The Inspector in Act 1 Essay Example for Free

The Inspector in Act 1 Essay Consider the dramatic importance of the entrance of the Inspector in Act 1 and his exit in Act 3Â  Although the inspector does not enter until a while into the play, it is clear that his presence will shock the Birling family. The play is set in a house of a reasonable middle upper class family. The familys attire is very formal and displays to the audience the familys wealth. The entrance of the inspector brings a massive amount of dramatic irony and his entrance is immensely important to the views Priestley is trying to portray in the play. Likewise his exit lulls the family into a false sense of security. A sense of security that is promptly removed from them. The play is set in 1912,however it was written in 1945. Therefore Priestley uses the power of retrospect to plant clever irony throughout the play. I believe Priestley had a didactic purpose to tell a moral story as a product of the play. The props used are that of a typical wealthy household from the early twentieth century, however Priestley gives these normal objects a lot more emphasis. Birling is an extremely pompous and arrogant character. He has strong beliefs and is clearly not easily swayed in his views. It is obvious Birling has worked hard for his wealth and is excessively proud of his status in current society. Birling also stresses this numerous times to all the characters he is involved in dialogue with right through the play, For example I was lord mayor two years ago. The audience is shown immediately that Birling is a very proud person; Priestley uses dialogue to impact this on the audience. Birling basks in his high social status and is elated at the fact that his daughter is marrying above them, another building block for Birlings oversized ego. Birling also imposes long, drawn out speeches on the audience that turn out to be completely contradicted throughout the play. Birlings assumptions are proved to be wrong and things he thought would be an unrealistic joke actually become reality. For example, I gather theres a very good chance of a knighthood, so long as we behave ourselves. A typical example of how Birling is contradicted on a large scale as the play unfolds. The play is constructed very precisely; almost everything that comes from Birlings mouth is eventually reduced to nothing. Another good example is Birlings views on war nobody wants war he claims. Whereas both Priestley and the audience are fully aware that war does occur. Bringing with it more irony and adding to Priestleys constant mockery of Birling. Previous to the inspectors entrance, the atmosphere in the Birling household is highly warm, celebratory and comfortable. The family is celebrating a successful engagement that will result in the Birlings furthering their status. Birling is feeling confident and therefore he makes some smug, pompous speeches to his family. Almost everything he says is false in retrospect. Irony is increased, as Birling gives Eric and Gerald a speech on how to live their lives, the audience are aware that Birling should definitely not preach about this subject. The dramatic impact of the doorbell is immense and plays a huge role in the play as it interrupts a typical Birling lecture, symbolising the end of Birling being Top dog.

US Academic Integrity Problems in University

US Academic Integrity Problems in University The summary of An Economic Analysis of Academic Dishonesty and Its Deterrence in Higher Education This document mainly discusses the issues of academic integrity. It makes a detailed analysis on the academic integrity problems now in American universities that are summarized. Why so many students choose to cheat? What kind of students are enrolled in academic dishonesty? (almost all). The relationship between market supply and academic dishonesty. Suggestions and measures relevant institutions take on this problem. The problem of academic dishonesty criticism can be seen everywhere in this document. More and more academic cheating makes the whole education system have a big hole. Low achievers destroyed the whole academic system balance. Author urge students not to do academic cheating. Prevention of academic dishonesty and severe the punitive measures have been implemented. Although the article mentioned several times completely ruled out is not possible with academic integrity, hope that all students and faculties for fairness and justice, to resist this phenomenon. This document is made up with six parts. They are followed by introduction, state of the union on academic dishonesty, microeconomic arguments on academic honesty/ dishonesty, what the students say: a look at survey results, proposals and resolutions, and conclusions. In the first part, the author introduces the good academic achievement have a tremendous influence to students. Stephen K. Happeln and Marianne M. Jenningsnn(2008, P183) argue that the underlying contract in higher education is that students, in exchange for demonstration of individual skills and predetermined levels of under- standing, are evaluated objectively by faculty and rewarded by the reflection of a grade-level performance on their permanent records. in addition to providing a system that can reflect mastery or training in particular subject matters, grading and student evaluation mechanisms, with their rewards and punishments, prepare students for the workplace and its market forces: good performance is rewarded and poor performance and dishonesty are punished. are punished.It is not only for his/ her individual abilitys evidence, but also is a kind of schools student evaluation mechanisms and societys acceptance. More important, which is also the theme of this document-Aca demic Honesty. The education can provide training and assigning evaluations in exchange for course assignment, work, and requirements- -students enter labor markets burnishing their college degrees as a signal to potential employers. ( Stephen K. Happeln and Marianne M. Jenningsnn, 2008, P184) Academic integrity is not reflected in the academic achievements of the students, but also reflects his influence on society as a whole. The ability to work with academic degrees and diplomas does not allow people to recognize academic achievement, which is a violation of the rights and interests of honest and trustworthy students. In the second part, it describes the crowd statistics of the phenomenon of academic dishonesty and the attitude of people to academic integrity. A survey by pennsylvania state university, rutgers university, and washington state university reveals that fifty-six percent of masters of business administration (MBA) students admit that they took notes into exams surreptitiously, stole work from others, and engaged in other forms of cheating. (available at the center for academic integrity, located at clemson university,P187)à ¢Ã¢â€š ¬Ã‚ ¦..surveyed 5,331 students at thirty-two graduate schools in the united states and canada between 2002 and 2004. the study concluded that forty-seven percent of nonbusiness students admitted to some form of serious academic dishonesty during the previous school year.( Francesca Di Meglio,2006, P187) These two examples shows the serious of academic integrity. Nearly half of the students in higher education also have academic dishonesty. This is an amazin g and terrible phenomenon. In the high school students are cheating so, so in a relatively low level of school, this phenomenon will be more serious. In the latter, this document also mentioned, almost all the students will the academic dishonesty naturally or unconsciously. This is the consensus of every academic dishonesty students, better grades for their work to better help. People do not pay attention to the moral problems and punishment, because the punishment does not deter them. There is a more strange and serious problem, Stephen K. Happeln and Marianne M. Jenningsnn(2008, P190) point that Some MBA students were outraged at the editorial, and they too denied that there was a significant problem with cheating. It also reflects the problems of the education system, but fortunately most people are in favor of the severe suppression and punishment of academic integrity. The third part use microeconomic arguments specific analysis of the reasons for the existence of the phenomenon of academic cheating, as well as the relationship between the current marketplace. Hayek points to knowledge as a commodity that must flow as freely as possible if the marketplace is to maximize societys welfare. (Friedrich A. Hayek, 1945, P191) In simple terms, academic cheating is now in direct proportion to the extent to which it is accepted by society. The author uses the supply curve to describe the phenomenon. Initially, demand may be quite inelastic for many students. they have been told repeatedly that cheating is wrong, à ¢Ã¢â€š ¬Ã‚ ¦..but eventually a price will be reached where demand becomes quite elastic due, for example, to negligible enforcement or the realization that almost everyone is now cheating.( Stephen K. Happeln and Marianne M. Jenningsnn,2008, P199) faculty view the academic dishonesty problem in terms of the demand and supply of academic honesty. .( Stephen K. Happeln and Marianne M. Jenningsnn,2008, P200) On one side, because more and more low level students have achieved good results with academic dishonesty, many good students have hesitated to join in the behavior. On the other side, the neglect of this phenomenon by the faculty makes academic dishonesty increasingly rampant. From the market perspective, the academic integritys survey will cost amount of money and energy. So only to college diploma to measure a students academic level makes dishonest problems have become increasingly serious. This seems to form a cycle of death. The forth and fifty parts are relatively, a look at survey result that students talk about integrity dishonesty and the proposals and resolutions. It can be included with four words-affidavit, report, punish and curb. Students sign an affidavit to insurance their academic integrity. Students report the academic dishonesty to faculty immediately. Those academic dishonesty students will be severely punished. ASU has absolutes acceptance for academic integrity that curb the academic dishonesty. The recommendations were met with grateful support from deans, who agreed that visible steps were necessary to change the culture. (Cultural reforms come from symbolism, P205) This shows that all members of the community to create an academic integrity and the determination of the real talents. However, the cause of academic dishonesty is also a common social contradictions Stephen K. Happeln and Marianne M. Jenningsnn(2008,P207) also showed that students stress the pressure they feel to make goo d grades, especially by parents who are paying tuition. à ¢Ã¢â€š ¬Ã‚ ¦..students are also vocal about how poor teachers encourage academic dishonesty if tests have little to do with class discussions or are so outlandishly hard that mass cheating seems the only answer. quite a few added, you dont cheat in classes you love. It is common for students to pursue a better academic achievement at the expense of their family. The latter phenomenon is the problem of the university school system, where faculties or college and students all want to get better grades to prove themselves, which have created a large number of open academic dishonesty. Then, an interesting ideas exist the academic dishonesty students, some individuals just get a high out of cheating and seem to enjoy the thrill of getting away with it(P207). There are six resolutions that the SFPC came forward for the Faculty Senate in March 2005. The first resolution build an orientation that pay attention to academic integrity culture. The second is in order to enhance the culture with a specific action-brochures. Th third promote faculty to use a website in their syllabus that encourage students do not have academic cheating. The fourth, encouraging faculties to use anti-plagiarism software. The fifth, established in each college to monitor large sections. The sixth, each college designate an individual who serves as the lead authority when cheating problems arise in the college. (P210) Above, the last step has a conclusion about the total document, according to the academic dishonesty of this phenomenon have occurred, the relevant departments have taken corresponding measures. Students because of vanity and herd mentality, students choose academic cheating. This not only undermines the market demand to have the ability people. The whole society in the loss of credit environment. In addition, make more students lose confidence in academic integrity, which makes the whole country level decreased. At last, the author supports changing the university culture to change the academic integrity. Through a series of small reforms to complete the reform of the entire academic credit. References An Economic Analysis of Academic Dishonesty and Its Deterrence in Higher Education . Stephen K. Happeln and Marianne M. Jenningsnn. Journal of legal studies education volume 25, issue 2, 183-214, summer/fall 2008.. Available at the center for academic integrity, located at clemson university, http://www. academicintegrity.org/cai_research/index.php. Francesca Di Meglio, a crooked path through business school?, sept. 24, 2006, http://www. businessweek.com. Friedrich A. Hayek, the use of knowledge in society, 35 am. econ. rev. 519 (1945).

