On a personal experience of cultural adaptation Essay Example for Free

On a personal experience of cultural adaptation Essay Adaptation, originally as a biological concept, is an alteration or adjustment in structure or habits, by which a species or individual improves its condition in relationship to its environment. Every creature on the earth, including human beings, has the essential and innate capacity of adapting to the outer environment. That is on the level of biological adaptation. The evolution of human beings makes them outmatch all the other creatures to develop their own language and culture, which is unique only among themselves. At this time, the adaptation of human beings could not only be confined in the scope of biological one. Cultural adaptation, at this point, is necessary and indispensable for the further development of human beings. The significance and importance can be represented especially when the cultural contexts or environments have changed no matter it is a change of international, intercultural, interethnic, inter-religion, or inter-region, etc. The term â€Å"microculture†, the counterpart of â€Å"macroculture†, can refer to a social group that shares distinctive traits, values, and behaviors that set it apart from the parent macroculture of which it is a part (Gollnick Chinn, 1998). The identity of microculture can be based on traits and values of different ethnic origin, religion, gender, age, socioeconomic status, geographic region, place of residence conditions, and so on, among which, geographic region and place of residence will be what I give my focus on in this paper. The change of geographic region and place of residence will evoke the change in psychology and behavior to adjust and adapt oneself to the new environments. 2. Cultural Adaptation 2. 1 Cultural Adaptation versus Biological Adaptation Human beings, like other living creatures in the world, also have biological and psychological needs. Other animals fill their needs primarily through biological adaptation, for example, a lion uses speed and sharp teeth and claws to capture and eat its prey. However, our human beings develop forms of knowledge and technologies that enable them to get the necessary energy from the environment and make life more secure. This knowledge and technology forms a core of culture that can be passed from generation to generation and group and group, so human beings adapt to their world culturally (Nanda Warms, 2002). Cultural adaptation has some distinct advantages over biological adaptation. Because human adapt through learned behavior, they can change their approach to solving problems more quickly and easily. However, creatures whose adaptations are primarily biological change slowly (Nanda Warms, 2002). Adaptation, coming being into one of the basic characteristics of culture, makes people develop to accommodate environmental conditions and available natural and technological resources (Gollnick Chinn, 1998). Culture, in fact, is the way human beings adapt to the world (Nanda Warms, 2002). 2. 2 The Definition of Cultural Adaptation From the aspect of sociology and anthropology, cultural adaptation is the long-term process of adjusting and finally feeling comfortable in a new environment (Kim Gudykunst, 1988). Immigrants who enter a culture more or less voluntarily and who at some point decide to adapt to the new cultural context experience cultural adaptation in a positive way. Cultural adaptation, especially intercultural adaptation is broadly used in the literature of intercultural communication studies, and according to Kim, it refers to the process of increasing the level of fitness of people to meet the demands of a new cultural environment. It deals with how sojourners or new immigrants experience the distress caused by mismatches or incompatibility between the host culture and the culture of birth (Fan, 2004). 2. 3 Models of Cultural Adaptation 2. 3. 1 The Anxiety and Uncertainty Management Model This model was put forward by communication theorist William Gudykunst. He stresses that the goal of effective intercultural communication can be reached by reducing anxiety and seeking information, the so-called uncertainty reduction (Gudykunst, 1995). The uncertainty can be classified into different types. Predictive uncertainty is the inability to predict what someone will say or do. Explanatory uncertainty is the inability to explain why people behave as they do (Martin Nakayama, 2000). In fact, some level of anxiety is optimal during an interaction. Too little anxiety may convey that we don’t care about the person. Too much anxiety causes us to focus only on the anxiety and not on the interaction. This model assumes that to communicate effectively we will gather information to help us reduce uncertainty and anxiety. The theory predicts that the most effective communicators are people who have a solid self-concept and self-esteem, have flexible attitudes (a tolerance for ambiguity, empathy) and behaviors and are complex and flexible in their categorization of others (Martin Nakayama, 2000). 2. 3. 2 The U-Curve Model This model, applied to many different migrant groups, is based on research conducted by a Norwegian sociologist, Sverre Lysgaard, who interviewed Norwegian students studying in the United States. The main idea is that migrants go through fairly predictable phases in adapting to a new cultural situation. The first phase is the anticipation or excitement phase. The second phase, culture shock, happens to almost everyone in intercultural transitions. During this phase, migrants experience disorientation and often a crisis of identity. Because identities are shaped and maintained by one’s own cultural context, experiences in new cultural contexts often raise questions about identities. The third phase is adaptation. In this phase, how much of the migrants should be changed and to what degree should he or she to adapt is what should be pay attention to (Martin Nakayama, 2000). 2. 3. 3 The Transition Model Culture shock and adaptation have been viewed as a normal part of human experience, as a subcategory of transition shock. Janet Bennett (1998), a communication scholar, says that culture shock and adaptation are just like any other transition, such as going away to college, getting married, or moving from one part of the country to another. Psychologists have found that in this model most individuals prefer either a â€Å"flight† or â€Å"fight† approach to unfamiliar situations. The first preference, the â€Å"flight† approach, is to hang back, get the lay of the land, and see how things work before taking the plunge and joining in. The second preference, the â€Å"fight† approach, is to get in there and participate. Migrants who take this approach use the trial-and-error method. Individual preference is a result of family, social, and cultural influences. An alternative to fight or flight is the flex approach, in which the migrant uses a combination of productive fight or flight behaviors (Martin Nakayama, 2000). 3. Microculture or Subculture Microculture, as a counterpart of macroculture, refers to these groups which exist within the context of a larger society and share political and social institutions as well as some of the traits and values of the microculture. It can also be called subsocieties or subcultures. These cultural groups are called microcultures to indicate that they have distinctive cultural patterns while sharing some cultural patterns with all members of the macroculture and their unique patterns will identity themselves as members of their particular group. Cultural identity is based on several traits and values learned as a part of the national or ethnic origin, religion, gender, age, socioeconomic status, geographic region, place of residence conditions and so on (Gollnick Chinn, 1998).

