Character And Traits In Leadership Philosophy Essay

Character And Traits In Leadership Philosophy Essay Managers are people who do things right, while leaders are people who do the right thing. Warren Bennis, Ph.D. On Becoming a Leader Building Excellence. >Leaders do not command excellence, they build excellence. Excellence is being all you can be within the bounds of doing what is right for your organization. To reach excellence you must first be a leader of good character. You must do everything you are supposed to do. Organizations will not achieve excellence by figuring out where it wants to go, then having leaders do whatever they have to in order to get the job done, and then hope their leaders acted with good character. This type of thinking is backwards. Pursuing excellence should not be confused with accomplishing a job or task. When you do planning, you do it by backwards planning. But you do not achieve excellence by backwards planning. Excellence starts with leaders of good and strong character who engage in the entire process of leadership. And the first process is being a person of honorable character. Character develops over time. Many think that much of a persons character is formed early in life. However, we do not know exactly how much or how early character develops. But, it is safe to claim that character does not change quickly. A persons observable behavior is an indication of her character. This behavior can be strong or weak, good or bad. A person with strong character shows drive, energy, determination, self-discipline, willpower, and nerve. She sees what she wants and goes after it. She attracts followers. On the other hand, a person with weak character shows none of these traits. She does not know what she wants. Her traits are disorganized, she vacillates and is inconsistent. She will attract no followers. A strong person can be good or bad. A gang leader is an example of a strong person with a bad character, while an outstanding community leader is one with both strong and good characteristics. An organization needs leaders with both strong and good characteristics, people who will guide them to the future and show that they can be trusted. To be an effective leader, your followers must have trust in you and they need to be sold on your vision. Korn-Ferry International, an executive search company, performed a survey on what organizations want from their leaders. The respondents said they wanted people who were both ethical and who convey a strong vision of the future. In any organization, a leaders actions set the pace. This behavior wins trust, loyalty, and ensures the organizations continued vitality. One of the ways to build trust is to display a good sense of character composed of beliefs, values, skills, and traits (U.S. Army Handbook, 1973): Beliefs are what we hold dear to us and are rooted deeply within us. They could be assumptions or convictions that you hold true regarding people, concepts, or things. They could be the beliefs about life, death, religion, what is good, what is bad, what is human nature, etc. Values are attitudes about the worth of people, concepts, or things. For example, you might value a good car, home, friendship, personal comfort, or relatives. Values are important as they influence a persons behavior to weigh the importance of alternatives. For example, you might value friends more than privacy, while others might be the opposite. Skills are the knowledge and abilities that a person gains throughout life. The ability to learn a new skill varies with each individual. Some skills come almost naturally, while others come only by complete devotion to study and practice. Traits are distinguishing qualities or characteristics of a person, while character is the sum total of these traits. There are hundreds of personality traits, far too many to be discussed here. Instead, we will focus on a few that are crucial for a leader. The more of these you display as a leader, the more your followers will believe and trust in you. Traits of a Good Leader Compiled by the Santa Clara University and the Tom Peters Group: Honest Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust. Competent Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings. Forward-looking Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values. Inspiring Display confidence in all that you do. By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary. Intelligent Read, study, and seek challenging assignments. Fair-minded Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others. Broad-minded Seek out diversity. Courageous Have the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress. Straightforward Use sound judgment to make a good decisions at the right time. Imaginative Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative! Retreat Hell! Weve just got here! Attributed to several World War I Marine Corps officers, Belleau Wood, June 1918 (key ideal take a stand) Attributes Attributes establish what leaders are, and every leader needs at least three of them (U.S. Army Handbook, 1973): Standard Bearers establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization. What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing than by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions. Developers help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced. Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end. Integrators orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision-based framework. Goddamn it, you will never get the Purple Heart hiding in a foxhole! Follow me! Captain Henry P. Jim Crowe, USMC, Guadalcanal, 13 January 1943. (key words follow me, NOT go) Perspectives of Character and Traits Traits (acronym JJ did tie buckle) Justice Judgment Dependability Initiative Decisiveness Tact Integrity Enthusiasm Bearing Unselfishness Courage Knowledge Loyalty Endurance The Image of Leadership John Schoolland What kind of a leader are you going to be the kind who thinks he is the best? Or will you be one of the very few greats Who attributes success to the rest. The U.S. Armys Eleven Leadership Principles Be tactically and technically proficient Know yourself and seek self-improvement Know your soldiers and look out for their welfare Keep your soldiers informed Set the example Ensure the task is understood, supervised and accomplished Train your soldiers as a team Make sound and timely decisions Develop a sense of responsibility in your subordinates Employ your unit in accordance with its capabilities Seek responsibility and take responsibility for your actions Organizations consist of three components: The structure gives the organization its form and dictates the way it will interact. The followers respond to the structure and the leaders. The leaders determine the ultimate effectiveness of the organization as the character and skills that they bring determine the way problems are solved and tasks are accomplished. U.S. Army 23 Traits of Character Bearing Confidence Courage Integrity Decisiveness Justice Endurance Tact Initiative Coolness Maturity Improvement Will Assertiveness Candor Sense of humor Competence Commitment Creativity Self-discipline Humility Flexibility Empathy/Compassion Are managers leaders? Are leaders managers? Managers need to be leaders. . . their workers need vision and guidance! On the other hand, leaders need to be good managers of the resources entrusted to them. Is Character Developed Via Nature or Nurture (Ridley, 2003)? I do not believe that the nature vs. nurture debate is linear enough to put percentages on it on one side of the fence we have nature and on the other side we have nurture. And while nature (genes) certainly has its influences on us, the environment (nurture) normally determines the impact of a gene. For example, one of the classic examples for discussing genes is Konrad Lorenzs work on the imprinting that occurs in baby geese they have it within them to imprint whatever is moving near them, which is normally their mother. However, it could be anything else that is moving around them, such as a person. But no matter what they imprint on, rather it be their mother, a human, or an inanimate object, the piece of the environment that they actually imprint on is going to have a huge impact on their life. Thus genes provide the goal, but the environment provides the process. And it is what happens during the process that will determine the outcome. Piaget was probably the first person to think of children as species equipped with a characteristic mind, rather than as apprentice adults (little adults). He discovered they went through a series of five developmental stages that were always in the same order, but not always at the same rate: Sensorimotor Preoperational Concrete operations In adolescence they have Abstract Thoughts and Deductive reasoning Piagets two contemporaries, Konrad Lorenz and B. F. Skinner took up extreme positions. Lorenz as a champion of nature and Skinner as a champion of nurture. Piaget, however, dived right down the middle of this debate. He believed a genes meaning depends heavily on its context with the surrounding environment. That is, while a child goes through five stages of development (genes), it is the active engagement of the mind with the surrounding environment (nurture) that causes development. The two main forces of the environment are feedback and social interaction. From this, the child assimilates predicted experiences and accommodates it to unexpected experiences. For some time it was believed that animals grew no new neurons in the cortex of their brains upon reaching adulthood, thus their fate was basically sealed by their genetic nature. This was apparently proved by a Pasco Rakic, a neuroscientist. However, Fernando Nottebohm soon found that adult canaries made new neurons when they learn new songs. So Rakic replied that it was only adult mammals that could not grow neurons. But soon afterward, Elizabeth Gould found that rats grow new neurons. So Rakic replied primates could not. Gould next discovered that tree shrews grew new neurons. Rakic that higher primates could not grow new neurons. Gould then found them in marmosets. Rakic zeroed it down to old-world primates. Gould then discovered them in macaques. Today it is almost certain that all primates, including humans, grow new neurons in response to new experiences, and lose neurons in response to neglect. Thus, with all the determinism built into the initial wiring of our brain, experience with our surrounding