (Chemers, 2002)4 on the other side understands leadership as a relationship with multidisciplinary influence while management is perceived to be authoritarian leadership that is lined towards one direction. Chemers (2002) adds that leadership and management are two different business approaches that should be h andled by different individuals. Moreover, an overlap exists in the two fields. For instance, when management activities are aimed at assisting employees to achieve organizational goals, this form of management is observed to be operating under leadership. As the leaders are involved in features such as organizing, planning, controlling, and staffing, they are observed to be operating under management. This is a simple indication that these two aspects will undeniably involve interchanging and similar roles and hence can hardly be fully isolated. Literature review In the United States, a larger section of economy is mainly centered on small businesses. In small businesses, leaders have used various approaches that have been employed to enhance organizational positioning in such a way that these business objectives and goals can be achieved (Howard, 2006)5. Based on the fact that economic condition has been a major concern, this market has witnessed a rapidly changing demand for small business. According to Pellerins (2007) perception, small businesses are individually owned and operated, hence hardly dominate in their field of operation. The last three decades have seen United States, among other global nations, witness a dominant development of small businesses (Kuratko, 2007)6. These small businesses have, in United States, resulted to the GDP growth by more than half, serving as a main source of job creation through incorporation of more than 50 of the workforce. Therefore from studies, it is apparent that when it comes to the economic growth, small businesses are hardly detachable. From the United States Census (2005) statistics, 13.3 million United States organizations were registered as small scale businesses by the year 2004. The small business increase has come as a boost to economic growth and as a means of employment creation. Growth in small businesses has been linked to economic improvement and most importantly creation of new employment. According to Kurakto (2007), small business growth has been attributed to increased competition, profitability, and well framed organization goals. In order for these achievements to be enhanced, Kurakto (2007) has noted the importance of effective leadership. However, this has not always been the case because as earlier highlighted; poor leadership is inherent in many small businesses. Beaver (2003) and Perry (2001)7 affirms that one of the reasons for failure in much small business is simply because of poor leadership. Based on this understanding, Gordon and Yulk (2004) have mainly targeted their reteach in understanding important leadership skills that affect small scale environment. More than two decades ago, Beaver (2003) analyzed 200 small scale businesses that had recorded bankruptcy. From the study, it was clearly observed that the main reason behind failure of small business was management neglect, and lack of knowledge on leadership. Therefore, if these small businesses have to be successful, it is important to incorporate leadership styles. As Pellerin (2007) observes, the rate of failure in small businesses is high. This author observes that by the end of the third year, the rate of failure hits more than 62% in many small businesses. However, this study does not incorporate another burning issue: management incompetence. Scheers and Radipere (2007) add that within the first ten years of business operation, 90% of small business fail. These authors strongly agree that failure in these businesses is mainly caused by poor skills in management and leadership. As a result, for any economy to be successful, small business have to be competitive and productive (Beaver 2003)8. For any economic growth, the central role of small businesses can hardly be undermined. For these businesses, leadership and management skills should be understood as main steps towards increased returns. These skills are well incorporated in different theoretical perspectives. From various authors, leadership has been understood differently although th ere is a common agreement in these varying perspectives. Leadership has always been perceived to be a process through which one person is able to support and aid others to accomplish common tasks. Through leadership, a way is created through which contribution is enhanced by ensuring that extraordinary things are implemented (Pellerin 2007). In addition, if these leaders have to be successful, they should importantly portray internal control locus. Charismatic leadership Charisma in leadership is highlighted and defined in numerous ways. It is however perceived to be an exemplary character that is natured in an individual person. According to Kouzes and Posner (2007)9, charismatic leadership is perceived as a behavioral inclination of leaders that result in development of exceptionally strong relationship between leaders and their followers. For these charismatic leaders, Robbins and Coutler (2003) has highlighted three exceptional leadership characteristics which are; expression of high confidence, strong convictions, and dominance in their beliefs. The same authors also add that these charismatic leaders should be able to demonstrate optimism, determination and confidence, and collective ability of accomplishing mission and realizing the vision. These authors arguably add that these leaders are also required to engender trust as well as the ability to take personal risks to prove that their approach is indeed justified. Therefore, there is a high l ikelihood of charismatic leaders focusing to develop a clear and distinct group. Charismatic leadership has a high likelihood of being found in emerging and struggling small businesses than in stable and successful organizations. Emphasizing on the importance of this leadership, Kouzes and Posner (2007) have highlighted five important attributes that must