Campus Recreation Essay Example for Free

Campus Recreation Essay Sheer volume of participants and diversity of facilities make this an exciting area Def – a program that provides facilities and activities to those that go to school or work at a high school, college or university Intended to promote wellness and develop life long skills Can serve the local community through special memberships or facility rentals Campus recreation gains thousands of new participants every year loses thousands as well Participation can have a significant impact on the campus environment Approx 75% of students participate in campus rec High campus participation can be related to higher GPA Facilities are used to recruit student athletes and potential faculty/staff Individual involvement in has been reported to produce 3 benefits: improved emotional well-being, reduced stress improved happiness Correctional Recreation. Role that recreation plays in correctional facilities varies but there are some standard approaches that have been used throughout North America: Access to appropriate forms of recreation should not be denied Goal of incarceration is to prepare offenders for release and since recreation is part of a normal balanced lifestyle, it must be incorporated into correctional facilities Correctional facilities have a responsibility to â€Å"work† the whole person, which involves the mental, social, physical and spiritual needs of prisoners 1. Develop acceptable outlets for stress – inmates learn to identify and practice acceptable way to relieve stress 2. Identify activities that serve as alternates to addictions – replace time previously devoted to drug use with rec activities 3. Foster interpersonal skills – learn cooperation and team work through rec programs 4. Develop a new sense of purpose – help to guide thinking and future behaviour 5. Enhanced self-esteem – positive rec activities will improve this 6. Foster new interests – provides an outlet to new experiences 7. Awareness of personal needs – recreation can provide appropriate ways to satisfy specific needs 8. Develop decision-making/problem solving skills – recreation allows participants to experience and process the impact of their decisions 9. Develop a possible career – creative skills can be identified and channelled (e. g. music, writing) Worksite Recreation s the offering of recreational activities through the workplace Programs are offered before work, at lunch or after work. Employers have learned that the investments they make in employee health/wellness have a positive benefit financially Benefits employer in recruitment and retention of employees Reduced health care claims Reduced absenteeism Enhanced business image within community Armed Forces Recreation Military recreation programs are founded on 7 principles: 1. Provide inclusive, creative diversified recreation 2. Address physical, emotional social interests 3. Making optimal use of their resources 4. Leadership development 5. Create opportunities for individual and group growth 6. Nurture partnerships with other rec organizations 7. Ensure that rec services are governed in accordance with Canadian military financial management policies Defining Culture Consists of 3 attributes: religion, language social/arts activities Culture influences what we do and how we do it Culture helps to understand our behaviours, attitudes and mindsets Multiculturalism Act (July 1988) – Commits the Gov.. of Canada to assist communities and institutions in bringing about equal access and participation for all Canadians in the economic, social, cultural political life of the nation 1. Ethnicity Theory – Differences in leisure choices is due to ethnicity, cultural values preferences 2. Sociodemographic Theory – Differences in ethnic group participation are actually due to differences in age, education income 3. Opportunity-choice Theory – Considers leisure participation to be influenced by both ethnicity sociodemographic factors Aboriginal People Recreation can be used as a means to alleviate social problems Within the Aboriginal community recreation is recognized as a way to combat: Youth criminal involvement. Teen pregnancy Alcohol abuse Family violence Unemployment It fills the free time of the youth Expenses Structural Expenses – expenses associated with maintaining or improving the physical structure of the facility/site Gross Income – the total amount of money generated over a specified amount of time Net Income – the remaining funds after all expenses have been paid (profit) Fees/Charges Rentals Donations Sponsorships Budgeting – Four types of operating budgets: Line-item Budget Object Classification Budget Program Budget. Performance Budget Recreation Facility Management Management an art that coordinates the efforts of people to accomplish goals and objectives using available resources efficiently and effectively Recreation Facility Management is an interdisciplinary field devoted to the coordination of space, infrastructure, people and organization, often associated with the administration of office blocks, arenas, schools, convention centers, shopping complexes, hospitals hotels employees, money, equipment and facilities marketing Def. – the effort to reach and audience to deliver them a product/service Marketing can be divided into the 4 P’s: Product, Promotion, Price Place Special Recreation Special Recreation – a recreational service that takes place in a public community setting to provide enjoyment and to challenge and enrich people with disabilities Special Olympics ;Provides sports opportunities to people with intellectual disabilities More then 3 million participants worldwide Includes more then 25 sports (swimming, track field) Paralympics. Largest sporting event in the world for people with physical disabilities 21 sports 6 categories – visual impairments, intellectual disabilities, amputation, spinal-cord injuries, cerebral palsy â€Å"les autres† First Paralympics held in 1960 in Rome Offers disabled war veterans an area of sport to develop after injuries Outward Bound Developed in Wales in 1941 Believes young men women must face increasingly complex situation in which self-esteem confidence are at a premium Prepares people to face difficult natural environments. Programs for special needs youth developed in 1970’s focusing on strengthening mental aspect and self-confidence VSA Arts International non-profit dedicated to creating a society in which people with disabilities can learn through, participate in enjoy the arts Offer innovative programs on local, national international levels (e. g. Training institutes, arts camps award programs Therapeutic Recreation Purposeful selection of recreation activities to reach a goal 2. Enhancement of independent functioning through recreation participation 3. Quality of life, wellness, optimal health as core concerns 4. Focus on the individual in the context of their own environment TR Process Assessment . Planning Implementation . Evaluation Recreation Sport Management Participation in rec sports surpasses that of all other rec activities In 2009 77% of Canadians 6 yrs and older participated in some form of sport or fitness activity Once considered only a diversion from work, sport has become a multi-billion dollar industry Much of a fan or participants time and money is devoted to their sport or team. Def – the administration and management of a large number and variety of sport, fitness, and recreation programs Focuses mainly on the business 5 basic programming areas: Instructional sports – teach skills, rules and strategies in a non academic environment Informal sports – self-directed participation focused on fun and fitness Intramural sport – structured sports (leagues/tournaments) conducted in a particular setting Extramural sports structured sports between winners of intramural programs Club sports – groups of participants that organize because of a common interest Trends. Funding Legal Aspects Sport Facilities Technology Sport Facilities Technology Health – a state of complete physical, mental and social well-being and not merely the absence of disease Wellness Def The condition of good physical and mental health, especially when maintained by proper diet, exercise, and habits Genetics Race or ethnicity Access to health care 4. Environment 6 wellness dimensions: Physical Wellness Intellectual Wellness Emotional Wellness Social Wellness Environmental Wellness Spiritual Wellness.