Leadership and the Diversity Challenge

Leadership and the Diversity Challenge Should organisations embrace different leadership styles of individuals from background and could this be the missing link to unlocking their full potential? Summary This major paper will examine if there are any common threads in the leadership style, traits or the development of leaders from different gender or ethnic backgrounds. The purpose is to see if there are differences in the leadership styles of individuals from such diverse backgrounds, and could this be a partial explanation as to the paucity of leaders from such groups, when compared to the conventional white heterosexual male leaders found in organisations today. In North America during the 1950s and 1960s the diversity debate concentrated on the civil rights of employees from different gender and ethnic backgrounds in the work place, this culminated in the USA with the introduction in 1964 Civil Rights Act and the establishment of the Employment Opportunity Commission. However in the 1970s the focus shifted towards affirmative action and equal employment opportunities for those from diverse backgrounds, with many organisations adopting polices to raise the talent pool from those of different ethnic backgrounds and genders. In the 1980s there was then a backlash against affirmative action and diversity debate became a bottom line or competitive concern for organisations. The diversity debate has grown in importance within many organisations for various reasons, not least of which is the increased competitive pressure to attract and retrain top talent. Additionally there is also a need for organisations to develop new innovative products and s ervices in an increasingly global market place. These combined pressures have resulted in many organisations seeking to develop both diverse work forces and leaders to meet these challenges. In the literature there is strong evidence to support to suggestion that there are long-term positive effects to an organisation in adopting a positive approach to diversity issues. This paper will examine the broader diversity issues and the benefits to organisations, but will specifically focus on the issue of leadership styles, traits and the development of leaders from different backgrounds. The paper will examine the phenomenon of the glass ceiling, or as in some cases the concrete ceiling, which is often described by aspiring executives from different gender and ethnic origins. In my opinion when considering diversity issues in organisations one aspect that is often inadequately considered is the concept of leadership style, traits and the development of future leaders from different ethnic and gender backgrounds within organizations. This needs to be considered in the placed in the context of what is often considered to be a successful style of leadership, namely the white, heterosexual macho male style of leadership, which dominates many organisations. This paper will attempt to explore the link between gender and ethnic origin and the style of leadership, and will examine if there are factors, which could provide an important connection that organisations, need to focus upon in their search to become more effective. Hopefully by examining, recognising and embracing any differences in the leadership styles, organisations can identify the critical factors that need to be considered to create a better-balanced leadership profile. Maybe it is through a deepe r understanding of the various styles of leadership that organizations can achieve the desired objectives of increased diversity, creativity, innovation and enhanced performance. In transcending the diversity debate to focus upon the differences in leadership style, it may be possible to examine the traits that organisations need to develop in their leaders to broaden their talent pool and achieve their diversity objectives. The resultant effect will be to encourage organisations to re-examine a number of aspects of their evaluation process and may create a framework to allow new leaders from different backgrounds to emerge, allowing them to break through the glass ceiling that exists in many organisations. I will conclude my major paper by focusing on major themes highlighting the key academic learning points. I will provide advice on the future implications for the diversity challenge within organisations and highlight further avenues of research. I will finish by providing a personal reflection on my major paper and its content. The paper has five major sections and in the next section I will provide a summary of each chapter, which supports the structure of my paper. Chapter One Objectives and Structure In the following section I will emphasise the objectives and structure of the paper, including a diagram, which shows the relationship between the chapters. 1.1 Objectives The paper will focus on why it is important for organisations to accept, understand and take advantage of different leadership styles, which maybe found in individuals from different ethnic and gender backgrounds. To challenge the traditional white male heterosexual heroic style of leadership, which many organisations continue to accept, encourage and develop. It is only by challenging these leadership concepts will organisations achieve their often-stated diversity objectives and create truly successful and innovative organisations. Compared to the traditional white heterosexual male leadership found in most organizations, there is clearly a noticeable lack of leaders coming from diverse gender and ethnic backgrounds. This paper will examine the connection between the ethnic origin and gender of leaders and the scarcity in the workplace. The aim is to explore if there are common aspects preventing greater diversity of leadership in organisations. In building a more balanced senior leadership team it will be critical for organisations to recognise that individuals have different backgrounds, cultures, styles of leadership, levels of creativity and approaches to problem solving. By clearly understanding that leaders will see the same issues through different lenses then organisations will capture the full potential of their leaders and also their workforce. It is however important to recognise that organisations need adaptive styles of leadership to deal with various contexts and also that certain styles of leader ship may be required in certain the circumstances. However if organisations only make use of the typical leadership styles found in the traditional white male leader, then it will be increasingly unlikely that they will be able to operate and in the global context in which many organisations now operate. The focus of the paper will be on common patterns of leadership style, traits and the development of leaders from different ethnic and gender backgrounds. The aim will be to determine if these common factors could provide a clue, as to why there has been limited success within organizations of individuals from different gender or ethnic backgrounds in obtaining senior positions. In additionally these common features may also exist in many white male employees who are currently overlooked for leadership roles. If there is a common link between gender and ethnic leadership styles, then it may be possible to enhance and develop diverse leaders within organisations, allowing those from different backgrounds to break through the glass ceiling. This would be beneficial both to the individuals and the organisation, but also to the wider social cohesion of society. To aid the discussion in the introduction chapter we will first examine some of the more traditional aspects contained in the literature as it relates various gender and ethnic backgrounds in the realm of leadership and management, particularly Hispanic, Afro American and Asian leadership styles, examining the diversity issues commonly found in these groups, looking at both the positive and the negative aspects of each ethnic classes traditions and values as applied in the workplace and the role of leadership. This discussion will focus on the varying leadership styles employed by and unique to each of the ethnic classes, as well as qualities and how they developed into leaders. The introduction will also touch on the concepts of â€Å"glass ceiling† and â€Å"concrete ceiling†, reflecting on the roles of women in the arena of leadership within organisations. However this particular aspect will be coved in more depth in later chapters in the paper. 1.2 Structure of my major paper Below I will provide a top-level summary of each of my five chapters. This will afford the reader both information and an understanding of the outline combined with the content of each chapter. Figure 1.1 on the following page shows the relationship between the chapters and highlights specifically the links between each of the chapters. Figure 1.1 relationship and links between chapters Chapter Two Introduction In chapter two I will provide an introduction to my major paper and a brief outline of the diversity challenge that faces many organisations. We will examine the historical context, the social and economic perspective and why these issues are of critical importance to both to individuals and organisations. This will set the context as to why diversity issues are often discussed within many organisations. It will also set the stage to explore why a deeper understanding of the issues involved with the diversity of leaders in organisations and why the need to build a balanced leadership team is important part of the debate on diversity which organisations need to consider. Chapter Three Literature Review In chapter three I will focus on the literature review of the major issues discussed in the academic literature on the areas of focus for this paper. The first part of the review will discuss how the context in which organisations have developed policies and practices to enhance the development of individuals of different ethnic and gender backgrounds, placing this in a historical context of changing competitive landscapes for organisations and the political background to addressing the issues of diversity. The second part of the review will focus upon the academic literature concerning the evidence of the benefits for organisations in pursuing a diversity strategy for their work force and leadership team. The third part of the review will focus upon the academic literature on the current thinking as it relates to models of leadership styles and traits and development of leaders found in organisations. The fourth part of the review will focus upon the academic literature as it relates to the leadership styles, traits and development of women leaders in organisations. Examining the glass or in some cases the concrete ceiling as it relates to women and also individuals from non-white