Existentialism Essay -- essays research papers

Existentialism is a way of thinking about existence that says being is a higher priority than the fundamental ordinary events. It recognizes a people opportunity to pick and says with this knowing there comes an enormous awareness of other's expectations. Gloom, misery and tension are normal for an individual battling with existential considerations. Agnosticism summarizes this condition by expressing that all qualities are ridiculous, nothing is predictable and that life itself is good for nothing. The characters in A Clean Well Lighted Place and A Day’s Wait give indications of being both mindful and unconscious of these components of existentialism.      In the principal story, A Clean Well Lighted Place, the old alcoholic man speaks to somebody who acknowledges he has no genuine arrangement or destiny. His despondency is over the acknowledgment that hypothetically the hereafter doesn't exist. The tanked man and more established server share this sadness not just on the grounds that the two of them understand a man’s requirement for a perfect, well-lit spot yet in addition since the two of them battle to fill a void. The more established waiter’s affirmation of nothingness in life is apparent when he discusses the petition yet fills in the apparent things God and paradise with nothing or nothing. He feels a void with this acknowledgment that keeps him wakeful around evening time. His presumption that others share his a sleeping disorder is fairly right yet what they, the smashed man and the server, really share is a void. The youthful server has a spouse to return home to and a bed, the old smashed man .. .

Protein Synthesis Essay -- Papers

Protein Synthesis Protein Synthesis is the procedure whereby DNA (deoxyribonucleic corrosive) codes for the creation of fundamental proteins, for example, catalysts and hormones. Proteins are long chains of atoms called amino acids. Various proteins are made by utilizing various arrangements and changing quantities of amino acids. The littlest protein comprises of fifty amino acids and the biggest is around 3,000 amino acids long. Protein combination happens on ribosomes in the cytoplasm of a cell however is constrained by DNA situated in the core. Protein combination is a two-section process that includes a second kind of nucleic corrosive alongside DNA. This second kind of nucleic corrosive is RNA, ribonucleic corrosive. RNA contrasts from DNA in three primary regards. Initially, the sugar units in RNA are ribose when contrasted with DNA's deoxyribose. In view of this distinction, RNA doesn't tie to the nucleotide base Thymine (T), rather, RNA contains the nucleotide base Uracil (U) instead of T. (RNA likewise contains the other three bases: Adenine (A), Cytosine (C) and Guanine (G). Besides, RNA, in contrast to DNA is a solitary abandoned atom and is in this manner not clung to a complimentary base. The third contrast among RNA and DNA is that there are three various sorts of RNA, mRNA (delivery person RNA), tRNA (move RNA) and rRNA (ribosome RNA). mRNA conveys the hereditary code (guidelines how to collect the protein) from the DNA in the core to ribosomes in the cytoplasm. tRNA gets and moves amino acids from cytoplasm to the mRNA on the ribosomes and is formed like a cloverleaf. rRNA structures an auxiliary piece of ribosome that helps join the amino corrosive... ...RNA strand can then either be utilized again to make more proteins or be separated into their different nucleotides. Protein Synthesis is the procedure whereby DNA codes for the creation of basic proteins. This procedure can be isolated into two sections, interpretation and interpretation. Translation is the creation of mRNA from a DNA format. mRNA conveys the data from the core to the cytoplasm, which is the place protein blend happens. Before the blend of a protein starts, amino acids are appended to the tRNA particle, which move and append them to the mRNA with the guide of rRNA, this is known as interpretation. Peptide bonds at that point structure between the amino acids. When the chain is finished the polypeptide chain isolates from the tRNA and move in to the cytoplasm and along these lines a protein is shaped. Protein Synthesis Essay - Papers Protein Synthesis Protein Synthesis is the procedure whereby DNA (deoxyribonucleic corrosive) codes for the creation of basic proteins, for example, compounds and hormones. Proteins are long chains of atoms called amino acids. Various proteins are made by utilizing various arrangements and fluctuating quantities of amino acids. The littlest protein comprises of fifty amino acids and the biggest is around 3,000 amino acids long. Protein amalgamation happens on ribosomes in the cytoplasm of a cell yet is constrained by DNA situated in the core. Protein amalgamation is a two-section process that includes a second sort of nucleic corrosive alongside DNA. This second sort of nucleic corrosive is RNA, ribonucleic corrosive. RNA contrasts from DNA in three fundamental regards. To start with, the sugar units in RNA are ribose when contrasted with DNA's deoxyribose. On account of this distinction, RNA doesn't tie to the nucleotide base Thymine (T), rather, RNA contains the nucleotide base Uracil (U) instead of T. (RNA additionally contains the other three bases: Adenine (A), Cytosine (C) and Guanine (G). Furthermore, RNA, in contrast to DNA is a solitary abandoned atom and is accordingly not attached to a complimentary base. The third contrast among RNA and DNA is that there are three various sorts of RNA, mRNA (detachment RNA), tRNA (move RNA) and rRNA (ribosome RNA). mRNA conveys the hereditary code (guidelines how to amass the protein) from the DNA in the core to ribosomes in the cytoplasm. tRNA gets and moves amino acids from cytoplasm to the mRNA on the ribosomes and is formed like a cloverleaf. rRNA structures a basic piece of ribosome that helps join the amino corrosive... ...RNA strand can then either be utilized again to make more proteins or be separated into their different nucleotides. Protein Synthesis is the procedure whereby DNA codes for the creation of fundamental proteins. This procedure can be isolated into two sections, interpretation and interpretation. Translation is the creation of mRNA from a DNA layout. mRNA conveys the data from the core to the cytoplasm, which is the place protein combination happens. Before the amalgamation of a protein starts, amino acids are appended to the tRNA atom, which ship and connect them to the mRNA with the guide of rRNA, this is known as interpretation. Peptide bonds at that point structure between the amino acids. When the chain is finished the polypeptide chain isolates from the tRNA and move in to the cytoplasm and along these lines a protein is framed.

