Quit Smoking free essay sample

H called toward the beginning of June 2012, mentioning for help revealing to me that he didn't look for treatment following our past contact yet utilized Niquitin patches purchased from the neighborhood superstore joined with gums which he halted because of unfavorable responses seeing his G. P, who endorsed drugs helping nicotine withdrawal indications and lessening tobacco desires. He sounded progressively decided as he had relinquished his position following protests from staff, guardians and kids on the ward and his young lady companion cutting off their association because of smoking related issues. I disclosed to H that to succeed, the onus is especially with him in that he ought to be firm and unfaltering in his goals just as being very much inspired. . As I expected to compose another contextual investigation, I offered to see him on 08/06/2012 at 15. 00hrs for an Initial Consultation-(Appendix 1), and one trance meeting to assist him with stopping smoking with his marked assents set up before treatment began. We will compose a custom paper test on Stop Smoking or on the other hand any comparable theme explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page He was anxious to stop smoking with an inspirational rating of 9/10. He went to for his arrangement looking somewhat restless however prepared for treatment to begin. Inviting him in, and on ensuring he was agreeable in one of the 3 seats straightforwardly inverse to mine he marked both consents(Appendix 2,3) after which I clarified the Ground rules for Health and Safety reasons, the Confidential idea of the treatment, Respect of his Individuality, Preservation of Privacy and Dignity, Equal Opportunity and the Rights to stop treatment at whenever should he wish do as such. I gave more than one poll of the I. C to him keeping another to  understanding of the inquiries. He was sure and legitimate with his answers making it simple for me to design a completely singular tirade. End Smoking is so difficult for certain individuals to surrender with the brain battling frantically dreading loss of companions and status. . Mesmerizing isn't a wonder remedy for smoking with every individual reacting diversely achieving change somewhere down in the inner mind in light of the fact that, frequently, the desire to smoke is felt at a more profound level †more profound than the cognizant brain knows about. In this manner the initial segment of treatment for this situation study was planned for revising H’s propensity to Quit Smoking, and permitting him an opportunity to communicate post mesmerizing subsequent to discarding his cigarettes. Trance works in breaking unfortunate affiliations which are strengthened by Healthier ones. I can't anticipate H’s reaction after treatment yet with his Positively charge vitality, I felt that he might be effective. Changing undesirable to solid practices require some investment yet as a trance inducer for whatever length of time that we accomplish our work really this is what is important. Brain research considers appear if a current conduct is related with another physical conduct, the old conduct quickly blurs away, and the craving to do that conduct blurs away too.

Muke analysis Essay Example | Topics and Well Written Essays - 250 words

Muke examination - Essay Example Both of them accordingly head west with no cash and edgy to get by. Out of tension on the most proficient method to endure, James draws in himself with drugs. The book proceeds to clarify the intricate details in the medication world and the impacts of ravenousness on the primary character, James. James indicated a lot of insatiability among all the characters in the novel. He unmistakably needed a great deal of things which lead him into settling on awful choices. As a matter of first importance, he included himself with drugs when things went south for him and Kate. He picked an inappropriate way of medication managing since he couldn't help thinking that it could be of much worth than some other activity out there that was profited to him. He was unable to think about jeopardizing himself. Also, James demonstrated his insatiability by they way he provided the pot to his clients (D’Souza 18). As much as what he did was in support of his coming infant, he despite everything did it with guilty pleasure and constantly ensured he could get all that anyone could need. Another proof of avarice is uncovered to us when James and Mason fronted Russell around two pounds when they sold him the medications. Russell didn't let out the slightest peep about it likely because of his somewhat significant time-frame companionship to them (D’Souza 97). Additionally, James constantly consented to assist eager individuals for instance, Darren, whose business fallen in Thailand. Darren Rudd was in a significant wreckage, that he even went to prison and this made him free a great deal of his benefits like his vehicles, his homestead and substantially more. Plainly insatiability drove James into settling on awful choices that completely transformed him. He was presently in an unlawful world that didn’t cause anybody near him to feel safe, particularly Kate and their

Facebook Live Friday Series COLUMBIA UNIVERSITY - SIPA Admissions Blog

Facebook Live Friday Series COLUMBIA UNIVERSITY - SIPA Admissions Blog I just wanted to take a moment to remind you of a new online resource available to all prospective students and applicants. Were trying something new this year, dubbed Facebook Live Friday, where ILL chat with a member of the SIPA community to discuss the facets of the program, student life, and beyond. Heres a list of past and upcoming information sessions Im hosting this year. Make sure you RSVP so youll get a reminder about the events. Facebook Live Friday: Application Advice (recording here) Facebook Live Friday: Chat with Glenn Denning, MPA-DP Director (recording here) Facebook Live Friday: Concentration Chat with Jose Antonio Ocampo, EPD Director Friday, December 2 at 11:00 AM Facebook Live Friday: Concentration Chat with Richard Betts, ISP Director Friday, December 9 at 11:30 AM Facebook Live Friday: Concentration Chat with Elazar Barkan, HRHP Director Friday, December 16 at 12:00 PM Facebook Live Friday: Concentration Chat with Andrea Bubula, IFEP Executive Director Friday, January 6 at TBA Facebook Live Friday: Concentration Chat with Travis Bradford, EE Director Friday, January 13 at TBA Facebook Live Friday: Concentration Chat with Ester Fuchs, USP Director Friday, January 20 at TBA Facebook Live Friday: Chat with  Current Students tentatively set for Friday, January 27 at TBA To come back to the schedule, just look at the right-hand side of the admissions blog, which links you to the Recruitment Calendar, where we list all of the upcoming sessions.