be found in any leader to be categorized as charismatic. They are: (1) Articulation and vision; (2) Sensitivity to the needs of employees; (3) Personal risk taking; (4) Sensitivity to the business environment in which the business is operating; and (5) Execution of progressive behavior. Schermerhorn (2005) has summarized charismatic leaders as leaders or managers who are capable of sparking a sense of belonging towards the business. In addition, these leaders have been able to inspire their employees towards a direction in which organizational objectives and goals may be achieved (Schermerhorn 2005)10. Transformational leadership According to Pryor et al. (2007)11, transformational leaders are able to impact movement and change in their organization. Such leaders are able to seek ways of altering the prevailing structure while ensuring that people are continuously convinced to support new responsibilities and vision. For the excellent transformational leaders, power and authority is utilized as motivational and inspirational tools to the people they follow and trust. This leadership is hence able to provide energy producing characteristics through which new changes are likely to be generated in a business. Furthermore, these leaders are capable of motivating followers to transcend their individual interests for other combined purposes while at the same time ensuring that these followers are assisted to increasingly satisfy their individual needs. Pryor et al. (2007) have revealed inner transformational leadership characteristics in small business. These characteristics are highlighted to be inclusive of hones ty, integrity, and personal values. These characteristics are positively influential to the leaders behavior. For effective performance, a major ingredient is connection of transformational leadership with life experiences. This inner connection is combined with the resulting behaviors do develop external behaviors through which a business is transformed. For instance, a group vision is produced by a sense of personal involvement. Management models Conventionally, small businesses have been seen to have a low likelihood of utilizing strategic management models in comparison to large organizations based on a number of reasons. They are: (1) Small businesses are in most cases owned at the family level; (2) The leaders in small businesses are in most cases focused on daily operations thereby paying minimal-if any- attention to strategic management systems and management models; (3) Small businesses are mainly less endowed in financial resources that can comfortably be utilized in improving business performance through training; and (4) Competitors at their levels apply similar business approaches, without incorporation of any managerial models and implementation of systems through which improvement can be enhanced. Additionally, entrepreneurs involved in development of small business are hardly interested in development of procedures and processes. On the other side, large organizations obviously incorporate people with a clear understanding of management models by the time they have completed their studies in colleges. Moreover, these organizations have large amounts of finances that can resourcefully be allocated to training. Large scale businesses compete with large business opponents that are competitively and strategically driven. Strategic management approach This approach was initially developed by Toombs, White, and Pryor (1998) with a perception that small scale business leaders or managers incorporate strategic management elements in their business. This ideal incorporates the SWOT analysis together with the vision, mission, objectives, goals, values, competitive advantage, critical success factors, measurement, and feedback. Various theorists strongly insist that strategic management is an important aspect for a small business targeting enhancement of quality initiatives. Numerous authors have mostly insisted that as a result of incorporating various business theories, models, standards, tools, strategies, surveys, and training, it becomes possible for small businesses to be improved. These theorists mainly insist on the need for integrating quality initiatives into the organizations strategic management (Pryor et al. 2007)12. As a way of creating additional emphasis on this point, Chemers (2002) explain that total quality management must be linked to the strategy of a business because most strategies incorporate goals. Chemers also adds that TQM must be guided by a senior team in management and project selection must be based on their importance when it comes to achieving success in a business. Robbins and Coulter (2003)13 supports the perception above. However, they argue that customer impact must be integrated with strategic management as a way of achieving the desired results. Model While strategic management theory is perceived to be a model that should be incorporated by business leaders for long term success and survival, this model hardly incorporates the 5Ps model that was established by Pryor (1998)14. The strategic management model and strategic direction establishment is perceived to be incorporated in one of the five rudiments that should importantly be adopted to enhance a business success. For pneumonic purposes, this business approach has mainly been referred to as Purpose. The remaining elements are performance, people, processes, and principles. The 5Ps model is perceived to have some elements that are similar to those found in strategic management model that has earlier been examined. However, these elements have additional importance besides their individual importance. Moreover, their alignment is perceived to be equally important. Business leadership approaches Trait approach to leadership Trait approach is developed from great man model as an approach through which key characteristics can be identified for successful leaders. This approach is centered on the perception that through this approach, it is possible for leadership approaches to be isolated. Therefore, individuals possessing such traits can be selected, recruited, and installed into the