Delivery Methods for Treatment of Tuberculosis

Delivery Methods for Treatment of Tuberculosis INTRODUCTION The Mycobacterium tuberculosis is a rod-shaped bacillus bacterium which is responsible for an infectious disease tuberculosis. Tuberculosis is chronic bacterial, air borne, contagious disease, which commonly affects lungs and spreads from person to person when active TB patient expels bacteria by coughing or sneezing.(Villemagne et al., 2012). After HIV, Tuberculosis claims world’s second deadliest disease caused by single infectious agent.(Moualeu et al., 2015). In worlds population, one third of individuals are infected with dormant infection, but only 10% of infected people will be symptomatic.(Villemagne et al., 2012). As mentioned in WHO data, yearly global tuberculosis report 2014, it is estimated that 9 million people were symptomatic and develop active TB and out of them, 1.5 million people were died in 2013. Probability of occurrence of TB in HIV patients is high because 360000 out of the 1.5 million deaths were HIV positive. Most of TB cases occur in poorest countrie s like South-East Asia and West Pacific and African regions. It also affects countries like India and China to some extent. Tuberculosis is a preventable and curable disease with effective diagnosis and treatment because 37 million lives were saved between 2000 and 2013.(WHO,2014). The effective treatment of tuberculosis follows multi drug regimens, in which first-line therapy includes four drugs (isoniazid, rifampicin, ethambutol, pyrazinamide) administered during initial intensive stage for two months and followed by continuous phase with rifampicin and isoniazid for four months.(Sosnik et al., 2010). When first-line drugs are mismanaged, therapeutic failure occurs, which leads to multi-drug resistant TB (MDR-TB) which is difficult to treat. Then second line agents such as flouroquinolones and aminoglycosides are given, which are more expensive, more toxicity and less potent. Next stage follows extensively drug resistant TB(XDR-TB) which occurs when second line agents are misused, and disease becomes severe.(Kaur and Singh, 2014). Rifampicin is one of the potent and effective antibiotic and is first drug of choice for long term continuous therapy (six months) and it is having severe side effects as acute renal failure, hepatotoxicity.(Son and McConville, 2011). Chemical name of rifampicin is 3-[[(4-methyl-1-piperazynl)imino]-methyl]-rifamycin.(Argekar et al., 1996). It shows bactericidal activity by binding to ÃŽ ²-subunit of the DNA dependent RNA polymerase and inhibits the bacterial RNA synthesis. Rifampicin facing severe toxicity problems can be solved by reducing the frequency of administration and maintaining a controlled release which is possible by lipid based nanoparticles.(Labuschagne et al., 2014). It is classified as BCS class Ó Ãƒâ€œÃ‚  drug (low solubility and high permeability) and due to poor aqueous solubility and poor bioavailability, this drug is best suitable for lipid based nanocarriers which shows good lipid solubility.(Moretton et al., 2010). Cubosomes are lipid based sub-micron, discrete nanoparticles of liquid crystalline phase with cubic crystallographic symmetry.(Achouri et al., 2014). When amphiphilic lipid is made contact with excess water then it forms a self-assembled liquid crystalline structure of bicontinuous cubic phase and inverse hexagonal phases.(Nguyen et al., 2011). Cubosomes are composed of a lipid and surfactant, first lipid (monoolein) due to its amphiphilic nature it has an ability to solubilize both hydrophilic, hydrophobic and amphiphilic molecules. It is non-toxic, biodegradable and biocompatible material, which is approved by FDA inactive ingredients. Second hydrophilic non-ionic surfactant (poloxamer 407), it is triblock copolymer two hydrophilic blocks of polyethylene oxide (PEO) and hydrophobic block of polypropylene oxide (PPO) that is (PEO-PPO-PEO).(Achouri et al., 2014). Cubosomes are best suitable for poorly water soluble drugs, and they increase solubilisation of drug and m aintain controlled release.