Counterculture of Gypsies

Counterculture of Gypsies A counterculture is a subculture that rejects the major values of the larger society, and replaces them with a new set of cultural patterns (Thomas). The Gypsies are just one example of a counterculture. Gypsies generally rejected the bourgeois values; They rejected private property, materialism, and moral values. Gypsies had no long-lasting residency and survived on little material wealth. The Gypsies pursued detached lives that included use of drugs, alcohol, and they also believed in open sexual freedom. They lived merely for the arts and bliss (Mtholyoke.edu). In the nineteenth century the bohemian gypsies became recognized for representing a counterculture of artists, musicians, poets and writers (Turman). The history of the gypsies persisted to be unknown for years. A huge reason for the uncertainty of this culture was because of their lack of written linguistic, and their lack of understanding of their origin. The name Gypsy was derived from Egypt, which was where they commonl y claimed to originate from. It was finally revealed that the Romani language was closely correlated to dialects of the Indian language (Watkins). The Gypsies, or Romani people originated in Northern India and migrated into the Middle East and eventually spread across Europe (scottishgypsies.co.uk). The sociological perspective is the viewing of a groups behavior in a systemic way, rather than depending on common-sense explanations (Thomas 4). The three main sociological perspectives are the functionalist perspective, the interactionist perspective, and the conflict perspective. The functionalist perspective views society as a set of interrelated parts that work together to produce a stable social system (Thomas 14). Using the functionalist perspective, it can be perceived that the gypsies detached, private lives and rebellion against the bourgeois values identifies the culture as a dysfunction. If the gypsies norms were labeled as dysfunctional, it would mean that they have a negative consequence on the stability of the social system (Thomas 14). The interactionist perspective focuses solely on how individuals interact with one another in society and how individuals attach meanings to their actions (Thomas 17). Using the interactionist perspective, sociologists look at certain aspects such as marriage rituals and child development. The gypsies after marriage are expected to live with the parents of the husband for at least a year and are expected to have three or four children; it is very unusual for a couple to have only two children. Once they move in, the bori or wife, takes on most of the household tasks. Once the children arrive, the women are in charge of child care, but it is not strange for them to turn to relatives for assistance. Men and women are both affectionate towards children and the children are brought up in loving environments. Children begin to help their parents at a young age. They begin to train in whatever the family chooses for their kids to pursue whether it be singing, dancing, or woodwork. Girls learn household tasks and they marry by the time they reach mid-teens (Christobel). The conflict perspective focuses on the forces in society that promote competition and change. Conflict sociologists research includes decision-making i n the family and relationships among racial groups (Thomas 16). Using the conflict perspective, sociologists will see that the Gypsies are observed by outsiders as coming from a low social status and they are categorized as different for their carefree lifestyle. Sociological imagination is the ability to see the connection between the larger world and our personal lives (Thomas 5). Due to the gypsies different lifestyle and their practices not being accepted, they focused a lot of their attention on the arts. The original collection of the theater was moralistic and was created by Gypsies (Christobel). The Gypsies also are well known for their fortune-telling, which was an important part of their belief. Gypsy women sold fortunes by reading palms and tarot cards (Christobel). The Roma gypsies have impacted American culture directly with their mysticism and creative abilities. The Gypsies are also most well-known for their musical contributions. The Gypsies have contributed to curre nt American music, and are also accredited for their creation of the Flamenco, in Spain. Possibly one of the best jazz guitarists, Django Rheinhardt, who is a renowned Gypsy, also contributed to American culture (Heimlich). The gypsies have also influenced fashion in this generation. Today there are bohemian trends or boho, which are rustic and carefree. Ethnocentrism is the tendency to see ones own culture and group as superior (Thomas 35). If you have ever heard the saying when someone is to con another person, they gyp them, this is derived from the stereotype created by non-Gypsies. This saying is not accurate because the Gypsies generally had a lower crime rate than other ethnicities (Heimlich). In 1939 through 1945 there was the genocide of the Roma gypsies, which was when the Nazis decided that the Gypsies were racially inferior. The Nazis were against those who lived the gypsy lifestyle. The Nazis established these people as culturally undesirable and as a result, they mistreated them. The Nazis had no way to categorize and determine gypsies from a desirable individual, so they turned to racial hygiene and began to try and figure who the gypsies were, based on physical appearance. It was estimated that approximately 90 percent of all of the Roma in Germany, had contaminated blood, meaning they were mixed and were carriers of degenerate blood and unlawful characteristics (Ushmm.org). The Germans in this time period believed any other culture or race other than pure Germans could possibly pose as a threat to society. As a result, the Nazi Germans exterminated nearly one million Gypsies. Discrimination is still an issue today for Gypsies, along with marginalization. The European Gypsies today are still without sufficient medical aid and they do not receive the same job opportunities. They are deprived from certain privileges due to their culture and ethnic background (Padden). Cultural Relativism is the belief that cultures should be judged on their own standard rather than applying the standards of another culture (Thomas 36). There are the Romungro, The Boyash, and the Roma Gypsies all of which have different locations in Hungary and their standards vary based on their settlement. The Romungro are Gypsies that have lost their language and associate with middle class in society. These Gypsies have higher education expectations, but are still proud of their gypsy origin. The Boyash Gypsies are despised by the Roma Gypsies, due to their integration. They are nonviolent and hard-working. Music, dancing, and language remain important elements in the Boyash Gypsies culture. The Romas are the real Gypsies. They have continued to save their traditional culture which include their language, clothing, music, and dancing (Katalin, Forray R.;Beck Zoltà ¡n). All of these subcultures of gypsies have continued to keep the certain values of their culture and not comple tely conform to the standards of the of a larger culture. Today you can still find Roma Gypsies who continue to practice their cultural beliefs and standards in a society with different expected norms. I feel as if in todays society, the original Roma Gypsies would still be considered a counterculture. Despite having lost most of their original Romani language, they still preserve cultural identity and selectiveness (Heimlich). Their culture differs too much from todays social norms and would still be considered different or odd. After lots of research, I have discovered that there are many Gypsy subcultures that have adapted to certain norms and that do not follow the Roma Gypsy standards completely. I feel as if some of the Gypsy subcultures would be accepted in todays society. References   Christobel, Maya. The-Gypsy-Life.com. 19 May 2015. Web. 10 March 2017. Heimlich, Evan. Everyculture.com. 26 February 2015. Web. 10 March 2017. Katalin, Forray R.;Beck Zoltà ¡n. Gypsy Studies. University of Pà ©cs, 2008. Book. 10 March 2017. Mtholyoke.edu. n.d. Web. 10 March 2017. Padden, Kathy. Todayifoundout.com. 4 June 2014. Web. 10 March 2017. scottishgypsies.co.uk. 2004. Web. 10 March 2017. Thomas, W. LaVerne. Sociology: The Study of Human Relationships. Austin: Holt, Rinehart Winston, 2003. 39. Textbook. Turman, Karen. BOHEMIAN ARTISTS AND REAL BOHEMIANS. . 2015. infona.pl. Journal. 10 March 2017. Ushmm.org. 2017. Web. 10 March 2017. Watkins, James A. Owlcation.com. 27 December 2016. Web. 10 March 2017.

