20 Empowering Quotes About Positive Thinking

20 Empowering Quotes About Positive Thinking Do you feel that life has been unfair to you? Do you feel that people and situations have let you down? Dont hover on these bad thoughts. Instead, embrace the power of positive thinking.  Here are a few quotes that might pep you up. Nelson MandelaI learned that courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear. Denis WaitleyWhen you are in the valley, keep your goal firmly in view and you will get the renewed energy to continue the climb. Abraham LincolnMost folks are about as happy as they make up their mind to be. Thomas EdisonMany of lifes failures are people who did not realize how close they were to success when they gave up. Dr. Joyce BrothersSuccess is a state of mind. If you want success, start thinking of yourself as a success. Mahatma GandhiA man is but the product of his thoughts. What he thinks, he becomes. Norman Vincent PealeChange your thoughts and you change your world. Dale CarnegieIf we think happy thoughts, we will be happy. If we think miserable thoughts, we will be miserable. HenleyI am the master of my fate, I am the captain of my soul. Henry FordWhether you think that you can, or that you cant, you are usually right. Winston ChurchillA pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty. Oprah WinfreyThink like a queen. A queen is not afraid to fail. Failure is another steppingstone to greatness. T. S. EliotKeep true, never be ashamed of doing right; decide on what you think is right and stick to it. Henri MatisseThere are always flowers for those who want to see them. Robert H. SchullerIt takes but one positive thought when given a chance to survive and thrive to overpower an entire army of negative thoughts. Bill MeyerEvery thought is a seed. If you plant crab apples, dont count on harvesting Golden Delicious. Ellen GlasgowNo life is so hard that you cant make it easier by the way you take it. Hubert HumphreyOh, my friend, its not what they take away from you that counts. Its what you do with what you have left. Susan LongacreReach for the stars, even if you have to stand on a cactus. Emory AustinSome days there wont be a song in your heart. Sing anyway.

Case Study In Human Resource Management Example

Case Study In Human Resource Management Example Case Study In Human Resource Management – Case Study Example Case Study in Human Resource Management Summary Haier has been ranked as the sixth largest global manufacturer of kitchen appliances. The arrival of Zhang as its new CEO has greatly contributed to the company’s success. Under Zhang’s leadership, the company annual revenue increased from RMB 3.4 millions to RMB 104 millions. Haier achieved this progress with 23 operation plants and 240 employees. The company has significant value for its employees and, employee appraisals are paramount for its advancements. In addition, Haier has a systematic training program that aims at creating professionals from its employees. Haier’s employees are also expected to give an account of their performance and their performance improvement strategies. The company also include the value of its employees in its accounting records. Thus, an employee can surpass his/ her value by surpassing their goals and expectations. This has enabled the managers to classify each employee into an ap propriate talent pool.Swot analysisStrengthDedicated employees or human capitalHaier has managers have excellent employee motivational strategiesTracking employee’s profit and loss enhance efficient operationHaier has globalized the manufacture and sales of its productsWeaknessThe company had difficulties in maintaining large number of employee.Considering each employee as a separate entity with individual profit and loss account complicates the company’s accounting system.OpportunitiesThere is a growing demand for the company’s products in the developing countries.Large number of skilled workers in the Chinese populationThreatsThe company stand a chance of loosing its employees to other company.Most employees feel threatened by the intensive human resource monitoring system.The expense of training employees is likely to increase the company’s cost of operation.The footstep model overshadows employee’s progress denying them appraisals and promotion .ReferenceHarzing, A. J. Ruysseveldt, V (2004). International Human Resource Management. London: Sage.

Intellectual Property Rights Assignment Example | Topics and Well Written Essays - 500 words

Intellectual Property Rights - Assignment Example One cannot use government trademarks or the logos of government agencies without getting permission from relevant authorities. For instance, people are prohibited from using government’s agencies logo/trademark on their social media pages. Copyright may protect works that have been prepared for the government by independent entities. The government may have the exclusive rights to use such works. Individuals are not permitted to use government works in ways that show endorsement by a government agency or worker. For instance, it is illegal to use a photo of a government official who is wearing a product of a person/company in an advertisement.4. What are the different types of Government contract data rights?If the government funds a project on its own, it obtains an â€Å"unlimited rights† license. The rights apply to non-commercial technical data, computer software, and computer software documentation. In cases where both the government and a contractor fund a project , there will be a need for a â€Å"Government purpose rights† license. In case a contractor solely funds the project; there will be a need for a â€Å"restricted rights† license in non-commercial computer software. A â€Å"limited rights† license will apply to noncommercial technical data .5. How does the government claim title to an invention while if someone files for a patent while working for the government?Federal law states that rights to inventions created by federal employees belong to the government in some situations.