Lake Charles

Lake Charles Lake Charles, city (1990 pop. 70,580), seat of Calcasieu parish, SW La.; inc. 1867. It is located on Lake Charles at the mouth of the Calcasieu River in a rice, timber, oil, and natural gas region. The city is an important producer of petrochemicals and has a variety of manufactures, including machinery, concrete, transportation and oil-field equipment, food products, barges, and tugboats. There are also petroleum refineries and riverboat casinos, as well as fishing for crawfish, shrimp, and crabs. Lake Charles is an important deepwater port and port of entry. A 30-mi-long (48-km) channel connects it with the Gulf of Mexico and the Intracoastal Waterway . Petroleum products, chemicals, rice, and cotton are shipped from the port. In the city is McNeese State Univ. The city suffered extensive damage from Hurricane Rita in 2005. The Columbia Electronic Encyclopedia, 6th ed. Copyright © 2012, Columbia University Press. All rights reserved. See more Encyclopedia articles on: U.S. Po litical Geography

Biography of Henry Clinton, British General

Henry Clinton (April 16, 1730–Dec. 23, 1795) was the Commander of the British North American forces during the American War for Independence. Fast Facts: Henry Clinton Known For: Commander of the British North American forces during the American War for IndependenceBorn: About 1730 in Newfoundland, Canada or Stourton Parva, England.Parents: Admiral George Clinton (1686–1761) and Ann Carle (1696–1767).Died: December 23, 1795 in GibraltarEducation: In New York colony and possibly studied under Samuel SeaburyPublished Works: The American Rebellion: Sir Henry Clintons Narrative of His Campaigns, 1775–1782Spouse: Harriet Carter (m. 1767–1772)Children: Frederick (1767–1774), Augusta Clinton Dawkins (1768–1852), William Henry (1769–1846), Henry (1771–1829), and Harriet (1772) Early Life Henry Clinton was likely born in 1730 to Admiral George Clinton (1686–1761), at the time the Governor of Newfoundland and Labrador, and his wife Ann Carle (1696–1767). References are that available post his birth date as 1730 or 1738; English peerage records state the date as April 16, 1730, but list his birth location as Newfoundland and George Clinton did not arrive until 1731. Henry Clinton had at least two sisters who survived to adulthood,  Lucy Mary Clinton Roddam, 1729–1750, and Mary Clinton Willes (1742–1813), and Lucy Mary was born in Stourton Parva, Lincolnshire, England.   Little more than that is known about his childhood: what there is comes primarily from 19th-century brief biographical records and the letters and documents left by Clinton himself. When George Clinton was appointed governor of New York in 1743, the family moved there and it is assumed that Henry was educated in the colony and may have studied under Samuel Seabury (1729–1796), the first American Episcopal bishop. Early Military Career Beginning his military career with the local militia in 1745, Clinton obtained a captains commission the following year and served in the garrison at the recently captured fortress of Louisbourg on Cape Breton Island.  Three years later, he traveled back to England with hopes to secure another commission in the British Army. Purchasing a commission as a captain in the Coldstream Guards in 1751, Clinton proved to be a gifted officer. Swiftly moving through the ranks by buying higher commissions, Clinton also benefited from family connections to the Dukes of Newcastle. In 1756, this ambition, along with assistance from his father, saw him gain an appointment to serve as aide-de-camp to Sir John Ligonier. Seven Years War By 1758, Clinton had reached the rank of lieutenant colonel in the 1st Foot Guards (Grenadier Guards). Ordered to Germany during the Seven Years War, he saw action at the Battles of Villinghausen (1761) and  Wilhelmsthal (1762).  Distinguishing himself, Clinton was promoted to colonel effective June 24, 1762, and appointed an aide-de-camp to the armys commander, Duke Ferdinand of Brunswick. While serving in Ferdinands camp, he developed a number of acquaintances including future adversaries Charles Lee and William Alexander (Lord Stirling). Later that summer both Ferdinand and Clinton were wounded during the defeat at Nauheim. Recovering, he returned to Britain following the capture of Cassel that November.   With the end of the war in 1763, Clinton found himself head of his family as his father had died two years earlier. Remaining in the army, he endeavored to resolve his fathers affairs—which included collecting an unpaid salary, selling land in the colonies, and clearing a large number of debts. In 1766, Clinton received command of the 12th Regiment of Foot.   In 1767 he married Harriet Carter, the daughter of a wealthy landowner. Settling in Surrey, the couple would have five children (Frederick (1767–1774), Augusta Clinton Dawkins (1768–1852), William Henry (1769–1846), Henry (1771–1829), and Harriet (1772).  On May 25, 1772, Clinton was promoted to major general, and two months later he used family influence to gain a seat in Parliament. These advancements were tempered in August when Harriet died a week after giving birth to their fifth child. After she died, Henrys in-laws moved into his house to raise the children. He apparently acquired a mistress at a later point in his life and had a family with her, but their existence is merely mentioned in Clintons surviving correspondence. The American Revolution Begins Crushed by the loss of wife, Clinton failed to take his seat in Parliament and instead traveled to the Balkans to study the Russian army in 1774. While there, he also viewed several of the battlefields from the Russo-Turkish War (1768–1774). Returning from the trip, he took his seat in September 1774. With the American Revolution looming in 1775, Clinton was dispatched to Boston aboard HMS Cerberus with Major Generals William Howe and John Burgoyne to provide assistance to Lieutenant General Thomas Gage. Arriving in May, he learned that fighting had begun and that Boston had fallen under siege.  