Personal Leadership Skills Analysis

Personal Leadership Skills Analysis For this essay I have audited my leadership skills using theoretical models and referred to specific situations and experiences. This encompasses personal, academic and professional reflections and explores opportunities for my career paths and personal development with an Action Plan for the future. This has required critical evaluation of my own development needs in light of my own aspirations, establishing an understanding of my transferrable skills and how these can be enhanced. For this I have considered situations in which my leadership traits, styles and skills have been utilised to help create successful outcomes. Background My career path has involved working closely with and taking an interest in people, both clients and colleagues alike. In developing my management skills, I am continually pursuing further ways of improving the effectiveness of these interactions which is immensely rewarding for me. On leaving school, my first employment was within the travel industry. From the outset, I sought to improve skills and enjoyed the challenge of meeting the needs of customers, budgetary targets, training of staff, problem solving, through to the opening and management of a travel agency branch several years later. Apart from the GCSE qualifications gained at school, any further academic or professional learning has been gained whilst in employment. The skills and achievements in my personal life are equally transferrable to my work life. For example, as Chairman of a genealogical society for several years and public speaking engagements both serve as reminders that I have organisational, research and presentation abilities which I can and should be utilising and developing along my career path. I am a prison officer and, three years ago, I learnt that my establishment was funding a Foundation Degree in Offender Management. My initial reaction was one of excitement as I had, for several years, considered some form of Higher Education by way of personal and professional development, but had never explored the options. It was a source of immense satisfaction to pass the course and achieve Distinction grade. My learning journey, experiences and personal developments, undertaken in the last three years, would take more than the word count of this essay allows, yet there are key points to reflect on in order to analyse my own leadership skills and continue their development. Theoretical Models and Personal Experience of Reflection in my Professional Development: From my earliest days in retail employment, then Care Work and on to prison officer, I have been fascinated by people and behaviour. Working alongside others, as well as empowering and training gives me great personal and professional satisfaction. Using reflective models such as Gibbs (1998), shown in Appendix III, I came to realise that how I interpret situations influences my interactions with others. As I will illustrate, this relates directly to my personality style and how I manage people and situations. Linked to this is the importance I place on how I am viewed by others and naturally seek collaborative and open relationships. Many of these values are found in Carnegie (1938), listed in Appendix I. The Study Skills Self-Assessment which I completed on 23 October 2007 (Appendix II) highlighted three main employability skills I need to develop as: Improving own learning and performance Application of number (data collection and interpretation) Information and technology proficiency Alongside these, to develop, are my personal attributes of Self confidence Flexibility and adaptability Judgement In this assessment I also reflected on my own specific weaknesses which include being too self-critical and not praising my own achievements enough which can affect my ability to be objective about my performance. I have a strong underpinning need to defend others and leap to their rescue which I have come to see as a hindrance to my own development and of those I seek to help. This is a particularly important area for me to address as future management roles will require me to allow others to take their own personal responsibility and only offer guidance as appropriate. This rescuer style is schema-related and I have considered schema theory and how this applies to me. Beck, (1967:233), described a schema as ..a cognitive structure for screening, coding, and evaluating the stimuli that impinge  on the organism. In short, schemas are the filters or core beliefs we have about ourselves or the world around us which influence how we interpret different situations in our lives. The nature of the work I do in offender rehabilitation requires me to undertake regular de-briefing, supervision, yearly health reviews and bi-monthly counselling. This, together with schema theory and other therapy models I use with prisoners, which I have also applied to myself, means I spend a lot of time being introspective and sharing reflections with colleagues. This helps define practical steps for a successful future but also enables me to gain wider perspectives in understanding, leading and managing others with a range of resources and situational analysis capabilities. Whereas, in the past and even recently, I have questioned the decision making processes of management, this has reshaped into a desire to gain a holistic overview of the work environment. Understanding the way we think and manage ourselves and others has been an important facet of my learning over the last three years. Straker (2008) who expands on the work of Gardner (2006) was helpful in appreciating that how we interact with people, at all levels, and is crucial for self development. Overcoming objections to understanding others, for fear that this might disprove our own theories about ourselves and the world are key hurdles of which I must continually be mindful. Negative experiences in this have resulted in an unhealthy view of the workplace but, as I said earlier, the benefits of a more engaging view have proved beneficial in my work and personal well being. As well as using Gibbs Reflective Cycle (1998), Kolb (1984) also helped me to evaluate experiences and test hypotheses but I did not find it took me to the point of action whereas Gibbs sets out the plan for ongoing development which is crucial for me so as not to remain procrastinating. Moon (2004) has been a useful resource on reflective practice, reminding me that reflection is not just important in itself, but must also lead to positive change, In observing what gets in the way, rather than being stuck in analysis, to move beyond and set goals for positive development has been essential learning for me and has been a surprising benefit which I had not expected several years ago. Leadership Employability Skills I recently completed an Employability Skills self assessment exercise which we first undertook in the first semester of the Foundation Degree. On doing this, I compared the results from the two. It was encouraging that one of my main developments appears to have been in problem solving and I consider my Higher Education studies over the last