Socialization is done when children follow the footsteps Essay Example for Free

Socialization is done when children follow the footsteps Essay Socialization can be referred to as the process by where adults and children learn from each other. It is often said that socialization begins at home and this is true because it is the responsibility of the family to teach children from a very early age the norms and values of society. It is the process by which they learn right from wrong. Socialization is done when children follow the footsteps of their parents, teachers or older siblings. Socialization never really stops because all through life, people learn new things and they are never knowledgeable enough to know everything. During this process of socialization children develop a sense of self and become their own person. They become unique and have a distinct personality. Individuals develop their potential and learn culture through this process of socialization. Humans are unlike any other species and they need to learn things and how to survive. It is important for humans to learn their culture for it is a part of who they are. We learn by internalizing which is the process when people take norms values beliefs and language as their own and accept them as their own. Importance of socialization Socialization is important for many reasons: It helps a person become who they really are. It provides the basics for a person to learn about their culture and their way of behavior. Socialization helps people discover their talents and they find out that they are really good at something and they enjoy that. Through socialization children can develop as a person and acquire normal social graces. Children need to feel cared for and loved so when parents take time out for their children and teach them values and norms this helps them to develop properly. Learn ways on how to think talk and actions that are important for social living Is a way by which the society can pass culture along to the next generation We achieve harmony and are able to it into society We develop skills and learn not to always act on instinct It avoids isolation and improper development of children It allows us to develop our potential to develop or maximize skills We develop proper learning Agents of socialization The family is a major agent of socialization. It gives individuals their first experience, earliest and deepest experience to relationships and their exposure to the way of life. The family also teaches their own about the social and physical environment and teaches them to follow it. Children learn from the type of environment that elders create. The family also gives children a social place when it comes to religion race or culture. This makes up the child’s self-concept. The family are the ones responsible to teach children manners, respect and obedience. They cannot allow their children to go to school without teaching them how to talk to older people with respect or how to obey when told to do something. The school also plays a role in the socialization of children. The school is a port way for children to learn about their ancestors and to teach them of the way people behaved in the older times compared to the way they behave now. They learn how society is connected to race and gender. The school is their first experience to bureaucracy. This means that the school prepares them for the future because it runs on a time schedule and is governed by rules. This is helpful because it prepares them for when they get a job. It is also proven that schools mold children into gender roles. School also open opportunities or children to join peer groups in which they meet people with similar interests or talents. The mass media is also an agent of socialization. The mass media provides a vast amount of information to a huge audience at the same time. It is proven to have a great impact on the behavior and attitude of children. The media is also a port way for people to learn about different cultures and to meet people of different race and ethnicity. The media can inspire people to achieve access and to follow their dreams. Children will view successful people on the television and aspire to be like them. This is a good thing because children will have ambition. Theories on socialization George Herbert Mead: He developed a theory on social behaviorism. It explained how a person’s personality can be affected by social experience. He saw the power that environment had when it came to shaping behavior. He studied inward thinking. His main concept was self. He described this as the part of a person’s personality composed of self- awareness and self- image. He considered that self only develops when people interact with others. He said that humans care what others think of them and that is what they think of themselves as well. Lawrence Kohlberg: He studied how people distinguish between right and wrong. At an early age for children, they think that whatever feel good to them is right. Another aspect of his is that teenagers in the adolescent stage lose their selfishness and learn to act according to what parents tell them and by the rules of their school. He also said that individuals learn not to argue with what is legal or right. Jean Piaget: he studied human cognition. This refers to how people think. He wondered how children made sense of the world. He described the way children made their way through life based on what they thought of it. Piaget believed that biological maturation and increasing social experience was reflected by human behavior. He stated four stages of cognitive development which included sensorimotor, preoperational, concrete operational and formal operational. Sigmund Freud: He studied mental disorder and personality. He believed that biology played a major role in the way people develop. He said that the human personality had three parts which include: The id which represents the innate human drives, this would be the human life and death instincts, the ego which refers to the internalized cultural values and norms and the ego which he considered resolved the competition between the restraints of the superego and the demands of the id. . Family Basic Concepts Family is a group of people who are closely related to each other by blood, adaption or marriage. The family is considered the basic unit of society. A family is considered to be the people who will always be there for you, no matter the situation you are involved in. Whenever in need of something the first place you run to is home. You are confident that there you can be safe and that there will be the people you can depend on. The family is the group of people who play a significant role in an individual’s life. Bonds within a family are considered kinship. Within every society there are families, however the views of people and whom they consider to be their family may vary depending on historical changes and culture. Family of orientation refers to when individuals are born into a family that includes parents and siblings living together. This plays an important role in socialization. A family of procreation is when adults decide to start their own family either naturally or