(Boyd, 2003) Rifampicin is the only lipophilic drug in all anti-TB first-line drugs. This drug delivery system enhances drug solubility and bioavailability and reduces toxicity and maintains controlled release at the target site. In this study, we prepared rifampicin loaded cubosomes by hot melt method. The main objective of the study to reduce the dose and maintain controlled release, and it is also capable of increasing solubility and bioavailability of the drug. The optimized formulation ratio was fixed by the results obtained by varying dependent and independent variables using response surface methodology (RSM) with a 3 ² full factorial design. Materials Methods Rifampicin was obtained as a free sample from Lupin (Lupin pharmaceuticals, Pune), Peceol was purchased from and poloxamer 407 was purchased from and millipore water was used for all experiments. Preparation of rifampicin loaded cubosomes Rifampicin loaded cubosomes are prepared by using hot melt method.(Boyd, 2003). In this method, Peceol, poloxamer 407 and drug were taken as organic phase and mixed until the drug is completely entrapped in the dispersed phase. And then organic phase and aqueous phase (water) were heated at 70 ºC and aqueous phase was added slowly to organic phase under stirring. Then bulk cubic gel was fragmented by high speed homogenisation (Ultraturrax, 12000rpm) for 10 minutes and ultrasonication for 5minutes. The final dispersion was stored at room temperature. Experimental design References Achouri, D., Sergent, M., Tonetto, A., Piccerelle, P., Andrieu, V., Hornebecq, V., 2014. Self-assembled liquid crystalline nanoparticles as an ophthalmic drug delivery system. Part II: optimization of formulation variables using experimental design. Drug Dev. Ind. Pharm. 9045, 1–9. doi:10.3109/03639045.2014.884113 Argekar, A.P., Kunjir, S.S., Purandare, K.S., 1996. Simultaneous determination of rifampicin , isoniazid and pyrazinamid by high performance thin layer chromatography 14, 1645–1650. Boyd, B., 2003. Characterisation of drug release from cubosomes using the pressure ultrafiltration method. Int. J. Pharm. 260, 239–247. doi:10.1016/S0378-5173(03)00262-X Kaur, I.P., Singh, H., 2014. Nanostructured drug delivery for better management of tuberculosis. J. Control. Release 184, 36–50. doi:10.1016/j.jconrel.2014.04.009 Labuschagne, P.W., Adami, R., Liparoti, S., Naidoo, S., Swai, H., Reverchon, E., 2014. Preparation of rifampicin/poly(d,l-lactice) nanoparticles for sustained release by supercritical assisted atomization technique. J. Supercrit. Fluids 95, 106–117. doi:10.1016/j.supflu.2014.08.004 Moretton, M. a, Glisoni, R.J., Chiappetta, D. a, Sosnik, A., 2010. Molecular implications in the nanoencapsulation of the anti-tuberculosis drug rifampicin within flower-like polymeric micelles. Colloids Surf. B. Biointerfaces 79, 467–79. doi:10.1016/j.colsurfb.2010.05.016 Moualeu, D.P., Weiser, M., Ehrig, R., Deuflhard, P., 2015. Optimal control for a tuberculosis model with undetected cases in Cameroon. Commun. Nonlinear Sci. Numer. Simul. 20, 986–1003. doi:10.1016/j.cnsns.2014.06.037 Nguyen, T.-H., Hanley, T., Porter, C.J.H., Boyd, B.J., 2011. Nanostructured liquid crystalline particles provide long duration sustained-release effect for a poorly water soluble drug after oral administration. J. Control. Release 153, 180–6. doi:10.1016/j.jconrel.2011.03.033 Son, Y.-J., McConville, J.T., 2011. A new respirable form of rifampicin. Eur. J. Pharm. Biopharm. 78, 366–76. doi:10.1016/j.ejpb.2011.02.004 Sosnik, A., Carcaboso, A.M., Glisoni, R.J., Moretton, M. a, Chiappetta, D. a, 2010. New old challenges in tuberculosis: potentially effective nanotechnologies in drug delivery. Adv. Drug Deliv. Rev. 62, 547–59. doi:10.1016/j.addr.2009.11.023 Villemagne, B., Crauste, C., Flipo, M., Baulard, A.R., Dà ©prez, B., Willand, N., 2012. Tuberculosis: the drug development pipeline at a glance. Eur. J. Med. Chem. 51, 1–16. doi:10.1016/j.ejmech.2012.02.033 WHO 2014, n.d.