three years as contributing to my deeper analysing abilities. In light of earlier descriptions of my learning journey and reflective logs, it is gratifying to see that I have come a long way in, not only overcoming my own obstacles to learning, but making measured and significant achievement which then enables me to guide others in their roles. Among the key learning experiences for me, alongside the above, are a recognition of the roles of others, networking and effective communication. My career path has involved working closely with and taking an interest in people, both clients and colleagues alike. This was particularly apparent when I recently updated my Curriculum Vitae (Appendix IV), which was last compiled almost fifteen years ago. In developing my management skills throughout my degree studies, I have discovered further ways of improving the effectiveness of these interactions which is immensely rewarding for me. Through networking with management and departments for resources on researching prison policy, security and management skills, I am now feeling positive and motivated to succeed in career development. Not only is this important from a practical, self-development perspective, but also the fulfilling sense of achievement this will bring. Until recently, I was Supervisor of the Core Sex Offender Treatment Programme which was an important role in developing my leadership skills, promoting staff well-being as well as guiding staffs professional development. Another important aspect of this was to remain flexible yet consistent in balancing these needs whilst focussing on the goals of the establishment Business Plan and Key Performance Target (KPT) priorities. This mirrors Handy (1987) who argues for such flexibility in his Trust Control Theory. I find myself taking the opportunity to develop the skills of others very seriously and is personally rewarding and empowering. The values I attribute to this mirror those of Kandola and Fullerton (1994) in their Mosaic Vision which I have included in Appendix V. In Transactional Analysis Theory (Bern, 1961), every individuals personality is made up of three parts Parent, Adult and Child. An assessment of my own revealed a predominantly Nurturing Parent relationship style which is immensely rewarding personally, but can prove emotionally draining and is not without its practical problems. However, developing assertiveness skills in establishing my own identity and skills base has the benefit of overcoming any negative rumination and keeps lines of communication open. An example of achieving this was in challenging my line manager over my yearly performance review where I was rated Achieved and not Exceeded which I felt was deserved. I could have overlooked this and ruminated unhelpfully, believing him to be responsible for not recognising my achievements, but chose instead to manage my manager and argued my case. I found the www.h2training.com website interesting which had useful strategies for reminding me how to maintain my own degree of self-determination. Quoting from this site: Its unreasonable to expect your manager to be entirely responsible for accelerating your career: ultimately, its your own responsibility. Remember that an expectation is also resentment waiting to happen, and it is very difficult to hide resentment. http://h2training.com/managing_manager_tips.html [accessed November 2010] Suffice to say, my performance record was amended accordingly. I recently had to step down from Sex Offender Treatment work which I found difficult to accept. I, therefore, reappraised my personal development and used reflective skills (Kolb, 1984 and Beck 1967) to help evaluate the experiences and to understand how I was interpreting them. By doing this, I was able to negotiate a role within the drugs support team after originally being offered an office based assessment position which I would have found unfulfilling. Indeed, on reflection, assertiveness and negotiation are two core management attributes which are now part of my skills set. Drawing together the range of experience and interests I have enjoyed over successive years keeps me, first and foremost, actively engaged in working for and alongside others. My role as a drugs support worker requires the key skills I possess with the realisation and expectation that they can be further developed with a particular emphasis on evaluating the management requirements of this work. This is encouraging and, in this period of change, I have come to realise the importance of job satisfaction as a key motivator for me. An important element of my professional life is to uphold personal and corporate values of decency and ethical practice including cultural diversity. I was pleased to be able to highlight these values in my Diversity Foundation Degree project from January 2009 where I made recommendations for valuing the diversity of staff and prisoners and improving ethical practice in Programmes Awareness training at Full Sutton. This was well received by the treatment management team resulting in the training being strengthened in this area. On sharing the findings of my Transactional Analysis with a work colleague, my nurturing parent style was acknowledged and confirmed through my perceived empathic nature. In looking at my management style, it is important that I maintain a balance between this and being careful not to go into White Knight schema-driven mode, where I need to defend others at all costs. Developing a style which cares for others yet enables them to function on their own merits allows me to function better as a genuinely caring person in my work and as a leader. Maslows Hierarchy of Needs theory (1943), reminds me that my own needs count as well as those of other people. In other words, putting other people first all the time is detrimental to my own well-being and valuing myself is, in itself, a key assertiveness skill. I continually remind myself of the announcements on aircraft during safety briefings where, in the event of oxygen masks being deployed, you are instructed to put your own on first before aiding anyone else. If you dont, you might pass out beforehand and then no one is saved. Critically evaluating My Leadership and Management Style Some years ago, a colleague of mine who has since retired, told me his thoughts on a particular Senior Manager. He used a phrase which, though meant in a derogatory sense, I have never forgotten. He said ..as a leader of men, I would only follow him out of curiosity. This colleague had spent many distinguished years in the Armed Services as a Regimental Sergeant Major and had been in the Prison Service for around 15 years. He had, therefore, some considerable experience of different management and leadership styles. Using established theory I continually analyse my own strengths and weaknesses in areas of leadership and management. Fayol (1916) highlighted five commons elements of management which are essential to the role. These include the ability to look to the future, to be organised and co-ordinate the organisational objectives, leading (though he defined it as commanding which is unhelpfully autocratic) and, finally, to