Culture Is An Integrated System Of Learned Behavior Patterns

Culture is one word that has many different dimensions to it, as culture can be the reason why person behaves and speaks a certain way. Everyone’s culture is different and it serves as a sense of identity and standard for that person to live by. Czinkota Ronkainen (2013) defines culture â€Å"as an integrated system of learned behavior patterns that are distinguishing characteristics of the members of any given society.† This is only one of the multiple definitions of culture, but nonetheless when marketing internationally understanding a country’s culture is vital for a company to have success. For instance, psychology plays a big role when it comes to marketing a product, because when it comes to advertising it is best successful when it can appeal to the emotions of consumers. Culture plays a role because the way that a company may have success marketing in one country could have the complete opposite effect on another country. Some of the elements that have an effect on a person are how they think, speak, the customs they have, and feel towards to other countries or cultures. Also culture plays a role on business relationships from managers to employees and between employees to consumers. In some cultures it may seem rude to look a person of authority in the eyes and in others it is seen as a sign of respect. It is important that a company takes the time to study the market that they desire to invest in internationally. By doing the research on the culture of a potentialShow MoreRelatedCulture Vs. Society.1241 Words   |  5 Pages Culture vs. Society Submitted by Class Date Introduction Throughout the 20th century, the anthropological views of culture have evolved significantly. Anthropologists view culture as the learned and accumulated experience. A culture of a particular community or society integrates the socially transmitted patterns of behaviors characteristics of a specific social group. 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Microsoft was founded in 1975 by Bill Gates and Paul Allen and its primary scope was that of creating and selling the operational system that eventually came to be known as Micro-Soft (Goldblatt, 1995). Throughout its history, the company has developed numerous other software applications, and has even expanded in the hardware sector yet with less success than its software applications

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The Cultural Anchoring Of Leadership Styles Free Essays

string(75) " in nature fostering teamwork and seeking group consensus \(Lewis, 2001\)\." With globalisation and related intensification of trade and commerce effective leadership has become indispensable in the business world. Where traditionally the business leader took the role of commanding â€Å"the troops† towards effectiveness and efficiency this has changed dramatically over the last decades. The service industry rise, knowledge management trends, increased workforce diversity combined with international trading and global sourcing of talent, has considerably reshaped the role of the leader in the contemporary organisation. We will write a custom essay sample on The Cultural Anchoring Of Leadership Styles or any similar topic only for you Order Now Numerous firms are in global alliances depending upon flexibility/adaptability to local markets, requiring their managers to possess appropriate leadership styles to cope effectively with different value systems and cultures (Fahy, 2002; Coviello et al., 1998). Arguably, the flattening of hierarchical structures has also contributed to this reshaping process as traditional sources of authority, upon which leaders have built on for years, have been diminished. Combined with the rise of new trading powers such as the â€Å"Asian Dragon†, business leaders, especially in international MNEs do not only face domestic multiculturalism and diversity but are also increasingly expatriated. Consequently completely new cultural pitfalls and challenges are faced requiring understanding of cultural values as well as quick cultural adaptation to transfer domestic leadership abilities into foreign markets. Combined with steadily rising competitive pressures, the contemporary business leader in a role not easily filled. Despite leadership being a universal concept (Bass, 1990), with most literature anchored in the (individualistically oriented) US, it has been questioned to what extend western leadership styles are cross-culturally transferable (Dorfman, 2003). Resultantly, debate has sparked over how far leadership is culturally contingent, if universal leadership qualities and tactics exist and what the explanatory variables are (Scandura Dorfman, 2004). This assignment aims at contributing towards this debate by exploring leadership disparity and possible congruence between the UK and Japan using academic measurement of national culture; Hofstede’s framework respectively. The next section will give an overview over the concept of leadership followed by an in-depth cultural comparison and concluding section. The term leadership incorporates some elements of controversy over its meaning and practices. Different cultural gist or terminology or in cross-cultural contexts makes a universal definition difficult (Yukl, 2002). This seems unsurprising as the understandings and expectations of authority roles differ between cultures. Nevertheless, despite cultural differences the majority of leadership definitions reflect some basic elements these manly being â€Å"group†, â€Å"influence† and â€Å"goal† (Bryman, 1992). Keeping this in mind, leadership can be seen as the â€Å"process of influencing others towards achieving some kind of desired outcome.