Assessing the situation, Clinton brusquely suggested manning Dorchester Heights but was refused by Gage. Though this request was denied, Gage did make plans for occupying other high ground outside of the city, including Bunker Hill. Failure in the South On June 17, 1775, Clinton took part in the bloody British victory at the Battle of Bunker Hill. Initially tasked with providing reserves to Howe, he later crossed to Charlestown and worked to rally the dispirited British troops. In October, Howe replaced Gage as commander of British troops in America and Clinton was appointed as his second-in-command with the temporary rank of lieutenant general. The following spring, Howe dispatched Clinton south to assess military opportunities in the Carolinas. While he was away, American troops emplaced guns on Dorchester Heights in Boston, which compelled Howe to evacuate the city. After some delays, Clinton met a fleet under Commodore Sir Peter Parker, and the two resolved to attack Charleston, South Carolina. Landing Clintons troops on Long Island, near Charleston, Parker hoped the infantry could aid in defeating the coastal defenses while he attacked from the sea. Moving forward on June 28, 1776, Clintons men were unable to render assistance as they were halted by swamps and deep channels. Parkers naval attack was repulsed with heavy casualties and both he and Clinton withdrew. Sailing north, they joined Howes main army for the assault on New York. Crossing to Long Island from the camp on Staten Island, Clinton surveyed the American positions in the area and devised the British plans for the upcoming battle. Success in New York Utilizing Clintons ideas, which called for a strike through the Guan Heights via Jamaica Pass, Howe flanked the Americans and led the army to victory at the Battle of Long Island in August 1776. For his contributions, he was formally promoted to lieutenant general and made a Knight of the Order of Bath. As tensions between Howe and Clinton increased due to the latters constant criticism, the former dispatched his subordinate with 6,000 men to capture Newport, Rhode Island in December 1776. Accomplishing this, Clinton requested leave and returned to England in spring 1777. While in London, he lobbied to command a force that would attack south from Canada that summer but was denied in favor of Burgoyne. Returning to New York in June 1777, Clinton was left in command of the city while Howe sailed south to capture Philadelphia. Possessing a garrison of only 7,000 men, Clinton feared attack from General George Washington while Howe was away. This situation was made worse by calls for help from Burgoynes army, which was advancing south from Lake Champlain. Unable to move north in force, Clinton promised to take action to aid Burgoyne. In October he successfully attacked American positions in the Hudson Highlands, capturing Forts Clinton and Montgomery, but was unable to prevent Burgoynes eventual surrender at Saratoga. The British defeat led to the Treaty of Alliance (1778) which saw France enter the war in support of the Americans. On March 21, 1778, Clinton replaced Howe as commander-in-chief after the latter resigned in protest over British war policy. In Command Taking command at Philadelphia, with Major General Lord Charles Cornwallis as his second-in-command, Clinton was immediately weakened by the need to detach 5,000 men for service in the Caribbean against the French. Deciding to abandon Philadelphia to focus on holding New York, Clinton led the army into New Jersey in June. Conducting a strategic retreat, he fought a large battle with Washington at Monmouth on June 28 which resulted in a draw. Safely reaching New York, Clinton began drawing up plans for shifting the focus of the war to the South where he believed Loyalist support would be greater. Dispatching a force late that year, his men succeeded in capturing Savannah, Georgia. After waiting for much of 1779 for reinforcements, Clinton was finally able to move against Charleston in early 1780. Sailing south with 8,700 men and fleet led by Vice Admiral Mariot Arbuthnot, Clinton laid siege to the city on March 29. After a prolonged struggle, the city fell on May 12 and over 5,000 Americans were captured. Though he wished to lead the Southern Campaign in person, Clinton was forced to turn over command to Cornwallis after learning of a French fleet approaching New York. Returning to the city, Clinton attempted to oversee Cornwallis campaign from afar. Rivals who did not care for each other, Clinton and Cornwallis relationship continued to be strained. As time passed, Cornwallis began to operate with increasing independence from his far-away superior. Hemmed in by Washingtons army, Clinton limited his activities to defending New York and launching nuisance raids in the region. In 1781, with Cornwallis under siege at Yorktown, Clinton attempted to organize a relief force. Unfortunately, by the time he departed, Cornwallis had already surrendered to Washington. As a result of Cornwallis defeat, Clinton was replaced by Sir Guy Carleton in March 1782. Death Officially turning command over to Carleton in May, Clinton was made the scapegoat for the British defeat in America. Returning to England, he wrote his memoirs in an attempt to cleanse his reputation and resumed his seat in Parliament until 1784. Re-elected to Parliament in 1790, with assistance from Newcastle, Clinton was promoted to general three years later. The following year he was appointed Governor of Gibraltar, but died in Gibraltar on Dec. 23, 1795, before taking over the post.