How was Nazi Concentration Camp worser than Soviet Concentration Camps Movie Review

How was Nazi Concentration Camp worser than Soviet Concentration Camps - Movie Review Example They killed millions of people for political gains. In the end, it all boils down to quality vs. quantity. Under which regime did more people died? Vs. which regime killed more brutally? The popular perception is that perhaps Stalin regime probably killed far more people than the Nazis. But records from relevant sources (scholars from Poland, Israel and Germany) show that Stalin regime killed far less people than Nazis. The Nazi regime focused their attention on one race. Holocaust was targeted towards Jews and the majority of them were tortured to death or died from starvation. Stalin regime did kill millions of people in Gulag but these numbers are far less than Nazi killings. There is a certain reason as to why the Holocaust is considered far worse than the crimes committed by the Stalin. Labeling an entire race of people as ‘outcasts’ is more brutal than finding political excuses to take people’s lives. People who suffered under Stalin regime probably could have found an excuse to spare their lives by paying strict taxes but Jews had no chance under Hitler’s rein. They were either supposed to flea of die. It is sad and satirical to count dead bodies and claim a winner in this debate. Numbers of killings doesn’t matter. It’s about human lives and tragedy that was hammered down upon people living in both countries. Some people say that the number in Stalin camps were far more than the people at Nazi concentration camp. But when a loved one is lost, it is only the family that actually suffers and knows how much it hurts. For instance the argument about the number of people who were murder at Treblinka; whether they were 780,862 or 780,863 doesn’t make much sense. It is a huge number and the tragedy doesn’t subside by thinking that it is a huge number. The individual life matters and there is no truth beyond that. All these people were humans and they left loved ones to mourn their death. Nazis killed much more people than

Evaluate the effectiveness of substitutes for leadership Essay

Evaluate the effectiveness of substitutes for leadership - Essay Example One type of these factors is that of substitutes, which comprise subordinate, task, and organization characteristics. Subordinate characteristics can reduce the need for a leader because their instructions are either irrelevant or do not add value to the workplace. If employees have prior experience or training, then they likely possess the needed skills and knowledge to perform a task without input from a superior (Yukl, 2008, p.236). One example of a profession that would make use of this is that of professional sportsmen. Once they are able to perform to a high standard of play, the effectiveness of a leader, or coach, lessens. What highly skilled people like this need is a type of manager to get them to perform to the best of their abilities consistently. Task characteristics often don’t require a leader simply because of the mundane nature of the job. Low skilled labor jobs are likely to make leaders ineffective because employees are able to guide themselves. Feedback may still be an important part of a job, but it is not necessary for a leader to do this. It may be that a technologically advanced system can judge an employee’s work, or peer review could provide feedback from fellow employees. The key premise to this type of substitute for leadership is that subordinates are able to follow instructions by themselves and are high motivated individuals (Yukl, 2008, p.237) Organizational characteristics also can be used in place of a leader because the organization as a whole is more efficient than one person. Once employees because used to a company’s organizational structure and daily work tasks, there are many things that can be completed without consulting top management first. Also, the concept of team work can be enhanced so that group discussion can occur horizontally rather than vertically. Despite the number of leaders decreasing, the initial concept of what a leader was