through adaption. Marriage is an important aspect when considering starting a family. Marriage is a legal union between two people who commit to each other and this involves economic cooperation, sexual activity and childbearing. Children born out of marriage are considered to be illegitimate. Global Variations Types of families: Extended family: Is a family that includes more than three generations living in the same household. Everyone is connected by blood. Nuclear family: A family that includes a mother, father and their children living under the same roof. Sibling household: This is a family that an older brother or sister is the one in charge of the rest of children. They are required to be the parents and take care of the younger ones. Reconstituted family: This is a family type formed by the combination of two single- parent families. Single- parent family: Is a family type that involves one parent taking care of the household. Marriage patterns This refers to the way in which individuals are required to marry: Endogamy: This refers to marriage between people of the same social category. This limits marriage prospects to other people of the same gender, social class or race. Exogamy: This is when people of different social class get married. This type of marriage promotes cultural diffusion and builds alliances. Monogamy: This is marriage between two people. Polygamy: This is a type of marriage that unites two or more people. Polygyny: This refers to marriage of one man to two or more women. Polyandry: This refers to marriage of one woman to two or more men. Residential Patterns This talks about where a couple resides after being married: Patrilocality: This pattern refers to when the married couple lives with or close to the husband’s parents or family. Matrilocality: This is when the married couple lives close by or with the wife’s family. Neolocality: This refers to when the married couple live in a new place away from any side of their families. Patterns of Decent This refers to a system families used to trace their kinship over generations. Patrilineal descent: This is when individuals trace their kinship through men. This is when sons are the ones who inherit or get property passed on to them by their fathers. Matrilineal descent: This is a system used to trace kinship through women. This is when mothers pass on property or inheritance to their daughters. Bilateral Descent: in order to promote gender equality, this system traces kinship through both men and women. Theoretical Analysis of the Family Functions of the family Structural and functional analysis: Socialization: The teaching of right from wrong to children. Regulation of sexual activity: Every culture tries to regulate sexual activity in order to maintain property rights and kinship organization. Social Placement: Families try to maintain social organization in order to confer their social identity. Material, emotional and financial security: Families provide financial assistance, physical protection and emotional support. Inequality and the family: Social- Conflict analysis Property and Inheritance: Identifying heirs in order to transmit property. Patriarchy: This is how men own women as their sexual and economic property. Racial and ethnic inequality: Families promote people marry others like themselves. Stages of Family Life This is the way how a family evolves. Courtship: Is when partners get to know each other and see if they are compatible. Settling in: This involves romantic love where partners fall in love with each other and usually plan to marry or not. Child rearing: This is the raising of children on the right path showing them love and kindness. The family in later life: This is when people stay married but for the final years of their marriage they return to living with only one spouse. Transitions and problems in family They are many things that break up the family: Divorce is the dissolution of a marriage. Causes: Individualism is on the rise: This is when family members stop spending as much time with each other. Romantic love often subsides: When sexual passion fades this is when relationships fade. Women are now less dependent on men: Women leave unhappy marriages because wives are now not financially dependent on husbands. Many of today’s marriages are stressful: Most families face the problem of not having enough time or energy for family. Divorce is socially acceptable: Divorce is no longer being discouraged. Legally, a divorce is easier to get: Now divorces are easy to get as long as the couple says the marriage has fail. References Macionis John J., Sociology- (13th Edition). Upper Saddle River, New Jersey: Pearson Prentice Hall, 2009

Assessment For Learning Essay Example for Free

Assessment For Learning Essay Although Hamlet and Agamemnon both follow Aristotle’s definition of tragedy, I believe Hamlet is a more tragic play. Many more innocent lives were taken in Hamlet than Agamemnon. Hamlet, Gertrude, Ophelia, Polonius and Laertes were all killed due to Claudius’ deceptive and cheating ways. In Agamemnon, Cassandra and Iphigenia were the only innocent lives taken, both caused by Agamemnon’s lack of morals. The sheer number of deaths in Hamlet that were caused by unjust means and intentions brings a great amount of unrest to the audience. It holds even greater unrest for the audience when compared to Agamemnon. The level of understanding I had with all the characters was far greater in Hamlet than in Agamemnon. Hamlet, the tragic hero in his play, was the main character. The audience was able to connect and sympathize with him through his struggles with avenging his father and his many soliloquies. Touching on the topic of Hamlet’s desire for suicide in his soliloquies gives the impression that he is trapped in his life. Even though he may be miserable in the world he lives in, suicide is forbidden by his religion, and thus he is trapped to stay in a world he hates. Agamemnon does not appear in his play until at least half way through. This makes it difficult to justify Agamemnon, the tragic hero in his play, as the main character. His wife, Clytemnestra is the main character since her story is followed from the beginning to the end of the play. Making a connection with the tragic hero in Agamemnon is much more difficult since the audience does not have a chance to connect with him, ultimately making his death less tragic and compelling to the audience. An element of Aristotle’s definition of tragedy is involving a tragic hero of higher standing. Both of these plays follow that element. Hamlet is the prince of Denmark. Agamemnon is the king of Argos, Greece. Both of these men make and error in judgement that eventually leads to suffering and their final downfall. Hamlet accidently kills Polonius, believing him to be Claudius. This sets a chain of events in action that leads to the death of not only himself, but many people around him. Agamemnon makes the mistake of trusting his wife upon his return. He walks on the purple silk into his palace, where Clytemnestra kills him. This event feels less tragic since the audience almost believes Agamemnon deserves death for sacrificing his own daughter and taking Cassandra as a concubine.