positions of leadership. This theory has resulted in development of numerous traits. After numerous years characterized with continuous research, it is apparently hard to identify consistent traits. Although some traits have been found in various studies, these studies results have been inconclusive. It is possible for some leaders to possess certain traits. However, in case these traits are not present in an individual, this is not sufficient reason to disqualify such a person as a leader. In order to qualify an individual as effective leader, various traits should be processed. Nevertheless, there is a high likelihood of s ome traits to be more frequently observed than others. Some of the commonly observed traits in an effective leader are inclusive of friendliness, technical skills, task motivation, supportiveness to group tasks, emotional control, social skills, intelligence, and general charisma. Behavioral leadership The trait studies results were not conclusive. The inconclusiveness is based on the perception that it is hard to measure traits amongst other things. For instance, it is hard to measure such traits such as integrity, diligence, loyalty, and honesty. This inconclusiveness is what has challenged development of behavioral model. In this model, the focus is based on human relationships alongside performance and output. In McGregors theory Y and theory X managers, it is observed that an average individual is more likely to develop an inherent work dislike and will make all efforts possible to avoid working. In theory X, it is observed that this individual characteristic is highly likely to provoke the need for controlling, coercing, or even threatening individuals if they are to be encouraged to make efforts required for organizational goal achievement. Theory X is also based on the perception that an average individual highly prefers being directed as a way of avoiding responsibility. In theory Y, the managers believe that mental or physical effort expenditure is as natural as rest and play. In addition, the managers believe that employees are likely to exercise self-control and self-direction as a way of achieving the objectives that define their commitment. Moreover, the ability of exercising high level of ingenuity, imagination, and creativity in organization problem solution is widely (as oppos ed to being narrowly) disseminated in the people and human being potentials. From this theory, it is possible to conclude that theory X leader is more drawn towards an autocratic approach while theory Y leader is more drawn towards a participative style. In the managerial grid, developed through collaboration of Jane Mouton and Robert Blake, the focus has mainly been drawn to managers, employees (people), and task (production) orientation together with a combination of concerns between these two limits. Mouton and Brake model therefore suggest that team management, a major concern to production and employee, is the most effective leadership approach. Situational or contingency leadership approach to business Even as behavioral model is likely to assist management in a business when it comes to development of a specific leadership behavior, little guidance is given in understanding the constituents of effective leadership in varying situations. Undeniably, most modern researchers conclusively agree that indeed there exists no one appropriate leadership style for every manager under all settings. Therefore, development of contingency models was aimed at indicating that the utilized style is dependent upon such aspects as the people, the situation, and business among other surrounding variables. In contingency approach, it is understood that there hardly exists one specific approach through which managers can be able to lead. As a result of situations, varying leadership requirements are likely to be created for a leader. For this leadership situation, the solution is dependent on the factors affecting the situation. For instance, in a high routine environment characterized with repetitive tasks, a comparatively directive management approach it likely to yield best results. However, a more participative approach will be required in a dynamic environment. Building a successful business According to Howard (2006)15, business performance is perceived to be a multifaceted construct incorporating customer, operational, and financial oriented performance domains. The non-financial measures are inherent in Howard study. This performance measurement approach is incorporated as a result of limitation connected with small businesses financial data measurement. The satisfaction of the owners through performance of business is perceived to be one significant success indicators. Small business success is defined as performance level equal to or exceeding the firms owner expectations. The indicators that have mainly been employed in performance measurement are: profitability, annual earnings, and return on investments. Standards of a small business The small business standards have been developed by Chartered Quality Institute (CQI) (2007) in collaboration with the management consultants. This is a business model that is perceived to be important for managers targeting continuous growth in their business. Designing of the small business standards is aimed to be utilized in various investments that include small and medium size businesses, and micro businesses (CQI 2007). In the places where management term is utilized to imply micro business, it is likely to imply the proprietor. In the standard business model, there are nine main sections: (1) Customer care; (2) Business reviews; (3) Employees and staff; (4) management responsibility; (5) suppliers; (6) processes and work environment; (7) Correction and prevention of services complications; (8) Records; and (9) Documentation. While the standard is mainly perceived to be simplistic in comparison to the 5Ps model and Strategic management model, it incorporates numerous small bus iness management key ingredients. Therefore for small businesses, it is likely to be a good starting point as the business moves towards management and improvement