Industrial revolution Research Paper Example | Topics and Well Written Essays - 250 words

Industrial revolution - Research Paper Example For instance, agriculture enhanced production of wool and cotton, which recorded an increase in year (Moris 90). Regarding the coral mining, it is clear that in the 18th and 19th centuries, coral miners experienced a risky environment and incurred suicidal dangers. Today different mining methods considered safe are in place. Apparently, there are methods like a modernized form of tunnel ventilation, improved underground as well as surface transportation. Transportation determines cost and availability of manufactured goods (Morris 130). If the means of improved communication is not worth it, then products’ price increases. Hence, demands grow. These phenomena caused life to be more expensive. After several inventions, life has become cheaper. In the 18th century, the population grew at a faster rate than before. Birth rates were observed to enhance growth of population (Dickens 39). There were a decline in the death rate and increase in the birth rate, and that ensured faster growth. Again, industry provided a higher amount of wages to individuals. In conclusion, the industrial revolution resulted in a remarkable advancement in not only people’s lifestyle but also better mechanisms were developed to make the overall working easier. Consequently, there was an increase in the general

What can the HRM department contribute to the development of Assignment

What can the HRM department contribute to the development of successful leadership within organization - Assignment Example Thus, paper would be broadly discussing the various elements of HR strategies that promote leadership initiatives within organization for improved performance. HRM and leadership development within organization HRM is intrinsically linked to the people and effective HR strategy is aware of the versatility in the work ideology and functioning. In the emerging challenges of the changing business equations, the organizational leadership redefines strategic goals to create versatility and flexibility of the contemporary work environment. Kotter (1995) asserts that HR strategies promote dynamic leadership which is versatile and capable of exploiting the potential of workers as per the demands of the changing situation. It therefore, helps create effective team that is capable of overcoming the barriers of cross cultural values, self interest and lack of understanding. Leadership initiatives of HRM meeting the challenges of organizational change The organizational change can broadly be def ined as the ability of management to identify and incorporate the factors that increase output and improve the performance outcome of the organization. ... Thus, a better informed leader is capable of taking initiative and at the same time, he is also able to inculcate confidence in his people to adapt to the changes and move forward. Leadership initiatives for HR as proactive human capital Rainey (2006) argues that changing socio economic dynamics have created a highly competitive business environment. The HRM becomes the major enabling factor for leadership initiatives that encourages dynamic strategies and innovative thinking for competitive advantage. Thus, managerial and organizational leadership perspectives become highly critical factors within the wider goals and objectives of the business paradigms. . Commitment to work and loyalty towards employers is considerably increased when the employees are provided scope of enhancing their professional skills and competencies through in-house training and development. Samsung is exemplary example of HRM which has promoted organizational leadership by utilizing its human resource as capi tal investment. The company focused on its strategy of developing research and engineering skills so that it could improve and improvise innovatively on the electrical and digital products of Sony, Phillips, Matsushita and Nokia. It encourages competition amongst the group for innovation and sends potential employees to foreign universities for higher academic qualification. It helps to indigenously develop and foster expert team for improved business performance (Siegel and Chang, 2009). HR leadership that promotes diversity and human competency In the fast evolving environment of multicultural societies, diversity has become intrinsic part of

compare and contrast the cultures of the uk and your own country

compare and contrast the cultures of the uk and your own country Compare and contrast the cultures of the UK and your own country It is imperative that every country should promote citizens to protect their cultures and identities. This is because recognition of a nations civilization is extremely important. Every country has a different culture because of national differences and history. Culture can be defined as the values, beliefs and perceptions of a group of people. History, tradition and religion are the main influences on culture. Even though there are some comparisons between the cultures of Saudi Arabia and the UK, there are an even greater number of differences. This essay will analyze some of the main aspects of the cultures such as people, business, sport, food and use of the internet. As far as people are concerned, in both countries the majority of people tend to be friendly and helpful. In the University of Glamorgan it has been seen that all the teaching staff do the best they can to help their students, as was found in previous staff at a university in Saudi Arabia. One of the good cultures of British people is that they tend to smile at passersby. This is also one of the major characteristics of Saudi Arabian culture, partly because of Islam. However, one of the major differences is that in the UK children do not respect older generations. This is likely to be because of their upbringing, where parents did not teach them about respect. (Vexen, 2004) In addition to upbringing, the media plays an influential role by celebrating famous people who behave inappropriately. The contrast is that in Saudi Arabia children must be respectful of older generations. This is because of religious reasons and a good upbringing from their parents. It is important that people i n the UK address the way they raise their children. In relation to business, the similarity between Saudi Arabian and UK businesses is that their objectives are to grow their sales internationally. As a result, business trade is increasingly prevalent between Saudi Arabia and the UK. Despite this similarity, misunderstanding culture can have a detrimental effect on business relations. This was illustrated where, according to â€Å"an Accenture study, two-thirds of 200 US business executives said that miscommunication arising from cultural differences has caused problems when outsourcing offshore.† (Silicon.com, 2006) This study shows an example of a possible impact of not understanding each others cultures in business and trade. Regarding sport, people in Saudi Arabia tend to play football, as do people in the UK. There are many beautiful stadiums in the UK such as the new Cardiff stadium, and the same was found in Saudi Arabia for example King Fahad stadium in Riyadh. The majority of the people watching football in both countries also tend to be interested in playing football. However, it is not allowed for women in Saudi Arabia to play football for religious reasons. Meanwhile, in the UK, England is one of the best womens teams in the world. (Ezine Articles, 2007) Although at the moment there are no women playing football in Saudi Arabia, it is likely they will do in the future with specific circumstances. In terms of food, the majority of people in both countries tend to eat fast food. This is because life is getting faster and busier, meaning people have less time for cooking. For example, people go to McDonalds and KFC to have a quick lunch in both Saudi Arabia and the UK. One of the major influences is globalization. The main contrast is that Halal meat is absolutely essential in Saudi Arabia for religious reasons, while any meat can be eaten in the UK. Halal meat is killed in a humane way, and the UK could adopt eating Halal meat to be more respectful to animals. (Executive Planet, 2007) With reference to use of the internet there is a great demand in both countries. This is because the internet is essential for modern life, covering all needs. In particular the internet makes the world into a global village through easy and fast communications. However, there is a clear contrast between using the internet in the UK and in Saudi Arabia. This is because the media in the UK is almost free of restrictions but in Saudi Arabia the media is under control of the government. For example, according to Alfred Hermidas article, research from the Harvard Law School discovered that 2,000 websites were blocked by the Saudi government. Alfred Hermida writes that â€Å"Most of the blacklisted sites were sexually explicit or about religion. But also caught in the net were sites about women, health, drugs and pop culture.† (BBC, 2002). The reason websites about women, such as iVillage, were blocked was for cultural and religious reasons. It is not allowed in Islam to describe t he bodies of women in general. It is also likely that the websites contained swearing which is also forbidden. Websites about drugs will have been filtered because the use of drugs is prohibited by the law of Islam. Sites containing pop culture are likely to be restricted because they can lead to extra marital relations according to Islam. This is believed to happen because mainly young people will be influenced by the people in the content. In the UK it has been observed that internet users are free to use almost any website they wish. Some websites are dangerous for children, in particular pornographic websites, and it is logical for parents and governments to control them, to protect our children. In conclusion, even though there are some clear similarities between the cultures of both countries, there are also many differences. These differences are largely because of religion and history. In the future it is likely that the relationship between the cultures will change. It is very probable that in the future women in Saudi Arabia will campaign for more human rights, similar to those women in the UK enjoy. Furthermore, in the future we will undoubtedly find more Arabic restaurants in the UK. These changes will be most probably influenced by the internet, hi-tech and migration between Saudi Arabia and the UK. One of the most valuable recommendations is that if we respect each others cultures we will live in an ideal community. My wish is that every citizen in Saudi Arabia and the UK will live in a satisfactory way. References BBC (2002) Saudis block 2,000 websites. Available from: http://news.bbc.co.uk/1/hi/technology/2153312.stm [accessed 18 August 2009] Executive Planet (2007) Your guide to Saudi Arabia. Available from: http://www.executiveplanet.com/index.php?title=Saudi_Arabia [accessed 20 August 2009] Ezine Aticles (2007) Englands Womens footballers 12th Best In The World? Available from: http://ezinearticles.com/?Englands-Womens-Footballers12th-Best-In-The-World?id=565503 [accessed 18 August 2009] Silicon.com (2006) Cultural differences cause offshoring problems. Two-thirds of execs say its the main reason deals run into trouble Available from: http://services.silicon.com/offshoring/0,3800004877,39160348,00.htm [accessed 23 August 2009] Vexen (2004) An analysis of UK trash culture. Available from: http://www.vexen.co.uk/UK/trashculture.html [accessed 22 August 2009]