control the above elements using all means at his or her disposal. Whilst this was written at the beginning of the last century, the basic tenets of management Fayol lists are still valid though ones own personality also engenders an effective workforce which can achieve results. The latter is personally important as I seek to have followers rather than delegates and makes me, as a manager, more of a leader. I recently completed the Myers Briggs Personality Type Questionnaire. Having done this a couple of years ago, I decided to redo this using an internet-based assessment resource (www.teamtechnology.co.uk) [accessed 15 September 2010], which produced a comprehensive 200 page report. Summary in Appendix VI The results proved very interesting and formed a cohesive assessment which affirmed the beliefs about my personality and leadership attributes gained over the last few years. This was confirmed through the initial questionnaire together with a separate subtest which had similar outcomes and, interestingly, the results were very similar to my previous assessment two years previously. Essentially, I have a strong focus on values, feelings, compassion and important beliefs where current experiences hold great learning importance. Team values are high and my role in ensuring the well-being of those with whom I work is important to me. There are, however, elements of this personality type which I am aware can be problematic if not managed appropriately. I do have a tendency to avoid conflict yet can be stubborn where my own values come into conflict with corporate ideals in which I run the risk of failing in objectivity. These are negative traits which I have been consciously working on over the last few years and serve to remind me that, whilst having a default style, this does not preclude effective working on these to the benefit of all concerned. Interestingly, the top two best matches of jobs for me based on enjoyment are actor and musician; for match came out as counsellor and customer care and a combination of match and enjoyment came out as counsellor and actor. All of these I have both experience and interest in and the traits from these have indeed shaped my leadership style. The Humanist approach described by McGregor (1964) looked at how individual attitudes can affect behaviour. He purported that there are 2 types of leader (using an X and Y continuum ranging from a negative to positive view of subordinates respectively). The latter, he showed, have a greater chance of effective performance from the workforce through a nurturing approach which I can identify with. A reflective log from December 2009 is included in Appendix VII. Again, as with most models, there is a typical style for each individual manager but even the most open and supportive one can revert on occasions to X-typical strategies and responses. This can be somewhat confusing and lacking in continuity for the workforce and, potentially unsettling as I will illustrate later in this essay. The model is similar to Tannenbaum and Schmidt (1958) who use the continuum from Authoritarian Task Orientation to Democratic Relationship Orientation where I operate towards the latter and Goleman (2000) on which I identify with the Affiliative (people come first) stage. Operational leaders, as covered by Maxwell (2002) have great value to an organisation in providing stability, devising systems and solving problems with positive engagement. However, because of their focus on detail they can overlook the bigger picture, sometimes lack motivation and are not effective in dealing with conflict. Very often, paraphrasing Maxwell here, operational leaders are not very good at getting their hands dirty but readily raise the flag at the moment of achievement. Thankfully, whilst viewing myself as an operational leader, I do like to share in tasks as well as delegate. John Adair (2002) in his range of leadership treatises, (which, incidently, build on the previous models of Maslow (1943), Herzberg (1964) and Fayol (1916) highlights three key management responsibilities under his banner of Action Centred leadership. Achieving the task Managing the team or group Managing individuals Whilst advocating a shared responsibility between the individual and external factors, it does not, however, take stock of the individual in the leadership role which I view as crucial. A similar but more complex model I have become interested in, is known as Crew Resource Management (CRM) which was originally devised by NASA to explore the human factors in civil aviation accidents in the 1970s. Several industries have adopted and adapted their own models accordingly and my interest will culminate in a dissertation for my Degree on the benefits of adopting a CRM approach to Prison Service critical incidents. Tasks or people? Workforce or Team ? It is clear that leadership is different to management though a good leader will have good management skills. In considering whether I impose myself as leader to focus on task or allow the team to flourish utilising their own skills, I completed the T-P leadership questionnaire (Appendix VIII). This scored exactly midway between the two, highlighting my awareness and flexibility to respond to both important aspects. How we respond to a leader gives some indication of our own skills and that of the one in the supervisory role. As one who aims to lead by inspiration, I am more inclined to follow Kolbs (1984) model of learning and encourage people to adapt concrete way of doing things to update their skills base and find more effective ways of working (feeling, watching, thinking, doing). An autocratic leader would be less inclined to allow such flexibility and attempt to ensure compliance from those who might be more inclined to kick and scream in and against the process. An effective leader should also take individual learning styles into account as no one method fits all. Honey and Mumfords Learning Style Inventory (1982), highlights the differences that exist, as I have found even within small teams, yet we all work together and effectively, notwithstanding that everyones experience of being under the same leadership will be different. One of the most important sources of reflection in considering my own style of leadership, plus a reinforcement of my own beliefs and values, is represented in the Style Theory of Leadership developed by Blake and Mouton (1964). This, essentially, follows on from McGregors X-Y theory and is more relevant to those predominantly on the Y axis and where a level of trust in management structure exists in the workplace. However, Blake and Mouton explored the benefits of those that put tasks before people and vice versa. Ultimately they considered whether concern for people or concern for production was more important for leaders. As with other models, the day to day style of individuals in leadership roles can vary but everyone has their own default mode. Where productivity appears more important than the maintenance and well-being of the staff, I can find myself at odds with the management and perceived ethos of the establishment at which I work. With the Blake Mouton model, I was