ethnic backgrounds leaders in organisations. Chapter four – Towards a unifying model Chapter five- Conclusion The final chapter draws a conclusion based on the key themes and highlights the key academic learning points from my major paper. I will provide advice for future implications of policies that originations may wish to pursue in meeting the diversity challenge and will discuss the limitations of my research and highlight areas that were potential challenges. I will articulate areas of research that I would explore further if I were to continue this study and lastly, in keeping with the spirit of the IMPM, I will provide a personal reflection on my major paper and its content. Chapter Two Introduction The focus of the major paper will be to explore if there are common threads to the diversity debate as it relates to leadership styles and see if there are sufficient commonalities so that we can bring these together under a unified model which helps us better understand the challenges faced by individuals from different ethnic and gender backgrounds in the work place as they strive to develop their full potential. This will I hope deepen our understanding and may also lead to certain practices and learning’s, which could help organisations, develop their talent pool in a more effective manner in the future. Leadership is one of the most important and elusive concepts to understand in management thinking today. While it is extremely difficult to pinpoint a specific definition of leadership, there does however appear to be researchers have identified certain characteristics. But why should organisations be concerned about leadership? One of the principle reasons cited is the importance of leadership in the success of an organization, it has been said that leaders are created by the needs of people relative to particular social conditions (Kershaw, 2001). Kershaw goes on to illustrate this point: As conditions change certain individuals are thrust into leadership roles. When physical strength is highly valued then the leaders will be perceived as, and at times must prove that they are, the strongest. When closeness to God is seen as major criteria for leadership, the successful leaders will be perceived as being closer to God than the masses (i.e. feudal monarchs and clergy during the European middle ages). (2001) However in the current age of globalization, an additional consideration that organizations need to consider is the widening need for diversity in their leadership. This will enable organizations to cope with the twin aspect of an ever-changing standards demanded by the global market place and consumers from an assorted variety of ethnic groups and because organisations, are also beginning to recognize the importance of having a widely diverse workforce and leadership teams to deal with the increased pressures they face today in the global market place for talent. According to Combs, finding ways to maximize benefits of an increasingly diverse workforce and client base is a continuing concern for organizational leadership (2002). While policies promoting diversity are an integral part of many organisations today, they are still not enough to effectively guarantee positive results in the existing organizational environments. This is especially pertinent as it relates to senior management within many organist ions. Diversity training is used to bring about behavioural change in organizations, however the model often made use of is the traditional white male role model in both the development of their leaders and also their workforce. Many organisations have failed to make use of their diversity training to bring about a new focus in order to improve the ethnic and gender mix and this is especially acute as it relates to the senior leadership teams. This paper will focus on the type of leadership conduct, philosophy, and set of values that are required for an organization, that is set in a global community, to cope against the rigors presented by an ever-changing set of standards presented by the demands of globalization. In this introductory section we will give a brief overview and attempt to address the issue by discussing and applying one of the numerous leadership approaches popularized in the literature (e.g., Charismatic, Humanistic and Fulfilment approaches to leadership) (Avolio Bass, 1988; Bass, 1990; Casimir, 2001). In order to make the connection between differing leadership styles characteristics and their effectiveness in the field of leadership within various ethnic groups, we will examine the various kinds of approaches adopted or admired within various ethnic groups as it relates to leaders within these communities. These are be introduced below: African American Leadership: Charismatic approach One of the more pronounced characteristics of African-Americans is their uncanny ability to incite sentiments and emotions. They are adept in what could be labelled as a â€Å"Charismatic† style of leadership, which is not only apparent in the work place but also in their other aspects of community life. This is not entirely surprising as the core values of the traditional Africa-American community makes true when assessing a leader is that all leaders must be bold, innovative, committed and able to motivate the masses. They must, if they wish to remain in leadership positions, have their finger on the pulse of the people they represent or be able to determine what that pulse is (Kershaw, 2001). A critical aspect of a charismatic leadership is that they must not ever lose the focus from the masses and shift interest to the individual. If this occurs then the leaders authority will become easily dispersed and he/she will lose their authority, since the leaders main hold centres on how they move the various constituent groups in an organisation as a whole. With the African-American charismatic leaders they often find it necessary to move its constituents into cooperative action, and this aspect, which is often identified as a factor, which determines a good leader as perceived by the eye of the community. It is also necessary to create a strong a supportive organization with the leaders role serving as a medium to turn plans into reality. One of the foremost requirement in charismatic leadership, is to tap into the forces contained within organisation, and while it may appear at times to be very cumbersome, at times it does however not negates the importance of charismatic leadership (Kershaw, 2001). Charismatic leaders within the African-American communities are very useful especially when there is a need move against a more powerful adversary arises, such as a discriminating upper management, for instance. However a charismatic leader, in its most successful form can serve as catalyst by acting as a unifying force. Hispanic Leadership: Humanistic approach Hispanic form of leadership emphasizes the importance of human relations in order to achieve the most favourable results from the whole organisation. Bordas (2001) in his article details Latino leadership as having three dynamics, all of these are said to characterize the idea of the humanistic approach to leadership: Firstly a leader should have Personalismo, which pertains to the actual effort, made by the leader to earn the trust and respect of followers. Secondly a leader should develop Tejando Lazos (which translates to ‘weaving connections’) this really refers to the traditional Hispanic leaders as storytellers (weavers), keepers of cultural memory, to be the dream weavers (creating tapestries of traditions past). Thirdly a leader should act as community scholars with emphasis being the placed upon developing an understanding of the social climate—how it changes rapidly—and by encouraging collective action, very much akin to their African-American cou nterparts. Bordas develops this further dividing these concepts into sub-divisions derived from the three dynamics listed above and attempts to develop a uniquely Hispanic model of leadership that can be clearly identified (Bordas, 2001). The sub divisions that Bordas created are set out below In the Hispanic Community â€Å"Culture is Central† – as an ethnic group they are bound by the Spanish language, colonization, the Catholic Church and the common values stemming from their Spanish heritage / indigenous roots. This cultural aspect has to be tapped into by a leader as a common ground from which to operate from for a Hispanic leader as they relate with their constituents. As in many cultures the Hispanic community places a high emphasis on â€Å"Trust† and it is seen as one of the most important value and is integral to the success of Latino leadership. Being trustworthy in general, Hispanic Leaders are known to be people-and relationships-centered, always certain that the leaders are very capable and dependable. Loyalty is highly valued in a traditional Hispanic setting and they take the concept of trust very seriously with their followers often confiding in their leaders, and perhaps, vice-versa. Within the Hispanic Community â€Å"Respect† – is seen as one of the foremost characteristic, which should be noticeable in a leader. This type of respect is usually found in a person who is older, possesses knowledge, or is in a position of authority. The Hispanic concept of â€Å"well-respected† covers both the professional and personal aspects of the leader. They show great respect towards people who exercise a degree of power, people of professions such as priests, doctors, teachers, while on a personal level they place considerable importance on a person’s lifestyle, their manners, their moral values, and there generosity. A Hispanic leader should have the skill of â€Å"Congeniality†: Being able to maintain smooth pleasant social relationships with people within the community. This is seen as extremely important and a premium is placed on social manners, being polite, respectful, and courteous and an ability to make small talk, taking personal interest in people. To be a successful leader in the Hispanics community they look for individuals that can develop relationships down to the very personal level. Taoist Leadership (Chinese) – Fulfilment approach It has now become fashionable for many western leaders to adopt the Taoist philosophy of leadership. This is often referred to or described as the path to both professional and personal fulfilment (Johnson, 2002), it is purported to create more cooperative, flexible, and creative leaders. Johnson claims that Taoist leadership qualities are highly desirable for a decentralized, rapidly changing work environment. A leader, which is following this approach, is said to experience a sense of equilibrium in the midst of the chaos, which is commonplace in many western organisations, it is best expounded in the following excerpt: The more you embody these [Taoist] teachings, the more the scattered parts of your life fall into place and become a seamless whole; work seems effortless; your heart opens by itself to all the people in your life; you have time for everything worthwhile; your mind becomes empty, transparent, serene; you embrace sorrow as much as joy, failure as much as success; you unthinkingly act with integrity and compassion; and you find that you have come to trust life completely. (Autry Mitchell, 1998, p. xviii) The Taoist leadership approach to leadership, places a great deal emphasis on the inner calm and balance, which should be maintained by creating a low profile, and leading mostly by example and allowing followers to take ownership (Johnson, 2002). With the select examples illustrated above namely that of Afro-American, Hispanic and Taoist leadership it obvious that there is a whole range of core values and skills to choose from in order to create a leader who can be borne out of diversity. It will be important to equip such a leaders in organisations today with the training and skills to adapt to the ever-changing contexts in which organisations now operate. But diversity itself is not only confined to ethnic classes, it also includes in its definition the member of the other gender, the female. Women in the Leadership Arena – The Glass Ceiling There is such a phenomena known as the â€Å"glass ceiling†. The glass ceiling is, according to Chaffins, Fuqua Jr., Forbes and Cangemi (2002) a term coined in the early 1980s to describe the invisible barrier with which women came in contact when working up the corporate ladder. This form of discrimination has been depicted as a barrier so subtle that it is transparent, yet so strong that it prevents women and minorities from moving up in the management hierarchy Sexual discrimination often keeps most women out of senior managerial positions; this creates the stereotypical image in the general psyche of society that men are more stable than women in terms of intellect, emotion, and in terms of achievement with the resultant effect that men are also seen as being more assertive than females. This creates a major obstacle for women who aspire to achieve a senior managerial position are the presence of these stereotypical constraints imposed upon them by society, the family, and women themselves (Crampton, 2002). In order to overcome these obstacles, women (who have successfully climbed the management ladder) have found it a necessity to acquire the courage, the skills, and willpower in order to overcome the male-established norms and environmental climate. While policy making and also placement is largely in the hands of males (Crampton, 2002), there are still recommended tactics for women to develop in order to survive the rigors of the male-dominated workplace. It is by capturing of all the aforementioned traits and skills found in minority groups in many organisations and by making use of the rich cache of resources and qualities to compliment the traditional ‘successful’ white male leader that will make organisations better equipped to deal with the world today. It will be essential to adopt an approach, which includes many facets from different leadership styles from those of different ethnic and gender backgrounds rather than relying on the traditional narrow focus organisations currently utilised by organisations. It will then be possible for organizations to continue to thrive in an increasingly competitive space for talented individuals. Chapter Three Literature Review In this chapter I will focus on four key sections. Firstly, I will explore the historical and social context of the development of diversity in organisations. Secondly, we will attempt to examine the rationale for the organisation wanting to have a diverse work force and leadership. Thirdly we will look at the various leadership models contained in the literature and fourthly review the issues that are specific to leaders from different ethnic and gender backgrounds in their struggle to raise their profile and attain senior leadership positions. Table 3.1 highlights the key themes within the literature and the main points that are discussed in each section. 3.1 Historical and Social context The early years The 1960s Civil Rights to work place The 1970s Affirmative action The 1980s Backlash The 1990s Bottom line 3.2 Rationale for diverse organisations Economic rationale Social rationale Business case Benefits to a diverse workforce and leadership for organisations 3.3 Leadership models Traits model of leadership Behavioural model of leadership Situational model of leadership Transactional vs. transformational leadership discussion 3.4 Diversity issues in leadership Leadership styles of women The glass ceiling Racial dynamics in leadership Organisational culture Table 3.1 Key themes within the literature 3.1 The Historical and Social Context In this section I will focus on the evolution of leadership diversification in work environments from the early years up to the most recent time. This section discusses the various changes that standard norms have undergone in relation to labor and management. The changes that are cited in this section mainly evolve around the beginning of the participation of women and ethnical minorities in the work force, role of women in organizational management and other issues related to a diverse labor management. Diversity in the workplace and the management has long been an issue debated among work organizations. In the United States, for instance, race has been a profound determinant of one’s political rights, one’s locations in the labor market, one’s access to medical care and even one’s sense of identity. Most importantly, race is one of the major bases of domination in its society and a major means through which the division of labor occurs in organisations (Nkomo, 1992, p. 488, drawing on the work of Omi and Winant, 1986; Reich, 1981). Gender is also a basis for stratification in organizations and work (Tang and Smith, 1996). In some research studies, it has been observed that the impact of race on organizations is somewhat more profound than gender, at least in the case of white women. Researchers believed that this may be because the social distance between White women and men is less than that of White men and ethnic or racial minorities. The racial separation evident in housing, education and church affiliation limits the opportunities for minorities to develop non-work social ties with White men (Massey Denton, 1993; Wilson, 1996). The degree of separation between White men and women is lesser. Hence, White women seem likely to have greater opportunity for non-work social ties and the work related benefits one may derive from such ties. As an overview, about 37.3% of adult women in 1960 were in the workplace while 83.3% are adult males. By 1987, the number of working males has decreased to 78% (Schor, 1991). In 1990, the percentage of working women had increased by 45%. At this time, approximately one-half of all black workers, 45% of all white workers, and 40% of all Hispanic workers were women. In the U.S. statistics report, an average 16-year-old male can expect 39 years of working in the labor force, while a typical female of the same age, can expect 30 years of labor force involvement (U.S. Department of Labor, 1990). 3.1.1 The early years Before cultural diversity has been willingly integrated by various organisations, the early years had witnessed this concept shunned by other business management. In fact, in a published work of Peter Drucker (1968), he did not even mention dealing with cultural diversity in his seminal work. He addressed the topic of the manager of tomorrow and stressed that American managers, more than ever, would have to be of impeccable personal integrity and would have to shoulder the social responsibility of keeping the opportunity open to rise from the bottom according to ability and performance. Implicitly, Drucker advised managers to disregard cultural background and instead focus on individual qualities. While this message remain relevant, it lack any global appeal and fails to recognize that there might be special management challenges in an increasingly multi-cultural business environment. In the early times, men and women received different signals about what was expected of them. To summarize a subject that many experts have explored in depth, women have been expected to be wives, mothers, community volunteers, teachers and nurses. In all these roles, they are supposed to be cooperative, supportive, understanding, gentle and service-providers to others. They are to Leadership and the Diversity Challenge Leadership and the Diversity Challenge Should organisations embrace different leadership styles of individuals from background and could this be the missing link to unlocking their full potential? Summary This major paper will examine if there are any common threads in the leadership style, traits or the development of leaders from different gender or ethnic backgrounds. The purpose is to see if there are differences in the leadership styles of individuals from such diverse backgrounds, and could this be a partial explanation as to the paucity of leaders from such groups, when compared to the conventional white heterosexual male leaders found in organisations today. In North America during the 1950s and 1960s the diversity debate concentrated on the civil rights of employees from different gender and ethnic backgrounds in the work place, this culminated in the USA with the introduction in 1964 Civil Rights Act and the establishment of the Employment Opportunity Commission. However in the 1970s the focus shifted towards affirmative action and equal employment opportunities for those from diverse backgrounds, with many organisations adopting polices to raise the talent pool from those of different ethnic backgrounds and genders. In the 1980s there was then a backlash against affirmative action and diversity debate became a bottom line or competitive concern for organisations. The diversity debate has grown in importance within many organisations for various reasons, not least of which is the increased competitive pressure to attract and retrain top talent. Additionally there is also a need for organisations to develop new innovative products and s ervices in an increasingly global market place. These combined pressures have resulted in many organisations seeking to develop both diverse work forces and leaders to meet these challenges. In the literature there is strong evidence to support to suggestion that there are long-term positive effects to an organisation in adopting a positive approach to diversity issues. This paper will examine the broader diversity issues and the benefits to organisations, but will specifically focus on the issue of leadership styles, traits