Karl Marx, Max Weber and Talcott Parsons Contributions in Sociology

George W. Bush During Afghanistan’s War on Terror Political Analysis Based on Donna H. Kerr Essay Example

George W. Bush During Afghanistan’s War on Terror Political Analysis Based on Donna H. Kerr Essay Example George W. Bush During Afghanistan’s War on Terror Political Analysis Based on Donna H. Kerr Essay George W. Bush During Afghanistan’s War on Terror Political Analysis Based on Donna H. Kerr Essay ALFONSO OTERO MIRELES 938394 FOREING POLICY George W. Bush during Afghanistan’s War on Terror POLITICAL ANALYSIS BASED ON DONNA H. KERR The term War on Terror refers to an ongoing, worldwide campaign against terrorism led by the United States and supported by several other countries, most notoriously England and members of NATO. The term was first used under George W. Bush’s administration following the September 11, 2001 attacks against the United States, where 2996 people lost their lives and more than 6000 others were injured. Within months after the 9/11 attacks, the US sent troops to Afghanistan because this was believed to be the operational base for Al-Qaeda, at the same time the US looked to dethrone the Taliban regime and ‘’Bring Democracy’’ to this middle eastern country. Two years after the occupation, and without yet finding Bin Laden, the US embarks in yet another military invasion, this time against Iraq. This War on Terror has been worldwide known as the Bush War, due to his effusive support and controversy. The implementing agent during Afghanistan’s war is without a doubt the Bush administration, they are the ones who started it, developed it and spent the most money on implementing the war. The authorizing agent in this situation would arguably be the United Nations because According to the UN’s rules, The US had to get approval from the UN’s Security Council in order to go ahead with the wars. In the case of Afghanistan, the UN accepted the occupancy, backing up their decision with the consent of most members plus an official report that stated that around 70% of deaths in this country were caused by the Taliban regime. : The Conditional Imperative was the danger that Middle-Eastern Terrorist groups represent for the United States and the world and how nobody, not even the United States was safe from another possible attack. The recurring conditions of post-traumatic fear and terrorism fobia became a part of the everyday life of the average North American; the constant news reports on violence in some Middle Eastern countries was also a condition that needed to be ‘’fixed’’ by the US’s democracy Since its start the United States has maintained itself stable in ll of his policies regarding Afghanistan, they have indeed substituted policies in Iraq (after leaving the country) but as to Afghanistan they have only talked and promised to change it, but up until this day there has been not a notorious substitution of policies. All important declaration were made publicly, virtually everyone in the world was aware of the US’s decision of invading Afghanistan, and most of Bush’s declarations towards the topic. Of course the relevant public in this case would be the US’s government and population, the UK’s government and population and any other country that supported or was against the war, also the United Nations council and of course and Afghanistan’s entire population and ruling powers. GEORGE W. BUSH PERFORMANCE DURING IRAQ’s WAR Bush’s administration decided to go ahead and send troops to Iraq in 2003. With a similar approach as in Afghanistan, the occupation was led by George W. Bush and supported mainly by the UK. The main reasons where the belief that the Iraqi government was harboring weapons of mass destruction and some claims that linked Iraqi officials with terrorist group A-Qaeda. The lack of evidence of this weapons and the high costs of the two wars during times of economic instabilities led to an avalanche of national and international criticism and lack of support for the Bush administration, even though no consistent proof was (or has up to this day) been presented, George W. Bush won the following reelections and the North American troops remained officially in Iraq’s soil until December 2011. The military prescience of the US still remains in Afghanistan up-until this day. Bush’s administration main goals and objectives was primarily finding this infamous Weapons of Mass destruction, hunt down and get rid of all officials linked to Al-Qaeda, this included the nation’s leader Sadaam Hussein, who aside from being accused of crimes against humanity he was also believed to be linked to Al-Qaeda an of course to ‘’Bring Democracy’’ to this country. The UN gave Iraq one last opportunity through the resolution 1441 to come clean about the weapons of mass destruction. Iraq allowed inspectors to go and search for them. The United States blamed Iraq’s government of not being cooperative, and went ahead and used the force even though the resolution didn’t authorize the use of force even if they had been found. This is when he first option for Bush comes, he could’ve easily gone the other way and simply acccept the fact that there may not have been any secret weapons in the first place and not does anything relevant in Iraq, including not removing Sadam Hussein from power. A second option could have been accepting the UN’s statement of not using the force, admitting that there isn’t enough proof of the harboring of weapons but still destitute Hussein from power, and install a US hosted presidency. The third option would be also to dethrone Hussein, stop looking for weapons but stop not installing a US government overseas and simply let the Iraqi people decide for themselves. If Bush simply retracted from all accusations against Iraq, sent the troops back and not do anything against Hussein, there would’ve been an initial reaction of public opinion concerning mainly on Bush’s indecision and lack of consistent information. It would be hard to simply accept they were wrong and just leave. Moneywise, the costs of sending troops would still affect the economy but not as much as it did in reality, of course depending on when the decision would’ve been made. Supposing that Bush had accepted its wrongful information referring weapons of mass destruction, decided to leave the country, but not without restituting Hussein, I guess public opinion would