The Male Hero free essay sample

An examination of the masculine depiction in American novels. An examination of the past American social and moral values with focus on the masculinity in the American context. The author analyzes these ideals with reference to the works of Nathaniel Hawthorne, Flannery O Conner and John Updike. The author examines the theme of the male hero in these writers novels and whether the male hero is successful at reinventing himself. While in some ways, the central characters in Nathaniel Hawthornes Young Goodman Brown, Flannery OConnors A Good Man is Hard to Find and John Updikes A P are similar, for we see in each of these stories men coming to terms with what it means to be masculine, what it means to be a man in a particular American context. The different historical settings of these three works guarantees that the characters are certainly not identical to each other. We will write a custom essay sample on The Male Hero or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page But we recognize in all three of them a particular kind of either literal or psychological coming of age that is linked to American social and moral values.

Biography of Architect Richard Rogers, Designer of 3 WTC

Biography of Architect Richard Rogers, Designer of 3 WTC British architect Richard Rogers (born July 23, 1933) has designed some of the most important buildings of the modern era. Beginning with the Parisian Centre Pompidou, his building designs have been characterized as being inside out, with facades that look more like working mechanical rooms. In 2007 he received architectures highest honor and became a Pritzker Architecture Prize Laureate. He was knighted by Queen Elizabeth II, becoming Lord Rogers of Riverside, but in the U.S. Rogers is best known for rebuilding Lower Manhattan after 9/11/01. His 3 World Trade Center was one of the last towers to be realized. Fast Facts: Richard Rogers Occupation: British ArchitectBorn: July 23, 1933 in Florence, ItalyEducation: Yale UniversityKey Accomplishments: Centre Pompidou with Renzo Piano; Three World Trade Center in Lower Manhattan; 2007 Pritzker Architecture Prize Early Life Born in Florence, Italy to an English father and Italian mother, Richard Rogers was raised and educated in Britain. His father studied medicine and hoped that Richard would pursue a career in dentistry. Richards mother was interested in modern design and encouraged her sons interest in the visual arts. A cousin, Ernesto Rogers, was one of Italys prominent architects. In his Prizker acceptance speech, Rogers noted that it was Florence where my parents instilled in my brother Peter and me a love of beauty, a sense of order, and the importance of civic responsibility. As war broke out in Europe, the Rogers family moved back to England in 1938 where young Richard attended public schools. He was dyslexic and did not do well. Rogers had a run-in with the law, entered the National Service, became inspired by the work of his relative, Ernesto Rogers, and ultimately decided to enter Londons Architectural Association school. Later he moved to the U.S. to pursue a masters degree in architecture at Yale University on a Fulbright Scholarship. There he developed relationships that would last a lifetime. Partnerships After Yale, Rogers worked for Skidmore, Owings Merrill (SOM) in the U.S. When he finally returned to England, he formed Team 4 architectural practice with Norman Foster, Fosters wife Wendy Cheeseman, and Rogers wife Su Brumwell. By 1967, the couples had split to form their own firms. In 1971 Rogers entered a partnership with the Italian architect Renzo Piano. Although the partnership dissolved in 1978, both architects became world famous with their work in Paris France - the Centre Pompidou, completed in 1977. Rogers and Piano had invented a new type of architecture, where the mechanics of a building were not simply transparent but showcased as part of the facade. It was a different kind of postmodern architecture that many began to call high-tech and inside-out architecture. Exterior of Centre Pompidou. Richard T. Nowitz/Getty Images Rogers chose good partners, although it was Renzo Piano and not Rogers who in 1998 would win the first Pritzker Prize and then Norman Foster won in 1999. Rogers won in 2007, and the Pritzker Jury was still talking about Pompidou, saying it revolutionized museums, transforming what had once been elite monuments into popular places of social and cultural exchange, woven into the heart of the city. After Pompidou, the team split and the Richard Rogers Partnership was established 1978, which eventually became Rogers Stirk Harbour Partners in 2007. Personal Life Rogers married Susan (Su) Brumwell before they both went off to study at Yale University - he studied architecture and she studied town planning. She was the daughter of Marcus Brumwell who headed the Design Research Unit (DRU), a moving force in British design. The couple had three children and divorced in the 1970s, during the work on Centre Pompidou. Shortly after, Rogers married the former Ruth Elias of Woodstock, New York and Providence, Rhode Island. Called Ruthie, Lady Rogers is a well-known chef in Britain. The couple had two children. All of Richard Rogers children are sons. Famous Quote Architecture is too complex to be solved by any one person. Collaboration lies at the heart of all my work. Legacy Like all great architects, Richard Rogers is a collaborator. He partners not only with people but also with new technologies, the environment, and the societies in which we all live. He was an eary champion of energy efficiency and sustainability in a profession that came late to taking responsibility in protecting the environment. His fascination with technology is not merely for artistic effect, cites the Pritzker Jury, but more importantly, it is a clear echo of a buildings program and a means to make architecture more productive for those it serves. Inside Lloyds of London. Sean Batten/Getty Images (cropped) After the success of the Centre Pompidou in the 1970s, Rogers next huge project was the Lloyds of London building completed in 1986. The Pritzker Jury cited it as another landmark of late twentieth century design and that it