Organizational Culture And Leadership Styles Education Essay

Organizational Culture And Leadership Styles Education Essay Human learning in the 21st century will be as different from human learning in the 20th century as the micro-chip and neural networks are from the valve. (Lepani,1994, p. 3). In this century the scope and pace of change seem to be accelerating in all areas of human existence. We have to move with it or ahead of it if we are not to be left behind. Academic institutions are feeling this tidal wave of change in ways that have left many educators consciously or otherwise confused, exhausted and disillusioned. (Deal, 1990, p.131) Change can be seen as evolutionary and dynamic with an emphasis on continuous learning and adaptation (Dixon, 1994; Fullan, 1991; Fullan and Miles, 1992). The challenge for academic institutions is to adopt change strategies that provide internal stability while moving ahead. This challenge may be able to be met in education and elsewhere by focusing on a change strategy where learning comes to be seen as the single most important resource for organizational re newal in the postmodern age (Hargreaves, 1995). The nations that lead the world into the next century will be those who can shift from being knowledge transformational bodies to those that will have the capacity to possess, renew and utilize knowledge successfully. The major issue that confronts educators is whether or not we can transform education and create academic institutions that can successfully prepare our nations students for life. This process calls for leadership at all levels, a good school culture and personal commitment of those who are responsible for these institutions. They must take the time to seriously consider the kinds of changes that are needed. They have to address the needs of students and teachers and then a fundamental transformation of education could happen. There are many routes for organizational development through change, which can be used to improve an organizations quality. Learning organization models provide one administrative method that can be used to provide direction for organizational achievement for both public and private organizations (Makasarnont, 1997). As Hoy and Miskel (2001) state, academic institutions are service organizations that are committed to teaching and learning. The academic institutions functions as a learning organization in order to continue to improve performance and build capacity to manage change (Corcoran and Goertz, 1995) in an environment where academic institutions are becoming increasingly borderless. Conceptualizing academic institutions as learning organizations is appropriate, given the new challenges of a fast-changing world. To be relevant in a knowledge society, new skills, capabilities and knowledge are required. The focus of each academic institution should therefore fall on the enhancement of individual commitments to continuous learning by creation of an enabling enterpreutionial culture and transformational leaders for the development and growth of academic institutions as Learning Organizations. Teachers have to be awake to these changes and must try to improve their skills all the time. They cannot stop their learning simply because they have graduated from school or the university and have been employed; if they would like to be successful, they must grow. They have to keep on learning from their experiences, environment, or their organization. As Lassey (1998) shows successful people are people who learn. Without learning, there is no improvement; and without improv ement the institutions stagnate. The institutions should be places where participants continually expand their capacities to create and to achieve. If academic institutions are to be effective learning organizations, they must find ways to create structures that continuously support teaching and learning and enhance organizational adaptation. Therefore the learning organization is the important thing that an administrator has to create in her/his school in order to give leaders, teachers and students an opportunity for learning continuously, based on the belief that the more people learn, the better they can perform when they go on in life. Need for the Study Many academic institutions are struggling to meet the requirements for academic performance. In this study academic institutions is narrowed down to only schools, as they are base in the description of an academic institution. Despite numerous promising initiatives from the government to promote student success in schools, overall gains in student performance have been disappointing. Some commentators have suggested that nothing less than a fundamental redesign of the educational system will begin to address the hurdles faced by students in succeeding at school (Boyd Shouse, 1997). Coleman (1997) noted that the highly bureaucratic nature of Government schools stifles creative problem solving and blocks receptivity to large-scale and transformative system reform. He described schools as administratively driven organizations with long feedback loops from the top of the organization (for example, the principal) to component subsystems (for example, teachers and students). Coleman consi dered schools with decentralized authority structures and norms of accountability and social support, which he labels as output-driven organizations, as having more promise than ones with traditional bureaucratic forms for increasing teacher and student performance. With growing concerns about the ability of the public education system to respond to the needs of students (Orfield et al., 2004), many voices in the school reform movement have discussed the need for schools to operate as learning organizations, which addresses the importance of faculty and staff working together to solve problems through networking and team learning (Senge et al., 2000). The degree to which schools function as learning organizations may not only influence the willingness of school employees to embrace new innovations for promoting student achievement, but also their personal well-being, their sense of efficacy in working with students, their work satisfaction, and their evaluation of the school as a hi gh-performing organization. A burgeoning number of empirical investigations offer support for these types of positive effects from schools functioning as learning organizations (Lick, 2006; Orthner et al., 2006). I believe that understanding schools as learning organizations offers the potential to unlock the creative and dynamic processes that schools require to undergo fundamental and significant change initiatives. Only then do we believe that schools will begin to address the challenges they face in educating children and youths and in closing the significant gaps in educational achievement and life success. The phenomenon known as the learning organisations has during the past three decades been discussed widely