Final Exam Guide Essay Example for Free

Final Exam Guide Essay Question 1: How would you define successful leadership? What standard do you apply when evaluating leadership success? Is it possible to predict success based on organizational cultures or other factors? Provide examples to support your answer. Solution: Successful leadership is the ability to channel and coordinate the energy of the group to attain the desired goals of the business. It is the capacity to motivate and inspire followers to go beyond the distance of their perceived limitations, to rise to the challenges of the task at hand, and to seek out innovative and novel solutions. In a word, success leadership is empowering. As Eleanor Roosevelt once said, â€Å"A good leader inspires people to have confidence in the leader; a great leader inspires people to have confidence in themselves.† A successful leadership can be evaluated by the following standards: a) Example – A successful leader leads by example, which is the key to authentic leadership. This is demonstrated by working hard, making difficult decisions, taking risks, and personal sacrifices. b) Integrity – There are no shortcuts to success. A successful leader is honest, dependable and uncompromising on his or her work and business ethics. c) Solid goals – A successful leader has solid goals and direction, which are communicated to the team. The leader makes the team identify and take ownership of the business’s goals in order to motivate them to achieve these goals. d) Knowledge – A leader is equipped with knowledge and skills necessary for the enterprise. The leader leverages the team’s best chance of success by knowing and understanding the obstacles, competition and risks present in an endeavor. e) Autonomous – A successful leader provides for autonomy by empowering the members to think, innovate and own the solution to a problem. f) High Expectations – A successful leader expects a high level of excellence from the team. Expectations create results; people want to proud of their work. However, high expectation does not mean perfection. Rather, it is learning through experience and errors, and being accountable for one’s mistakes. g) Humility – A successful leader knows the value of  teamwork and gives credit where it is due. Leadership is not about personalities; it is about directing the group’s efforts toward the completion of an endeavor. h) Execution – A successful leader has the discipline to get things done. He or she can bridge the gap between theory and actual execution of a plan. Nagavara Ramarao Narayana Murthy is an Indian businessman and co-founder of Infosys, which was founded in 1981. Mr. Murthy served as CEO of Infosys from 1982 to 2002, and as chairman from 2002 to 2011. He stepped down from the board in 2011, and became Chairman Emeritus. Mr. Murthy embodies the ideals of a successful leadership. He is a top leader, an institution builder, and an IT legend. He empowered his executives, management team and workers. He encouraged and nurtured leadership qualities in the organization through mentoring and training. He institutionalized ethical values of honesty and integrity throughout the organization. Question 2: What methods exist to develop leaders in an organization? What methods does your organization use? Why? Have any methods been counterproductive? In what ways? Solution: There are various approaches to leadership development in an organization that will be briefly describes as follows: 1) Formal Development Programs – In its basic format, a formal program consists of a classroom seminar covering basic theories and principles of leadership. It can be in the form of a tailored development program fitted to serve the needs of the specific organization. It can also be open-enrollment programs offered by private and academic institutions. 2) 3600 Feedback – This is also known as a multi-source feedback, and a multi-rater feedback. This method involves systematically collecting assessments of a person’s performance from different sources, which typically consists of supervisors, peers, subordinates, customers, and other stakeholders. 3) Executive Coaching – This method is defined as a practical, goal-oriented form of personal and one-on-one learning. Coaching is usually used to improve individual performance, enhance a career, o r work through organizational issues. 4) Job Assignments – This method works under the assumption that experience is the best teacher. This method trains would-be leaders in an organization by giving them a variety of job assignments that will expose them to different work environments; hence, it allows them to adapt, and become better  strategic thinkers. 5) Mentoring – Mentoring programs typically pair a senior and a junior manager, but pairing can also occur between peers. Mentoring involves advising and passing on lessons learned from the senior to the junior partner. 6) Networking – Some organizations include development activities designed to foster broader individual networks for better connection with partners in a global community. Leaders are expected to know not only the in and out of the organization, but also know who in terms of problem-solving resources. 7) Reflection – Introspection and reflection can foster self-understanding and understanding from lessons learned from exper ience. In leadership development, reflection can be used to uncover a person’s hidden goals, talents, and values, as well as their impact on a person’s work. 8) Action Learning – This is a project-based learning method characterized by a continuous process of learning and reflection, aided by colleagues, and with an emphasis on getting things done. This method connects individual development to the process of helping organizations respond to major business problems. 