Country Study on Malaysia Term Paper Example | Topics and Well Written Essays - 1500 words

Country Study on Malaysia - Term Paper Example 60 per cent of the population comprises ethnic Malays, 26 per cent of the population is Chinese while the rest are Indians and other indigenous races. Since 1971, Malays have witnessed positive discrimination and ethnic Chinese are wealthiest of all communities in Malaysia socially as well as politically whereas the Indians are the poorest. The global economic downturn has dented the economic prospects in Malaysia. The government introduced an economic stimulus plan worth $16bn in 2009 to deter the effect of the approaching recession (â€Å"Malaysia Profile†). Branding association of Malaysia The Branding Association of Malaysia was established in July 2000. It advocates unity between the member countries in order to identify solutions to policies and problems that are challenges to the brand. The Branding Association of Malaysia has contemplated the establishment of a branding association for the Asean countries so that brands’ needs across the region with respect to p roduct promotion and marketing can be addressed. Countries member of Asean include Malaysia, Indonesia, Singapore, Brunei, Myanmar, Laos, the Philippines, Thailand, and Vietnam. President Datuk Eric Chong has suggested all member countries to establish their branding association by approaching small and medium enterprises and identify valuable brands: â€Å"We are ready to help Asean business associations to establish similar organisations like us. Currently, we are helping our friends in Thailand to set up a branding association† (Chong cited in â€Å"Branding Association†). Business communities can use the branding association in order to prepare for the 2015 Asean Economic Community. As an Asean member, Malaysia has taken effective measures for greater liberalization of trade among the member countries in 2003 to realize the ASEAN Free Trade Area (AFTA). ASEAN Economic Community (AEC) is another major trade initiative that strives for the achievement of economic and trade integration regionally by the year 2015 so that free flow of services and goods, capital and investment can be facilitated among the member countries. According to the research carried out by the World Trade Organization, benefits obtained from the trade facilitation reform would affect ASEAN significantly. For example, trade would be boosted by 7.5 per cent with the improvement in port facilities and by 5.7 per cent with the improvement of competitiveness in the sector of internet services in the region (â€Å"Doing business in† 16). Resources Malaysia is a resource-rich country. The two main exports of Malaysia are palm oil and petroleum. Petrol is nationalized and its revenues contribute up to 40 per cent of the annual governmental budget of Malaysia (Coca). The palm oil conglomerates in Malaysia are the world’s largest and make up 39 per cent of the palm oil production all over the world (Coca). Natural resources were almost a third of the total exports of M alaysia in 2012 (Coca). While the resource-rich countries conventionally experience the eruption of civil wars in them because of decreased dependence on the taxes for revenues and accordingly lesser accountability to the citizens, Malaysia is one such resource-rich country that has shown growth and stability by making correct use of its resources. Malaysia is located alongside the world’s busiest trade route i.e. the straights of Malacca. Malaysia

Market Research Promotional Strategy for LG Electronics Essay

Market Research Promotional Strategy for LG Electronics - Essay Example The development of strategic plans worldwide is based on specific criteria. Most usually, the targets set have to be feasible – in terms of the resources and the time required – while the potential failures need to be identified in advance in order to ensure the limitation of failures. On the other hand, not all organizational initiatives have the same characteristics; when the achievement of specific targets is attempted then the methods used have to be carefully chosen – a balance between the cost of a specific strategic project and the expected benefits of this project must be pursued by managers in modern organizations. Current paper focuses on the examination of the strategic plans required for the increase of the market share of the firm LG in a particular sector: the televisions and audiovideo equipment. The firm’s current pricing strategy is reviewed and evaluated in order to decide on the appropriate of the marketing plans used in relation with th e specific marketing plan. It seems that the achievement of the specific target is feasible but specific measures will be required especially if taking into account the position of the firm’s competitors but also the challenges of the specific industry in all markets internationally. LG Electronics was first established in 1958 under the name ‘GoldStar’. Since the decade of 1960s the firm was actively involved in the production of radios and televisions – also of other products like the air conditioners. In 1995 the firm was renamed to LG Electronics. Through the years the firm was involved in other sectors, like the telecommunications while its performance is under continuous development (see Figure 1, Appendix). Currently, the firm’s employees have been estimated to 82,000 – working in about 82 branches of the firm worldwide. The firm’s achievements in its industry are many. We could indicatively refer to the development of the first

Carbon dioxide Essay Example for Free

Carbon dioxide Essay In 10,000 B. C. E a farmer sampled water in which bread had been sitting for an extended period. This sample that he drank brought forth a discovery and the birth of a new beverage to our civilization. The beverage that he drank was the first form of beer. The bread in the water had broken down over time and gone through a process called fermentation that caused a reaction with the water. This allowed the new beverage of beer to evolve. Over time beer has become the worlds oldest and highest consumed form of alcohol in our society where it has stimulated socialization. Since beers first discovery the way it has been made or brewed has been significantly modified. The process that it is currently used involves several steps so that each beer is consistent in taste and full of flavor while containing the four basic ingredients of barley, hops, yeast and water. The first step in the brewing beer is to soak barely grains in a tank of water for several days. Each day the water is drained and cycled so that fresh can be mixed in with the grain. After the several days have passed the water is then drained and the grain is transferred to shallow tanks. Here in these tanks the barely will be stirred vigorously to promote germination. When germination occurs in barely, enzymes are released such as malt diastase. Malt diastase plays an crucial role in the brewing process. It converts the grain into a form of sugar that will be used in the fermentation process which will occur later in brewing. Once the germination process is complete usually after one week, the barely which is now called malt, is roasted in a high temperature oven. This roasting stops the germination process of the malt. The variance in temperature and length of roasting determines the color and the flavor of the brew. This is what causes the differences between the types of beer on our current market. After the roasting is complete the malt is ready to go on with the next step of production where it will be converted into mash. Mash is produced by crushing the barely grains. This is achieved by iron rollers that press the malt flat in a shallow bin. After being pressed it is then transferred into a large copper or stainless steel tank. This large tank is often referred to as the tun. In this tun the malt is mixed with warm water until it acquires a thick consistency. This produces the mash. When the mash is produced it remains in the tun where it is mixed and heated slowly to a temperature of one hundred seventy degrees. The heat causes the enzymes that were mentioned earlier to fully break down into simple sugars. After the decomposing of all the enzymes, the malt then stops being stirred and remains in the tank. This allows any solids to sink to the bottom of the tun. The next step in the process is to drain the liquid mash out of tun. The liquid is drained from the bottom beneath the solids rather than the top so that the solids act as a filter for the liquid. While the liquid is draining a small amount of hot water is poured through the tun to aid this filtering process. Once all the draining is complete the liquid is no longer called mash but given the name wort. Now that wort has been achieved the next process can occur. Wort is transferred into large copper kettles where it will be boiled at high temperatures. The boiling of wort is a crucial step as it sterilizes the liquid killing any bacteria that may have formed during any of the previous processes. Once boiled for a long period of time another ingredient is added to the wort called hops. Hops are flowering plants that produce a small cone when bloomed. This small cone is what is used in the beer production process. When boiled with the wort it adds a slight bitter taste to the beer thats being made. After being added to the wort boiling must remain for an extended length of time to ensure any bacteria from the hops are also destroyed. Once complete the wort will then move onto the next step: fermentation. Fermentation is the process of converting sugars into alcohol and carbon dioxide. For this to be achieved in the brewing process the wort must move on from the boiling kettle to a large steel holding tank. In the holding tank yeast will be added into the wort to start the fermentation process. Over time the yeast that was added will consume the sugars of the wort and produce carbon dioxide which will rise from the liquid. What remains in the liquid after this transformation is called alcohol. Now that alcohol is produced the liquid is finally beer. Even though the liquid is considered beer the process of brewing is not completely finished. To ensure that the beer is safe for drinking pasteurization must take place. Pasteurization consists of boiling the mixture one last time. This not only kills bacteria produced but the yeast mixed in the wort as well. If not boiled the yeast would continue to grow and produce more alcohol. Boiling eliminates this and allows the brewer to control the alcohol level of the beer creating a more consistent beverage. After being boiled a second time, the beer is finally consumable and poured into bottles for storage. This lengthy process is what creates the beer we consume today. Without beer our society would be greatly different. Beer has allowed us to socially change with the addition of parties and common games such as beer pong. Its allowed us to express ourselves in many ways over time. Its hard to believe that all of these changes resulted from simply a farmer who had a little bread and water.