in the literature (Khadra Rawabdeh, 2006; Moilanen, 2001, 2005; Hawkins, 1991; Watkins Marsick, 1993; Senge, 1990; Pedler, Burgoyne Boydell, 1991). Unfortunately, the concept of the learning organization remains abstract and elusive for many school level practitioners, which reflects, in part, a strong leaning toward a constructivist approach in the study of organizational learning. School personnel also have relatively few tools available to examine this aspect of their schools, and assessment is the first step in the evidence-based practice planning sequence. During the past century much has been learned about how the brain works and how students learn. We have also learned that how schools can be organized in what that can enhance the quality of learning that students experience and we know a great deal about the kinds of conditions that are necessary for change to occur. The issue in Indian Educational system is to find a way to create the conditions that will encourage the learning organization concept which is needed to transform Indian academic organizations. What is also clear is that leadership is a critical component of the transformation of education. However, the kind of leadership that is needed is fundamentally different than what has traditionally been the case. Leaders must be able to transform their academic institutions. This has been widely discussed the literature (Jones Rudd, 2007; Reed, 2006; Bartling Bartlett, 2005; CASEL, 2006; Bamburg, 1997; West, 1999; Telford, 1996; Barnett, Marsh Carven, 2003; Stander Rothman n, 2009) and hence the inclusion of this as a variable in this study. As small schools become more autonomous, they create new identities and establish unique school cultures. It is also believed that the schools culture is inextricably linked to classroom culture. Many researchers have explored the challenges of building school culture (Silver, 2003; Zilwa, 2007; Ferreira Hill, 2008; Niemann Kotzà ©, 2006; Thomas Willcoxson, 1998; Raywid, 2001;). The researches explore various approaches to the issue of organizational culture, including techniques from the business world, the connection to physical spaces, and the use of traditions (Berg Wilderom, 2004; Fard.et.al, 2007;). A schools culture includes the obvious elements of schedules, curriculum, demographics, and policies, as well as the social interactions that occur within those structures and give a school its look and feel as friendly, elite, competitive, inclusive, and so on. Just as culture is critical to understanding the dynamics behind any thriving community, organization, or business, t he daily realities and deep structure of school life hold the key to educational success. Reforms that strive for educational excellence are likely to fail unless they are meaningfully linked to the schools unique culture and hence the inclusion of this variable in this study. Teachers play an important role in the success of any school. The personal commitment of the teacher has a very strong influence in the smooth functioning of the school and the school to develop into a learning organization. Personal commitment could be commitment for ones own development and commitment for the development of the school and students. Research on commitment has generally focused on either the antecedents or the consequences of commitment. Early studies of commitment explored the antecedents of commitment and found four general antecedents, namely: personal characteristics, job characteristics, work experiences, and role-related characteristics (Mathieu and Hamel 1989; Mowday, Porter and Steers 1982). Some of the earlier studies also explored the role played by demographic variables on commitment. The demographic variables found to have influence on commitment are: age (Mathieu and Zajac 1990), organizational tenure (Mathieu and Hamel 1989), position tenure (Gregersen and Black 1992), and education (DeCotiis and Summers 1987). Furthermore, Glisson and Durick (1988) identified skill variety and role ambiguity as predictors of satisfaction and leadership, and the age of the organization as predictor of commitment. The impact of commitment on organizational level outcomes has also been explored in a number of studies. However, it is the consequence of affective commitment which is more often studied in the literature. This is because high levels of affective commitment are shown to be related to a number of positive behavioral level outcomes and job attitudes (Hislop 2003; Cooper-Hakim and Viswesvaran 2005). Further Organizational commitment and professional commitment of teachers in schools have been researched on (Sood Anand, 2009; Karakus Aslan, 2009; Weber, 1990; Coladarci, 1992; Menep. I, 2010; Iqbal, 2010; Borgei. et.al, 2010;). Although the study of commitment has been advanced from a range of theoretical perspectives, it is interesting to note that very few attempts have been made by researchers to work on personal commitment. The belief is that an understanding of the relationship between leadership, culture and commitment is necessary. As a teacher educator I think that personal com mitment of teachers is very important in transforming schools into a learning organization and no researches have been done in this area, hence the inclusion of the variable in this study. Conceptual Framework Schools as Learning Organization To present a theoretical framework in which the school as learning organization can be grounded, the study is using The learning disciplines (Senge et al., 1996:4). According to Peter Senge (1990: 3) learning organizations are: à ¢Ã¢â€š ¬Ã‚ ¦organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. While all people have the capacity to learn, the structures in which they have to function are often not conducive to reflection and engagement. Furthermore, people may lack the tools and guiding ideas to make sense of the situations they face. Organizations that are continually expanding their capacity to create their future require a fundamental shift of mind among their members.  