An Exploration Of Leadership Style Of Howard Schultz Management Essay

An Exploration Of Leadership Style Of Howard Schultz Management Essay This essay explores the leadership style of a successful international businessman, Howard Schultz, the Chief Executive Officer of Starbucks coffee-house company, arguably the worlds most successful coffee company. Fellner (2008) credited Schultz with having a highly successful year in 2003 à ¢Ã¢â€š ¬Ã‚ ¦ with a net sales of $4.1 billion (almost twice what it had earned in 2000 when it yielded $265 million (p.16). Schultz was ranked as the 354th richest person within the USA in 2006 with a net worth of over one billion dollars (Forbes.com, 2006). Schultz joined the Starbucks Company initially as an executive in the early 1980s before becoming chief executive officer in 1987 and was credited for developing the company into an internationally recognized brand and multi-national corporation (James, 2009). He took a step down from CEO to Chairman in 2000 and witnessed the company struggle through the economic down-turn before returning to the helm as CEO in 2008 and navigating the compa ny through an international expansionist strategy whilst reducing the number of physical companies in the domestic US market. The premise of relevant leadership theories and models will be used to analyze the topic of Schultzs leadership style. In particular, one will assess the type of skills that he has demonstrated in order to ascertain his style of leadership in terms of competencies and meta-competencies. This assignment will enable the reader to understand what makes a successful entrepreneur and global leader by providing a lens into their world-view. In conjunction with references to academic discourse, the components of this effective leader are illuminated through a personal bibliography within the following section. CRITICAL ANALYSIS: LEADERSHIP THEORIES AND SCHULTZS LEADERSHIP STYLE Burns (1978) introduced a theory on leadership that has had global implications for organizations. At the heart of Burns argument was a differentiation between two different types of leader: transformational and transactional. The latter often bases his approach on interactions and exchanges with those at lower organizational tiers in order to meet his desired strategic goals. In turn, his employees get what they require such as a salary, praise or promotion in exchange for what the leader values (such as effective performance levels). Conversely, a transformational leader seeks to redress employee/follower concerns and meet their desires whilst leading effectively and dealing with organizational issues at a higher contextual level. In this latter respect, followers are accorded respect and encouraged to develop as persons in their own right. They are also encouraged to participate at a collective level in order to ensure organizational objectives are met. Transformational Leaders te nd to adapt a selling style of leadership. The influence of this approach is captured in the following quote: [It] engenders high levels of motivation and commitment among followers/members. The emphasis is on generating a vision for the organisation and leaders abilities to appeal to the higher ideals and values of followers/members in order to achieve high performance, high commitment and high inclusion to an organisation or system (Rodgers et al; 2003: p.16). The emphasis shift from Transactional to Transformational leadership occurred in order to redress the hierarchical imbalance associated with Transactional theories by encouraging active participation and inclusion amongst followers. Discourse widely proffers that effective leadership development is an ambiguous and contested concept due in part to the variability of peoples leadership styles. Bryman (2007) argues that heroic and hierarchical forms of leadership that focus on a leaders competencies and behaviours have traditionally prevailed within business circles yet are increasingly unsuitable in the current and somewhat chaotic, global business environment (Collinson, Collinson, 2009: p.367). It is widely argued that modern leaders must eschew novel skill-sets, meta-competencies such as inter-personal skills and positive behaviours in order to increase organizational efficiencies and effectiveness (Kiel and Watson, 2009). Kutz discusses some of the tensions emanating from globali zation and free-market structures where a: Constant pressure to innovate, gives rise to continually changing contexts. In turn, these phenomena require executives and leaders to respond and adapt to quickly changing contexts (2008: p.18). Schultz recent advocated the use of mobile technology to enhance the efficiency and effectiveness of the company by accepting purchase payments through a mobile device. A Starbucks Card-Mobile iPhone application also enables use in a gift card capacity by presenting a technically secure QR bar code for baristas to scan in front of a high-tech 2D scanner during the payment process (Butcher, 2010). Participating customers now have the ability to reload their card balance via their mobile device using a major credit card. They also have the ability to check the status of their My Starbucks Reward status and to search for Starbuck stores in situ (ibid). From an historical perspective and before mobile technologies were piloted and implemented across New York Stores, Schultz had a vision to create 2000 physical stores by the year 2000. Some observers credit this vision with the driver behind Starbucks success. Schultz used his ability to translate this vision across the organizations management teams and supervisors who possessed micro level visions that directly sustained and supported his aims: His powerful communication skills define a leader who knows not only what he stands for, but also the values he promotes, and who knows how to make an emotional connection with his listeners (Bloomberg Businessweek, 2006: n.p). At a lower contextual level, management and supervisors directly supported their staff by providing them with the opportunity and resources to grow through various activities such as coaching, training, mentoring and educational opportunities. A shift towards a situated, networked and fluid leadership style based on n ovel forms of participation has been the consequence