The Saying Actions Speak Louder Than Words English Language Essay

The Saying Actions Speak Louder Than Words English Language Essay Multicultural education programme is aimed to develop the knowledge about diverse cultures, therefore the author of this Bachelor thesis focuses her attention on this subject. Non-verbal communication should be understood not only with the language of hand or facial expressions but also when a person speaks: eye contact, smile, pauses in speech and the distance between interlocutors as well as other factors are important. Sen argues that in the context of multicultural communication, it becomes imperative that we train ourselves in decoding the non-verbal signs in a communication progress (2004: 163). Clayton suggests that non-verbal communication should be discussed in three areas, related to the individual, to language, and to the context (2003: 115). Non-verbal communication related to an individual involves eye contact, touching, posture, gestures and facial expressions (ibid.: 115-118). Non-verbal communication related to language includes vocal qualities, intonation, and the use of silence (ibid.: 119). The last one, non-verbal communication related to the context is discussed by olfaction, clothing, sonal appearance, artifacts as well as feeling about space and attitudes toward time (ibid.: 120-123). Some people believe that words are most important in speech because sometimes they do not notice how important non-verbal communication could be and that it can say more about someone than words. The person can lie when he is speaking but his behavior as for instance, embarrassment, always tells the truth. The principles of non-verbal communication between representatives of different cultures can help to overcome the incomprehension even without the knowledge of language. Discussing eye contact one should notice that it is the tool for contact establishment. In business field the direct eye contact means a sense of confidence. Nevertheless, the author of the research believes that Russians do not prefer to fix eye contact for a long time. In American culture vice versa it is the way how people usually behave. According to Clayton, direct eye-contact implies truth and honesty in the dominant Anglo-American culture (ibid.: 115). Another significant aspect of non-verbal communication is gestures. Feyereisen and de Lannoy quote Kendon (1986) and McNeill (1985), [à ¢Ã¢â€š ¬Ã‚ ¦] gestures and words both relate to the mental representations that constitute thinking (Feyereisen and de Lannoy, 1991: 2). Individuals of diverse cultures can interpret some universal gestures differently. When one thinks about the word yes or no it means nodding and shaking the head. (Clayton, 2003: 117) Still in some countries, for instance in India or Bulgaria, the gesture no means the agreement (ibid.: 117). From these examples of gestures use it can be seen how differently communities can interpret the meaning. Further, within a multicultural environment, every culture forms a single notion of established manners, greetings, gestures and handshakes use. It is very often considered that a certain nation can use gestures more frequently than others. The author of the present research provides an example from the respondents answers (see Appendix 2; question nr. 11), one Latvian student wrote, usually Russian people within talking use many gestures. This type of behavior can confuse diverse cultures representatives where the active use of gestures is not welcome. Latvians, for instance, do not prefer to use a lot of gestures in their oral discourse, especially with strangers. A direct eye contact and outwardly restrained behavior are the most characteristic features for them. They also do not prefer to smile quickly greeting other persons. It is important to analyze how representatives of different cultures behave being in one group. Some foreigners, for instance, Americans or Italians being in Latvia could be confused with the type of unfriendly behavior of native people. Americans and Italians always smile greeting others but this could be atypical for the natives of other countries. The author knows from her own experience that Russians in Latvia differ from Russians in Russia especially by use of gestures. This signals that being in one group or living together in one country [Russians in Latvia] affects all those natives not only adopting the choice of words or sentence patterns from the Latvian culture, but also behavior, gestures and attitudes. To sum up, Russians in Latvia are more composed in behavior than Russians in Russia. It is typical for them in Russia to use a lot of gestures that are accompanied sometimes by a loud voice and very fast talking. Russians in Latvia were being socialized to the typical cultural behavior of Latvians. The process of adaptation of some features of non-verbal communication