relieved to have my default leadership style confirmed as Team Leader. This is indicative of high concern for both people and production where emphasis is placed on a spirit of teamwork and mutual co-operation. This also engenders a safe environment in which commitment from all sides is more readily forthcoming. However, in completing a recent practical assessment for a promotion board I failed to attain the required grade. I knew this as soon as the assessment was over, though I had to wait two months for the official result. In fact, I knew during the assessment, I was reacting totally contrary to my normal sense of priorities when faced with a constant stream of problems to solve. I found myself focussing primarily on the tasks and not enough on the personnel. For example, when faced with a member of staff who was emotionally upset at a domestic issue, I asked if he was okay to continue to get his landing unlocked and would look to help him with his problem later. Afterwards I learnt that the assessors were looking for Utopian responses in all scenarios assuming all needs could be immediately provided so I could have put staff welfare first, getting his role covered immediately so he could then get home to sort his issues. However, I reverted to my current work role where the pressure to meet deadlines sometimes overrides well-being. As this was completely at odds with how I believed I would normally have reacted, I was left feeling ill at ease and questioned why I persisted in this way when I am naturally Y (using McGregors model, 1960) and more team focused than task orientated (Blake Mouton, 1964). Whilst I may not fully understand why, at least it is a recognised trait à ¢Ã¢â€š ¬Ã‚ ¦..theory X managers (or indeed theory Y managers displaying theory X are primarily results oriented Internet source http://www.businessballs.com/mcgregor.htm [October 2010] On reflection, I am convinced that the culture and environment of the higher management structure (which demands and focuses on results and targets) filters down and, no matter how much one tries to resist or even kick against it, it permeates ones own work practice after a while. The climate in which I work consistently places emphasis on the meeting of Key Performance Targets (KPTs) and now, the Service Level Agreement (SLA). In meeting these as well as ever increasing budgetary constraints, every facet of work culture is placed under the microscope and, wherever possible, cut, yet the targets must be met regardless. However, no matter the circumstances in which we find ourselves or expectations laid at our office door, it is how we respond that is important and the acceptance of our personal responsibility to be channelled into effective working. An important element of relationships, at all levels including personal and business, is trust. Where one perceives this to be eroded or not present due to conflict in aims or values, it can have a destructive affect on effective co-working. As can be seen above, this is something I am struggling with in the corporate ethos where I am constantly second-guessing the motives behind management decision-making. However, to be an effective manager, I am mindful of maintaining a healthy approach to embracing the mission of the workplace even though I may not fully understand or have access to the full rationale behind the decision making processes from Higher Management. As a leader, I have to convey to those I wish to work effectively under me, that this mission is achievable and in the common interest despite my own such uncertainties. Maintaining personal integrity and establishing trust are essential in my personal, professional and leadership identity. Straker (2008:208) talks of transaction cost and trust boundaries. Essentially he argues that trust, if allowed to erode or not fostered within an organisation can impact on delivery and there has to be a cost on both sides to re-establish this. As he says .. the overall cost can be minimised with up-front investment in, and subsequent maintenance of, trust. If one does not have that sense of belonging within the trust group then there is something wrong with the work relationship and part of effective management and leadership performance is to be pro-active in fostering trust and encouraging people to enter the trust boundary. It begs the question, therefore, who and under what conditions will we follow? Should we be expected to lead and expect blind faith? What criteria and principles should be presented in order for others to set out on the journey with us ? Handy (1987) suggests that in order for an outcome to remain constant, the Trust-Control balance might need to shift between leader and subordinates and I can see merits in this as relationships, as well as work pressures, are fluid in nature. There are three established styles of leadership: autocratic, paternalistic and democratic. History records successful leaders who have exhibited all of the above. Each style can work and produce results but demands a flexibility on the part of the workforce to fit in with the style and it is that response which can be acknowledged and worked with or not as the case may be, As for my own style, confirmed as a nurturing parental approach, this has immense benefits for myself and for those who work under me as they feel supported and, more importantly in my opinion, affirmed in their roles with their own skills base recognised and developed. As with any style there are costs and, as I am finding, where my own sense of values conflicts with the demands laid upon me, this can have a detrimental effect to my own sense of purpose within the organisation. It is important, therefore, that structures and lines of communication are open which allow for that expression of view. However, this, in itself, is not without the potential cost. As I found when raising my head above the parapet on several occasions, to express concern and personal frustration with the direction expected by senior managers, it can blot ones copybook. Again, it is important for me to consider how much of this is down to my own personal perception and how able I am to see my subordinates perspective and, crucially, the aims and focus of the establishment delivery objectives. Conclusion In terms of future roles, I am best placed to consider managerial positions. The Foundation Degree and BA(Hons) are regarded as valuable qualifications both for their content relevant to the Criminal Justice System and Leadership and Management but also symbolising the desire and commitment I have and have shown for continued self development (Appendix IX). In the final analysis, the human dynamic is the most beneficial resource in the workplace but it is also the most fickle and, at times, fragile. To lead is a privilege and to follow is an opportunity. I can only strive to make myself worthy of the trust placed in me to, not only get the job done, but to enable others to be the very best they can be and, in the process, ensure I am followed out of respect and not coercion or, indeed, curiosity. Appendices: I. Excerpt from Carnegie (1938) II. Study Skills Self Assessment III. Gibbs (1998) Reflective