Education - Teacher Essay Example for Free

Education Teacher EssayHonorable guest of honors, ministers, parents, friends, and students, l would like to welcome you to Borrowdale Brooke honorary society Sports daylight. School gasconades day is a red letter day on the calendar. It is a day when students are freed from their classrooms to jump and run around, freed from the fetters of learning. It is a day for mothers to arrogate their summary best and fathers to cheer on their sons. Its a day when children who may struggle with academic subjects show that they can race faster or jump further than anyone else. Its a day for red faces and perspiration where t-shirts and shorts are the order of the day. Its a day for starter guns or teachers with whistles. School sports day is a day for cameras and videos and smiling faces. Its a day for triumph and disasters, for successes and failures. Speeches are given and medals are presented and, overall, its a day for sportsmanship and making memories. This year, I am pleased to se e, many are competing encompassing over 50 staff and family members in a wide variety of events. non least of which is the tug-of-war which I am told will be vigorously contested.As I look around here today I am reminded once again of just how passionate teachers are about sport and what great competitors you all are. One of the consistencies I see when I watch students play at school is the love BBA Students have for sport. And what a great thing sport is on so many levels. Beyond the obvious health and activity benefits, sport can teach us much about life. It teaches us about teamwork, it teaches us how to get along with others, and it teaches us to work together to achieve a common goal.Its also about trust and responsibility and about dealing with success and failure. Sport also helps us learn about coping with pressure and the need to stick with training in order to improve. As well as the benefits to individuals, sports and physical activity also bring great benefits to com munities through with(predicate) such things as improved health and education, rehabilitation, crime prevention, and gender equality. Another important aspect of sports is its ability to make people feel they are recess of something.In a survey done on our last sports day, everybody interviewed said that the event made them feel a part of Borrowdale Brooke Academy. Borrowdale Brooke Academy recognizes the value of exploitation sport as vehicle for development But while the challenges are great, so is the commitment to find solutions. I want to acknowledge all the upright work done by Teachers and also parents. Everybody has a responsibility to work towards making communities safer. To achieve that goal parents and teachers need to work closely together.This sports day is an sharp way to bring people together in a relaxed environment that will build lasting networks and friendships across the sector. I congratulate the organizers and particularly the director of studies Mrs. He nney, the principal Mrs. Rutsito and his deputy Mr. Muridzi, the technical coordinators Mr. Maviki, and other members of the organizing team who have done a great job in putting together todays program. And now it only leaves me to wish all competitors good luck and to declare the First annual Borrowdale Brooke Academy Sports Day open. Thank you.

Macbeth Essay Example for Free

Macbeth EssaySince the Mesopotamian era of 3000 B. C. images grant been an essential part of life and are easily found throughout society, imbedded in religion, intertwined in mythology and commonly related with superstitions. Even in the twenty-first century people still believe in ancient numerical superstitions, such as the roaring number seven, or the unlucky number thirteen. During the seventeenth century William Shakespeare uses social superstitions in his famous tragedy, Macbeth, by writing in a twofold literary condition.Shakespeare reinvents the number tether by relating in to evil and darkness throughout the play, providing it with a new superstitious meaning. Macbeth follows the transformation of the title character from thane to king, sane to evil. afterwards putting down two rebellions against the fag of Scotland, Macbeth is awarded title and favor with the gracious King Duncan. When greeted by triplet mysterious witches, they prophesy that Macbeth resul t be make Thane of Cawdor and eventually King of Scotland. They also prophesize that Banquo bequeath beget a long line of Scottish kings provided will never be king himself.Macbeth and Banquo march their prophecies sceptically until some of King Duncans men come to thank the two generals for their victories in battle and to tell Macbeth that he has indeed been named thane of Cawdor. In strain to aid the prophecy, Macbeth murders the good Duncan and is crowned King of Scotland, but once his great goal to be king is achieved he begins to fear the prophecy brought forth to Banquo. In fear of being overthrown from the throne Macbeth goes on a psychotic rampage examineing to protect his future while ruining his sanity and brings upon himself his own demise.While entangling the threefold literary pattern into a tragic plot, William Shakespeare presents the appearance of three apparitions, the three murders, and the character choice of three witches to precipitate evil at the presenc e of the number three. Shakespeare turns the conventional and traditional meaning of threes upside down in act one, motion picture one when he begins to relate the number to evil. leads are commonly related to stability and completeness in religion there is God omniscient, omnipresent and omnipotent, in judgment of conviction there are three divisions, past, present and future, and three grammatical persons- me, myself and I.In a dark and ominous meeting, Shakespeare introduces his auditory sense to three women who will continue to haunt Macbeth throughout the play the three weird sisters. As the first characters the audience has the pleasure of meeting, the witches set the mood for the entire play with a sense supernatural as instruments of darkness (I. iii. 136). In the opening scene of the play each witch speaks three times within the first eleven lines, the first two being When shall we three meet again / In thunder, lightning, or in rain? coupling three undesirable and threa tening circumstances, suggesting constrictions and limitations as these three things generally happen at the same time. The trio pattern begins with this, self-aggrandising a false sense of stability until to the audience until the witches state that what is fair is foul, and foul is fair (I. i. 12). This suggests that the stability of threes is actually a farce and will bring instability and chaos. Before their meeting with Macbeth, the fist witch informs her sisters that she has planned revenge against a sailor whose wife refused to share her chestnuts.Through her description of her plan, Shakespeare reveals to his audience that they posses great power but with limits unlike an instrument of fate would have. She plans to transport through a sieve (I. iii. 9) to curse him but she is not powerful complete to have him shipwrecked, only to have his ship tempest-tossed (I. iii. 26), showing their limits. As the first witch explains her plan she speaks in triplets, Ill do, Ill do, an d Ill do (I. iii. 11), to emphasize her evil intentions. When Macbeth and Banquo present themselves to the witches just moments later, they greet Macbeth All hail, Macbeth speak to to thee, Thane of Glamis / All hail, Macbeth Hail to thee, Thane of Cawdor / All hail, Macbeth, thou shalt be king hereafter (I. iii. 51-53). Three greetings that seem so fair of noble having and of royal hope (I. iii. 59) are sure to turn foul. The greetings mimic the common greeting of the New Testament, All Hail (Matthew 28. 