of Schultzs actions. Schultz stresses the importance of sharing both the success and the credit of entrepreneurship (Neff Citrin, 1999). Collinson Collinson cited research by Bolden et al. (2008, 2009) within the higher education establishments which identified strong evidence of distributed leadership. Conversely, and paradoxically, respondents (employees) also recognized the importance of powerful and inspiring leaders (2009: p.376). Schultz advocated the purchase of companies including Seattle Coffee Company in the UK and subsequently expanded their operations beyond the United States into Europe and South East Asia. By 2003 the number of stores rose to 6,000 and by 2010 approximately 16 thousand stores existed in over 50 countries (New York Times, 2010). The success of Starbucks has been attributed to Schultz collaborative style that contained powerful social essence, encouraged follower empowerment and which was seen as non-hierarchical and less-centralized compared to many other business models. Starbucks business strategy was driven by a man who exhibited effective leadership skills by empowering lower-tiered management and staff to participate in decision-making activities (associated with the 2000 vision) and by, for instance, providing universal healthcare for all employees. Starbucks uses 2 mission statements which are noted in the companys website: To inspire and nurture human spirit one person, one cu p, and one neighbourhood at a time and Starbucks is committed to a role of environmental leadership in all facets of our business (www.starbucks.com). James (2009) recently noted how the company still prides itself on its treatment of workers (baristas) who receive the same health benefits as all other tiers of the company: He gave baristas health care plus a share of the profit. When the AIDS epidemic was at its height, Starbucks paid for terminal illness care for employees for 29 months until the government took over (n.p). James also noted some of the current tensions facing Starbucks Corp and its CEO in particular. Schultz may have provided all employees with a 401(k) plan and stock options (including health benefits); however Starbucks Workers Union has restricted rights which limit its ability to defend staff against low-paid work and unsociable hours. James noted how Schultz stated: I was convinced that under my leadership, employees would come to realize that I would listen to their concernsà ¢Ã¢â€š ¬Ã‚ ¦If they had faith in me and my motives, they wouldnt need a union. On his return to the CEO fold in 2008, Schultz planned to dramatically reverse a decline in sales and achieve a turnaround in the companies financial performance at a time when the business world presumed that Starbucks had effectively lost its innovative edge. He advocated the closure of 300 US stores and cut hundreds of jobs yet aggressively opened hundreds of new stores beyond the US market (New York Times, 2010). Schultz took the decision to downsize in the US market and expand further globally with the support of his senior management team. This reflects Hughes, Ginnett, and Curphy (1999, p. 365), who found that: [members] solidify into an interdependent team of mutually supporting friends and colleagues (cited in Bentley et al; 2004). Tobak, (2009) questions whether Schultz had the vision at that time to acknowledge that Starbucks undertook such changes without foreseeing the problems that may ensue. He conveniently blamed the economic downturn  [1]  for much or Starbucks p roblems when in fact significant problems occurred approximately 18 months before the economy: à ¢Ã¢â€š ¬Ã‚ ¦took a nose dive. From January 2007 to August 2008, its share price was off 60 percent while the Nasdaq index was essentially flat. This is not about the economy, and Schultz knows it (n.p). Schultz stated in a recent July/August 2010 Harvard Business Review article: The past two years have been transformational for the company and, candidly, for me personally. When I returned, in January 2008, things were actually worse than Id thought. The decisions we had to make were very difficult, but first there had to be a time when we stood up in front of the entire company as leaders and made almost a confession-that the leadership had failed the 180,000 Starbucks people and their families. And even though I wasnt the CEO, I had been around as chairman; I should have known more. I am responsible. We had to admit to ourselves and to the people of this company that we owned the mistakes that were made. Once we did, it was a powerful turning point. Its like when you have a secret and get it out: The burden is off your shoulders. Cited in Petty (2010: n.p) In early 2009, the company bounced back and has seen more store traffic and renewed earnings growth with Starbucks shares raising to $24 a share. By spring 2010, the company: à ¢Ã¢â€š ¬Ã‚ ¦announced its first dividend to be paid in cash to investors. In April, the company said its profit rose more than eightfold in the second quarter, as more customers visited its stores and spent more (ibid: n.p). Kiel Watson (2009) suggest that most organizational issues encompass human rather than technical challenges and suggest: While no academic study has been conducted on this topic [affective leadership and emotional intelligence], we believe that [those] who are successful in developing the support of their communitiesare ones who expend considerable emotional labo[u]r (p.22). Schultz leadership style has been described in the following terms: They dont teach caring in business schools, and benevolence isnt usually discussed in corporate management seminars. But these values anchor Schultzs leadership philosophy as he seeks to build connections between people through demonstrations of heart and conscience. Starbucks baristas, for example, receive a Green Apron Book that exhorts them to be genuine and be considerate. And the company works hard to treat its coffee growers in Third World countries with dignity while purchasing their products at above-market prices (Meyers, 2005, p. 1) Lara Wyss, Starbucks director of global consumer public relations also noted how: The company is testing concept stores with various platforms that fit in with its Shared Planet pledge hat each new store built in 2010 will be Leadership in Energy and Environmental