Leadership Skills Theory at HSBC Life Assurance Malta

Leadership Skills Theory at HSBC Life Assurance Malta Chapter 1 Introduction Leadership skills are the focus of this study and therefore the author will be, in this chapter introduce leadership and the concept of the leader versus the manager as a primary source. In this section the author will define the meaning of leadership enabling one to understand better the next stages of this study. Furthermore one can find the objective of this study and the organisation studied. The structure section will define the construction of the complimenting chapters. 1.1 Objective The scope of this organisational case study is to compare and contrast the leadership skills theory and the selected organisations leadership and provided the concept of leadership versus management in order to understand better leadership skills which are defined later on in this study. Leadership skills will be reviewed by means of secondary research. Subsequently the leadership skills within the organisation will be studied by means of a primary research methodology. This will enable the author to reach the main objective which aim is to highlight the theory of leadership skills and present findings of the selected organisations current leadership practices. One will eventually benefit from the authors recommendations and conclusions based on the out come of the data analysis. 1.2 The Organisation The selected organisation for this study was HSBC Life Assurance Malta Limited. HSBC Life Assurance Malta Limited was set up in 1995 and is a fully owned subsidiary of HSBC Bank Malta Plc, regulated by the Malta Financial Services Authority. Over the years, HSBC Life has developed into one of the leading life assurance product providers on the island with its full and diversified product range, including group and individual term assurance products, mortgage protection policies, etc. This study research thus moves towards assessing all the concepts of leadership styles, skills, coaching, team building. The organisation is in the direction of the Managing Director. 1.3 Structure The structure of this study will be based on 5 chapters. The introduction, chapter 1, has highlighted leadership and the concept of leadership versus management, the objective and the organisation under investigation. Chapter 2 will follow with a literature review of leadership skills from previous studies whilst chapter 3 will cover the research methodology. Chapter 4 will present the findings and finally chapter 5 will cover the authors views and recommendations. Chapter 2 2.0 Leadership Leadership can be defined as: The ability to persuade others willingly to behave differently. The function of team leaders is to achieve the task set for them with the help of the group (Michael Armstrong 2003: 259). Another definition of leadership is: The task of a great leader is to get his people from where they are to where they have not been Leaders must invoke an alchemy of great vision. Those leaders who do not are ultimately judged failures, even though they may be popular at the moment (Henry Kissinger). Clawson (2006) explains that leadership consists of three components: the ability to influence others; the willingness to influence others; and the exercise of influence in a way that others respond voluntarily. Thus, while leadership included the use of power, not all uses of power are leadership. The highlight of leadership within an organisation is an emphasis on the importance of a strong human relation and the importance of creating rewarding high-performance teams of motivated and empowered employees. Human understanding and sensitivity are absolutely critical for leadership success. Leadership also consists of identifying proven talent within an organisation and optimising on this talented human resource by developing, retaining and partnering smartly together. Leadership has been perceived to be a primary key to successful strategy implementation. One of the key factors in implementing a strategy is building consensus. A consensus built by motivating, persuading people and by shaping culture and values within an organisation to support the new strategy (Ashby and Miles, 2002). Taking IBM as an example CEO Sam Palmisano has embarked on a leadership mission to get people within the organisation to focus on strategy formulation and implementation. He embarked on a mission to persuade people to focus on the on-demand vision and communicating clear directions. With this positive attitude and employee empowerment he made employees feel motivated and challenged to follow new strategic goals. In this changing world of globalisation, organisations are constantly facing changes within their set ups and therefore leadership plays an important role. Three important aspects of leadership would be people, influence and goals. In order to influence, the relationship between the leader and the follower must not be passive but assertive (Draft, 2006). Within an organisation, leadership directly impacts the effectiveness of costs, revenue generation, service, satisfaction, earnings, market value, share price, social capital, motivation, engagement, and sustainability. In this view one can identify the importance of vision within leadership. In order to move a group successfully towards its goal the leader must communicate the vision or visions with his or her followers. For effectiveness, a vision should appear to be simple, appear desirable enough to energise followers and should describe the organisations future position, which must be credible and preferable to the present state. The leader must communicate these visions adequately to ensure the followers feel as if the vision has been created by themselves (Renesch, 1994). Nonetheless one would need to understand that although leadership focuses on people, influence and goals it cannot be easily defined in such a generic context. However according to Scott (2007) a leader needs to understand that the follower may value a leader differently. Some may prefer a task oriented leader where others may prefer a people oriented leader. In this view the leader must identify the followers needs and how they construe effective leadership. One can see that self awareness is the foundation of effective leadership and one ought to communicate the vision and help the followers fit into that vision. Effective leaders need to change their approach according to the situation, as with one follower, a leader may need to be directive while with others, a leader may need to coach. 2.1 The History of Leadership Leadership, and the study of it, has roots in the beginning of civilisation. Egyptian rulers, Greek heroes and biblical patriarchs all have one thing in common leadership. There are numerous definitions and theories of leadership; however, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance (Wren, 1995). Our work, our environment, the motivation to work, leaders, leadership, leadership style, and a countless of other work-related variables have been studied for almost two centuries. The organisational focus of the leader has evolved over this same period. Early organisations with authoritarian leaders who believed employees were basically lazy transitioned into way to make work environments more conducive to increased productivity rates. Today, organisations are transforming into places where people are empowered, encouraged, and supported in their personal and professional growth throughout their careers. As the focus of leaders has changed over time, it has influenced and shaped the development and progression of leadership theory. 2.1.2 Early Leader Studies The Industrial Revolution shifted Americas economy from an agriculture base to an industrial one and, thereby, ushered in a change how leaders would treat their followers. The Industrial Revolution created a paradigm shift to a new theory of leadership in which common people gained power by virtue of their skills (Clawson, 1999). New technology, however, was accompanied and reinforced by mechanisation of human thought and action, thus creating hierarchical bureaucracies (Morgan, 1997). One major contributor to this era of management and leadership theory was Max Weber, a German sociologist who observed the parallels between the mechanisation of industry and the proliferation of bureaucratic forms of organisation (Morgan, 1997, p. 17). He noted that the bureaucratic form routinized the process of administration in the same manner that the machine routinized production. 