Montag as Hero in Fahrenheit 451 Essay -- Fahrenheit 451 Essays Papers

Montag as Hero in Fahrenheit 451 Â   Ray Bradbury's Fahrenheit 451 was first published in 1933, and its story entails a futuristic world in the middle of a nuclear war. The totalitarian government of this future forbids its people from reading or taking a part in other acts that involve individual thinking. The law against reading is, presumably, fairly new, and the government is faced with the enormous task of destroying all of its citizens' books. This disposal of books is the profession of the main character, Guy Montag, who is officially titled a "fireman." He and his crew raid libraries and homes, burning any books they find before dozens of overjoyed onlookers. Throughout the beginning of the novel, Montag appears to be a ruthless, detestable human being. Surprisingly, however, it is Montag who emerges as the protagonist at the end. Montag is a dynamic character; he is constantly learning, changing, and keeping the reader interested. Ray Bradbury is able to incorporate careful details and ideas which change the re ader's opinion of Montag and allow him to become the hero of the story. As Fahrenheit 451 begins, Guy Montag is burning the books of a house, and is thoroughly enjoying his feast of flames. Bradbury places several subtle metaphors in this section that cause the reader to equate Montag with a detestable, serpent-like human being. As Montag stood "with this great python spitting its venomous kerosene upon the world, the blood pounded in his head. . ." (19). Montag even takes on the appearance of a monster in the line, ". . . and his eyes all orange flame with the thought of what came next. . ." (19). It is difficult to understand why Montag loves burning so much, and the fact that he receives so much pleasur... ... story progresses, Montag completely turns his belief system around and becomes an advocate for the salvation of books. He is cast out of his own job and home, but at the last moment his decision saves him from certain destruction by a nuclear bomb. Montag becomes a hero, one of the last few remaining with the power of literature contained in their minds. Fahrenheit 451 shows that a character's personality may have many more facets than are first visible. Bradbury is able to refract the crystal of Montag's character, so that it reflects into each reader's heart a different aspect of humanity. Once Montag becomes more human, Bradbury makes it nearly impossible for the reader to hold grudges about his past. Using this as a tool, Montag, the first apparent antagonist of the story, overcomes the government, which is the real antagonist, and emerges as the hero. Â  

How Does Recycling Effect the Environment Essay

Why Is Recycling Important, you may ask. Recycling is reusing materials in original or changed forms rather than discarding them as wastes. In reusing material or changing material into new materials rather than throwing it away the environment as well as we benefit from it. The process of recycling protects the environment. With the world witnessing a global environmental decline, this is considered as one of the most important benefits of recycling. As we, all know that paper is manufactured from trees. As the demand for paper increases, a number of trees are being cut to produce paper. By recycling paper, we can prevent the destruction of forests. Today, a number of forests are being destroyed to meet the ever-increasing demand of paper. Recycling a ton of mixed paper or newspaper is equivalent to saving 12 trees. Given that the trees keep the surrounding environment clean by sucking up carbon dioxide from the air we breathe, it would be wise to use recycled paper as much as possible. Most people would agree that recycling not only affects the environment but it also makes the world a better place for plants and animals. For example, recycling paper products can in the end, preserve a large number of trees that otherwise be used to make new paper. This is one way that recycling directly affects the environment. Trees provide homes for birds and other animals, they provide shade for what would otherwise be a hot and dry land, and they are crucial to the oxygen/carbon dioxide balance in our atmosphere. Recycling can definitely have a positive effect on our world. Paper is not the only item that should be recycled. Glass bottles and plastic containers have become a problem for cities and private companies who operate landfills. The sheer numbers of containers thrown away take up a lot of landfill space, which puts companies and municipalities in the position of having to take up more land for another landfill area. Several decades ago, activists who demonstrated against large companies and their waste products used the phrase, â€Å"There is no away!† What this meant was that we could not really get rid of anything. We can only change its shape and form. Recycling is a way to make this change so that it clutters and pollutes less. Recycling also takes used materials from â€Å"trash† to usable products if handled properly. Scientists and social activists have also pointed out that making new products from recycled materials means less manufacturing. With the correct methods, we can have a comfortable, convenient life without the pollution and massive use of natural resources that manufacturing brings. Reducing the number of landfills might mean a healthier food chain for both humans and animals. When we place materials in landfills and they do not break down over time, we are creating a potentially dangerous situation. The chemicals used in manufacturing many modern-day products can filter into the soil, pollution the water and any plants that grow on or near that area. This is especially true with computer parts, batteries and other items that contain certain chemicals. Recycling used products is one of the best ways to save the environment. It is important to recycle, to avoid environmental harm. Used plastic bottles, glass, and newspapers can be effectively recycled to make useful items. In the long stretch of time, recycling affects the planet positively because we will use less of our natural resources – trees, water, minerals etc. When it comes to the environment, using less means we have more.