Green Supply Chain Management In Manufacturing Industry Environmental Sciences Essay

Green Supply Chain Management In Manufacturing Industry Environmental Sciences Essay In this section, this chapter will be continued to discuss about the previous chapter which is focus on green supply chain management (GSCM) in manufacturing industry. Meanwhile, this chapter will review on an overview and definition of green supply chain management, barriers of implementation of green supply chain management, factors that influence of the operation of green supply chain management and benefits of green supply chain management. 2.1 Overview and Definition of Green Supply Chain Management (GSCM) In business today, the environment has become a critical issue in manufacturing industry and it has been increasing in consciousness of the environment in the last few decades. Nowadays, people are aware of the worlds environmental problems such as toxic substance usage, decreasing in non-replenish resources and global warning. This problem if no deal with well it has the potential to lead to the extinction of mankind on earth. To promote these environmental problems, government has to organize relevant campaigns to public. As a result, there have several organizations start to apply green principles to their industry. For example the organizations will use environmental friendly raw material, using recycle papers for packaging and reduce the usage of petroleum power during implement operations. According to Sheu et al (2005), with increase in environmental concerns during the past decade, a consensus is growing that environmental pollution issues accompanying industrial development should be addressed together with supply chain management thereby contributing to green supply chain management (GSCM). Green supply chain management it has roots in environment management and supply chain management literature. Adding the green component to supply chain management involves addressing the influence and relationships between supply chain management and the natural environment. Besides that, green supply chain management also defines as integrating environmental thinking into supply chain management including material sourcing and selection, product design, manufacturing processes and delivery of the final product to the customers as well as end-of-life management of the product after its useful life. In addition, green supply chain management is a concept that is gaining popularity in the South East Asian region. For many organizations in this region it is a way to demonstrate their sincere commitment to sustainability (Bacallan, 2000). Furthermore, many realize that customers and other stakeholders do not always distinguish between a company and its suppliers. If an organization has environmental liabilities, stakeholders may often hold the lead company in a particular supply chain responsible for the adverse environmental impacts of all organizations within a specific supply chain for a particular product. Rao and Holt (2005), reported that green supply chain management also can promote efficiency and synergy among business partners and their lead corporations and helps to enhance environmental performance such as minimize waste and achieve cost saving. Meanwhile, the most far- reaching approach of environmental management is to create value through greening the supply chain (van Hoek, 1999). Figure 1: Functional model of an organizational supply chain with environmentally influential practices ( Sarkis, p.400) As illustrated by figure 1, the green supply chain model shows the various points where wastes occur and opportunities exist to limit waste by reuse, recycling and remanufacturing. In a green manufacturing environment, the supply chain decisions include the possibility that a process can use certain renewable materials, the ability to utilize reusable or remanufactured materials and the reduction of wastes. This diagram is typical for a single organization. According to Sarkis (p.399) states that environmentally friendly innovations may best be utilized during the manufacturing stage of the supply chain, as this part is the most internally focused and the organization can more directly see the benefits of implementing environmentally friendly process. On the other hand, green supply chain management also involves conventional supply chain management practices which are integrated manufacturing process wherein raw materials are manufactured into final products then delivered to customers via distribution, retail or both. (Beamon, 1999). However green supply chain management has ranged from green purchasing to integrated supply chains flowing from supplier to manufacturer, customer and reverse logistics which is closing the loop as defined by supply chain management literature. (Zhu and Sarkis, 2004). Characteristics Conventional SCM Green SCM Objectives and values Economic Economic and ecological Ecological optimization High ecological impacts Integrated approach Low ecological impacts Supplier selection criteria Price switching suppliers quickly Short term relationships Ecological aspects (and price) Long term relationships Cost pressure and prices High cost pressure Low prices High cost pressure High prices Speed and flexibility High Low Table 1: Differences between the conventional and green supply chain management Based on table 1, we can differences between the conventional and green supply chain management. Overview on this table showed that green supply chain management can provide highly innovative and an efficiency environmental management to manufacturing industry whether on supplier selection, prices, speed and other characteristics. 2.2 Activities in green supply chain management Green supply chain management (GSCM) is defined as green procurement+ green manufacturing+ green distribution+ reverse logistics. Green supply chain management is an idea used to minimize waste such as energy, solid and hazardous wastes, natural resource and environment pollution along supply chain. Inventory Inventory (Material) Defects (Product) Manufacturer Customer Production Supplier End of life products Plant Reuse/ Recycle/ Refurbish Reuse/ Recycle/ Re- Assembly Materials Products Reuse/ Recycle Materials Waste Figure 2: Activities in green supply chain management Green Procurement Green procurement is an environmental purchasing with involve the reduction, reuse and recycling of materials in the process of purchasing. The procurement decision is very important because it will impact the green supply chain during purchase of materials. Besides that, it is also a solution for environmentally concerned and is a concept of selection of products and services that can minimize environmental impact and eliminate waste. As an example during implement of green procurement, manufacturers will purchase materials only from green partners and consider supplier who acquire ISO 14000 and OHSAS 18000. Green Manufacturing Green manufacturing is a production processes which use materials with low environmental impacts, highly efficient and minimize waste or pollution. Green manufacturing is a very important area in green operations, because it can lead to minimum energy and resource, provides a lower raw materials costs and reduced environmental impacts. For detects materials, usually manufacturers will reuse, recycle or reassembly it before produce to product. It can help organization to minimize of waste. Green Distribution Green distribution also is an important operational that will affect the green supply chain. Green distribution consists of 2 components are green packaging and green logistics. Size, shape and materials of packaging are very vital because it can impact on distribution due to affect on the transport characteristics of the products. Better packaging is along with rearranged loading patterns, can reduce materials usage, reduce the amount of handling required and increase space utilization in the warehouse. When implement of green distribution, manufacturers will use green packaging materials, adopt returnable packaging methods, deliver directly to customer site and distribute products together rather than in smaller batches. Reverse Logistics Reverse logistics is a last part of activities in green supply chain management. Reverse logistics is the process of returning the end of life product from end user back to the supplier. The supplier can plant, reuse, recycle and refurbish the material. These activities also include collection, selection, re-processing, redistribution and disposal. According to Rogers and Tibben-Lembke (1999), a well managed reverse logistics program can result in savings in inventory carrying transportation and waste disposal costs as well as improving customer service. 