2.1.3 Classical Management Theory and Scientific Management Webers concerns about bureaucracy, however, did not affect theorists who set the stage for what is now known as classical management theory and scientific management. Classical theorists focused on the design of the total organisation while scientific managers focused on the systematic management of individual jobs. In contrast to Weber, classical theorists such as Henri Fayol and F. W. Mooney, staunch advocates of bureaucratisation, devoted their energies identifying methods through which this kind of organisational structure could be achieved (Bass, 1990; Morgan, 1997). Collectively, these theorists set the basis for many modern management techniques, such as management by objectives. Scientific management, an approach heralded by Frederick Taylor, was technological in nature (Hersey, Blanchard Johnson, 1996). Taylor fused the perspective of an engineer into management with a strong emphasis on control, ruthless efficiency, quantification, predictability, and de-skilled jobs. He initiated time-and-motion studies to analyse work tasks to improve worker productivity in an attempt to achieve the highest level of efficiency possible. Consequently, he has been accused of viewing people as instruments or machines to be manipulated by leaders. The function of the leader under scientific management theory was to establish and enforce performance criteria to meet organisational goals; therefore, the focus of a leader was on the needs of the organisation and not on the individual worker. Although the classical and scientific approaches were different, the goals were similar organisations are rational systems and must operate in the most efficient manner possible to achieve the highest level of productivity (Morgan, 1997). Both theories relied on the machine metaphor with a heavy emphasis on mechanisation of jobs, which undermined the human aspect of the organisation and failed to recognise organisations as complex organisms. Although mechanistic organisations proved productive, there were limits to hierarchical bureaucracy. Emerging theorists encouraged leaders to recognise that humans were not machines and could not be treated as such. A post bureaucratic shift in the mid-1940s moved toward everyone taking responsibility for the organisations success or failure (Heckscher Donnellon, 1994). Researchers began to examine the relationship between leader behaviour and follower satisfaction level and organisational productivity and profitability. 2.1.4 Hawthorne, Maslow, and Herzberg Environment and Worker Needs Much organisational research during this era focused on overcoming the perceived shortcomings of the classical and scientific schools of management. Elton Mayos Hawthorne Studies focused on the work situation and its effect on leaders and followers, indicating that the reactions of human beings influence their work activities as much as the formal design and structure of the organisation. Early on leaders could focus their attention on the environment factors of the organisations. The early theories and studies provided researchers with tangible and measurable performance outcomes that were directly transferable to profitability and spreadsheet bottom-lines. A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Maslows (1959) Hierarchy of Needs posited that once a workers physiological, security, and social (intrinsic) needs were met, productivity would only be possible of the employees ego and self-actualising (extrinsic) needs were also met. Leader focus became redirected toward worker needs. Herzbergs Dual Factor Theory, the evolution of intrinsic and extrinsic needs, furthered Maslows work stating the employees intrinsic and extrinsic needs could, and should, be met simultaneously. Herzbergs (1966) Motivation-Hygiene theory furthered the work of Maslow by providing insights into the goals and incentives that tend to satisfy a workers needs. Herzberg concluded that people have two categories of needs, which he termed hygiene (environmental factors such as working conditions, company policies, etc.) and motivators (factors involving the job itself). According to Herzberg, an employees intrinsic and extrinsic needs could and should be addressed simultaneously. 2.1.5 The Shift to Behavioural Factors Leader focus had moved to understanding the relationship between a leaders actions and the followers satisfaction and productivity. Theorists began to consider behavioural concepts in their analysis of organisational leadership. For example, Chester Barnard was instrumental in including behavioural components (Bass, 1990). Barnards work emphasised the ways in which executives might develop their organisations into cooperative social systems by focusing on the integration of work efforts through communication of goals and attention to worker motivation (Hatch, 1997). Barnard, for example, identified an effective organisational leader as one who determined objectives, manipulated means, initiated action, and stimulated coordinated effort (Bass, 1990, p. 31). Barnard (1938), whose work focused on the functions of the executive, was instrumental in including behavioural components in his analysis of organisational leadership, which claimed that leadership involves accomplishing goals wit h and through people. The theorists of this age argued that in addition to finding the best technological methods to improve output, it would behove management to address human affairs as well. It was claimed that the real power centres within an organisation were the interpersonal relationships that developed among working groups (Hersey, Blanchard Johnson, 1996, p.100). A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Additionally, when this happens they are more likely to increase their productivity which in turn impacts the organisations bottom line. According to McGregor (1960), the traditional organisation with its centralised decision making, hierarchical pyramid, and external control of work is based on certain assumptions about human nature and human motivation. He dubbed these assumptions Theory X and Theory Y. Theory X assumes that most people prefer to be directed, are not interested in assuming responsibility, and want safety above all else. Accompanying the Theory X philosophy is the belief that people are motivated by money, fringe benefits, and threat of punishment. Managers who espouse Theory X assumptions attempt to structure, control, and closely supervise employees. Although McGregor himself questioned whether Theory X was as accurate view of human nature, the assumptions persisted for a long time in leadership theory circles because it explained à ¢Ã¢â€š ¬Ã‹Å"some, though not all, of human behaviour within organisations (Pugh Hickson, 1993). Drawing heavily from Maslows (1959) Hierarchy of Needs, McGregor ultimately concluded that Theory X assumptions about human nature, when universally applied, are often inaccurate and that management approaches that develop from these assumptions may fail to motivate individuals to strive toward organisational goals (Hersey, Blanchard, Johnson, 1996). McGregor (1960) believed that management needed practices based on a more accurate understanding of human nature and motivation. The resulting concept, Theory Y, proposed that individuals are not, by nature, lazy and unreliable. People can be self-directed and creative at work if properly motivated (Pugh Hickson, 1993). Therefore, an essential task of management is to unleash this potential. Consequently, the goal of effective leadership was evolving and moving away from the earlier concepts of the classical and scientific management theories that treated workers as machines. Leaders were now challenged to actively involve followers in achieving organisational goals. McGregor (1960), whose work was closely linked to that of the behavioural theorists, is a reflection of that era, providing a foundation for the future emergence of the transformational leadership. McGregors Theory X and Theory Y assumed that employees and leaders had progressed beyond Taylors productivity models that employees could find ways to satisfy their needs within the organisations structure. McGregor assumed employees far more complex that the trait and behavioural theories of leadership assumed and that their complexity and the leaders response to that complexity would affect how and whether the leader and followers worked in tandem to reach mutual organisational goals. McGregor proposed a replacement of direction and control of employees with humanistic motivation. The resulting concept, Theory Y, proposed that individuals did not inherently dislike work and, and that under certain conditions, work could actually be a source of great satisfaction. Theory Y assumed individuals would exercise self-direction and self-control, accepting and seeking responsibility (Pugh Hickson, 1993). The essential concept McGregor and other behaviourists proposed was that organisations are interacting groups and that leaders are a part of these groups. The leaders interaction and relationship with the employee must be a supportive relationship so all members of the organisation feel the organisations objectives and their achievement, are of personal importance to them (Pugh Hickson, 1993). 2.1.6 Situational/Contingency Theory The Circumstantial Focus Unprecedented social change in the mid-1960s to the mid-1980s shifted societal focus from increasing economic wealth to ensuring social rights and equality. Along with this social change, technology was again preparing to jolt American businesses. The advent of the computer age was shifting employee requirements from brawn to brains. Leadership became an intricate process of multilateral brokerage where leaders were forced to focus on constituencies within and without the organisation to survive (Vanourek, 1995). The internal and external environments of organisations were changing. The transference of power from those doing the work to those possessing knowledge about how to organise work more closely levelled the playing field for leaders and followers. Society acknowledged that traditional methods of leadership were no longer effective. McCollum (1995) implied that companies in the information age were unsuccessfully trying to conduct their business using obsolete industrial age leadership theories. Change was the only thing of which everyone could be sure, a factor requiring leadership research and society to consider contingency/situational approaches to leadership if businesses were to remain successful and profitable in an ever-changing and increasingly complicated environment (Contee-Borders, 2003). Heysey and Blanchard (1996) proposed a contingency/situational theory advocating a leaders use of differing leadership behaviours dependent upon two interrelated maturity factors: (a) job maturity relevant task and technical knowledge and skills, and (b) psychological maturity the subordinates level of self-confidence and self-respect (Yukl, 1998). An employee who has a high level of job and psychological maturity requires little supervision; while an employee who has a low level of job and psychological maturity requires hand-on attention. Fielders contingency theory is viewed as the opposite of Hersey and Blanchards theory, maintaining that leaders are less flexible in their ability to change their behaviour based on followers maturity (the basic concept of Hersey and Blanchards theory) (Hughes, Ginnett, Curphy, 1993). Fielders contingency theory posited that leader effectiveness is determined by not the leaders ability to adapt to the situation, but by the ability to choose the à ¢Ã¢â€š ¬Ã‹Å"right leader for the situation (though this theory does not identify who would be responsible for making this choice). Some leaders are simply better for specific situation than others and the situation determines the identified leaders success, though leaders would need to be capable of understanding when they were not right for the situation and remove themselves a task of humility. 