The Forever Changing Events of the 1950’s -1990’s

The Forever changing Events of the 1950’s -1990’s Throughout the last fifty years there are many events that significantly shaped who we are today and changed America’s future greatly. Throughout these decades the American experience has greatly varied. There were several wars such as the Cold War, Vietnam War, and the Gulf War all which took its own toll on the American people and their economy. The civil rights movement, protest, and demonstrations throughout the decades were validated by the impact they left. Through the various presidents we witnessed many scandals and terminologies that remain and affect America today. McCarthyism, Cold War Ideology, Eisenhower’s politics, The New Frontier, and Reaganomics will stick with the American people forever. These are chain of events that constantly shaped our country for what it is today. This paper will hit on a few of these events that had the most powerful effects on the American People and the economy. McCarthyism/ â€Å"The Red Scare† of The1950’s Cold War ideology crystallized after the end of World War II. After World WarII, Americans began to be very afraid of communists taking over the United States. American referred to communist as â€Å"reds† this symbolized the communist as worse than urderers. At one point during World War II the United States had an alliance with Russia and Britain; however that alliance ended as America began to rebuild and Europe continued to struggle. A power struggle known as the Cold War began between the United States and Russia creating more fear in the American people of communism. Americ ans became more and more suspicious of the Soviets; Americans thought being associated with the communist were as bad as being one yourself. The fear and concern p. 2 The Forever changing Events of the 1950’s -1990’s rose amongst the Americans fro communism which caused mass suspicion. The Truman doctrine was put into place by President Truman. The doctrine enforced loyalty against communism. Many were being accused of being connected to communism or communist with no real evidence, in that came the Red Scare. The Red Scare or McCarthyism Era is a termed used to describe anti-communism era of the 50’s which was named after Joseph McCarthy. He was a former U. S. Senator who used the public’s fears against communism to gain political standing. He claimed to have a list of suspected communists. He accused many in and out of governmental positions of being communist or having commingled ith communist. There was and is no real evidence to base his claims. This caused a great deal of miss trust for the American people and the government and caused a great deal of social issues. The senate held hearings and along with McCarthy and the HAUC many were black listed. McCarthyism had a major hand in the change in feelings America had about both politics and socie ty. The Civil Rights Movements of the 1960’s In the 1960’s racial challenges was discouraging and overtaking the society. The African Americans bore the antagonistic reaction to the economy and were racially segregated in every way from society. Their civil rights were violated and were not part of the national agenda for change. The African American race was usually referred to as â€Å"Negro† or â€Å"Colored. † The Civil rights of the 1960’s came with a high price. In spite of The Declaration of Independence which states â€Å"All men are created equal† the injustice that the African Americans endured was one that wasn’t easily spoken out about. There were risk that took place in standing up for their right, many gave everything they had p. The Forever changing Events of the 1950’s -1990’s and lost everything, if not their lives. They endured and stayed committed to change this injustice. In effort to build a coalition for racial equality many of races and creed gave up their place in society and thousands lost their lives. There were strong black men and women that played key figures in the Civil rights movement they were Dr. Martin Luther King, Malcolm X, Rosa Parks, Emm ett Till, and Dorothy Height. In 1967 The Detroit Riot took place because police raided a local illegal drinking hole for African Americans. In The 1963 March on Washington there was an estimated 250,000 people who gathered for a peaceful demonstration to promote Civil Rights and economic equality for African Americans. This is where Dr. Martin Luther King gave his famous â€Å"I Have a Dream† speech took place. During the civil rights movement many demonstrations, protest, and riots took place and was successful in the coalition for racial equality. The Watergate Scandal of 1970’s The 60’s were full of chaos many thought that the chaos of the war and the social changes made would carry on into the 70’s. The Vietnam War continued to divide the ountry. It was at war that many contested and by the early 70’s many of the American people views were begining to change. Daniel Ellsberg turned over secret Pentagon reports to new paper. President Nixon could not stop the publications of these pentagon papers and it infuriated him. President Nixon had a group who were called the â€Å"Plumbersâ €  because they fixed the leaks in The Whitehouse. They set out to discredit Ellsberg and with a job well done they were assigned a new job. They were in charge of derailing the democratic ticket. The Plumbers broke into the Democratic National . 4 The Forever changing Events of the 1950’s -1990’s Committee and bugged the office. A security guard spotted the men and called the police. The Plumbers were apprehended. All of this was going on while President Nixon was seeking his second term as President. President Nixon was re-elected by a landslide. As the time passed and the break in was investigated it was traced back to the officials of the CREEP, which was the committee to re-elect the president. President Nixon denied any involvement to the break ins. The president was forced to turn recordings which directly ndicated him and that he tried to cover the entire thing up. The break in’s became known as the Watergate Scandal. Watergate was known for the fall of President Richard Nixon. In 1974 the courts named President Nixon as a co-conspirator in the obstruction of justice over the Watergate matter scandal. President Nixon feared impeachment and on August 8, 1974 he announced his resignation. 1980’s Reaganomics In the 1980 Ronald Reagan was elected president during what was considered the worst recession since the great deppression . He came in with a plan to fix the deficit introducing The Economic Recovery Act. This plan would restore the economy over and within the next three years. President Reagan truly believed that economy needed awakening. In the Economic Recovery Act the income bracket would receive a twenty five percent tax cut, breaking down to five percent the first year and ten percent the next two years. Many American felt as though the president was favoring the upper class by cutting the top rated tax by twenty percent yearly. Through the recovery act wealthy people could grow more wealth and create more business’s therefore stimulating the economy. By creating more business’s it would in turn create more jobs and drive the p. 5 The Forever changing Events of the 1950’s -1990’s prices down. Reagan's Economy Recovery Act was passed on July 29, 1981 it did boost the economy but failed at repairing the deficit. Unemployment and poverty was on the rise, the president had taken a huge chance with the tax cut, and it was the largest tax cut ever. His theory was based on supply-side economics. Today we know it as â€Å"Reaganomics† Unfortunately President Reagan did not understand that in order for the tax cut to work spending would have to be cut. Budgets were cut but do to the high amount President Reagan spent on military issues the budget did not balance out. Reagan's Economy Recovery Act affected Americans in many ways good and bad. The people who benefited most from the tax cut were the wealthy. They seemed to becoming wealthier. The Lower income/poverty Americans had more trouble getting ahead. It is all depending on what side of the economy you were on to say if â€Å"reaganomics† worked or not. 90’s The Gulf War After serving as Vice President under President Ronald Reagan, President George W. Bush became president in 1988. President Bush faced a world that was drasticly changing, after forty years the cold war had come to an end,The Berlin wall came down, and the communist empire was no longer. The hardest challenge President Bush was to face was when Iraq invaded Kuwait. On August 2, 1990 Iraqi President Saddam Hussein invaded Kuwait one of the major oil producing countries in the Middle East. He was also threatining to move into Saudi Arabia. Americans were in fear because without receiving oil from Kuwait the prices would sky rocket. Iraq’s invasion came about after p. 6 The Forever changing Events of the 1950’s -1990’s Kuwait lowered the world price for oil production by increasing it’s own oil production. Iraq was in debt to Kuwait and Saudi Arabia and with low world prices on oil production Iraq would never be able to pay off their debt. President Bush called upon the United Nations and operation Desert storm began. America sent 40,000 troops and 118,000 troops from allied nations. The United nations also sent a quarter of a million soilders to Saudi Arabia also known as Operation Dessert Shield. These troops were mostly Americans and sent to protect Saudi Arabia. Suddam Hussien had been highly trained in chemical war fare and was makin and testing chemical warfare wweapns of mass destruction. Suddam was testing these weapons on his own people and the American troops found and destroyed these weapons. Operation Desert Storm eventually conquard Iraq’s million-man army. The war lasted exactly 100 hours and 40,000 troops were involved. Many of the soilders came home with what they call Gulf War Syndrome. Democrats protested the war, however it was needed and The President called on all to help. Ultimately Suddam was left in power and refused to allow the United Nations to conduct any and all inspections for chemical weapons of mass destructions. Suddam began harboring terrorist and providing training for them. With his own little terrorist army and a safe place to train the could prepare for retaliation. If you look back on these events from the 1950’s – 1990’s you will see how they shaped America as we know it today. All of these events had a dramatic impact on Americans, and our society socially, economically and politically. We are still very much affected by these and many p. 7 The Forever changing Events of the 1950’s -1990’s other events of these decades. As we go through our own eras and decades much of it seems to be the same, in many ways. Presently we ourselves are going through much of the same obstacles, war, recession, civil rights, unemployment and poverty. We will continue to face these things as we continue to grow as a country. In ten years I believe there will still be the same things effecting America for it seems that history just repeats itself. References Page 1950’s McCarthyism/ â€Å"The Red Scare† was retrieved April 20, 2010 from http://www. eisenhower. utexas. edu/Research/Digital_Documents/McCarthy/Mccarthydocuments. html (2002 )Written by Barbara Mack – Pagewise retrieved from http://www. essortment. com/all/mccarthyismred_rmfw. htm 1960 African American Civil Rights movements of the 1960’s Written by Toonari and retrieved on April 20, 2010 from http://www. africanaonline. com/civil_rights. tm African American Civil Rights movements of the 1960’s retrieved on April 20, 2010 from http://www. pbs. org/wnet/aaworld/timeline/civil_01. html 1970’s The Watergate Scandal (2002) Written by Noell Wolfgram Evans retrieved on April 22, 2010 from http://www. essortment. com/all/watergatescand_reji. htm (2010) The Washington Post Company retrieved on April 22, 2010 f rom http://www. washingtonpost. com/wp-srv/politics/special/watergate/ 1980 Reaganomics (April 1996), Christopher Frenze Chief Economist to the Vice-Chairman retrieved on April 22, 2010 from http://www. house. ov/jec/fiscal/tx-grwth/reagtxct/reagtxct. htm (1979-89)Ronald Reagan Presidential Library. â€Å"Chronology of Ronald Reagan’s Presidency, 1979-89. † retrieved on April 22, 2010 from http://www. reagan. utexas. edu/archives/reference/preschrono. html (accessed 18 May 2005) 1990’s President Bush and the Gulf war was retrieved on April 21, 2010 from http://www. whitehouse. gov/about/presidents/georgehwbush (January 17, 2001) A National Security Archive Electronic Briefing Book Edited by Jeffrey T. Richelson retrieved on April 22, 2010 from http://www. gwu. edu/~nsarchiv/NSAEBB/NSAEBB39/