and the development of leaders from different backgrounds. The paper will examine the phenomenon of the glass ceiling, or as in some cases the concrete ceiling, which is often described by aspiring executives from different gender and ethnic origins. In my opinion when considering diversity issues in organisations one aspect that is often inadequately considered is the concept of leadership style, traits and the development of future leaders from different ethnic and gender backgrounds within organizations. This needs to be considered in the placed in the context of what is often considered to be a successful style of leadership, namely the white, heterosexual macho male style of leadership, which dominates many organisations. This paper will attempt to explore the link between gender and ethnic origin and the style of leadership, and will examine if there are factors, which could provide an important connection that organisations, need to focus upon in their search to become more effective. Hopefully by examining, recognising and embracing any differences in the leadership styles, organisations can identify the critical factors that need to be considered to create a better-balanced leadership profile. Maybe it is through a deepe r understanding of the various styles of leadership that organizations can achieve the desired objectives of increased diversity, creativity, innovation and enhanced performance. In transcending the diversity debate to focus upon the differences in leadership style, it may be possible to examine the traits that organisations need to develop in their leaders to broaden their talent pool and achieve their diversity objectives. The resultant effect will be to encourage organisations to re-examine a number of aspects of their evaluation process and may create a framework to allow new leaders from different backgrounds to emerge, allowing them to break through the glass ceiling that exists in many organisations. I will conclude my major paper by focusing on major themes highlighting the key academic learning points. I will provide advice on the future implications for the diversity challenge within organisations and highlight further avenues of research. I will finish by providing a personal reflection on my major paper and its content. The paper has five major sections and in the next section I will provide a summary of each chapter, which supports the structure of my paper. Chapter One Objectives and Structure In the following section I will emphasise the objectives and structure of the paper, including a diagram, which shows the relationship between the chapters. 1.1 Objectives The paper will focus on why it is important for organisations to accept, understand and take advantage of different leadership styles, which maybe found in individuals from different ethnic and gender backgrounds. To challenge the traditional white male heterosexual heroic style of leadership, which many organisations continue to accept, encourage and develop. It is only by challenging these leadership concepts will organisations achieve their often-stated diversity objectives and create truly successful and innovative organisations. Compared to the traditional white heterosexual male leadership found in most organizations, there is clearly a noticeable lack of leaders coming from diverse gender and ethnic backgrounds. This paper will examine the connection between the ethnic origin and gender of leaders and the scarcity in the workplace. The aim is to explore if there are common aspects preventing greater diversity of leadership in organisations. In building a more balanced senior leadership team it will be critical for organisations to recognise that individuals have different backgrounds, cultures, styles of leadership, levels of creativity and approaches to problem solving. By clearly understanding that leaders will see the same issues through different lenses then organisations will capture the full potential of their leaders and also their workforce. It is however important to recognise that organisations need adaptive styles of leadership to deal with various contexts and also that certain styles of leader ship may be required in certain the circumstances. However if organisations only make use of the typical leadership styles found in the traditional white male leader, then it will be increasingly unlikely that they will be able to operate and in the global context in which many organisations now operate. The focus of the paper will be on common patterns of leadership style, traits and the development of leaders from different ethnic and gender backgrounds. The aim will be to determine if these common factors could provide a clue, as to why there has been limited success within organizations of individuals from different gender or ethnic backgrounds in obtaining senior positions. In additionally these common features may also exist in many white male employees who are currently overlooked for leadership roles. If there is a common link between gender and ethnic leadership styles, then it may be possible to enhance and develop diverse leaders within organisations, allowing those from different backgrounds to break through the glass ceiling. This would be beneficial both to the individuals and the organisation, but also to the wider social cohesion of society. To aid the discussion in the introduction chapter we will first examine some of the more traditional aspects contained in the literature as it relates various gender and ethnic backgrounds in the realm of leadership and management, particularly Hispanic, Afro American and Asian leadership styles, examining the diversity issues commonly found in these groups, looking at both the positive and the negative aspects of each ethnic classes traditions and values as applied in the workplace and the role of leadership. This discussion will focus on the varying leadership styles employed by and unique to each of the ethnic classes, as well as qualities and how they developed into leaders. The introduction will also touch on the concepts of â€Å"glass ceiling† and â€Å"concrete ceiling†, reflecting on the roles of women in the arena of leadership within organisations. However this particular aspect will be coved in more depth in later chapters in the paper. 1.2 Structure of my major paper Below I will provide a top-level summary of each of my five chapters. This will afford the reader both information and an understanding of the outline combined with the content of each chapter. Figure 1.1 on the following page shows the relationship between the chapters and highlights specifically the links between each of the chapters. Figure 1.1 relationship and links between chapters Chapter Two Introduction In chapter two I will provide an introduction to my major paper and a brief outline of the diversity challenge that faces many organisations. We will examine the historical context, the social and economic perspective and why these issues are of critical importance to both to individuals and organisations. This will set the context as to why diversity issues are often discussed within many organisations. It will also set the stage to explore why a deeper understanding of the issues involved with the diversity of leaders in organisations and why the need to build a balanced leadership team is important part of the debate on diversity which organisations need to consider. Chapter Three Literature Review In chapter three I will focus on the literature review of the major issues discussed in the academic literature on the areas of focus for this paper. The first part of the review will discuss how the context in which organisations have developed policies and practices to enhance the development of individuals of different ethnic and gender backgrounds, placing this in a historical context of changing competitive landscapes for organisations and the political background to addressing the issues of diversity. The second part of the review will focus upon the academic literature concerning the evidence of the benefits for organisations in pursuing a diversity strategy for their work force and leadership team. The third part of the review will focus upon the academic literature on the current thinking as it relates to models of leadership styles and traits and development of leaders found in organisations. The fourth part of the review will focus upon the academic literature as it relates to the leadership styles, traits and development of women leaders in organisations. Examining the glass or in some cases the concrete ceiling as it relates to women and also individuals from non-white ethnic backgrounds leaders in organisations. Chapter four – Towards a unifying model Chapter five- Conclusion The final chapter draws a conclusion based on the key themes and highlights the key academic learning points from my major paper. I will provide advice for future implications of policies that originations may wish to pursue in meeting the diversity challenge and will discuss the limitations of my research and highlight areas that were potential challenges. I will articulate areas of research that I would explore further if I were to continue this study and lastly, in keeping with the spirit of the IMPM, I will provide a personal reflection on my major paper and its content. Chapter Two Introduction The focus of the major paper will be to explore if there are common threads to the diversity debate as it relates to leadership styles and see if there are sufficient commonalities so that we can bring these together under a unified model which helps us better understand the challenges faced by individuals from different ethnic and gender backgrounds in the work place as they strive to develop their full potential. This will I hope deepen our understanding and may also lead to certain practices and learning’s, which could help organisations, develop their talent pool in a more effective manner in the future. Leadership is one of the most important and elusive concepts to understand in management thinking today. While it is extremely difficult to pinpoint a specific definition of leadership, there does however appear to be researchers have identified certain characteristics. But why should organisations be concerned about leadership? One of the principle reasons cited is the importance of leadership in the success of an organization, it has been said that leaders are created by the needs of people relative to particular social conditions (Kershaw, 2001). Kershaw goes on to illustrate this point: As conditions change certain individuals are thrust into leadership roles. When physical strength is highly valued then the leaders will be perceived as, and at times must prove that they are, the strongest. When closeness to God is seen as major criteria for leadership, the successful leaders will be perceived as