Read the chapter 8-9 from this book Indian Art, rev. ed., by Roy Assignment

Read the chapter 8-9 from this book Indian Art, rev. ed., by Roy Craven - Assignment Example According to Jonathan, the Ise shrine played an important role in the architectural structures developed in the Japanese culture after the World War II. The Japanese modernists have been seen to be the original heirs to the cultural legacy that is related to the Ise shrine. Ise which is a model of the architecture of the Japanese brought the Shinto shrine at Ise into limelight during the post war period. Therefore, after the World War II, the Ise as a symbol of religious site and also a symbol based on imperial institution changed to be an aesthetic contemplation object (Gardner et al 534). Photography played a major role in catalyzing the transformation of this site. Yoshio’s photographs that are exceptional gave an insight of shrine complex when viewed from the inside. This brought down the visual and spatial barriers that once existed when the shrines were considered to be regiopolitical aura. As a result, this has changed the nationalistic rhetoric shrill that existed during the World War II to the shrine being becoming a public institution (Gardner et al 534). According to Jonathan’s argument, modernists have embraced the fact that shrines at Ise came into being during the World War II and maintains historical legacy that is complex in nature and is related to the Japanese culture. The history from the shrine has emanated into new cultural practices. The religious practices like Ise being a site for the key purpose of worship of the divine ancestors has since changed to the aesthetic value used architectural

Credibility of International Human Rights Organizations Term Paper

Credibility of International Human Rights Organizations - Term Paper Example The organizations play their roles through mobilizing people and confronting any institution or individuals who are acting in an injustice or inhuman manner, thus jeopardizing the dignity of humanity. The International Human Rights Organizations monitors basic human right issues all over the world and promote their views on such issues (Barsh, 113). They undertake their responsibilities through lobbying and advocacy, trying to convince the United Nations as well as other national governments to adopt their established policies on human rights and freedoms (Emilie and Kiyoteru, 407). Such International Human Rights Organizations have observers in many regions of the world where they monitor and give their views on the violation and abuse of human rights in those regions. To protect and promote human rights the world over, such organizations collaborates with other regional and locally based organizations, as well as human rights defenders, to mobilize, lobby and advocate for non-viola tion of basic human rights by governments and other institutions (James and Peter, 276). However, the idea of human rights protection have been overemphasized in the last two decades, with human rights organization taking the center stage in running the affairs of the people. More than ever in the world, human rights organizations have been integrated in each aspect of a countries affair, having the media focus on them and huge budget allocations channeled towards them (Emilie and Ron, 375). The support for human rights organization has been immense from the public, since they perceive such organizations as their protector against the violations of their basic freedoms and rights by the government. Therefore, human rights organizations have become an effective platform through which people advocate for their rights and seek redress whenever their freedoms and rights are violated. Thus, the reputation of International Human Rights Organizations has grown bigger than of many other lea ding corporations (Emilie and Kiyoteru, 407). Though in the 1970s such organizations were excluded in the main global policy circles, these has changed with any policy involving finance, security and power incorporating these organizations at the center stage of such issues. Thus, human rights have been integrated in the global culture, where every aspect of human interaction has to be aligned based on the policies and views promoting human rights and freedoms. Social change in the developing world is greatly imparted by the International Human Rights Organizations, as any aspect of social change in such countries has to be monitored and assessed based on how it suits the established policies by these organizations. For such organizations, two basic issues are fundamental for their success in actively playing their roles. The first of this fundamental task is to persuade the political, social, and economic elites that human rights are universal and desirable for all, and thus they s hould be promoted at whatever cost (Emilie and Ron, 375). This can be achieved through having politicians and other social elites prioritize human right issues in their meetings and forums. Journalists and bureaucrats have an enormous role to play in promoting these issues through articulating them in media. The second tasks are translating the human rights language and policies into a reality and have such

Adhering to various articles of the uniform code of military justice Essay Example for Free