is developed since representatives of cultures always cooperate and affect each other being in one group. Feyereisen and de Lannoy quote Halliday (1973) and Levinson (1983) pragmatics also draws attention to the social conditions in which gestures occur (Feyereisen and de Lannoy, 1991: 24). The context of the verbal emission, gestures included, must be taken into account to understand the meaning of utterance (ibid.). Thus, every gesture occurs in appropriate context and conditions. As an example, Asians always smile when they are embarrassed. They usually demonstrate a neutral expression when angry, that makes impossible to understand their emotional condition. American people always keep smiling in order to show that everything is going well. The awareness of cultural differences in non-verbal communication leads to understanding the behavior of other people. Nevertheless, it is sometimes difficult to find a way how it is better to act. The above-mentioned suggestions are considered to be very important and everyone should understand that if someone behaves differently and sometimes incomprehensibly this can mean that he/she is coming from another culture. Clayton arguing about students nonverbal communication differences in the classroom, asserts that [à ¢Ã¢â€š ¬Ã‚ ¦] the loudness of a students response may be a sign of sincerity; the belligerent-sounding comment may be awkward intonation; [à ¢Ã¢â€š ¬Ã‚ ¦] the quest for more personal interaction may indicate an unconscious need for closer contact with authority; the wince under our affectionate pat on the back may mean discomfort with physical touch; [à ¢Ã¢â€š ¬Ã‚ ¦] an inappropriate smile may mask shame, embarrassment, or fear [à ¢Ã¢â€š ¬Ã‚ ¦] (2003: 128). Finally, everyone should be more attentive to others in order to communicate successfully; especially it is important during the process of education. Clayton adds that teachers cannot know all nonverbal languages of other cultures but she assumes that what we can do is [à ¢Ã¢â€š ¬Ã‚ ¦] to lay aside our own cultural blinders, be sensitive to a variety of responses, be open to and affirming of different interpretations, and hopefully learn from our students [à ¢Ã¢â€š ¬Ã‚ ¦] (ibid.). To conclude the author of the research would like to emphasize that: the awareness of cross-cultural differences leads to acceptance over cultures; the individual becomes more open-minded; the ability to interpret cross-cultural differences and use this knowledge in practice helps to act in a positive way;

The Trail of Tears :: essays research papers

The Trail Of Tears Gloria Jahoda, the author of The Trail of Tears talks about how Indian populations dropped and how white people are the ones responsible for the drop of their population. The white men are not responsible for the drop of the Indian population. Johoda makes all Indians sound like defenseless children. Johoda is making excuses for Indians because Indians let the white man take over their lives and life style. Indians would do everything that was asked of them by the white man instead of standing up for themselves. The Choctaws were granted citizenship in the exception of them not living their everyday life style. Under citizenship, the tribal government of the Choctaws was abolished. Choctaws was given heavy fines and even jail time if the Choctaws dishonored the demands of the white man for their citizenship. Chief Moshulatubbee was shocked so he decided to run for congress. Mississippians took Moshulatubbee wanting to run for congress as a joke. Moshulatubbee lost. The lost started a civil war among the Choctaws. No matter what the Choctaws did they did not get their way. When leaving Mississippi some of the Choctaws died of diseases and of hunger. So the Choctaws gave in and again let the white man take control of them. One of the presidents of the United States, Andrew Jackson went to war with Indians hopping to get rid of the Indians. Black Hawk was a 62-year-old Indian who hated Americans. Black Hawk says that American promises are empty. When ever Americans told Black Hawk that they would do something for the Indians the Americans would never do what they promised. Black Hawk decided to take the side of the British. When ever the British said they would do something for the Indians the British would always do what they promised. Black Hawk always carried a British medal around his neck he respected the British a great deal. Andrew Jackson the president of the United States at the time came face to face with Black Hawk. The president asked Black Hawk, â€Å"why did you go to war,† Black Hawk did not answer. It was said that maybe the sac chief did not understand the question, but I say it’s just another excuse for Indians being naà ¯ve and letting the Americans do what they would l ike with the Indians. This book educates the audience on how there were brave Indians.