Workplace Etiquette10 of the Most Obnoxious Things You Can Do at Work

Workplace Etiquette10 of the Most Obnoxious Things You Can Do at Work The rules for workplace etiquette aren’t exactly posted in every office for convenient reference. But that doesn’t mean you shouldn’t learn and follow them. It’s never to late to make sure your behavior isn’t going to offend anyone or keep you from getting ahead. Here are 10 things you should make sure you never do at work.1. Talk, loudly, on your phoneYou think it’s okay to answer your cell at your desk? Then roam down the hall talking at full volume as you walk to get a cup of coffee or a photocopy? Think again. You’re actually being very disrespectful. Not to mention disrupting everyone you pass.2. Chew or slurp out loudIt’s gross and it annoys people. Keep your noodle/soup/coffee/ice chips sounds to yourself. Yes, even at your cubicle.3.  Not change after the gymGood for you for working out during your work day! But don’t you dare go back to your desk without showering or changing clothes. Ew.4. Fight loudly on the phoneSure, arguing with your S.O./parent/roommate is a necessary thing sometimes. But don’t take the call in a public setting and force everyone around you to listen in.5.  Apply stinky beauty productsDon’t take off or apply nail polish (or nail polish remover) at your desk- or anywhere in nose-shot. It’s not a work activity, plus a lot of people are allergic or sensitive to the smell. For that matter, go easy on the perfume or cologne as well.6. Bash your coworkersNever try to talk smack about one co-worker with another co-worker. It will not end well for you.7. Show up late and moochDon’t show up to the meeting late, first of all. Second of all, don’t expect the people who were on time to fill you in. It’s your bad and your responsibility to catch up. Don’t waste everybody else’s time.8. Talk private money mattersNo matter how broke you are, or how curious, talking salary is never a good idea at work. Keep your financial st atus to yourself and let others do so too.9. Be a jerkYou want to invite one co-worker to lunch or happy hour, but you just can’t do it if there’s another co-worker in ear shot, or worse, standing right there with you. Send an email or a text if you want to be exclusive.10. Get politicalKeep your political (and religious, for that matter!) views to yourself.Just think how much easier our work lives would be if everybody knew and followed these few easy rules.