Adhering to various articles of the uniform code of military justice Essay Today’s Articles of the Uniform Code of Military Justice is the result of a long history of advances in the rights of military personnel in which duty, obligation, and consequences are spelled out. It is the responsibility of every member of the armed services to keep this in mind and to embrace the Articles of the Uniform Code of Military Justice as a guide for appropriate behavior. The precursors to the Articles of the Uniform Code of Military Justice (UCMJ) include the Articles of War (1912-1920), The Elston Act (1948), and The Morgan Draft of 1949, each of which significantly furthered the rights of military personnel while securing the equitable application of justice (Articles of War; Elston Act; Uniform Code of Military Justice). Given the long history of the UCMJ, and the number of revisions that have taken place in order to create the modern Articles of the Uniform Code of Military Justice, military personnel should remember and respect the efforts that were put forth to ensure their protections while serving in the military. All personnel should value the efforts of their predecessors by acting in accordance with the Articles of the Uniform Code of Military Justice. As a dedicated soldier in the Military of the United States of America, it is my duty to adhere to the Articles of the Uniform Code of Military Justice so that I might best represent myself, my Company, and my Country, and I failed in this duty on October XX, 2006 when I did not report to a special work detail. This was an unfortunate event that I should have avoided, and having reflected on the situation, I see that I erred in several respects. In the future, I shall avoid repeating such actions as it is not my intent to perform or reflect poorly on the military, my fellow soldiers, or myself. Although I failed to report to the special work detail, and violated a number of the Articles of the Uniform Code of Military Justice, it was not my intent to ignore my duties or act in a manner that, in retrospect, might be viewed as a lack of effort and dedication on my part as well as, perhaps, being viewed as a general disrespect for my fellow officers. I offer no excuse; however, it is my hope that a brief explanation of the situation will show that I did attempt to fulfill my obligations and that I now understand that my actions should have been different. On October XX, 2006, I made an error by arriving to the designated special work detail location one hour in advance of the actual starting time; this error on my part was due to a simple miscommunication. While the miscommunication itself was an event that was primarily out of my control, my actions following my early arrival could have been different. Instead of making every effort to assure that I was at the correct location and had reported at the correct time, I simply returned home. This was not the best choice, and I regret having erred in this way. I compounded this initial error in judgment by assuming that shortly after leaving the special work detail site that I would be contacted via telephone and informed about where and when I was actually to report. This phone call never came, and I made yet another poor choice in not following up on this on my own. Having thought my actions over, I see clearly that as a member of the armed services, I may be faced with occasional miscommunications. I am aware, now, that it is my responsibility to (when possible and appropriate) confirm my assignments with my fellow soldiers to avoid such miscommunications, and if faced with a situation as was the case on October XX, 2006, it is my duty to do everything in my power to ascertain what my obligations are. The Uniform Code of Military Justice can be viewed as â€Å"the foundation for the United. States military justice system,† and as a member of the Armed Forces, it is important that I respect and follow the Code’s Articles without fail (Index Legislative History of the UCMJ). I showed poor judgment and an overall lack of respect for myself and my fellow soldiers on October XX, 2006 when I failed to report for a special work detail. This was a failure on my part that occurred as a result of a series of poor choices that I made, and I regret having acted in this manner. When I did not appear for the special work detail on October XX, 2006, I violated several Articles of the Uniform Code of Military Justice, and in so doing, I did not do my best in representing myself, my Company, or my Country. I am well aware that there are no valid excuses for my actions, and I intend to do my best not to exhibit further incidents of poor judgment. It is my goal to perform my duties at all times to the best of my abilities, and in a manner that reflects positively on me, my Company, and the United States of America. Violating any of the Articles of the Uniform Code of Military Justice contradicts my intentions, and I regret my actions. Missing the special work detail on October XX, 2006 means I failed to appear at my appointed place of duty at the appointed time which was a violation of Article 86 of the Uniform Code of Military Justice: Absence Without Leave (Powers, Article 86). This action was not appropriate, and I should have made every effort to ascertain when and where I was to have reported. Special work details are a regular part of a soldier’s responsibilities, and by not reporting on October XX, 2006, I let myself and my company down. Obviously, my not being present meant the other members of my work detail had to take up the slack for my not being present: they became responsible for performing my share of the work. This is contrary to my training, and it is contrary to my duties as a soldier. I realize that as a member of a team, my role is one that I must take seriously, and I cannot let the other members of my team down or threaten my team’s ability to succeed by failing to uphold my portion of any given task. This is what happened on October XX, 2006, when I failed to report to the special work detail. This was an action I regret, and one I hope not to repeat. The United States Military relies on each and every one of its members to report to duty fully prepared to perform and in a manner timely enough to perform as required, and because each soldier depends