Influence of Organization Justice on OCBs

Influence of Organization Justice on OCBs 1. Introduction Questions regarding the organization justice and OCBs have received considerable attention by the researchers in the areas of industrial psychology, human resource management and organizational behavior during last few decades. Much more studies have been conducted to investigate the effects of organizational justice on organizational citizenship behaviors (OCBs). Researchers have been emphasizing the relationship of organization justice with OCBs across the world through different moderating variables. The article which I have chosen for review is The Effects of Leader-Member Exchange on Organizational Justice and Organizational Citizenship Behavior: Empirical Study written by Noormala Amir Ishak and Syed Shah Alam and published in European Journal of Social Sciences in 2009. As it is reflected in the topic, the author in this article analyzed the impact of three types of organizational justice on five dimensions of OCBs. The author also assesses the mediating role of Leader-Member Exchange in the relationship of organizational justice and OCBs. In the first part, the paper under discussion will to be summarized and in the second part, the relevance of the article to the Management will be discussed. In last part of critical review, first the article has been summarized and the critical remarks have been pen down. 2. Relevance to the Management Organizational Justice The issue of organizational justice and OCBs has attained ample attention of research community under the umbrella of organizational behaviors from last 4 decades. The work of Folger and Greenbergs (1985) is considered to be pioneering in this area of research, which received considerable attention in academic circles. It was followed by the study of Cropanzano, et al. (2001), whose primary focus was to explore the perception of justice and fair dealings among workers on work places. Later studies found organization justice to have a strong link with HR factors such as perceived organizational support, leadership behaviors and leaders-member exchange, empowerment, communication and socialization (H. Zhang, 2006; Jahangir, et. al, 2004) and employees attitudes such as job satisfaction, job commitment, turnover intentions, employee deviance, job stress (Zhang, 2006; Karriker and Williams, 2009; Aquino, et al., 1999). Researchers in the area of organizational justice classified these fa ctors into three dimensions: Distributive, Procedural and Interactional (Colquitt, 2001; Greenberg, 1993). These dimensions of justice have been reviewed in following sections. i) Distributive Justice: Distributive justice refers to the extent to which employees perceive the fairness of their work outcomes (Adam, 1965; Homans, 1968). Distributive justice is derived from equity theory provided by Adam (1963, 1965). The theory argues that people compare the ratios of their perceived input (e.g. contribution) and output (e.g. financial and non-financial rewards) with those of others at the workplace. If there is imbalance, the individuals whose ratio is greater than the other is perceived as underpaid whereas the individuals whose ratio is lesser is perceived as overpaid. Equal ratios are strongly associated with positive employees behaviors towards their jobs and organizations (Greenberg, 1990). Individuals who perceive themselves as comparatively low paid, attempt to reduce their distress by attempting to transform the inequitable situation to comfortable equitable position. These attempts may either be behavioral (e.g. altering job input and/or output) or psychological (e.g. alteri ng perception of work input/or ouput) (Walster, et al. 1978). Keeping in view the equity theory, later studies found that underpaid individuals decrease their contribution and individuals overpaid increase their contribution to achieve the organizational goals (Greenberg, 1982). ii) Procedural Justice: Thibaut and Walker conducted a series of study in early 1970s on the reaction to dispute-resolution process which further lead them to the development of procedural justice theory (Thibaut and Walkder, 1975). Procedural justice was conceived as extent to which individuals recognize the fairness of procedures and systems that govern the allocation of rewards (Leventhal, 1980; Lind and Tyler, 1988). Leventhal (1980) provided a variety of rules which allocation procedure must satisfy in order to be perceived as fair. These rules are consistency, bias-suppression, accuracy, correctability, representativeness and ethicality. Leventhal concluded that perception of procedural justice will be positive if these rules are sufficiently satisfied by the reward allocation procedure. Greenberg (1986) commented that individuals believe that reward resulting from unfair processes are themselves unfair but only when such outcomes are little beneficial. On the other hand, outcomes that provide more be nefits are perceived as fair irrespective of the fairness of outcome allocation procedure. When procedures are transparent and people are being informed about them, they recognize that they are being treated fairly (Beugre, 1998). iii) Interactional (Interpersonal and Informational) Justice Extending the previous theories of procedural justice, Bies and Moag (1986) differentiated between formal procedures (e.g. consistency, bias-suppression, accuracy) and the social aspects of fairness (e.g. treatment with courtesy) and introduced third dimension of organizational justice termed as interactional justice. According to the Bies and Moag (1986), interactional justice refers to the extent to which employees are treated with dignity and respect. Interpersonal treatment is found to have a significant impact on the employees perception of organizational justice as well. Employees perception is promoted when the justifications regarding the situation are clearly, truthfully and adequately explained and when employees are treated with courtesy, dignity and respect (Bies, Shapiro, Cumming, 1988). Organizational Citizenship Behaviors Employees Readiness to exert extra efforts beyond their formal job duties has long been identified as an essential predictor of organizational performance. It is noted in the work environment that the readiness of employees to exert cooperative efforts ultimately leads to the effective achievements of organizational goals. Exploring further this area, Katz and Kahn (1978) revealed that the rewards that motivate such unprompted, informal input are different from those that encourage task proficiency. Such theories provided an arena to the follower researchers; among them, Organ (1988) first introduced the concept of OCBs. Citizenship is a behavioral component that is believed to have a promise to improve organizational productivity by improving the attitudes of employees, creating harmony, cooperation and coordination among employees and minimizing disagreements (Bateman and Organ, 1983; Smith et al, 1983). OCB is defined as an optional and extra role, beyond the formal job, without e xpecting any reward that improves organizational functioning (Organ, 1988). Behavior such as helping an absent co-worker, willing to perform extra duties whenever required, playing vital role in the organization functions even without assigning the duty and resolving unconstructive interpersonal conflict (Organ, 1990). Organ (1988) introduced five dimensions OCBs i.e. Altruism (helping the specific others on the organizational tasks), Conscientiousness (efficient use of time, extra role with respect to the attendance, abiding by organizational rules, break time etc), Courtesy (get the update information and providing it to others to avoid work related problems), Sportsmanship (avoids complaining, Maximum use of time for organizational profitability), Civic Virtue (participating in committees and volunteer work for organizational functions). Followed study by Farh et. al., (1997) investigated two types of organizational behaviors i.e. positive contribution and preventing to engage in activities that are harmful to others. Leader-Member Exchange Leader-member exchange (LMX) theory suggests that quality of the exchange relationships that have been between employees and their leaders promise the highly productive attitudes of employees (Gerstner and Day, 1997; Graen and Uhl-Bien, 1995). LMX theory is unique among leadership theories in its focus on the dyadic exchange relationships between supervisors and each of their subordinates (Gerstner and Day, 