9). In Matthew 26. 49, Judas prepares to betray Jesus to the Sanhedrin and Ro while soldiers. His plan is to identify Jesus by greeting him with a kiss so that the soldiers will know which man to arrest. Judas approaches Jesus, saying, Hail Master.The witches greet Macbeth in a similar fashion, and, as Judas betrayed Jesus, so do the witches betray Macbeth. This mirroring comparison shows Shakespeare cutting all biblical and holy beliefs in the number three, using religious eviden ce to eliminate the idea that three is a number of stability. Shakespeare even has his three witches speak in contradictions to create clean confusion and increase the presence of evil, such as when the witches characterize Banquo as lesser than Macbeth, and greater (I. iii. 68). After stirring up quite a billet of trouble, the witches vanquish, not to be seen again until the first scene of the fourth act.The signal to begin their evil incantations is brought to the witches by three meows of a brinded cat (IV. i. 1). Again, the witches exit turns, speaking in a threefold pattern, taking their turns and presenting a rhyming, triple statement to open the act Thrice the brinded cat hath mewd. / Thrice, and once the hedge-pig whined. / Harpier cries Tis time, tis time (IV. i. 1-3). While working on concocting brew the witches chant around a cauldron, throwing in variant items, taking turns to add their contributions, dividing the ingredients into three separate groups.When Macbeth a rrives to the cavern he greets the witches as secret, black, and midnight hags (IV. i. 48), three negative descriptions dripping with evil connotations. The weird sisters (III. iv. 165) conclude the evil presence within triplet patterns by presenting three mysterious visions or apparitions to Macbeth, in order to provide him with the same sense of false security that the audience had felt initially. With thunder roaring in the background, Shakespeare thrusts his main character into various details that would terrify any person milk of human kindness (I. v. 7). When Macbeth is faced with the three apparitions they bring him fair sounding news that is doomed to be erosive and foul (IV. iii. 28) because of the threefold predictable pattern.When the first of the three mystical spirits appears to Macbeth in the form of a floating warhead, warning him to beware Macduff (IV. i. 81), Macbeth shrugs it off, already wise to(p) this. When the second apparition appears as a bloody child, it tells Macbeth that no man born of a woman can do him harm. This gives Macbeth great confidence therefore live Macduff what need I fear of thee (IV. . 93). Finally, the third ghost appears as a child wearing a crown with holding a tree diagram in hand. This phantom is the one to stir Macbeths blood and spook him and has him demanding to know the meaning of the final vision. The child tells Macbeth that he shall never be vanquished until/ undischarged Birnam Wood comes to high Dunsinane Hill (IV. i. 105-106), a plain impossible task, but in the Shakespearean world of threes, things are not as they seem. This, giving Macbeth false security, is followed by a procession of eight crowned kings all similar to the one before.The final king carries a mirror, showing a seemingly endless lineage of kings, frightening Macbeth into overbold, unthinking irrationality, contrary to his previous semi-thoughtful behaviour. The three apparitions all in still a false sense of self-assurance in Macbe th but after Shakespeares triplet patterns have caused nothing but grief during the play, the audience is able to see through the prophetic ghouls that act as symbols, foreshadowing the way the prophecies will be fulfilled.The warhead suggests a third rebellion, the first two put down by Macbeth while the third is caused by his treacherous ways in a turn of events that can only suggest that if Macbeth hasnt died the first two times, then the third times the charm. The bloody child of the second vision is the image of Macduff as a babe from his mothers womb / untimely rippd (V. viii. 19-20), delivered through caesarean section. This venial technicality that evades Macbeth is the key to his downfall, and thanks to his ignorance he believes he is invincible. The line of kings, thrust in Macbeths face is his last hope, the finishing blow.With the knowledge that there will be men who are too like the spirit of Banquo (IV. i. 127) Macbeth subconsciously knows that all hope is lost to him , but he clings to the second apparitions speech, claiming that he cannot be harmed by any person born of a woman. The terrible threes that Shakespeare entangles into the apparitions doom-filled messages not only anticipate the death of Macbeth, but also lead him to it. It is by his self-assurance, pride and ambition that Macbeth believes he will survive, hearing only what he wishes from the prophecies.Since the prophecies suggest he will be fine, Macbeth takes it to means and believes so without watching out for himself he does not attempt to prevent the rebellion, nor does he stay in the castle when he knows he is a sign because none of woman born can harm Macbeth (IV. i. 91-92). By presenting these ghoulish visions, the witches lead Macbeth to his death by power of suggestion and lack of a complete digestion of the situation on the title characters part. The witches prophetic ways also lead Macbeth to far worse things than pride. Macbeth is urged by the third prophecy of being king to kill Duncan, King of Scotland.Although his wife is the spur (I. vi. 25) who pricks the horse of intent, the intent is spawn from the prospect of his hopes coming true. The third prophecy leads him to murder, using trickery to make the fair prospect of being King derive from such a foul act as unjust murder against the gracious Duncan (III. vi. 3-4). If Macbeth had stayed content with the first murder he could have lived a happier life, but troubled by the prophecy presented to Banquo, Macbeth fears for his throne and sets out to murder his best