established Richard Rogers’ reputation as a master not only of the large urban building, but also of his own brand of architectural expressionism. In the 1990s Rogers tried his hand at tensile architecture and created Londons temporary Millennium Dome, which is still being used as the O2 arena center of entertainment in Southeast London. The Rogers Partnership has designed buildings and cities all over the world - from Japan to Spain, Shanghai to Berlin, and Sydney to New York. In the U.S. he was part of the redevelopment of Lower Manhattan after the terrorist attacks of 9/11 - Tower 3 at 175 Greenwich Street is a Rogers design, completed in 2018. Rogers legacy is as the responsible architect, the professional who considers the workplace, the building site, and the world we share. He was the first architect to deliver the prestigious Reitch Lecture in 1995. In Sustainable City: Cities for a Small Planet he lectured the world: Other societies have faced extinction - some, like the Easter Islanders of the Pacific, the Harappa civilization of the Indus Valley, the Teotihuacan in pre-Columbian America, due to ecological disasters of their own making. Historically, societies unable to solve their environmental crises have either migrated or become extinct. The vital difference today is that the scale of our crisis is no longer regional but global: it involves all of humanity and the entire planet. The Leadenhall Building, London, UK. Oli Scarff/Getty Images

Clever inventions. The possibilities of the mind

Clever inventions. The possibilities of the mind Useful inventions of all time If asked about the biggest invention of our time, people would probably name the Internet. It allows us to connect with friends around the world and establish connections we never knew existed. You want to talk to your favorite celebrity or find out what has been going on in Eastern Asia? - Google will help you! A hundred years ago, we could not imagine the luxury of interacting with people miles away from us. The credit goes to Lawrence Roberts, the inventor of the first Internet prototype. However, apart from the global communication system, what can we name as the greatest invention? You may argue about the usefulness of this or that device, but we can assure you they have all made a fair contribution to our routine. Where would the mankind be, if it was not for the phone or text messages we are used to exchanging whenever we want to share information? On top of that, we should include some of the things that were necessary for the development of the human race: The wheel. The wheel is truly one of the inventions of the humankind, the value of which cannot be overlooked today. The concept of the first wheel was developed in 3500 B.C., and it was a blessing for everyone. People had massive problems with transporting goods and moving them from one town to another, so we guess this discovery was by far one of the most expected in the history of human civilization. These days, wheels are used everywhere, and the history we know was shaped with the help of this tool. The compass. Do you remember Captain Jack’s compass that showed the thing you wanted most? Well, magic aside, sailors used to navigate by the stars. Suffice to say, it was not a very safe methodic, as it forced them to skip their craft on cloudy evenings or in the daytime. Before the invention of the first compass, captains were bound to obey the mere changes of the weather, and had to wait until the sky was clear again. The situation changed, however, when the compass we know today was invented. The secret to successful navigating is the magnetized needle, which points north. The printing press. As we know, very few people had access to books back in the Middle Ages. The printing press appeared as a revolutionary device and changed the way we perceive printing today. Johannes Gutenberg decided to alter the course of history by inventing a special machine, which pressed ink to the paper so that the paint remained on the surface for long. This is another invention that led to the development of the human race, the importance of which cannot be overstated. The printing devices we have today allow us to immerse in the world of literature and become educated individuals through reading. The telephone. The invention of this device presents a series of experiments, which all led to failure. Many scientists struggled to build an electronic device, which would allow people to communicate via wires. However, electronic transmission did not seem possible until Alexander Graham Bell took the initiative in his hands. He invented the phone in 1876, and was awarded a patent for his discovery that led to revolutionizing the world of communication. He had a lot of successors, who tried to improve the said gadget, and fortunately, phones as we know them today allow to transmit electronic signals at long distances. The light bulb. It is hard to imagine our daily lives without this device. Electricity was in poor state when Thomas Edison decided he would change the face of the world we know. Of course, we cannot attribute this success to his personality alone, as many people played a significant role in inventing the light bulb, but generally, the credit belongs to Edison. Prior to this, we depended on natural lightning and the light of the candles. That was romantic, in some ways, and uncomfortable as well, as people had to work during the day and finish their chores before the sun went down. Now, we can sit up all night and be sure the lightning is bright and comfortable, thanks to the invention that Thomas Edison proudly patented. Penicillin. The story behind the invention of Penicillin is awesome. In 1928 there was a Scottish scientist named Alexander Fleming, who conducted a series of experiments in his private laboratory. During one of the experiments, he left a lid on a dish with bacteria opened. Later, he discovered that bacteria were dead as the dish became contaminated with mold. Later, Fleming found out that the mold was called fungus Penicillium, and it was cleared and purified by scientists to turn it into a strong medication, which changed the course of science and was a big history turn in the first half of the 20th century.