on his fellow soldiers, it is important that no one be absent without leave. It is also possible that one soldier’s failure to report makes more difficult or prevents the ability of other members of his Squad, Platoon, or Company to perform their assigned tasks, and this could create a number of negative consequences that do not reflect well on anyone. I understand that my failing to report where I was required to do so and when I was required to do so on October XX, 2006 when I missed the special work detail was a violation of Article 86 of the Uniform Code of Military Justice: Absence Without Leave, and that this showed a lapse in judgment which should not be repeated in the future. I intend to avoid further violations of this Article as I understand that this failure reflects poorly on the United States of America, the Military, my Squad, Platoon, or Company, and myself. Special work details are often assigned as part of my obligations as a soldier, and by choosing not to report on October XX, 2006, I failed to obey the order of a superior commissioned officer which is a violation of Article 90 of the Uniform Code of Military Justice: Willfully Disobeying a Superior Commissioned Officer (Powers, Article 90). This was disrespectful, and I regret my actions. I am well aware of the importance of following orders, and it was not my intent to fail to do so. The importance of the Chain of Command cannot be over-emphasized. Each member of a Squad, a Platoon, or a Company must know his role and fulfill it without fail. The Chain of Command provides an easy means by which individuals can work together towards a shared goal while avoiding undue confusion whether completing tasks that are simple or completing tasks that are extremely complex. Superior officers give orders to those under their command to ensure that shared goals are met based on the appropriate and necessary actions of their subordinate personnel. I did not fulfill my role, and in failing to do so, I let myself and those who depend on me down, and I may have cast doubt on whether or not others can rely on me in the future. In addition, my inaction in this situation most likely created a hardship on the other members of my Squad, Platoon, Company by requiring that they do extra work. I understand that my failure to follow the orders of a superior was inappropriate, and not in the best interests of myself or my fellow soldiers, and that further violations of Article 90 of the Uniform Code of Military Justice: Willfully Disobeying a Superior Commissioned Officer are not in my best interest. Having thought about this, I see clearly that I should have done everything in my power to fulfill my obligations and to avoid the appearance of disrespecting my superior officer by failing to report as ordered. I failed to appear at my appointed place of duty when I missed a special work detail on October XX, 2006. This was a violation of Article 92 of the Uniform Code of Military Justice: Failure to Obey an Order or a Regulation (Powers, Article 92). This was an error on my part that I regret and intend to avoid in the future. As a proud and dedicated member of the United States’ Armed Services, I do not have the luxury of deciding whether or not I will abide by an order or a regulation. My job is not to decide whether or not I want to do something; my job is to do what I am ordered to do when I am ordered to do it. It is my responsibility to understand that I play a role in a team, and that my failing to perform my part of a task assigned to the team I am a part of puts all members of that team at risk of failing. In failing to report to the special work detail on October XX, 2006, I let myself and my fellow soldiers down, and I showed poor judgment. Every Company needs order, and the surest way to ensure that individuals come together to form a cohesive group is to establish regulations that must be followed. By failing to report to my special work detail on October XX, 2006, I jeopardized the cohesion of my group, and I brought into question the degree to which I might be relied upon in the future. After thinking about my actions and the effect that my lack of following through had, I regret not having done more to ensure that I knew where and when I was supposed to report on October XX, 2006. I understand that my failure to report to the special work detail on October XX, 2006 was equivalent to failing to obey an order and reflected poorly on myself and my fellow service members, and that violating Article 92 of the Uniform Code of Military Justice: Failure to Obey an Order or a Regulation does not cast me in a positive light. Because it is my desire to perform all of my duties to the best of my abilities, I regret my actions and hope not to repeat a similar error. My failing to report to the special work detail on October XX, 2006 was in flagrant disregard of good order and discipline and was detrimental to the overall well-being of the command with which I am associated. This was a violation of Article 133 of the Uniform Code of Military Justice: Conduct Unbecoming an Officer and a Gentleman (Powers, Article 133). I now see clearly that missing my assigned task was an error in judgment on my part, and I intend to do everything in my power to avoid a repeat of this error. As a dedicated representative of the United States of America, it is my duty, my responsibility, and my desire to conduct myself in a manner that represents me, my command, and my country in the most positive light possible. When I missed the special work detail on October XX, 2006, I shed negative light on all facets of the Military, and I regret this. Military Units function best when all of their members work in unison towards a common goal, and my missing the special work detail on October XX, 2006 reflects a lack of discipline