friend in a foolish attempt to confute the prophecy.Macbeth performs his second murder. While this time, instead of doing it himself, Macbeth hires two murders, but as the fates have it a third joins the informal party. With the third murderer present, a seemingly swooning kill has become a challenge and struggle because three is a crowd. If the third murderer was Macbeth, unable to stay away from the murder of his self-sworn enemy, it is no enquiry that he tagged along to fulfill the destruction of a prophecy, only intensifying its after effects. Macbeth becomes miserable and his mind is unclear the second murder had taken up(p) him and caused him great fear.If not for the prophecies and initial trickery, Macbeth would have not stopped to rage against a friend that had been so dear to him and would have not killed Banquo in an attempt to save his own life, that was previously not in danger. The first two murders written by Shakespeare mainly show cause, but the third and final brings a big effect. With Macbeth murdering the innocent wife and children of Macduff, just because he fears Macduff knows the truth about Duncans murderer, the intent of murder changes.The first two were intended to attain and observe a powerful position, but when his pride and fear get the better of him, Macbeth hires men to commit the third murder with no sense of regret, as he had after murdering Duncan (I am afraid to think what I have done (II. ii. 66)). Nor is Macbeth mentally disturbed, as he had been after murdering Banquo, seeing ghosts. After the third murder, Macbeth is a well-seasoned professional and becomes emotionally detached from his victims as they become but another dead. The third murder backfires and works against Macbeth, only spurring the intent of Macduff to kill him more savagely than before.Shakespeare pushes the idea that there needs to be a third murder in order for symmetry and regulation, but by adding in a third murder, Shakespeare is able to, again, shatter all former pretences about the stability of the number three, changing its relationship to represent evil. While using triplet speaking patterns, triplet events and groups of three people, Shakespeare uses three savage murders, three frightening apparitions and three ugly, diabolical and manipulative witches to present the number three as a superstition, dragging along evil wherever it goes.While Shakespeare uses the number three to predict and present evil throughout the tragedy Macbeth, he strives toward changing societal views of the number. With a simple beheading, Macbeths tragic downfall is complete and caused entirely by the three prophecies foretold by the three witches who showed Macbeth the three apparitions and encouraged him to commit three murders. By introducing the three witches first, Shakespeare relates the number three to the hags immediately and through their chaotic destruction of peoples lives by influencing their sins, the witches represent all the evil of the prophecy.

Leadership and performance Literature review

Leader station and performance Literature reviewAn overview of the topic of drawing cardship styles summarizes that the existing studies on how performance is touch on by lead style is separated into important phases. Early studies on attracters (frequently categorized as trait studies on leading) concentrated on identifying the reputation traits which characterized successful attractors (Argyris, 1955 Mah 1y et al., 1960). According to them successful attractions atomic number 18 natur altogethery born and those they take for certain native characteristics which distinguish them from non- loss leaders (see Stodgill, 1948). However, there was signifi lavatoryt barrier in validating these characteristics led to widespread criticism of this trait approach, signaling the emergence of style and behavioral approaches to leaders (Stodgill, 1948). Style and behavioral theorists shifted the emphasis past from the characteristics of the leader to the behavior and style the leade r adopted (Hemphill and Coons, 1957 Likert, 1961). The primry conclusion of these studies is that adoption of democratic or participative styles by leaders are much successful (see, for example, Bowsers and Seashore, 1966). In this sense, these early studies are focused on identifying the single best way of leading.Similarly to trait theories, the major weakness of style and behavioral theories is the ignorance of how important authority situational factors play in determining the effectiveness of individual leaders (Mullins, 1999). It is this limitation that gives rise to the situational and contingency theories of leadership (for example, Fiedler, 1967 House, 1971 Vroom and Yetton, 1974) which shift the emphasis away from the one best way to lead to context-sensitive leadership. Although each study emphasizes the importance of different factors, the general tenet of the situational and contingency perspectives is that leadership effectiveness is dependent on the leaders diagnos is and below(a)standing of situational factors, followed by the adoption of the appropriate style to deal with each circumstance.However, recent studies on leadership cast off contrasted transactional leadership with transformational. Transactional leaders are said to be instrumental and frequently focus on exchange relationship with their subordinates (Bass and Avolio, 1993). In contrast, transformational leaders are argued to be aerial and enthusiastic, with an inherent competency to motivate subordinates (Bycio et al., 1995 Howell and Avolio, 1993).Although the brief summary above indicates that research into leadership has gone through periods of skepticism, recent interest has focused on the importance of the leadership determination to the success of disposals. Fiedler (1996), one of the most respected researchers on leadership, has provided a recent treatise on the importance of leadership by arguing that the effectiveness of a leader is a major determinant of the succ ess or failure of a group, government activity or even an entire country. Indeed, it has been argued that one way in which organizations have sought to cope with the increasing volatility and turbulence of the external environment is by training and developing leaders and equipping them with the skills to cope (Darcy and Kleiner, 1991 Hennessey, 1998 Saari et al., 1988). These claims are ground on the assumption of a direct refer between leadership and organizational performance. This assumption requires critical review.Widely celebrated cases of a direct leadership-performance link may be found in numerous anecdotal accounts of improvements of company performance attributed to changes in leadership (see, for example, Nicholls, 1988 Quick, 1992 Simms, 1997). However, empirical studies into the links between leadership and performance have been lacking. unmatchable notable exception is the detailed study of the