3m Optical

3M Optical Systems: Managing Corporate Entrepreneurship MST550 – Capstone Professor Jack Raiton HBSP Case #395-017 Discussion Questions 1. What practices make 3M such an innovative company? 2. What is Any Wong’s role as the OS Unit’s general manager? How effective has he been? 3. What is Paul Guehler’s role as division vicepresident? How effective has he been? 4. What should Andy Wong do with the computer screen AFE? If he gets the AFE, should Guehler fund it? Case Outline †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ The Situation Background of 3M Corporation Internal Context at 3M Corporation Background of Optical Systems (OS) The Product is Born The Product is Reborn Wong’s Options Guehler’s Options Wong’s Role/Effectiveness Guehler’s Role/Effectiveness Desimone’s Role The Situation The 3M Corporation’s Optical Systems (OS) business unit needs to decide if they should proceed wi th the deployment of a new computer privacy screen despite two previous marketing failures. Background of 3M Corporation 100 Years of Innovation Highly Diversified Global Company †¢ â€Å"High-Tech†: Spends twice the U. S. Industry Average on R&D (6-7% of sales) †¢ Strong emphasis on new products and technologies †¢ Fosters individual’s innovation within the workforce (â€Å"15% rule†) Internal Context at 3M Corporation †¢ Respect for the individual – â€Å"Stimulate ordinary people to produce extraordinary performance† †¢ Supportive policies/practices – 15% bootleg rule – â€Å"Make a little, sell a little† †¢ High standards, stretch objectives – 10% sales growth, 20% PBT, 27% ROCE – 30% sales from new products Internal Context at 3M Corporation†¦cont. †¢ Acceptance of â€Å"well-intentioned failure† †¢ Share/leverage resources – â€Å"Technology belongs to company† Background of Optical Systems (OS) †¢ OS Track Record (1979-1990) – Formed in 1979 through consolidation of several 3M optical technologies – Experienced 11 year microlouver development effort with minimal products – Lost between 3 to 5 million dollars per year – â€Å"Technology in Search of a Market† †¢ OS Changes Focus (1991-1992) – In 1990 new top management appointed – Focus on applications for technology The Product is Born †¢ In late 1990, the OS Team launched the computer privacy screen †¢ Product used â€Å"microlouver† technology to offer privacy of screen information †¢ By early 1991 the OS Team saw poor market reaction due to the large number of sizes needed and high purchase price †¢ Product was modified and re-launched in late 1991 with minor changes, but to no avail The Product is Re-Born †¢ Through prior-product analysis, market research, and harnessing some of 3Ms other technologies, a 3rd generation was created and readied for market in 1992. It combined features of competitor’s such as anti-glare, anti-static and anti-radiation †¢ Was ready for decision on â€Å"Authority to Proceed† Wong’s Options Go †¢Learning from two previous launches †¢Met rigorous threephase process †¢Team closest to market, competition, technology (trust them, don’t second-guess) †¢Committed team (motivational imp act) †¢Last chance for OS †¢Wong must be the champion Postpone/Cancel †¢Poor market research †¢Poor product concept †¢Price too high †¢Unrealistic market share forecasts †¢Unrealistic risk assessment †¢Needs more data, further study Other Options †¢Self fund †¢Mentor’s support †¢Outsource Guehler’s Options Approve †¢ Project passed three-phase review – Shouldn’t second-guess now Reject/Send Back †¢ Recognize as â€Å"well intentional failure† †¢ Has other high-profile â€Å"Pacing Projects† †¢ Problems with product, price, marketing strategy †¢ Lacks internal support †¢ Cost relatively low ($750K) †¢ OS unit believes, committed †¢ Don’t want to kill OS unit – Big project in pipeline (Needs 30% new products) Wong’s Role/Effectiveness †¢ Attracting good people – Noirjean, Melby Developing/motivating his team, building unit’s capabilities †¢ Creating, pursuing growth opportunities †¢ Keeping management â€Å"in the boat† Guehler’s Role/Effectiveness †¢ Empower frontline manager to find/develop attractive opportunities †¢ Coach/nurture/support fron tline managers to develop confidence and capabilities †¢ Set standards/goals for and develop selfdiscipline among frontline †¢ Balance between discipline and support Desimone’s Role †¢ Sets, communicates, monitors standards and objectives †¢ Protects, reinforces norms and values – Respect for individual Primary focus on organizational context more than strategic content

Stanislaus Military Academy developmental model and plan