9) Outdoor Challenges – This is a team-building experience in an outdoor or wilderness setting, designed to overcome risk-taking fears, and to promote teamwork and leadership skills. Our organization uses formal programs to develop leaders. Recognizing that a classroom-based learning, while easy and flexible, is limited in the actual transfer of competencies, the formal program serves as a shell under which various development methods are incorporated. Hence, the formal program is structured by combining theoretical learning and problem-based learning. Then, a 360-degree feedback is given to each participant, which serves as a basis for an in-depth reflection. For most people, the 360-degree feedback is difficult to handle for several reasons. The primary reason is an inherent resistance to change. Another reason is the overwhelming amount of data, which can be complex, inconsistent, and difficult to interpret and translate into an action or behavior that can correct a given problem. Mere knowledge and acceptance of one’s developmental needs are not enough to bring about change. There is a need for follow-up guidance and support. That is why participants are also given short-term coaching to identify specific areas of concern and how to resolve these concerns. Question 3: In The Art and Science of Leadership, Nahavandi writes about the dark side of power. Provide an example. What organizational factors contributed to the leader’s behavior? What were consequences of the behavior? Solution: Nahavandi cites corruption as the dark side of power. An example of a scandal that shocked the corporate world was the case of the German engineering giant Siemens in 2006. A regulatory investigation revealed that hundreds of employees, spearheaded by Siemens’ top executives, had been siphoning millions of Euros into bogus deals to pay massive bribes to government officials and business contacts to win contracts in Russia and Nigeria. A trial judge described the scandal as a blatant disregard of business ethics and a systematic practice of organized irresponsibility that was implicitly condoned by management. The scandal resulted to the departure of Siemens top executives, including then CEO Klaus Kleinfield, who was later convicted of corruption, placed on probation for 2 years, and fined 160,000 Euro for his complicity. Hans-Werner Hartmann, who was the accounting head in the company’s telecommunications arm, was also placed on probation for 18 months and fined 40,000 Euro. The scandal cost Siemens around 2.5 billion Euro to pay for fines, reparations and damages. The firm was also barred from dealings with certain clients. The cost to Siemens’ employees, who had to endure intense public scrutiny and shame, is difficult to quantify. Organizational factors that contributed to a culture of bribery within Siemens were identified as follows: an aggressive growth strategy that compelled managers to resort to bribes in order to meet performance targets; a complex and matrix-like organizational structure that allowed divisions to operate independently, with no established checks and balances; poor accounting processes; a corporate culture openly tolerant of bribes. It should be noted that bribes were tax-deductible, and were the norms, not the exceptions, in German business practice at that time. Question 4: What obstacles exist for leaders involved in participatory management? What methods may a leader employ to overcome these obstacles? Solution: Participative management, also known as employee involvement and empowerment, encourages the participation of all the organization’s stakeholders in the analysis of problems, development of strategies, and implementation of solutions. While participative management seems like a utopian ideal, leaders face many obstacles in its effective implementation. One obstacle is encouraging the participation of employees in the managerial process of planning and making decisions. Employees may not fully participate due to lack of competencies, lack of confidence, and fear of rejection. Another reason is the employee’s lack of trust that his or her contributions will be valued. The presence of tension and rivalry among employees are also barriers to effective communication, and ability to work together. Leaders can address these issues by being sincere in their desire to implement participative management. Leaders should strengthen communication within the workplace, and initiate team-building activities to strengthen bonds between peers, and between employees and management. Training programs should also be initiated to develop employees’ competencies, leadership skills and self-confidence. Once employees are fully committed to engage in participative management, other obstacles arise, which includes the amplification of the complexity of the organization’s activities and the growing volume of information that managerial decisions are based on. These can lead to difficulty in getting things done, and slow response time to issues that need fast reactions and actions. Leaders cannot solve these obstacles alone; these require the concerted effort of the entire organization. However, leaders can take the lead in delegating responsibilities to reduce the hierarchic levels in the organization, and to decentralized authority so that