Design (LEED) certified (Zegler, 2010: p.62). Starbucks has recently introduced three concept stores in Seattle, Disneyland Paris and London. The former was recently redesigned in the light of its heritage concept theme and uses various recycled and revamped materials as part of its dà ©cor. Schultz illustrated examples of effective leadership by embracing a culture of open communication and by constructing active partnerships with his work-force. Schultz style of leadership would be at odds with a somewhat aggressive and negative management style that reflected an authoritarian and hierarchical leadership approach, such as that adopted by Michael OLeary from Ryanair. A Wall Street Journal (2009) article highlighted OLeary s abhorrence and total disregard of trade union power within the airline industry and how his drive for cost savings included the prospect of refusing free food for airline staff if the opportunity arose. Further criticism was directed at him for a perceived lack of moral leadership by refusing to provide wheel chair assistance for disabled passengers (Box Byus, 2005: p.68). Conversely: Starbucks was among the first companies to provide medical benefits to part-time employees. Today, however, Starbucks is spending more on healthcare than on coffee, and the workforce is nervous about shrinking benefits. Were not ever going to turn our backs on our partners [employees], says Schultz reassuringly. Then he faces reality. But we need relief. Where is the money going to come from? (US.news.com, 2005) In this respect, Schultz and OLeary are clearly different types of leaders with opposing leadership styles, yet both have similar beliefs in regards to trade union power. Fellners (2008) book viewed Schultz as the leader of a coffee chain with a proffered liberal consciousness and whose reputation was paradoxically categorized as a symbol of globalization and all that is immoral with free-market capitalism. She found paradoxes in the basis of employee friendly structures that espouse universal healthcare provision with anti trade-unionist practices; and between what she perceived as community individuality and forms of cultural hegemony. Carroll, Levy Richmond (2008) discussed Alvesson and Sveningssons (2003abc) research findings which stipulated that numerous managers involved in leadership development may effectively articulate abstract ideals such as vision and inspiration. However, an inability to define or explain concrete actions undertaken in pursuit of such ideals was also d eemed prevalent (ibid). CONCLUDING NOTES This section will provide a conclusion to the assignment and discuss some of its limitations. It was noted within the main body of text how different leadership styles can influence employee motivation and job satisfaction. A clear comparison can be made between Schultz leadership style and that of a successful entrepreneur in another industry (Michael OLearys Ryanair airline company). It was also discussed above how various leadership styles impact upon employee motivation and job satisfaction. Nelson and Quick (2006) attributed Schultzs leadership to a transformational style because his caring and generous nature reflects transformational leadership qualities. In some respects, it is clear that Schultz shows concern for the whole Starbucks organization and exhibits openness and debate amongst its employees and management rather than pursuing activities out of his own selfish interests. Spillane proposes that: à ¢Ã¢â€š ¬Ã‚ ¦ from a distributed perspective, leadership practice takes shape in the interactions of people and their situation, rather than from the actions of an individual leader (2004: p.3). In realist terms, Fellner (2008) illuminated the chaotic social and business blend that Schultz embraces which seeks to maximize corporate profit by targeting new markets (foreign markets, mobile technology markets) whilst exhibiting sufficient social justice tendencies. It is this paradox that has led Schultz and his team to constantly align itself with one set of principles whilst seeking solace in another set of principles that are arguably at opposing sides of the spectrum. Collinson Collinson (2009) noted how Cameron et al. (2006) viewed effective leaders as: à ¢Ã¢â€š ¬Ã‚ ¦simultaneously paradoxical, integrating factors usually seen as competing, contradictory and even incompatible (ibid: 377). Schultz seems to have used high degrees of emotional intelligence by seeking alliances and partnerships within the Starbucks organization, rather than thrive on adversity and seek economic benefit from unethical channels. As noted above, OLearys approach to staff meals and customer wheel chairs highlight his domineering and hierarchical leadership approach whilst Schultz willingness to support employees suffering from HIV shows aspects of social justice in his personality traits. Schultz embraced change and development in a chaotic, competitive and complicated external environment. He seemed to display a significant amount of vision and emotional intelligence in order to transform the status quo into a global brand in over 50 countries. Overall, the literature suggests that modern leaders must provide effective leadership skills that compliment and encompass traditional management skills. These are increasingly linked to emotional intelligence, empowerment, empowerment, reflection, the ability to take risk without apprehension and the need to reflect upon the ethical and moral consideration of others. Schultz openness for social and ethical practices in pursuit of Starbucks business objectives has been applauded by many observers. Much of Schultz skills included trust building, negotiating with opponents and encouraging mutual co-operation. Therefore, one must possess a combination of hard, technical and softer, intuitive leadership skills in order to solidify their role as an effective leader in all situations. They must also be charismatic and inspirational yet calculated risk takers in order to navigate their respective organizations through the chaos and complexity (for instance, see Wheeler et al., 2007 in Coll inson Collinson, 2009)

Free Yellow Wallpaper Essays: Womens Subordination :: Yellow Wallpaper essays