being closer to God than the masses (i.e. feudal monarchs and clergy during the European middle ages). (2001) However in the current age of globalization, an additional consideration that organizations need to consider is the widening need for diversity in their leadership. This will enable organizations to cope with the twin aspect of an ever-changing standards demanded by the global market place and consumers from an assorted variety of ethnic groups and because organisations, are also beginning to recognize the importance of having a widely diverse workforce and leadership teams to deal with the increased pressures they face today in the global market place for talent. According to Combs, finding ways to maximize benefits of an increasingly diverse workforce and client base is a continuing concern for organizational leadership (2002). While policies promoting diversity are an integral part of many organisations today, they are still not enough to effectively guarantee positive results in the existing organizational environments. This is especially pertinent as it relates to senior management within many organist ions. Diversity training is used to bring about behavioural change in organizations, however the model often made use of is the traditional white male role model in both the development of their leaders and also their workforce. Many organisations have failed to make use of their diversity training to bring about a new focus in order to improve the ethnic and gender mix and this is especially acute as it relates to the senior leadership teams. This paper will focus on the type of leadership conduct, philosophy, and set of values that are required for an organization, that is set in a global community, to cope against the rigors presented by an ever-changing set of standards presented by the demands of globalization. In this introductory section we will give a brief overview and attempt to address the issue by discussing and applying one of the numerous leadership approaches popularized in the literature (e.g., Charismatic, Humanistic and Fulfilment approaches to leadership) (Avolio Bass, 1988; Bass, 1990; Casimir, 2001). In order to make the connection between differing leadership styles characteristics and their effectiveness in the field of leadership within various ethnic groups, we will examine the various kinds of approaches adopted or admired within various ethnic groups as it relates to leaders within these communities. These are be introduced below: African American Leadership: Charismatic approach One of the more pronounced characteristics of African-Americans is their uncanny ability to incite sentiments and emotions. They are adept in what could be labelled as a â€Å"Charismatic† style of leadership, which is not only apparent in the work place but also in their other aspects of community life. This is not entirely surprising as the core values of the traditional Africa-American community makes true when assessing a leader is that all leaders must be bold, innovative, committed and able to motivate the masses. They must, if they wish to remain in leadership positions, have their finger on the pulse of the people they represent or be able to determine what that pulse is (Kershaw, 2001). A critical aspect of a charismatic leadership is that they must not ever lose the focus from the masses and shift interest to the individual. If this occurs then the leaders authority will become easily dispersed and he/she will lose their authority, since the leaders main hold centres on how they move the various constituent groups in an organisation as a whole. With the African-American charismatic leaders they often find it necessary to move its constituents into cooperative action, and this aspect, which is often identified as a factor, which determines a good leader as perceived by the eye of the community. It is also necessary to create a strong a supportive organization with the leaders role serving as a medium to turn plans into reality. One of the foremost requirement in charismatic leadership, is to tap into the forces contained within organisation, and while it may appear at times to be very cumbersome, at times it does however not negates the importance of charismatic leadership (Kershaw, 2001). Charismatic leaders within the African-American communities are very useful especially when there is a need move against a more powerful adversary arises, such as a discriminating upper management, for instance. However a charismatic leader, in its most successful form can serve as catalyst by acting as a unifying force. Hispanic Leadership: Humanistic approach Hispanic form of leadership emphasizes the importance of human relations in order to achieve the most favourable results from the whole organisation. Bordas (2001) in his article details Latino leadership as having three dynamics, all of these are said to characterize the idea of the humanistic approach to leadership: Firstly a leader should have Personalismo, which pertains to the actual effort, made by the leader to earn the trust and respect of followers. Secondly a leader should develop Tejando Lazos (which translates to ‘weaving connections’) this really refers to the traditional Hispanic leaders as storytellers (weavers), keepers of cultural memory, to be the dream weavers (creating tapestries of traditions past). Thirdly a leader should act as community scholars with emphasis being the placed upon developing an understanding of the social climate—how it changes rapidly—and by encouraging collective action, very much akin to their African-American cou nterparts. Bordas develops this further dividing these concepts into sub-divisions derived from the three dynamics listed above and attempts to develop a uniquely Hispanic model of leadership that can be clearly identified (Bordas, 2001). The sub divisions that Bordas created are set out below In the Hispanic Community â€Å"Culture is Central† – as an ethnic group they are bound by the Spanish language, colonization, the Catholic Church and the common values stemming from their Spanish heritage / indigenous roots. This cultural aspect has to be tapped into by a leader as a common ground from which to operate from for a Hispanic leader as they relate with their constituents. As in many cultures the Hispanic community places a high emphasis on â€Å"Trust† and it is seen as one of the most important value and is integral to the success of Latino leadership. Being trustworthy in general, Hispanic Leaders are known to be people-and relationships-centered, always certain that the leaders are very capable and dependable. Loyalty is highly valued in a traditional Hispanic setting and they take the concept of trust very seriously with their followers often confiding in their leaders, and perhaps, vice-versa. Within the Hispanic Community â€Å"Respect† – is seen as one of the foremost characteristic, which should be noticeable in a leader. This type of respect is usually found in a person who is older, possesses knowledge, or is in a position of authority. The Hispanic concept of â€Å"well-respected† covers both the professional and personal aspects of the leader. They show great respect towards people who exercise a degree of power, people of professions such as priests, doctors, teachers, while on a personal level they place considerable importance on a person’s lifestyle, their manners, their moral values, and there generosity. A Hispanic leader should have the skill of â€Å"Congeniality†: Being able to maintain smooth pleasant social relationships with people within the community. This is seen as extremely important and a premium is placed on social manners, being polite, respectful, and courteous and an ability to make small talk, taking personal interest in people. To be a successful leader in the Hispanics community they look for individuals that can develop relationships down to the very personal level. Taoist Leadership (Chinese) – Fulfilment approach It has now become fashionable for many western leaders to adopt the Taoist philosophy of leadership. This is often referred to or described as the path to both professional and personal fulfilment (Johnson, 2002), it is purported to create more cooperative, flexible, and creative leaders. Johnson claims that Taoist leadership qualities are highly desirable for a decentralized, rapidly changing work environment. A leader, which is following this approach, is said to experience a sense of equilibrium in the midst of the chaos, which is commonplace in many western organisations, it is best expounded in the following excerpt: The more you embody these [Taoist] teachings, the more the scattered parts of your life fall into place and become a seamless whole; work seems effortless; your heart opens by itself to all the people in your life; you have time for everything worthwhile; your mind becomes empty, transparent, serene; you embrace sorrow as much as joy, failure as much as success; you unthinkingly act with integrity and compassion; and you find that you have come to trust life completely. (Autry Mitchell, 1998, p. xviii) The Taoist leadership approach to leadership, places a great deal emphasis on the inner calm and balance, which should be maintained by creating a low profile, and leading mostly by example and allowing followers to take ownership (Johnson, 2002). With the select examples illustrated above namely that of Afro-American, Hispanic and Taoist leadership it obvious that there is a whole range of core values and skills to choose from in order to create a leader who can be borne out of diversity. It will be important to equip such a leaders in organisations today with the training and skills to adapt to the ever-changing contexts in which organisations now operate. But diversity itself is not only confined to ethnic classes, it also includes in its definition the member of the other gender, the female. Women in the Leadership Arena – The Glass Ceiling There is such a phenomena known as the â€Å"glass ceiling†. The glass ceiling is, according to Chaffins, Fuqua Jr., Forbes and Cangemi (2002) a term coined in the early 1980s to describe the invisible barrier with which women came in contact when working up the corporate ladder. This form of discrimination has been depicted as a barrier so subtle that it is transparent, yet so strong that it prevents women and minorities from moving up in the management hierarchy Sexual discrimination often keeps most women out of senior managerial positions; this creates the stereotypical image in the general psyche of society that men are more stable than women in terms of intellect, emotion, and in terms of achievement with the resultant effect that men are also seen as being more assertive than females. This creates a major obstacle for women who aspire to achieve a senior managerial position are the presence of these