impact of leadership on performance in the somewhat surprising contex t of Icelandic fishing ships. Thorlindsson (1987) suggests that variations in the performance of different fishing ships, under identical conditions, can be accounted for by the leadership skills of captains. Over a triad-year period, Thorlindsson (1987) revealed that the leadership qualities of the ship captains accounted for 35 to 49 per cent of variation in the catch of different crews.Other studies which examine the links between leadership and performance coincide with the re-emergence of the one best way to lead debate. Of particular relevance is the resurgence of interest into charismatic leadership, which is frequently referred to as transformational leadership (Bass and Avolio, 1993). A number of researchers theorize that transformational leadership is linked to organizational performance (see, for example, Bycio et al., 1995 Howell and Avolio, 1993). Conceptually, it is argued that the visionary and inspirational skills of transformational leaders motivate abetter _or_ a bettors to deliver superior performance (Nicholls, 1988 Quick, 1992).In summary, much of the above yard presented as supporting the claim of a leadership-performance link is anecdotal and frequently over-concentrates on the transformational role of leaders in corporate successes (for example, Quick, 1992 Simms, 1997 Taffinder, 1995). It would appear that few studies have responded to the observation of Porter and Mckibbin (1988) that much of the research reported as supporting this claim is either monstrous or empirically suspect. The limited or inconclusive character of research findings in this area suggests the need to investigate further the nature of the relationship between leadership and performance.leaders TYPOLOGIESSeveral different categories of leadership paradigms have been suggested by various researchers. For example, Bass (1985) stated that there are quatern dimensions of transformational leadership, three dimensions of transactional leadership, and a non-leadership dimension of laissez-faire leadership (Bass, 1985). Avery (2004) suggested categorizing leadership into four leadership paradigms, while Goleman (1995) prefers six leadership paradigms1.Despite Basss (1985) model being acclaimed as making a major contribution to leadership, his theory has been criticized for various reasons (Yukl, 1999). One criticism is that his model overemphasizes the importance of one or two leadership paradigms (e.g. transactional and visionary), omitting the classical and organic paradigms Bass asserts that visionary (transformational) leaders are nearly ceaselessly much effective than transactional leaders, but otherwises (e.g. Judge and Piccolo, 2004 Wallace, 1997) dispute this. While this in itself does not invalidate the concept of visionary leadership, Bass attributes more to visionary (transformational) leadership than perhaps he should. As Avery (2004) suggested, both transactional and visionary leadership are valid forms of leadership, but visionar y leadership may be applicable more broadly, including in situations where there are insufficient resources for the manager to rely on supplying external rewards (Judge and Piccolo, 2004), or where the situation is complex and ambiguous, and relies strongly on follower knowledge and committal. Avery suggests that there are other situations in which transactional leadership is the appropriate form of leadership, such(prenominal) as when pursuit are unwilling or futile to commit to the leaders vision. In contrast with Basss (1985) model, Averys (2004) paradigms provide a broad land allowing for different forms of leadership that have evolved at different times and in different places. The paradigms are useful for showing that there is no single best way of thinking about leadership, rather that different kinds of leadership polish social and historical roots. Averys paradigms allow leadership to depend on the context, respond to organizational needs and preferences, and involve m any interdependent factors that can be manipulated (Bryman, 1992 Shamir and Howell, 1999 Yukl, 1999).LEADERSHIP PARADIGMS AND MEASURESAvery (2004) proposes 13 indices to differentiate between her four paradigms classical, transactional, visionary, and organic. The nine indices included in this review are decision making, range of rounds power, power distance between leader and the staff, key player of the organization, source of staffs cargo, staffs responsibility, situation of management and leadership in the organization, situation of diversity in the organization and situation of control in the organization2. These nine criteria are considered more relevant for differentiating the four leadership paradigms than the other four criteria. Each paradigm is discussed in turn, including the distinguishing characteristics using the above nine criteria. untainted leadership is probably the oldest paradigm with its origins in antiquity, and is still used in contemporary organizations (A very, 2004). This paradigm reflected the prevailing view in the business literature until the mid-seventies when the human relations movement led to more of a focus on followers and their environment. According to Avery (2004), classical leadership refers to dominance by a pre-eminent person or an elect(ip) group of people. This leadership can either be coercive or benevolent or a mixture of both. This happens because the elite individual or group commands or maneuvers other members to act towards a goal, which may or may not be explicitly stated. The other members of the indian lodge or organization typically adhere to the directives of the elite leader, do not openly question their directives, and execute orders largely out of fearfulness of the consequences of not doing so, or out of respect for the leader, or both (Avery, 2004). Classical leadership has some limitations. The first occurs where the leader cannot command and control every action, particularly as situations ge t under ones skin more complex and beyond the capacity of one person or when additional commitment from followers is needed to get a job done, such as in reacting to changing circumstances or when ideas about leadership change and followers no longer accept domination, or follower commitment starts to wane for other reasons. Another limitation is that this paradigm often relies on the idea of a great person, implying that only a select few are good enough to exercise initiative, and this belief can encourage followers to deskill themselves and idealize the leaders. Followers then seek and hold little power, leave the leader accountable for organizational outcomes, and make relatively little contribution to the organization (Avery, 2004). According to the nine distinguishing indicators, under the classical leadership paradigm leaders usually use an autocratic style for making decisions, involving