Cycle IV. Curriculum Vitae V. Kandola and Fullerton (1994) Mosaic Vision VI. Myers Briggs Personality Type Questionnaire VII. Reflective Log on McGregor X,Y Theory VIII. T-P Leadership Questionnaire IX. Professional Development Plan Appendix I Excerpts from How To Win Friends and Influence People Carnegie (1938) Fundamental Techniques in Handling People Dont criticize, condemn, or complain. Give honest and sincere appreciation. Arouse in the other person an eager want. Six Ways to Make People Like You Become genuinely interested in other people. Smile. Remember that a mans Name is to him the sweetest and most important sound in any language. Be a good listener. Encourage others to talk about themselves. Talk in the terms of the other mans interest. Make the other person feel important and do it sincerely Twelve Ways to Win People to Your Way of Thinking Avoid arguments. Show respect for the other persons opinions. Never tell someone they are wrong. If youre wrong, admit it quickly and emphatically. Begin in a friendly way. Start with questions the other person will answer yes to. Let the other person do the talking. Let the other person feel the idea is his/hers. Try honestly to see things from the other persons point of view. Sympathize with the other person. Appeal to noble motives. Dramatize your ideas. Throw down a challenge. Be a Leader: How to Change People Without Giving Offense or Arousing Resentment Begin with praise and honest appreciation. Call attention to other peoples mistakes indirectly. Talk about your own mistakes first. Ask questions instead of directly giving orders. Let the other person save face. Praise every improvement. Give them a fine reputation to live up to. Encourage them by making their faults seem easy to correct. Make the other person happy about doing what you suggest. Appendix II. Study Skills Self Assessment Appendix III. Gibbs (1998) Reflective Cycle Appendix IV. Curriculum Vitae Appendix V My Personal and Professional Values Related to The Mosaic Vision (Kandola and Fullerton, 1994) Mission and values (I tend to have a rescuer style in

Edwin Hubble :: essays research papers fc

Edwin Hubble   Ã‚  Ã‚  Ã‚  Ã‚  Edwin Powell Hubble was born on the 20th of November in 1889. He lived in Marshfield, Missouri along with his family. He was said to be a very tall, elegant, and athletic young man. Edwin had a mom, dad, three sisters, and two brothers. His mom and dad were named John Powell and Virginia James Hubble. His sisters were Virginia, Helen, and Lucy Lee. Edwin's two brothers were named Henry and William. William died as a student at a college in Wisconsin and Virginia died when she was a very young girl.   Ã‚  Ã‚  Ã‚  Ã‚  When Edwin attended high school he got a scholarship to go to the University of Chicago, but, unfortunately he had to share the scholarship with another student. After a few years Edwin decided to try Queens College located in Oxford, but later went back to the University of Chicago for postgraduate work. Edwin, at age thirty, had an undergraduate degree in astronomy and mathematics, a legal degree as a Rhodes scholar, followed by a PhD in astronomy. Edwin Hubble originally started out as a lawyer. For one year he taught Spanish and mathematics for New Albany High School. He also coached a basketball team. The high school dedicated their yearbook to Edwin Hubble that year. Finally after teaching at the high school Edwin went to Yerkes Observatory to be an astronomer. He was the very first person to try a two hundred inch telescope. Edwin Hubble served for two years in the military. Edwin also served in WWI, and met the rank of a major. In 1919, for the rest of his life Edwin would go to and worked at Mount Wilson Observatory in California in.   Ã‚  Ã‚  Ã‚  Ã‚  Edwin Hubble had many great accomplishments as an astronomer in his lifetime. Some of Edwin Hubble's greatest accomplishments were: Edwin Hubble proposed a classification system for nebulae, which are fuzzy little patches of light that are up in the sky. He discovered a variable star, called the Cepheid. It is located in the Andromeda Nebulae. Edwin Hubble settled decisively the question of the nature of the galaxies. Edwin Hubble's distribution of galaxies was determined to be homogeneous in distance. Edwin wanted to classify the galaxies according to their content, distance, shape, and pattern of brightness. By observing redshifts Edwin saw that galaxies were moving away from each other at a rate constant to the distance between them (this is known as Hubble's Law).

Essay --

There are a series of complex processes within the human body whose consequences is the wearing out of body cells and tissues and consequently their replacement is quite ideal. Body anatomy confirms that human body is made up of numerous cells that are organized into functional parts that work to achieve various life processes. As the processes in the body progress, there is synthesis of new cells that replace the worn out ones. The new cells need to be a replica or exact copies of the worn out cells with the same functional capacity and attributes. Otherwise, an abnormality occurs in the structure and physiology of the human body. In case malignant growths develop due to abnormality in the body cells, a condition known as cancer develops. Cancer basically can occur on any part of the body. The most common forms of cancer are lung cancer, breast cancer, prostate cancer, cervical cancer, cancer of the brain and colon cancer among others. Development of colon cancer begins when the process of the normal replacement of cells on the colon lining is interfered with which in most cases is due to faults in the process of mucosal cell division. As a result of this, the lining cells multiply gradually (for almost 10years) forming polyps which are pre-cancerous tumors. Further growth of the polyps generates mutations that facilitate subversion of the cells making them inexplicable. If not detected early, the pre-cancerous tumors may change course and attack other layers of the large intestine thus becoming cancerous (KEVIN, 2014). Precisely, colon cancer is a health condition in which malignant or cancerous cells develop in the tissues of the colon. Colon is actually a section of the digestive tract that helps in the absorption of waste and... ...ancer. A more advanced form of treatment of colon cancer is the use of radiations. This can be done in combination with chemotherapy for patients with colon cancer in the third stage. In the cases where the cancer has reached the fourth stage where the cells have reached adjacent organs like the liver, some treatments can be done to reach the liver. Some of them are ablation, directing the radiation to the liver, cryotherapy and liver surgery. PROGNOSIS Normally, there are higher chances of surviving if the cancer is detected prematurely. The question of certainty in survival depends on the stage at which the cancer is diagnosed. In most cases patients who have been diagnosed of colon cancer have high chances of surviving five years after the diagnosis (Network., 2012). Cancer at the first, second and third stages are essentially curable and the patients survive.