judge this decision harsh, he would still increase public debt paying for the time of the troops in Iraq, but would maintain a high influence on this country by imposing its US funded government. I think in a utopian world, Bush should have gone with decision number 3, which meant the same as option two but without imposing its own ‘’democratic’’ government, this would appear as if the country was acting upon mere sympathy, a situation not common at all when it involves the US and wars. The Iraqi people could choose whatever form of government they wanted, which for me I think it sounds fair, it shouldn’t be up to the superpowers decide who will rule over weaker countries, but on the other hand I would suppose violence would increase, division and the local hunt for power could bring a mess of a consequence. Other countries and organizations including peace corps and the UN could also help out control the mayhem. Many theories surrounding the veracity of this accusations and the lack of overall evidence that backed up the US’s actions led to questioning over the real goals for George W. Bush in Iraq. Public opposition claimed that Bush was looking only in Iraq for oil and more power. Accoring to author John Harold Chapman of UK’s newspaper, the whole purpose behind the war was the hunt for oil and that the economic situation upon which the United States was going through justifies this answer. In his own words: Control over Iraqi oil should improve security of supplies to the US, and possibly the UK, with the development and exploration contracts between Saddam and China, France, India, Indonesia and Russia being set aside in favour of US and possibly British companies. And a US military presence in Iraq is an insurance policy against any extremists in Iran and Saudi Arabia. The prisoners dilemma represent BUSH on one hand with two options, whether to admit the lack of proof refereeing to weapons of mass destructions in Iraq, and on the other hand the percentage of his political party that supports him. Which in a way are pretending not to know about the lack of evidence and in a way ‘’hope for the other prisoner to be quiet. All assumptions are based on the hypothetically situation in which both know the weapons are a lie. 1)In one paragraph, describe and analyze the leader’s use of â€Å"cognitive shortcuts† and experience with â€Å"cognitive dissonance. † For example, the policy and culture of the Bush administration was one of war expansion, regardless of fact. They sought war and when confronted with conflicting evidence and faulty intelligence on Saddam Hussein, they went ahead and invaded anyway. Minimum paragraphs: 1 Minimum sources: 1 (excluding Neack) As to cognitive dissonance and Bush, I would say it’s a trick that he has played to the US government, he can go and invade a foreign country, in the case of Iraq, knowing that there isn’t enough proof to go and invade, both a big number or Iraqui civilians and US soldiers will lose their lives, public debt will increase, the already unstable economy will get directly affected but at the end, he uses this psychological tool to exclude and not metion the downside of going to war and just promising democracy for the needy, a ‘’greater good’’. Hurrican Katrin is also a good example of the hand-picking selection of information provided to the public regarding the delay of the help post-hurricane. Both appointments occurred under President Bush, who in 2001 also appointed two other civilians, James Roche (General Motors) and Thomas E. White (Enron), to head the Air Force and Army. William D. Hartung, Head of the Arms Trade Resource Center, challenged the appointments because he felt it was unethical to appoint businessmenwhose former companies would be the prime beneficiaries of increases in defense spending. Hartung further noted that at no time in recent history had military appointments been made from the civilian sector. With the use of cognitive shortcuts, Bush’s administration has been dealing with the big percentage of public discontent, providing only certain information that could be relevant in some cases, for example during the aftermath of hurricane Katrina, he never gave a real reason why there was a significant delay of help provided by the government, but instead he only focused on informing how much the delayed help forces helped once they arrived there. Iraq would still be the best example, by the big amoung of congnotive shortcuts used to cover the lack of information regarding Al-Qaeda’s connection to Iraq and evidently about the weapons. Comments: Good job, but you missed the Bureaucratic Model section! Some of your bibliography formatting was not correct. Grade: B+ Kerr, D. (1976). The logic of policy and successful policies. Policy Sciences, 7(3), 351-363. Neack, L. (2008). The new foreign policy: Power seeking in a globalized era. (Second ed. . Lanham, MD: Rowman Littlefield Publishers, Inc. Breuning, M. (2007). Foreign policy analysis: A comparative introduction. New York, NY: Palgrave Macmillan. ARTICLE UN – TALIBAN 70% DEATHS http://articles. cnn. com/2011-12-15/middleeast/world_meast_iraq-us-ceremony_1_iraq-war-iraq-body-count-iraqis-struggle? _s=PM:MIDDLEEAST UN RESOLUTION 1441 undemocracy. com/securitycouncil/meeting_4644#pg010-bk01 JOHN HARROLD CHAPMAN, guardian. co. uk/world/2004/jul/28/iraq. usa

A contract to enter into a contract is not enforceable. when contract Essay

A contract to enter into a contract is not enforceable. when contract is subject to Negotiation, it is too uncertain to have a binding force - Essay Example ses the Courts have generally demonstrated a tendency to render a decision on the basis of interpretation of such agreements, taking into account all the circumstances of the case. In the case of contracts where the price for a service or transaction is to be determined, this element of uncertainty has become even more relevant. The extent to which Courts have allowed recoveries in some cases has been determined by the extent to which damages may be suffered by one party, but when there is uncertainty introduced into the contract or pre-contractual agreement, such recoveries may be difficult. In the case of Courtney and Fairbairn Ltd v Tolaini Bros(Hotels) Ltd2 the appellants were property developers and had secured finances for the defendants to develop a hotel. Prior to the appellants securing the monies, they had