For Peter Senge, real learning gets to the heart of what it is to be human. We become able to re -create ourselves. This applies to both individuals and organizations. Thus, for a learning organization it is not enough to survive. Survival learning or what is more often termed adaptive learning is important indeed it is necessary. But for a learning organization, adaptive learning must be joined by generative learning, learning that enhances our capacity to create (Senge 1990:14). The dimension that distinguishes learning from more traditional organizations is the mastery of certain basic disciplines or component technologies. The five that Peter Senge identifies are said to be converging to innovate learning organizations. They are: Systems thinking, Personal mastery, Mental models, Building shared vision Team learning Personal mastery According to Senge et al. (1996:194) the term mastery evolved from the medieval French, maitre, which meant someone who was exceptionally proficient and skilled a master of a craft. Maitre as it is used today means the capacity, not only to produce results, but also to master the principles that underpin the way an individual produces those results. Mastery is a commitment to be the best in whatever is done (Secretan, 1997:54). Educators who strive to become masters of their craft are often those who would be described as being committed to their work in their respective schools. According to Zecha (1994:6) and Kushman (1992:6), there are two types of educator commitment, namely organizational commitment and commitment to student learning which are effective ingredients for transforming schools into learning organisations. Mental models Research by Senge et al. (1996:235-236) indicates that mental models are subjective images, deeply ingrained assumptions, generalizations and stories that people carry in their minds about themselves, other people, institutions and events that take place in the world. These mental maps act as a filtering system for our judgments and influence how we take actions based on these judgments. If these mental maps or models are not questioned they could become blockages to change. To succeed in transforming schools into learning organizations it is important that individual educators learn how to unearth their internal pictures (subjective images) of the world and bring these to the surface and critically scrutinize them. This can be done if meaningful conversations are encouraged in the school, where educators expose their own thinking patterns and also listen to other colleagues. These conversations can influence individuals to shift their thinking patterns and see the other side of the story. Shared vision A shared vision is an all-encompassing world view which provides focus for an individual and the team concerning what is to be learnt and what is to be valued (Bierema Berdish, 1996:6). This shared vision answers the question: What will success look like? This question acts as a motivating force for sustained action to achieve individual and school goals. It is a guiding image of success formed in terms of a contribution to the school. According to Johnson and Johnson (1994:9) a shared vision creates a basic sense of sink or swim together among the members of the school. A powerful vision binds educators to mutual commitments through collaboration to achieve individual and school goals. Team learning The discipline of team learning starts with dialogue, which is the capacity of members of a team to suspend their assumptions and enter into a genuine thinking together. According to Senge et al., 1996:352), team learning is the discipline that has to do with learning about alignment. Alignment means functioning as a whole or in a cohesive group committed to a common purpose. This alignment is achieved through sustained dialogue that may result in knowledge sharing and recognizing interdependencies among team members (Murgatroyd Morgan, 1993:73). The discipline of dialogue involves learning how to recognize the patterns of interaction in teams that undermine learning. The patterns of defensiveness are often deeply ingrained in how a team operates. Therefore, the impact of team learning is the establishment of shared values, vision, mission, and core strategies to achieve individual and school goals. The fifth discipline, systems thinking, incorporates the other four learning discipl ines. Systems thinking Systems thinking is based on system dynamics; it is highly conceptual and provides ways of understanding practical school issues. It looks at systems in terms of particular types of cycles and it includes explicit system modeling of complex issues. The discipline of systems thinking teaches that in any social phenomenon it is important to look at the whole picture. In systems thinking the school is looked at as a system that is interconnected to different parts of life that intersect and influence each other. These interrelated parts are bound together in such a way that they become coherent to one another (French Bell, 1995:93). The components of a school include learners, educators, context, student learning processes and any identifiable component that affects learning. Therefore, the essence of systems thinking lies in a shift of mind to one that sees:à ¢Ã¢â€š ¬Ã‚ ¢ interrelationships rather than linear cause-effect chains; and à ¢Ã¢â€š ¬Ã‚ ¢ processes of change rather than sn ap shots. The discipline of systems thinking starts with understanding the concept of feedback: that is how actions can reinforce or counteract (balance) each other. In trying to build effective learning environments, educators have to learn to see the deeper patterns and interrelationships of change. Leadership Leadership is a described as being one of social sciences most examined phenomena (Antonakis, Cianciolo, Sternberg, 2004). Shoemaker (1998) suggested that leadership is difficult to characterize as the field is punctured by inconclusive definitions as to the role and function of leadership. The latest chapter in the almost 100 year history of leadership research is dominated by the development of transformational leadership theory embodied in the Full Range of Leadership Model (Antonakis, et al., 2004; Bass, 1998). This approach to leadership focuses on the charismatic and affective elements of leadership. Northouse (2004) described transformational leadership as a process that changes and transforms individuals. It is concerned with emotions, values, ethics, standards, and long-term goals, and includes assessing followers motives, satisfying their needs, and treating them as full human beings (p. 169). Furthermore, as Bass (1985) advocated, by engaging in transformational leadershi p behaviors a leader transforms followers. In reality this means that followers are changed from being self-centered individuals to being committed members of a group, they are then able to perform at levels far beyond what normally might have been expected (Antonakis, et al., 2004, p.175). The model of transformational leadership includes a continuum of transformational, transactional, and laissez-faire forms of leadership. Each form characterizes aspects of the dynamic process of interaction between leader and follower but identifies certain patterns and features to distinguish transformational leadership from transactional and laissez-faire styles (Avolio, 1999). The transformational leader pays particular attention to others needs, which, in turn, raises followers levels of motivation (Avolio, 1999; Bass, 1998). Furthermore, a leader of this type encourages others to reach their full potential while also adopting a strong ethical characteristic. Whereas, transactional leaders, approach followers with an eye to exchanging one thing for another (Burns, 1978, p. 4), with the leaders use of either reward or punishment contingent on the followers completion or