† (De Jong Den Hartog, 2007, p. 44) or bluntly spoken â€Å"leadership is the ability to get [people] to do what they don’t like to do and like it† (Truman in Sadler, 2003, p. 5). Whilst this is a very basic attempt of a definition it allows for easier application in a cross-cultural context and highlights an important point: In order to lead one needs followers (Drucker, 2007). It is here where the inseparable link to power emerges whereby the power of leaders is largely dependent upon the perception of others (Hollander Julian, 1969; Maurer Lord, 1991; Pfeffer, 1977) but nevertheless forms the basis of leadership authority. It appears that only effective use of this power, combined with â€Å"leading by example† (Pfeffer, 1981) will result in positive and proactive guidance fostering creativity, innovation, commitment and long term organisational development. However, this is questionable and it seems that far too often in academic literature the terms â€Å"manager† and â€Å"leader† are merged giving a blurred picture of what each role actually entails. Readers should be reminded that leaders, unlike managers, do not have to rely on forms of power to influence subordinates, often actually relinquishing formal authoritarian control. This is due to the idea that to lead is to have followers, and following is always a voluntary activity. Nevertheless, it can be argued that even leaders need some foundation of authority; may it only be their charisma (Weber, 1968). This has been manifested in the participative, charismatic or transformative styles of leadership (Den Hartog Koopman, 2001) as oppose to the transactional style more related to operational, task focused  managers. Especially in western economies with predominant service industries, innovation and knowledge management, the former have been the focal point in recent years as autocratic leadership styles do no longer seem sufficient to extract the full potential of an increasingly knowledgeable, highly skilled and demanding workforce. Such, arguably â€Å"softer† approaches fostering employee involvement and participation have nevertheless been proven to result in increased organisational performance (Bass, 1996; 1997; House Shamir, 1993) and are arguably more â€Å"ideal† forms of organisational leadership (Bass Avolio, 1989). This might be applicable to western societies yet a cross-cultural generalisation might be prejudiced and the influence of personal values and cultural influences upon leadership styles should not be ignored (Byrne Bradley, 2007). Rather, culture, an essential component of which is personal values (Kroeber, 1952; Kluckhohm, 1949), is to be seen at a centre stage when analysing leadership differences (George et al., 1998; Nakata Sivakumar, 1996; Steenkamp et al., 1999; Cadogan et al. 2001), as t is â€Å"the collective programming of the mind which distinguishes the members of one group or category of people from another† (Hofstede, 1980, p. 260) and shape leadership preferences. Culture hereby should not be limited to national culture but has to be extended to incorporating organisational as well as political culture (Schein, 1985), the latter two arguably being extensively shaped by the former. Democratic or authoritarian political systems, national values regarding sex differences and ethical behaviour as well as organisational attitudes towards factors such as centralisation and work attitude, undoubtedly influence leadership styles. Not only will such factors shape leadership approaches, but with regard to cultural differences these will often even stand in conflict to each other. Consequently domestically implemented leadership approaches might not be applicable in other cultural settings and render ineffective in maintaining firm sustained competitive advantage and superior international performance (Kimber, 1997; Jackson and Aycan, 2001; Pfeffer, 2002). The next section will investigate the effect of cultural values upon leadership styles in detail using the U and Japan as examples. British leadership style has often been described as more casual in nature fostering teamwork and seeking group consensus (Lewis, 2001). You read "The Cultural Anchoring Of Leadership Styles" in category "Leadership" As such, a more participative leadership style is predominant reflecting flatter hierarchical structures in UK organisations. So, hierarchical structures not primarily seem as means to establish authority structures (Laurent, 1983) but more as core administrative frameworks. This according to Hofstede (2001), is a reflection of the UK’s low association to Power Distance. Essentially, subordinates do not attribute much to position and title and leaders must â€Å"embody a collective will and take personal responsibility for it while continuing to communicate and co-operate with the team† (Mole, 1990, p. 105). Unsurprisingly, networking capability and people management skills are highly valued in the UK (Stewart et al. 1994) as leadership qualities. Nevertheless, this (collectivist) team and people orientation is mainly seem as a path towards achieving organisational targets and innovation assuring individuals in team settings aggregate knowledge that has strategic relevance to the organisation (Miller Morris, 1999). As such transformational leadership attitudes (Burns, 1978) can be seen where leaders are to create conditions under which subordinates devotedly contribute to the organisation yet this is done primarily through a strategic lens. (McCarthy, 2005). Nevertheless, the Anglo-Saxon system of shareholder satisfaction drives leaders towards task orientation often combined with a short-term outlook. As such quick, short-term organisational (financial) success