1997). High-quality exchange relationships are based upon the mutual trust, respect, and obligation that generate coherence between an employee and his or her supervisor. Low-quality exchange relationship, on the other hand, are characterized by formal, role-defined interactions and predominantly contractual exchanges that result in hierarchy-based downward influence and distance between the parties. Social Exchange Theory Social exchange theory by Blau (1964) assumes that a reciprocal relationship between two humans or parties can be established. In other words, if one party renders its services or anything to the other, the receiving party would be obliged to perform the same or similar function for the former, in the days to come. If this sort of reciprocal relations are carried over the period, these would result in a social bond. This bond gives birth to trust, reliance and confidence between the parties. For instance, if an employer treats his employees with care and respect, the employees would behave, in return, in the same gentle and tender way. The treatment of employees may be in the form of better performance or undertaking their duties in an honest manner. Various studies on related topics such as organizational justice (Cropanzane et. al, 2001), leadership (Graen and Scandura, 1987), psychological contract (Rousseau, 1989, 1998), and organizational citizenship behaviors (OCB) (Organ, 1988 , 1990) conducted in different cultures have supported this theory empirically. Arguably, the reciprocal nature of human relations is more important in traditional cultures like Pakistan. The requiting norm of this theory reflects from the behaviors of Pakistani people. So, the social exchange theory provides a theoretical basis for conducting a study on behavioral aspect of relations between workers and owners, in context of Pakistan. In the light of above-mentioned theories, it is concluded that fair organizational practices promise the productive and favorable employees attitude. Under the social exchange theory there is reciprocal relation can be seen between firm and its employee when employees who are being treated fairly found to be involved more in some extra activities beyond their formal job duties to improve the firms effectiveness. Leader-Member exchange is one of the leadership theories which conclude that employees perform more if there is best dyadic relationship between leader and his follower. The article under discussion is found to be under the umbrella of study of organizational behaviors which is central theme of Human Resource Management. The study of organizational behaviors deals with behavioral issues of employees with the objective to improve the employees behaviors to accomplish the organizational goals efficiently. 1. Summary of the Article Objectives of the Study The study focused on OCB and examined the influence of organizational justice on OCB. The study is expected to address these two issues: (1) to investigate the influence of organizational justice types on OCB; and (2) to examine the role of LMX as a mediator in the relationship between organizational justice types and OCB. Research Design Research Framework On the basis of literature review, the following research model has been established by the author to explore the relationship between organizational justice and OCB with the moderating role of LMX. Hypothesis for this study are as under: H1: Organizational justice types have significant positive relationships with OCB. The impact of interpersonal justice and informational justice are stronger on OCB than the impact of distributive justice and procedural justice. H2: Organizational justice types have significant positive relationships with LMX. H3: LMX mediates the relationship between organizational justice types and OCB in such a way that the impact of organizational justice on OCB will be smaller (partial mediation) or non-significant (full mediation) in the presence of LMX. Sampling: Data has been collected from non-supervisory employees, employed in the participating domestic commercial banks. A package containing two survey questionnaires: ?one questionnaire (Set A) was to be answered by the subordinate and another (Set B) to be answered by the supervisor in charge of the subordinate ?was distributed to participating banks. The subordinates were also given questionnaire items measuring organizational justice and LMX. The supervisors were given questionnaire items rating the subordinates OCB and in-role behavior. A total of 350 questionnaires were distributed to 80 branches. A total of 339 completed questionnaires were returned, yielding a response rate of 97%. Measurement: Citizenship behaviors of employees were measured by 24-item OCB scale developed by Podsakoff et al. (1990) was utilized to assess five dimensions of OCB. Organizational justice was measured using the 20-items adapted from Colquitt (2001). LMX was measured by the scale extracted by previous literature. Results: Table 1 reports the means, standard deviations, and zero-order correlations for all variables. Using Pearsons correlations it was found that procedural and distributive justice were significantly correlated with only one OCB dimension-altruism while Interactional justice and LMX were found to be significantly related to all OCB dimensions. Contrary to expectation, the results from Table 2 in which results are given of linear regression, it was found that only interactional justice has a significant relationship with OCB (altruism and consideration). Thus, hypothesis 1 was only partially supported. LMX was then regressed on organizational justice (Table 3). Distributive justice and interactional justice were found to have significant relationships with LMX. Hypothesis 2 was thus partially supported. OCB dimensions were then regressed on LMX. There had to be a significant relationship between the two in order to proceed to the next step of mediation testing. It was evidenced (Table 4) that LMX showed significant relationships with altruism and sportsmanship. Hypothesis 3 was also partially supported. Table 5 shows the results of the tests required for mediated regression analyses. The conditions for mediation were met for altruism but not for sportsmanship and consideration. Hypothesis 4 was thus partially supported. We found that the relationship between interactional justice and OCB which was significant in became insignificant once we included LMX as a mediator. We found that LMX fully mediated the relationship between interactional justice and altruism. Conclusions: Results shows that there is positive relationship between interactional justice and two dimensions of OCB i.e. altruism and consideration which is similar to the findings of Moorman (1991). Distributive and procedural dimensions of organizational justice have not been found as a predictor of citizenship behaviors of subordinate. When subordinates feel that they feel that there is interaction justice between them and their supervisor, they found to be involved more in citizenship behaviors. The findings also noted that this relationship strengthened when there the role of LMX is included in the model. These results are consistent with social exchange theory where it entails unspecified obligations, did not specify the exact nature of future return for contributions, is based on individuals trusting that the exchange parties will fairly discharge their obligations in the long run, and allows exchange parties reciprocate through discretionary, extrarole acts (Blau, 1964; Konovsky and Pu gh, 1994; Moorman, 1991; Niehoff and Moorman, 1993). The study provides some insight for managers that in order to develop the citizenship behaviors among employees, the role of supervisors should not be ignored. Supervisors should be emphasized more so that they may build mutual interest and good dyadic relations with their subordinates. Managers need to always be supportive towards their employees and listen to their concerns and ask for their input on decisions affecting them. Open interactions with the employees will enhance their motivation toward their work and will lead them to perform in their work as well as performing OCB. The study provides evidence that interactional justice has greatest impact on OCB through the presence of LMX. This is especially true when the subordinates see their superiors giving them support and encouragement to them at work. In an environment in which relationships are important, superiors emotional support and guidance appeared to assist subordinates