Chesnutt’s Evolving Treatment of the Color Line Through Naturalism Essa

Chesnutt’s Evolving Treatment of the Color Line Through Naturalism in â€Å"A Matter of Principle† and The House Behind the Cedar’s Charles W. Chesnutt, a well-educated mulatto man, lived his life on ‘the color line.’ Chesnutt’s skin was very light and was sometimes mistaken for a white man. Chesnutt chose to identify himself as a black man, but in his works, his characters move back and forth across the color line and struggle with the world they exist in. The Wife of His Youth and Other Stories of the Color Line was published one year before The House Behind the Cedars and included the short story, â€Å"A Matter of Principle,† where Chesnutt clearly begins to explore what options are available to a mulatto man and his family, which will later evolve in Cedars. Chesnutt incorporates his philosophy of literary naturalism to show John Walden, Rena, and Mr. Clayton in relation to their surroundings and as governed by their instincts, passions, heredity and environment. The physical nature of a person carried great weight in the South. Both John Walden and Cicero Clayton are very light mulatto men with good educations, wealth, and clear ideas about how the world should work, mostly in their favor. The South Carolina society in which they exist considers the men black, despite their outer appearance and treats them as such. This treatment is often base and degrading causing the men to feel that they have been harmed by the small amount of black blood coursing in their veins. The reader is told that as a young boy, John Walden thinks that â€Å"the mirror proved that God, the Father of all, had made him white†¦having made him white, He must have meant him to be white† (The House Behind the Cedars 107) . The stories reveal John and Clayton’s u... ...erican Literature." Literary Movements. (Updated 02/22/03). (Accessed 12/08/03). <http://www.gonzaga.edu/faculty/campbell/enl413/natural.htm>. Chesnutt, Charles W. â€Å"A Matter of Principle.† The Wife of His Youth and Other Stories of the Color Line. NC: U of NC at Chapel Hill Electronic Edition, 1997. Chesnutt, Charles W. The House Behind the Cedars. NY: Penguin, 1993. Chesnutt, Charles W. â€Å"Letter to George Washington Cable.† 25, July 1890. â€Å"To Be an Author.† Eds. Joseph R. McElrath, Jr., and Robert C. Leitz, III. NJ: Princeton UP, 1997. Duncan, Charles. The Absent Man: The Narratives of Charles W. Chesnutt. Athens: Ohio UP, 1998. Works Consulted Keller, Frances Richardson. An American Crusade: The Life of Charles Waddell Chesnutt. Utah: BYU P, 1978. Wonham, Henry B. Charles W. Chesnutt: A Study of the Short Fiction. NY: Twayne Publishers, 1998.

Job Fair Paper

Angela French Job Fair 04/14/2010 Miryan Nogueira BUS/210 The three main focuses of the job fair brochure that I am concentrating on for our company are: The structure of the company, the business model and the culture. I have divided it into three main points. First, a brief history of who we are and when we began and the growth that we have experienced as company. When an employee can see the history of the company and the success that has been accomplished the fear factor diminishes. I think it is important to show the prospective employee that we care about them and their needs as a person. We recognize that we all have certain needs that need to be met. Second, and possibly the most important, what the benefits to the staff are. In Maslows needs hierarchy theory he talks about what truly motivates someone in their job. At the bottom of the pyramid is the physiological need. The basic need for things such as food and water. Once these needs are met you can start thinking about other needs. Next comes the security need. That is where the benefits come into play. I think in today’s job market, benefits play a huge role. You have to show your employees how much you care for them and their families. If you can satisfy the two bottom needs of Maslows needs hierarchy theory the other three needs that he talks about will be easier met. Once an employee starts to satisfy those needs like the next one of esteem needs the last need of self actualization is easily obtained and you have a wonderful employee. Third, company culture. In having other employees make statements in the brochure helps. In Maslow pyramid, the third need is the belongingness need. By hearing from other employees the prospective employee can get a feel of the culture and family like atmosphere of our company. I think the feeling of belonging to something bigger than you is a big motivation. If you make an employee feel like they are part of the reason for your success you will get a much better response and a better work ethic from them. Hearing this first hand from current employees help them visualize working for your company. Therefore, a good job fair brochure will highlight all the important parts of your company. The most important aspects of the business. The first being the structure of the company. Second, the business model and third, the culture of the company. If all of these aspects are highlighted in the brochure you will be able to entice many applicants for your business.

Acme Fireworks Essay

Introduction As the owner of Acme Fireworks you have asked me, you manager, to review and explain some ideas to you. In the following pages I have explained the potential personal liability for injuries to consumers and what must be on our labels for safety. Analyzed the newly formed contracts with the retailers and the employment and expansion that are needed for Acme to go along with the new contracts, and then concluding with the change of the business entity. As we go forward with the growth of the business, we want to be sure things are done properly and that we will meet or exceed our consumer and customers’ standards at Acme Fireworks. Personal Liability As you are aware you our company needs to be sure that our consumers are aware of two key things their own liability, and warnings. Our consumers need to be aware that when they use our products that they alone are responsible for any damage done by the firing of the firework is their responsibility and not ours. Insurance companies are saying â€Å"you can’t always control who is watching your fireworks display and never know who might file a lawsuit against you for any bodily harm caused by a roge firework. Despite how complicated fireworks liability may sound, making sure you’re covered in the event of injuries or property damage is as simple as finding the right custom fireworks insurance plan that can be designed exactly for your needs (Xinsurance, 2009).† Our labels as you know must contain the following items for consumers’ safety and per Title 16 of the Code of Federal Regulations. Every fireworks  device must have: A label with a signal word, either WARNING or CAUTION; A statement describing the hazard(s) associated with the device, such as A statement describing the hazard(s) associated with the device, such as â€Å"SHOOTS FLAMING BALLS† or â€Å"EMITS SHOWERS OR SPARKS†; And information describing the actions to be followed or avoided in order to store, handle and use the device safely (Consumer Products Safety Commission, 2001). The company will need to take steps to ensure that the customer is protected and the integrity of the company is not compromised. Accepting personal liability for the letting of fireworks requires that the customer has a working knowledge of the operation of the pyrotechnics. There is a great level of responsibility accepted by our company for selling fireworks and to the consumer letting them off. Consumer accepts full responsibility for any damages in the use of products purchased from Acme Fireworks. Contract From what you have told me already, Event Palace and Party Store have submitted a request for large quantity orders on an ongoing, regular, basis. You have responded that Acme Fireworks agrees that we have