2.3 The barriers of implementation of green supply chain management With increasing pressures of environmental impacts, manufacturing industry faced many barriers or problem to implement of their product or services. So those, organization need to find out the barriers which impede organization to implementation of green supply chain management. According to Perron (2005), there are 3 barriers of organization to implementation of green supply chain management. Attitude and perceptions barriers Attitude and perceptions is one of the barriers for organization to implementation of green supply chain management. To implementation of green supply chain management, top management plays an important role in organization because it can affect the development in organization. For example, for top management who have bad attitude it can influence the relationships organization with supplier or customer during they make decision making. Information related barriers The second barriers that faced by manufacturing industry is information related. There have some organization are often lack of awareness and information about how to implement green supply chain management. Besides that, they may not be aware of what is going wrong and not understand the environmental impacts of activities in organization. Other than that, lack of exposure also is another barrier that faced by manufacturing industry because they dun have any information related with green supply chain management had been taken by other organization. Technical barriers Technical also is a barriers that impede organization to adopt green supply chain management. Some organization is usually cannot get a state of the art information about new technology, materials, operations and processes. Besides this, lack of technical expertise of employees also is a major barrier because they unable to fulfill the design for environment requirements. 2.4 The factors influence of the operation of green supply chain management Green supply chain management is an effective motivated to improve the efficiency and effectively of environmental management, but there have some factors that influence of the operation of green supply chain management. The main factors that influence of the operation of green supply chain management are market and competitor. Nowadays, the competitive among organization is very high because have so many organization was develop in Malaysia. So that, organization needs to make them standing out with other organization and to give a good impress for customers. Being environmental friendly also is one of the ways to differences them from the competitors. Besides that, the role of the government involves in green supply chain management has been getting increasing attention. In the United States, there have a large number of government agency controlling guide line, regulation and law. These agency and organization are responsible for either similar or different issues such as pollution, chemical waste and product material. For an example, one of the government agencies is Environmental Protection Agency (EPA). Environmental Protection Agency is a government organization established to protect human health and the environment. The focus on EPA is developing the best practices of green supply chain management and bringing awareness of those practices through guidebooks and manuals. (US EPA, 2000). Last factor that can influence of operation of green supply chain is decision making. Decision making involves a wide range of knowledge because it includes many factors such as environment, commercial performance, the benefits of a lot of behavior subjects and others. According to Nagurne (2003), the members decision behaviors of green supply chain are utilized the network model to set up the corresponding multiple goals decision model and provided the corresponding algorithm on the problems that asked. Manufacturer also needs to make decision when choosing supplier because collaborative relationships between manufacturers and supplier is very important to organization to implementation of green supply chain management. 2.5 The benefits of green supply chain management The benefits of green supply chain management are can provide a lower environmental load, achieve cost savings and reduce pollution to manufacturing industry. The principle of green supply chain can be applied to all departments in the organization and the effects of green supply chain management are can be develop to all area, both tangibly and intangibly. According to Stevels (2002), the benefits of green supply chain to different roles of supply chain including environment and society in terms of different categories such as material, immaterial and emotion. Benefit for Benefit category Environment Supplier Producer Customer Society Material Lower environmental load Lower cost price Lower cost Lower cost of ownership Less consumption of resources Immaterial Overcoming prejudice and cynicism Less rejects Easier to manufacture Convenience, fun Better compliance Emotion Motivation of stockholders Better image Better image Feel good, Quality of life Industry in on the right (green) track Table 2: The benefit matrix for green supply chain cooperation Based on table 2, it showed that for material, green supply chain management helps lower environment load for environment, lower cost price for supplier, lower cost for producer, lower cost of ownership for customer and less consumption of resources for society. On the other hand for immaterial, green supply chain management helps overcoming prejudice and cynicism for environment, less rejects for supplier, easier to manufacture for producer, convenience and fun for customer and can provide a better compliance for society. The last one is for emotion, green supply chain management helps motivation of stockholder to environment, better image for supplier and producer, feel good and quality of life for customer and makes industry in on the right track. As a result of this table show that different categories of material, immaterial and emotion can provide a benefit for environment, supplier, producer, customer and society. 2.6 Environmental Management Systems Environmental management systems is a strategic management approaches that define how an organization will address the impacts on the natural environment and how the organization using environmental management system to challenge their supplier networks to become more environmentally sustainable. (Bansal and Hunter, 2003; Darnall, 2006). Besides that Sarkis (2001) reported that the operational capabilities necessary to adopt an environmental management system may also assist an organizations efforts to reduce its environmental impacts throughout its supply chain. 2.61 Relationship between environmental management system (EMS) and green supply chain management (GSCM) Relationship between environmental management system and green supply chain management has potentially complementary and it is important for an organizations environmental sustainability because they will provide the definition and establish sustainability among network of organization together. As a result, relationship of e environmental management system and green supply chain management can to minimize impact to the natural environment, reduce waste, increase profits and achieve environmental sustainability goals for all manufacturing industry in Malaysia. 2.62 ISO 14001 ISO 14001 is an international standard requirement for an environmental management system which can be employed by an organization to measure, reduce the environment impact of activities, products and service and its can improve the environmental performance continually. To implement this certification requirement, company can demonstrate their commitment to environment and profit from the guidance the standard provides on more effective environmental management. Below are some benefits to an organization in adopting of ISO 14001: Enhanced image Reduced risk of environmental incidents Improved relationships with customers, government and the general public Better use of energy and resources Achieve cost savings Compliance with environmental rules and regulations Enhanced workplace health and safety Access to markets or company that demand ISO 14001 certification

The Healing Wound :: Vietnam Veterans War Memorial Essays

The Healing Wound It’s a beautiful morning at our nation’s capital. Constitution Gardens is blooming with life. Flowers of red, yellow, and pink bob their heads in the gentle summer breeze. Wise old trees proudly oversee the grassy lawns, while twittering birds scamper about on their strong, sturdy limbs. People talk animatedly as they stroll in small groups along the brown, dusty paths. Children run and jump, stopping occasionally to make quick poses for parents’ snapping cameras. As we walk ahead, we notice a shape taking form on the horizon. It looks like a large gray splinter embedded into the green landscape. As we come closer, we realize how truly large this object is, yet it does not rise up from the earth like other structures in the park. Rather, it sinks down into the lawn, as if its very size were a giant weight upon the land. Now that we are upon it, it looks far more like a gaping black wound than a silver sliver. Its opening begins narrowly and then widens in the middle, tapering off again at the other end. It is very dark, and now that we are close enough to touch it, we see that it is solid and black and hard and dense. The park breezes die here. Adults cease their prattle. Children stop their play. Eerily, even the chatter of birds doesn’t reach this solemn place. All senses tell us that we have entered a sacred site--a place meant for reflection and contemplation. We are at the Vietnam War Memorial. The tip of the gash points to President Lincoln sitting high above and looking out upon us all. In contrast to the giant statue of pristine white, the wall that rises by my foot is so dark that it reflects the ground in which it is burrowed. There are letters inscribed on the wall. They form names. I read: FLOYD LEE WILLIAMS JR. I wonder about Floyd. To