Core Concepts and Theory in the Transpersonal Approach to...

ASSIGNMENT 2 What are some of the core concepts and theory when considering the transpersonal approach? The work of the transpersonal draws largely from mainstream psychological concepts and theory in order to ground its practice in science. However, unlike mainstream psychological paradigms, the transpersonal acknowledges that â€Å"our essential nature is spiritual† (Phoenix Institute of Australia, 2012) and that as human beings we have â€Å"valid urges towards the spiritual† (Phoenix Institute of Australia, 2012). The transpersonal approach is based on this notion of the spiritual self as the foundation for our psychological structure of the self and therefore proposes that we exist simultaneously in a multitude of realities, including†¦show more content†¦It includes mystical, spiritual and religious experiences as well as sharing much common ground with consciousness studies and humanistic psychology. â€Å"Transpersonal experiences can be interpreted either religiously or non-religiously according to individual preference† (Walsh, 1993). Founder of Humanistic and later Transpersonal Psychology Abraham Maslow theorized that the approach of the transpersonal does not oppose that of Freud; it offers a complementary viewpoint, which assists in recognizing â€Å"the full range and variety of transpersonal experience† (Daniels, 2005) and focuses on â€Å"the human origins, significance and value of transpersonal phenomena† (Daniels, 2005). Whilst psychoanalysis was part of a biomedical, reductionist model which did not encompass the full spectrum of states of consciousness, nor did it acknowledge the spiritual self, it provided a basic framework for the psychological structure of the self, later understood by the transpersonal to rest on the foundations of the spiritual self. The notion of the psychological self and the spiritual self stems from the assumption of the transpersonal that we exist simultaneously in multiple realities. The realities of the body, the mind, the spirit, emotion, imagination and science are all part of a rich tapestry, which inform and shape our life-story or journey. Transpersonal work uses thisShow MoreRelatedMy Core Philosophy And It s Ongoing Development2547 Words   |  11 PagesIn formulating this essay I will give a descriptive account of my core philosophy and it s ongoing development. I will evidence my way of working in context to counselling theory, relating this to the course s guidelines. Giving reflections on personal, intrinsic values and beliefs, their application in practice within a placement setting. There are many emerging influences that shape both my professional and personal development as a practitioner. Accessing a vast array of life experiences, contributesRead Moreï‚ § Critically Evaluate Core Transactional Analysis (T.a) Concepts and Practice4276 Words   |  18 PagesAssignment: * Critically evaluate core Transactional Analysis (T.A) concepts and practice * Assess personal and professional learning from this module. The first part of this essay starts by outlining the key concepts of T.A.; its assumptions, theory of personality and ego-states, transactions, strokes, games and the Karpman Drama Triangle, life scripts and existential life positions. It then goes onto critically evaluate core T.A. concepts and practice from the perspective of Humanistic

Leadership Traits Free Essays

string(162) " moral purpose and measure success in terms of results, but they do things that are more likely get the organization going and keep it going† \(Fullan, 2001\)\." Although research has shown that the presence of specific traits alone do not ensure successful leadership, it has been proven that successful historical leaders share certain key traits. According to Shelley Kirkpatrick and Edwin Locke, â€Å"leaders do not have to be great men or women by being intellectual geniuses or omniscient prophets to succeed, but they do need to have the â€Å"right stuff† and this stuff is not equally present in all people† (Kirkpatrick Locke, 1991, p. 12). We will write a custom essay sample on Leadership Traits or any similar topic only for you Order Now Despite the many controversial discussions on whether leaders are born or made, the fact that efficacious leaders possess key traits remains undisputed. Some of the various traits that have an impact on effective leadership are discussed in detail below. Ability to Listen Most people listen actively to only a small percent of what is being said because people speak at a much slower rate than what they are able to hear. Therefore, active listening requires concentration and attentiveness to the speaker. Effective listening involves three important elements (Greenberg, 2010, p. 241): * Being nonjudgmental while taking in information from others. * Acknowledging speakers in ways that encourage them to continue speaking. Attempting to advance a speaker’s ideas to the next step. Listening is an important trait that â€Å"underlies all leadership skills. It is the key to developing and maintaining relationships, decision making and problem solving† (Rynders, 1999, p. 5). Gregory Rynders conducted a study on the relationship between listening and leadership. Although the research did not confirm if leaders naturally possessed superior listening abilities or if they just work harder at it, the results did confirm there is a positive relationship between successful leadership and effective listening skills (Rynders, 1999, p. ). Ability to Manage Some believe you can either be a manager or a leader, but you can’t be both. Although the functions of a leader and a manager differ, management skills are a subset of leadership skills (Shead, 2010). Management and leadership are not separate functions. They cannot exist apart from each other. Management, it appears, is about controlling an existing system, while leadership is about invention and adaptation. (Kaplan, 1994) A good leader must have the ability to manage and at same time distance oneself from managing when it is not appropriate to do so. Managing typically involves the details of running the day to day operations of the business. In this case, it would be inappropriate for the leader to get involved in tasks that should be delegated. However, leaders who do not possess the ability to manage lack the knowledge required to make effective decisions to lead the organization in the right direction. Balance There is an old saying, â€Å"Too much of a good thing can be bad. † Water is essential to the survival of the human body and a lack of water intake can result in dehydration causing serious health conditions. However, too much water can result in over hydration causing hyponatremia or intoxication. Balance is important in many areas of life and is a key trait in being a successful leader. Technological advances, economic changes, company dynamics and pressing deadlines create a difficult environment for practicing balance. Linking organizational, departmental and individual goals to the mission of the company is important. Yet balance is required to allow interpretation and innovation of the goals in order