and an unwillingness to keep good order, both of which are detrimental to my well-being and that of the members of my Company as well as violating Article 133 of the Uniform Code of Military Justice: Conduct Unbecoming an Officer and a Gentleman. It is not my intent to tarnish the image of the Military of the United States of America, and as a representative of the Armed Forces, my failing to report to the special work detail on October XX, 2006 did just that. This is an action I regret. I neglected my duty to the prejudice of good order and discipline in the Armed Forces when I chose to miss the special work detail on October XX, 2006. This action constituted a violation of Article 134c of the Uniform Code of Military Justice: Disorder and Neglect to the Prejudice of Good Order and Discipline (Powers, Article 134c). It also created a hardship to my fellow soldiers and threatened the proper, timely completion of the task at hand. This discipline of a soldier is only truly challenged when he is faced with a duty he does not want to perform. Because the good order of a Squad, a Platoon, or a Company often depends on the discipline of each of its individual members, it is imperative that every single soldier practices good discipline at all times, especially when circumstances challenge what he wants to do with what he must do. When one soldier fails to put his personal desires aside, it shows a lack of respect towards his fellow soldiers, and it may have the additional adverse effect of tempting others to disobey orders as well. Having thought about my actions, I see that my failing to report on October XX, 2006 did just this, and I regret my actions and the effect they may have had on others. I understand that my actions do not reflect well on my desire to uphold good order or discipline, that they cast a negative light on me and my Company, and that further violations of Article 134c of the Uniform Code of Military Justice: Disorder and Neglect to the Prejudice of Good Order and Discipline are not in my best interest. It is my intent to keep this in mind and in the future, to act with a greater degree of appropriate decision-making. I fully appreciate the historical significance of today’s Uniform Code of Military Justice, and my responsibility as a proud and dedicated member of the United States Armed Services to adhere to its Articles. I understand that my actions on October XX, 2006 when I failed to report to my special work detail appears to be an indication on my part of a lack of respect for the UCMJ, the basis of the military justice system, and that in skipping my special work detail on October XX, 2006, I violated Article 86 of the Uniform Code of Military Justice: Absence Without Leave; Article 90 of the Uniform Code of Military Justice: Willfully Disobeying a Superior Commissioned Officer; Article 92 of the Uniform Code of Military Justice: Failure to Obey an Order or a Regulation; Article 133 of the Uniform Code of Military Justice: Conduct Unbecoming an Officer and a Gentleman; and Article 134c of the Uniform Code of Military Justice: Disorder and Neglect to the Prejudice of Good Order and Discipline. Having taken time to reflect upon my actions, I see clearly that regulations are in place to assist me, as a soldier, in performing my duties in the manner that best suits me individually and my fellow soldiers as a whole, and that in failing to report to my special work detail on October XX, 2006, I let myself and those who count on me down. This lapse in judgment reflects poorly on me, on my Company, and on the United States of America, and I intend to avoid any similar events in my future, so that I might reflect the attitude of the proud, dedicated soldier that I am to those with whom I serve. R eferences Articles of War (1912-1920). , The In Military Legal Resources.Library of Congress. U. S. Govt. Retrieved August 29, 2006, from http://www. loc. gov/rr/frd/Military_Law/AW-1912-1920. html. Elston Act (1948), The. In Military Legal Resources. Library of Congress. U. S. Govt. Retrieved August 29, 2006, from http://www. loc. gov/rr/frd/Military_Law/ Elston_act. html. Index Legislative History of the UCMJ (1950). In Military Legal Resources. Library of Congress. U. S. Govt. Retrieved August 29, 2006, from http://www. loc. gov/rr/ frd/Military_Law/index_legHistory. html. Pound, Edward T. (2002, December 16). Creating a code of justice. History. U. S. News World Report. Retrieved August 30, 2006 from http://www.usnews. com/usnews/ news/articles/021216/16justice. b. htm. Powers, Rod. Punitive Articles of the UCMJ: Article 86—Absence without leave. Retrieved August 29, 2006, from http://usmilitary. about. com/od/punitivearticles/a/mcm86. htm. Powers, Rod. Punitive Articles of the UCMJ: Article 90—Assaulting or willfully disobeying superior commissioned officer. Retrieved August 29, 2006, from http://usmilitary. about. com/od/punitivearticles/a/mcm86. htm. Powers, Rod. Punitive Articles of the UCMJ: Article 92—Failure to obey order or regulation. Retrieved August 29, 2006, from http://usmilitary. about. com/od/punitivearticles/ a/mcm92. htm. Powers, Rod. Punitive Articles of the UCMJ: Article 133—Conduct unbecoming an officer and gentleman. Retrieved August 29, 2006, from http://usmilitary. about. com/od/ punitivearticles/a/mcm133. htm. Powers, Rod. Punitive Articles of the UCMJ: Article 134—General article. Retrieved August 29, 2006, from http://usmilitary. about. com/od/punitivearticles/a/134. htm. Uniform Code of Military Justice; Text, References and Commentary Based on the Report of the Committee on a Uniform Code of Military Justice to the Secretary of Defense [the Morgan Draft] (1949). In Military Legal Resources. Library of Congress. U. S. Govt. Retrieved August 29, 2006, from http://www. loc. gov/rr/frd/Military_Law/morgan. html.