entered into negotiations with the defendants; there was a written agreement between them that the defendants would negotiate to use the services of the appellant to develop the hotel property. However, when the appellant actually secured the finances, the defendants went ahead and hired different property developers rather than using the services of the appellants. This led to the legal action. Lord Denning, in providing the judgment on the case, pointed out that there had been some preliminary steps taken by both parties as an act of good faith in pursuance of their negotiations. Mr. Courtney of the appellants found a person willing to finance the property development, while the defendant Mr. Toliani appointed a quantity surveyor with a view to negotiating the price with Mr. Courtney. There was a written agreement between them; however Lord Denning did not equate this to a contract. He held that there was no actionable contract between the two parties because the agreement between them was only an agreement â€Å"to negotiate fair and reasonable contract sums†, and no agreement could be found â€Å"on the price or on any method by which the price was to

The perception of branded hotel in global world Essay

The perception of branded hotel in global world - Essay Example In this paper an attempt has been made by the researcher to describe and explain the research method which will be used in order to accomplish the aims and objectives of the particular research project. The main aim of this chapter is to present and justify the different research philosophy and methods which are used by the researcher in order to find answers to the research questions. It is beneficial for the researcher to describe and define the research methodology and design in effective manner as this research design and methodology act as a guiding map for the researcher during the whole research process, and the researcher is able to find comprehensive and relevant answers to the research questions under investigation. The research design helps the researcher in collecting, analysing, and explaining the data. The research design presented in this chapter will facilitate the researcher in the search of the appropriate and thorough answers to the research questions under study a nd to accomplish the aims and objectives of the research study being conducted. The research purpose of this particular research study is to identify, investigate, and explain the concept of the branded them hotels within United Kingdom. Apart from this the research study is looking forward to explore the different factors which will directly influence the consumer behaviour in the selection of the branded theme hotels. Hence it can be said that the research purpose of this research study is ‘descripto-explanatory’.... Apart from this the research study is looking forward to explore the different factors which will directly influence the consumer behaviour in the selection of the branded theme hotels. Hence it can be said that the research purpose of this research study is ‘descripto-explanatory’ (Saunders, Thornhill, & Lewis, 2009, p.140). This concept of descripto-explanatory research has been generated from the combination of the exploratory research and descriptive research. In the descriptive research the researcher tends to present and explain the overall prevalent situation which is being investigated in order to get a clear idea of the overall condition (Aanstoos, 1983). In reference to this research study, the researcher has gone for the descriptive study in order to explore and describe the current situation in the hospitality industry of United Kingdom with high focus on the trends and patterns related to the concept of the branded theme hotels. On the contrary to this, the explorative research is used by the researcher in order to explore and create a proper causal relationship i.e. cause and effect relationship between the important variable and factors being investigated or studied (Patton, 2002). In reference to this research study the researcher has implemented the explorative research in order to investigate that the relationship between the different consumer behaviour variables and the growth of the branded theme hotels sector. This specific strategy or approach of integrating the both research purposes i.e. descriptive research and explorative research will in turn facilitate the researchers to come up with better and more thorough answers to the research questions being investigated. Research Approach: In order

Subprime Mortgage Crisis Essay Example | Topics and Well Written Essays - 1000 words

Subprime Mortgage Crisis - Essay Example When home prices started falling and those loans started to go bad, Bear’s creditors got scared and pulled their money out of the investment bank. The U.S.  subprime mortgage crisis  was an unfolding of events and that were significant aspects of a financial recession and subsequent crisis that was manifested significantly in 2008. It was characterized by an upsurge in  subprime  mortgage and foreclosures, and the resultant drop of securities was backed up by the mortgages. These  mortgage-backed securities  (MBS) and collateralized debt obligations  (CDO) usually offered attractive return rates due to the high rates of interest on the mortgages but the lower quality of credit ultimately caused huge defaults. In as much as the crisis elements became more clear in 2007, most major financial institutions collapsed in September of 2008, with distinguishable disruption in the credit flow to businesses and consumers during the onset of the most severe worldwide recession. This subprime mortgage crisis was accompanied by fraud issues concerning relating to the Bear Stearns Company. Bear Stearns, had been on Wall Street feature from 1923 and had survived the 1929 crash without laying off any employees. But in 2008, its customers and creditors were worried that the billions of dollars of mortgage-backed securities on its books weren’t worth what the company claimed. Therefore, they stopped doing business with Bear Stearns. Within a few days; Bear was digested into JPMorgan Chase & Co. via the help of the Federal Reserve for an approximate value of a new Madison Avenue office tower. Bear Stearns failure was attributed largely to gorging on subprime mortgages in the previous years in what was termed as a continually-rising housing market.  