Women's Subordination in The Yellow Wallpaper  Ã‚  Ã‚        Ã‚   "The Yellow Wallpaper," written in 1892 by Charlotte Perkins Gilman, is a chilling study of insanity. It is a bitter story of a young woman driven to insanity by a "loving" husband-doctor, who imposes Mitchell's "rest cure."1 This short story vividly reflects a woman in torment. This story starts out with a hysterical woman who is overprotected by her "loving" husband John. She is taken to a summer home to recover from a nervous condition. She is told to rest and sleep; she is not even allowed to write. "I must put this away,--he hates to have me write a word." This shows how controlling John is over her as both husband and doctor. She is "absolutely forbidden to "work" until" she's "well again." Here, John seems to be more of a father than a husband. Like the husband in Ibsen's A Doll House, John is being the dominant person in the marriage: a sign of typical middle-class. Although the narrator feels desperate, John tells her that there is "no reason" for how she feels; she must dismiss those "silly fantasies." In other words, John treats her like a child and gives her reason to doubt herself. "Of course it is only nervousness," she decides. She tries to rest, to do as she is told, like a child, but suffers because John does not believe that she is ill. This makes her feel inadequate and unsure of her own sanity. He "does not know how much I really suffer. He knows there is no reason to suffer, and that satisfies him." She feels that she should be "a good girl" and appreciate the protective love John offers to her. "He takes all care from me, and I feel so basely ungrateful not to value it more. . . . He took me in his arms and called me a blessed little goose. . . . He said I was his darling and his comfort and all he had, and that I must take care of myself for his sake, and keep well." In telling her to keep well, John just expresses more doubt about her having any real illness. She tries to discuss her feelings, but this brings only a "stern reproachful look" and she goes back to bed. "Really dear you are better," John says over and over.

King Henry I :: essays papers

King Henry I The death of King Henry I in 1135 put Henry II on the path to the throne of England. Henry II lavish youth kept him sheltered from society only allowing him to have a couple friends. One of his life long friends soon became a burden because of differences in opinions about religion. Henry's intelligence and persistency from birth led him to be crowned King of England. The appointment of Thomas Becket to Archbishop by Henry II started the trend of conflict between the two over the separation of church and state. Henry II, the first of the Plantagents was the son of Geoffrey Plantagent and Matilda, daughter of Henry I. In 1152 Henry married Eleanor of Aquitaine, the ex-wife of Louis VII of France. With this marriage, Henry gained considerable amounts of land in France. In 1153 Henry returned to England after his stay in France and forced Stephens to name him the heir of the throne. Henry immediately appointed his long-term friend Thomas Becket, English Chancellor, to be Archbishop of Canterbury. Becket accepted the job of Archbishop in 1162 but he did it with some reluctance. Becket's unkind heart soon became a thorn in Henry's side.(Hay 107) By 1163, Becket had already defied Henry in one of his decisions. He challenged his former friend in his vehement to dismantle the ecclesiastical courts. Becket became an ardent defender of the interests of the church. Becket's hard-nosed attitude towards defending the Church of England showed just how important the church was to England. "The affairs between Henry and Becket became a highly colored by their personal relationships."("Henry II") Their life long friendship was the only thing that kept the two on the same side. Another strong disagreement came between the two on the status of "criminous clerics." These were members of the clergy who had committed civil crimes. The crimes ranged from theft to assault and even murder. This became a total embarrassment to the church. Henry sought to have the members tried in the royal court, as would others who committed such crimes. Becket insisted that they only be tried in the clerical courts. The disagreement became a heated battle between the two. Becket stood firm on his belief that the matter should not be brought to a higher court.

Dorothea Lange :: essays research papers

Dorothea Lange was born in 1895 in Hoboken, New Jersey. Her family had come from Germany to the United States as immigrants. When Dorothea was seven years old, she suffered from polio. In 1907, her father left her family. And soon, her mother became an alcoholic. Dorothea was lonely in high school until she began studying photography.   Ã‚  Ã‚  Ã‚  Ã‚  At the age of twenty-three, Dorothea left home, and in 1918, began an around the world trip. She taught Ron Partridge photography and people started calling him her “assistant.'; Ron Partridge recalls that she was very determined not to stop her work.   Ã‚  Ã‚  Ã‚  Ã‚  Dorothea Lange is best known for her work during the Great Depression. Other things she photographed were children, ships, the Depression, and many others. She also photographed Mormon communities. During her years in photography, she traveled to Asia, South America, Egypt, and India.   Ã‚  Ã‚  Ã‚  Ã‚  She married Maynard Dixon in 1920. Her marriage lasted fifteen years and in 1935 she divorced him. However, while on assignment in New Mexico, she remarried to Paul Taylor.   Ã‚  Ã‚  Ã‚  Ã‚  In 1939, she began her first major project. Later, she worked for the Farm Security Administration. However, much conflict arose and in 1940 she was dismissed for the last time.   Ã‚  Ã‚  Ã‚  Ã‚  In the 1950’s and 60’s Dorotheas’s husband, Paul, spent six months photographing developing countries and Asia. Dorothea began having reoccurring ulcers. She was diagnosed with cancer of the esophagus. When she was in the Near East she caught malaria.   Ã‚  Ã‚  Ã‚  Ã‚  Ansel Adams described her as a difficult woman who was opinionated, impatient, and willful. A woman who defied the social gender expectations. Her last project was entitled, “Dorothea Lange Looks at the American Country Woman.';   Ã‚  Ã‚  Ã‚  Ã‚  Dorothea can definitely be described as someone who stood up for women and knew that women could do anything anyone else could do.