in attaining higher levels of performance. In res ponse subordinates are likely to perform some extra role beyond to their job in order to benefit other employees and organization. The study reported here is not without its limitations. The results pertaining to organizational justice and OCB may be susceptible to common method variance. The study conducted was also cross-sectional, which does not allow for an assessment of causality. Thus our results are mute where issues of causality are concerned. Critical Review: As discussed earlier, the featured article addresses one of the theories of leadership and organizational behavior. Earlier studies have been investigated the relationship of organizational justice and citizenship behaviors directly and through different moderating variables. Recently a study conducted by Karriker and Williams (2009) found the relationship between organizational justice and OCBO through OMX as mediating variable and the relationship between organizational justice and OCBS through LMX as mediating variable. Another justification of featured study is review of OCB literature by Podaskoff et al (2000) that suggests cultural influences on OCB as a future research agenda. Exploratory findings of Organ and Ryan (1995) also suggested that OCB may be evaluated and interpreted differently in different cultures/nations. They identify individualism/collectivism and power distance as potentional source of variation in research findings obtained in US context. For example they su ggest initiative in workplace may be different in high power distance countries as employees may limit themselves to what they are told. They also mentioned the possible impact of cultural differences on measurement of OCB (Organ and Ryan, 1995). Organization justice and OCBs have received ample attentions by the researchers as it is found to be positively linked with individual and organizational productivity. Vital role of organizational justice in creating citizenship behaviors has been emphasized by researchers in different aspects (Farh et al., 1990; Konovsky and Pugh, 1994; Moorman, 1991; Moorman et al, 1993; Niehoff and Moorman, 1993). Employees perception regarding fairness of outcomes and procedures has been considered as a major motivational basis for developing citizenship behaviors among employees (Organ, 1990). A study conducted by Moorman et, al., (1998) found that there is positive relationship between procedural justice and perceived organizational support and between perceived organizational support and three of the five organizational citizenship behavior dimensions. However, by including the effects of POS as a mediating variable, we found stronger support for a fully mediated model of the effects of procedural justice on OCB. Findings of this study provided support to earlier studies by Organ and Ryan, (1995) which revealed that fairness at workplace play major role in creating citizenship behaviors among employees. Researchers have also been attempting to examine the relationship between organizational justice and OCB through mediating variables. In this respect, Konovsky and Pugh (1994) analyzed the mediating role of trust between justice and performance relationships using the supervisor as proxy for the organization, rather than directly addressing the individuals level of trust in the organization itself. The study examined the mediating role of trust in supervisor between the relationship of procedural justice and OCB and found full support for this relationship. Extending this framework, Aryee et al. (2002) investigated the mediating role of trust in the supervisor and trust in the organization and found support for mediating role of trust in the organization between organizational justice (distributive, procedural and interactional) with job satisfaction, turnover intent and organizational commitment while trust in supervisor found to have mediating relationship between interactional justice only with OCBO and OCBS. Moorman and Niehoff (1998) conducted a study to measure the relationship of procedural justice with OCBs through mediating role of perceived organizational support (POS) and found that POS fully mediate between the relationship of organizational justice and OCBs. Masterson et al (2000) found support for the mediating role of POS in the relationship of organizational justice and OCBO. Karriker, JH and ML Williams, (2009) conducted a study to find the relationship of organizational justice on OCBS (citizenship behaviors that benefit to supervisors) and OCBO (citizenship behaviors that benefit to the organization) and found full support between system-referenced justice outcomes and OCBO and mixed support for agent-referenced justice perception and OCBS. Specifically, system-referenced distributive and procedural justice were not found to have significant impact on OCBO, yet agent-referenced distributive justice had a significant direct relationship with OCBS, and agent-referenced distributive and procedural justice had significant indirect relationships with OCBS. In addition, interpersonal justice found to have direct impact on OCBO. Here, in this study the relations of interpersonal justice only have been measured with OCB rather than full model of interactional justice including interpersonal and informational justice perceptions. Impact of system-referenced dis tributive and procedural justice was not supported in this study while one dimension of interactional justice i.e. interpersonal justice was found to have direct relationship with OCBO. Trust between employees and their supervisors is found to be strong predictor of OCB in the context of work environment. Leadership behaviors and level of OCBs have also been under the discussion of researchers in the area of social sciences. In this regard, Pdosakeff et. al, (1998) examined the aggregate effects of the set of transformational leader behaviors on OCBs noted found the indirect relationship between leader behaviors and OCBs. The study suggests that to find the support between leader behaviors and OCBs, organizational trust and employees satisfaction have to be included in the model as transformational leader behaviors impact both trust and employees performance while on the other hand only trust is significantly related to the OCBs. In contrast, transactional leader behavior on OCBs found to be positively related to two dimensions i.e. altruism and sportsmanship while no effect has been found between transactional leader behavior and other three dimensions of OCB. Mast erson et al. (2000) explored that high-quality LMX relationships lead employees to engage in behaviors that are directly related to their supervisors, such as in-role behavior and organizational citizenship behaviors. They found that LMX mediated the relationships between interactional justice and both job satisfaction and supervisor-focused citizenship behaviors, OCBS. Extending the research on the said area, the authors attempted to shed light on organizational justice and OCB directly and through the mediating role of LMX. Findings of the study opened some new avenue for social sciences researchers. Karriker and Williams (2009) investigated the relationship of organizational justice with OCBO through the mediating variable of organization-member exchange (OMX) and relationship of organizational justice with OCBS with the mediating role of LMX. The authors applied the model with some valuable changes in Malaysian culture and provide useful insight for managers to improve the level of OCBs. Over all the study is very well organized, address an unattended area; but the study seems to be failed to discuss the literature on organizational justice due to which reader may face difficulties to build logical connection between organizational justice and OCB. Further the study could not properly differentiate between the dimensions of OCBs that benefit to the individual and that benefit to organization. The author made good attempt to collect the data from respondents and their supervisors but the problem in this scenario that there may some intergroup conflict that may bias the result. To improve the accuracy regarding OCB data, peer review should also be incorporated in the data. As for as statistical tools are concerned, Zero-order Correlations, Linear and Mediating Regression test have been applied to analyze the data. The data should also be analyzed through Structure Equation Model (SEM) that is commonly used for the model where mediating and moderating variables are included in the model.