Stanislaus Military Academy developmental model and plan Problem Identification In organizations, development of models and plans facilitates the achievement of objectives through scientific approaches. Stanislaus Military Academy seeks to roll out a plan that will oversee the training of Marine Corps Junior Reserve Officers Training Corps (MCJROTC). Through the plan, the institution aspires to develop informed and outstanding citizens in cadets.Advertising We will write a custom proposal sample on Stanislaus Military Academy developmental model and plan specifically for you for only $16.05 $11/page Learn More The program also seeks to develop the trainee’s leadership skills by strengthening their character and comprehending the fundamental aspects of the national security. Through the training, the military academy will help in the formation of self-disciplined individuals who will not only be in a position to develop respect for the authority in a liberal society but also understand the factors that under pin the constituted authority in the American society. Stanislaus Military Academy faces challenges in implementing the program that will see the cadets receive the training in line with the articulations of the constitution. With its main objectives being to instill virtues of discipline, respect, courage, commitment and honor among the cadets, the organization has apparent challenges in the achievement of these ends. The institution should be in a position to conduct impeccable training by identifying the challenges and implement the proposed changes in the organization (Michael, DiPaola Wayne, 2008). Notwithstanding the problems that the organization is facing, it has been in a position to solve real problems affecting the youth by developing their skills and forming their character in line with the needs of the country and dynamic American society. Nonetheless, identification process and lack of consent by parents has been in the forefront in impeding the organization’s ability to adopt necessary changes. Therefore, the main problem affecting the organization is the apparent lack of responsiveness to the needs of the young people and society. Addressing the needs will lead to improvement in the training process and achievement of desirable outcomes. Research theories related to the problem From the outset, Stanislaus Military Academy is categorical that it does not aim at training the young people as an entry point to a military career. It recruits young people in 9th grade through 12th grade. The young people stand a chance to learn in an environment that has high-level discipline and that which emphasizes on character modeling and high academic performance. While we consider that that the institution is able to train cadets, it is a necessity that the academy be in a position to engage cadets in matters relating to training and have them understand the content and ways that the training can address their pertinent issues. To that end, it is imper ative to consider the cadets as active learners and not just mere recipients of the training content (Michael et al., 2008).Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Involvement of young people and cadets in the training activities facilitates the achievement of objectives since they comprehend the expectations of the society, institution and the community. According to cognitive and learning theorists, it is of fundamental importance to ensure that learners comprehend what the trainers expect from them (Buchanan Huczynski, 2007). This draws them closer to the main theme of the learning, which in turn arouses curiosity for them to perform to the expectations of the training. Therefore, the institute ought to equip the potential cadets with information on the content of the program instead of introducing new methodologies to them upon enrollment. To equip the cadets with the information prior to the enrollment procedure, the organization ought to ensure it embraces changes to meet this demand. According to Buchanan Huczynski (2007), there is the need to enhance institutional responsiveness to the process of change. The rationale is that numerous people rarely accept changes and is upon the change agents to convince the stakeholders on the necessity of changes. In this respect, the staff at the military academy should be in a position to explain to all people that the changes that it is implementing are long overdue and are aimed at increasing the organization’s ability to achieve its goals (Michael et al., 2008). In addition, it is important for the change agents to expect resistance to change since many people have emotional attachment with the status quo. During the recruitment process of the cadets, the institute ought to be aware that the youths require cognitive development. This will enable them to attain professional progression and self-development. Michael et al. (2008) say that cadets’ skills development is largely dependent on the amount of time that the trainers use to develop the cadets’ academic needs. This allows them the ability to bring out innovation and creativity in dealing with life situations and particularly, in military academy. To achieve these ends, the academy should have measurable results and monitor the progress of the changes and objectives. Hoy Hoy (2009) argue that evaluation and monitoring approaches that assess the skills development among the cadets are appropriate in highlighting the ‘real’ achievement rather than theoretical comprehension of the skills. This will enhance the ability to make important real life decisions and attain problem-solving skills. Better still, the academy will be in a position to nurture a holistic individual who will not only suit the military but also in other careers.Advertising We will write a custom proposal sample on Stanislaus Military Academy developmental model and plan specifically for you for only $16.05 $11/page Learn More It is essential to design a learning context that depicts the aspirations and