Middle Ages Magic Activities from Religious Point of View Assignment

Middle Ages Magic Activities from Religious Point of View - Assignment Example The Church did not approve of theories that contradicted the official doctrine of the Church. This is because their view of human knowledge is based on a concept of an all-knowing God and a revelation of absolute truth through the scriptures and through the Pope and the senior leaders of the Church. There was no room for theories that were based on principles outside this rather strict set of rules. The whole issue of whether the earth is the center of the universe, for example, was seen as a theological dogma, not a theory or scientific view, and these issues have the potential to cause the whole foundation of Christian belief to crumble if they are challenged and found to be false. That is why the Church resisted any other views. There seems to have been in Medieval times quite a bit of experimentation with these forbidden arts, just as today people read horoscopes, go to see fortune tellers, and have lucky objects at the same time as holding broadly orthodox beliefs in one of the main religions. Old pagan beliefs linger on in symbolic ways, as for example in the Christmas trees, Harvest Thanksgiving services and Easter eggs that we have in Western culture, even though these are symbolic of pagan festivals (Jolly, 2000, p. 1). In this, there is not so much difference between medieval and modern society. The issue of predetermined events and the prediction of human behavior was a very thorny one because it goes to the heart of the Christian doctrine of salvation. It matters a lot, for example, whether a person has free will or not, and whether they freely choose to do good or evil deeds, or whether they are just puppets being manipulated by fate or some demon or other. Christians have a strong sense of being morally responsible for their actions, and relying on God alone, and so many other forces that get in between a man or woman and their god were seen as a bit threat.  

Orgninzational behaviour Leadership paper Research

Orgninzational behaviour Leadership - Research Paper Example I will use my motivational skills to extract the best from them to prove my competency. I will use my full intelligence and innovativeness to make each employee contribute the best to the company, happily. I will use my responsibility as a leader to make life easier for the people working under me and make them achieve new heights in their career at the same time. To be a leader is to be responsible. To be responsible for our own life and all others following us is no easy task. As an IT project manager in the banking sector and the only female to occupy the position in my team, I look forward to a bright future. My aim is to serve as a leader capable of creating a difference. I hope to put my business management skills to their best use and explore versatile fields in the future ending up as a project manager in a couple of years. I constantly keep updating my educational qualifications and developing my interpersonal skills to do the same effectively. There are so many things emplo yees expect from their leaders. Honesty and transparency are the basic foundation of good leadership. Competence and empathy are the best adornments for any leader. A caring leader not capable of inspiring the team to achieve the target will be of little use to the company as well as the employees. Similarly, a demanding one who does not care about his follower’s situation cannot create a trustworthy team. ... Being an example of what you want your followers to be is the first step towards successful leadership. The second step is motivating them or luring them with the benefits of being competent and perfect. The third step is to help them achieve the same by eliminating any problems they have. The main challenge is to win the trust of the employees and manage time effectively. So many followers doubt the leaders who take extra care with them. It is the leader's duty to make them understand their well being is as important as achieving target. Managing time to set everybody's problem right might be an issue at first. But, it can be managed easily with the help of the other team members. The very fact that the leader is caring more will extract more sincerity from the employee’s side, making them solve their problems themselves. The main impact a woman leader creates in a work place in general is a surprise. One female leadership inspires many more women to come up successfully in t heir career rather than get satisfied with the position they are currently in. There is a general belief that good deeds go unrewarded and only power can help gain respect and influence. Proving power can be used to help people in productive ways is the major fact I wish to establish. There are several tools to do the same. Intelligence, empathy and competence are the most important of all. Any grim situation can be turned into a favourable one if a person is calm and creative enough to analyze the pitfall in it. Good leadership can simply make or break an organization. There are five practices necessary for exemplary leadership which can transform any worst team into star performers. They are communication, honesty and integrity, creativity and innovation and

Organizational behaviour theories