the ability to fulfill the large orders requested, furthermore, both retailers and Acme Fireworks have agreed on a cost of $500.00 per case. As your manager, this constitutes an implied contract with these retailers and it is appropriate to act upon it quickly and get a simple contract drawn up for each of the retailer, signed by the proper people. First off I will give you some of the definitions of what should be in the contract, i.e. offer, terms, clauses, and acceptance, once complete, I will have an example of what I think the contract should contain. An offer must, â€Å"contain a clear promise to enter into a contract, must have reasonably certain terms, and must be communicated by the promisor (the person making the promise ) to the promise (the person to whom the promise is made)† (Rogers, 2012). Terms are what we and the retailers want from each other and what we expect in return; clauses are ways out of the contract if something unforeseen happens to either of the retailers or Acme. Finally, acceptance is where the responsible parties’ purchasing personnel, would sign the contract. Acme Fireworks will provide Event Palace with a minimum of 500 cases per month at a cost of $500 per case for the next two years, with the understanding that Event palace must place an order no later than 3 weeks prior to their next shipment. If Event Palace needs a quick shipment or a special order of $300 or more Acme would need to have that item in stock or they would need to add it to the next order, or pay additional prices for rush delivery. If an unforeseen and/or uncontrollable event happens to either party, they may have the option to back out of the contract, for a negotiated period of time, for repairs or termination of the contract, if necessary. Conditions such as but not limited, but not limited to, weather conditions, store, warehouse, or personal property damage. The contract will be kept in force, until canceled or terminated by agreed upon terms by all parties. New employment Once we get the contract back from the retailers we need to sit down with Nancy, our Human Resources, and get started with the hiring. For hiring the new employees that we will need for the addition work, the steps of advertising for the positions, scheduling interviews, and meeting to choose the correct candidates must be taken. Let us start off by writing the job descriptions down so we have clear definitions of what each job will entail. Then we can go to placing a couple of online ads with our local unemployment and the local online job agencies. Then contact the three local Employment Agencies and have them do some of the pre screening for us. With increasing our employee numbers above 15 we will have to ensure that each of our employees will not have any type of discrimination being hired. This will keep us in compliance with the 1964 Civil Rights Act. Once we have the hiring going we will need to watch our scheduling to ensure that we follow the proper Fair Labor Standards Act of 1938 on the regulations, minimum wage hours worked, overtime, employee breaks and we also follow the Occupational Safety and Health Act of 1970 for the continued health and safety of the business (Rogers, 2012). We want to ensure that employees, both current and new have the understanding of what we expect of them as well as their rights. To do that  we need to gather up important information that each employee should know at all times, including the US regulation on handling and storing the explosive powers and form an employee handbook. In the employee handbook we need to include: Non-Disclosure and Conflict of Interest Statements, Compensation, Work Scheduling, Standard of Conduct, General Employment Information (Labor Laws, Minimum Wedge, and Termination Policy), Safety and Security, Media Relations, Employee Benefits and Leave Policies (Small Business Administration 2014). We can have this book on the production floor, available to take home and available to read on one in the break room computers. With the above changes into place I would like to make one more suggestion, as the Manager of the Acme Fireworks with all the new contracts and the new employees I would like to recommend that we move to a small warehouse located down by the docks in the marina area that has not been in use for a couple of years. The real-estate price is not high for a two year lease and then we could reevaluate where our business has grown; we can still keep the Payroll, and Human Resources here in the garage. I just think this will help the business. Business Entity My suggestion as your manager would be to go Limited Liability Company (LLC) and expand to a production warehouse and a sales office. Our current is the entity of a Sole Proprietor, which is good because you and your business are one in the same. The taxes are easy your file one form each year that contain your family and your business and then you are done. You have complete control of what is said and done within the business; no one else has the right to seek for your business. The disadvantage of the sole ownership is that if someone got hurt in the business and sued you they are also suing your family as well. You cannot sell stock in your business so it is hard to raise money and most investors will not invest, and banks are very hesitant to lend money. I would go to a Single Owner Limited Liability Company. The principal advantage of an LLC is that it is structured like a partnership but with limited liability protection for the owner similar to a corporation. Because an LLC is considered a separate entity from its owner, the owner cannot be held personally liable for its debts and obligations of the LLC, absent any fraud. With this choice you would still be the owner, but you would have limited liability, and your families saving and life  would not be interrupted if something happened to the business. The taxes in an LLC â€Å"are not taxed as a separate business entity. Instead, all profits and losses are â€Å"passed through† the business for each member of the LLC. LLC members report profits and losses on their personal federal tax returns, just like the owners of a partnership would (Small Business Administration 2014)†, or yourself if you choose not to have members. Members can be anyone of your choosing that you would want to share the profits and ownership respo nsibilities. Conclusion As this paper come to an end, I have covered each of the aspects that you the owner of Acme Fireworks as requested I cover. I have covered a lot of material in a short amount of time for you and all very helpful for our growing business. Please use the information wisely and understanding that I am trying to help our business grow in the right way. As a growing company, we need to ensure that our consumers know their rights and we need to ensure that our products have the proper labeling to follow the US Federal Regulations Title 16. With the oncoming of the new contracts and employees the growth of the company I recommend that we as a company go to a Sole Proprietor LLC. This you can protect your business and your family as we grow your business. As always, please feel free to come and talk to me about anything. References Consumer Products Safety Commission (2001) Fireworks Business Guidance Retrieved on August 24, 2014 from https://www.cpsc.gov/en/Business–Manufacturing/Business-Education/Business-Guidance/Fireworks/ Rogers, S. (2012). Essentials of Business Law. San Diego, CA: Bridgepoint Education, Inc. Small Business Administration (2014) Employee Handbook Retrieved on August 24, 2014 from http://www.sba.gov/content/employee-handbooks Small Business Administration (2014) Limited Liability Company Retrieved on August 24, 2014 from http://www.sba.gov/content/limited-liability-company-llc Small Business Administration (2014) Sole Proprietorship Retrieved on August 24, 2014 http://www.sba.gov/content/sole-proprietorship-0 Xinsurane 2009, Event Home