2.2 Leadership Styles From a very classical autocratic approach to a very creative, participative approach, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. The most familiar model is the leadership scale devised by Tannenbaum and Schmidt. In this model, the leader is advised to choose a leadership style that it appropriate for the particular situation. These styles or behaviours, can be placed along continuum ranging from boss-centred at one-end of the scale to subordinate-centred at the other end, as illustrated in Figure 1.1 Inevitably, the opposite poles of this continuum have been labelled Authoritarian (or task-centred), and Democratic (or people-centred) and the inference has been drawn that a concern forgetting the job done is at the opposite end of the scale of the people involved. Tannenbaum and Schmidts article is not as shallow as that, but, like it or not, the impression is left that the two concerns are somehow incompatible. Other commentators advised that authoritarian leadership styles would be most effective in situations that were favourable to the leader and democratic styles would better suit situations that were unfavourable to the leader. Favourable in this context means that the leader has high formal authority, relations between the leader and the staff are good, and the task is highly structured. This further reinforces the assumption that democratic styles are for the leaders to fall back on when things are not going entirely their way; they would not want to be democratic if it could be avoided. The Democratic styles should be the preferred option, falling back on authoritarian styles only when circumstances require it. For example, when the fire alarm sounds tell everyone to leave the building; do not hold a decision about the best course of action. Or, when something bad can not be avoided, accept your responsibility as a manager and give instructions clearly and assertively. Otherwise, the benefits of the bringing several brains to bear on an issue, and the commitment that democratic approaches tend to foster, usually outweigh the inevitable untidiness of getting everyone involved in decision-making . Interestingly, research into animal social groups has found that decisions arrived at communally or democratically are usually more beneficial for the group and its individual members than despotic decision-making, and tend to be less extreme. Whether lessons drawn from the observation of animal behaviour can usefully be applied directly to human groups depends on how much corroborating evidence there is. 2.3 Leadership versus Management Creech (1995) defines the manager versus the leader. She explains how a manager is typically well-educated and would generally possess very high conceptual skills. Managers are mostly focused on the latest management literature. Furthermore managers are very aware of the system, rules and procedures both documented and undocumented. They tend to be very productive oriented rather than people oriented persons and this style proves that they are usually inaccessible or have very little time to listed to the people they manage. This also results form their heavy busy schedules. In addition managers face highly intensive stresses and become very intolerant of any mistakes. They rarely motivate their people to take significant risks to improve operationally or personally and in moments of crisis they can easily consider to re-establish who is in charge, believing that they will achieve the expected performances and organisational goals. Nonetheless, they are very conscious of what others think about them and expect to be liked, despite being aware that this is rather impossible, due to the conflicting roles between management and workers. Furthermore managers ask subordinates for participative input, but rarely encourage real dissent with their own views (Creech, 1995). In contrast, leaders are very people oriented and although they are conscious of what people think of them they are generally less concerned. However, leaders feel themselves as helpers to the organisation as opposed being in command. They are inventive and imaginative movers and participate in achievement of goals. Arguably, leaders have a more positive style to achieving goals and during time of financial or operational turbulences they focus on asking team members for help in strategies and innovation in order to regain competitive advantage. Opposed to this, managers would consider downsizing and cost cutting (Creech, 1995). One can that this is visionary and leaders do communicate widely with simple clear cut visions and goals. They intend to simplify communication to ensure the message gets through without ridiculing anyone in the event of misunderstandings. Additionally they are tolerant of mistakes during the process of development and goal achievement and they are fond of acknowledging their mistakes and do not fear to take whatever measures are required to rectify them (Creech, 1995). Bennis and Goldsmith (1997) define the difference between manager and leader using the following paired contrasts: The manager administers; the leader innovates. The manager maintains; the leader develops. The manager accepts reality; the leader investigates it. The manager focuses on systems and structures; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classis good soldier; the leader is his or her own person (Bennis and Goldsmith, 1997, p.9). Chapter 3 Literature Review For the purpose of this literature review it has been classified as follows: Human Relation Skills including follower leader relation, and conflict management and counselling as intrapersonal skills. Intrapersonal Skills includes self confidence, stress management, and time management whilst Organisational Skills include leadership styles and motivation and finally Creativity Skills. Human Relation Skills and Intrapersonal Skills follow the same paths and are the abilities how one interacts with others. However Intrapersonal Skills is ones own personal development whilst Organisational Skills is the skill to have a conceptual focus. Finally, Creativity Skills are the having of new ideas. The author introduced these skills in the above sequence as she believes that without having human relation skills one cannot help ones personal development and cannot encourage motivation or creativity. Needless to say, that without motivation one would find difficulties creating new ideas. 3.1 Human Relations and Intrapersonal Skills 3.1.2 Follower Leader Relation In order for a leader to achieve effectiveness through human relations, Isaac, Zerbe and Pitt (2001) shared four important insights and beliefs about the nature of their relationships with their followers: Firstly, they explain how positively effective it is, to gradually and gently direct the follower towards the established goals rather than throwing them into heavy burdens to accomplish corporate purposes. When a mutual agreement of mutual interest is established leaders would smartly lay down the red carpet to the follower and will satisfy the goals of both parties. Rigid commands from the hierarchy within an organisation normally lead to unsatisfactory results and frustration (Isaac, Zerbe and Pitt, 2001) Secondly, it is in the leaders interest to strongly understand their followers, by recognising their needs, what motivates them , their various stages of personal development, and their goals. This is seen through a flow of communication and observations. The leaders challenge in such scenario would be to reach satisfactory levels of both the follower and the organisation. During such a process of identifying the followers needs the leader must show sensitivity, ingenuity and judgement when putting together corporate and personal objectives through communication. The leader should address those areas identified to be low in self confidence and capability by the follower in order to achieve maximum results (Isaac, Zerb and Pitt, 2001) Thirdly, leaders have to establish motivating conditions not only to motivate the follower but to encourage self motivation. One of the motives encouraging the self motivation process would be organisational rewards however this makes the leaders responsibility intense, as he/she would need to determine the various intrinsic or extrinsic rewards to followers. Intrinsic motivational states are beyond leaders control however they can possibly enhance such feelings and emotions by: Spending time with the follower and enhancing, rather than undermining, self-confidence. Increasing follower knowledge, skills and abilities through exposure to various educational and training programs, as well as experiences. These activities enhance both follower capability and