Energy Development and Electricity Usage Essay

Electricity consumption is something we do out of habit and unintentionally. We develop our habits based on our needs, hobbies, works, entertainment and enjoyments. We never really aware of how much we use daily and how much the source of energy is left in this world. We are named as screen generation, it means we all depending on electronic stuffs to complete and help us out in our daily life. We use air-con, television, refrigerator, fan, lamps, iron more over we use electricity to charge our gadgets those we probably have more than one like phone, laptop, tablet etc. We never really care about where the energy came from and are we wasting it? Main energy source is fossil fuels including coal, oil and natural gas. Many of us are uninformed about this main source of energy and how much we can take from the world. We barely know how much the world spent fossil fuels yearly to fulfill our electricity needs. The main problem here is fossil fuels are un-renewable. It takes millions of years for them to be formed and ready to use. Based on a high energies usage in this world, we need an alternative energy source to support our needs without exploiting our main source fossil fuels. We do have an alternative energy support like wind power, solar energy and moving water energy. Recent alternative energy source is nuclear energy. Those alternatives proven to be ineffective because they barely fulfilled energy needs. A natural consequence of overusing energy is increased costs for us. This can come in the form of fuel and energy bills; we will be paying more without an appreciable return on your investment. We may also risk lowering the expected lifespan of appliances and other electronics. When we have to replace spent devices, we further impact the environment by generating waste and purchasing replacement equipment. Our wise use of electricity, therefore, can translate into long-term savings in energy bills and also reduce the need for other purchases. Singapore energy support depends on natural gas imported by Indonesia and Malaysia. Due to Singapore lacks of natural resources Singapore has to be a depending country. Singapore’s energy support 80% imported from both Indonesia and Malaysia and 51% of it came from fossil fuels. The unawareness of public and lack of information lead me to develop this project. Not only to improve ourselves but also to provide for our next generation. Creative objective The aim of this project is to raise people’s awareness about the overused of electricity in Singapore household to reduce usage of electricity in their daily activities and to educate people about the effect to the earth. This campaign will make people take an action to against global warming that already happened in our earth. Cultural Context The project would be based in Singapore household electricity usage. Singapore is a well-developed country with a high numbers of citizens and resulting in high level of electricity usage, Singapore is a busy city that can make a lot of energy to support their industry, household, office, shopping mall and etc. Singapore doesn’t have own source energy, but Singapore had a good government that can manage their citizens’ energy usage with a small land but big populations. Singapore gets the energy from neighbor countries such as Malaysia and Indonesia. Households and industries in Singapore used a record amount of electricity in 2010 – the highest monthly usage in the last seven years. Economic activities have grown in the commercial and industrial sectors, which account for 75 per cent of the energy consumption. That why, because Singapore is a busy city, the people can handle their habits from overused electricity. Target market/Audience This campaign will focus on household, because at home that’s the first habit that people/families did. The primary will be parents because the parents are the people who make the rules or play an important role in the home. The secondary will be the youth/teenagers because they must know how/about saving electricity to save the earth as generations this day and for the future. Geographical: †¢ Singapore Demographic: †¢ Male & Female †¢ Family / Domestic Household †¢ Age Group: – Parents (25 – 45) – Teenagers (12 – 20) – Children (6 – 11) – Elderly (60+) †¢ Middle to High-income range Psychographic: †¢ Parents. †¢ Working people, fast-paced lifestyle, rarely stay at home. †¢ High-tech people †¢ Teenagers who like to play computer, electronic games. †¢ People who would like to know more about saving electricity. * * SWOT Strength: †¢ Can reduce the effect of electricity usage to the earth. †¢ People can learn more how to save the electricity and their money. †¢ People in Singapore can learn more environmentally friendly. Weakness: †¢ People still ignoring about the overuse of electricity †¢ Most people not well informed about the effect of overuse electricity. Opportunities: †¢ To gain support and to educate the public †¢ To remember the public about savings electricity with campaign that already done in Singapore. †¢ To spread the actual information about the cost and the solution to minimize electricity usage in Singapore. Threats: †¢ Public behavioral change †¢ Public mind set change * Deliverables This campaign will feature a print advertising that is a poster series that supported by the government, web design for this campaign, and also an application for smart phone as a consideration. Success measure These campaigns will success if people start take action to minimize the electricity. When people start prioritize electricity savings and when the number of electricity usage in Singapore show that the number are decreasing by changing Singaporeans behavior.