expectations of the society. The society constitutes a high-level stakeholder of the military academy and as such, it should influence the learning environment of the cadets. To achieve this ends, the institute ought to ensure that the content and the environment it designs should be in a position to solve problems and address community needs. Indeed, cognitive theorists argue that any learning experience ought to have the objective of solving problems and imparting suffice knowledge on the trainees (Hoy Hoy, 2009). Stanislaus Military Academy will therefore be in a position to have many community members of the county seeking to get training from the institute owing to improved ability of graduate cadets to solve community, social and personal problems. Stanislaus Militar y Academy should focus on challenges and embrace the appropriate corrections. This should start right from the recruitment and selection of potential cadets. Theorists assert that recruitment process is vital for identifying the right candidates for the position (Hoy Hoy, 2009). It should transcend the few aspects that are mandatory for qualification and pay focus to social background of the cadets. The rationale is that socialization process influence people differently and affects the patterns of interaction and knowledge acquisition. The Senior Military Instructor (SMI) ought to utilize the skills of recruitment in order to have a cohesive and an objective group of trainees who also share same goals and expectations. This should begin by informing them on what the program entails and what it may be able to solve both in the short term and in the long term. This will be a good start that the cadets can evaluate the importance of the program and consequently be able to manage thei r expectations. Measurable objectives related to the problem For a development plan to be effective, it ought to have measurable goals that will act as indicators of the progress or failure that organization has made. To assess the problems, there is also the need to assume empirical approaches to have the information on the current problems that the institute faces. First, the implementation of MCJROTC should be measurable through the responsiveness of the organization to the program. The instructors should be in a position to observe the differences that the students have made in terms of improving their leadership skills, respect, honor, courage, discipline and commitment.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Michael et al. (2008) point out that the comprehension of the content of the training is an indicator of the goals that the organization seeks to achieve. Hence, a needs analysis, implementation and evaluation of the program should be backed by sound research and problem identification process. Second, the organization should have a consistent method of measuring the achievement of its goal of enhancing responsiveness to the community needs and expectations. Through the implementation of the changes, the military academy should be in a position to assess the expectations of the community and design its training in line with the community needs (Buchanan Huczynski, 2007). This starts with assessing the community needs, which should reflect the training objectives. The rationale is that Stanislaus County has expectations of the academy to form characters within the society who will be able to steer development within the context of the community. It is imperative to ensure that the o rganization has a scientific method of measuring the levels to which the program has met the needs of the community and their expectations. Third, the organization ought to enhance its measurable objectives of ensuring that the organization is in line with its aspirations of recruiting young, motivated and informed cadets. The recruited cadets should meet the set criterion and ensure that the organization is able to achieve its goals of equipping them with the requisite leadership skills to mention but one aspect. ability to recruit cadets from secondary schools having the right attitude and basic requirement procedure should be a measurable indicator of the progress that the organization has made (Hoy Hoy, 2009). Besides, the level of suspensions of cadets also serves as an indicator of the underlying problem of recruitment. This is imperative in ensuring that the changes that the organization will be implementing will be evaluated in comparison with the goal. Participants and cha nge agents Any success in the process of change comes about owing to the ability of involving all stakeholders of the military academy. Buchanan Huczynski (2007) pinpoint that the most important participant in the process of organizational change will be the community. The community ought to provide the institute with a framework of the training program shaped by their expectations. This is in lieu of the fact the society will be in a position to evaluate the cadets after their graduation. The individual they see from the institute ought to be able to solve community problems and address the apparent needs in the community. The graduates should add value to the lives of other societal members after the training. They should also be in a position to take up leadership roles available in the community and