self-confidence. Establishing realistic, meaningful and attainable goals with the follower to both parties. Creating a climate of mutual respect. Showing appreciation when the follower meets or exceeds expectations, or addressing problematic issues regarding the followers performance by focusing upon the work rather than the individual. (Isaac, Zerbe and Pitt, 2001, p.212) The fourth and final insight relates to the importance of honesty and consistent behaviour showed to the followers. Leaders can loose credibility through promises that are rather difficult to fulfil at a later stage, and will also be exposed to deducting the followers motivation. On the other hand consistency generates a clear path to the followers especially in matters such as fairness, expectations and personal cose of conduct. In addition, leader must reduce distinctions of status that might cause some followers to feel degraded and not regarded (Isaac, Zerbe and Pitt, 2001). Relationship closeness, is the extent to which an employee has a sharing, open, familiar relation with management. Thus, relationship closeness is a broad concept that encompasses several specific constructs like interaction, open communication, and informal relations between employees and management(Mcknight, Ahmad and Schroederet, 2001, p.466). As one can see from the above four insights of human relations skills incorporates a strong degree of interpersonal skills and as Leadership Skills Theory at HSBC Life Assurance Malta Leadership Skills Theory at HSBC Life Assurance Malta Chapter 1 Introduction Leadership skills are the focus of this study and therefore the author will be, in this chapter introduce leadership and the concept of the leader versus the manager as a primary source. In this section the author will define the meaning of leadership enabling one to understand better the next stages of this study. Furthermore one can find the objective of this study and the organisation studied. The structure section will define the construction of the complimenting chapters. 1.1 Objective The scope of this organisational case study is to compare and contrast the leadership skills theory and the selected organisations leadership and provided the concept of leadership versus management in order to understand better leadership skills which are defined later on in this study. Leadership skills will be reviewed by means of secondary research. Subsequently the leadership skills within the organisation will be studied by means of a primary research methodology. This will enable the author to reach the main objective which aim is to highlight the theory of leadership skills and present findings of the selected organisations current leadership practices. One will eventually benefit from the authors recommendations and conclusions based on the out come of the data analysis. 1.2 The Organisation The selected organisation for this study was HSBC Life Assurance Malta Limited. HSBC Life Assurance Malta Limited was set up in 1995 and is a fully owned subsidiary of HSBC Bank Malta Plc, regulated by the Malta Financial Services Authority. Over the years, HSBC Life has developed into one of the leading life assurance product providers on the island with its full and diversified product range, including group and individual term assurance products, mortgage protection policies, etc. This study research thus moves towards assessing all the concepts of leadership styles, skills, coaching, team building. The organisation is in the direction of the Managing Director. 1.3 Structure The structure of this study will be based on 5 chapters. The introduction, chapter 1, has highlighted leadership and the concept of leadership versus management, the objective and the organisation under investigation. Chapter 2 will follow with a literature review of leadership skills from previous studies whilst chapter 3 will cover the research methodology. Chapter 4 will present the findings and finally chapter 5 will cover the authors views and recommendations. Chapter 2 2.0 Leadership Leadership can be defined as: The ability to persuade others willingly to behave differently. The function of team leaders is to achieve the task set for them with the help of the group (Michael Armstrong 2003: 259). Another definition of leadership is: The task of a great leader is to get his people from where they are to where they have not been Leaders must invoke an alchemy of great vision. Those leaders who do not are ultimately judged failures, even though they may be popular at the moment (Henry Kissinger). Clawson (2006) explains that leadership consists of three components: the ability to influence others; the willingness to influence others; and the exercise of influence in a way that others respond voluntarily. Thus, while leadership included the use of power, not all uses of power are leadership. The highlight of leadership within an organisation is an emphasis on the importance of a strong human relation and the importance of creating rewarding high-performance teams of motivated and empowered employees. Human understanding and sensitivity are absolutely critical for leadership success. Leadership also consists of identifying proven talent within an organisation and optimising on this talented human resource by developing, retaining and partnering smartly together. Leadership has been perceived to be a primary key to successful strategy implementation. One of the key factors in implementing a strategy is building consensus. A consensus built by motivating, persuading people and by shaping culture and values within an organisation to support the new strategy (Ashby and Miles, 2002). Taking IBM as an example CEO Sam Palmisano has embarked on a leadership mission to get people within the organisation to focus on strategy formulation and implementation. He embarked on a mission to persuade people to focus on the on-demand vision and communicating clear directions. With this positive attitude and employee empowerment he made employees feel motivated and challenged to follow new strategic goals. In this changing world of globalisation, organisations are constantly facing changes within their set ups and therefore leadership plays an important role. Three important aspects of leadership would be people, influence and goals. In order to influence, the relationship between the leader and the follower must not be passive but assertive (Draft, 2006). Within an organisation, leadership directly impacts the effectiveness of costs, revenue generation, service, satisfaction, earnings, market value, share price, social capital, motivation, engagement, and sustainability. In this view one can identify the importance of vision within leadership. In order to move a group successfully towards its goal the leader must communicate the vision or visions with his or her followers. For effectiveness, a vision should appear to be simple, appear desirable enough to energise followers and should describe the organisations future position, which must be credible and preferable to the present state. The leader must communicate these visions adequately to ensure the followers feel as if the vision has been created by themselves (Renesch, 1994). Nonetheless one would need to understand that although leadership focuses on people, influence and goals it cannot be easily defined in such a generic context. However according to Scott (2007) a leader needs to understand that the follower may value a leader differently. Some may prefer a task oriented leader where others may prefer a people oriented leader. In this view the leader must identify the followers needs and how they construe effective leadership. One can see that self awareness is the foundation of effective leadership and one ought to communicate the vision and help the followers fit into that vision. Effective leaders need to change their approach according to the situation, as with one follower, a leader may need to be directive while with others, a leader may need to coach. 2.1 The History of Leadership Leadership, and the study of it, has roots in the beginning of civilisation. Egyptian rulers, Greek heroes and biblical patriarchs all have one thing in common leadership. There are numerous definitions and theories of leadership; however, there are enough similarities in the definitions to conclude that leadership is an effort of influence and the power to induce compliance (Wren, 1995). Our work, our environment, the motivation to work, leaders, leadership, leadership style, and a countless of other work-related variables have been studied for almost two centuries. The organisational focus of the leader has evolved over this same period. Early organisations with authoritarian leaders who believed employees were basically lazy transitioned into way to make work environments more conducive to increased productivity rates. Today, organisations are transforming into places where people are empowered, encouraged, and supported in their personal and professional growth throughout their careers. As the focus of leaders has changed over time, it has influenced and shaped the development and progression of leadership theory. 2.1.2 Early Leader Studies The Industrial Revolution shifted Americas economy from an agriculture base to an industrial one and, thereby, ushered in a change how leaders would treat their followers. The Industrial Revolution created a paradigm shift to a new theory of leadership in which common people gained power by virtue of their skills (Clawson, 1999). New technology, however, was accompanied and reinforced by mechanisation of human thought and action, thus creating hierarchical bureaucracies (Morgan, 1997). One major contributor to this era of management and leadership theory was Max Weber, a German sociologist who observed the parallels between the mechanisation of industry and the proliferation of bureaucratic forms of organisation (Morgan, 1997, p. 17). He noted that the bureaucratic form routinized the process of administration in the same manner that the machine routinized production. 