Organizational behaviour theories 1.0 INTRODUCTION The purpose of this essay is to discuss the statement â€Å"organizational behaviour theories and concepts are only useful for managers† with real world examples supporting the discussion. Organizations are not buildings or pieces of machinery. Organizations are, indeed, people who interact to accomplish shared objectives. The study of organizational behaviour (OB) and its affiliated subjects helps us understand what people think, feel and do in organizational settings. For managers and, realistically, all employees, this knowledge helps predict, understand and control organizational events. Organizational behaviour is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations for the purpose of applying such knowledge towards improving an organisations effectiveness (Robbins, Millett, Marsh, 2004). Though there is still considerable debate as to the components or topics of the area of OB, there appears to be general accord that OB includes the core topics of motivation, leader behaviour and power, interpersonal communication, group structure and process, learning, attitude development and perception, emotions, change processes, conflicts, work design work stress. To sum up OB is concerned with the study of what people do in an organization and how that behaviour affects the performance of the organization. To achieve the purpose the essence of this essay strives to analyze the controversial and complex theories and concepts of organisational behaviour to discuss those theories and concepts useful for everyone or only managers of an organisation. 2.0 Role of the Manager 2.1. Who is a Manager? A manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals. The changing nature of organizations and work has altered the role of managers. 2.2. What do Managers Do Describing what managers do isnt an easy or simple task! Just as no two organizations are alike, no two managers jobs are alike. A managers job can be described from various perspectives: functions, roles, essential skills, systems, and contingencies. Each approach provides a different perspective on the managers job. Management is the process of coordinating work activities so theyre completed efficiently and effectively with and through other people. Efficiency refers to getting the most output from the least amount of inputs. Effectiveness is concerned with completing activities so that organizational goals are attained. Efficiency is concerned with the means of getting things done and effectiveness is concerned with the ends. The process of management refers to the idea that management consists of a set of ongoing decisions and actions in which managers engage as they plan, organize, lead, and control. Planning involves defining an organizations goals and establishing strategies and plans to achieve those goals. Organizing includes designing a structure to carry out the plans. Leading involves motivating subordinates, influencing individuals or teams, communicating effectively, and dealing with employee behaviour issues. Finally, controlling includes monitoring, comparing, and correcting the organizations performance. Henry Mintzberg concluded that managers perform 10 different roles or behaviours. He classified them into three sets. One set is concerned with interpersonal relationships (figurehead, leader, liaison). The second set is related to the transfer of information (monitor, disseminator, spokesperson). The third set deals with decision making (entre-preneur, disturbance handler, resource allocator, negotiator). Robert Katz identified three skills managers need: technical, human, and conceptual. He showed that the relative importance of these skills varied according to the management level within the organization. The systems perspective can be used to describe what a manager does because organizations are open systems with interrelated and interdependent parts. Within this system, managers coordinate the various work activities so that the organization can meet its goals. The reality of work is that manager will either manage or be managed, and there are rewards and challenges in being a manager. 3.0 Organisational behaviour theories and concepts There are several crucial reasons why companies should utilize the concepts and theories of OB, as well as understand the key terms that are associated with organizational behaviour. One of the most important and broad-based challenges facing organizations today is adapting to diverse work environments. Organizations are becoming more heterogeneous in terms of gender, race, and ethnicity. For example, several key terms that must also be understood organizational culture, diversity, communication, organizational effectiveness and efficiency, organizational learning. 3.1. Attitudes Attitudes are evaluative statements either favourable or unfavourable concerning objects, people, or events. They reflect how an individual feels about something. When a person says, I like my job, he or she is expressing an attitude about work. The Theory of Cognitive Dissonance:Cognitive dissonance theory sought to explain the relationship between attitudes and behaviour. Cognitive dissonance is any incompatibility or inconsistency between attitudes or between behaviour and attitudes. The theory argued that any form of inconsistency is uncomfortable and that individuals will try to reduce the dissonance and, thus, the discomfort. In other words, individuals seek stability with a minimum of dissonance. Self-Perception Theory: People decide on their own attitudes and feelings from watching themselves behave in various situations. (Straker, c Syque 2002-2009) Usefulness of Attitudes Theories Concepts for Managers and Employees. Effective managers need to understand behaviours and attitudes of employees. Therefore knowing above theories Managers can pressure to reduce the dissonance when employees recognize that the dissonance is externally imposed and uncontrollable. The pressure is also decreased if rewards are significant enough to offset the dissonance. So the manager may point to external forces such as competitors, customers, or other factors when explaining the need to perform some work activity about which workers may have some dissonance. Or the manager can provide rewards that workers desire in order to decrease their attempts to get rid of the dissonance. Another implication for managers is that there is relatively strong proof that committed and satisfied employees have low rates of turnover and absenteeism. Knowing that managers would like to keep resignations and absences down, mostly among their most productive employees. Managers can do those things by generating positive job attitudes. Measuring employee satisfaction through attitude surveys can alert managers to any significant changes. The manager who knows about the above theories can reduce absenteeism and turnover by using those theories and concepts. Employees who know attitude theories and concepts try to reduce dissonance and decide on their attitudes and feelings which lead them to the successful job performance. Then furthermore successful job performance should lead to feelings of accomplishment, increased pay, promotions, and other rewards, all desirable outcomes that then lead to job satisfaction of employees. 