followers in the decision making process never or very little they do not empower follo wers. Followers have almost no power in the organization and as classical leaders tend to be extremely directive, followers can be unskilled. The source of followers commitment comes from their fear of or respect for the leaders the technical system becomes more regulating the operations in the organization become more routine and predictable and the organization is highly controlled by the leaders (Avery, 2004).A transaction or exchange process is the basis of the commonly employed transactional leadership paradigm (Evans and Dermer, 1974 House and Mitchell, 1974). The transactional leader recognizes subordinates needs and desires, and then clarifies how those needs and desires will be met in exchange for subordinates work. By clear up what is required of subordinates and the consequences of their behaviors, transactional leaders are able to build confidence in subordinates to exert the necessary effort to achieve expected levels of performance. According to Judge and Piccolo (20 04), three dimensions of transactional leadership are contingent reward, management by exception-active, and management by exception-passive. Contingent reward is the degree to which the leader sets up constructive transactions or exchanges with followers. The leader clarifies expectations and establishes the rewards for meeting these expectations. In general, management by exception is the degree to which the leader takes corrective action on the basis of results of leader-follower transactions (Judge and Piccolo, 2004). As remark by Howell and Avolio (1993), the difference between management by exception-active and management by exception-passive lies in the timing of the leaders intervention. Active leaders monitor follower behavior, dwell problems, and take corrective actions before the behavior creates serious difficulties. Passive leaders wait until the behavior has created problems before taking action (Howell and Avolio, 1993 Judge and Piccolo, 2004). According to Avery (2 004, p.34), under the transactional leadership paradigm, leaders adopt a consultative style for making decisions. They engage in different degrees of consultation with individual followers, but the leaders hang on the terminal decision-makers. Leaders do not very often empower followers, and followers have very low power in the organization isolated from being able to withdraw from or contribute more of their labor. Compared with classical leadership, under transactional leadership the source of followers commitment comes from the rewards, agreements, and expectations negotiated with the leader rather than from their fear of, or respect for, the classical leader. The technical system becomes more regulating, the operations in the organization become more routine and predictable, and the organization is mostly highly controlled by the leaders. Avery (2004) argues that under transactional leadership, the followers knowledge base can be somewhat higher than under classical leadershi p. Compared with classical leaders, transactional leaders require staff somewhat more skilled on specific tasks.In the last three decades, visionary (transformational, charismatic) leadership has received increasing attention (Bass, 1985, 1998 Burns, 1978 Conger and Kanungo, 1987 House, 1977). It added a new dimension to organizational studies, namely the visionary aspect of leadership and the emotional involvement of employees within an organization. The basic notion is that a visionary leader can create an impression that he or she has high competence and a vision to achieve success. Subordinates are expected to respond with enthusiasm and commitment to the leadership objectives, and may be recruited because they share the vision. Bass (1985, 1998) developed a theory of visionary or transformational leadership whereby the leader inspires and activates subordinates to perform beyond familiar expectations. According to Avery (2004), visionary leadership has limitations, even with t he current literatures overwhelmingly positive view of it. Nadler and Tuschman (1990) pointed out that the unrealistic expectations followers often place on visionary leaders can create disappointment if things do not work out. Followers can become dependent on visionary leaders, believing that the leader has everything under control. Also, innovation can be inhibited if people become reluctant to disagree with a visionary leader. Avery (2004, p.39) distinguishes the visionary leadership paradigm from the other three paradigms as follows. First, leaders employ a collaborative style for making decisions. They share problems with their followers and seek consensus before the leaders make the final decision. Visionary leaders empower their followers, giving followers a much higher level of power in the organization than classical and transactional leadership. This is essential because the leader needs the followers input and commitment to realize his or her goals. Followers of visionar y leadership need sufficient power to work autonomously towards a divided up vision. The source of followers commitment comes from the influence of the leaders charisma and/or the divided vision, the technical system becomes still more complex, operations become more uncertain and unpredictable, and the organization is jointly controlled by the leaders and their followers. Regarding the followers knowledge base, visionary leadership requires skilled and knowledgeable workers who are attracted to, and share the leaders vision, and can contribute to realizing the vision.The fourth paradigm, organic leadership, is relatively new to organizational studies. Recently introduced by Drath (2001) and expanded by Avery (2004), organic leadership is likely to blur the orb distinction between leaders and followers. This paradigm relies on reciprocal actions, where team members work together in whatever roles of authority and power they may have, not based on position power (Hirschhorn, 1997 R aelin, 2003 Rothschild and Whitt, 1986). Employees become interacting partners in determining what makes sense, how to adapt to change, and what is a useful direction. Rather than relying on one leader, organic organizations are likely to have many leaders. Multiple leaders are valuable because as people cope with heterogeneous and dynamic environments, the knowledge and issues become in addition complicated for only a few leaders to understand (Avery, 2004). Organic leadership allows for people with different degrees of expertise on current issues to emerge and be accepted by the group as leaders. In addition, under organic leadership, there may be no formal leaders and the interaction of all organizational members can act as a form of leadership, held together by a shared vision, values, and a supporting civilisation. Under this paradigm where an organization has no formal