exercise their skills to inspire change and development within the community. Second, the military academy should be able to involve all the internal stakeholders of the organizatio n in rallying them to embrace change. Organizations are able to achieve success by ensuring that the employees, instructors and the heads of the academy comprehend the need for organizational development that is only achievable through the change process. According to Hoy Hoy (2009), the internal stakeholders of an organization make up a group that has high influence on the implementation of changes. The ability to reduce the ever-present resistance to change reflects high skills of the change agents to institute new ways of operating. Further, it is important to involve all the cadets who are the primary beneficiaries of the military training. The organization should adopt alternative methods of imparting leadership skills on an individual and involve the trainees in the development of the content with an aim of achieving even more improved outcomes (Michael et al., 2008). The cadets ought to have full information regarding the objectives of the training and expectations of the in structors and the community. Lack of involvement of the cadets could result to impaired skills development and shift in the organization’s goals. Other stakeholders include both the federal and state governments whose influence is apparent. The military academy operates with the laws entrenched in the constitution and adopted by state authorities. Implementing far-reaching changes will therefore imply that the organization ought to be in line with the laws that govern the military training. Besides, the state and federal government remain the major oversight bodies mandated to ensure that the process of MCJROTC achieves the national goals and is in line with the government’s expectations. In addition, it is important to notice that the government formulates policies and rules that provides the schools with a framework to offer military training. Hoy Hoy (2009) say that the change agents should be wary of a plan that distances the academy from the goals of the federal and state governments. Finally, the change agents will include the instructors and heads of departments who have the mandate to inspire the process of change and improvement. Chester Thomson (2003) explain that the change agents should motivate others to work together to improve the outcomes of the academy. They should also be in a position to employ their leadership skills and styles to achieve the objective with success. Problem Diagnosis The current problem within the academy should draw inspiration from continuous process of evaluation and assessment. This implies that the organization should evaluate the achievement regularly and possibly after very semester. This is important since it provides a platform through which the change agents are able to make necessary changes and draw the academy closer to achievement of the goals. This is in terms of the implementation of training problem that helps the cadets to solve real life problems and improve the community welfare. The asse ssment process for the entire four years since the recruitment of the cadets should draw comparison from the current situation. The disparity that exists between the aspired position and the current situation ought to reduce as the implementation of the changes gains momentum. This is in terms of recruitment procedures, content development and adherence to regulatory bodies and frameworks (Chester Thomson, 2003). This will lead to amicable solutions to the apparent organizational needs and enhance improved outcomes. Another aspect of the problem deals with designing the objectives of the military academy to match the expectations of the community. The expectations of the community are that the military will be in a position to train young people and equip them with the necessary skills to become responsible, respectful and knowledgeable citizens. Deviation from these objectives should be a cause of alarm and should call for review of the outcomes envisaged by the academy. There sho uld be a distinction in character and behavior of the graduates of the military academy and conventional graduates. The graduates of the school ought to exercise their acquired skills for personal and community development (Michael et al., 2008). This should be the yardstick of evaluating other underlying problems exhibited in the organization. To that end, Stanislaus military academy ought to ensure that it strives to achieve this end to not only increase its reputation but also to provide the correct learning context that produces the desired behavior and character of the cadets. Procedure of solving problem At the outset, the organization should have a systematic way of resolving its outstanding issues. It ought to begin by getting a basic framework of understanding the expectations of the cadets and the community. Chester Thomson (2003) articulate that this is important since it helps the organization to design a change management process that addresses the issues raised by the stakeholders. If the stakeholders accent to the proposed move, Stanislaus should assume a strategy that coincides with the opinions, expectations and the desires of all