3.2. Personality The sum total of ways in which an individual reacts and interacts with others, measurable traits a person exhibits. There are dozens of personality traits could use; for instance, aggressive, shy, ambitious, loyal, and lazy. The Big Five Model of Personality Dimensions: The big-five personality traits are; Extraversion: The degree to which someone is sociable, talkative, and assertive. Agreeableness: The degree to which someone is good-natured, cooperative, and trusting. Conscientiousness: The degree to which someone is responsible, dependable, persistent, and achievement oriented. Emotional stability: The degree to which someone is calm, enthusiastic, and secure (positive) or tense, nervous, depressed, and insecure (negative). Openness to experience: The degree to which someone is imaginative, artistically sensitive, and intellectual. Personality-Job Fit Theory (Holland): Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. The six basic personality types of work environments are; Realistic, Investigative, Artistic, Social, Enterprising, Conventional. Usefulness of Personality Theories Concepts for Managers and Employees. For managers the major value in understanding personality differences probably lies in employee selection. Managers are likely to have higher performing and more satisfied employees if consideration is given to matching personalities with jobs. The best-documented personality job fit theory has been developed by psychologist John Holland. His theory states that an employees satisfaction with his or her job, as well as his or her likelihood of leaving that job, depends on the degree to which the individuals personality matches the occupational environment. Furthermore it illustrates satisfaction is highest and turnover lowest when personality and occupation are compatible. Therefore its valuable for managers to know about personality theories and concepts. Also being a successful manager and accomplishing goals means working well together with others both inside and outside the organization. In order to work effectively together, managers need to understand each other. This understanding comes, at least in part, from recognizing the ways in which people differ from each other that is, from an appreciation of personality traits. In addition, there are other benefits to a managers understanding of personality. By recognizing that people approach problem solving, decision making, and job interactions differently, a manager can better understand why, for instance, an employee is uncomfortable with making quick decisions or why another employee insists on gathering as much information as possible before addressing a problem. Or, for instance, managers can expect that individuals with an external locus of control may be less satisfied with their jobs than internals and also that they may be less willing to accept responsibility for their actions. People who choose to work in an environment similar to their personality type are more likely to be successful and satisfied. For that reason knowing personality theories and concepts person can select a job that fit for him or her. For example, Artistic persons are more likely to be successful and satisfied if they choose a job that has an Artistic environment, like choosing to be a dance teacher in a dancing school an environment dominated by Artistic type people where creative abilities and expression are highly valued. Moreover knowing those theories help employees to work with their office mates/staff with an understanding. 3.3. Learning Learning occurs all the time as we continuously learn from our experiences. It can define as any relatively permanent change in behaviour that occurs as a result of experience. Classical conditioning: A type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response. Operant conditioning: Operant conditioning argues that behaviour is a function of its consequences. People learn to behave to get something they want or to avoid something they dont want. Operant behaviour describes voluntary or learned behaviour in contrast to reflexive or unlearned behaviour. The tendency to repeat learned behaviour is influenced by the reinforcement or lack of reinforcement that happens as a result of the behaviour. Social-learning theory: Individuals also can learn by observing what happens to other people and just by being told about something as well as by direct experiences. So, for example, much of what we have learned comes from watching others (models)—parents, teachers, peers, television and movie actors, managers, and so forth. This view that we can learn both through observation and direct experience is called social learning theory. Shaping behaviour theory: Systematically reinforcing each successive step that moves an individual closer to the desired response. Usefulness of Learning Theories Concepts for Managers and Employees. Employees are going to learn on the job. The only issue is whether managers are going to manage their learning through the rewards they allocate and the examples they set or allow it to occur unsystematically. If marginal employees are rewarded with pay raises and promotions, they will have little reason to change their behaviour. In fact, productive employees, seeing that marginal performance gets rewarded, might change their behaviour. According to it managers can use learning theories and concepts to motivate employees to do thing as wanted. 