Theories of Leadership and Motivation

Theories of Leadership and Motivation Introduction: Leadership is the character which every organisation wants to see in their staff and the person who is self motivated and who can motivate the team members become a good manager. Leadership is nothing but inspiring the team leader is the one who does it, inspiration is nothing but motivation. So leadership and motivation is a chemistry which can take any difficult task to success. The leadership and motivation chemistry is mostly helpful in management sector whether it is in business or in the team; every individual posses leadership but the one who practices on the go become a perfect leader. The main aspect a leader consists is a vision for the certain purpose. When a task or project is taken over by a company the company searches for a leader who posses knowledge on the project and vision how to develop the project, make use of colleagues and give the organisation a profit on it. A leader tends to influence the task to be continued and change to be taken place to make the organisation profitable. There are several theories on leadership by great leaders some of them say that leadership is an action not position or person. These theories help to prepare a perfect leader, all these theories are proposed and practiced by great leaders and managers but latest management considers a leader who follows his role. Leadership theories: Considering leadership reveals school of thought giving different leadership theories such as Great Man theory, trait theory, behaviourist theory, situational leadership theory, contingency theory, transactional theory and transformational theory. Great man theory is the one proposed before twentieth century where it says that leaders are born with the talent and leader should be a man this lead to the next theory trait theory. Trait theory: The trait theory rose from the concepts of the Great Man approach. This theory leads to identify the important characteristics of a successful leader. The people who got the characters as defined by the traits approach are isolated or shortlisted and those are recruited as leaders. This type of approach was mostly implemented in military and still used in some of the area. According to the trait theory the person who got the following skills is said to be a trait. Ambitious and success oriented Adaptable to all kinds of situations Co operative to all the members in the organization Highly active or energetic Dominative Good decision making ability Self-confident Adaptable to stress conditions and Dependable. These are the characters which make a person trait and they should posses some skills which are Skills Intelligent Skilled conceptually Creative Fluent in speaking Tactful Self motivated and self belief Skilled socially When these kinds of skills and characters are identified in the person, the person is recruited in the team. Behavioural theory: The trait study doesnt give any conclusive results and it was hard to measure some more critical issues such as honesty, integrity and loyalty. This leaded the attention to be diverted on to the behaviour theories. The behaviour theory focuses on human relationship and success performance as well. According to behavioural theory the manager believes that the working environment should be like an entertainment place where the expenditure of mental and physical efforts is treated to be play and rest. The idea of manager is an average person not only learns to accept but also seek responsibility. The people will automatically learn to exercise self-control and self direction to achieve the goal or target. The organizational problems can become imaginative and creative. Contingency theory model: This theory illustrates that there are many ways for the manager to lead the team to get best outcome. According to the situation the manager can find a best way to get the best outcome. Fiedler worked on contingency theory according to that he looked for three situations which define the condition of a managerial task. Leader and team member relationship Work structure or project structure Position and power The manager should maintain relation with their team members to get along and create confidence and make them feel free to think about the task and give their ideas to help the task to be finished. Project structure is the job highly structured or unstructured or in between. The power shows how much authority a manager does posses. This theory rates the manager whether the manger is relationship oriented or task oriented. The task oriented managers gets success in such situations where there is good leader and team member relationship and structured projects or tasks doesnt matter whether the position power is weak or strong. And get success when the project is unstructured and does have any sort of good vision by having a strong power and position. The variables which affect the task such as environmental variables are combined in a heavy some