to gain commitment and enthusiasm from employees. Reward systems initiate creativity and motivation. However, if the correlation between rewards and individual actions is too specific, it may impede individuals from taking actions that lead to innovation. Time pressure is another key matter that requires balance. Lack of time pressures may result in declining productivity while excessive time pressure restraints may stifle creativity and growth (Greenberg, 2010, pp. 361-362). Leaders must have the ability to maintain balance in order to achieve optimal results. Relating to Groups In recent years, more and more companies are adopting a team based work system and successful implementation has been linked to leadership (Murry, Avolio, Jung, 2002). Relating to groups requires a different approach than that of traditional leadership. â€Å"In many of today’s organizations, where teams predominate, leaders are called upon to provide special resources to team members, who are empowered to implement their own missions in their own ways† (Greenberg, 2010, p. 330). Leaders must understand team dynamics in order to lead the various groups that make up the organization. Decision Making Process According to management experts, decision making is one of the most critical and common job functions of executive leaders (Mintzberg, 1988). People make a number of decisions every day; however decisions made at the senior level may have a far greater impact on the organization. A general model describes the steps of the decision making process as follows: identify the problem, define objectives, make a pre-decision, generate alternatives, evaluate alternative solutions, make a choice, implement the chosen alternative, and follow-up (Greenberg, 2010, pp. 83-284). Leaders are typically responsible for making non-programmed decisions. Therefore, they must rely on prior experience, information available and reliable sources to make decisions. In order for a leader to possess the trait of superior decision making ability, they must understand each of these steps and use them to evaluate the effectiveness of their decisions. Understanding Change Change is essentia l to the growth and expansion of organizations. People are creatures of habit and not always accepting of change. Learning organizations have developed the capacity to adapt to continuously changing conditions through setting aside old ways of thinking, freely sharing ideas, and working together (Greenberg, 2010, p. 417). The greatest results are derived from changes that are strategically planned and systematically implemented. â€Å"Organizational development is a set of social science techniques designed to plan and implement change in work settings for purposes of enhancing the personal development of individuals and improving the effectiveness of organizational function† (Greenberg, 2010, p. 17). The â€Å"implementation dip† refers to two problems associated with change: the social-psychological fear of change and the lack of technical skills required for successful implementation. Leaders who understand change â€Å"still have an urgent sense of moral purpose and measure success in terms of results, but they do things that are more likely get the organization going and keep it going† (Fullan, 2001). You read "Leadership Traits" in category "Papers" Charisma Charisma is defined as â€Å"a personal magic of leadership arousing special popular loyalty or enthusiasm for a public figure† (Encyclopedia Britannica, Inc. , 1981, p. 377). A leader’s possession of charisma is based on the perception of their followers and may change due to actions and circumstances. Just as presidential approval ratings could change drastically from one day to the next based on the latest news and events. Charisma alone may not ensure successful leadership but it could mean the difference between an average leader and a great leader. A person may exhibit all the traits of a successful leader and propel the organization forward through market share dominance and financial growth and at the same time he may be perceived by his employees and community as a terrible leader. Charismatic leaders inspire enthusiasm and loyalty by engaging followers through personal connection. Transformational leaders like Rev. Dr. Martin Luther King, Jr. and President John F. Kennedy were known for their charismatic qualities that inspired others to follow them, often in a highly emotional manner (Greenberg, 2010, p. 316). Charisma is a key leadership trait because it emphasizes the importance of focusing on the viewpoint of the employees and the community. Drive Drive consists of the desire for achievement, ambition, energy, tenacity, and initiative (Greenberg, 2010, p. 14). â€Å"High achievers obtain satisfaction from successfully completing challenging tasks, attaining standards of excellence, and developing better ways of doing things† (Kirkpatrick Locke, 1991, p. 2). Individuals that desire higher standards of excellence are more likely to succeed in a leadership role. They typically have a â€Å"can do† attitude and are willing to complete the necessary tasks to achieve positive results despite the challenge. Leaders with high levels of initiative are proactive. They make choices and take action that leads to change instead of just reacting to events or waiting for things to happen† (Kirkpatrick Locke, 1991, p. 4). In our technologically advanced society, it is very easy to operate in a reactive mode, addressing issues as they arise. Great leaders have a natural drive to seek out challenges and proactively identify opportunities for improvement. â€Å"These same qualities, however, may result in a manager who tries to accomplish everything alone, thereby failing to develop subordinate commitment and responsibility. Effective leaders must not only be full of drive and ambition, they must want to lead others† (Kirkpatrick Locke, 1991, p. 5). Self-confidence In order for leaders to gain commitment from their followers, self-confidence is a necessity. â€Å"A person riddled with self-doubt would never be able to take the necessary actions nor command the respect of others† (Kirkpatrick Locke, 1991, p. 7). Self-confidence has been uniquely recognized as a necessary trait of effective or emergent leaders in many different studies written since 1948 (Judge, Ilies, Bono, Gerhardt, 2002, p. ). Self-confidence is an indicator of emotional stability and self-esteem. Followers desire a sense of stability and assurance in their leader’s capacity to take charge in any given circumstance. Many times leaders have to be willing to take risks and make quick decisions that require commitment from others. Doing so requires confidence in their skills and abilities and others must be able to s ense their confidence in order to commit to the decision and take action. Integrity Integrity means doing the right thing for the right reason, regardless of who is watching. A leader of integrity is a leader people can trust. Integrity also means conducting business in an ethical manner because integrity requires honesty. Integrity is essential to effective leadership since people value trust and fair treatment. People