is often more valued than long-term organisational success and relationship building, reflecting according to Hofstede, a culture of highly short term orientation and low uncertainty avoidance. Essentially, risks are seen as part of daily business practice and leadership approaches reflect that subordinates are given opportunity to implement potentially rewarding, but high risk, strategies. This shows that, despite team orientation and a one might say more relaxed, friendly and diplomatic leadership style, the British cannot deny their American leadership style influence, fostering structured individualism, speed and drive (Lewis, 2001). Falsely, m any authors seem to  ignore this connection, even so influences of hire and fire mentality and the creating of specialist roles underlining a core individualistic attitude are undeniable reflecting British national, and interlinked to that, legal and organisational culture. Such individualistic attitude constantly resurfaces in leadership styles often portrayed through individual target setting, remuneration practices and shorter employment contracts. Employees do not look for lifetime employment and a steady career in one company resultantly British leaders are more reluctant to invest heavily in the training and education of subordinates (Schneider Littrell, 2003). This continues to the often actively sought after and purposely created assertive and competitive environment amongst colleagues or departments reflecting a relatively high masculine attitude as Hofstede’s culture scale clearly outlines. While these attributes sketch general aspects of British leadership, styles will vary between organisations, industries and individuals. Service- or RD intensive industries for example, will follow a more Theory Y (McGregor, 1960) approach fostering employee involvement and empowerment. Leadership on traditional manufacturing industries on the other hand due to their reliance on productivity and output combined with an often repetitive working atmosphere, might take a more Theory X attitude. In contrast to the UK, Japanese leadership, like many Asian countries, is grounded in Confucian principles (Redding, 1990; Tan, 1986) and despite rising western influences, strong Confucian traits believing in moral, interpersonal relationships/loyalties, education and hard work still lurk beneath the surface (Lewis, 2001). Especially â€Å"taking the family as a model for society at large, Confucianism is basically authoritarian and stresses hierarchical and status differences† (Selmer, 2001, p. 8). As such, through its vertically orientated hierarchies and rigid organisation (Chen, 1995) one would expect Japan to score higher than the UK in Hofstede’s power distance index, and so indeed it does. This offers leaders with traditional and legitimate power bases however, surprisingly not resulting in autocratic leadership styles as one would expect, but far more the association of assertiveness-authority and reason tactics (Schmidt Yeh, 1992). As such, Japanese leadership style rewards subordinate respect and obedience with highly paternalistic attitudes, expressed by mendou: â€Å"I think about your, I will take care of you† (Dorfman et al. 1997). Consequently, the Japanese leadership culture, despite placing emphasising hierarchy and status differences requiring full subordinate obedience, expects helping and caring for followers and being involved in their personal lives (Whitehall Takezawa, 1968; Bass et al. 1979). As a result the most powerful force of the Japanese leader is not autocracy but charisma combined with intrinsic rather than extrinsic (materialistic) reward mechanisms often predominant in the UK: bonuses, on-target-earnings, etc. (Maslow, 1943, 1954). This seems surprising considering the high masculine score, which, from a western perspective would result in autocratic, top down, assertive, tough and focused on material success (Hofstede, 1998) leadership. It is here where Hofstede’s framework seems to only partly explain the Japanese culture and low individualism but high masculinity and power distance stand in conflict with each other. Additionally, in such an environment more focus towards ascription rather than achievement would be expected (Trompenaars Hampden-Turner, 1997, 2000). Nevertheless, the contrary appears in the Japanese context with leaders having to possess superior, often specific, (hard) knowledge supplemented by strong educational backgrounds (Nestler, 2008). Here another disparity to UK leadership emerges, where despite educational background being important for initial work placement, greater focus upon (soft) â€Å"people skills† and strategic directive is desired and ascription of leadership positions remains (Hampden-Turner Trompenaars, 1994). The collectivist principles shape Japanese leadership style dramatically, requiring group consensus and decision-making despite extremely high masculinity and higher power distance. Essentially a â€Å"bottom-up† (ringsho) process of decision-making is chosen (Wu, 2006) with the leader granting independent decision making to the group generally letting subordinates use their own approaches to achieve overall collectivist objectives (Dorfman et al. 1997). This is surprising, as in western societies strong hierarchical  structures often result in a â€Å"top-down† leadership approach but can be explained through high uncertainly avoidance collecting input and consensus from all parties involved before decisions are made. Even more so, the concepts of â€Å"wa† (maintaining social relationships) and â€Å"kao† (maintaining â€Å"face†) actually require the involvement of subordinates in the decision making process and the preservation of harmony rendering