most people who come here, his is merely one out of a myriad of names scratched into this cool granite wall. Does anyone know that Floyd was from Northglenn, Colorado, or that he was only 20 years old when he died? How can the thousands of people who see his name here know that he was in Vietnam for only 12 short days? His helicopter was shot down. His life was important, yet his death is only the tip of a great iceberg that chills the hearts of Americans everywhere. There are over 58,000 more names like his listed on these cold slabs. The sleek and stark feel of the memorial is enhanced by the The Healing Wound :: Vietnam Veterans War Memorial Essays The Healing Wound It’s a beautiful morning at our nation’s capital. Constitution Gardens is blooming with life. Flowers of red, yellow, and pink bob their heads in the gentle summer breeze. Wise old trees proudly oversee the grassy lawns, while twittering birds scamper about on their strong, sturdy limbs. People talk animatedly as they stroll in small groups along the brown, dusty paths. Children run and jump, stopping occasionally to make quick poses for parents’ snapping cameras. As we walk ahead, we notice a shape taking form on the horizon. It looks like a large gray splinter embedded into the green landscape. As we come closer, we realize how truly large this object is, yet it does not rise up from the earth like other structures in the park. Rather, it sinks down into the lawn, as if its very size were a giant weight upon the land. Now that we are upon it, it looks far more like a gaping black wound than a silver sliver. Its opening begins narrowly and then widens in the middle, tapering off again at the other end. It is very dark, and now that we are close enough to touch it, we see that it is solid and black and hard and dense. The park breezes die here. Adults cease their prattle. Children stop their play. Eerily, even the chatter of birds doesn’t reach this solemn place. All senses tell us that we have entered a sacred site--a place meant for reflection and contemplation. We are at the Vietnam War Memorial. The tip of the gash points to President Lincoln sitting high above and looking out upon us all. In contrast to the giant statue of pristine white, the wall that rises by my foot is so dark that it reflects the ground in which it is burrowed. There are letters inscribed on the wall. They form names. I read: FLOYD LEE WILLIAMS JR. I wonder about Floyd. To most people who come here, his is merely one out of a myriad of names scratched into this cool granite wall. Does anyone know that Floyd was from Northglenn, Colorado, or that he was only 20 years old when he died? How can the thousands of people who see his name here know that he was in Vietnam for only 12 short days? His helicopter was shot down. His life was important, yet his death is only the tip of a great iceberg that chills the hearts of Americans everywhere. There are over 58,000 more names like his listed on these cold slabs. The sleek and stark feel of the memorial is enhanced by the

The Stock Market :: GCSE Business Marketing Coursework

The Stock Market Have you ever noticed how everyone thinks they know what is best for you? Everyone telling you what to do when you are the only one who knows what is the best for you. You maybe wondering what this is about, would you believe me if I told you it is about the stock market. Well it is, you may have thought that this had nothing to do with the stock market, but actually it is everything about the stock market. Why trust everybody else when you can invest yourself ? Develop your own system of trading and get started. This may raise another question, " How can I find the right stock and buy them with out the assistance of a stock broker?" In the following information I will take you through the process of finding hot stock picks and turning them into tremendous profits. Eventually you will even develop a trading system. First of all lets get the basic steps down before we move to the more advanced steps. The two main ways to make money in the stock market is from dived ends and buying low and selling high. To make great outrageous profits you will have to riley on buying low and selling high. This is very easy to say but very difficult to do. With dived ends you will receive a small percentage gain every quarter of the year, this helps with your profits but not much. To buy low and sell high you first have to find some stocks or funds. With this information and your motivation with stocks you can rule the world! O.K. maybe not the world but definitely your own portfolio. Now that you have the main concepts down we can move on and try to find some hot stocks. You never want to buy over bought stocks, because over bought stocks means that they are over valued. If you bought a over valued stock chances are that you bought high, and this may force you into selling low and take a loss. An easy way to get a round about feel for a stock to see if it is over or under valued is to look at its PE ratio.

Comparing Families of Fifty Years Ago with Families of Today :: Compare Contrast Comparison

The definitions of a family today and a family in the past are far from similar. The definitions may have some similarities but they have changed dramatically in many more ways. 50 years ago, families had rules that were stricter and families were closer in the sense of a relationship. Although some families today are more distant from each other and have fewer rules to maintain order, there are still some that maintain the same styles of the families 50 years ago. Families have changed a lot but still have some similarities depending on their home-life. Families today just do not seem to spend time with each other. The mother and father both have jobs and tend to not be home for the children after school therefore causing more independence among each member of the family. Children that have more independence make mistakes on their own without being warned about them. Independent children have no guidance and get out of hand because there is not a strong boss type figure around most of the time to help distinguish the difference between right and wrong. Eating dinner as a family is a major tradition that has been forgotten as the years have gone by and caused more separation among the family. A family 50 years ago that did not eat dinner together would be a strange one but today it seems to be of the norm. Once again, the job affects this aspect of the family as well. People are just too busy at work or too tired to even participate in dinner at home anymore. Either families just do not have time for each other anymore or they j ust are not together due to divorce. Divorce is another thing that was like â€Å"illegal† 50 years ago. Divorce is tragic for the children in the family today and causes the children to hate both or one of the parents. Divorce causes total chaos. This may result in the children to be neglected because single parents need to work to support themselves and their children. Thus, causing no guidance for a growing child. Losing touch with family ties have caused a lot of trouble and will continue to cause more. Families now and 50 years have similarities among the pile of differences. Comparing Families of Fifty Years Ago with Families of Today :: Compare Contrast Comparison The definitions of a family today and a family in the past are far from similar. The definitions may have some similarities but they have changed dramatically in many more ways. 50 years ago, families had rules that were stricter and families were closer in the sense of a relationship. Although some families today are more distant from each other and have fewer rules to maintain order, there are still some that maintain the same styles of the families 50 years ago. Families have changed a lot but still have some similarities depending on their home-life. Families today just do not seem to spend time with each other. The mother and father both have jobs and tend to not be home for the children after school therefore causing more independence among each member of the family. Children that have more independence make mistakes on their own without being warned about them. Independent children have no guidance and get out of hand because there is not a strong boss type figure around most of the time to help distinguish the difference between right and wrong. Eating dinner as a family is a major tradition that has been forgotten as the years have gone by and caused more separation among the family. A family 50 years ago that did not eat dinner together would be a strange one but today it seems to be of the norm. Once again, the job affects this aspect of the family as well. People are just too busy at work or too tired to even participate in dinner at home anymore. Either families just do not have time for each other anymore or they j ust are not together due to divorce. Divorce is another thing that was like â€Å"illegal† 50 years ago. Divorce is tragic for the children in the family today and causes the children to hate both or one of the parents. Divorce causes total chaos. This may result in the children to be neglected because single parents need to work to support themselves and their children. Thus, causing no guidance for a growing child. Losing touch with family ties have caused a lot of trouble and will continue to cause more. Families now and 50 years have similarities among the pile of differences.