want to know their leader will stand behind their word and do what they proclaim. â€Å"Honesty is absolutely essential to leadership. After all, if we are willing to follow someone, whether it be into battle or into the boardroom, we first want to assure ourselves that the person is worthy of our trust. We want to know that he or she is being truthful, ethical, and principled. We want to be fully confident in the integrity of our leaders. † (Kirkpatrick Locke, 1991, p. 7) Leadership Theories Leadership is an intricate process that entails developing and maintaining complex social relationships. Over the years, many have studied leadership approaches and styles in an effort to determine the most effective. Several leadership theories have formed out of these studies, two of which are contingency theories discussed below. A contingency theory is a belief that leadership is influenced by the â€Å"characteristics of the individuals involved and the nature of the situations they face† (Greenberg, 2010, p. 322). Hersey-Blanchard Situational Leadership Theory The situational leadership theory was developed by Paul Hersey, a professor who wrote the book Situational Leader and Ken Blanchard, author of The One Minute Manager. The theory was originally introduced as â€Å"The Life-Cycle Theory of Leadership† and was renamed â€Å"Situational Leadership Theory† in the mid 1970’s when they developed their own models (Hersey Blanchard, 1969). The situational leadership theory is based on adapting your leadership style to the maturity of the individual or group you are attempting to influence. It is based on the fact that each person differs in their capabilities and capacity to set goals, their willingness and ability to take responsibility, and level of education and experience. Hersey and Blanchard characterized leadership styles into four behavior types: telling, selling, participating, and delegating. Telling (S1) is the act of identifying the roles of the individual or group and providing specific avenues of how to accomplish the specified task. Selling (S2) is the act of identifying the roles of the individual or group and providing two-way communication so as to allow the individual or group being influenced to commit to the process. Participating (S3) encompasses shared decision making allowing the individual or group to be a part of the identification of the task and the process. Delegating (S4) provides the individual or group with the authority to make decisions about the process while the leader remains involved as a monitor of the activities taking place. (Hersey Blanchard, 1969) Hersey and Blanchard’s model also identifies four levels of maturity. Level one is when the participants lack the skills for the job and are either unable or unwilling to accept responsibility for the task. Level two is when the participants are willing to provide effort to complete the task but lack the skills or the knowledge required. Level three is when the participants are willing to provide the effort and have the skills or knowledge required but lack the confidence to take on the responsibility. Level four is when the participants are willing to provide the effort and have the skills or knowledge required and are confident and willing to accept the responsibility. (Hersey Blanchard, 1969) Hersey and Blanchard noted the importance of communicating your leadership approach to your employees. If you make a good diagnosis and provide the leadership style needed but fail to communicate your approach, your employees may become untrusting. Therefore it is important to implement your approach with your employees rather than to your employees in order to create a cohesive environment. (Hersey Blanchard, 1969) The idea is to adapt your leadership behavior to that of your employees. By identifying the maturity level of your employees and adapting your leadership behavior, you can become a more effective leader. Path-Goal Theory The path-goal is a contingency theory based on the principle that â€Å"subordinates will react favorably to leaders who are perceived as helping them make progress toward various goals by clarifying the paths to such rewards† (Greenberg, 2010, p. 325). This theory emphasizes the importance of the way the leader helps to clarify, communicate and reduce or eliminate obstacles so as to create a positive perception that will result in increased effort and high-quality performance from the subordinate (Greenberg, 2010, p. 325). In essence, people will work to achieve the goal if they believe they are capable, and if they perceive the goal to be worthwhile. The path-goal theory suggests four basic leadership styles: instrumental, supportive, participative, and achievement oriented. Instrumental also known as directive is when the leader identifies the task and specifically defines the process to be followed. This approach has a positive effect when the tasks are ambiguous and essentially gratifying (House Mitchell, 1974). The supportive leadership style is centered on building relationships with employees and showing concern for their sychological well-being. This style is effective when the tasks are emotionally taxing and physically draining (House Mitchell, 1974). The participative leadership style is the based upon the belief that two or more minds are better than one and engaging employees in the decision making process produces higher levels of commitment. The level of participation may vary based on the style of leadership used and the style may change based on the type of decision being made. The achievement oriented leadership style focuses on setting challenging goals with confidence in subordinates seeking to improve performance (Greenberg, 2010, p. 25). This style has been proven most effective in highly technical roles. The style of leadership that should be selected depends on the individual situation and several characteristics of subordinates should be considered. The theory suggests that several aspects of the work environment play a role and best results are achieved when tasks are unstructured. In a routine and structured work environment, employees may become resentful of the path-goal approach perceiving the leader as intrusive (Greenberg, 2010, p. 327). Application of Analysis to Leadership Environment Leaders of all industries may take advantage of the study and application of leadership traits and theories. Practical application would benefit a general manager of a full-service hotel in the hospitality industry. A general manager is a leader to many different employees with various levels of education, experience and skills. In addition, the employees maturity levels vary and some are more willing than others to take initiative to expand their skills and abilities. The two contingency theories mentioned provide leaders with optional styles that can be adapted to individual employees to achieve optimal productivity. For instance, a new housekeeper may initially require the telling style of the situational leadership theory. They may appreciate clear guidelines that outline the process of cleaning a room. However, after the training period the employee may exhibit high levels of maturity by taking initiative and offering new ideas. In this case, employee engagement and commitment can be achieved by shifting to the participating leadership style. This can be accomplished through encouraging feedback and empowering the employee to implement new ideas. The sales team of a hotel operates most efficiently in a creative environment that promotes open forums for brainstorming and networking. The path-goal theory encourages a participative leadership style effective in sales positions because it encourages feedback and a personal commitment to the goals. The ability to listen and relating to groups are valuable traits when working with a sales team. Active listening ensures the employees understand the goals of the organization. Relating to the group allows the leader to provide the support and resources needed to achieve the goals. How to cite Leadership Traits, Papers