non-completion of assigned tasks. Laissez-faire leadership involves indifference and avoidance as a leader with this profile will avoid making decisions, abdicate responsibilities, divert attention from hard choices, and will talk about getting down to work, but never really does (Bass, 1998, p. 148). Senge proposes that in learning organizations the leaders new work should include a commitment to: being the organizations architect; providing stewardship; and being a teacher. For schools to become learning organizations, the schools leader(s) must accept responsibility for creating conditions that promote and enhance that learning. Principals must create opportunities for teachers to acquire information about what is occurring in the school and engage them in finding solutions to the problems that occur. A fundamental difference between the old view of leadership and that proposed by Senge is that the leader has a responsibility to create opportunities for teachers to learn about current research and apply that research in their classrooms in an environment that promotes learning. Perhaps most important of all, principals need to create a climate that promotes risk taking and eliminates the fear of failure. If these things can be done successfully schools will then possess the capacity to develop a shared vision about what needs to be done and engage in the kinds of activities that are needed to make their shared vision a reality. Organizational Culture Organizational culture has been defined from various perspectives (Carroll and Nafukho, 2006; Popper and Lipshitz, 1995; Shien, 1990; Alvesson, 2002; Cook and Yanow, 1993; Adler and Jelinek, 1996; Argris, 1999). According to Marguardt (2002), culture is an organizations values, beliefs, practices, rituals and customs. The culture of a learning organization habitually learns and works to integrate processes in all organization functions. In effect, the learning organizations culture is constantly evolving and travels along an infinite continuum in a harmonious learning environment. Ultimately, the goal is an exchange of useful knowledge leading to innovation, and improved learning public organizations. The various terms used in the context of organizational culture are: values, ethics, beliefs, ethos, climate, environmental culture. Ethics refers to normative aspects to what is socially desirable. Values, beliefs: attitudes and norms are interrelated. Interaction between beliefs and values results in attitude formation and then produces norms. Values and benefits are the core, while attitudes are the next layer, followed by the norms or behavior. Then these get institutionalized, or when they accumulate and integrate we have social phenomena. The eight important values relevant to institution building are openness, confrontation, trust, authenticity, pro-action, autonomy, collaboration and experimentation. Openness: openness can be defined as a spontaneous expression of feeling and thoughts, and the sharing of these without defensiveness. Openness is in both directions, receiving and giving. Both these may relate to ideas (including suggestions, feedback (including criticism), and feelings. For example, openness means receiving without reservation, and taking steps to encourage more feedbacks and suggestions from customers, colleagues and others. Similarly, it means giving without hesitation, ideas, information, feedback, feelings, etc. openness may also mean spatial openness, in terms of accessibility. Confrontation: confrontation can be defined as facing rather than shying away from problems. It also implies deeper analysis of interpersonal problems. All this involves taking up challenges. Trust: trust is not used in the moral sense. It is reflected in maintaining the confidentiality of information shared by others, and in not misusing it. It is also reflected in a sense of a assurance that others will help, when such help is needed and will honor mutual commitments and obligations. Trust is also reflected in accepting what another person says at face value, and not searching for ulterior motives. Trust is an extremely important ingredient in the institution building processes. Authenticity: authenticity is the congruence between what one feels, says and does. It is reflected in owning up ones mistakes, and in unreserved sharing of feelings. Authenticity is closer to openness. The outcome of authenticity in an organization is reduced distortion in communication. Pro-action: pro-action means taking initiative, preplanning and taking preventive action, and calculating the payoffs of an alternative course before taking action. The term pro-act can be contrasted with the term react. Pro-activity gives initiative to the person to start a new process or set a new pattern of behavior. Pro-activity involves unusual behavior. In this sense pro-activity means freeing oneself from, and taking action beyond immediate concerns. A person showing pro-activity functions at all the three levels of feeling, thinking and action. Autonomy: Autonomy is using and giving freedom to plan and act in ones own sphere. It means respecting and encouraging individual and role autonomy. It develops mutual respect and is likely to result in willingness to take on responsibility, individual initiative, better succession planning. The main indicator of autonomy is effective delegation in organization and reduction in references made to senior people for approval of planned actions. Collaboration: Collaboration is giving help to, and asking for help from, others. It means working together (individuals and groups to solve problems and team spirit. The outcome of collaboration includes timely help, team work, sharing of experiences, improved communication and improved resource sharing. Experimenting: Experimenting means using and encouraging innovative approaches to solve problems, using feedbacks for improving, taking a fresh look at things and encouraging creativity. Personal Commitment Mowday, Steers and Porter (1979, p. 226), defined commitment as the relative strength of an individuals identification with, and involvement in a particular organization. Although many definitions of commitment have been presented since the seminal work of Mowday et al. (1979), it is the conception of Meyer and Allen (1991), which identifies three distinctive dimensions affective, normative, and continuance that has been the cornerstone of extant theorizing in the area of commitment (Herrbach, 2006). Mowday, Porter and Steers (1982) Model Commitment (Attitudinal Commitment), to an organization involves three components: (a) a strong belief in and acceptance of organizational goals and values, (b) a willingness to exert considerable effort on behalf of the organization, and (c) a strong desire to maintain membership in the organization (Mowday et al., 1982). Research on organizational commitment has been examined primarily in relation to labour turnover (Ferris Aranya, 1983; Hom, Katerberg