The History of the Roman Government Essay -- Ancient Rome Governmental

The History of the Roman Government The Romans have had almost every type of government there is. They've had a kingdom, a republic, a dictatorship, and an empire. Their democracy would be the basis for most modern democracies. The people have always been involved with and loved their government, no matter what kind it was. They loved being involved in the government, and making decisions concerning everyone. In general, the Romans were very power-hungry. This might be explained by the myth that they are descended from Romulus, who's father was Mars, the god of war. Their government loving tendencies have caused many, many civil wars. After type of government, the change has been made with a civil war. There have also been many civil wars between rulers. But it all boils down to wanting to be involved in government. When the Greeks finally entered Troy after ten long years of siege, a man named Aeneas escaped the city with his father, Anchises, and his son, Ascanius. They went to Mt. Ida, where they were to meet Aeneas' wife, Creusa, but she never showed up. Saddened, Aeneas acquired a boat and sailed around the Mediterranean. He bounced around from Asia Minor to Greece to Crete looking for a place to found a new Troy, but he couldn't find a satisfactory place. As told by Homer in the Aeneid, Aeneas was cared for by the gods. Venus, in particular, was very worried about him. She asked Jupiter, king of the gods about him, and he said this: "Since you are so consumed with anxiety for Aeneas, I shall turn forward far The hidden pages of fate and speak of the future. He shall conduct a great campaign for you. And conquer all Italy and its haughty peoples. He shall impose laws on his own people. And build walled cities for them; the third summer Shall see him rule in Latium, the third winter Of warfare see the Rutulians [an Italian tribe] subdued. But his son Ascanius... It is he who shall consolidate your power-For thirty years with all their turning months; Then shall he move his capital from Lavinium To Alba Longa, which he shall fortify To the uttermost; and there a line of kings... Shall reign and reign till Ilia [Rhea Silvia], a priestess Of royal blood, bear twins begotten by Mars; And one of these, Romulus, fostered by a she-wolf, And joyfully wearing her tawny hide, shall rule And found a city for Mars, a new city, And call his people Romans, af... ...es are Republic, styled after the Romans. The Romans are probably the most influential people of all-time. Works Cited Actium, Battle of. Computer Software. Encarta Encyclopedia, 1996 ed. Adcock, F. E. Roman Political Ideas and Practice. Ann Arbor: University of Michigan, 1959. Asimov, Isaac. The Roman Republic. Boston: Houghton Mifflin, 1966. Burrell, Roy. The Romans. Oxford: Oxford University, 1991. Caesar. Computer Software. Encarta Encyclopedia, 1996 ed. Caesar, Gaius Julius. Computer Software. Encarta Encyclopedia, 1996 ed. Gibson, Elke. Personal Interview. 19 March 1997. Nardo, Don. The Roman Republic. San Diego: Lucent, 1994. "The Reforms of Diocletian and Constantine." CIS: Research and Education (16 March 1997). Republic. Computer Software. Encarta Encyclopedia, 1996 ed. Rise of Rome (753-44 BC). Computer Software. Encarta Encyclopedia, 1996 ed. "Rome, Ancient - the Empire." CIS: http://isdup/menu/133.html; Research and Education, Academic American Encyclopedia; Grolier's (16 March 1997) . Rome, History of. Computer Software. Encarta Encyclopedia, 1996 ed. Sabines. Computer Software. Encarta Encyclopedia, 1996 ed.