leadership structure, an integrator role may emerge to actively link together the many parts of the organiz ation (Avery, 2004). The emphasis is on emerging leadership rather than on people being appointed to leadership positions. However, Kanter (1989) argued that the downside of organic leadership that advocates autonomy, freedom, discretion and authorization may result in loss of control and greatly increased uncertainty. It is important to recognize that organic leadership is about generating a form of self-control and self-organization, where people have a clear sense of purpose and autonomy within a particular context (Meindl, 1998). This idealized organic leadership paradigm requires differentiating from classical, transactional, and visionary leadership concepts by not relying on formal leaders. Furthermore, the enterprise has to trust in the capacity of its members to solve problems and make decisions in the interests of the organization. This idea clearly relies upon self-leading organizational members (Avery, 2004). According to Averys (2004, p. 39) distinguishing characteristi cs, under organic leadership an organization adopts a mutual agreement style for making decisions. Decisions need not be unanimous but can be based on consensus. The members have a high degree of power as a result of this shared leadership. Accountability and responsibility are shared as well. The source of followers commitment is based on the values and visions shared by all the members in the organization a strong, shared culture a technical system that is highly complex operations in the organic organization become more self-organizing and unpredictable formal control is provided by peer pressure and group dynamics, and a shared culture, vision, and values. Members are self-managing. Organic leadership seems particularly appropriate for professional and knowledge workers in dynamic, chaotic situations. This leadership paradigm relies on attracting and retaining highly trained and knowledgeable staff with self-controlling capabilities

Googles Entry in Publishing | Dissertation Proposal

Googles Entry in Publishing Dissertation ProposalDISSERTATION PROPOSALGOOGLE AT THE FORE OF A PUBLISHING REVOLUTIONAbstractGoogle Inc. is poised to ignite a technological revolution in create, a revolution that will establish the company as a leader in the issue effort. This thesis will be supported by applying existing theories on industry and organisational life cycle per seconds, engine room, and business dodge to the current state of the publishing industry vis--vis internal factors at Google.HypothesisGoogle Inc. is strategically poised to ignite a technological revolution in the publishing industry, a move that will permit Google, already proclaimed as the top search engine in the world (Piper 2004), to become the dominant histrion in the electronic publishing, or e-publishing, industry and a study force in the broader publishing industry.Importance of the TopicToday, the world is witnessing the beginnings of a technological altercate to traditional paper and ink publis hing. This challenge, which is not unlike that posed by Internet enterprises to traditional brick and mortar retail establishments, banks, and service organisations, is being led by Google Inc.Based on a theoretical foundation, this look for will explore the convergence of new technologies and organisational factors that Google is strategically leveraging to revolutionise publishing and to achieve leaders status in the publishing industry.Theoretical Base for the ResearchResearch will be based on industry and organisational life cycle theories as well as classic technology theory and its relevance to the life cycle theories and business strategy. Industry life cycle theory suggests that industries pass with a series of ramifications which postulate factors such as competition, consumer demand, and strategy. Organisational life cycle theory suggests that all organisations evolve through a typically predictable castigate of sequential stages in which their thinking and behaviour change. The concept of technology in this context refers to the methods and mechanisms that organisations use to transform inputs into outputs. The application of technology, through the implementation of organisational strategies, can affect industry and organisational life cycles. The theory of competitive position suggests that organisations adopt strategies that reflect their positions in the market.Prior Research on the TopicGoogles nett internet site (n.d.) states that its mission is to organize the worlds information and start out it universally accessible and useful. Deutschman (2005) reports that Google, founded in 1998, has experienced phenomenal sales growth of more than 400,000% in the past times five years, making it the fastest growing company in history. He states that the market value of the company is US$80 billion. Wikipedia (n.d.) traces Googles history from its rootage as a research project in 1996 through today and furnishes insight into management and salar ies, the corporate ending, acquisitions, and legal and social issues. Google has been described as more than a search engine, less than a god (Piper 2004) and as the 800-pound octopus that is filling potential rivals with dread and envy, implicitly threatening competitors with acquisition or elimination. (Elgin and Hesseldahl 2005). Glover (2004) summarises Googles business model as one which offers its services to the public at no cost, earning its revenue from advertisers who post links to their own Web sites past pay fees to Google based on the number of people who make the link from Google to the advertisers sites.Elgin and Hesseldahl (2005) provide significant insight into Googles ambitious business intricacy plans and its challenges to major industry players. Notess (2005) reports on Googles first entry into the e-publishing arena with Google Answers. Pike (2005) describes Google Scholar and the Google subroutine library Project as continuing forays into the e-publishing i ndustry M2 Presswire (2004) explains Google Library in more depth. Notess (2005) compares Google Scholar with Scirus, a competitive product. Peek (2004) reports on Googles relationship with DSpace, a company devoted to capturing, storing, indexing, preserving, and redistributing university research results, and the Electronic Education melodic theme (2003) describes Googles relationship with DK Publishing in a joint effort to install an encyclopaedia for young people on the Web. Jesdanun (2005) reports on the impact Google Library is having on the publishing industry. Ferguson (2005) and Dodson (2005) provide in-depth analyses of Googles cross-industry plans for the future as well as plans specifically relating to the publishing industry. Finally, Carvajal (2005), Degtyareva (2005), Liedtke ( may and frightful 2005), and PR Newswire (2005) pose global issues