and differentiated as favourable and unfavourable situations. The task oriented management style depends on the favourable and unfavourable environment variables but the relationship management style stays in the middle by managing or changing the variables to accumulate with their style. Both styles of managements got their sides to be good when all the performance and team work well in the tasks. There is no good or bad management in these two managements. Task motivated management style leaders do best when the team performs well and they are good in achieving good sales record and performance better than their competitor where as the relationship oriented leaders are helpful to gain positive customer service and build a positive image to the organisation. Transactional and transformational leadership: Transformational leadership is a relationship of mutual simulation and elevation that converts the followers in to leaders and may convert leaders into moral agents Transformational leadership is communicating with the leaders and the team members to take them to higher level something like a leader can become a moral agent and the follower can become a leader. Transactional leadership technique builds the person to finish the certain task such as job done for the time being. Some of the differences between transactional and transformational leadership are Transactional style of leadership builds a man to complete a certain task where as transformational styles builds a member to become a leader. This focuses on task completion and tactical style of management where as transformational leadership focus on strategies and missions. These are some theories of the leadership which shows how a leader act on different situations and how different leaders behave to get success in the organization. Motivation in Management: Theories of motivation: The theories of motivation can be divided into 3 broad categories. Reinforcement theories emphasize the means through which the process of controlling an individuals behavior by manipulating its consequences takes place . Content theories focus primarily on individual needs the physiological or psychological deficiencies that we feel a compulsion to reduce or eliminate. Process theories focus on the thought or cognitive processes that take place within the minds of people and that control their behavior. Early Theories of Motivation: Hierarchy of Needs Theory Theory X and Theory Y Motivation-Hygiene Theory Contemporary Theories of Motivation: ERG Theory McClellands Theory of Needs Cognitive Evaluation Theory Task Characteristics Theories Goal-Setting Theory Equity Theory Hierarchy of Needs Theory: Abraham Maslow hypothesized that within every human being there exists a hierarchy of five needs: Physiological. Safety. Social. Esteem. Self-actualization. Maslow then categorized these 5 needs into lower-order needs and higher-order needs.Lower-order needs are needs that are satisfied externally: physiological and safety needs.Higher-order needs are needs that are satisfied internally (within the person): social, esteem, and self-actualization needs. Theory X and Theory Y of Douglas McGrogor: McGregor concluded that a managers vision of the nature of human beings is based on a certain blend of assumptions and that he or she tends to mold his or her actions toward subordinates according to these assumptions: Employees naturally dislike work and, whenever possible, will attempt to avoid it Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals Employees will avoid responsibilities and seek formal direction whenever possible Motivation-hygiene Theory: According to Herzberg, the factors leading to job satisfaction are dividing and distinct from those that leads to job dissatisfaction. Hygiene factors include factors such as: company policy and administration, supervision, interpersonal relations, working conditions, and salary. Motivator factors include factors such as: attainment, recognition, the work itself, responsibility and growth. Hygiene Factors Company rule and management; Supervision; association with supervisor; Work circumstances; Salary; Relationship with peers; Personal life; association with subordinates; Status; Safety Motivator Factors: attainment credit; Work itself; Responsibility; progression; Growth Contemporary Theories of Motivation: ERG Theory: ERG Theory proposed by Clayton Alderfer of Yale University: Alderfer fights that there are three groups of core needs: Existence Relatedness Growth Existence group is worried with providing our basic material existence requirements. Relatedness group is the desire we have for maintaining important interpersonal relationships McClellands Theory of Needs: McClellands theory of needs focuses on three needs: Achievement Power Affiliation Cognitive Evaluation Theory: Allocating extrinsic rewards for behaviour that had been previously intrinsically rewarded tends to decrease the overall level of motivation. (This concept was proposed in the late 