A Natural History of the Dead essays

A Natural History of the Dead essays As one begins to dissect Ernest Hemingways short story A Natural History of the Dead, a great deal of meaning can be found through the situations he conveys. Through his commentary and the experiences of Mungo Park, much can be learned about Hemingways views and ideas. Upon quick read, one might think this is a simple-minded story about death and its place in history. However, it actually has a much deeper idea hidden in it. Hemingway is revealing to the reader how trivial death actually is. In fact, A Natural History of the Dead is completely irrelevant except to provide the reader with examples of how death is only a small part in the tremendously large scope of nature and the rest of the world. In his short story, Hemingway provides examples as to why death is just one facet in the big picture of life. Early in his story, Hemingway jump-starts the theme that is to be stressed through the rest of the short story by depicting many smaller experiences and cases. One such story is his description of dead bodies on the battlefield. He explains that one of the most surprising things seen on a battlefield is the paperwork scattered among the bodies. One does not remember the smell of the battlefield as much as the incredible amount of paper strewn about. By way of this example, Hemingway shows that even though a person might die, the rest of life, and everything that person has touched, goes on. After reading this particular part of the story, a real life example immediately came to mind. Throughout the September 11th disaster, it was common knowledge that many of the bodies of the deceased were never found, and most likely never will be. Yet, hundreds of thousands of documents proving these people had lived remain. Financial statements, tax returns, employment records, and so on were e verywhere to be found, but the body of the person often was not. Once again, it shows that death pales in comparison ...

A Perfect Response to an Imperfect Storm

A perfect response to an Imperfect storm Twelve days. That’s how long it took for Mississippi power to restore electric power to the heavily damaged areas of southern Mississippi after hurricane Katrina slammed into the Mississippi gulf coast on august 29, 2005, with 145-mph winds and pounding rain. That’s remarkable, given the devastation that news photos and television newscasts so graphically displayed. It’s something that even the federal and state governments could not accomplish. How bad was the damage company employees dealt with? One hundred percent of the company’s customers were without power.Sixty-five percent of its transmission and distribution facilities were destroyed. And yet, this organization of 1,250 employees did what it had to do, despite the horrible circumstances and despite the fact that more than half of its employees suffered substantial damage to their own homes. It speaks volumes about the cultural climate that the managers of Mississippi power had created. As a corporate subsidiary of utility holding company southern company, Mississippi power provides electric services to more than 190,000 customers in the Magnolia state. When Hurricane Katrina turned toward Mississippi. Managers at Mississippi power swung into action with a swift and ambitious disaster plan. After Katrina land fall, Mississippi power management team responded,† with a style designed for speed and flexibility, forget thing done amid confusion and chaos. † David Ratcliffe, senior executive of southern company said, â€Å"I could not be prouder of our response. † What factors led to the company’s ability to respond as efficiently and effectively and effectively as it did?Imagine this is your second day at work as a manager supervising a team of financial analysts in the major technology corporation. Your boss the chief financial officer, calls you in and asks you to have your team find â€Å"creative† ways of improving sales figures. Look back at the framework in exhibit 3-8 and think about the potential consequences as you decide which of the following option you will choose, and why. Option A: Call a meeting of your analyst team and present the boss’s request as a hypothetical challenge designed to sharpen their skills. Present the results to your boss without telling the team. Option B:Work by yourself to dream up a few outlandish, impractical ideas so you can avoid being seen as someone who is not committed to your company’s success. Option C: Privately discuss the situation with the human resources manager who hired you (or another manager you trust) and explain why you are concerned about your boss’s request. One key element is the company’s can-do organizational culture, which is evidenced by important values inscribed on employees’ identification tags â€Å"Unquestionable trust, Superior performance, Total commitment. † Because the values were visible daily, employees knew their importance.They knew what was expected of them, in a disaster response or in just doing their everyday work. In addition, through employee training and managerial example, the organization had, â€Å"steeped its culture† in Stephen covey’s book, The 7 habits of highly effective people. (The company’s training building – the covey Center-flooded during the storm. ) These ingrained habits-be proactive; begin with the end in mind; put first things first; think win/win; seek first to understand then to be understand; synergize; and sharpen the saw-also guided employee decisions and actions.Another important element in the company’s successful post-storm response was the clear lines of responsibility of the 20 â€Å"storm directors,† who had clear responsibility and authority for whatever task they had been assigned. These directors had the power to do what needed to be done backed by unquestionable trust from their bosses. Said one, †I don’t have to ask permission. † Finally the company’s decentralized decision making approach to contribute to the way in which employees were able to accomplish what they did. The old approach of responding to a disaster with topdown decision making had been replaced by decision making being push further down to the electrical substation level, a distribution point that serves some 5,000 people. Crews working to restore power reported to these substations and had a simple mission – get the power back on, â€Å"Even out –of –state line crews, hired on contract and working unsupervised, were empowered to engineer to there solutions. † What the crews often did to â€Å"get the power back on† was quite innovative and entrepreneurial.Would these stack holder change if there was a disaster to which company had to respond? Answer: Stakeholders are the groups and individuals who affect and are affected by the achievement of the organization’s mission, goals and strategies. Providing electric services to more than 190,000 customers in the Magnolia state is important to Mississippi power and stake holder. To provide electric services, to more than 190,000 customers in the Magnolia state; trust among stack holder is very important. Unquestionable trust, Superior performance, Total commitment will be the concern among the stake holders. Another important element is, clear lines of responsibility in case of stake holder. Yes, these stack holder change if there was a disaster to which the company had to respond. The reason behind it is, they learn a lot during the disaster and learn the importance of togetherness and planning. 2. What could other organization learn from Mississippi power about the importance of organization culture? Answer: There are so many lessons learned from the case of Mississippi power to all the organizations and individuals as well. The important learned is, to maintain the good culture of organization.Along with that, respect each other is one of the aspect all the organization can learn from Mississippi power case. Since, values were visible daily, employees knew their importance. Another point is, we should be ready with the disaster recovery plan and we should keep on working on that. One more point the other organization learn is, decentralized decision making approach to contribute to the way in which employees were able to accomplish what they did. Avoid responding to disaster with top down- decision making, instead; decision making being push further down ground level.