2.1.3 Classical Management Theory and Scientific Management Webers concerns about bureaucracy, however, did not affect theorists who set the stage for what is now known as classical management theory and scientific management. Classical theorists focused on the design of the total organisation while scientific managers focused on the systematic management of individual jobs. In contrast to Weber, classical theorists such as Henri Fayol and F. W. Mooney, staunch advocates of bureaucratisation, devoted their energies identifying methods through which this kind of organisational structure could be achieved (Bass, 1990; Morgan, 1997). Collectively, these theorists set the basis for many modern management techniques, such as management by objectives. Scientific management, an approach heralded by Frederick Taylor, was technological in nature (Hersey, Blanchard Johnson, 1996). Taylor fused the perspective of an engineer into management with a strong emphasis on control, ruthless efficiency, quantification, predictability, and de-skilled jobs. He initiated time-and-motion studies to analyse work tasks to improve worker productivity in an attempt to achieve the highest level of efficiency possible. Consequently, he has been accused of viewing people as instruments or machines to be manipulated by leaders. The function of the leader under scientific management theory was to establish and enforce performance criteria to meet organisational goals; therefore, the focus of a leader was on the needs of the organisation and not on the individual worker. Although the classical and scientific approaches were different, the goals were similar organisations are rational systems and must operate in the most efficient manner possible to achieve the highest level of productivity (Morgan, 1997). Both theories relied on the machine metaphor with a heavy emphasis on mechanisation of jobs, which undermined the human aspect of the organisation and failed to recognise organisations as complex organisms. Although mechanistic organisations proved productive, there were limits to hierarchical bureaucracy. Emerging theorists encouraged leaders to recognise that humans were not machines and could not be treated as such. A post bureaucratic shift in the mid-1940s moved toward everyone taking responsibility for the organisations success or failure (Heckscher Donnellon, 1994). Researchers began to examine the relationship between leader behaviour and follower satisfaction level and organisational productivity and profitability. 2.1.4 Hawthorne, Maslow, and Herzberg Environment and Worker Needs Much organisational research during this era focused on overcoming the perceived shortcomings of the classical and scientific schools of management. Elton Mayos Hawthorne Studies focused on the work situation and its effect on leaders and followers, indicating that the reactions of human beings influence their work activities as much as the formal design and structure of the organisation. Early on leaders could focus their attention on the environment factors of the organisations. The early theories and studies provided researchers with tangible and measurable performance outcomes that were directly transferable to profitability and spreadsheet bottom-lines. A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Maslows (1959) Hierarchy of Needs posited that once a workers physiological, security, and social (intrinsic) needs were met, productivity would only be possible of the employees ego and self-actualising (extrinsic) needs were also met. Leader focus became redirected toward worker needs. Herzbergs Dual Factor Theory, the evolution of intrinsic and extrinsic needs, furthered Maslows work stating the employees intrinsic and extrinsic needs could, and should, be met simultaneously. Herzbergs (1966) Motivation-Hygiene theory furthered the work of Maslow by providing insights into the goals and incentives that tend to satisfy a workers needs. Herzberg concluded that people have two categories of needs, which he termed hygiene (environmental factors such as working conditions, company policies, etc.) and motivators (factors involving the job itself). According to Herzberg, an employees intrinsic and extrinsic needs could and should be addressed simultaneously. 2.1.5 The Shift to Behavioural Factors Leader focus had moved to understanding the relationship between a leaders actions and the followers satisfaction and productivity. Theorists began to consider behavioural concepts in their analysis of organisational leadership. For example, Chester Barnard was instrumental in including behavioural components (Bass, 1990). Barnards work emphasised the ways in which executives might develop their organisations into cooperative social systems by focusing on the integration of work efforts through communication of goals and attention to worker motivation (Hatch, 1997). Barnard, for example, identified an effective organisational leader as one who determined objectives, manipulated means, initiated action, and stimulated coordinated effort (Bass, 1990, p. 31). Barnard (1938), whose work focused on the functions of the executive, was instrumental in including behavioural components in his analysis of organisational leadership, which claimed that leadership involves accomplishing goals wit h and through people. The theorists of this age argued that in addition to finding the best technological methods to improve output, it would behove management to address human affairs as well. It was claimed that the real power centres within an organisation were the interpersonal relationships that developed among working groups (Hersey, Blanchard Johnson, 1996, p.100). A new theory of organisations and leadership began to emerge based on the idea that individuals operate most effectively when their needs are satisfied. Additionally, when this happens they are more likely to increase their productivity which in turn impacts the organisations bottom line. According to McGregor (1960), the traditional organisation with its centralised decision making, hierarchical pyramid, and external control of work is based on certain assumptions about human nature and human motivation. He dubbed these assumptions Theory X and Theory Y. Theory X assumes that most people prefer to be directed, are not interested in assuming responsibility, and want safety above all else. Accompanying the Theory X philosophy is the belief that people are motivated by money, fringe benefits, and threat of punishment. Managers who espouse Theory X assumptions attempt to structure, control, and closely supervise employees. Although McGregor himself questioned whether Theory X was as accurate view of human nature, the assumptions persisted for a long time in leadership theory circles because it explained à ¢Ã¢â€š ¬Ã‹Å"some, though not all, of human behaviour within organisations (Pugh Hickson, 1993). Drawing heavily from Maslows (1959) Hierarchy of Needs, McGregor ultimately concluded that Theory X assumptions about human nature, when universally applied, are often inaccurate and that management approaches that develop from these assumptions may fail to motivate individuals to strive toward organisational goals (Hersey, Blanchard, Johnson, 1996). McGregor (1960) believed that management needed practices based on a more accurate understanding of human nature and motivation. The resulting concept, Theory Y, proposed that individuals are not, by nature, lazy and unreliable. People can be self-directed and creative at work if properly motivated (Pugh Hickson, 1993). Therefore, an essential task of management is to unleash this potential. Consequently, the goal of effective leadership was evolving and moving away from the earlier concepts of the classical and scientific management theories that treated workers as machines. Leaders were now challenged to actively involve followers in achieving organisational goals. McGregor (1960), whose work was closely linked to that of the behavioural theorists, is a reflection of that era, providing a foundation for the future emergence of the transformational leadership. McGregors Theory X and Theory Y assumed that employees and leaders had progressed beyond Taylors productivity models that employees could find ways to satisfy their needs within the organisations structure. McGregor assumed employees far more complex that the trait and behavioural theories of leadership assumed and that their complexity and the leaders response to that complexity would affect how and whether the leader and followers worked in tandem to reach mutual organisational goals. McGregor proposed a replacement of direction and control of employees with humanistic motivation. The resulting concept, Theory Y, proposed that individuals did not inherently dislike work and, and that under certain conditions, work could actually be a source of great satisfaction. Theory Y assumed individuals would exercise self-direction and self-control, accepting and seeking responsibility (Pugh Hickson, 1993). The essential concept McGregor and other behaviourists proposed was that organisations are interacting groups and that leaders are a part of these groups. The leaders interaction and relationship with the employee must be a supportive relationship so all members of the organisation feel the organisations objectives and their achievement, are of personal importance to them (Pugh Hickson, 1993). 