3.4. Perception Decision Making Perception is a process by which individuals give meaning to their environment by organizing and interpreting their sensory impressions. Attribution Theory: Attribution theory was developed to explain how we judge people differently depending on the meaning we attribute to a given behaviour. Basically, the theory suggests that when we observe an individuals behaviour, we attempt to determine whether it was internally or externally caused. Internally caused behaviours are those that are believed to be under the personal control of the individual. Externally caused behaviour results from outside factors; that is, the person is forced into the behaviour by the situation. That determination, however, depends on three factors: distinctiveness, consensus, and consistency. Decision making is an integral function of management. Decision making involves selecting or choosing a particular course of action from among the various alternatives available in the decision making situation. Rational Decision-Making Model: A decision-making model that describes how individuals should behave in order to maximise some outcome. Step 1. Define the Problem Step 2. Identify the Decision Criteria Step 3. Weight the Criteria Step 4. Generate Alternatives Step 5. Rate Each Alternative on Each Criteria Step 6. Compute Optimal Decision Usefulness of Perception Theories Concepts for Managers and Employees. Managers need to recognize that their employees react to perceptions, not to reality. So whether a managers appraisal of an employee is actually objective and unbiased or whether the organizations wage levels are among the highest in the community is less relevant than what employees perceive them to be. Employees organize and interpret what they see, so there is always the potential for perceptual distortion. The message to managers should be clear: Pay close attention to how employees perceive both their jobs and management actions. Since the valuable employee who quits because of an inaccurate perception is just as great a loss to an organization as the valuable employee who quits for a valid reason. In addition, job satisfaction also influences organizational behavior, primarily through perceptions of fairness. That means â€Å"If employees dont feel that their supervisors or the organizations procedures or pay policies are fair, their job satisfaction is likely to suffer significantly. However, when employees perceive organizational processes and outcomes to be fair, trust is developed. And when employees trust their employer, theyre more willing to voluntarily engage in behaviors that go beyond the formal job requirements†. Usefulness of Decision Making Theories Concepts for Managers and Employees. Studies show that managers may spend up to 70 percent of their time in group meetings. Undoubtedly, a large portion of that time is spent formulating problems, developing solutions, and determining how to implement the solutions.Therefore it proved knowing decision making theories and concepts is useful for as individually managers. It helps to make decisions in order to gain maximum productivity. 3.5. Motivation Motivation is the process that account for an individuals intensity, direction and persistence of effort toward attaining a goal. In todays world motivation is seen as being best achieved by a combination of elements within the organization that combine to produce it: needs; job design; satisfaction. There are many theories of motivation that have emerged in organizational behaviour literature. Early Theories of Motivation Hierarchy of needs theory: Maslows Hierarchy of Needs (often represented as a pyramid with five levels of needs) is a motivational theory in psychology that argues that while people aim to meet basic needs, they seek to meet successively higher needs in the form of a hierarchy. Maslows Hierarchy of needs (Learning Theories Knowledgebase, 2009) Individuals cant move to the next higher level until all needs at the current level are satisfied. So they have to move up the hierarchy in order. Theory X Y: Very simply, Theory X presents an essentially negative view of people and Theory Y offers a positive view. Two-factor theory: motivation-hygiene theory proposes that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction. McClellands Theory of Needs: McClelland proposed that an individuals specific needs are acquired over time and are shaped by ones early life experiences. Theory focuses onpeople havingthree fundamental needs that exist in different degrees, one being a stronger preference:- The need for achievement The need for affiliation The need for power (authority) A persons motivation and effectiveness in certain job functions are influenced by these three needs because they have different level of needs in each of these areas. (Edwards, 2009.) Goal setting Theory: Conscious goals affect action. A goal is the object or aim of an action. For example -: to attain a specific standard of proficiency, usually within a specified time limit. As industrial-organizational psychologists, our primary interest has been to predict, explain, and influence performance on organizational or work-related tasks. Thus, we focused on the relationship between conscious performance goals and level of task performance rather than on discrete intentions to take specific actions. Reinforcement Theory: In contrast to goal-setting theory, reinforcement theory says that behaviour is a function of its consequences. Goal-setting theory proposes that an individuals purpose directs his or her behaviour. Reinforcement theory argues that behaviour is externally caused. What controls behaviour are reinforcers, consequences that, when given immediately