environment refines and in some cases rewires that initial wiring. Nature may be our internal guide (map), but nurture is our explorer that has the final say in what we do (destination). References Ridley, M. (2003). Nature Via Nurture New York: Harper Collins. U.S. Army Handbook (1973). Military Leadership. Leadership Styles Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Kurt Lewin (1939) led a group of researchers to identify different styles of leadership. This early study has been very influential and established three major leadership styles. The three major styles of leadership are (U.S. Army Handbook, 1973): Authoritarian or autocratic Participative or democratic Delegative or Free Reign Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. Authoritarian (autocratic) I want both of you to. . . This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated. Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called bossing people around. It has no place in a leaders repertoire. The authoritarian style should normally only be used on rare occasions. If you have the time and want to gain more commitment and motivation from your employees, then you should use the participative style. Participative (democratic) Lets work together to solve this. . . This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect. This is normally used when you have part of the information, and your employees have other parts. Note that a leader is not expected to know everything this is why you employ knowledgeable and skillful employees. Using this style is of mutual benefit it allows them to become part of the team and allows you to make better decisions. Delegative (free reign) You two take care of the problem while I go. . . In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks. This is not a style to use so that you can blame others when things go wrong, rather this is a style to be used when you fully trust and confidence in the people below you. Do not be afraid to use it, however, use it wisely! NOTE: This is also known as laissez faire (or lais ·ser faire), which is the noninterference in the affairs of others. [French : laissez, second person pl. imperative of laisser, to let, allow + faire, to do.] Forces A good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include: Using an authoritarian style on a new employee who is just learning the job. The leader is competent and a good coach. The employee is motivated to learn a new skill. The situation is a new environment for the employee. Using a participative style with a team of workers who know their job. The leader knows the problem, but does not have all the information. The employees know their jobs and want to become part of the team. Using a delegative style with a worker who knows more about the job than you. You cannot do everything and the employee needs to take ownership of her job! In addition, this allows you to be at other places, doing other things. Using all three: Telling your employees that a procedure is not working correctly and a new one must be established (authoritarian). Asking for their ideas and input on creating a new procedure (participative). Delegating tasks in order to implement the new procedure (delegative). Forces that influence the style to be used included: How much time is available. Are relationships based on respect and trust or on disrespect? Who has the information you, your employees, or both? How well your employees are trained and how well you know the task. Internal conflicts. Stress levels. Type of task. Is it structured, unstructured, complicated, or simple? Laws or established procedures such as OSHA or training plans. Positive and Negative Approaches There is a difference in ways leaders approach their employee. Positive leaders use rewards, such as education, independence, etc. to motivate employees. While negative employers emphasize penalties. While the negative approach has a place in a leaders repertoire of tools, it must be used carefully due to its high cost on the human spirit. Negative leaders act domineering and superior with people. They believe the only way to get things done is through penalties, such as loss of job, days off without pay, reprimanding employees in front of others, etc. They believe their authority is increased by frightening everyone into higher levels of productivity. Yet what always happens when this approach is used wrongly is that morale falls; which of course leads to lower productivity. Also note that most leaders do not strictly use one or another, but are somewhere on a continuum ranging from extremely positive to extremely negative. People who continuously work out of the negative are bosses while those who primarily work out of the positive are considered real leaders. Use of Consideration and Structure Two other approaches that leaders use are: Consideration (employee orientation) leaders are concerned about the human needs of their employees. They build teamwork, help employees with their problems, and provide psychological support. Structure (task orientation) leaders believe that they get results by consistently keeping people busy and urging them to produce. There is evidence that leaders who are considerate in their leadership style are higher performers