2.1.6 Situational/Contingency Theory The Circumstantial Focus Unprecedented social change in the mid-1960s to the mid-1980s shifted societal focus from increasing economic wealth to ensuring social rights and equality. Along with this social change, technology was again preparing to jolt American businesses. The advent of the computer age was shifting employee requirements from brawn to brains. Leadership became an intricate process of multilateral brokerage where leaders were forced to focus on constituencies within and without the organisation to survive (Vanourek, 1995). The internal and external environments of organisations were changing. The transference of power from those doing the work to those possessing knowledge about how to organise work more closely levelled the playing field for leaders and followers. Society acknowledged that traditional methods of leadership were no longer effective. McCollum (1995) implied that companies in the information age were unsuccessfully trying to conduct their business using obsolete industrial age leadership theories. Change was the only thing of which everyone could be sure, a factor requiring leadership research and society to consider contingency/situational approaches to leadership if businesses were to remain successful and profitable in an ever-changing and increasingly complicated environment (Contee-Borders, 2003). Heysey and Blanchard (1996) proposed a contingency/situational theory advocating a leaders use of differing leadership behaviours dependent upon two interrelated maturity factors: (a) job maturity relevant task and technical knowledge and skills, and (b) psychological maturity the subordinates level of self-confidence and self-respect (Yukl, 1998). An employee who has a high level of job and psychological maturity requires little supervision; while an employee who has a low level of job and psychological maturity requires hand-on attention. Fielders contingency theory is viewed as the opposite of Hersey and Blanchards theory, maintaining that leaders are less flexible in their ability to change their behaviour based on followers maturity (the basic concept of Hersey and Blanchards theory) (Hughes, Ginnett, Curphy, 1993). Fielders contingency theory posited that leader effectiveness is determined by not the leaders ability to adapt to the situation, but by the ability to choose the à ¢Ã¢â€š ¬Ã‹Å"right leader for the situation (though this theory does not identify who would be responsible for making this choice). Some leaders are simply better for specific situation than others and the situation determines the identified leaders success, though leaders would need to be capable of understanding when they were not right for the situation and remove themselves a task of humility. 2.2 Leadership Styles From a very classical autocratic approach to a very creative, participative approach, different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. The most familiar model is the leadership scale devised by Tannenbaum and Schmidt. In this model, the leader is advised to choose a leadership style that it appropriate for the particular situation. These styles or behaviours, can be placed along continuum ranging from boss-centred at one-end of the scale to subordinate-centred at the other end, as illustrated in Figure 1.1 Inevitably, the opposite poles of this continuum have been labelled Authoritarian (or task-centred), and Democratic (or people-centred) and the inference has been drawn that a concern forgetting the job done is at the opposite end of the scale of the people involved. Tannenbaum and Schmidts article is not as shallow as that, but, like it or not, the impression is left that the two concerns are somehow incompatible. Other commentators advised that authoritarian leadership styles would be most effective in situations that were favourable to the leader and democratic styles would better suit situations that were unfavourable to the leader. Favourable in this context means that the leader has high formal authority, relations between the leader and the staff are good, and the task is highly structured. This further reinforces the assumption that democratic styles are for the leaders to fall back on when things are not going entirely their way; they would not want to be democratic if it could be avoided. The Democratic styles should be the preferred option, falling back on authoritarian styles only when circumstances require it. For example, when the fire alarm sounds tell everyone to leave the building; do not hold a decision about the best course of action. Or, when something bad can not be avoided, accept your responsibility as a manager and give instructions clearly and assertively. Otherwise, the benefits of the bringing several brains to bear on an issue, and the commitment that democratic approaches tend to foster, usually outweigh the inevitable untidiness of getting everyone involved in decision-making . Interestingly, research into animal social groups has found that decisions arrived at communally or democratically are usually more beneficial for the group and its individual members than despotic decision-making, and tend to be less extreme. Whether lessons drawn from the observation of animal behaviour can usefully be applied directly to human groups depends on how much corroborating evidence there is. 2.3 Leadership versus Management Creech (1995) defines the manager versus the leader. She explains how a manager is typically well-educated and would generally possess very high conceptual skills. Managers are mostly focused on the latest management literature. Furthermore managers are very aware of the system, rules and procedures both documented and undocumented. They tend to be very productive oriented rather than people oriented persons and this style proves that they are usually inaccessible or have very little time to listed to the people they manage. This also results form their heavy busy schedules. In addition managers face highly intensive stresses and become very intolerant of any mistakes. They rarely motivate their people to take significant risks to improve operationally or personally and in moments of crisis they can easily consider to re-establish who is in charge, believing that they will achieve the expected performances and organisational goals. Nonetheless, they are very conscious of what others think about them and expect to be liked, despite being aware that this is rather impossible, due to the conflicting roles between management and workers. Furthermore managers ask subordinates for participative input, but rarely encourage real dissent with their own views (Creech, 1995). In contrast, leaders are very people oriented and although they are conscious of what people think of them they are generally less concerned. However, leaders feel themselves as helpers to the organisation as opposed being in command. They are inventive and imaginative movers and participate in achievement of goals. Arguably, leaders have a more positive style to achieving goals and during time of financial or operational turbulences they focus on asking team members for help in strategies and innovation in order to regain competitive advantage. Opposed to this, managers would consider downsizing and cost cutting (Creech, 1995). One can that this is visionary and leaders do communicate widely with simple clear cut visions and goals. They intend to simplify communication to ensure the message gets through without ridiculing anyone in the event of misunderstandings. Additionally they are tolerant of mistakes during the process of development and goal achievement and they are fond of acknowledging their mistakes and do not fear to take whatever measures are required to rectify them (Creech, 1995). Bennis and Goldsmith (1997) define the difference between manager and leader using the following paired contrasts: The manager administers; the leader innovates. The manager maintains; the leader develops. The manager accepts reality; the leader investigates it. The manager focuses on systems and structures; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range view; the leader has a long-range perspective. The manager asks how and when; the leader asks what and why. The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon. The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it. The manager is the classis good soldier; the leader is his or her own person (Bennis and Goldsmith, 1997, p.9). Chapter 3 Literature Review For the purpose of this literature review it has been classified as follows: Human Relation Skills including follower leader relation, and conflict management and counselling as intrapersonal skills. Intrapersonal Skills includes self confidence, stress management, and time management whilst Organisational Skills include leadership styles and motivation and finally Creativity Skills. Human Relation Skills and Intrapersonal Skills follow the same paths and are the abilities how one interacts with others. However Intrapersonal Skills is ones own personal development whilst Organisational Skills is the skill to have a conceptual focus. Finally, Creativity Skills are the having of new ideas. The author introduced these skills in the above sequence as she believes that without having human relation skills one cannot help ones personal development and cannot encourage motivation or creativity. Needless to say, that without motivation one would find difficulties creating new ideas. 