western leader contingent punishment behaviour inappropriate. It is here where Japanese leadership style diverts extensively from its UK (Anglo-Saxon) counterpart where public scrutinising is part of daily leadership practices reflecting a competitive and individualistic culture driven by short-term financial objectives with high-risk acceptance. Due to the collectivist environment and extensive future planning, Japanese managers on the other hand, do not view themselves as risk takers, despite this characteristic often being attributed to charismatic leaders (Bass, 1985). This is reflected in Japan’s extremely high uncertainty avoidance score and is further supported by strong long-term orientation valuing prevailing face and harmony. Unsurprisingly, life-long employment is desired, supplemented b continued job rotation aimed at developing employees. As a result leaders and subordinates enter into long and close relationships hardly ever interrupted contrasting the UK’s â€Å"burn out† environment fostering high staff turnover. Unlike in the UK, Japanese business leaders look for generalist employees capable of working in multiple levels of the organisation reflecting a society placing less value upon specialists than western cultures. Overall, Japanese leaders focus upon collective (not individual) responsibility (Hayashi, 1988) and group harmony maintenance is usually considered more important than profitability and overall productivity (Bass, 1990). Nevertheless, also Japanese leaders have to drive performance resulting in somewhat of a trade-off situation between performance and collectivist harmony maintenance. According to the performance-maintenance theory (Misumi, 1990), Japanese leaders have to chose between goal achievement and the continuation of the group, preferably combining high levels of both (Misumi, 1995). If this is achieved, such supportive or  participative leadership styles (Ouchi, 1981) are said to result in â€Å"higher levels of motivation, delegation of decision-making, commitment, and intrinsic job satisfaction† (Keys and Miller, 1982, p. 6). This appears to be in line with the currently preferred leadership style in the UK. However, one should not forget that unlike the Japanese working environment, the UK has been subject to great inward as well as outward FDI flows resulting in a blending of many different leadership approaches. As such arguably UK leaders would find it easier to adapt to Japanese principles than Japanese leaders. This is due to the western â€Å"farce† of collectivist team working for individualistic goals and the limited respect paid to status differences. While Hofstede’s framework helps to understand the leadership differences between the two countries if fails to explain some factors. So for examples does high Japanese power distance explain hierarchical structures and respect to superiors but the theoretical assumptions of complete centralisation of power, low emphasis on developing the workforce and autocratic top-down contact initiation (Hofstede, 1991) do not fully reflect the Japanese working environment. On this note one should not forget that Hofstede’s framework is not free of criticism and arguably is outdated, limited in scope of methodology and measurement (Dorfman and Howell, 1988; Roberts and Boyciligiller, 1984) and only reflects a blend of organisational (IBM) culture and national cultures (Hunt, 1983; Robinson, 1983). As such it is no surprise that other studies such as the GLOBE project have found differing or even contradictory results for similar cultural dimensions. How to cite The Cultural Anchoring Of Leadership Styles, Essays The Cultural Anchoring Of Leadership Styles Free Essays With globalisation and related intensification of trade and commerce effective leadership has become indispensable in the business world. Where traditionally the business leader took the role of commanding â€Å"the troops† towards effectiveness and efficiency this has changed dramatically over the last decades. The service industry rise, knowledge management trends, increased workforce diversity combined with international trading and global sourcing of talent, has considerably reshaped the role of the leader in the contemporary organisation. We will write a custom essay sample on The Cultural Anchoring Of Leadership Styles or any similar topic only for you Order Now Numerous firms are in global alliances depending upon flexibility/adaptability to local markets, requiring their managers to possess appropriate leadership styles to cope effectively with different value systems and cultures (Fahy, 2002; Coviello et al. , 1998). 2Arguably, the flattening of hierarchical structures has also contributed to this reshaping process as traditional sources of authority, upon which leaders have built on for years, have been diminished. Combined with the rise of new trading powers such as the â€Å"Asian Dragon†, business leaders, especially in international MNEs do not only face domestic multiculturalism and diversity but are also increasingly expatriated. Consequently completely new cultural pitfalls and challenges are faced requiring understanding of cultural values as well as quick cultural adaptation to transfer domestic leadership abilities into foreign markets. Combined with steadily rising competitive pressures, the contemporary business leader in a role not easily filled. Despite leadership being a universal concept (Bass, 1990), with most literature anchored in the (individualistically oriented) US, it has been questioned to what extend western leadership styles are cross-culturally transferable (Dorfman, 2003). Resultantly, debate has sparked over how far leadership is culturally contingent, if universal leadership qualities and tactics exist and what the explanatory variables are (Scandura Dorfman, 2004). This assignment aims at contributing towards this debate by exploring leadership disparity and possible congruence between the UK and Japan using academic measurement of national culture; Hofstede’s framework respectively. The next section will give an overview over the concept of leadership followed by an in-depth cultural comparison and concluding section. 