Internet as a Waste of Time Essay Example | Topics and Well Written Essays - 750 words

Internet as a Waste of Time - Essay Example Most people without internet are not able to receive news on time, and the much they receive compared to the amount accessed in the internet is very little. Most researchers, apart from their field or laboratory work, acquire statistics and facts via the internet. On the other hand, students, lecturers and persons get lots of information that they need easily from the internet instead of consuming much time in libraries searching for their preferred piece of work. Thus, from the internet, information access is easy hence saving time. Currently, businesses conduct their activities through the internet. This helps them save a lot of time. The major improvement in the business world is the online buying and selling of goods and services. For instance, boutiques display their products online using their blogs and interested customers shop online. This saves on time as in normal cases; customers are required to go to the boutiques to shop. Interviews in most businesses have gone online wh ereby the interviewees send their CVs and related documents hence the interviews take place. Therefore, much time consumption reduces. Internet use boosts Self-development. People are able to share their ideas and talents largely via internet. Talented individuals display their work in audio, video and written forms. They develop their talents and boost their esteem through the positive criticism they receive, for example like and comments. Civic awareness is important for all individuals and is widely gained through the internet. Civilization of individuals is automatic for internet users thus saving time on awareness campaigns. Internet sites enhance making friends, a major part of everyone, for example twitter. (Mark, 2006) in his article- â€Å"Scientists: Internet, Chat rooms Good for Teenagers.† published in the London Times quoted, â€Å"Regular users of teen chat rooms tend to be more engaged with their communities than the rest of their age group, and their online i dentities play an important role in the self-discovery of adolescence, researchers said† (Ward, 2008). The internet serves as a tool for communication. There are many internet sites for communication today such as facebook, twitter, my space and many more. Users reach each other both locally and internationally easily through the internet. This mode of communication saves money, as these sites are very cheap to access. Time is also highly saved, as the internet is fast and highly effective. For instance electronic mails.†The internet is not diminishing community activity, but simply transferring it to online communities.† (Justine, 2001), a professor of communication studies at Northwestern University said this. Internet is the utmost source of entertainment globally. Internet users access different forms of entertainment such as, music, movies, games and other exciting activities. People save time as people do not have to wait for the release of tangible forms of entertainment, that is compact discs, DVDs etc (Solove, 2007). The youth especially do not need to go out to dance clubs, cinema theatres, frequently to get entertained as internet offers them the source for their preferred choices. The use of internet has reduced manual labor force for many companies and industries. Hiring many employees is now an outdated practice thus saving time for interviews and money that used to pay the workers. Politically, online voting has reduced time wastage for both the government

Project Management Essay Example | Topics and Well Written Essays - 500 words - 3

Project Management - Essay Example Documentation is an important aspect of project management. Heerkens asserts, â€Å"Proper documentation is a crucial support function of project management†.2 Richman asserts that project management skills help the managers in completing the projects on time.3 After going through the Project Management Institute website, it becomes clear that PMI is dedicated towards providing worldwide advocacy for project management through highly recognized standards, research programs, and various development opportunities for project management professionals. One of the main aims of PMI is to bring cultural, educational, and social advancements through providing knowledge and understanding of various project management techniques to the professionals. Lewis asserts that the PMI has attempted to determine a minimum body of knowledge that is needed by a project manager in order to be effective.4 First one of the other project management websites, which I visited, was maxwideman.com. This website is designed to assist project managers in taking important decisions regarding different projects. Another website, Projecttimes.com, is one of the most popular online project management resource website and makes use of various articles, online training, white papers, and books to provide project management education to the users. If we talk about projectmanagement.com, we can say that it is a great website as it provides valuable and helpful project management content to the managers in the fields of construction, IT industries, and finance. Startwright.com is another leading reference website that is specifically designed to help information technology professionals in effectively carrying out various project management activities. Last one of the top five project management websites is projectsmart.co.uk. This website provides an important knowledge base in the shape of weekly u pdates, articles, and

Management Case Study on Sara Lee Corp Example | Topics and Well Written Essays - 1000 words

Management on Sara Lee Corp - Case Study Example What is your assessment of the long-term attractiveness of the industries represented by Sara Lee Corp’s business portfolio? Sara Lee Corp is represented in four industries: packaged meat products, retail coffee and tea, bakery products and household and body care products. In two of this industries, packaged meat products and retail coffee and tea, Sara Lee had huge market shares that is could leverage to sustain its profitability and thus retain their attractiveness. In the packaged meat industry Sara Lee held huge market shares in several categories within North America: 30% smoked sausage, 23% hotdogs, 14% lunch meat and 58% breakfast sausage (Thompson & Gamble, 2010). Given the aging of the US population and general mean rise in per capita incomes, we expect the demand for convenience food to remain high. In retail coffee and tea, Sara Lee held huge market shares in the US, a few European countries and Brazil. Furthermore, it also sold the most single-serving coffeemake rs in Europe. With the global retail coffee market expected to grow from $51billion in 2009 to $62 billion in 2013 we can presume the industry will remain very attractive to Sara Lee. The bakery products success was limited to Spain and the US. With Spain’s economy doing poorly and huge costs incurred in the US while to secure shelf space in US supermarkets we find the long-term attractiveness of this industry to be low. In the household and body care industry Sara Lee’s Kiwi harbors the greatest potential to long-term attractiveness given that it was the number one shoe care brand worldwide with a global market share of 30%. We believe that the firm could use the income it obtains from Kiwi to sustain the brand’s competitive advantage. What does a 9-cell industry attractiveness/business strength matrix displaying Sara Lee’s business units look like? What is your assessment of the competitive strength of Sara Lee Corp’s different business units? Sa ra Lee’s North American Retail division, North American Foodservice division and International Beverage divisions all have very high competitive strength largely because they have strong portfolio of market leading brands within industries that have been projected to grow in future. The global retail coffee market is expected to grow from $51-62 billion by 2013, and with ageing populations in US and Europe, we expect the demand for convenience food to also rise. We also see the company innovating in the meat business (e.g. in meat slicing) and offering complimentary products in its coffee business (single-serve coffee machines). Sara Lee could leverage its market share as bargaining power over its suppliers and customers or enter into alliances to strengthen it further. On the other hand, the North American Fresh Bakery division, International Bakery and the International Household and Body Care divisions are not as convincingly as strong as the other three divisions. North A merican Fresh Bakery has well performing brands and strong market share however; we are informed that its revenue arose when the company negotiated for increased shelf space at supermarkets and other selling stores. Assuming that â€Å"negotiating† for more shelf space implies extra costs we would expect less profits accruing to the company in this arrangement. The fact that Sara Lee has to negotiate for extra shelf space to improve its revenues lowers this division’