1960s.)The interdependence of extrinsic and intrinsic rewards is a real phenomenon Task Characteristics Theories: These theories seek to identify task characteristics of jobs, how these characteristics are combined to form different jobs, and their relationship to employee motivation, satisfaction, and performance. Goal-setting theory: Specific and difficult goals lead to higher performance. Feedback leads to higher performance than non-feedback. In addition to feedback, 2 other factors have been found to influence the goals-performance relationship. These are: Goal commitment. Sufficient self-efficacy. Equity Theory: Individuals make comparisons of their job inputs and outcomes relatives to those of others and then act in response so as to remove any inequities. Stacy Adams proposed that this negative tension state provides the motivation to do something to correct it. There are 4 referent comparisons that employee can use: Self-inside. Self-outside. Other inside. Other outside. Conclusion The change in the leadership theories time by time says that the leader should posses certain characters which lead the organisational success whether to believe in maintaining a relationship or to go on tactically the manager or the leader should act to the situation and get success at the end. Depending on the companies motive the leader should react or behave with the team members to achieve the target. Usually maintaining a good relation helps to make the team members life easy and manage the work happily. The team members become more innovative and achieve targets easily where as with tactical style leadership may create some sort of pressure on the team members, there is no guarantee that in every situation relational ship management is successful. the leader should adapt himself for the situation and act according to a particular situation. We have discussed above only a collection of the motivation theories and thoughts of the various proponents of management .In some of the theories and opinion presented, however, one can observe some glimpses of the person and how, perhaps, he or she could be motivated. This is satisfying in itself. But, as noted earlier, practice has been in advance of theory in this field, so let us now move to the realistic side of management of human behaviour and motivation in the workplace.

Profiling Essay -- Legal Issues, Ethics

One area of psychology and investigation, (an occupation? or shall I say craft?), many ways to refer and interpret it, with a complex past intermingling various areas of study, Profiling, like any other area of study, has both its advantages and disadvantages. Yet, how useful is it as an investigative tool? It certainly isn’t considered as a hard science, however this does not mean that is should be discarded and not taken seriously. Or does it? I say advantages and disadvantages, because whilst my personal position is towards profiling in general, it can only be used in conjunction with other, more deeply studied police work. Here I will discuss mainly its advantages and why I hold the position in favor of criminal profiling, but some disadvantages will obviously be mention in relation the advantages. As asserted by Wilson and Seaman (2007), one of the first psychological profilers was James A. Brussel, M.D in the 1950, then dubbed â€Å"The Sherlock Holmes of the Couch.† Although he was very accurate in providing the police with a profile of the criminal which helped them locate and arrest the Mad Bomber, using primarily his handwriting on letters sent to the police, his â€Å"technique was not enough in itself to change traditional law enforcement procedures.† (Wilson and Seaman, 2007). It was only in the early 1970s that the FBI Behavioral Science Unit in Quantico decided to use this profiling technique when investigating violent crimes. Here, they would profile the type of criminal involved using the crime scene itself and the various criminal MOs. Their initial investigation using this method was held in 1974 with the case of the kidnapped seven-year old girl, Susan Jaeger. Profilers predicted the kidnapper being a young, whi... ...nalytical Theory. Turvey (2001) points of the voyeurism problem and affirms that this fact alone might be a magnet for so-called profilers to join the field. This, of course, will create problems for all involved in the case. Here, another setback to profiling is formed which might reduce the profiler’s ‘expertise’, for how can on be certain of the real intention of a profiler and his compatibility to the team? Having said all this, one can say that in reality, profiling is an art and not a science, as â€Å"by itself, a profile does not solve any crime† (Holmes and Holmes, 2009). That is, however, not said to reduce all its credibility and usefulness. Profilers have helped the police and it most likely that will continue to do so in the future, but it must be kept strictly as an aid and not as the only means. But yes, all in all, it is a useful investigative tool.