Hulin, 1979; Huselid Day, 1991; Mowday, Steers Porter, 1979; OReilly Caldwell, 1980; Wiener Vardi, 1980; Steers, 1977; Stumpf Hartman, 1984). Meyer and Allen (1997) Model Meyer and Allen (1997) view organizational commitment as a three component concept. The three components in their model are Affective, Continuous, and Normative. The affective commitment describes the emotional attachment an individual has with the organization, their identification with the goals and values of the organization and the level of their involvement (Zanagro, 2001). Affective commitment is taken as a construct closely related to identification (Bergami Bagozzi, 2000). Continuance commitment is based on the cost that an employee associates with leaving the organizations, such as reduction in pay, pension, benefits, or facilities (Herbiniak Alluto, 1972). Normative commitment is associated with employees feelings of obligation to continue employment due to the work culture and other socially accepted norms (Weiner Gechman, 1977). The less common approach to viewing commitment is in terms of obligation. Of the three components least is known about the development of norm ative commitment (Meyer Allen, 1997). The three dimensions highlight commitment from the perspectives of attachment, obligation, and necessity respectively. From the above conceptual framework, a model is drawn for better understanding. Organizational Culture Openness Confrontation Trust Authenticity Proaction Autonomy Collaboration Experimentation Leadership Transformational Transactional Laissez-Faire Personal Commitment Own Development Student Institutional Development Learning Organization Personal Mastery Mental Models Shared Vision Team Learning Systems Thinking Review of Literature Schools as Learning Organization Bowen et.al., 2007-Assessing the Functioning of Schools as Learning Organizations: Using data from the population of employees in 11 middle schools in North Carolina and building on an earlier analysis, this study examines the reliability and validity of a new assessment tool for assessing schools as learning organizations: the School Success Profile Learning Organization. The results align with the conceptual model that informed the development of the measure, including support for the two hypothesized learning organization components: actions and sentiments. Kelleher Michael, 2007 Learning Organization: The author designed a model for a learning organization: The model of the learning organization, with its three dimensional approach, proposes strategies within the domains of individual, team and organizational learning. He concluded by saying if lifelong learning is to become a reality, it will become increasingly important to ensure that strategies and actions support the development of learning organizations. If overlooked, the world of work could well be that area of peoples lives where learning is not explicit, supported and developed. Moloi K.C..et al., 2006 Educators perceptions of the school as a learning organization in the Vanderbijlpark-North District, South Africa: This article outlines the principal findings of research that sought to provide a comprehensive understanding of schools as learning organizations in the Vanderbijl Park-North District of the Gauteng province of South Africa. The quantitative research methodology used was of major importance in obtaining data that were grounded largely on the theoretical framework of learning organizations as wel

Napoleon :: essays research papers

The Napoleonic wars did have a large impact on industrialization in Europe as a result of realizations and actions taken to better their countries after the Napoleonic wars. Although the Industrial Revolution began in Britain during the 1700’s it was boosted in the early 1800’s after the Napoleonic wars because of reform that was needed. Industrialization then started spreading throughout Europe and into North America in the early 1800’s. By the mid-1800’s industrialization was widespread. This was all a result, somewhat indirectly of the Napoleonic wars. The Industrial Revolution began in Great Britain for several reasons. By the mid-1700's, the country had become the world's leading colonial power. Great Britain's colonies not only provided raw materials, but also provided markets for manufactured products. These colonial markets helped stimulate the textile and iron industries, which were probably the two most important industries during the Industrial Revolution. The demand for British goods grew rapidly during the late 1700's both in Britain and in other countries. This demand forced businesses to compete with each other for the limited supply of labor and raw materials, which raised production costs. The rising costs began to cut into profits. Further demand could not be satisfied until Britain enlarged its capacity to produce goods inexpensively. British merchants did not want to raise the prices of their goods and discourage demand. So, they sought more economical and efficient ways of using money and labor so the amount each worker produced would increase faster than the cost of production. The merchants achieved their goal through the development of factories, machines, and technical skills, thus, industrialization. The French Revolution began in 1789, after the start of industrialization. At first, many British approved the revolution as a triumph of liberty for the French people. But they changed their mind after the revolution grew more violent. Britain’s foreign policy was based on keeping the balance of power in Europe so that no country could gain control of another. This led them to form alliances with weak countries when they were in need. Therefore, when the new French government seized Belgium and threatened the Netherlands Britain protested and in 1793 they went to war. Napoleon Bonaparte led the French beginning in 1799. In 1803 he began to plan to invade Britain, but his naval power was crushed in the Battle of Trafalgar. He then tried to defeat them by ordering all of the countries under his command to close their markets off to Britain.

Interviewing the Local Police Essay -- essays research papers

Interviewing the Local Police My independent project was done on a whimsical basis. It's thanksgiving eve and my family and I are all gathered around watching football. The Redskins and Cowboy's are all tied up, and my uncle is on the verge of having a nervous breakdown. A diehard Cowboys fan, who can't even remember when was the last time he didn't bet on a game. Mom and dad are still eating, while my aunt recites a thanksgiving song for all the uninvited guests. The door bell rings, and what do you know it's the local Police. Officers Bob Jacob and William Gould stop by on their neighbor-hood patrol. My aunt invities them in for some coffee, and they end up eating the rest of our thanksgiving dinner. For some strange reason I think of Sociology.( Do you think they'll arrest me if I ask...