Strategic Project Management

Preamble Zenith PM is a traditional contracting company, which has been affected by the economic crisis. It has also faced a problem of maintaining a health order book for long-term contracts. This has made the company to employ workers on a contractual basis.Advertising We will write a custom report sample on Strategic Project Management specifically for you for only $16.05 $11/page Learn More This has led to a high rate of turnover of employees. There is a need to change the core business model in order to solve these problems. This report involves the process of changing from the traditional manufacturing to the offsite manufacturing. Introduction Most companies have several projects running at the same time. However, the current economic downturn has made various manufacturing companies to re-evaluate their current situation. This has enabled them to shift from the traditional manufacturing to offsite manufacturing technique. Offsite manufacturing ma y also be described as the modern method of construction. It involves the establishment of structures in different places from the location of use. It involves constructing modules at the factory and then transporting these modules to the site using specifically designed trailers. It is a modern method of construction, which depends on offsite construction elements (Jones, 2000). This method is commonly applied in various sectors of the economy to improve efficiency in the construction process. This includes housing for health sector and education sector providing economical and social advantages. Offsite Manufacturing Off site, manufacturing entails designing of building modules whereby operations are carried in a factory. (Petridis, 2009). Modular units are then taken to the site and used in constrution. The method helps in providing effective and cost effective solutions to the company. It applies modern manufacturing processes and technology to improve construction. The manageme nt of Zenith PM should change from its current traditional site built construction, to the offsite construction method (Womack, 2001). This method of construction reduces the project construction time; this is because the buildings are structured at the same time with site preparation. It may even take less half the time taken by the traditional construction method.Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More A lot of work is not done in the project site, and this reduces the amount of disruption in the site. The management should adopt this method of construction as it fits well in places where labor is expensive. Materials can also be bought in large quantities because a lot of work is done in the factory. This construction method will also enable Zenith PM to achieve manufacturing efficiencies. Zenith PM is a traditional construction company, so it can be served better by offsite man ufacturing due to its limited space (Gibb, 2001). The offsite construction will enable the company to provide quality facilities at a less cost. The method involves program simplification, which increases productivity levels on the site. Using the product and process innovation off site construction enables a construction company to provide quality facilities. This method will help Zenith PM to provide complex building facilities, which will make it competitive. It will also help in reducing the operational cost as well as defects units (Gil, 2000). The improved manufacturing design and the process will help zenith in maintaining its workers and reduce the rate of turnover. Off site, manufacturing will also help the company to gain sustainability from enhanced performance and efficiency. Zenith will also benefit from significant waste reduction and a further reduction in site traffic. It creates safety-working conditions to employees due to its well-controlled environment. The compa ny will maximize its return on investment by using off site manufacturing (Roger, 2008). It leads to high standards of workmanship, which is beneficial to the company. It involves great architecture, which will correspond with savings. Today, most companies especially contracting companies have recognized the benefits of the offsite manufacturing method and zenith pm should follow suit in adopting this method. Business Strategy Considerations Off site manufacturing provides a crucial advantage in a major contractor’s portfolio, as it provides innovation into the market. Most companies are working hard to change from the traditional manufacturing to the offsite manufacturing method. However, there are some problems encountered in adopting this manufacturing method. These problems may include public sector spending reviews as well as economic crisis. For instance, a company like Tata Steel had to close down its off site manufacturing operations in North Wales. Britspace Modular Buildings Limited was forced to go into liquidation. The company should develop efficient business strategy considerations to change into off site manufacturing method. First, it should consider the current security and logistic issues to be affected by this change.Advertising We will write a custom report sample on Strategic Project Management specifically for you for only $16.05 $11/page Learn More Waste management strategy is another consideration. It has been proved that waste constitute of around 25% of the project costs in the traditional construction process (School, 2007). Current quality control and work schedule strategies of Zenith PM should also be considered during the change management process. The company should also consider the appointment of suppliers and manufacturers. Pre-contract services agreement is the appropriate logistic method used in offsite manufacturing sites. The company should also consider the skills availability and th e recruitment strategy. Project cost management should also be considered as off site manufacturing will lead to a cost reduction. These costs include the costs of fully finished modules as well as site installation costs. The current marketing strategies of Zenith PM should also be considered. Market segmentation issues such as niche marketing will influence the offsite manufacturing processes. Product quality will also be