that Google as well as publishers and authors are facing with regard to Googles e-publishing plans.In addition to the source s surveyed for information about Google, research was conducted into the history of publishing, industry life cycle, technology theory, organisational life cycle, and business strategy formulation. Feather (1990) and Millgate (1987) write extensively about the history of publishing. The Columbia Encyclopedia (2004) defines publishing in a broad guts as making something publicly known then continues by describing its history, the emergence of publishing firms, new technologies, and mergers and acquisitions. Proctor (2000), in advising that industry life cycle is a key factor in business strategy planning, identifies and describes in detail the three stages that comprise an industrys life cycle growth, maturity, and decline as well as the characteristics of industries at each stage. Pitt (2000) explores the philosophical meaning of and various definitions for technology. Daft (1998, citing Rosseau 1979 and Perrow 1967) defines technology as the tools, techniques, and actions used t o transform inputs into outputs. Daft (1998) likens the life cycle of an organisation to that of a person (i.e. birth, growth, and death), citing the following as stages through which an organisation passes during its development entrepreneurial stage, collectivity stage, formalisation stage, and elaboration stage. Smith and colleagues (1991) provide a abstract framework and a comprehensive methodology for developing and implementing business strategies.Research ApproachThe selected approach involves using secondary research to support the stated thesis. The interrelationships among industry and organisational life cycle, technology, and business strategy theories will be explored then related to the history of the publishing industry to explain the reasons that the industry is at a stage where it is susceptible to fundamental change. Finally, based on the established theoretical foundation and the publishing industrys susceptibility to change, data collected about Google Inc.s his tory, mission, business model, financial status, competitors, challenges, technologies, and plans for the future will be used to show that the company is in a unique position to take advantage of the publishing industrys susceptibility to change by fundamentally changing publishing technology thereby allowing Google to become the dominant player in the electronic publishing, or e-publishing, industry and a major force in the broader publishing industry.Limitations and Key AssumptionsThis project will not involve the use of primary research as sufficient secondary data exists. The research will allude to the many business opportunities that Google is currently exploring to highlight the extent of the companys expansion plans, but will concentrate on the companys e-publishing initiatives. Only the theories identified in this proposal will be used to prove the thesis.No assumptions are being made.Contribution to KnowledgeThe contribution to knowledge resulting from this research will b e to use industry and organisational life cycle, technology, and business strategy theories and their interrelationships to demonstrate how Google can leverage its position and new technologies to fundamentally change a major existing industry and to establish a leadership position in that industry.Proposed ChaptersIt is envisioned that the dissertation will consist of six chapters (1) introduction, (2) survey of prior research, (3) research methodology, (4) research results, (5) analysis of results, and (6) summary and conclusions.ReferencesCarvajal, Doreen (2005) German publishers, Google challenge, International applaud Tribune, June 6, 2005.(The) Columbia Encyclopedia (2004) Book publishing.Daft, Richard L. (1998) Organization Theory and Design, Cincinnati, Ohio South-Western College Publishing.Degtyareva, Victoria (2005) New Google digital library hits copyright roadblocks, University Wire, September 21, 2005.Deutschman, Alan (2005) Can Google stay Google, Fast Company, Augus t 1, 2005.Dodson, Angela P. (2005) A whole new meaning for the verb to Google Between the lines The inside scoop on whats happening in the publishing industry. Black Issues Book Review, exhibit 1, 2005.Electronic Education Report (2003) DK Publishing teams with Google to launch new e-encyclopedia, August 29, 2003.Elgin, Ben and Hesseldahl, Arik (2005) Googles grand ambitions, Business Week, September 5, 2005.Feather, John (1990) The printed book and Publishing in advance 1800, Coyle, Martin et al., eds., Encyclopaedia of Literature and Criticism, London Routledge.Ferguson, Charles H. (2005) Whats Next for Google, January 2005. Web Site http//www.technologyreview.com/articles/05/01/issue/ferguson0105.0.asp, Accessed October 18, 2005.Glover, Tony (2004) Google IPO locks out foreign investors or does it?, Knight Ridder/Tribune Business News, May 9, 2004.Google (n.d.), Corporate Information Company Overview, Web site http//www.google.com/intl/en/corporate/index.html, Accessed Octobe r 19, 2005.Jesdanun, Anick (2005) Google project shakes up book publishing, Wisconsin State Journal, September 22, 2005.Liedtke, Michael (2005) Google halts scanning of secure books, Associated Press, August 13, 2005.Liedtke, Michael (2005) Publishers protest Google Library project, Associated Press, May 24, 2005.M2 Presswire (2004) Google checks out library books The Libraries of Harvard, Stanford, the University of Michigan, the University of Oxford, and The New York Public Library join with Google to digitally scan library books and make them searchable online, December 14, 2004.Millgate, Jane (1987) Scotts Last Edition A Study in Publishing History, Edinburgh Edinburgh University Press.Notess, Greg (2005) Scholarly Web searching Google Scholar and Scirus. Online, July 1, 2005.Peek, Robin (2004) Googling DSpace, Information Today, June 1, 2004.Perrow, Charles (1967) A framework for the comparative analysis of organizations, American Sociological Review 32. Cited in Daft (1998).P ike, George H. (2005) All Google, all the time, Information Today, February 1, 2005.Piper, Paul S. (2004) Google spawn The culture surrounding Google, Searcher, June 1, 2004.Pitt, Joseph C. (2000) Thinking about Technology Foundations of the Philosophy of Technology, New York Seven Bridges Press.PR Newswire (2005) Google Library project raises serious questions for publishers and authors, August 12, 2005.Proctor, Tony (2000) Strategic trade An Introduction, London Routledge.Rousseau, Denise M. (1979) Assessment of technology in organizations Closed versus open systems approaches, Academy of Management Review 4. Cited in Daft (1998).Smith, Garry D. et al. (1991) Business Strategy and Policy, Boston, Massachusetts Houghton Mifflin Company.Wikipedia (n.d.) Google, Web site http//en.wikipedia.org/wiki/Google, Accessed October 18, 2005.