stakeholders. Secondly, the explication of the ways in which the proposed changes will affect the employees should be a mandatory process for the plan to achieve its goals. This helps the change agents to explain the idea behind any change process and ways that the organization stands to benefit from it. This also reduces the risk of resistance to change which could challenge the implementation of the program. This is in light of the view that organization’s internal stakeholders such as the employees and instructors have familiarized themselves with the routine of operating and it may take time for them to internalize the proposed changes (Chester Thomson, 2003). Throughout this process, the change agents and leader should adopt appropriate leadership style typical of support and honesty. This is in additio n to keeping all the stakeholders informed on progress that the organization has made regarding the changes. Third, the organization should begin the implementation process where the review of the training content and manuals ought to begin. The academy should also upgrade the skills of the existing employees and instructors to suit the current training needs exhibited by the cadets. The implementation phase may seem to be the most difficult stage of initiating change since practical changes begins to appear within the processes of the academy (Hoy Hoy, 2009). Besides, it may lead to changes in skills development and other aspects of the employees who had familiarized themselves with the conventional routines, roles and duties. Monitoring and evaluation is important to enhance the measurement of the objectives and the outcomes of the process of change (Michael et al., 2008). This continuous process utilizes scientific models and approach to analyze and interpret the change outcomes . Evaluating the gains and losses that the organization may have made is critical to appraise the change. This way, the organization is able to understand the effect of the changes and make possible changes where necessary. References Buchanan, D. Huczynski, A. (2007). Organizational Behavior. London: Prentice Hall. Chester, B. Thomson, K. (2003). Organization and Management. New York: McGraw Hill Publishers. Hoy, A., Hoy, W. (2009). Instructional Leadership: A Research-Based Guide to Learning in Schools. Boston, MA: Pearson Education, Inc. Michael, F., DiPaola, M. Wayne K. (2008). Principals improving instruction: supervision, evaluation, and professional development. Mason OH: Pearson/Allyn and Bacon.

Happy Valentines Day Quotes for Your Love

Happy Valentine's Day Quotes for Your Love There is no such thing as a perfect occasion to say I love you. The right moment is now. If your dearest is away at work, surprise him or her with a text message on Valentines Day. Or meet your sweetie for a quick lunch with some awesome chocolate cupcakes for dessert. Send two dozen roses to the office with a beautiful note attached. These quotes can help you find just the right words to make Valentines Day special. Quotes About Love VoltaireLove is a canvas furnished by nature and embroidered by imagination. John LennonAll you need is love. Erica JongAnd the trouble is if you dont risk anything, you risk even more. Charles DickensHave a heart that never hardens, and a temper that never tires, and a touch that never hurts. Charles Hanson TowneI need the star shine of your heavenly eyes, after the days great sun. Lao-TzeKindness in words creates confidence, kindness in thinking creates profoundness, kindness in giving creates love. William ShakespeareLove is a smoke made with the fume of sighs. Love looks not with the eyes, but with the mind,And therefore is winged Cupid painted blind. Who ever loved that loved not at first sight? Thomas Robert DewarLove is an ocean of emotions entirely surrounded by expenses. AristotleLove is composed of a single soul inhabiting two bodies. Honore de BalzacLove is the poetry of the senses. Zora Neale HurstonLove makes your soul crawl out from its hiding place. Lee Iacocca My father always used to say that when you die, if youve got five real friends, then youve had a great life. Wu TiNot loving is but a long dying. Romain RollandOne makes mistakes; that is life. But it is never a mistake to have loved. Antoine de Saint-ExuperyThe arms of love encompass you with your present, your past, your future; the arms of love gather you together. True love begins when nothing is looked for in return. Eden AhbezThe greatest thing youll ever learn is just to love and be loved in return. J. KrishnamurtiThe moment you have in your heart this extraordinary thing called love and feel the depth, the delight, the ecstasy of it, you will discover that for you the world is transformed. Henry MillerThe only thing we never get enough of is love, and the only thing we never give enough of is love. Victor HugoThe reduction of the universe to a single being, the expansion of a single being even to God, this is love.George Sand There is only one happiness in life: to love and be loved. Dr. SeussYou know youre in love when you cant fall asleep because the reality is finally better than your dreams. Barbara DeAngelisYou never lose by loving. You always lose by holding back. Sarah  BernhardtYour words are my food, your breath my wine. You are everything to me.