following a behaviour, increase the probability that the behaviour will be repeated. The key to reinforcement theory is that it ignores factors such as goals, expectations, and needs. Instead, it focuses solely on what happens to a person when he or she takes some action. Expectancy Theory: Expectancy theory states that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual. It includes three variables or relationships Equity Theory: This is a process theory that focuses on individuals perceptions of how fairly they are treated relative to others. The 4 most common ways to reduce a perceived inequity are to, Change inputs. Change outcomes. Distort perceptions. Leave the job. Usefulness of Motivation Theories Concepts for Managers and Employees. Managers can recognize individual differences by using above theories as almost every contemporary motivation theory recognizes that employees arent identical. They have different needs, attitudes, personality, and other important individual variables. Also managers can match people to jobs. Theres a great deal of evidence showing the motivational benefits of carefully matching people to jobs. For example, high achievers should have jobs that allow them to participate in setting moderately challenging goals and that involve autonomy and feedback. Also keep in mind that not everybody is motivated by jobs that are high in autonomy, variety, and responsibility. Employees have different needs, what acts as a reinforcer for one may not for another. Managers should use their knowledge about theories and concepts of motivation to motivate employee using different reward systems. Ex-: Individualize the rewards they control, such as pay, promotions, recognition, desirable work assignments, autonomy, and participation. Link rewards to performance. Allocation of performance-based wage increases Piecework bonuses Pay incentives is important in determining employee motivation. So as mentioned above managers can induce employees to achieve organizational goals through knowledge of motivational theories and concepts 3.6. Leadership The aspect of leadership is perhaps one of the most influential elements in organizational behavior. This is because the leaders are expected to direct the company in such a way as to maximize corporate objectives while minimizing costs. Leadership is a special case of interpersonal influence that gets an individual or group to do what the leader wants done (Wood, Wallance, Zeffane, Schermerhorn, Hunt, Osborn, 2001). Trait Theories: Trait theories are more traditional and focus on the personal traits of leaders from those of followers. Six traits associated with effective leadership included; ambition and energy the desire to lead honesty and integrity self-confidence intelligence job relevant knowledge Traits alone were not sufficient for explaining effective leadership. Explanations based solely on traits ignored the interactions of leaders and their group members as well as situational factors. Possessing the appropriate traits only made it more likely that an individual would be an effective leader. Behavioural Theories: Behavioral therapists take a different approach. Behavioralists try to determine the types of leadership behaviors that have produced a higher level of work performance. There are four main leader behaviour studies we need to look at. Managerial Grid Concern for people: measured leaders concern for subordinates on a scale of 1 to 9 (low to high) Concern for production: measured leaders concern for getting job done on a scale of 1 to 9 (low to high) Contingency Theory: In this section we examine five contingency theories. Each looks at defining leadership style and the situation and attempts to answer the if-then contingencies (i.e., if this is my situation, then this is the best leadership style for me to use) The Fiedler Model the Fiedler contingency model proposed that effective group performance depended on the proper match between the leaders style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence. The model was based on the premise that a certain leadership style would be most effective in different types of situations. The key was to define those leadership styles and the different types of situations and then to identify the appropriate combinations of style and situation. Fiedler proposed that a key factor in leadership success was an individuals basic leadership style. He further suggested that a persons style was one of two types: task oriented or relationship oriented. To measure a leaders style, Fiedler developed the least-preferred co-worker (LPC) questionnaire. This questionnaire contained 16 pairs of contrasting adjectives. After an individuals basic leadership style had been assessed through the LPC, it was necessary to evaluate the situation in order to match the leader with the situation. Fiedlers research uncovered three contingency dimensions that defined the key situational factors for determining leader effectiveness. These were: Leader-member relations: the degree of confidence, trust, and respect employees had for their leader; rated as either good or poor Task structure: the degree to which job assignments were formalized and procedurized; rated as either high or low Position power: the degree of influence a leader had over power-based activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak Each leadership situation was evaluated in terms of these three contingency variables. Hersey and Blanchards Situational Leadership Theory focuses on followers readiness. SLT says if followers are; Telling (high task-low relationship): The leader defines roles and tells people what, how, when, and where to do various tasks. Selling (high task-high relationship): The leader provides both directive and supportive behavior. Participating (low task-high relationship): The leader and follower share in decision making; the main role of the leader is facilitating and communicating. Delegating (low