Dialogue Definition History Intercultural Dialogue Theology Religion Essay

Dialogue Definition History Intercultural Dialogue Theology Religion Essay

Comparing Dystopian Distress in Brave New World, Player Piano, and The

Dystopian Distress in Brave New conception, Player Piano, and The Giver Novels of the same subject matter may have decidedly comical ways of expressing the authors ideas. Yet, dystopian narratives such as Brave New World by Aldous Huxley, Player Piano by Kurt Vonnegut, and The Giver by Lois Lowry share numerous similarities in how the novels end. Throughout the genre of dystopian literature, each story has common ambiguous examples that leave the referee unsure as to specific details at the demonstration. Often generation, this effect is achieved by leaving gaps in training, or presenting two different possibilities by which the tale could close. Even more enigmatic is a complete leave out of conclusion all together that is, the book concludes so abruptly that the reader is left to infer from her possess thoughts and opinions what really happened to the main characters and the rest of society.One pattern commonly expressed in the end of dystopian novels is a situation in wh ich foreshadowing throughout the novel gives tantalizing hints of what might be usually, conclusion clues seem to imply a continual downfall of society. These stories portray a supposed utopian society in which one character, usually the protagonist, rebels against his commnuity and what it stands for, often times to bring about a specific change. One man or woman dares to be different.Three such examples that incorporate strong hints of premonitory information are Brave New World, Player Piano, and Anthem. The novels often begin by introducing aspects of the corrupt society. For instance, in Aldous Huxleys account of a futuristic society, the world is made up of cloned castes of individuals, their entire futures determined at the point of their labora... ...three step patterns leading to societal downfall or gradual improvement, many dystopian novels achieve an ambiguous effect by their close. Each piece of literature leaves out one vital details that could determine exactly what happened, leaving the reader to infer what occurred based on his own thoughts and opinions. Oddly enough, this ironic way of ending continues with the overall themes of the books, showing that as one must make his own decision regarding interpretation of the novels conclusion, all of the worlds people must be left to choose their own fate. Works CitedAtwood, Margaret. The Handmaids Tale. Boston Houghton, 1986.Huxley, Aldous. Brave New World. New York Harper & Row, 1969. Lowry, Lois. The Giver. New York Laurel-Leaf, 1993. Rand, Ayn. Anthem. New York Signet, 1946.Vonnegut JR, Kurt. Player Piano. New York Dell, 1983.

Barbados Essay -- essays research papers

BarbadosWhen unrivaled thinks of Barbados, one thinks of luscious, turquoise blue waters soft white sand beaches blue, white clouded skies fresh fruits exotic, delightful dishes and honeymoons. One, however, tends to forget the formation of this land. This Caribbean luxury Island has much history and great heritage. In this report, I will detail Barbadoss location, history, labor relations, population size and structure, industries, irrefutable add a little zest with the beauty of the Island. Lets begin with the location of Barbados. Barbados is an Island of a cluster of Caribbean Islands. Its location is on the boundary of the Atlantic Ocean and the Caribbean Sea, in a somewhat strange location, if you may. The Island is 166 squ atomic number 18 miles and is located 13 degrees North, 59 degrees West, leaving it at around 270 miles north-east of Venezuela. Closest to the Island are the nations Saint Lucia and Saint Vincent and the Grenadines. Barbados is generally a flat island, with a central highland the highest point being Mount Hillaby which stands at 336 meters tall. Barbados is also known as Little England by the British. Barbados was named by Pedro A. Campos, a Portuguese explorer, who originally named the Island Os Barbados (The Bearded Ones) because he believed that the islands fig trees looked like beards due to their drooping aerial roots. The upper-case letter of Barbados is Bridgetown. Barbados holds a fairly reasonable climate, non assumed by many. The climate is tropical with few months of rainy weather from June to October. Assumptions by many lead one to believe that the weather may bring about hurricanes and tropical storms. In reality, storms do not hit except every 3.09 years, while hurricanes are not seen except for once every 26.6 years. Barbadoss flag was chosen with much meaning and significance. The flag represents freedom and the breakaway from a colonized past. The flag holds trio equal bands, blue, gold, and blue respectively. The middle band being gold, holds a trident head, this head is what represents independence, freedom and past disconnection. The flag is shown below Source ExxUN.com The nationals of Barbados are known as Barbadians or Bajans. Barbados holds a population of 27... ...ongaline Festival and the naturalise Over Festival. These are annual events, the Congaline Festival being the smaller of the two. This festival takes place during the last hebdomad of March. The Crop Over Carnival starts at the beginning of July and ends during the first week of August. Musical compitions and other traditional activities take place in this time of fun. The Crop Over festival closes with a large parade. Another economy growth, related to tourism, is the building of hotels, new homes, re-developments, office complexes, condos and mansions. By providing housing and resorts for tourists, the attraction will not only pull in tourists, but it will provide frugal structure. Barbados is a country of much int egrity, hospitability, and culture. Economic prospects are respected and growing. Tourism is an economic prospect that is growing for many reasons and one that is sure to lead Barbados in the right direction. Referenceshttp//www.infoplease.com/ipa/A0107321.htmlhttp//www.exxun.com/Barbados/c_pp.htmlhttp//www.infoplease.com/ce6/world/A0856844.htmlhttp//www.exxun.com/Barbados/a_fg.htmlhttp//en.wikipedia.org/wiki/Barbadoshttp//www.barbados.org/invest.htm