stereotypical constraints imposed upon them by society, the family, and women themselves (Crampton, 2002). In order to overcome these obstacles, women (who have successfully climbed the management ladder) have found it a necessity to acquire the courage, the skills, and willpower in order to overcome the male-established norms and environmental climate. While policy making and also placement is largely in the hands of males (Crampton, 2002), there are still recommended tactics for women to develop in order to survive the rigors of the male-dominated workplace. It is by capturing of all the aforementioned traits and skills found in minority groups in many organisations and by making use of the rich cache of resources and qualities to compliment the traditional ‘successful’ white male leader that will make organisations better equipped to deal with the world today. It will be essential to adopt an approach, which includes many facets from different leadership styles from those of different ethnic and gender backgrounds rather than relying on the traditional narrow focus organisations currently utilised by organisations. It will then be possible for organizations to continue to thrive in an increasingly competitive space for talented individuals. Chapter Three Literature Review In this chapter I will focus on four key sections. Firstly, I will explore the historical and social context of the development of diversity in organisations. Secondly, we will attempt to examine the rationale for the organisation wanting to have a diverse work force and leadership. Thirdly we will look at the various leadership models contained in the literature and fourthly review the issues that are specific to leaders from different ethnic and gender backgrounds in their struggle to raise their profile and attain senior leadership positions. Table 3.1 highlights the key themes within the literature and the main points that are discussed in each section. 3.1 Historical and Social context The early years The 1960s Civil Rights to work place The 1970s Affirmative action The 1980s Backlash The 1990s Bottom line 3.2 Rationale for diverse organisations Economic rationale Social rationale Business case Benefits to a diverse workforce and leadership for organisations 3.3 Leadership models Traits model of leadership Behavioural model of leadership Situational model of leadership Transactional vs. transformational leadership discussion 3.4 Diversity issues in leadership Leadership styles of women The glass ceiling Racial dynamics in leadership Organisational culture Table 3.1 Key themes within the literature 3.1 The Historical and Social Context In this section I will focus on the evolution of leadership diversification in work environments from the early years up to the most recent time. This section discusses the various changes that standard norms have undergone in relation to labor and management. The changes that are cited in this section mainly evolve around the beginning of the participation of women and ethnical minorities in the work force, role of women in organizational management and other issues related to a diverse labor management. Diversity in the workplace and the management has long been an issue debated among work organizations. In the United States, for instance, race has been a profound determinant of one’s political rights, one’s locations in the labor market, one’s access to medical care and even one’s sense of identity. Most importantly, race is one of the major bases of domination in its society and a major means through which the division of labor occurs in organisations (Nkomo, 1992, p. 488, drawing on the work of Omi and Winant, 1986; Reich, 1981). Gender is also a basis for stratification in organizations and work (Tang and Smith, 1996). In some research studies, it has been observed that the impact of race on organizations is somewhat more profound than gender, at least in the case of white women. Researchers believed that this may be because the social distance between White women and men is less than that of White men and ethnic or racial minorities. The racial separation evident in housing, education and church affiliation limits the opportunities for minorities to develop non-work social ties with White men (Massey Denton, 1993; Wilson, 1996). The degree of separation between White men and women is lesser. Hence, White women seem likely to have greater opportunity for non-work social ties and the work related benefits one may derive from such ties. As an overview, about 37.3% of adult women in 1960 were in the workplace while 83.3% are adult males. By 1987, the number of working males has decreased to 78% (Schor, 1991). In 1990, the percentage of working women had increased by 45%. At this time, approximately one-half of all black workers, 45% of all white workers, and 40% of all Hispanic workers were women. In the U.S. statistics report, an average 16-year-old male can expect 39 years of working in the labor force, while a typical female of the same age, can expect 30 years of labor force involvement (U.S. Department of Labor, 1990). 3.1.1 The early years Before cultural diversity has been willingly integrated by various organisations, the early years had witnessed this concept shunned by other business management. In fact, in a published work of Peter Drucker (1968), he did not even mention dealing with cultural diversity in his seminal work. He addressed the topic of the manager of tomorrow and stressed that American managers, more than ever, would have to be of impeccable personal integrity and would have to shoulder the social responsibility of keeping the opportunity open to rise from the bottom according to ability and performance. Implicitly, Drucker advised managers to disregard cultural background and instead focus on individual qualities. While this message remain relevant, it lack any global appeal and fails to recognize that there might be special management challenges in an increasingly multi-cultural business environment. In the early times, men and women received different signals about what was expected of them. To summarize a subject that many experts have explored in depth, women have been expected to be wives, mothers, community volunteers, teachers and nurses. In all these roles, they are supposed to be cooperative, supportive, understanding, gentle and service-providers to others. They are to

Teenagers On After-school Jobs Essay -- essays research papers

Almost every teenager wants a job, yet many people are against it. I believe teenagers should have after-school jobs for a number of reasons. First, having a son or a daughter that works can financially help the parents. Also, the experience the teenager will acquire from after-school jobs will help him or her on future jobs. Finally, teenagers should have after-school jobs because it will keep them away from trouble. Parents should realize that as long as their son or daughter wants an after-school job and it does not affect his or her performance at school, they should let their child have one.   Ã‚  Ã‚  Ã‚  Ã‚  Usually, families that have financial problems have their teenage children go to work. Having an extra family member bringing money into the house will increase a f...

BUSINESS LOYALTY Essay -- essays research papers

Brand Loyalty â€Å" Brand loyalty-that certain something that makes a consumer keep buying over and over again-is an elusive quality. It begins with the consumer’s preference for a product on the basis of objective reasons-the drink is sweeter, the paper towel more absorbent. The brand name is the customer’s guarantee that he/she will get what they expect†(Fisher). As far back as companies go the main question asked when selling their product, how can I get people to purchase my product? This is still a very important issue in the day- to- day operations of any company, but now they are asking a whole new question. In today's fast changing markets, where people are bombarded by advertisements everywhere, people are starting to realize that they don't need to stick with one product for life, and they see that there are many substitutes available. As a result of this new type of market, companies have started to put a large effort towards the development of Brand loyalty. I sha ll explore the topic of Band loyalty and explain its importance in today's business market, and how it motivates a consumer to purchase a given product or service. The phrase Brand loyalty refers to consumers sticking with a brand out of feeling of commitment for that brand. "Consumers attachments to certain brands are so powerful that this loyalty is often considered as a product attribute in and of its self†(Solomon). Solomon’s quote, is showing the attachment that people feel when they purchase a product for a long time, and are still very happy with it, is a huge plus in its self. People enjoy the luxury of not having to scavenge around the supermarket in search of a new product. Brand loyalty is also very attractive to the companies since they enjoy their work being easier, and less costly. It is less expensive and less time consuming to keep old customers, rather than spend money and time advertising towards new ones. "Furthermore, companies with faithful customers tend to be less susceptible to economic down turns or new competitors"(Harrell). There are numerous ways that a company can create Brand loyalty. When the consumers can name the brand for themselves, they are more likely to care about it. To help create that relationship many companies create an entire culture around their brand. By giving the consumer some degree of culture in addition to the product you ar... ...r getting more than a product. It shows that people want to belong to something. For example, the hippies that go to Ben & Jerrys, or people, who go to Starbucks, are getting more than ice cream and coffee. These people are getting an experience that cannot be matched elsewhere. The question is what sounds better if someone asked you what did you do last night? I got coffee at the local coffee shop or I got coffee at Starbucks. When people think of Starbucks they think of the big comfortable chairs and all the people, some even have a fireplace, and newspapers, and board games. Starbucks has created a culture of sitting and drinking coffee and this has become a big big business. This culture is what has made them as successful as they are today. It is as easy as saying if you don't adapt to the times you will not survive in this new market place, so the companies that don't develop Brand loyalty will be at a serious disadvantage. These companies will lose market share, and ultimately pay the price, and that is them going out of business. There is no real excuse for this to happen to any company, considering that there are so many methods, which one can create Brand loyalty.