task-low relationship): The leader provides little direction or support. Leader Participation Model related leadership behaviour and participation in decision making. The model argued that leader behaviour must adjust to reflect the task structure whether it was routine, nonroutine, or anywhere in between. Leadership Styles in the Vroom Leader Participation Model are; Decide: Leader makes the decision alone and either announces or sells it to group. Consult Individually: Leader presents the problem to group members individually, gets their suggestions, and then makes the decision. Consult Group: Leader presents the probelm to group members in a meeting, gets their suggestions, and then makes the decision. Facilitate: Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made. Delegate: Leader permits the group to make the decision within prescribed limits. Path-Goal Model which states that its the leaders job to assist his or her followers in attaining their goals and to provide the direction or support needed to ensure that their goals are compatible with the overall objectives of the group or organization. House identified four leadership behaviors: Directive leader: lets subordinates know whats expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks Supportive leader: is friendly and shows concern for the needs of followers Participative leader: consults with group members and uses their suggestions before making a decision Achievement-oriented leader: sets challenging goals and expects followers to perform at their highest level Path goal theory Leader-Member Exchange Theory indicates that leaders develop special relationships with trusted followers. Usefulness of Leadership Theories Concepts for Managers and Employees. Leadership may not always be important but the aspect of leadership is conceivably one of the most influential elements in organizational behavior. This is because the leaders are expected to direct the company in such a way as to maximize corporate objectives while minimizing costs. In perhaps more than any other area of organizational behavior the leadership aspect is a combination of learning theories, power, personality, performance appraisal and motivation. This is because leadership is the process whereby an individual must gain the voluntary participation of subordinates with the goal of attaining corporate objectives. Thus, a leaders personality and sense of power will influence this process. Further, motivation is a key aspect of leadership because goal will not be attained if subordinates are not properly motivated to achieve them and performance appraisal is a key element in this process. Without adequate feedback that is quantifiable, leaders will not be able to assess em ployee performance reliably or measure progress in attaining corporate objectives. So its important to have knowledge of leadership concepts and theories to both employees and managers to achieve organizational goals. 3.7. Groups A group is defined as two or more interacting and interdependent individuals who come together to achieve particular goals. Groups can either be formal or informal. Formal groups are work groups established by the organization that have designated work assignments and specific tasks. In formal groups, appropriate behaviours are established by and directed toward organizational goals. Five stage Group Development Model Forming stage: The first stage in group development characterised by much uncertainty. Storming stage: The second stage in group development characterised by intra-group conflict. Norming stage: The third stage in group development, characterised by close relationships and cohesiveness. Performing stage: The fourth stage development, when the group is fully functional. Adjourning stage: The final stage in group development for temporary groups characterised by concern with wrapping up activities rather than task performance. Group Behaviour Model Group behaviour emanates from the causes that contribute to the groups effectiveness. Usefulness of Group Theories Concepts for Managers and Employees. The group task is a whole and meaningful piece of work, with a visible outcome. According to

Piano Industry, Prp

Porter Five Forces: The piano industry. Threat of substitute products or services: LOW A portable keyboard can be regarded as a substitute but those interested in buying a piano are interested in superior sound, better performance, good looks and elegance. The keyboard has none of these. It is complicated to sell a piano and move it in order to put a keyboard. Threat of new competition: MEDIUM-LOW The capital investment in a piano factory is very high. The market already is filled with competitors that dominate the global market. Brand recognition is also a hard asset to aquire in the piano industry. Pianos are a luxury product that could make an entrant suffer a lot in the even of an economic downturn. Other local Chinese piano manufacturers could potentially become significant competition. Bargaining power of customers: HIGH A piano is a high end product with many different brand offerings. Customers have a large bargaining power driving the margins down. PRP has made this clear by driving prices down by offering a good product at a better price. Bargaining power of suppliers: LOW The suppliers hold no proprietary materials that the piano makers require. Most of the materials are commodity products such as wood and those that are more developed like keys are becoming easier to manufacture in house due to the drop in ease and cost of the machinery required to do so. Intensity of competitive rivalry: HIGH The entrance of companies such as PRP is evidence of the incredibly competitive market the piano industry is. New drastic tactics and strategies like sponsored players that can only use their products in their performances or manufacturing outside their usual territories into asian sites also shows the competitive nature of the business.