Geology Essay Example | Topics and Well Written Essays - 1250 words

Geology - Essay Example After miners have extracted the ores from the ground, they then refine them using other substances to remain with the valuable elements. Extraction and processing of these iron ores is an expensive venture but it largely depends on mineral concentration and the form it occurs in the ground. In order to establish if a mine is commercially viable, the engineers evaluate if it has substantial mineral and metal deposits whose proceeds will generate income over and above the mining costs. In mineral extraction, there are terms that help us understand this whole refining process. Industrial minerals are stones and other naturally occurring substances that are mined and processed because they have an economic value. This is because they are used to produce other compounds and objects that are used for technological advancements. Protolith is the original rock formation that is passed through a series of solutions to come up with the resultant mineral, the process of passing these rocks thro ugh water and other solutions through a chemical reaction is called metasomatism. Gangue is a term that refers to the parts of the ore left after minerals and metals have been extracted. It is the largest contributor to environmental concerns associated with mineral extraction since it forms large debris that is not easily disposed. They also contaminate water meant for commercial and domestic use when it comes into contact with. This is because it has other dangerous minerals which mix with water to form a harmful compound to animal and plant life (Middleton, 2003 p 56)2. Other gases are released to the atmosphere causing air pollution. Occurrences The earth is made up of three components; the air (atmosphere), water (hydrosphere) and land (lithosphere). Minerals form part of the soil underneath our feet. There are numerous geological reactions that happen underground that result in mineral formation and its contents largely depends on the amount of each element taking part in the process. The time taken to form these minerals also ensures huge deposits since some chemical reactions take time to reach full reaction. The time taken and amount of elements forming these minerals and metals determine the quantity and quality of eventual produce. Geologists then determine these considerations before engaging the authorities and locals in preparations for extraction. For instance, to extract commercially viable aluminium from the ground, its composition in the gangue should be at 8.2%, with an acceptable grade of 30%. It is at 5.6% and 50% for iron respectively (Mather, 1967)3. These metals exist in their mineral form in a variety of compounds shown by chemical formulas. Table 1: Mineral occurrences of famous metals Mineral Metal Mineral formula Galena Silver Ag Native gold Gold Au Azurite Malachite Chalcopyrite Copper (exists in three forms) Cu3(CO3)2(OH)2 Cu2CO3(OH)2 CuFeS2 Haematite Magnetite Pyrite Iron(exists in three forms) Fe2O3 Fe3O4 FeS2 Galena Lead PbS Ca ssiterite Tin SnO3 Cinnabar Mercury HgS Geological distribution These metals exist in the ground as sulphides, sulphites, sulphates, silicates and oxides. The choice of chemicals used in purification stage depends on the form parent metal exists in. Copper exists in three forms (Cu, Cu2 and CuO) and together with iron, are mostly found in carbonate rocks which are formed through a prolonged process of chemical reactions. These metals are also found in sandstones and shales which are sub-crustal rock formations (Press, 2004 p 71)4. Evaluating mineral deposits across the globe is an arduous task since it is difficult to effectively determine the presence of a metal in geographically expansive

An overview of YouTube Essay Example | Topics and Well Written Essays - 1250 words

An overview of YouTube - Essay Example An overview of YouTube â€Å"YouTube was founded by three former PayPal employees, who, witnessing the boom of online grassroots video, realized the need for a decent service that made the process of uploading, watching and sharing videos hassle-free† (Yadav). It was on February 15, 2005 that they registered the domain YouTube. In the initial periods YouTube came out with many contests in order to publicize the domain. The major target of YouTube was teenagers and college students. They offered attractive gifts for the winners of the contest. This created more traffic in the website. A person can watch the videos in YouTube even without registering. But if he intends to upload a video into YouTube, he should at first create an account with it. Both signing up process and uploading video are made simpler than what was during the initial stages. YouTube uses Adobe flash technology for enabling the videos to be watched on the internet. YouTube and Web 2.0: Web 2.0 is referred to as the network of websites that are used regularly by ordinary users. The ordinary users of the web are referred to the students, hobbyists, diarists etc. The ordinary users express themselves through their avatar in various social networking sites and blogs. â€Å"You can visualize Web 2.0 as a set of principles and practices that tie together a veritable solar system of sites that demonstrate some or all of those principles, at a varying distance from that core† (Tim). Thus they look for an opportunity to express them through internet.

Management Case Study on Sara Lee Corp Example | Topics and Well Written Essays - 1000 words

Management on Sara Lee Corp - Case Study Example What is your assessment of the long-term attractiveness of the industries represented by Sara Lee Corp’s business portfolio? Sara Lee Corp is represented in four industries: packaged meat products, retail coffee and tea, bakery products and household and body care products. In two of this industries, packaged meat products and retail coffee and tea, Sara Lee had huge market shares that is could leverage to sustain its profitability and thus retain their attractiveness. In the packaged meat industry Sara Lee held huge market shares in several categories within North America: 30% smoked sausage, 23% hotdogs, 14% lunch meat and 58% breakfast sausage (Thompson & Gamble, 2010). Given the aging of the US population and general mean rise in per capita incomes, we expect the demand for convenience food to remain high. In retail coffee and tea, Sara Lee held huge market shares in the US, a few European countries and Brazil. Furthermore, it also sold the most single-serving coffeemake rs in Europe. With the global retail coffee market expected to grow from $51billion in 2009 to $62 billion in 2013 we can presume the industry will remain very attractive to Sara Lee. The bakery products success was limited to Spain and the US. With Spain’s economy doing poorly and huge costs incurred in the US while to secure shelf space in US supermarkets we find the long-term attractiveness of this industry to be low. In the household and body care industry Sara Lee’s Kiwi harbors the greatest potential to long-term attractiveness given that it was the number one shoe care brand worldwide with a global market share of 30%. We believe that the firm could use the income it obtains from Kiwi to sustain the brand’s competitive advantage. What does a 9-cell industry attractiveness/business strength matrix displaying Sara Lee’s business units look like? What is your assessment of the competitive strength of Sara Lee Corp’s different business units? Sa ra Lee’s North American Retail division, North American Foodservice division and International Beverage divisions all have very high competitive strength largely because they have strong portfolio of market leading brands within industries that have been projected to grow in future. The global retail coffee market is expected to grow from $51-62 billion by 2013, and with ageing populations in US and Europe, we expect the demand for convenience food to also rise. We also see the company innovating in the meat business (e.g. in meat slicing) and offering complimentary products in its coffee business (single-serve coffee machines). Sara Lee could leverage its market share as bargaining power over its suppliers and customers or enter into alliances to strengthen it further. On the other hand, the North American Fresh Bakery division, International Bakery and the International Household and Body Care divisions are not as convincingly as strong as the other three divisions. North A merican Fresh Bakery has well performing brands and strong market share however; we are informed that its revenue arose when the company negotiated for increased shelf space at supermarkets and other selling stores. Assuming that â€Å"negotiating† for more shelf space implies extra costs we would expect less profits accruing to the company in this arrangement. The fact that Sara Lee has to negotiate for extra shelf space to improve its revenues lowers this division’