and are more satisfied with their job (Schriesheim, 1982). Also notice that consideration and structure are independent of each other, thus they should not be viewed on opposite ends of a continuum. For example, a leader who becomes more considerate, does not necessarily mean that she has become less structured. See Blake and Moutons Managerial Grid as it is also based on this concept. Paternalism Paternalism has at times been equated with leadership styles. Yet most definitions of leadership normally state or imply that one of the actions within leadership is that of influencing. For example, the Army uses the following definition: Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization. The Army further goes on by defining influence as: a means of getting people to do what you want them to do. It is the means or method to achieve two ends: operating and improving. But there is more to influencing than simply passing along orders. The example you set is just as important as the words you speak. And you set an example good or bad with every action you take and word you utter, on or off duty. Through your words and example, you must communicate purpose, direction, and motivation. While paternalism is defined as (Webster): a system under which an authority undertakes to supply needs or regulate conduct of those under its control in matters affecting them as individuals as well as in their relationships to authority and to each other. Thus paternalism supplies needs for those under its protection or control, while leadership gets things done. The first is directed inwards, while the latter is directed outwards. Geert Hofstede (1977) studied culture within organizations. Part of his study was on the dependence relationship or Power Difference the extent to which the less powerful members of an organization expect and accept that power is distributed unequally. Hofstede gave this story to illustrate this Power Difference: The last revolution in Sweden disposed of King Gustav IV, whom they considered incompetent, and surprising invited Jean Baptise Bernadotte, a French general who served under Napoleon, to become their new King. He accepted and became King Charles XIV. Soon afterward he needed to address the Swedish Parliament. Wanting to be accepted, he tried to do the speech in their language. His broken language amused the Swedes so much that they roared with laughter. The Frenchman was so upset that he never tried to speak Swedish again. Bernadotte was a victim of culture shock never in his French upbringing and military career had he experienced subordinates who laughed at the mistakes of their superior. This story has a happy ending as he was considered very good and ruled the country as a highly respected constitutional monarch until 1844. (His descendants still occupy the Swedish throne.) Sweden differs from France in the way its society handles inequality (those in charge and the followers). To measure inequality or Power Difference, Hofstede studied three survey questions from a larger survey that both factored and carried the same weight: Frequency of employees being afraid to express disagreement with their managers. Subordinates perception of their bosss actual decision making style (paternalistic style was one choice). Subordinates preference for their bosss decision-making style (again, paternalistic style was one choice). He developed a Power Difference Index (PDI) for the 53 countries that took the survey. Their scores range from 11 to 104. The higher the number a country received, the more autocratic and/or paternalistic the leadership, which of course relates to employees being more afraid or unwilling to disagree with their bosses. While lower numbers mean a more consultative style of leadership is used, which translates to employees who are not as afraid of their bosses. For example, Malaysia has the highest PDI score, being 104, while Austria has the lowest with 11. And of course, as the story above illustrates, Sweden has a relative low score of 31, while France has a PDI of 68. The USAs is 40. Note that these scores are relative, not absolute, in that relativism affirms that one culture has no absolute criteria for judging activities of another culture as low or noble. Keeping the above in mind, it seems that some picture paternalistic behavior as almost a barbaric way of getting things accomplished. Yet, leadership is all about getting things done for the organization. And in some situations, a paternalistic style of decision-making might be required; indeed, in some cultures and individuals, it may also be expected by not only those in charge, but also the followers. That is what makes leadership styles quite interesting they basically run along the same continuum as Hofstedes PDI, ranging from paternalistic to consultative styles of decision making. This allows a wide range of individual behaviors to be dealt with, ranging from beginners to peak performers. In addition, it accounts for the fact that not everyone is the same. However, when paternalistic or autocratic styles are relied upon too much and the employees are ready and/or willing to react to a more consultative type of leadership style, then it normally becomes quite damaging to the performance of the organization.