4The term leadership incorporates some elements of controversy over its meaning and practices. Different cultural gist or terminology or in cross-cultural contexts makes a universal definition difficult (Yukl, 2002). This seems unsurprising as the understandings and expectations of authority roles differ between cultures. Nevertheless, despite cultural differences the majority of leadership definitions reflect some basic elements these manly being â€Å"group†, â€Å"influence† and â€Å"goal† (Bryman, 1992). Keeping this in mind, leadership can be seen as the â€Å"process of influencing others towards achieving some kind of desired outcome. † (De Jong Den Hartog, 2007, p. 44) or bluntly spoken â€Å"leadership is the ability to get [people] to do what they don’t like to do and like it† Whilst this is a very basic attempt of a definition it allows for easier application in a cross-cultural context and highlights an important point: In order to lead one needs followers (Drucker, 2007). It is here where the inseparable link to power emerges whereby the power of leaders is largely dependent upon the perception of others (Hollander Julian, 1969; Maurer Lord, 1991; Pfeffer, 1977) but nevertheless forms the basis of leadership authority. It appears that only effective use of this power, combined with â€Å"leading by example† (Pfeffer, 1981) will result in positive and proactive guidance fostering creativity, innovation, commitment and long term organisational development. 6However, this is questionable and it seems that far too often in academic literature the terms â€Å"manager† and â€Å"leader† are merged giving a blurred picture of what each role actually entails. Readers should be reminded that leaders, unlike managers, do not have to rely on forms of power to influence subordinates, often actually relinquishing formal authoritarian control. This is due to the idea that to lead is to have followers, and following is always a voluntary activity. Nevertheless, it can be argued that even leaders need some foundation of authority; may it only be their charisma (Weber, 1968). This has been manifested in the participative, charismatic or transformative styles of leadership (Den Hartog Koopman, 2001) as oppose to the transactional style more related to operational, task focused managers. Especially in western economies with predominant service industries, innovation and knowledge management, the former have been the focal point in recent years as autocratic leadership styles do no longer seem sufficient to extract the full potential of an increasingly knowledgeable, highly skilled and demanding workforce. Such, arguably â€Å"softer† approaches fostering employee involvement and participation have nevertheless been proven to result in increased organisational performance (Bass, 1996; 1997; House Shamir, 1993) and are arguably more â€Å"ideal† forms of organisational leadership (Bass Avolio, 1989). This might be applicable to western societies yet a cross-cultural generalisation might be prejudiced and the influence of personal values and cultural influences upon leadership styles should not be ignored (Byrne Bradley, 2007). Rather, culture, an essential component of which is personal values (Kroeber, 1952; Kluckhohm, 1949), is to be seen at a centre stage when analysing leadership differences (George et al. , 1998; Nakata Sivakumar, 1996; Steenkamp et al. , 1999; Cadogan et al. 2001), as t is â€Å"the collective programming of the mind which distinguishes the members of one group or category of people from another† (Hofstede, 1980, p.260) and shape leadership preferences. Culture hereby should not be limited to national culture but has to be extended to incorporating organisational as well as political culture (Schein, 1985), the latter two arguably being extensively shaped by the former. Democratic or authoritarian political systems, national values regarding sex differences and ethical behaviour as well as organisational attitudes towards factors such as centralisation and work attitude, undoubtedly influence leadership styles. Not only will such factors shape leadership approaches, but with regard to cultural differences these will often even stand in conflict to each other. Consequently domestically implemented leadership approaches might not be applicable in other cultural settings and render ineffective in maintaining firm sustained competitive advantage and superior international performance (Kimber, 1997; Jackson and Aycan, 2001; Pfeffer, 2002). The next section will investigate the effect of cultural values upon leadership styles in detail using the U and Japan as examples. 