affected by using the offsite manufacturing technology. It will lead to production of high quality products at a lower cost and at a reduced time. The current organizational structure of the company should also be taken into consideration. This should also include the entire workforce of the company. Changing to offsite manufacturing process will affect the entire workforce of Zenith PM hence the need for all workers to be ready for a change. New Business Model Solution and Implementation Strategy Zenith Company should implement the offsite manufacturing which is regarded as the modern method of manufacturing. The new project should fit into the company’s strategic framework (David, 2006). The project design should be able to fit the manufacturing process. The project management, as well as the project team, should be committed to the installation of manufactured modules. All the people participating in the implementation process should understand the changed process (David Lewis, 2002). The company needs to reduce the number of workers in order to allow for innovation and cost reduction. The number of management layers will also be reduced in order to increase employee satisfaction. This will lead to a more efficient company, which will be able to adopt the offsite manufacturing technology. The new business model will create a growth in the rate of turnover and employees satisfaction.Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More The management will design the new business model as well as the organizational chart. The entire workforce will be involved in the implementation process (Gerard, 2009). The company should also contact models consultants during the implementation process. The project managers will lead the project team in the implementation process. Change agents and a steering committee should also be appointed in order to monitor and evaluate the implementation process. Workers should be committed towards the change management process. They need to be trained in order to prepare for the coming change. Communication plan should be designed in order to enhance communication by the members of the project team in all stages of the implementation process. The actual implementation of the offsite manufacturing model should take a period of 12 months. Risk Management Risk involves something that may occur during the implementation process, and if it happens, it will have a negative effect on the project . During the risk management process, the company should design a risk management plan (Harold, 2009). The plan will have four stages of risk management. In the first stage, the company should identify the potential risks. People from the manufacturing and IT department should brainstorm and identify the potential risks associated with offsite manufacturing. There are various risks, which may affect the project process such as business risks, which will be handled by the business (Crouhy Mark, 2006). There can also be generic risks that may affect the project. Risk quantification is another factor to be considered by the company in the risk management process. This involves assessing the impact of the potential risk to the project. The company should use the probability matrix to evaluate the impact of a potential risk. Another component of risk management to be considered by the company is the risk response. This involves how the company will respond to a potential risk (Galai, 20 02). The final step in risk management will be the risk control. This involves monitoring and evaluation of risks to identify changes that may occur. It will also help in identifying the probability and the impact of risks in the project implementation process. Risk control may also enable the company to identify new risks. The company should follow the four steps in order to effectively manage potential risks. Conclusion Offsite manufacturing is a modern innovation method of construction. It involves the design of individual modules in the factory and then transporting the units to the construction site. Most manufacturing companies today are changing from the traditional manufacturing to offsite manufacturing. It provides a cost effective solutions to the manufacturing industry. It is based on modern manufacturing processes and technological improvements (Luecke, 2007). It has enabled the manufacturing companies to become competitive through producing quality products. Zenith PM C ompany is in the process of adopting the offsite manufacturing in order to solve its current problems. The company should adopt this modern and innovative technology in order to remain competitive in the manufacturing industry (Thompson, 2007). The problem of economic downturn affecting the company may be reduced using off site manufacturing technology. Many designers, manufacturers as well as contractors, have been exploiting the benefit of offsite manufacturing. However, one of the major limitations of implementing this method is its complexity. This has made some companies using this method to close down leading to job losses for many people. Lack of skilled personnel is another limitation in the adoption of offsite manufacturing. However, Zenith Company should change its manufacturing operations from the traditional manufacturing to the offsite manufacturing. This is because off site manufacturing has several benefits as compared to the traditional manufacturing. These manufactu ring benefits include improved productivity, improved control, improved cost, improved quality as well as improved processes. Reference List Crouhy, M Mark, R 2006, Risk Management, New York, Wiley. David, C, 2006, Strategic Management:Strategic Project Design and Implementation, California,California University Press. David, C Lewis, I 2002, Project Management:Strategic Design and Implementation, New York, McGraw Hill. Galai, D 2002, The Essentials of Risk Management. Chicago, Chicago University Press. Gerard, H 2009, The complete project management methodolog, California, CRC Press. Gibb, A 2001, Off-SiteFabrication, Scotland, Whittles Publishing. Gil, T 2000, Contribution of Speciality Contractor Knowledge to Early Desig, London, Sussex University Press. Harold, K 2009, Project Management:A System Approach to Planning,Scheduling, and Controllin, New York, Wiley. Jones, D 2000, The MachineThat Changed The Worl,. New York, Wiley. Luecke, R 2007, Managing Change and Transition, Lo ndon, Harvard Business Press. Petridis, P 2009, Manubuild Construction Site Training Simulator for Offsite Manufacturin,. Manchester, University of Salford Press. Roger, L 2008, Designers’ and General Contractor’s Perceptions of Offsite Construction Techniques, International Journal of Construction Education and Research , 177-188. School, H 2007, Managing Chang, London, Harvard Business Press. Thompson, R 2007, Manufacturing Processes for Design Professionals, Chicago, Thames and Hudson. Womack, P 2001, How the World Has Changed Since the MachineThat Changed The World, Chicago, Lean Enterprise Institute. This report on Strategic Project Management was written and submitted by user Darth Maul to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.