Effective Leadership Is A Tool To Organisational Performance Management Essay

Effective Leadership Is A Tool To Organisational Performance Management Essay Leading people in the course of accomplishing certain goals and objectives needs certain skills; amid them is the leadership skill. Leadership is a process by which a group of people are inspired and influenced to achieve organizational objectives and long-term goals. This essay is aimed at examining critically, some of the main theories of Leadership and will be structured into two parts. The first part will focus on leadership and evaluation of the leadership theories. The second part will be linking leadership to performance and giving examples of some organisations that have succeeded through good leadership practices. The concept of Leadership has no universal definition. It is imperative to understand the meaning of leadership before going into the different theories of leadership. Leadership has been defined as the relationship that exists among leaders and their followers in expressions of power relationship, here leaders through their power effects change in others, the skills and knowledge a leader possess to effect this change through others makes effective leadership possible (Northouse, 2004). Although leadership, has been defined to mean different things to various authors. It is thought to be unknown and mysterious (Adair, 2006), but to have a general conclusion, it is seen as an important ingredient to achieve effective management and mainly about the ability to influence people, driving them towards achieving organizational goals, objectives and aims. Roger (1997) suggests that leadership is not necessarily the same as management, that although managers have authority, they may not have power. Hackman (2002) argues that leaders can also control personnel resources by creating a situation for team effectiveness, enabling structure. Enabling structure which can be formed through the manner within which work is considered, the encouragement of core norms of conduct and team work is organised. Bernard (1926) posits that anybody who is ordinarily efficient in delivery psychological stimuli to others and hence effective in cultivating cooperative responses can be called a le ader. This means that a leader must have prestige, know which stimuli that is adequate to response to the purposes and device a procedure for presenting the stimuli. Despite the diverse ways by which leadership has been conceptualized, there are central components that can be identified as fundamental to its phenomenon. Key Elements in leadership definition Just as there are many definition of leadership, there are also approaches to leadership that has help to in-depth understanding of leadership. Trait Approach Trait theory asserts that certain qualities of being an effective leader may possibly be inherited; these traits can be intelligence, social status, physical traits like weight and strength, or personality traits like self-honesty, self confidence, and creativity (Mullins, 2005; Northouse, 2004; Rogger, 1997). Most Scholars that take the trait approach attempt to categorize physiological, demographic, personality, self-confidence, and assertiveness, task-related and social characteristics with leader effectiveness. Whitener (2007) suggests that these lists of traits are what potential leaders should aspire to have in other to be seen as an effective leader. Trait approach has been seen to be incoherent, as there are no traits that differentiated leaders from non- leaders in that a leader in one situation may not necessarily be a leader in another position, instead of the qualities that individual have, leadership was reconceptualised as a relationship among people in a social situat ion (Stogdill, 1948). Trait explanation of effective leadership has been regarded with little esteem by leadership researchers, although some steady relationship were found, the discovery suggest that leadership is not just a sheer possession of mixture of traits, situation specific analysis took over if not dominating( Zaccaro et al, 1991; Stogdill, 1948; Bass, 1990). Conger et al (1998) saw trait approach as being too simplistic, House et al (1997) concluded that there were few, if any common trait is linked to leadership effectiveness. Trait approach gave rise to the question whether leaders are born or made and whether is an art or science. Even if they are born it still needs to be developed through training and encouraged and if it is an art, it still requires the application of certain special skills or techniques (Mullins, 2005). Furthermore, researchers have found that there is no one and only trait or leadership style to lead effectively and that it all depends on organizational culture, employee behaviour, readiness to achieve and tasks to be performed or aspects of the situation. This is in conformity with the situational leadership model according to Hersey Blanchard (1969) which basically suggest that the knowledge of employees is vital in effective leadership. Although trait approach have a century of research to back it up and has given us a benchmark on what to look out for if we want to be a leader, it failed to define ultimate list of leadership traits, take situation into consideration and has resulted in highly subjective determinations of the most important trait (Northouse, 2004). Behavioural Approach The Behavioural approach believes that leaders are made and not born and to be a leader needs to be learnt and develop through observation and creativity. This school of thought concentrates on the kind of behaviour of people in leadership situations, how they treat their subordinates and its result on performance (Mullins, 2005; Antonakis et al, 2003). The Michigan University and Ohio State was used in the study of this approach, the survey acknowledged two scope of leadership referred to as consideration which is employee oriented leadership and structure which is production oriented leadership (Antonakis et al, 2003). McGregor recommended that a leaders behaviours depend on his assumptions about people and the human nature. For instance, if a person is appointed a