Schizophrenia :: essays research papers

Positive Symptoms and Negative Symptoms of schizophrenia. Discuss at least two of each and the difference between positive and negative symptoms. Positive symptoms reflect an excess or distortion of normal functioning. Positive symptoms include delusions (false beliefs), hallucinations (false perceptions), and severely disorganized thought processes, speech, and behavior. A delusion is a false belief that persists in spite of compelling contradictory evidence. The delusional person ignores any evidence that contradicts his erroneous beliefs, and often becomes preoccupied with them. Schizophrenic delusions are often so convincing that they can provoke inappropriate or bizarre behavior. Delusional thinking may lead the dangerous behaviors. Hallucinations are false or distorted perceptions that seem vividly real. The content of hallucinations is often tied to the person’s delusional beliefs. The content of hallucinations and delusions may also be influenced by culture and religiosity. Negative symptoms reflect an absence or reduction of normal functions, such as greatly reduced motivation, emotional expressiveness, or spee ch. One commonly seen negative symptom is referred to as flat affect or affective flattening. Regardless of the situation, the person responds in an emotionally â€Å"flat† way, showing a dramatic reduction in emotional responsiveness and facial expressions. Speech is slow and monotonous, lacking normal vocal inflictions. A closely related negative symptom is alogia, or greatly reduction production of speech. In alogia, verbal responses are limited to brief, empty comments. What neurotransmitter is mentioned as contributing to schizophrenic symptoms? How do drug treatments alter this neurotransmitter’s level? What are some of the problems with these drug treatments? According to the dopamine hypothesis, schizophrenia is related to excessive activity of dopamine in the brain. Antipsychotic drugs, such as Haldol, Throazine, and Stelazine, reduce or block dopamine activity in the brain. These drugs reduce schizophrenic symptoms in many people. Amphetamines and cocaine enhance dopamine activity and can produce schizophrenic-like symptoms in normal adults or increase symptoms in people who already have schizophrenia. Not all schizophrenics experiences a reduction of symptoms in response to the antipsychotic drugs that reduce dopamine activity. The problem with these drugs are that these drugs reduce some but not all schizophrenic symptoms. Discuss one aspect of schizophrenia that you didn’t know about before, or one aspect that you found particularly interesting and why. One aspect of schizophrenia that especially surprised me was not only how many people it effects and how many are at risk, but how much at risk people are these days. Also, that the fault of schizophrenia lies mostly within the male.

Oakhills Faciities

TIMOTHY C WELLSOAK HILLS FACILITYOCTOBER 10, 2010 CASE STUDY WHAT ARE THE SPECIFIC QUALITY PROBLEMS OAK HILLS IS FACING AND HOW WILL THEY INFLUENCE THE COMPANY'S ABILITY TO CONVERT TO A LEAN SYSTEM. a. In there batch flow system if there is a machine or suppler failure it increases customer lead times and reduces inefficiency. b. BlackDome, is often late on deliveries placed by E;E. This is due to rush orders being placed. There is a communication problem E;E and Oak Hills. Oak Hill has no information on new projects from E;E.They are used to an environment of lets place a rush order and this is a problem because this requires Oak Hills to have a lot of raw materials in inventory. There is no way for them to rush foreign odes due to stringent U. S. Paperwork. Also this will only work with US orders. For this to work they need better communication and need to make E;R responsible for there forecast of demand to reduce rush orders. WHAT CHANGES IN THE MANUFACTURING ENVIRONMENT NEED TO BE UNDERTAKEN TO CONVERT THE CURRENT SYSTM TO A LEAN SYSTEM? THINK ABOUT THIS FROM BOTH A SHORT TERM AND A LONG TERM PERSPECTIVE. a.The communications must be improved. Employees do not know what is going on and this causes them to be upset about the stability of their positions. The constant rush orders is also an issue, because of the strain it puts on the employee. b. They need to reduce the inventory to free up space. Oak Hill must also plan to change their layout of their building to implement a lean strategy. HOW WILL THE IMPLEMENTATION OF A LEAN SYSTEM IMPACT EMPLOYEES, AND WHAT CAN BE DONE TO SMOOTH THE TRANSITION? a. An improved lean system will allow employees to work together and get bonuses based on what the team produces.Right now employees run around like chickens with their heads cut off or are doing nothing. A lean system will improve production and allow it to flow better. Employees state of mind will also change, because there will be less stress in the workplace. AT WHAT STAGE IN THE DEVELOPMENT OF A SUPPLY CHAIN IS OAK HILLS AND WHAT CAN BE DONE TO IMPROVE THE SUPPLY CHAIN? a. They need to do more work on researching what #;E is ordering to lessen the lead time of rush orders. The batch flow system does not work well. This is very little communication between the departments and this needs to change to improve the supply chain.Oak Hills is trying to go from a system of mass production to a custom-ed product. FOR OAK HILLS, WHAT IS THE CONNECTION BETWEEN DEMAND MANAGEMENT AND THE SUPPLY CHAIN? a. Restructuring the plant to a lean system will allow for more available span which could be used to introduce and line of products. I think that controlling the demand is the most important aspect of Oak Hills successful lean strategy. It will allow them to reduce their lead time and have no buildup of WIP inventory. The sensor boards were packed to prevent damage, but , because of the limited space on a few could be held in the area.With more space, Oak Hills can store more boards and be held in the area, making for a more efficient process,. WHAT SHOULD OAK HILLS DO? WHAT PROBLEMS MIGHT OCCUR IN IMPLEMENTING YOU RECOMMENDATIONS AND HOW CAN THES PROBLEMS BE AVOIDED OR NEUTRALIZED? a. I feel that they should implement the lean strategy. As I said above. This will improve efficiency and employee morale. I feel they will have a major issue in trying to implement this strategy with the foreign orders processing. Foreign orders are the bulk for Oak Hills, and I feel that there are to many constraints with the U. S. Paperwork.