9British leadership style has often been described as more casual in nature fostering teamwork and seeking group consensus (Lewis, 2001). As such, a more participative leadership style is predominant reflecting flatter hierarchical structures in UK organisations. So, hierarchical structures not primarily seem as means to establish authority structures (Laurent, 1983) but more as core administrative frameworks. This according to Hofstede (2001), is a reflection of the UK’s low association to Power Distance. Essentially, subordinates do not attribute much to position and title and leaders must â€Å"embody a collective will and take personal responsibility for it while continuing to communicate and co-operate with the team† (Mole, 1990, p. 105). Unsurprisingly, networking capability and people management skills are highly valued in the UK (Stewart et al. 1994) as leadership qualities. Nevertheless, this (collectivist) team and people orientation is mainly seem as a path towards achieving organisational targets and innovation assuring individuals in team settings aggregate knowledge that has strategic relevance to the organisation (Miller Morris, 1999). As such transformational leadership attitudes (Burns, 1978) can be seen where leaders are to create conditions under which subordinates devotedly contribute to the organisation yet this is done primarily through a strategic lens. (McCarthy, 2005). Nevertheless, the Anglo-Saxon system of shareholder satisfaction drives leaders towards task orientation often combined with a short-term outlook. As such quick, short-term organisational (financial) success is often more valued than long-term organisational success and relationship building, reflecting according to Hofstede, a culture of highly short term orientation and low uncertainty avoidance. Essentially, risks are seen as part of daily business practice and leadership approaches reflect that subordinates are given opportunity to implement potentially rewarding, but high risk, strategies. This shows that, despite team orientation and a one might say more relaxed, friendly and diplomatic leadership style, the British cannot deny their American leadership style influence, fostering structured individualism, speed and drive (Lewis, 2001). Falsely, m any authors seem to ignore this connection, even so influences of hire and fire mentality and the creating of specialist roles underlining a core individualistic attitude are undeniable reflecting British national, and interlinked to that, legal and organisational culture. Such individualistic attitude constantly resurfaces in leadership styles often portrayed through individual target setting, remuneration practices and shorter employment contracts. Employees do not look for lifetime employment and a steady career in one company resultantly British leaders are more reluctant to invest heavily in the training and education of subordinates (Schneider Littrell, 2003). This continues to the often actively sought after and purposely created assertive and competitive environment amongst colleagues or departments reflecting a relatively high masculine attitude as Hofstede’s culture scale clearly outlines. While these attributes sketch general aspects of British leadership, styles will vary between organisations, industries and individuals. Service- or RD intensive industries for example, will follow a more Theory Y (McGregor, 1960) approach fostering employee involvement and empowerment. Leadership on traditional manufacturing industries on the other hand due to their reliance on productivity and output combined with an often repetitive working atmosphere, might take a more Theory X attitude. In contrast to the UK, Japanese leadership, like many Asian countries, is grounded in Confucian principles (Redding, 1990; Tan, 1986) and despite rising western influences, strong Confucian traits believing in moral, interpersonal relationships/loyalties, education and hard work still lurk beneath the surface (Lewis, 2001). Especially â€Å"taking the family as a model for society at large, Confucianism is basically authoritarian and stresses hierarchical and status differences† (Selmer, 2001, p.8). As such, through its vertically orientated hierarchies and rigid organisation (Chen, 1995) one would expect Japan to score higher than the UK in Hofstede’s power distance index, and so indeed it does. This offers leaders with traditional and legitimate power bases however, surprisingly not resulting in autocratic leadership styles as one would expect, but far more the association of assertiveness-authority and reason tactics (Schmidt Yeh, 1992). As such, Japanese leadership style rewards subordinate respect and obedience with highly paternalistic attitudes, expressed by mendou: â€Å"I think about your, I will take care of you† (Dorfman et al. 1997). Consequently, the Japanese leadership culture, despite placing emphasising hierarchy and status differences requiring full subordinate obedience, expects helping and caring for followers and being involved in their personal lives (Whitehall Takezawa, 1968; Bass et al.1979). As a result the most powerful force of the Japanese leader is not autocracy but charisma combined with intrinsic rather than extrinsic (materialistic) reward mechanisms often predominant in the UK: bonuses, on-target-earnings, etc. (Maslow, 1943, 1954). This seems surprising considering the high masculine score, which, from a western perspective would result in autocratic, top down, assertive, tough and focused on material success (Hofstede, 1998) leadership. It is here where Hofstede’s framework seems to only partly explain the Japanese culture and low individualism but high masculinity and power distance stand in conflict with each other. 14Additionally, in such an environment more focus towards ascription rather than achievement would be expected (Trompenaars Hampden-Turner, 1997, 2000). Nevertheless, the contrary appears in the Japanese context with leaders having to possess superior, often specific, (hard) knowledge supplemented by strong educational backgrounds (Nestler, 2008). Here another disparity to UK leadership emerges, where despite educational background being important for initial work placement, greater focus upon (soft) â€Å"people skills† and strategic directive is desired and ascription of leadership positions remains (Hampden-Turner Trompenaars, 1994). 