manager and he see people as being naturally lazy, reluctant to take responsibility, resistant to change the theory -X employees the leader may adopt autocratic style of leadership and if he see employees who works hard, quick to change and seek responsibility rather than avoid it the theory- Y employees he will adopt a participative leadership style (Roger, 1997). This approach to leadership is contradictory because the type of behaviour a leader enacted depends on the situation. The Leadership styles The leadership styles can be attributed essentially to the philosophy of the leaders. Mullins, (2005) suggest that leadership style is the way within which the functions of leadership are carried out and the way managers typically behaves towards their subordinate. In this regards three styles can be distinguished via: autocratic, participative, and laissez-faire. The autocratic style also known as authoritarian style of leadership can be termed tellers. They feel that they know best what they want and tend to express those wants as direct orders to their associate. This style according to Roger (1997) can be dictatorial or paternalistic. Dictatorial in the sense that the leader tells the followers what to do without comment. Reward and penalty for poor performance becomes the order of the day. While the paternalistic style, imposes close supervision and control. Although this type of leadership is looked upon as negative, many autocratic leaders have been successful in accomplishing goals. Its strength can be seen when employees are submissive and prefer not to be responsible for participating in planning and decision making, autocratic leaders are effective since they keep decisions and control to themselves. However autocratic leadership style has number of disadvantages. Here employee ideas are not fully applied, it suppresses workers idea, and staff cannot be developed to their maximum potential Roger (1997). The participative leadership style encourages the feeling of involvement, being relevant, valued, team work and part of the decision making process. It involves the employees in the whole process towards implementation and effecting change. Here workers like to feel that their ideas are important and feel more committed, they also tend to develop greater feelings of esteem and are therefore better motivated, there is also high quality decision and productivity, it also encourages team work and interpersonal exchange and finally eliminates feelings of hostility Roger (1997). This style can also be disadvantageous in that decision making can be slow because of the time taken to consult the employees, it also works on the principles of consensus and lack of positive direction, may prevent the achievement of the objectives and employee participation in minor operation rather than the major decisions which may lead to resentment. The laissez-faire also called the free rein. Here the leader observes that the members of the group can work well on their own. With the goal of the organisation in view, the leader presents task to the group members who then work out their best own techniques for accomplishing those goals within the frame work of the organizational objectives and policy, this is to allow them freedom of action to think best but ever ready to help when the need arises. Although there is freedom of action, it can degenerate into chaos, decision making is performed by the dominant peers in the group, work generally is sloppy and productivity low Roger (1997). The Situational Contingency Approach The situational and Contingency emphasises that in leadership study in organization, certain variables and situations should be put into consideration as there could be unforeseen situation which can emerge anytime. That flexibility and dynamic styles should be used in different situations. This approach emphasises that situation is the dominant feature for determining an effective leadership as situation is one of the main forces influencing managerial behaviour and the contingency model assumes that there is no one best way or style of leadership(Mullins, 2005). Although this approach is appealing there are some managers who have the knowledge and skill and appear to be the most appropriate leader in given situation but do not appear as effective leaders (Mullins, 2005). The Functional Approach The functional approach concentrates on the roles, functions and responsibility of an effective leadership, what the leader do and the character of the group (Mullins, 2005). This approach sees leadership as distributed function. The most important ingredient of this leadership approach is its attention on how rather than who (shead, 2010). John Adairs three circles in his action centred leadership deeply influenced the functional leadership approach. These three circles symbolize the areas where leadership functions take place. Those areas are: task, team, individual. This approach believes that the skills of leadership can be learnt, developed, and perfected through training and development (Mullins, 2005). In recent times most organization does not wait for leaders to look for them but search for those who have leadership potential to develop them and expose them to their careers (Mullins, 2005). This model encourages team work, considers the changing role of leaders and followers in organization and can help in selecting team leaders. Although it encourages team work it does not offer a specific situation for team leader and the direction for leadership training is unclear, compound and demoralizing (Northouse, 2004). Transformational Leadership Transformational leadership is quite appealing and emphasizes on the most effective way to use human resources to achieve result, which has led management concentration on how leaders transform organization (Mullins, 2005). Leadership should not just be about an elite few that distributive leadership should be among the key factors to effective organisational success (CIPD, 2010a). Burns in his writing upon transforming leadership Posits that the transforming leader shapes, alters, and elevates the motives, values and goals of subordinates attaining considerable change in the