Self-Deception and Absurdity Essay -- Psychology, Self-inflation Bias

Self-deception is described as a strong urge and desire to maintain or defend a belief or idea that one regards to be the truth even while there is strong evidence that the contrary is actually the truth (Stanford Encyclopedia of Philosophy). Self-deception is â€Å"a way we justify false beliefs† and these rationalizations â€Å"may even produce it themselves† (Skeptic’s Dictionary; Perspectives, 117). Some views of self-deception suggest that it is an egoistic act, while others do not believe that this is necessarily true. There is also controversy over whether or not the deceiver is conscious of this incidence. That is, the dispute is over whether the deception is intentionally self-induced. Another debate examines whether or not this tendency is an everyday human occurrence. Self-deception must first be defined before arriving at the conclusion that it is an everyday occurrence because, according to one possible definition, self-deception is argued not to eve n exist. The process of defining this phenomenon can be very difficult and quarrelsome because of diverging views and opinions of the definition. Some may even argue that there are different categories of ‘self-deception’ that only loosely apply to actual self-deception and that this is why it is hard to come to conclusions on the subject (Van Leeuwen). The process of defining self-deception implicates a moral and social definition and understanding as well—questions such as, â€Å"Is self-deception immoral?† and, â€Å"Does society play a role in self-deception?† must be answered. The theory that self-deception is an evolutionary trait must also be taken into account and may answer the question of whether or not self-deception is present in all human affairs—do we have a genetic predispositi... ...lid. This would lead to the conclusion that self-deception is not present in humans and, therefore, cannot be exhibited in all human affairs because it would not exist. Self-deception is a highly debated topic that has a large amount of support on both sides of the spectrum. In psychology and philosophy, though, one must retain the understanding that nothing is either always or never. There will only be assumptions that something is the truth. It will not be the whole truth unless proven to be. Therefore, the argument regarding self-deception may remain unresolved until actual evidence is given that asserts and establishes one of the many theories to be true. Meanwhile, it can be assumed either that the concept of self-deception is valid or that it is not valid. If it is assumed to be valid, it is also possible to assume that it is exhibited in all human affairs.

Civilize Them With A Stick

1) Study Guide Questions for Test #1To Prepare for Test #1, I recommend that you write down your responses to the following questions. You do not have to turn this assignment in for credit. If you are unclear about the answers after reading the chapters, contact me. If you'd like me to look over your answers before your test, email them to me. This assignment is designed to help you prepare for the test. You will only be tested on material that relates to the study guide questions: Chapter 1 Study Guide Questions:1. Define and describe sociology. 2. Describe the sociological imagination and apply the sociological imagination to one aspect of your own life. 3. Define and distinguish the macro and micro levels of social life. 4. Describe and distinguish the functionalist, conflict, and symbolic interactionist theoretical perspectives. Explain how each perspective would attempt to understand a college degree. Obedience Video Study Guide Questions:1. Describe Milgram’s experiment, his research findings, and your own reaction to the video. 2. Discuss ways in which the findings of the Milgram experiment relate to things that occur in the real world. 3. In what way did proximity to the subject affect obedience? In what way did proximity to the authority figure influence obedience? How did groups influence obedience? (hint: variations are shown at the end of the video) 4. What are the independent variable(s) and dependent variable(s) in the study (Chapter 2 of the textbook defines these terms). 5. What was the operational definition of obedience (Chapter 2 defines this term) Chapter 2 Study Guide Questions:1. Define objectivity and explain why it is important2. Describe the 6 steps of the scientific method and be prepared to assess whether or not the scientific method has been followed in an exam question that provides your with a research study to assess.3. Define operational definition. Be prepared to identify and assess the validity of an operational definiti on in an exam question that provides you with  information about a research study.4. Define and distinguish independent, dependent, and control variables. Be prepared to identify and distinguish independent and dependent variables in an exam question that provides you with information about a research study.5. Explain the difference between correlation and a causal relationship between variables.6. Define and distinguish validity and reliability.7. Define sample and explain the importance of a random sample. Be prepared to identify sampling issues and discuss the importance of a random sample in an exam question that provides you with information about a research study.8. Briefly describe and be prepared to identify the following research methods: survey, experiment, field research and secondary data analysis.9. Distinguish mean, median and mode. Explain why the median income in the U.S. is a better measure of the â€Å"middle value† than the mean (hint: consider the impact of incomes such as that of OprahWinfrey, Warren Buffett and Bill Gates on an average).Chapter 3 Study Guide Questions:1. Define culture. 2. Define and distinguish material and non-material culture. 3. Define and distinguish norms and values. 4. Describe the types of norms (mores and folkways). Provide one example of the different types of norms that relate to your own life. 5. Define sanctions. Provide one example of sanctions that have influenced your own behavior 6. Define and distinguish ethnocentrism and cultural relativism. Explain how the article, â€Å"Civilize Them With a Stick† Relates to ethnocentrism. 7. Define and distinguish subculture and counterculture. 8. Define culture shock.