Meeting Organizational Goals

Effective leadership unites and inspires individuals to use their knowledge, creativity, and skill to excel at meeting organizational goals. Institutional Effectiveness may be defined as the ongoing quest for quality and the demonstration of how well an institution is fulfilling its mission and realizing its vision. The institution may appreciate quality and effectiveness by employing a comprehensive system of planning and evaluation in the major aspects of the organization. It provides documentation of planning, assessment, and the use of results in decision-making. That's why institutional effectiveness is a leadership tool that intends to strengthen the quality of services, to produce a continuous cycle of improvement inside an organization and to monitor its effectiveness in achieving its mission and purposes. Accordingly, the institution collects and analyzes relevant data and uses this information in the institutional planning process as a basis for sustaining quality and self-improvement. There is no one best way to assess institutional effectiveness, no certain formula described, that an institution must use for measuring or demonstrating its effectiveness, as â€Å"assessment efforts† vary among â€Å"different types of institutions† and â€Å"among institutions of the same type† (NEASC Policy Statement on Institutional Effectiveness, 1992). Successful assessment efforts depends on the institution's mission and its available resources. Every institution should have an Effectiveness Office having the task to coordinate and support evaluation activities and being involved with the development and implementation of a broad-based system consisting of integrated institutional effectiveness activities: coordinating the on-going strategic planning process – including the â€Å"establishment of priorities and implementation of action plans†, monitoring the â€Å"development and progress of the strategic plan†, â€Å"overseeing the generation of data, and reports for institutional research purposes† to improve planning and decision-making, to review and provide feedback on assessment plans and reports, overseeing the coordination and conducting of organization assessments and program reviews in ways that will â€Å"continuously improve the quality of services†. (Office of Institutional Planning, Research and Evaluation, New York). All these activities are undertaken for the purpose of continuous program improvement and to insure institutional effectiveness. The strategic plan, which is another leadership tool, can be defined as an â€Å"answer to the question: How will the organization accomplish its goals? † (MAP for Nonprofits, St. Paul, MN) Strategic planning involves environmental scanning for external trends. It includes a variety of internal and external assessment activities, like: annual review of institutional vision and mission statements, review of the implementation report on the prior year's operational plan and of other internal effectiveness indicators, assessment of progress in addressing recommendations resulting from strategic planning activities during previous years. The purpose of strategic planning is encouraging thinking about organization's broad goals and priorities, and how well they are being achieved. The modern approach emphasizes â€Å"strategic thinking† or â€Å"strategic management†. It regularly scans the organization's external environment for significant changes, trying to understand the implications of these for programs, organization structures, staffing, etc. It is known that board policies or program priorities might change because of the planning process, but usually there is no slavish adherence to a plan, the document existing only as a guideline and changing as the world changes. Some of them though are never implemented, proving to be useless, because organizations are always faced with fast changing and difficult to predict environments. Some say that inside an institution there could be no official strategic plan document, as in this complex and rapidly changing world there should only be the process of â€Å"thinking strategically†.

buy custom Legalization of Marijuana and Other Drugs essay

buy custom Legalization of Marijuana and Other Drugs essay Marijuana/ Indian hemp or cannabis sativa is a widely known plant that has not only raised many controversial questions, but also developed into philosophical issue. Most nations across the world have banned the consumption of this substance while others use it as a delicacy during their meals due to its supposed medicinal value. Others still dont see why the marijuana consumption should be banned (probably the users of marijuana). However, the following document is an essay that satisfactory seeks to explain why marijuana consumption should be banned either for medicinal or recreational purposes. The chief reason as to why marijuana should be banned is because its medicinal value causes similar diseases. Those who assume or believe that marijuana can be used for medicinal purposes are wrong because marijuana causes diseases rather than healing them (Earleywine 78). For example, why should a doctor tell someone that marijuana treats HIV/AIDS or cancer? They overlook the impact of the product in the long run. For example, after counseling a HIV/AIDS patient regarding exposure to virus (post-test counseling) giving them a substance that destabilizes their brains is equal to exposing them to the virus. As a result, they will lose their self-control and go back to their old beavior exposing them to more HIV infections. Moreover, marijuana is said to treat brain cancer but causes lung cancer. Doctors hold that smoked marijuana is effective in healing brain cancer and other chronic diseases. However, it should be noted that smoked marijuana is not processed in any industry thus; it contains all the natural chemicals that may be harmful to the consumers (Jenkins 102). Research indicate that these natural chemicals cause heart and lung complications. Therefore, what use is the medicine that infects the patient with same the disease? Does it fulfill its purpose honestly? Are patients out there trying to make doctors or the medicine producers rich? Is it in order to sacrifice other peoples lives at the expense of making profits? Moreover, marijuana is highly addictive. Therefore after administration of the dose, the consumer will be addicted to the drug. Consumers will go on abusing the drugs even after their diseases are healed. This is because marijuana is an addictive. Thus, the patients will have to spend more money buying more of the drugs that they do not need. Those who stop using this drug always develop depression, sleeplessness and anxiety (Earleywine 60). Marijuana also threatens the existence of humanity. Apart from causing deaths (as a result of lung cancer) and unconscious behaviors that make one lack sense of pain, marijuana also causes infertility to those who consume it. Therefore, if the governments globally legalized its consumption, all those who consume this siubstance across the world would be infertile. Thus, in case of death caused by lung cancer (both for smokers and passive smokers) or natural deaths, it will be the end of human existence (Kamin Morris 67). This is because they will be unable to reproduce thus as they die Moreover, the consumers no one to replace them and this shall mark the end of human existence. Those supporting consumption of marijuana say that using it causes excitement thus makes an individual happy. However, consistent consumption of marijuana always leads to depression in the consumers. Conyers (98) asserts that the depression results to isolation and at time results to development of criminal behavior. From the unconsciousness and lack of pain, the consumers develop into some sort of machine. This explains the reason to why they are prone to criminal behaviors. Thus marijuana kills the social behaviors in its consumers. Therefore, consumption of marijuana for both medical and recreational purposes should be banned in order to promote humanity, morals and social nature of human beings. Buy custom Legalization of Marijuana and Other Drugs essay