Behavior Modification Project

I don’t remember exactly when I took to smoking or how the habit had developed in me. However I remember well that my pattern of smoking has been fairly consistent, at least for the last couple of years, smoking about six cigarettes a day. There are of course days when I have smoked a couple of cigarettes more or less too. Most of my friends don’t smoke and they don’t like smoking in their presence, although they wouldn’t object it on the face. I am aware of the risks of smoking, its association with cancer and strokes, and had long decided to abandon it.I had convinced myself that I need to give up smoking. However I didn’t have a plan or deadline for it; not that I was ignorant of this fact. I knew that to get rid of any habit, one should have a concrete plan and an anticipated schedule. In my mind, I believed I would soon be implementing one for myself. Unfortunately I did nothing in an effort to quit smoking, only compensating it with a feeling that I have a strong untested will power and can easily quit whenever I wanted. It never struck me that the quitting should start now.It so happened, that I had an opportunity last month to attend a seminar on ‘Modern lifestyle trends and its impact on health’. Here the speaker emphasized that habits like smoking, alcoholism, drugs, sexual attitudes can only be reversed when it is within a reversible range. He said it was his personal opinion that chronic addicts cannot come out of it, no matter what the de-addiction programs he or she goes through. He then went on to give scary facts that awaited the pursuers of these habits. This was when I got really scared, and decided to call it a day.I knew I was not a chronic smoker although I thanked God; he didn’t define a chronic smoker. I realized and accepted the fact that I had not made even the slightest attempt, to give up smoking. I took a resolution that quitting efforts would start right here and right now. I wa s careful enough not to fall back on Behavior Modification Project 3 my will power and put it through an acid test, by deciding to quit immediately. I began to plan a way of achieving a no smoking state in a gradual way. I was happy that although my efforts to quit smoking had been late, it was being done cautiously.Had I taken an unplanned and arbitrary decision, like stopping instantly; and if it had rebounded, there were chances that I would probably never get out of it. For the first week, I had decided that I would smoke no more than six cigarettes a day, so as to average about six or lesser number per day. For the second week, I had planned a reduction of two cigarettes a day, so as to average about four or less per day. Then the most important third week, where I further reduced the number of cigarettes to just two per day. Then the hopefully successful fourth week, where I would be a non-smoker.Although I was confident, I was apprehensive of the possibility of achieving thes e goals. I recollected the times when I didn’t have a cigarette and desperately needed one, and to the extent I went, to get one. As my goal to quit smoking is to be achieved only in stages, I thought it necessary to reward myself whenever I reach the goal, for the week. This would not only be an encouragement for me, but also an acknowledgement of meeting target for that week. I decided to treat myself to a half hour, either in a flight simulator or with friends.This was my roadmap to quit smoking, planned in detail. The first week wasn’t difficult as it was almost like any before; the only difference being that it should not exceed six any day. However, I considered this week as a crucial one because this was the first week I was ever under smoking conditions. I smoked only about five for most days of this week. The second week was more difficult, as I could smoke only four or less. Here too I tried to restrict to the least possible and I smoked less than the target. I smoked only about three per day for most days, touching four only twice that week.I allowed and enjoyed the treat I promised myself, after each week. Then came the ultimate third week Behavior Modification Project 4 where I had to be more resistive to temptations; just two cigarettes a day. It was indeed difficult but I was determined, and knew it was worth it. On the third day of the third week, I had a feeling that things might become extremely difficult, and even impossible in the fourth week. Third week looked achievable, but I feared the fourth ultimate week, where I had to be without cigarettes.I realized, I needed any possible help to keep me off cigarettes. I joined a meditation class by the mid of the third week. By the time fourth week started, I felt I could comfortably keep off cigarettes for the week. I didn’t feel the urge to smoke one that entire week. In fact, I would say, the fourth week was the most comfortable and a confident one as I felt that smoking w as no longer a problem with me. When I went for my treat that weekend, I sensed the feel of being a non-smoker, for the first time. Behavior Modification Project Working out is something I really enjoy doing, but I almost always find some excuse as to why I cannot exercise more than going to Zumba twice a week. It’s not that I don’t care about losing weight or staying in shape; it’s just that the outcome of working out is too small to control my behavior. The contingency for working out is ineffective. Ineffective contingencies fail to control our behavior because the outcomes are either too small (though of cumulative significance) or too improbable.I have a given level of health, I work out twice a week for 60 minutes, and then I have an infinitesimally greater level of health. Although my level of health increasing is small and cumulative, I know neither my body image nor my weight will change by working out one time. I know getting my butt to the gym several times per week will reduce my body fat, but there are several competing contingencies that prevent me from doing so. For example, E. R. is one of my favorite T. V . shows that I love to watch if I have some spare time in my day, I would much rather watch Dr.Carter put in a chest tube to save a little girl’s life than sweat through two tank tops at the gym. If I go to the gym I will lose the opportunity to watch E. R. My performance objective is to workout at least five days a week for at least 40 minutes. The type of exercise does not matter; it can include cardio, aerobics classes, toning exercises, or any combination. I did not specify exact days I had to work out, just that I have to work out five of seven days a week. For my intervention I implemented an avoidance of loss contingency.An avoidance of loss contingency is the response contingent prevention of the removal of a reinforcer resulting in an increased frequency of the response. Each time that I missed any of the five days or working out for 40 minutes I have to pay my classmate and workout buddy Michelle $3. By working out for 40 minutes I would avoid the loss of a reinforc er (money). By setting up a performance contract I know exactly what is expected of me. I am completely aware of the behavioral contingency: the occasion for the response, the response, and the outcome for that response.Since Michelle and I go to the same gym, she holds me accountable and checks with me daily if she does not see me at the gym. I report to Michelle each day before boot camp at 3:00pm. My weeks run Monday-Sunday, and I pay out for each instance of a missed workout Monday before class. Having to give Michelle money that I would have otherwise spent at the vending machine during the class break is very aversive. I keep track of my performance of working out on a week at a glance graph, which I present to my boot camp classmates every Friday.The graph has different shapers of data points indicating the type of exercise I did. For example, I use circles for cardio, stars for weight training, and hearts if I did both cardio and toning. My benefits measure is my body fat pe rcentage. I did not choose to use weight loss as a benefit measure because as I do more toning exercises, muscle is gained so my weight may not fluctuate a whole lot. Body fat is what I really want to focus on because I could care less how much I weigh if my body looks tight and toned!So far the performance management intervention has been overall pretty successful. I am making time to workout many more times per week than I have in a long time. My performance manager Michelle really motivates me to stay on top of my game, and since we go the same gym, our workout buddy system works really well. I began the intervention on June 11, 2008 and I am currently still implementing. My body fat percentage decrease quite a bit at first, then increased slightly (due to poor eating habits).So far I have only paid out $6, which is much less than I ever thought I would have paid out at this point. I made a goal with my performance manager to hit my goal for the rest of boot camp. If I hit my goa l for the remaining 3 weeks at 100% Michelle and I are treating ourselves to pedicures! I have hit my goal of five days a week several times, and only had a few weeks when I did not reach five workouts per week. The first week of the intervention I started on Wednesday, so I missed a couple days to workout. Also, in week 5 I had a migraine so I excused myself from working out.I am currently in the middle of week 9 and so far have worked out three times. The only thing I would revise about this intervention is the diet aspect. I did increase my exercising; however, my results were not phenomenal. I think I need to put some performance management contingencies on healthy eating as well as exercise. I feel great working out more, but I am still eating Twinkies and Taco Bell! This really prevents me form losing optimum body fat! Through behavior analysis (the study of the principles of behavior)