3.1 Human Relations and Intrapersonal Skills 3.1.2 Follower Leader Relation In order for a leader to achieve effectiveness through human relations, Isaac, Zerbe and Pitt (2001) shared four important insights and beliefs about the nature of their relationships with their followers: Firstly, they explain how positively effective it is, to gradually and gently direct the follower towards the established goals rather than throwing them into heavy burdens to accomplish corporate purposes. When a mutual agreement of mutual interest is established leaders would smartly lay down the red carpet to the follower and will satisfy the goals of both parties. Rigid commands from the hierarchy within an organisation normally lead to unsatisfactory results and frustration (Isaac, Zerbe and Pitt, 2001) Secondly, it is in the leaders interest to strongly understand their followers, by recognising their needs, what motivates them , their various stages of personal development, and their goals. This is seen through a flow of communication and observations. The leaders challenge in such scenario would be to reach satisfactory levels of both the follower and the organisation. During such a process of identifying the followers needs the leader must show sensitivity, ingenuity and judgement when putting together corporate and personal objectives through communication. The leader should address those areas identified to be low in self confidence and capability by the follower in order to achieve maximum results (Isaac, Zerb and Pitt, 2001) Thirdly, leaders have to establish motivating conditions not only to motivate the follower but to encourage self motivation. One of the motives encouraging the self motivation process would be organisational rewards however this makes the leaders responsibility intense, as he/she would need to determine the various intrinsic or extrinsic rewards to followers. Intrinsic motivational states are beyond leaders control however they can possibly enhance such feelings and emotions by: Spending time with the follower and enhancing, rather than undermining, self-confidence. Increasing follower knowledge, skills and abilities through exposure to various educational and training programs, as well as experiences. These activities enhance both follower capability and self-confidence. Establishing realistic, meaningful and attainable goals with the follower to both parties. Creating a climate of mutual respect. Showing appreciation when the follower meets or exceeds expectations, or addressing problematic issues regarding the followers performance by focusing upon the work rather than the individual. (Isaac, Zerbe and Pitt, 2001, p.212) The fourth and final insight relates to the importance of honesty and consistent behaviour showed to the followers. Leaders can loose credibility through promises that are rather difficult to fulfil at a later stage, and will also be exposed to deducting the followers motivation. On the other hand consistency generates a clear path to the followers especially in matters such as fairness, expectations and personal cose of conduct. In addition, leader must reduce distinctions of status that might cause some followers to feel degraded and not regarded (Isaac, Zerbe and Pitt, 2001). Relationship closeness, is the extent to which an employee has a sharing, open, familiar relation with management. Thus, relationship closeness is a broad concept that encompasses several specific constructs like interaction, open communication, and informal relations between employees and management(Mcknight, Ahmad and Schroederet, 2001, p.466). As one can see from the above four insights of human relations skills incorporates a strong degree of interpersonal skills and as

Cloning: Has Science Created A Frankenstein? Essay -- Argumentative Pe

Cloning: Has Science Created A Frankenstein? In Shelley's " Frankenstein" the scientist Victor Frankenstein is out to create life by putting human parts along with electricity. His quest is to be able to create life in a way which has never been done or thought of before. Victor Frankenstein may have been motivated by the death of his family, hoping to find a reverse to death in an attempt to cheat death. He may have also been motivated by the power of creating life. Regardless of his motivation his desire to create life became so overwhelming that he eventually had no interest in anything but his work. This desire for scientific advancement which Shelley writes about must be similar to what motivates scientists even today. In the last century scientist have been attempting to find ways to create life by artificial means. Scientists have made in-vitro fertilization possible, allowing thousands of infertile couples to have biological children. When in-vitro fertilization was introduced it was seen as completely unnatural and going against all religions. I am sure there are still people who view in-virto fertilization as wrong, but the vast majority of the world can see it for its benefits at this point. Although it must be said that it did take a while for people on a whole to accept this method of conceiving a child. Today, we as a society world wide have a new issue to deal with. Science has discovered the means in which to clone animals, opening a whole new discussion. Many people are inclined to say why would science even wish to peruse this method of research. Lewis Thomas says in his essay "The Hazards of Science" It would seem to me a more unnatural thing and more of an offense against nat... ... effect all humanity, and therefore, need to not think on an individual level. J. Michael Bishop states that "The price of science seems large but to reject science is to deny future."(261). We can not undo what has been discovered and we must ensure that all countries involved with cloning form a committee to monitor the uses of this technology to ensure that it is used in the best interest of mankind. Works Cited Bishop, Michael J. "Enemies of Promise" The Presence of Others. C Comp. Andrea A. Lunsford and John J. Ruskiewicz. New York: St. Martins, 1997 255-263. Shelley, Mary "Frankenstein". The Presence of Others. Comp Andrea A. Lunsford and John J. Ruskiewicz. New York: St. Martins, 1997 230-235. Thomas, Lewis "The Hazards of Science" The Presence of Others. Comp. Andrea A. Lunsford and John J. Ruskiewicz. New York: St. Martins, 1997 236-242.

Hamlet Essay -- essays research papers

The Revenge of Prince Hamlet   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Shakespeare’s, Hamlet, is a wonderfully written play that has many tangled webs of lies, betrayal, and revenge. The play starts off with the death of Hamlets father, the king. One night Hamlet sees the ghost of his dead father. The ghost speaks to Hamlet and tells him that he was killed by Claudius. Claudius, who is Hamlets uncle, has recently become the new king and as well married Hamlets fathers wife, Gertrude. Prince Hamlet devotes himself to avenging his fathers death, but because he is contemplative and thoughtful by nature, his heart is not fully in the deed, and he delays, entering himself into a deep depression and strong apparent madness. Hamlets quest for revenge leads him on a long journey of deception and eventually his own death.   Ã‚  Ã‚  Ã‚  Ã‚  Hamlet himself feels that he is slacking on his vengeance. He explains that â€Å"...all occasions do inform against [him] and spur [his] dull revenge.† (Act IV, Scene iii) There are many points in the book were Hamlet gets upset at himself because he isn’t applying himself to his quest for revenge. Hamlet must do what his father told him to do. His father says that if Hamlet ever loved him, he will â€Å"Revenge his foul and most unnatural murder.† (Scene I, Act v) He considers himself weak and says â€Å"My fathers brother, but no more like my father/ than I do Hercules.† (Act I. Scene ii)   Ã‚  Ã‚  Ã‚  Ã‚  Eventually...

Cengage Learning Essay

After taking the survey regarding the climate of my organization, I gained interesting insight into my company’s position in the work/life area. The survey provided by the Work and Family Connection asked twenty questions, in which I enjoyed answering. 1. My manager/supervisor treats my work/life needs with sensitivity. Agree 2. It is usually easy for me to manage the demands of both work and home life. Agree 3. My career path at this company is limited because of the pressure of home life demands. Disagree 4. My job at this company keeps me from maintaining the quality of life I want. Disagree 5. My manager/supervisor is supportive when home life issues interfere with work. Disagree 6. My manager/supervisor focuses on results, rather than the time I am at my desk. Disagree 7. My manager/supervisor has a good understanding of flexible work hour practices. Agree 8. If I requested a flexible work arrangement, my manager/supervisor would support me. Agree 9. My manager/supervisor is often inflexible or insensitive about my personal needs. Disagree 10. I believe my manager treats me with respect. Agree 11. My manager allows me informal flexibility as long as I get the job done. Agree 12. My manager tends to treat us like children. Disagree 13. My manager seldom gives me praise or recognition for the work I do. Disagree 14. My manager seems to care about me as a person. Agree 15. I would recommend this company to others. Agree 16. The work I do is not all that important to this company’s success. Disagree 17. If I could find another job with better pay, I would leave this organization. Disagree 18. If I could find another job where I would be treated with respect, I would take it. Disagree 19. If I could find another job where I could have more flexibility, I would take it. Agree 20. I am totally committed to this company. Agree Since I scored seventeen, I am in the category that states that my organization is supportive and more flexible than most; however, there is room for me to grow (Snell & Bohlander, 2013). This scoring seems highly accurate to me. I do feel as though I have a very supportive and flexible place of employment; however, I feel that there is room for improvement. References Snell, S. , & Bohlander, G. (2013). Managing human resources. Mason, Ohio: South-Western Cengage Learning.