U.S. History AP essays

U.S. History AP essays Though Britains policy of salutary neglect before 1750 influenced the development of Americas legislative assemblies, its commerce, and religion, those three aspects were affected differently. Salutary neglect created diverse commerce in America through the Triangular Trade, which contributed to the shipments of smuggled goods. Three individuals, Jacobus Arminians, John Edwards, and George Whitefield, supported the Great Awakening, which causes major changes in religion due to salutary neglect. The legislative assemblies that were mainly affected from salutary neglect were the new ideas of creating different parliaments with the increased amounts of political freedom, and the new ideas of self-governing, which was cherished above other rights by many Americans. Commerce in America was greatly altered from salutary neglect. The Triangular Trade originally was a trade strictly consisting of 3 parts; from North America, ships carrying rum were transported to Africa in return for slaves. With the slaves bundled up in tight quarters on ships, they would sail back to the colonies or to the French West Indies, where sugar and molasses could be traded for the slaves. The sugar and molasses would now go back to the colonies, to be manufactured into rum to be sent out to Africa again. Smugglers had a hard time of taking their goods that were not approved by an English official. But since salutary neglect was in effect, the Navigation Acts were not being enforced as heavily as it has been. Also, ignoring the mercantilism restrictions on the colonies would have not been a good idea if it had not been for salutary neglect. Outgoing ships had the ability to go to other countries and continents such as the French West Indies without getting caught and be heftily fined or have their goods taken away. Officials were becoming less-competent and more bribe-effective. They would do a less than sufficient job of keeping an eye...

Analyzing Groups Essay Example | Topics and Well Written Essays - 1250 words

Analyzing Groups - Essay Example Tomas Oxelman, the human resource manager of the company introduced this theory (Weisbord & Janoff, 2010). The company embraced it because it was so effective that they could see the entire global operation from the perspective of a single product. To me, this holds crucial importance because the way this theory envelops the whole process is extremely useful. It fits perfectly well with the scenario I am facing at my company (the theater). The collaboration is truly diverse in this theory as the people from the inside as well as outside get to share their views. Future search refers to the generic design that spans over five segments, and each takes about 2 to 4 hours (Weisbord, Weisbord, & Janoff, 2000). The whole session is only three days long. Considering the context our group needs to focus on the past while attending to the demands of the present. This phase will develop actions and later ideal future scenarios can be identified and then an action plan can be made. The gradual buildup also ensures that irregularities or hurdles are removed as people come together on common grounds. Participative design theory by Fred and Merrelyn Emery (Coleman, Deutsch & Marcus, 2014, 930) is extremely useful for its bottom-up approach. It is an organizational principle that offers a coherent strategy and a toolkit for restoring dignity in organization and community settings (Baillie, 2006). It really involves people in the decision-making process. The emphasis of course is on effective participation or bringing democracy in the organizational decision-making process.

The Album that change my life Essay Example | Topics and Well Written Essays - 750 words

The Album that change my life - Essay Example The King along with his band group were a force to be reckoned with in the musical sense and also famous for their very powerful visual imagery. King Diamond earned his fame with this album and made his first mass public appearances wearing garish face paint to prove to be as dark as the themes he sang about. With Hank Shermann being one of the most creative Metal guitarists, musically the band was incredible. The dueling performance between Hank Shermann and Michael Denner was very intense as King prowled and lurked singing and screaming the often horrific subject matter that the band based their lyrics upon. Rounding out the group was Timi Grabber on bass and Kim Ruzz on drums. This was in fact the very first pure prog-metal album of all time in the sense that no key-boards were used. Compared to the next release of Mercyful Fate which had more direct structures, "Melissa" contains all the necessary components of progressive heavy metal such as the various themes and arrangements, changes of tempos and moods within any separate song from the album. It is a known fact that the main indicator of a progressive work is complexity, which consists of the above-mentioned components. A considerable part of audience fails to perceive the blasphemy in this album. The fact that it was released in the year 1983 and focused heavily on Anton LaVey's work and used topics like "venom", "Satanism" and "devils workshop" indicate that this was not a band which dealt with image alone and not actual ideals. Further, ideals hold no importance without talent. King delivers an unmatched vocal performance surpassing Bruce Dickson and Rob Halford who were the reigning vocalists of the era. Shermann and Denner were world class guitarists at par with Tipton and Downing. The album begins with their best known song "Evil" which starts off with a rolling head and culminated into an amazing riff backed by excellent guitar work and well paced vocals. it must have carved out a genre of it sown in the 1980's when it was released. The way King drops his voice so as to not overshadow the guitar makes for a perfect contrast with his extremely high falsettos. "Melissa" is in all probability the world's greatest debut. The combination effect of the camp Satanic theme along with the gigantic crests of riffs and the subtle neo- classical themes found in the guitar solos leaves the listener in boundless amazement. The awe inspiring acrobatics of the vocals the sheer sonic heaviness of the entire performance simply adds to the perfection. Playing the album in a dimly lit room with a black candle and closed eye, takes you to another level of existence altogether to be engulfed by devils, death and sacrifice. The music in general is mostly dark and heavy but nevertheless it is catchy and inspiring. The songs are rhythmically inventive embellished with time changes and tempo shifts. The musicians are all in sync with each other and there is seldom a faltered moment in the vocals or instruments. "Melissa" is one of the most famous and influential albums in the history of heavy metal. Merciful fate was dubbed as a "black metal "group in the 80's though by today's standards that assertation stands invalid, it still makes some sense. The black