process. Transformational leaders may; develop a followers needs, change a followers self-interest, enhance the confidence of followers, promote followers prospect, enhance the value of the leaders intended outcomes for the follower promote behavioural change, motivate others to higher levels of personal success Bass (1990). Tichy Devanna (1986) in Bolden et al. (2003) propose that transformational leadership cannot just be attributed to charisma but also as a behavioural process. All this can be achieved through employee involvement, motivation and engagement because a charismatic leader is the one who inspires their followers with the idea that they can accomplish great task through extra exertion. Transformational leadership has seen to be effective in most of the organisation that has succeeded through effective leaders. This leadership approach is individually considerate in that it considers the difference among their employee and acts as mentors to the employee who need help the leaders also through stimulation shows their followers new ways of tackling problems by making them understand difficulties as problem solved Bass (1998). An illustration of this leader is Lorenze Iversen, a former president of Mestas Machine Company, who said to the employees, we got this job because u re the best mechanics in the world. This president believes in walking around inspiring his employees and he is known for instilling pride and commitment. Although Transformational leadership has intuitive appeal, treats leadership as a process that occurs between followers and leaders, lays emphasis on followers needs, values, and morals and as effective form of leadership, its functions connect with each other and it is elitist and antidemocratic (Avolio, 1999; Bass Avolio, 1993). Yukl, (1999) in Northouse, 2004 argues t hat transformational leadership suffers from heroic leadership and also likely to be abused. Evidence that effective leadership is a tool to organisational performance It will be important to define what we mean by organisational performance and success before delving into the way it is affected by leadership practices. Richard et al (2009) posits that organisational performance consists of three main areas of firms outcomes which includes; financial performance involving (profit, return on assets, and return on investment etc.), shareholder return (total shareholder return, economic value added etc.) and product market performance (sales, market share etc.). Richard went further to explain that many organisation have tried to manage performance using the balance scorecard method in which performance is tracked and measured in multiple ways such as; financial performance, customer service, social responsibility (corporate citizenship and community outreach) and employee stewardship. Organisational success differs from one sector of business to another. Nevertheless organisations use key performance indicators (KPI) to determine their level of success. For instance key performance indicator (KPI) for a sales or retail sector could be profit, customers loyalty. Also for service sectors their success could be measured by key performance indicators (KPI) such as employee satisfaction, customers satisfaction and achieving the goals and objectives set by management (Forsaith Hall 2000). However, when we talk about high performance it is not enough to say that an organisation is performing high during the short-term or during economic progression periods, organisation that can be recorded as a high performing organisation is the one that can face both of the internal and external challenges (CIPD, 2010b). Darwin E. Smith who was appointed the CEO of Kimberly Clark a paper company whose stock had fallen from 36% is a typical example of a leader who can thrive in economic challenges and progression. Smith created a transformation at Kimberly Clark turning it into the leading consumer paper products company in the world and beating its rivals Scott paper and Procter Gamble. In so doing he generated a cumulative stock return of 4.1 times greater than those of the general market outpouring companies such as Hewlett-Packard, 3m, Coca-Cola and General electric (Collins, 2001a). Effective leaders, understands that high performance in organisation is not all about instant su ccess but long-term feasibility and they tend to also focus on training and development programmes that is linked to high performance. They tend to concentrate more on on-the-job training (Ashtons, 2002). Leadership has been seen to be central to individual, team and organisational performance. Many factors both internal and external have a posture on sustainable performance and employee engagement lies at the heart of organisational performance, leadership can be said to be inexplicably influential in terms of its impact on employee engagement and performance(Collins, 2001a). To lead effectively, leaders ought to know that it takes the inspiration, commitment and engagement of their employees and they should know how to influence them towards achieving organizational objectives. Engaging employees is quite vital as leadership is very much about it (CIPD, 2008). Engagement could be said to be the sum of effort an employee is willing to apply in their work. This can be influenced if the engaging leadership scheme is assumed and this is can be illustrated using its model: Figure 1: The Structure of the Engaging Transformational Leadership Questionnaire Engaging Individuals Showing genuine concern Enabling Being Accessible Encouraging questioning Personal qualities and core values Acting with integrity Being honest and consistent Engaging the organization Inspiring others Focusing team effort Being decisive Supporting a developmental culture Moving forward together Networking Building shared vision Resolving complex issues Facilitating change sensitivity Adapted from www.cipd.co.uk/shapingthefuture This chart shows that engaging leadership has a key role on employee motivation, job satisfaction and commitment and can reduced work-related stress which will in turn lead to high performance in organisation. Therefore, in other for organisation to compete effectively and