Missouri Compromise 1820 Essay

Northerners finally were receiving the outcome that they had wished for with slavery slowly declining at the end of the 18th century. Southern economilcal dependancy on slavery was slowly withering away due to the Act of 1808, stating that by that time slavery would not be allowed. Due to this Southerners were forced to change their means of production and the use of slaves. When the 19th century arrived it brought the invention of the Cotton Gin. This invention, created by Eli Whitney, assisted in speeding the picking of cotton by removing the seed. The only flaw in this was that it relied on even more unskilled labor. Slaves were found perfect for the handlying of this machine: it was easy to manufactor and as easy to work.. From this, Southerners found it now more than ever nessesary to hault the abolition of slavery do to the economic prosperity that lied ahead because of the Cotton Gin. In Southern eyes, slavery was a better choice than free labor. IN the case of using free labor Southerners couldn’t be totally dependent on the person because they might demand things such as higher wages. If free laborors were refused what they asked, Southerners faced the risk of them stop working. Because you owned a slave Southerners would never have to worry about such a situation. This threat of prolonging slavery enabled the major conflict between The North and South arise. The Southern view of this conflict was that due to the economical advantages that slavery rbought and the economical disadvantages that an abolition with bring to the states, that the issue of slavery should be considered â€Å"a nessasary evil†. Not only this, but some even believed that slavery was doing blacks a favor. They believed that even in Africa balcks had owners, that they are always fed, and are treated better as slaves then they would be as free blacks. Northerners disreguarded any attempt in justifying such a matter and stood by there point that slavery was not right. Northern abolishnists fought back and said that slavery went again the fundamental priciple on which America was built on; Equality and freeddon. Not only immoral and sinful but went again the Declaration of Independece which clearly states that â€Å"all men were created equal† with no exceptions. The North’s morality and Souths Economic self-interest, and both sides refusal to compromise left the issue in a stalemate. By the North fueling the fire with such articles like The Liberator, inspiring slaves to revolt, and other abolitionist moves, the North forced the south to fight back in order to protect themselved from future revolts and incidence fueled by enraged slaves. The Missouri Compromise made the divide between the North and the South more evident that it had ever been. This compromised, proposed by Henry Clay, declared that Missouri would enter the union as a slave state, but every other state that was North of the Ohio river and Mason-Dixon line. Though this did stop slavery it gradually decreased it. In additon to this another factor was the that all states would be admitted into the union in pairs in order to balance the slave states as well as the free states. Still enraged, Northerners demanded the instant abolishment owed to the moral breach that slavery incompassed. They believed that slaves were being treated and stripped of there rights as a humane being. In American Slavery As It Is the author, Theodore Weld, describes his view on how it â€Å"really is† for the slaves of the south and the treatment they are force to endure by their slaveowners. â€Å"†¦That their ears are often cut off, their eyes knocked out, their bones broken, their flesh branded with red-hot irons; that they are maimed, mutilated and burned to death over slow fires†¦that self interest would prompt them to treat their slaved with kindness†¦Ã¢â‚¬  By writing such things, Weld just encouraged abolitionists to fight harder and harder for their cause. Such cases as the ones he mention cant be said never happened but are surely rare if so. Due to the tone in writng that is used though, wel makes his words harsh and strong which justly, the Southerners take their place to fight back at. In actuality most southerners were not as Weld describe because they realized that the better you treated a slave and healthier it was the more work that it could accomplish for you. Not only this, but due to the harsh rigid tone of his words, Weld, gives whoever is reading this no option towards working out some sort of compromise between North and South but i nstead just relies on getting things done. Abolitionist works, such as The Liberato,r aided in aggravating the South. William Loyd Garrison’s The Liberator, was printed as a Boston proabolitionist newspaper in which Garrison referrs to Southerners to being sinners and that slaves should do anything to get out of the miserable situation that they are in, even if that means blacks revolting against their. He as well brings up the issue of blacks being equals with whites. : Assenting to the â€Å"self-evident truth, and endowed by their Creator with certain enalienable rights-among which are life, liberty, and persuit of happiness.