Contemporary management issues Essay Example | Topics and Well Written Essays - 2000 words

Contemporary management issues - Essay Example Taylor’s Scientific Management theory became popular not only in USA but also all over the world. But historians have shown the reaction of British engineers to the Scientific Management Theory in a wrong light (i.e. British engineers resented Taylor’s theory). In reality, British engineers did not completely disregard the theory and Taylor’s theory received praise and attention in Britain just like it had in America. This theory provided learning to British engineers and they greatly benefitted from it (Whitston, 1997). The crux of Taylor’s theory of Scientific Management is efficiency, which serves to be beneficial for the entrepreneur and the workers both. The logic behind this is quite simple as increased efficiency brings in more profits and the entrepreneur can give more wages to workers and will be left with a handsome amount after that. He also clarifies that the solution to inefficiency lies in systematic management, and searching for an extraordi nary man will not solve this problem. It was also claimed by him that management is a science confined within rules, laws and fundamentals (Jordan, 1994). But considering only the profits and wages dimensions of the benefits of efficiency is quite a narrow approach. Efficiency is far beyond both and it is achieved when each business unit is performing in the most efficient way possible and the workers are performing at the highest level of efficiency. Since efficiency has advantages to owners and workers both, it is also necessary that the goals of the two are in the same direction. There should be cooperation from the businessman’s end as well as the worker’s end. Taylor was ahead of his time and encouraged owners of businesses to have a democratic style, as opposed to an autocratic style. When owners let their employees voice their workplace problems, conflicts and opinions, a sense of belonging is instilled in employees and they work hard and own the organization. F rom the workers end, they should show diligence and honesty in work and negate the exaggerated notions of exploitation. Sometimes workers get the feeling that they are working hard so that the owner can make huge profits. What they fail to see is that their wages are linked to owner’s high profits. Efficiency in the production industry is not limited to the efficiency of workers only. In economics, productive efficiency is defined as producing a given output at the lowest cost possible or producing more output with the limited amount of resources. Taylor’s efficiency also incorporates minimum cost of machines, overheads, raw materials etc. When there is room for efficiency and an organization is not making use of it then it is only missing a profitable opportunity because higher efficiency leads to higher profits. Workers need to grow in order to attain efficiency. Workers grow and develop when owners invest in human capital through training, workshops and mentoring. T his empowers the workers and they are in a better position to be efficient. If Taylor’s Scientific Management is applied at macro level, then investment in human capital can increase the productive capacity of a nation because of higher overall efficiency. Sometimes efficiency does not increase even though a firm is investing in training. This is because workers deliberately loiter and there are hold-ups in the production process due to this. This term is known as ‘

Assignment 5 Practice Problems Example | Topics and Well Written Essays - 250 words

5 Practice Problems - Assignment Example Depending on the government it can be adverse or favourable. If the US dollar is strong against another currency, it leads to increased demand of imports as prices go down. This inturn weakens export as foreign goods appear to be expensive outside the country. Importers prefer strong local currency while exporters prefer weak local currency (Econedlink par 11) For an export business based in the US the ideal situation would be if the dollar weakens, this makes it attractive for foreigners to buy goods from US, but if it appreciates it, makes foreign goods seem expensive. To balance this fluctuation the company needs to cut the dollar price to match the prices in pounds (Econedlink par 11). 4. Suppose that you are a U.S. producer of a commodity good competing with foreign producers. Your inputs of production are priced in dollars and you sell your output in dollars. If the U.S. currency depreciates against the currencies of our trading partners, b. your competitive position is likely worsened. When the dollar appreciates, this makes foreign goods seem cheaper and this improves their position in the market, but when the dollar depreciates the price of foreign goods seem expensive and this may probably worsen the position of foreign business (Econedlink par 11). 5. Suppose your firm invests $100,000 in a project in Italy. At the time the exchange rate is $1.25 = â‚ ¬1.00. One year later the exchange rate is the same, but the Italian government has expropriated your firms assets paying only â‚ ¬80,000 in compensation. This is an example of It does not matter the exchange rate, what counts is the fact that the government has taken over a private own business. The government does this without the owner’s consent but there must be compensation (Meridian Finance par 1). Upenn.edu Chapter 1 Globalization And The Multinational Firm Suggested Answers To End- Of-Chapter Questions. 2014,