Influence of Humanism and Renaissance Italian Art

During the Italian Renaissance , humanism played an important role ininfluencing the artist of that time in their paintings and what they drew. The definition of  humanism is the denial of any power or moral value superior to that of humanity; the  rejection of religion in favor of a belief in the advancement of humanity by its own  efforts. This means that many of the philosophers, scientists, and artists of that time  started to reject the ideas of the church. Previously almost all pictures had to do with  religion but this changed and is shown in two works in the Italian Renaissance. They are  The School of Athens, by Raphael, and in The Last Supper, by Leonardo da Vinci.Taking a first glimpse of The School of Athens by Raphael, you will see that there  is humanism everywhere. You can tell that it was planned carefully, and portrayed  something meaningful to the artist. In the painting The School of Athens you can notice  an extremely dominant theme: Humanism. Th e artist, Raphael, shows a thirst  and  eagerness for knowledge that is displayed everywhere in the painting. This gives us a  glimpse of what society was back in the Renaissance. Judging by the painting, it was  mainly revolving around education and advancement. In The School of Athens, Raphael  paints people learning from, debating against and simply ignore one another.Each  individual illustrates a point about society in the Renaissance. Similar to the theme and  the setting of the painting, these interactions mostly have to do with knowledge and  understanding, as the school would not be a place of social life back then. Both the  theme of and people in the painting are included in the realism of a painting to show a  society, which is used effectively in The School of Athens by Raphael.In The Last Supper, by Leonardo da Vinci, Leonardo also uses humanism  although it has to do somewhat with religion. In the painting, there is immense amounts  of symmetry in this painting. This was important to humanism because everything was  supposed to be balanced. Also man's perfection was a big part in the renaissance, and a  body is symmetrical. So some symmetry in The Last Supper was, on either side of Jesus  was a group of six people, then in those groups of people each was split into two other  groups, all very even and symmetrical. There was also four panels on each side of the  walls.Another characteristic of humanism art was real emotions. Every single person in  this painting( besides Jesus, who was left out for obvious reasons) is not smiling. They  are giving real emotions. Humanism art was all about emotions, and being real. All the  people in the painting seem concerned or anxious, all real emotions, they are not just  happy all the time. Like what was stated before, artist of the time wanted to show how  real people in the paintings were. All the people have shaded in feature which give them  the look of real people.As you can see, by these two works and also by many others, there much much  humanism involved. In almost every painting, the artists drew more life like pictures and  people showing the expressions of their faces and the society they had lived in at that  time. You can see this in the two examples that I showed. Both of them had similar  aspects because both had realistic people in them, and both pictures showed expressions  on the peoples faces.

How health care has changed Essay

With about 10 years of experience, as a secretary, in healthcare industry, I’ve noticed a multitude of changes within the medical field. On many levels, the medical system has changed, from paper charts to computerized patient files, the way prescriptions are handled and distributed, to file and/or medical documentation; even the paging method has found its place in a new technical era. Email, and employee intranet, has made communication between employers and employees, department to department, even employee to employee much easier and effective. The only thing that hasn’t made too much of a noticeable change is the employee time clock, and even that has managed to find itself an upgrade. Nonetheless, a host of inevitable changes, given the social status of technology, and the best service available by healthcare standards and expectations, it’s easy to see where the future of healthcare and technology lie. Given the past 10 years, technology has gained its own credit in the advancement of the medical industry. Robots have become the gateway to a better healthcare. I feel that within the next 10 years, we’ll begin to see a great deal of technical influence. In a field, where there are already advancements in technology, and its uses, it is fair to say that we could gradually become an almost ‘hands free’ industry. Medical advancements, in general, seem to have been primarily in the use of technology, and/or going green. Therefore the next 10 years, may still prove to be a breeze for the development of a relationship between medicine and technology. Even from my position, the change has been constant and obvious. Having been a secretary, since high school, I am currently in pursuit of my associates in medical administrations. My contribution to the industry has always come through my capabilities with a computer, and over the phone. Staying technically savvy, certainly is carrying its perks in weight with me. Within my experience, the secretary is the ‘go to’ person to get something to work proper y, or for better understanding of a technical meltdown, and if not the person to fix it, certainly the person to find the one who can. From nurses, doctors, patients, and parents, the secretary is the most knowledgeable resource, with a friendly face. As secretaries, we practically hold the key within the medical field. Always there to offer a helping hand, we operate behind the scene in some cases, having my own experience of pulling off many last minutes miracles. In medical terms, we’re essentially the central nervous systems of any and many departments operations. Though, now, being on my path to higher learning, in addition to, my contributions are becoming much greater, and giving my future the fuel to go much further. Like many jobs, the growth of change is inevitable, so to make sure this change is effective; insuring that employees are kept up to date with the latest in changes, adjustments, and updates is key. Having worked within the healthcare industry, I’m aware of the time and efforts invested into insuring that their employees are knowledgeable and capable of managing through company changes. I’ve had the opportunity to take a course or two, in order to insure I’m working at my fullest potent; cardiopulmonary resuscitation (CPR) courses, to employee safety/self defense classes, system program changes, and new program usage. With my efforts, and the aid of my employers, my skills will remain polished and productive. Putting forth my best efforts and keeping the thirst for being successful in all my endeavors, along with the assistance provided through my employer; I will always be able and capable to perform all duties expected of me. With the growth of the medical industry, its employees have to be resourceful and reliable. Furthermore, within this growth, my perceptions haven’t changed, more they’ve evolved. The time within my courses have given me the opportunity to research and better understand the work and efforts that go into running a successful medical establishment. Watching the change over the past decade, leaves me no choice, and certainly gives me the advantage at being a highly adaptable candidate within my position. Growing with the industry, as a secretary I’ve learned so much, and watched a lot change for the better. In turn, my perceptions remain optimistic about the direction myself and healthcare or headed in. In a nutshell, any perception of an ever changing industry is certain to change. In any case, healthcare is changing for the better and the sake of providing the best, quickest, most effective ways to treatment and cure. In a sense, this change is creating a glimpse in the future of healthcare along with its and human longevity. With the healthcare industry taking on the demands of a modern day society, technology has a great deal to do with its future. Technology is set to play such a huge role in the development of healthcare. With the demands on the healthcare industry to offer the most effective methods of diagnosis, and treatments, along with healing time, the approach to technical advances are highly beneficial. Androids that perform, and aid in performing surgeries, the development in medical equipment and their advances/upgrades, the renewal of how patient charts are stored are all evolving, along with many more aspects of the medical industry. Leaving such a wide variety of development in just about every department, looking into the next 10 years of medicine vs. technology, the combinations are endless and sure to be exceptional. Though, with any development and need for change, there’s a cost to be paid. Given the state of a slowly stabilizing economy, the future of all the developments depends on the availability of funds, and people in need of care. Though, very beneficial, the cost of accurate medical attention can come at a higher cost, and at a time when finances are scarious and rising, some are unable to afford the best in healthcare. With the benefits of insurance, there is still only so much that can be covered.