of its organization (CQI, 2007)16. In relation to the small businesses standards application, one British Standards Institute website has observed that it is possible for real business standards to be achieved by small scale businesses. If this approach is well utilized, it hence has a high likelihood of resulting in: (1) elimination of inefficiencies witnessed when it comes to allocation of already limited resources; (2) improvement of marketing speed and risk reduction; and (3) enhancement of an effective competition with bigger businesses (British Standards Institute 2007)17. From the general leadership perspective, it is apparent that indeed success or failure in results production will mainly depend on leaders character. For these leaders to be viewed as effective, they have to be viewed as essential for the business success. However, the achievement of organizational success will not depend on adoption of similar leadership styles in all organizations. Nonetheless, these leaders will have an influential role on how the organizational goals are to be achieved by the employees in the organization. For this to be enhanced, small business leaders will require advanced understanding of the leadership styles to portray progress and development in achievement of organizational objectives and goals. With small business research, these leaders will be provided with understanding of leadership activities that are necessary for specific position if achievement of organizational objectives and goals is to be enhanced. These businesses will hence have to establish working environment for their business; this will be enhanced through leadership style. For organizational effectiveness, leadership will obviously have an important role. If employee empowerment will not be fulfilled in these organizations, there will be a high likelihood of employee dissatisfaction that will undeniably divert from achievement of organizational objectives and goals. Therefore, if a healthy working environment has to be maintained in these businesses, leadership should play an integral role. Conclusion The theoretical underpinnings evaluated in this article clearly demonstrate need for robust leadership existence in any small business. The failure of these businesses is indeed due to failure to adopt the necessary and fundamental requisites of a successful organization; effective leadership and management skills. This essay is very relevant; for instance in the current economic conditions that desperately require an influential intervention. Leadership hence should be trailed towards ensuring employee satisfaction and effectiveness as a way through organizational success and profitability will be enhanced. Consequently, robust leadership will eventually affect the success and profitability of small business. The way through which this will be enhanced is through incorporation of leadership and management theories analyzed in this essay. These leadership and management hence need to be employee motivation towards adaptation of organizational vision and mission. References 1(Luthans, Luthans, Hodgetts, Luthans 2001) 2(Shaw Shapiro 2002) 3(Kouzes Posner 2007) 4(Chemers, 2002) 5(Howard, 2006) 6(Kuratko, 2007) 7 Beaver (2003) and Perry (2001) 8(Beaver 2003) 9 Kouzes and Posner (2007) 10 Schermerhorn (2005) 11 Pryor et al. (2007) 12 White, and Pryor (1998) 13 Robbins and Coulter (2003) 14 established by Pryor (1998) 15 According to Howard (2006) 16(CQI, 2007) 17 (British Standards Institute 2007)

Tim O’Brien’s The Things They Carried, Daniel Ellsberg, and the Vietnam

Tim O’Brien’s The Things They Carried, Daniel Ellsberg, and the Vietnam War Daniel Ellsberg once believed in the need to contain Communism, in America’s military supremacy, and in the sanctity of those who governed America’s democratic institutions, yet decades of American involvement in Vietnam changed these beliefs for him. The nature of the Vietnam War forced Ellsberg to revise his earlier faith in America’s ability to win any war and his faith in the trustworthiness of America’s leaders. By 1971, this former Defense Department official had so completely altered his thinking that he leaked classified documents to the press in order to encourage public scrutiny of American foreign policy decisions in Vietnam and of the integrity of those who made such decisions. Although Ellsberg is an extreme example, he illustrates the way the Vietnam War called into question many widely accepted beliefs that were shaped by American experience in World War II and in the Cold War. The reassessment of these World War II and Cold War assumptions, however, was not universal within the nation nor within the government elite. As some leaders revised their thinking because of Vietnam, and others held tightly to their initial assumptions despite contradictory evidence, dissent and confusion increased in the higher echelons of government. This high-level dissension mirrored the differences of opinion in the nation and was often responsible for ambiguous, inconsistent policies in Vietnam. Tim O’Brien’s The Things They Carried reveals how the lack of government consensus and clear purpose in policy, as indicated by an analysis of Ellsberg’s intellectual conversion, translated into confusion, purposelessness, and futility for those who a... ...for reconsideration. It seems that if any consensus was left intact after the Vietnam War, it was one of cynical distrust, critical questioning, and ideological confusion. Works Cited Chafe, William H. The Unfinished Journey 3rd edition. New York: Oxford University Press, 1995. Ellsberg, Daniel. Papers on the War. New York: Simon and Schuster, 1972. Herring, George C. America’s Longest War: the United States and Vietnam, 1950-1975 4th ed. New York: McGraw-Hill, 1996. Hodgson, Godfrey. â€Å"The Ideology of the Liberal Consensus† in History of Our Time. Ed. William H. Chafe and Harvard Sitkoff. 4th edition. New York: Oxford University Press, 1995. O’Brien, Tim. The Things They Carried. New York: Houghton Mifflin, 1990. Schrag, Peter. Test of Loyalty: Daniel Ellsberg and the Rituals of the Secret Government. New York: Simon and Schuster, 1974.