Term Paper on Leadership

Most executives have come to rely on a familiar set of behaviors and skills, often exhibited in the way they communicate within their team. The High-Impact Leadership Executive Program is designed to help senior executives build distinctive communication skills that will help in shaping their leadership style and presence. When a person is deciding if she respects one as a leader, she does not think about his attributes, rather, she observes what one do so that she can know who the leader really are.She uses this observation to tell if one is an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. Be Know Do The basis of good leadership is honorable character and selfless service to your organization. In our employees' eyes, leadership is everything one does that affects the organization's objectives and their well-being.Respected leaders concentrate on: o what they are [be] (such as beliefs and character) o what they know (such as job, tasks, and human nature) o What they do (such as implementing, motivating, and providing direction). People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. Leadership: Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership has been described as the â€Å"process of social influence, in which one person can enlist the aid and support of others in the accomplishment of a common ta sk†. A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it.Jack Welch, former chairman and CEO of General Electric Co. , said, â€Å"Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion. † Leadership Theories TRAIT THEORY: Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders. Reemergence: New methods and measurements were developed after the influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership.For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionall y, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive and parsimonious picture of previous leadership research rather than rely on the qualitative reviews of the past.Equipped with new methods, leadership researchers revealed the following: ? Individuals can and do emerge as leaders across a variety of situations and tasks. ? Significant relationships exist between leadership and such individual traits as: ? intelligence ? adjustment ? extraversion ? conscientiousness ? openness to experience ? general self-efficacy While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.Specifically, Zaccaro (2007) noted that trait theories still: 1. focus on a small set of individual attributes such as Big Five personality traits, to the neglect of cognitive abilities, motives, values, social skills, expertise, and problem-solving skills; 2. fail to consider patterns or integrations of multiple attributes; 3. do not distinguish between those leader attributes that are generally not malleable over time and those that are shaped by, and bound to, situational influences;Do not consider how stable leader attributes account for the behavioral diversity necessary for effective leadership. Behavioral and style theories: In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making, praise and criticism (feedback), and the management of the group tasks (project management) according to three styles: authoritarian, democratic, and laissez-faire. The managerial grid model is also based on a behavioral theory.The model was developed by Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles, based on the leaders' concern for people and their concern for goal achievement. Situational and contingency theories: Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) s aid that the times produce the person and not the other way around.This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, â€Å"what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions. † Some theorists started to synthesize the trait and situational approaches. Building upon the research of Lewin et al. , academics began to normalize the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in.The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the â€Å"hearts and minds† of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not â€Å"take charge†, they can be perceived as a failure in protracted or thorny organizational problems.Thus, theorists defined the style of leadership as contingent to the situation, which is sometimes, classified as contingency theory. Four contingency leadership theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory, and the Hersey-Blanchard situational theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style and situational favorability (later called situational control).The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a â€Å"favorable situation†.Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988), developed a taxonomy for describing leadership situations, which was used in a normative decision model where leadership styles were connected to situational variables, defining which approach was more suitable to which situation.This approach was novel because it supported the idea that the same manager could rely on diff erent group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom.According to House, the essence of the theory is â€Å"the meta proposition that leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance†. The theory identifies four leader behaviors, achievement-oriented, directive, participative, and supportive, that is contingent to the environment factors and follower characteristics.In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. T he path-goal model can be classified both as a contingency theory, as it depends on the circumstances, and as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers. The situational leadership model proposed by Hersey and Blanchard suggests four leadership-styles and four levels of follower-development.For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well. Leadership on the whole: Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. So, leaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership. [pic]While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. Leadership Models Leadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself in to a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken.Two models will be discussed, the Four Framework Approach and the Managerial Grid. Four Framework Approach: In the Four Framework Approach, Bolman and Deal (1991) suggest that leaders display leadership behaviors in one of four types of frameworks: Structural, Human Resource, Political, or Symbolic. [pic] This model suggests that leaders can be put into one of these four categories and there are times when one approach is appropriate and times when it would not be. That i s, any style can be effective or ineffective, depending upon the situation.Relying on only one of these approaches would be inadequate, thus we should strive to be conscious of all four approaches, and not just depend on one or two. For example, during a major organization change, a Structural leadership style may be more effective than a Symbolic leadership style; during a period when strong growth is needed, the Symbolic approach may be better. We also need to understand ourselves as each of us tends to have a preferred approach. We need to be conscious of this at all times and be aware of the limitations of just favoring one approach.Structural Framework: In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and ada ptation. Human Resource Framework: In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. hile in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Human Resource Leaders believe in people and communicate that belief; they are visible and accessible; they empower, increase participation, support, share information, and move decision making down into the organization. Political Framework: In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building. While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation.Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. S ymbolic Framework: In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors.Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing plausible interpretations of experiences; they discover and communicate a vision. . Company Profile of ROBI: Background of â€Å"Robi† Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider. It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan.Axiata (Bangladesh) Limited, formerly known as Telekom Malaysia International (Bangladesh), commenced its operation in 1997 under the brand name ROBI among the pioneer GSM mobile telecommunications service providers in Bang ladesh. Later, on 28th March, 2010 the company started its new journey with the brand name Robi. Robi is truly a people-oriented brand of Bangladesh. Robi, the people's champion, is there for the people of Bangladesh, where they want and the way they want. Having the local tradition at its core, Robi marches ahead with innovation and creativity.To ensure leading-edge technology, Robi has the international expertise of Axiata and NTT DOCOMO INC. It supports 2G voice, CAMEL phase 2 and GPRS/EDGE service with high speed internet connectivity. Its GSM service is based on a robust network architecture and cutting edge technology such as Intelligent Network (IN), which provides peace-of-mind solutions in terms of voice clarity, extensive nationwide network coverage and multiple global partners for international roaming. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries.Its customer centric solution includes value added services (V AS), quality customer care, easy access call centers, digital network security and flexible tariff rates. With its strengths and competencies developed over the years, Robi aims to provide the best quality service experience in terms of coverage and connectivity to its customers all over Bangladesh. Together with its unique ability to develop local insights, Robi creates distinct services with local flavor to remain close to the hearts of its customers. Objectives of RobiEMPOWERING YOU: Robi is there for people, where they want and in the way they want, in order to help them develop, grow and make the most of their lives through Robi’s services. Vision & Mission of â€Å"Robi† Vision To be a leader as a Telecommunication Service Provider in Bangladesh Mission ROBI aims to achieve its vision through being number ‘one’ not only in terms of market share, but also by being an employer of choice with up-to-date knowledge and products geared to address the ever changing needs of our budding nationLeadership Qualities of a HR Manager of ROBI Inspires a Shared Vision: An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who â€Å"lifts us up, gives us a reason for being and gives the vision and spirit to change. † Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own.According to Bennis â€Å"They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organization. † (Bennis, 1997) A Good Communicator The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project lea dership calls for clear communication about goals, responsibility, performance, expectations and feedback. There is a great deal of value placed on openness and directness.The project leader is also the team's link to the larger organization. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members. Integrity One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices.Creating standards for ethical behavior for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Lead ership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behavior consistent with values and dedication to honesty with self and team members. In other words the leader â€Å"walks the talk† and in the process earns trust. Enthusiasm Plain and simple, we don't like leaders who are negative – they bring us down.We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey – we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and eff ective leaders know it. Empathy What is the difference between empathy and sympathy?Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, â€Å"It's nice when a project leader acknowledges that we all have a life outside of work. † CompetenceHaving a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent. Ability to Dele gate Tasks You demonstrate your trust in others through your actions – how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves.As one project management student put it, â€Å"A good leader is a little lazy. † An interesting perspective! Cool Under Pressure When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. â€Å"Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together. † (Bennis 1997) And remember – never let them see you sweat. Team-Building Skills A team builder can best be defined as a strong person who provides the substance that holds the team together in common p urpose toward the right objective.In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalize on each at the proper time, for the problem at hand. Problem Solving Skills Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves.Leadership Styles Leadership style refers to a leader's behavior. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership. The Participative leadership style favors decision-making by the group of ROBI. Such a leader gives instruction s after consulting the group. They can win the cooperation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral as with the autocrat because they arise from consultation with the group members and participation by them. good reasons why ROBI started embracing and applying Participative Leadership: 1. Participative leadership adds real value to employee contribution in decision making, problem solving, planning and implementation. It focuses on developing them on many levels while landscaping future goals and plans that benefit ROBI. 2. Participative leadership meets strategic needs/goals of companys by supporting individuals to reach their personal development goals. Developing people creates the foundation for sustainable positive change. 3.Participative leadership is transformational as it wakes the inner leaders in people by reaching out to their deepest resources, expertise and natural ability to lead. It remo ves barriers and opens doors. 4. Participative leadership delivers results as it increases productivity and provides a satisfactory ROI . Employees perform loyalfully and is more committed to achieve company's goals and contribute to the long- term picture. 5. Participative leadership is an opportunity for leaders to let go of their parochial perspectives and do what is right to optimize the entire company's capacity, not just their own area.Benefits of Participative Leadership Participative leadership has been implemented in various corporate organizations in a big way. Leaders are seeing the benefits of getting their team members to participate in the decision-making process through discussions and deliberations. Here we see the obvious and some not-so-obvious advantages of participative leadership that is taking business teams to a whole new plane of progress. Everyone Participates The best advantage of the participative leadership model is that everyone in the team gets a chance to participate.Like in a democracy, the team members have their say in the decisions that the team makes as a whole. This fosters a sense of equality within the team and that helps everyone feel important as contributors. New Ideas Are Thrown about Participative leadership helps bring more minds together and hence there are more ideas and suggestions that are generated. Leaders, for whatever they are, are individuals and they may be limited in their capacities of thought. However, when several people belonging to different levels of activity are asked to contribute to the worth of a particular decision, new ideas emerge.Some of these could be practical issues that people at the top levels do not think about. Hence, the decision becomes more practical and implementable and creatively rich. Decisions Become More Result-Oriented Since everyone has put in some or the other effort towards the planning process and everyone has a feeling of importance, it is quite evident that they will w ork towards implementing their own suggestions as well. This is a much better approach at making a team do things-make them suggest those things themselves. It becomes easier for leaders to generate results.Leaders Can Assess the Worth of Their Policies During the participation, leaders can find out whether there are any constraints or impediments that might come in the way of implementation. They also get a feel of the enthusiasm factor, and can assess whether the people in the team are agreeable to the changes they are planning to implement. The level of participation is a direct indicator of the enthusiasm of the team and if the enthusiasm is higher, the plan will be implemented faster and in a more effective way as well. A Progressive ApproachParticipative leadership is gaining wide currency right now because it allows everyone to contribute; it knits together the entire organization through their participation. This is the contemporary approach that leadership recommends and us es, and it has the potential to take organizations towards new levels of success. Future Leadership Discovery When employees participate in the decision-making process, current management has the opportunity to see who is stepping up to the plate and who is coming up with ideas. This