15The collectivist principles shape Japanese leadership style dramatically, requiring group consensus and decision-making despite extremely high masculinity and higher power distance. Essentially a â€Å"bottom-up† (ringsho) process of decision-making is chosen (Wu, 2006) with the leader granting independent decision making to the group generally letting subordinates use their own approaches to achieve overall collectivist objectives (Dorfman et al. 1997). This is surprising, as in western societies strong hierarchical structures often result in a â€Å"top-down† leadership approach but can be explained through high uncertainly avoidance collecting input and consensus from all parties involved before decisions are made. Even more so, the concepts of â€Å"wa† (maintaining social relationships) and â€Å"kao† (maintaining â€Å"face†) actually require the involvement of subordinates in the decision making process and the preservation of harmony rendering western leader contingent punishment behaviour inappropriate. It is here where Japanese leadership style diverts extensively from its UK (Anglo-Saxon) counterpart where public scrutinising is part of daily leadership practices reflecting a competitive and individualistic culture driven by short-term financial objectives with high-risk acceptance. Due to the collectivist environment and extensive future planning, Japanese managers on the other hand, do not view themselves as risk takers, despite this characteristic often being attributed to charismatic leaders (Bass, 1985). This is reflected in Japan’s extremely high uncertainty avoidance score and is further supported by strong long-term orientation valuing prevailing face and harmony. Unsurprisingly, life-long employment is desired, supplemented b continued job rotation aimed at developing employees. As a result leaders and subordinates enter into long and close relationships hardly ever interrupted contrasting the UK’s â€Å"burn out† environment fostering high staff turnover. Unlike in the UK, Japanese business leaders look for generalist employees capable of working in multiple levels of the organisation reflecting a society placing less value upon specialists than western cultures. 17Overall, Japanese leaders focus upon collective (not individual) responsibility (Hayashi, 1988) and group harmony maintenance is usually considered more important than profitability and overall productivity (Bass, 1990). Nevertheless, also Japanese leaders have to drive performance resulting in somewhat of a trade-off situation between performance and collectivist harmony maintenance. According to the performance-maintenance theory (Misumi, 1990), Japanese leaders have to chose between goal achievement and the continuation of the group, preferably combining high levels of both (Misumi, 1995). If this is achieved, such supportive or participative leadership styles (Ouchi, 1981) are said to result in â€Å"higher levels of motivation, delegation of decision-making, commitment, and intrinsic job satisfaction† (Keys and Miller, 1982, p.6). This appears to be in line with the currently preferred leadership style in the UK. However, one should not forget that unlike the Japanese working environment, the UK has been subject to great inward as well as outward FDI flows resulting in a blending of many different leadership approaches. As such arguably UK leaders would find it easier to adapt to Japanese principles than Japanese leaders. This is due to the western â€Å"farce† of collectivist team working for individualistic goals and the limited respect paid to status differences. While Hofstede’s framework helps to understand the leadership differences between the two countries if fails to explain some factors. So for examples does high Japanese power distance explain hierarchical structures and respect to superiors but the theoretical assumptions of complete centralisation of power, low emphasis on developing the workforce and autocratic top-down contact initiation (Hofstede, 1991) do not fully reflect the Japanese working environment. On this note one should not forget that Hofstede’s framework is not free of criticism and arguably is outdated, limited in scope of methodology and measurement (Dorfman and Howell, 1988; Roberts and Boyciligiller, 1984) and only reflects a blend of organisational (IBM) culture and national cultures (Hunt, 1983; Robinson, 1983). As such it is no surprise that other studies such as the GLOBE project have found differing or even contradictory results for similar cultural dimensions. How to cite The Cultural Anchoring Of Leadership Styles, Essays

Pee Wee Scouts Thanksgiving Essays - Thanksgiving, Pee Wee

Pee Wee Scouts Thanksgiving Pee Wee Scouts are a group of kids that do good things for other people. On thanksgiving they made baskets for the poor people. So the poor people had somthing to eat on thanksgiving. Now isn't that nice. When they were filling the baskets they found a unlabled can. Their teacher Mrs. Petters told them to put one unlabled can in each basket. She also said They will suprsed what is in the can. They visit a turkey farm and Sonny went to cry because he wanted a pet turkey. So he cryed and cryed until he gets the turkey he wants. It's name is Tiger. Mrs. Petters tell them they are going to do a play. About pilgrims and Indains. With the mayor wachting them. They do the play and Rachel tells everyone she won't forget her part.Molly told Rachel she would not remeber her line.When it was time for Rachel to say her part she didn't remeber her line. So Molly helped Rachel say her line. Molly said her line great. Sonny has to bring Tiger back to the farm were Tigers firends live. He was lonley anyway. said Sonny. Book Reports