the organization can respond to issues quickly and efficiently. Leaders can also establish quality circles, which are composed of around 8 to 10 employees along with the supervisor who share areas of responsibility among themselves. These circles can meet regularly to discuss problems in their respective areas and  brainstorm for solutions, which they can later present to the entire organization as a fully developed action plan. In this way, the complexity of participative management is simplified. Another obstacle to participative management concerns security issues. It is harder to ensure confidential information stays within the organization when more people are involved in managerial decisions. This confidential information can include patents, and product research and development. Leaders can address this obstacle by motivating employees to be accountable for their actions and to stay committed to the company by valuing their contributions. Question 5: What are some reasons employees and managers resist change? As a leader, what methods would you use to help employees and managers adapt to change? Solution: Adaptability to change is a prerequisite to become successful in the modern world characterized by increasing global awareness and fast turnover of technology. Organizations must respond to change and be willing to change to retain their competitive edge and relevance. However, implementing organizational changes are daunting for leaders, not least because most employees and managers resist change. The common reasons why employees resist change are the following: change promotes fear, insecurity and uncertainty, difference in perception and lack of understanding, reaction against the way change is presented, cynicism and lack of trust, and threats to vested interest. In order to overcome resistance to change, leaders can involve workers in the change process by openly communicating about the need for change, providing consultation to alleviate employees’ fears, and being sensitive to employees’ concerns. In order to implement change, leaders must decide on the method they will use to overcome resistance to change, and modify behavior. The three-step approach is an example of such a method; it is characterized by three basic stages: unfreezing, changing, and refreezing. 1) Unfreezing: Most people prefer to maintain the status quo, which is  associated with stability, rather than confronting the need for change. The starting stage, therefore, of a change process must involve unfreezing old behaviors, processes, and structures. This stage develops an awareness of the need for change, and the forces that supports and resists change. Awareness is facilitated with one-on-one discussions, presentations to groups, memos, reports, company newsletter, seminars, and demonstrations. These activities are designed to educate employees about the deficiencies of the current set-up and the benefits of the replacement. 2) Changing: This stage focuses on learning new behaviors, and implementing the change. Change is facilitated when employees become uncomfortable with the identified deficiencies of the old system, and are presented with new behaviors, role models, and support structures. 3) Refreezing: This stage focuses on reinforcing new behaviors, usually done by positive results, public recognition, and rewards.

I Once Was Blind, but Now I See :: Personal Narrative

I Once Was Blind, but Now I See A sunrise has the power to free us from the dull shade of night. Like clockwork, the sun rises every morning bringing golden rays of light that illuminate the world around us. It provides life to objects that surround us everywhere. The deep green needles of a pine, the crystal blue sky, or even the rich black surface of pavement all owe their color to the trillions of tiny rays that pour down from the sun everyday. Many people go about their everyday lives without even looking at the world around them. Everyday people take for granted what they are able to see. People don’t think about what it would be like if they woke up one morning and the sunrise wasn’t there. What would it be like if all the light from the world was taken away and all that was left was cold lonely darkness? Most people couldn’t answer this question, but I can. When I was in ninth grade, my top concerns in life were things like whom I was going to ask to the dance, making the varsity wrestling team, and hanging out with my buds. I had no real conception of the world around me, except that I was in it. From the second I woke up until the second I went to sleep, I took everything I saw as a given routine. My mother’s emerald green eyes, a fresh red apple, and even the eye-catching sparkle of Nikki Melousky’s braces were some the little things I took for granted every time I saw them. On a chilly January day, one wrestling practice would change my life. The ground was blanketed with a thick sheet of white snow, and it was so cold your fingers went numb after five seconds in the chilly air. I was at wrestling practice and everything was running as usual, except we were sweating bullets. See, the object of a wrestling practice is to sweat weight off, and that’s difficult to do when it is below zero outside. My coach’s solution was to make it hot: ninety-nine degrees hot! When it’s that hot, you sweat so much it makes a puddle. This puddle of sweat would open the window that let me see our world in a different light or, better yet, no light at all. I was a hard worker, but my friend Devon liked to push my buttons when we wrestled.