is just another tool for management to evaluate employees for promotion.When employees are promoted from within a company, less outsiders are brought in, and the employees are more motivated to do a good job. Many companies with defunct leadership practices often miss opportunities to promote from within. A new leader found within the company will be a valuable cornerstone for teamwork. Motivation All employees feel the need for motivation. Motivation is the key concept for change. People are naturally resistant to change, and leadership needs to find the proper theory to help people make the transition. Communication is the most important facet of motivation. If employees feel out of the loop, hen they are less likely to concentrate on the main goal of the team or organization. With participative leadership, the employee has more information and will stay more active in the change or decision process. Employers must initiate the communication as a show of faith to their employees. Team Spirit Since employees have a position and input in the decision-making process, the sense of involvement is not just felt individually but is felt as a team. If potential negative circumstances are involved in the decision that is to be made, team-centered involvement will allow the leadership to be informed more fully of the pros and the cons.Communication is still important. When the leaders finally make a decision, the team is prepared for it; and with its participation, the stress and resistance to change is diminished. If negative perceptions of the change is noticed, the team can diffuse the situation without leadership becoming involved. Employee Productivity Studies have shown that there i s a correlation between participative leadership and productivity. There is a suggestion that through communication and participative leadership high-quality performance can be obtained.Leadership that practices the participative model have higher ratings as managers than leaders who manipulate their employees. Participative leadership begins a cycle of productive leadership and productive employees. This cycle increases company profitability and allows for internal growth. More promotions are possible and the progress of productivity increases across the company as the team grows. Performance Emotions: Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader's mood has some effects on his/her group.These effects can be described in three levels. 1. The mood of individual group members. Group members with leaders in a (say) positive mood experience more positive mood than do group me mbers with leaders in a (say) negative mood. The leaders transmit their moods to other group members through the mechanism of emotional contagion. Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers. 2. The affective tone of the group. Group affective tone represents the consistent or homogeneous affective reactions within a group.Group affective tone is an aggregate of the moods of the individual members of the group and refers to mood at the group level of analysis. Groups with leaders in a positive mood have a more positive affective tone than do groups with leaders in a negative mood. 3. Group processes like coordination, effort expenditure, and task strategy. Public expressions of mood impact how group members think and act. When people experience and express mood, they send signals to others. Leaders signal their goals, intentions, and attitudes through their expressions of moods.For example, expressions of positive moods by leaders signal that leaders deem progress toward goals to be good. The group members respond to those signals cognitively and behaviorally in ways that are reflected in the group processes In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Environment: Every organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities.This is brought about by its heritage of past leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization. 3. The business and people concepts they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, mar ket leadership, plans, meetings and presentations, productivity, quality, and reliability.Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Leadership & Human Behavior:As a leader, we need to interact with our followers, peers, seniors, and others; whose support we need in order to accomplish our goals. To gain their support, we must be able to understand and motivate them. To understand and motivate people, we must know human nature. Human nature is the common qualities of all human beings. People behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and customs differ from country to country and even within group to group, but in general, all people have a few basic needs.As a leader we must understand these needs because they can be powerful motivators and helps to improve our performance. Analysis of the Leadership style/ Findings: Integrity: It is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity. Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity.A leader who is centered in integrity will be more approachable by followers. Dedication: It mean s spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great. Magnanimity: It means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company.Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about them and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership. Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a â€Å"follower-centric† leadership role.Openness: Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision. Creativity: It is the ability to think differently, to get outside of the box that constrains solutions.Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, â€Å"What if †¦ ? † Possibly the worst thing a leader can say is, â€Å"I know this is a dumb question †¦ † Fairness: It means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.Assertiveness: It is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader. Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association).It seems that being under assertive or overassertive may be the most common weakness among aspiring leaders. Sense of humor: It is vital to relieve tension and boredom, as well as to defuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie. Intrinsic traits such as intelligence, good looks, height and so on are not necessary to become a leader. Anyone can cultivate the proper leadership traits. Process of great Leadership/SuggestionsTo help us be, know, and do, follow these principles of leadership. This Leadership guide expand on these principles and provide tools for implementing them: †¢ Know ourself and seek self-improvement – In order to know ourselves, we have to understand our be, know, and do, attributes. Seeking self-improvement means continually strengthening our attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others.†¢ Be technically proficient – As a leader, we must know our jo b and have a solid familiarity with our employees' tasks. Seek responsibility and take responsibility for our actions – Search for ways to guide our organization to new heights. And when things go wrong, they always do sooner or later — do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. †¢ Make sound and timely decisions – Use good problem solving, decision making, and planning tools.†¢ Set the example – Be a good role model for our employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see – Mahatma Gandhi. Know our people and look out for their well-being – Know human nature and the importance of sincerely caring for our workers. †¢ Keep our workers informed – Know how to communicate with not only them, but also seniors and other key people. †¢ Develop a sense of responsibility in our workers – Help to develop good character traits that will help them carry out their professional responsibilities.†¢ Ensure that tasks are understood, supervised, and accomplished – Communication is the key to this responsibility. †¢ Train as a team – Although many so called leaders call their organization, department, section, etc. team; they are not really teams†¦ they are just a group of people doing their jobs. †¢ Use the full capabilities of your organization – By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities. Conclusion From the above discussion we can easily understand that Axiata (Bangladesh) Ltd. (ROBI) is one of the top mobile Company of Bangladesh. It covers the whole Bangladesh by its network. There are many product and services of ROBI is available in Market. At this moment the company is in growing position.But the strategies of the company will make the compa ny â€Å"number one† mobile company of Bangladesh. So we can easily find out the Participative leadership style of ROBI is a very developed and effective one. As a multinational company for making the process more effective ROBI should analyze the recruitment and selection process of other multinational company of home and abroad. That can make ROBI perfect in recruiting people and the company will get efficient professionals, that will increased the productivity as well as revenue.