An overview of YouTube Essay Example | Topics and Well Written Essays - 1250 words

An overview of YouTube - Essay Example An overview of YouTube â€Å"YouTube was founded by three former PayPal employees, who, witnessing the boom of online grassroots video, realized the need for a decent service that made the process of uploading, watching and sharing videos hassle-free† (Yadav). It was on February 15, 2005 that they registered the domain YouTube. In the initial periods YouTube came out with many contests in order to publicize the domain. The major target of YouTube was teenagers and college students. They offered attractive gifts for the winners of the contest. This created more traffic in the website. A person can watch the videos in YouTube even without registering. But if he intends to upload a video into YouTube, he should at first create an account with it. Both signing up process and uploading video are made simpler than what was during the initial stages. YouTube uses Adobe flash technology for enabling the videos to be watched on the internet. YouTube and Web 2.0: Web 2.0 is referred to as the network of websites that are used regularly by ordinary users. The ordinary users of the web are referred to the students, hobbyists, diarists etc. The ordinary users express themselves through their avatar in various social networking sites and blogs. â€Å"You can visualize Web 2.0 as a set of principles and practices that tie together a veritable solar system of sites that demonstrate some or all of those principles, at a varying distance from that core† (Tim). Thus they look for an opportunity to express them through internet.

STI College Essay Example for Free

STI College Essay First of all, we would like to thank God for his help on our project, because without Him and His omnipotence this would be really impossible. Secondly, we would like to acknowledge the participation of the faculty and registrar. We would also like to extend their gratitude to the respondents during the data gathering. Also, the resource persons, our adviser, Mr.Bernjiber Silva who guides in terms of the development of the system documentation, and with the help of the 2nd year IT Students. 1.0 Introduction This generation is intensely attached with technology. Almost everything can be done with technology. Technology for the users provides good consolation and solace. Many await the enrollment schedule of the school they are studying in. Enrollment is an exciting day for every student in elementary, high school, or colleges. It is the most expected activity after summer vacation. But contrary to the expectations of the enrollees, enrollment has posed problems and hassles because it has become tedious and taxing. Sometimes the students’ leave it to their parents and other members of the family to enroll them. The unsystematic procedure of school during enrollment is now dreaded by them. Instead student enrollees have to stand and wait of finishing it in an hour or two, sometimes students are made to come back the next day or even after a week so that they can be officially enrolled. The latest Student Enrollment Systems include features such as computerized registration forms, enrollment forms and safer data keeping. Almost all aspect of the industry prefers computerized systems because of its greater offers and services. The system is now greatly recognized. Furthermore, the demand for better Student Enrollment Systems also increases. Enrollment is the process of entering and verifying data of student to register on particular school. Different interrelated processes build up enrollment procedures called Enrollment System (ES). ES are used particularly in recording and retrieving student’s information. Tracking student’s information is also one feature of ES, in which the school can trace the standing of a student. Verifying payments was also added to update or browse student’s billings. Enrollment System is a good example of a computer generated process. This can lessen the workload and provides accurate information needed of the school. As a result, it will benefit not only the student but the administration as a whole. Of course, Enrollment System is very essential in a school. 1.1 Background of the Study The purpose of this study is to fulfill a better system that will serve as a more reliable tool in registering and enrolling students in an institute. The study is to show the innovation of registration and enrollment systems from traditional to high-end technology. The study also serves the purpose of revealing the mechanics of the said system. Student Enrollment System includes a computerized registration and enrollment form which provides ease to clients and better management and maintenance of data in a reliable database. 1.2 Statement of Objectives 1.2.1 General Objectives 1. To come up with a functional enrollment system that will allow users to in the comforts of the in house facility and also allow the administrators to keep track and maintain information and data that was gathered from the submitted forms. 1.2.2 Specific Objectives 1. To make a system that is easy to use for the user to input information. 2. To retrieve data of the user in the Enrollment System database. 3. To update information of the user immediately. 1.3 Significance of the Study The study is significant for the innovation of manual ways of registration and enrollment to a higher-end technology. It is significant to the registrars, faculty and students of the institution that will use the system. The study is significant in many ways. It provides a clear definition of its functions. The study will define the advantages with the use of the proposed system. It will identify new possibilities that may help ease workloads. It will serve as an instrument to entice more people to recognize and use such system. This study helped the school regarding their enrollment transactions and activities. The proposed design aimed to benefit the school in their enrollment facilities such as maintaining the files, assessment of fees and especially the Enrollment System itself. 1.4 Scope and limitation of the Study The proposed computerized enrollment system design covered the major processes namely: registration of the current and incoming students, class scheduling and sectioning, assessment of fees, files maintenance and reports needed (registration form, assessment slip, student master list, and other forms and reports essential to design). In addition, requisites for new student (Birth Certificate, Good Moral Character and Form 138) will be recognized in system design database by checkbox. Since one of the specific objectives of the proponents is to improve computer literacy of the community of NSI, the design system would allow four user accounts which are the Student, Accounting, Registrar and Directress The system includes a computerized registration and enrollment form. It allows users to fill in the form and submit. It allows the administrator side to retrieve information. It can severely reduce the amount of duplicate effort required for multi-enrollees. It also allows users to view whether their information has been passed. However, the system is not web based. It cannot be altered or modified by the users. It cannot show the results instantly to users. Users may not remove or delete their information once theyve been passed. 2.0 Methodology of the Study In this chapter, we have recognized the phases needed for the implementation of the Enrollment System. The methodology was referred as the waterfall model. It describes the steps taken in the development of the enrollment system. Requirements: = We have to find a suitable algorithm to come up with an effective enrolment system. -Testing the effectiveness and accuracy of the new system. Look for the design of the proposed system. Design: We have to create a effective design for the main screen that allows the user to create an account and fill up and submit forms such as the registration and enrollment forms. Verifications: Testing-This is the part where in we have to test whether the system is accurate or not. Debugging- modification is needed if has defects of the function codes. Maintenance -keeping the system running productively for over years. 2.0 Data Gathering Procedures and Output We researchers have prepared an interview with a proponent. The interview served as the basis for the creation of the function of the system. We planned to gather enough information and skills in building and creating good databases and well-organized interface through organize interview. Through internet, we also gather some information and advices that will help our system be effective.

Effect of Different Leadership Styles on Organisation

Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no Effect of Different Leadership Styles on Organisation Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no