Projective Techniques Essay

Such tests are based loosely on the psychoanalytic concept of projection, the assumption being that respondents project unconscious aspects of their personalities on to the test items and reveal them in their responses †¦ The website of the Association of Qualitative Practitioners (AQR 2004) defines projective techniques as follows: A wide range of tasks and games in which respondents can be asked to participate during an interview or group, designed to facilitate, extend or enhance the nature of the discussion. Some are known as ‘projective’ techniques, being loosely based on approaches originally taken in a psychotherapeutic setting. These rely on the idea that someone will ‘project’ their own (perhaps unacceptable or shameful) feelings or beliefs onto an imaginary other person or situation †¦ Projective techniques may be used in qualitative as well as quantitative studies (Levy 1994) and they are useful (Boddy 2004b) in both. 240 International Journal of Market Research Vol. 47 Issue 3 Projective techniques are commonly used in qualitative market research (Gordon & Langmaid 1990) where the aim of the techniques is to facilitate the gaining of a deeper understanding of the area being researched. In discussing projective techniques they distance the use of projective techniques in qualitative market research from that of psychoanalytical practice, and suggest a more pedestrian and pragmatic definition: Projection [is] the tendency to imbue objects or events with characteristics or meanings which are derived from our subconscious desires, wishes or feelings. Dichter (1964) defined projection as meaning ‘to project subjective ideas and contents onto an object’, and said that one person could ascribe their own problems or difficulties to someone else. He described these techniques as being widely used in psychological work (Dichter 1960) and said that they are a non-directive interview technique where the respondent can project himself onto another and thus reveal some of the respondent’s own thoughts, feelings and fears. Projective vis-a-vis enabling techniques The market researchers Chandler and Owen (2002) define projective and enabling techniques quite succinctly and in a way with which most qualitative market research practitioners (Gordon & Langmaid 1990; Goodyear 1998) would probably agree. This differentiation is useful to make at the beginning of this paper as the techniques are often used interchangeably and the distinction between them may have become blurred in the minds of some qualitative market researchers. Classically, the idea of a projective technique relates to a device that allows the individual research participant to articulate repressed or otherwise withheld feelings by projecting these onto another character. The idea of enabling techniques relates to a device which allows the individual research participant to find a means of expressing feelings, thoughts and so on which they find hard to articulate. Enabling techniques are held to be the simpler (Will, Eadie & MacAskill 1996) of the two techniques as they just help people to talk about themselves. Will et al. ake the useful distinguishing point that while all projective techniques may be enabling, not all enabling techniques involve projection. Other researchers (Lysaker & Bradley 1957) make the point that even pictorial devices, which do not function as projective techniques 241 Projective techniques in market research (i. e. devices researchers would nowadays refer to as enabling techniques), may still have utility in gener ating responses. Gordon and Langmaid (1990) state that the use of projective as opposed to enabling techniques is a false distinction in market research as the aim of both techniques is to facilitate deeper understanding. However, they do go on to say that in enabling techniques people are asked to do something that itself has no interpretive value (and so doesn’t itself need to be interpreted). In terms of analysis there is a distinction because with enabling techniques the research participants are talking as themselves (that is not to say that this speech should always be taken at face value), whereas with projective techniques the research participants are talking as someone else and the researcher makes the interpretative assumption that they are talking as themselves. This agreement over the definition of projective techniques is about as far as most research textbooks get on the subject. How they are subsequently used is little discussed and how they are then analysed is hardly explicitly touched on at all (Levy 1994; Catterall 1998), which is a situation that has hardly changed from ten or more years ago. This paper aims to look at current reports of how projective techniques are analysed and what support for their reliability and validity exists, and aims to stimulate debate in this area of market research so that a better and more accessible understanding of the subject can be offered to those entering research as potential practitioners, to interested clients, and to researchers who are more used to a quantitative or direct questioning