† Garrison, here, clearly explicates how by having slaves not be free we are going against everything that the declaration stands for and represents. Some say that Garrison’s The Liberator might have even sparked the rebellion led by Nat Turner in which Turner gathers up a group of slaves and killed over fifty white southerners. Southerners were so fearful of more rebellion that it led them to create even harsher rules for slaves. In Federick Douglass’ Independence Day Speech at Rochester Douglass writes of how white southerners are fearful of blacks and that is the reason why there are such harsh laws against them reading and writing. â€Å"What is this but the awknowledgment that the slave is amoral, itellectual, and responsible being?† Douglass’s Articular only further depicts that Southerners were in fear or the capability that blacks would have if they were learned. By keeping slaves ignorant they prevented slaves from reading such abolitionist articles which could fuel an angry mob. Due to a fear of angry mobs and revolts Southerners were foreced to lay stricter rules as Civil Codes and the restriction on abolitionist literature. In Thomas Dew’s Review of the Debate in the Virginia Legislature Dew discusses how the white race and black race could never coencide because if blacks were free there would just be an array of massacres led by angry blacks. Southerners Spent more time on the issue of protecting themselved from a threat of slave rebellions due to abolitionsit literature sparking rebellions than any other matter. In George Fitzhugh’s Slavery Justified he discusses further on the matter of slave rebellions and how if black werent slaves their anger would just lead to more crimes and violent incidencs. In the matter of slave abuse he stats that its ridiculous; â€Å"His feeling for his slave never permits him to stint him in old age. The slaves are all well fed, well clas, have plenty of fuel, and are happy.† In response to the accusation of slave owners abusing their slaves, other Southerners replied by saying that incidents such as the ones which Weld discusses are isolated and uncommon. In fact it most cases it is the opposite of circumstances. In Solon Robinson’s De Bow’s Review Robinson takes the opposite stance that Weld takes and says on the contrary that slave owners would never do such abuse to there slaves because they were too valuable to them. Robinson says † The Two things that are most despised and hated in the South are masters that abuse and starve and ill-treat their slaves, and abolistionists, who sieze upon every isolated case of the kind†¦Ã¢â‚¬  As stated before, abolitionist kept on exagerateing the slave situation in order to attempt to speed up the process of getting rid of slavery when they were only furthering it because of Southerners needing to defend themselves against false accusations. Finally besides the matter of slave abuse and the morality of the situation, the South argues that due to the mass production of cotton that slaves help produce, if we abolish slavery America would be in an economic crisis. Because of the low production of cotton that there would be after an emacipation, labor woul be inconsistent, because free workers would be inconsistent and require more and we wouldn’t be able to forfill our internation al demand for cotton. In William Harper’s Source Problems in the United States History Harper says â€Å"†¦The cultivation of the grat crops cannot be carried on in any portion of our own country where there are no slaves†¦And what would be the eefect of putting an end to the cultivation†¦annihilating,at a blow,two thrids or three fourths of our foreign commerce?†¦Ã¢â‚¬  From this we can see that slavery was no easy matter and that it too more economic thinking to get rid of Slaves. Perhaps more than the North thought. Though both the South and the North make legitimate reason for their not wanting or wanting the emancipation of slaves, it seems that due to the North the process or reaching compromise was delayed unneccesarily. Instead of thinking about the economical blow emancipation would cause the North ruthlessly kept attacking the South’s morality. The South realized that without slaves for a bit longer they wouldn’t be able to make a full economic recovery once emancipation was inacted. But because of the attacks and harsh literature being published by abolitionists, the South spent more time in trying to protect themselves from slaves getting ideas from these works than trying to figure out a plan to resolve the issue with the North. It seems as if the issue could have been quickend if the North hadnt made such quick and damaging attacks.