Creation of Identity in Chaim Potok’s The Chosen :: Potok Chosen Essays

Creation of Identity in The Chosen Many forces can powerfully change the identity of a person. In the novel, The Chosen, a few of these forces are religion, family, and friends. Religion is one of the main points in anyones identity and much of the book is based around the fact that the main characters, Reuven and Danny, are Jewish. In Danny's case religion changes the entire way he was raised, as his father puts it, "I did not want to drive my son away from God, but I did not want him to grow up a mind without a soul." (Potok pg. 266) During Reb Saunders explanation of why he raised his son in silence he reveals that both God and a soul were key factors, these being both religious. Another example of religion playing a part on ones identity is when the fathers of the boys catch themselves in a battle over Zionism, Reb says "I'll tell you who says it! True Jews do not say such a thing." (Potok pg. 188) Reb Saunders words in response to David Malter's opinion take a shot at Reuven's identity. By challenging Reuven's beliefs it is hitting his identity quite hard, the issue is so touchy the boys stop talking over it. Family is another big chunk of one's identity. Reb Saunders identity is changed through many experiences of his brother. This not only affects him but affects Danny as well, seeing as he was raised on his uncle's mistakes, "Reuven, I did not want my Daniel to become like my brother." His brothers mistakes challenged Reb to step up and follow in his fathers legacy, and when his son is caught in the same position it affects how he was treated. Family is also what you are taught by and things can be both beneficial and non. When first meeting Reb Saunders, Reb asks Reuven, "And you know Hebrew. A son of David Malter surely knows Hebrew." (Potok pg. 121) A normal child may not understand Hebrew, but in Reuven's case because his father is very religious he does. Your knowledge of the world is very much part of your identity and your family definitely affects that.

Leadership Management of the Virgin Group Essay

Change is the only constant in the world so when the world changes it is a must for an organisation to have the pace of change, to anticipate a success ahead. Virgin Atlantic has undergone many changes as the case in 1999 49% of Virgin Atlantic’s stake was sold to Singapore Airlines to have a partnership. (virginatlanbtic, 2010) and there was another change in 2008 where Virgin Atlantic started to use bio fuel instead of jet fuel(Virgin Atlantic,2011). When the organization faces challenges like these different situations, leadership styles canadapted to address the challenge. When Virgin Atlantic sold its 49% of stake to Singapore Airlines, it made the following challenges of merging, because now Virgin Atlantic is not fully authorized to change issues of it, it had to rely on Singapore Airlines too, so it can’t adapt an autocratic or bureaucratic leadership style, it should adapt the democratic where each party’s opinion is considered in the process of Virgin Atlantic. Since Richard Branson is a charismatic leader (Grant, 2004). He can easily adapt to any leadership style as it is required by the joint venture. In the case of bio fuel usage too the condition is the same. Being democratic the leader listens to the opinions from others too when there is an issue and can tell them the importance of change for an instance the bio fuel usage reduces green house gas emission in the environment, so it is an environmentally friendly activity. Task 2. 1 Virgin Atlantic is one of the successful products of The virgin Group whose organisational culture is quite complex, because this specific organisation has got more than 100 companies with often completely unrelated products. The Virgin Atlantic was too launched to expand the brand value of The Virgin Group, so having an understanding about The Virgin Group tells what kind of organisational strategy is followed in the Virgin Atlantic. It tries to create the loyalty of the customers; the innovative management inspires the employees to be actively engaged in the organisation (http://ivythesis. typepad. com/term_paper_topics/2010/07/case-study-richard-branson-and-the-virgin-group-of-companies-. html, 2010). Many leadership theories have influence over such organisational strategy of Virgin Atlantic. The transformational leadership can have positive impact on the development of the organisation. The possibility of having transformational leadership is assured where all united together as an organisation with sense of commitment (Naughtin), since Virgin Atlantic has a team work with the involvement of each employee, this leaderships favours the health of its organisational strategy, because here the group works under a common goal like increasing the image of Virgin Group in the world, which definitely increases the overall efficiency. Transactional leadership is something different from transformational, in transactional leadership personal performance of leadership is mainly concerned ,which can lead to greed and lack of team work. According to the organisational behaviour pattern of Virgin Atlantic this leadership theory won’t work well because, although the chairman is Richard Branson, he is not one, but million ones together who has the interest on Virgin Atlantic. So this style rarely helps to increase the performance of Virgin Atlantic. Task 2. 2 As stated above the vision of Virgin Atlantic is â€Å"to grow a profitable airline where people love to fly, and where people love to work†. Virgin Group has gone far in achieving this, but to be the one of the leading world’s airline, the organisation should have a realistic strategy with many features, that supports the direction of the organisation. Being a transformational and charismatic leader (Richard Branson) is the best to navigate Virgin Atlantic in the path of success (Virgin Atlantic, 2011).