approach. The origins of projective techniques Projective techniques were employed in market research from the 1940s (Catterall & Ibbotson 2000) to encourage research participants to express feelings and attitudes that might otherwise be withheld due to embarrassment or fear if more direct questioning methods were used. Market research originally borrowed (Robson 2000; Boddy 2004a) projective techniques from psychoanalysis and clinical psychology where they are still used (Richman 1996) to gain insights into personality and personality disorders. Projection, as a concept, originated from Freud’s work on paranoia (Lilienfeld, Wood & Garb 2000), where he conceptualised projection as a defence mechanism by which people unconsciously attribute their own negative personality traits to others. Lilienfeld et al. say that Freud’s work 242 International Journal of Market Research Vol. 47 Issue 3 was subsequently developed by psychoanalysts and clinical psychologists. This development was based on the hypothesis that ‘research participants project aspects of their personalities in the process of disambiguating unstructured test stimuli’, and several different techniques were developed such as the well-known Rorschach technique, or ‘ink-blot test’, where subjects are assumed to project aspects of their personality onto the ambiguous features of a set of inkblots. Projective techniques in market research A commonly used completion technique (Gordon & Langmaid 1990; Will et al. 1996) in qualitative market research is ‘bubble drawing’. This is a device based on a technique called the Thematic Apperception Test where, according to Tucker-Ladd (2001), clinical psychologists use a series of standard pictures and ask subjects to make up stories about them. TuckerLadd says that what people see in the pictures says something about themselves and thus reveals their personality. Projective techniques can be used in a variety of market research situations as well as in social and educational research (Catterall & Ibbotson 2000), and these do not have to be aiming at uncovering aspects of personality of any great depth. For example, a bubble drawing was used (Boddy 2004a) by one researcher to uncover students’ underlying attitudes towards the delivery of a lecture on marketing research rather than to uncover any deeper aspects of their own personalities. Projective and enabling techniques are thus useful when research participants have difficulty expressing opinions or feelings and researchers need some way of accessing these from the participants’ minds (Gordon & Langmaid 1990; Kay 2001).

Predestination in Book III of John Miltons Paradise Lost...

Predestination in Book III of Paradise Lost Miltons purpose in Paradise Lost is nothing less than to assert eternal providence and justify the ways of God to men - a most daunting task. For Milton to succeed in his endeavour, he has to unravel a number of theologiccal thorns that have troubled christian philosophers for centuries. Since his epic poem is, essentially, a twelve book argument building to a logical conclusion - the justification of the ways of God to men - he will necessarily have to deal with these dogmatic problems, and, in doing so, reveal his own take on the Christian theology. What we receive in Paradise Lost, however, is Miltons final conclusion concerning these issues; to discover how he worked a†¦show more content†¦But what is implied by Miltons usage of the word? Gods defence in Book III can be broken into four parts: 1-Man was created free, ie. I made him just and right/Sufficient to have stood, though free to fall. This is covered in lines 97-111; 2-It is through free-will that man chose to fall, ie. ...they themselves decreed/Thir own revolt, not I. This is covered in lines 111-119; 3-Though fallen, man shall not lose their free-will, ie. I formd them free, and free they must remain; the notion of the non-mutability of God is also contained here. This is covered in lines 120-128; 4-Using free-will, and through God, man shall be saved, ie. Man therefore shall find grace [...] in Mercy and Justice both. This is covered in lines 129-134, and thus constitutes the final part of Gods full argument and defence. Central to the argument, though, both structurally and in terms importance, is the notion of predestination. The other aspects of the argument - mans free-will, and the means by which they shall be saved - are contained within that single word, for behind it lies the entirety of the argument that Milton lays out in Chapter IV of De Doctrina Christiana. Chapter IV of DeShow MoreRelated Adam in Miltons Paradise Lost Essay1603 Words   |  7 PagesAdam in Paradise Lost: Fates Ruler - and Subject A central problem in John Miltons Paradise Lost in the theological issue of free will versus fate, a traditionally much-debated question. Free will is the condition of having control or direction over fate or destiny; the individual shapes his life and future through his actions. The opposing view, complete lack of free will (made famous by John Calvin), is predestination, which expresses the idea that our futures have been foreseen long