Organizational Culture And Human Resource Management Essay

This paper will comprehensively discuss the concept of organizational culture, the internal and external factors and its relation to human resource management. The critique of how organizational culture can promote or hinder organizational processes and outcomes is discussed. The concept of organizational culture refers to the personality of an organization, and the personality is build up by group of people with differences. Each individuals of the organization plays an uniqueness roles. Organizational culture is defined as an assembly of traditions, values, procedures, conceptions and attitudes with creates the context of activities in the organization (Schein, 2012). Organization culture is also an important part of management as it is the hinge which decides the function of the organization. Culture helps to promote inner integration, bring labor force from all layers of the organization much nearer together, increases moral, and enhances their performance (Catalin, 2011). Organizational culture has a central role to play in the life of any organization as its analysis aids in the understanding of what goes on inside and outside of the organization, especially as it relates to the interactions within the organization and to its external stakeholders. This also implies that members in an organization develop a collective identity which helps them to work together and helps them in the course of adaptation to external environment (Kim Quinn, 2011). With a strongShow MoreRelatedOrganizational Culture And Human Resource Management1048 Words   |  5 Pagescompanies which there is congruency between national culture and human resources practices. If the human resources management practices are not in line with the basic tenets shared by employees, it will lead to dissatisfa ction, lack of commitment and discomfort among the employees (Early, 1994). 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Around the World in 80 Days Review

Jules Vernes Around the World in Eighty Days is a rip-roaring adventure story set primarily in  Victorian England but spans the world following its protagonist Phileas Fogg. Written with a cosmopolitan and open view of the world, Around the World in Eighty Days is a brilliant tale. Vivid in its descriptions, Fogg, a cold, brittle man, who slowly shows that he does have the heart of an Englishman. The book wonderfully captures a spirit of adventure that was bubbling around the turn of the century and is impossible to put down. The Main Plot The story begins in London where the reader is introduced to an incredibly precise and controlled man by the name of Fogg. Fogg lives happily, although a little mysteriously, for no-one knows the true origin of his wealth. He goes to his gentlemans club every day, and it is there that he accepts a wager to travel around the world in eighty days. He packs his things and, along with his manservant, Passepartout he sets out on his journey. Early on in his voyage, a police inspector begins to trail him, believing Fogg is a bank robber. After a reasonably uneventful start, difficulties emerge in India when Fogg realities that a train line he was hoping to take has not been finished. He decides to takes an elephant instead. This diversion is fortunate in one way, for Fogg meets and saves an Indian woman from a forced marriage. On his journey, Fogg will fall in love with Aouda and, on his return to England will make her his wife. In the interim, however, Fogg faces a number of challenges, including losing Passepartout to a Yokohama circus and being attacked by Native Americans in the Midwest. During this incident, Fogg shows his humanity by going off personally to save his manservant, despite the fact that this could well cost him his bet. Finally, Fogg manages to get back onto British soil (albeit by leading a mutiny aboard a French steamer) and seemingly in enough time to win his bet. At this point, the police inspector arrests him, delaying him just long enough to lose the bet. He returns home saddened by his failure, but brightened by the fact that Aouda has agreed to marry him. When Passepartout is sent to arrange the wedding, he realizes that it is a day earlier than they think (by traveling East across the International date line they have gained a day), and so Fogg wins his bet. The Human Spirit of Adventure Unlike many of his more science-based fiction stories, Jules Vernes Around the World in Eighty Days is interested in the capabilities of technology in his own time. The things that human beings can achieve armed only with a sense of adventure and an exploratory spirit. It is also a brilliant dissection of what it is to be English in the time of empire. Fogg is a brilliantly drawn character, a man who is stiff-upper-lipped and precise in all his habits. However, as the novel goes on the icy man begins to thaw. He begins to place the importance of friendship and love above his usual concerns of reserve and punctuality. In the end, he is willing to lose his bet to help a friend. He doesn’t care about defeat because he has won the hand of the woman he loves. Although some would argue it doesnt have the great literary merit of some novels written around the same time, Around the World in Eighty Days certainly makes up for it with its vivid descriptions. The undoubtedly a classic story is peopled with characters who will be long remembered. It is a breathtaking roller-coaster ride around the world and a touching view of an older time. Filled with the thrill of adventure, Around the World in Eighty Days is a wonderful story, written with skill and no short order of panache.