achieve competitive edge that will ensure long-term success and survival of business, there is a need to foster a leadership that takes into consideration human relations, and its responsive to the dynamics of the business environment McGunagle (2010). Various authors have proposed several forms of leadership that will enhance performance in organisation. These forms of leadership range from Transformational, charismatic and participative leadership styles. Transformational could be said to be linked with adaptive behaviours which has to do with getting the employees to think creatively and learn new skills, it also takes into consideration the need and ability to manage and control challenging situations while accommodating different social factors (Han Williams, 2008; Pulakos et al, 2000; Rosen et al, IN PRESS), (Moss, Dowling Callanan, 2009). Transformational leadership is seen to be effective because it presents a leader who focuses on challenging visions as such input commitment into the employees, this kind of leadership favours and empowers teams in achieving organisational goals (Shin Zhoug, 2003). Several authors have identified transformational leadership to function at both team and individual level (Kirkman, Chen, Farh, Chen, Lowe, 2009; Liao Chuang, Zohar Tenne-gezit, 2007). Very importantly at the individual level transformational leadership assumes the position of discretionary stimuli that arises as a result of different relationship between the leader and the lead (Wang et al., 2005). While at the team level transformational leadership creates an atmosphere where team members are creative and they willingly share ideas capable of transforming the organisation (Chen Bliese, 2002). Bass Avolio (1994) posit that transformational leaders engage more with their colleagues. They behave in different ways to a ttain superior result using the Four Is which is idealised influence, intellectual stimulation, inspirational motivation individualised consideration (Avolio, Waldman Yammarino, 1991). However in achieving effective organizational success, leaders who adopts bottom-up strategy rather than top-down system seems to be more effective. The top-down system is rule from above, with little or no involvement of those at the bottom, who are highly needed for the execution of tasks. It blocks flow of information in an organisation which will lead to misinformation to the employees. Bottom-up strategy promotes employee involvement, help free flow of information and feedback, ideas and suggestions from the employees (Wright Taylor, 1994). Good to great leaders do not start from vision and strategy rather they start from people first and then strategy second. They get the right people on the bus and move the wrong people off the bus, then ushers the right people on the seats and then figure out where to drive it (Collins, 2001a). Collins, (2001b) also identified some factors of moving from a good to a great leader. The prime is the level 5 leadership which emphasises that leaders should be an epitome of humility to be able to do whats best for their organizations by accomplishing advantageous outcomes. Examples of leaders in this class are Yun Jong-Yong of Samsung Electronics, Japan, Makesh Ambani of reliance Industries in India etc. Jong Yong Yun, Samsung Electronics chief executive officer since December 1996, has restructured Samsung by challenging traditional Korean corporate culture of hierarchy and lifetime employment. Yun inculcated a sense of perpetual crisis among his employees and encouraged them to come up with innovative products that according to him, were essential for Samsungs survival. His emphasis was on quality products with unique designs and effective brand promotions. In 2004, Samsung surpassed Sony to earn profits of $9.4 billion over revenues of $72 billion 34. Roopa Chaudhuri (2005) in 2003-2010 IBS Case Development Centre Effective leaders understand the importance of employee empowerment which in turn leads to organisational success. This can be made evident in the case of Sao Paulo in Brazil. When Ricardo Semler, became the Chief Executive Officer, Semco expanded into other businesses like banking, environmental services and e-business. Ricardo preferred to change Semco into a democratic organisation for which he adopted the philosophy of employee empowerment. Ricardo was against the autocratic style of management, and was for participative management. Under Ricardo, Semcos revenues rose from $35 million in 1990 to $160 million in 2003. Semco soon came to be known as the unusual kind of workplace 25. Kiran, B. Chaudhuri , (2009) in 2003-2010 IBS Case Development Centre. However, many organisations have succeeded through good leaders who understand the need to invest in their people. An example of this can be seen from Vineet Nayar, CEO of Indian IT service giant HCL Company who likes to rock the boat. When Vineet was asked his greatest legacy, he responded without missing word That I have destroyed the office of the CEO his company has 55,000 employees and a market cap of $24 billion which is growing faster than Indians red-hot economy. He also led the charge that gave rise to the companys motto, Employee first, customer second an idea that gave many managers hives (Cappelli et al., 2010). In an interview with the senior executive of the Indian companys like the Tata, Mahindra Mahindra, and Infosys etc. on how they derive their organisation to high performance none of these leaders said that they succeeded because of their own cleverness at strategy or top team effort. These leaders said that their source of competitive advantage lies deeply in their companies, in their people (Cappelli et al., 2010). This entails that when employees are made the epitome of performance in an organisation they will be willing to contribute effectively to the organisational success that is to say good leadership cannot be separated from organisational success. A leader that takes the loyalty of their employees for granted jeopardises the collective foundation of that organisation, while this leaders go in one direction, the rest of the organisation will be trapped in another way. The High Commitment High Performance leaders (HCHP) such as Tim Solso of Cummins, Jorma Ollila of Nokia, Russ Fradin of Hewitt Associates, Allan Leighton etc. focuses attention on involvement with their people and operations; they try to create a link between the people who do the job and the performance they deliver (Russell et al. 2008). These leaders were able to achieve a greater height by combining four strategies such as earning the trust of their organisation through their openness to the unadorned truth, they were greatly engaged with their employee, were also able to assemble their people around a determined agenda and finally they realised that they can only succeed as part of a committed team and endeavoured to make their firms collective leadership cap abilities (Russell et al 2008). Allan Leighton practiced management by working around; before he became the CEO of Royal mail they were losing  £1.2m. Mr Leighton has already had some success in turning the company around. In May, the company posted its first improvement in trading performance for five years. By then, it said, it was losing just  £750,000 a day, down from an average of  £1.2m a day the previous year (Russell et al., 2008).). These HCHP leaders believes that investing in people is a means to achieving their goal because achieving a greater organisational height depends highly on how an employee is happy enough and feels committed to contribute effectively to attain high performance (Russell et al, 2008). Leaders in High performance organisation are inspiring and accessible; they do this through effective communication, high employee involvement and engagement, training and development. In fact they believe in their people, this can be made evidence through Stella David of Bacardi-Martini UK, she not only shaped various phase of the Bacardi-Martini work practices and performance systems, but was also known by all employees at Bacardi-Martini as inspiring and accessible. To the employees, she is highly discernible with the day-day operations of the business. Through her leadership style the company had  £400m turnover with 550 employee each earning  £35,000 p.a.; 19% (Ashton, 2008). Also Chris Galanty the managing director of Flight Centre UK said their company have built up a reputation as a people-focused business and their culture is about cultivating personal and career development, which gives their employees a strong degree of empowerment (2010 Flight Centre (UK) Limited). This company has a Turnover rate of  £19.4m with 550 employees earning  £35,000 p.a.; their business strategy is Shared high performance and profit one big global family and One Best Way (Ashton, 2008) In achieving sustainable organisational success one can see that distributive leadership plays an important role because it encourages line managers and employee empowerment which results to positive effect on performance. Caroline Sharp the director of HR and Workforce Strategy at Dumfries and Galloway NHS Board in her interview on distributed leadership pointed out that the traditional hierarchical form of leadership was not working well for their organisation in terms of making their teams changeable to enhance performance and the need for distributive leadership aroused which made them to deliver a leadership programme called Delivering Dynamic Improvement, this programme was a success because it helped the organisation to restructure their general management team (CIPD, 2010a). In summary successful leaders concentrate on the factors that derive profitability which revolves around investment in people, technology that supports frontline workers, serious recruitment and training and compensation which is related to performance for employees (Heskett et al, 2008). From the above explanation and examples one can see that effective leadership cannot be separated from high performance in the organisation, the both term are linked together and for organisation to attain a greater height there is need for distributive leadership and employee satisfaction (CIPD, 2010a).

Norma Fox Mazer :: Biography Biographies Essays

Norma Fox Mazer      Ã‚  Ã‚   There are, and have been, many great authors. One of my favorite authors is Norma Fox Mazer. I have had a few teachers recommend this author to me, so I decided to read her books. They are entertaining. I like Norma's books because she writes about things that happen in people's lives, such as divorce and boy/girl problems. Her books are exciting, and make you want to keep reading. I have read a couple of books by Norma, including Good Night, Maman. It is historical fiction, and about a Jewish girl who is taken from her mother, and travels to Fort Ontario in Oswego, New York. It is an excellent book because it is fun to read about Oswego's past. Another book I am reading is A, My Name is Ami, which is enjoyable so far. Norma is a great author, and writes about realistic, but exciting subjects.      Ã‚  Ã‚   Norma Fox Mazer is an interesting person. She was born on May 15, 1931 in New York City. Her family was Jewish, but as an adult she does not follow the Jewish religion. Norma grew up in Glen Falls, New York, and lived at the foothills of the Adirondack Mountains. Norma had a good childhood; she went to school, loved to read, and played the violin, then the bass fiddle, and finally the clarinet. She also had a very vivid imagination.      Ã‚  Ã‚   Norma's family life was supportive. She had a mother, Jean (Garlen) Fox, a father, Michael Fox, and three sisters. Norma was the middle child. Norma's dad was a route deliverer, delivering milk, bread, and other household items. Her mom was a saleslady. Farther up the family tree were Norma's grandparents. They were Jewish immigrants from Poland, and owned a bakery. Norma remembers doing many things with her family, such as going to the candy store, the family listening to their mother tell stories, the rhubarb that the family grew outside, and the cold winters with King of the Hill and skating. Norma's family lived in many different apartments, but all the moving did not ruin her education.      Ã‚  Ã‚   Norma Fox, which was her maiden name, had a good education. As a child, she went to elementary school.