Transformational Leader Profile Essay Example for Free

Transformational Leader Profile Essay One of the most debated, described and defined aspects of managerial competence, leadership continues to claim the attention of practitioners and theorists alike. Leadership, essentially a synthesis of arts, reflects individual experience, understanding, values and capabilities, interacting with situations where, realistically, there is rarely an ideal solution. The recognition that transforming a business is something of an heroic journey explicitly and implicitly acknowledges the key role of leadership in todays world as a determinant of success, in an organization’s change, progression and development. The quality of that leadership is itself largely determined by the leaders effectiveness as a coach and mentor who can grow the skills and confidence in others, necessary to shape tomorrows businesses, organizations and successes. To develop leadership one must work at developing himself.   The transformation of the self is central to the leadership development process. Meeting Peter was a very profound experience for me. I met Peter, CEO of a large healthcare management organization, a year ago. The CEO had recently been picked by the Chairman of the Board to head up the organization of approximately 20,000 employees. Everyone knew him, and it appeared that he was well-liked by employees and generally trusted. Peter is someone I totally admire. He is someone who always makes sure employees all know why they are part of the organization. The terms charismatic and transformational are used more or less interchangeably in much of the literature. Distilling a large literature on the transformational leader, the notion can be broadly captured by reference to six elements: an heroic figure (usually with attributed past success stories); a mystic in touch with higher truths; a value-driven individual rather than one who is apparently purely self-serving; someone who is perceived to know the way; an individual who has a vision of a more desirable and achievable future; and finally someone thought to be capable of caring for and developing followers. All six points reflect attributes of personality and behavior of Peter. Peter has an approach which aspires to significant organizational change through engaged and committed followers. It was John McGregor Burns (1978) who emphasized the meaning and significance of transformational leadership by contrasting it with transactional leadership (Orlikoff 2000). This theme was picked up and elaborated by Bass (1990). According to Bass, transformational leadership has four components: individualized consideration (the leader is alert to the needs of followers and also takes care to develop them); intellectual stimulation (the leader encourages followers to think in creative ways and to propose innovative ideas); inspirational motivation (energizing followers to achieve extraordinary things); idealized influence (offers followers a role model). The core of Peter’s model is cantered on the concept of developing oneself to develop others. Specifically, as Peter matures and gains moral perspective, he invests more time and energy in promoting the development of others versus satisfying his own needs. As Avolio and Yammarino (2002) note, through the accumulation of developmental experiences the moral structure of an individual can be enhanced providing sufficient structure to assess complex moral challenges. This basic premise is at the core of what drives transformational leadership to the highest end of the full range of leadership. In his daily work, Peter identifies developmental opportunities, where there is scope for: Challenge, and the breaking of new ground. Work that makes a significant, demonstrable contribution to the business. Bigger/wider leadership roles, preferably the earlier the better within the leaders career progression. Shifting gear and moving up into more strategic roles/tasks and relationships. Moving and operating out of existing comfort zones. Multi-disciplinary and cross-functional working. Building stakeholder coalitions and alliances, supply chain projects, involving suppliers, deliverers (own organization) and customers. Acquiring new contributive competencies which will test and enhance both skill and will. Working on specific role/task assignments in other comparable, but noncompetitive organizations. Making keynote presentations at major events, where there is a sense of occasion and opportunities to establish reputation and credibility. Leading (preferably) or acting as a member of jointly run projects with a leading business school, professional body or significant consultancy group. Setting up and managing increased outsourcing for supportive activities. In effect, leader learning development (like so much interpersonal skills training) is about building competence – and confidence – in three related areas of activity. On the reasonable assumption that competence – like charity – begins at home, the first priority in Peter development is learning to manage oneself. This includes not only the development of effective self-management skills, but also acquiring high levels of competence in the three primary areas of know-how identified as: Transforming Integrating Mobilising Peter’s personal skills and leader competencies form an appropriately strong base for developing consistently sound working relationships with others. Particularly important are the following interpersonal competencies: Self awareness and awareness of others. Negotiation techniques. Listening and questioning skills. Influencing skills. Coaching skills. Assertiveness. Motivational skills. Working as a partner (primus inter pares) as opposed to leader. Collaborative problem solving. Empowering and delegating skills. I identified five significant distinguishing characteristics which differentiated Peter from the less effective: He is neither perfect, nor perfectionists in their demands of others. He quickly learns skills which he does not possess personally. He sees management as essentially a team effort. He strives endlessly for improvement – to him, the game is not over until its over. He admits his weaknesses and learns from his mistakes, but differentiates himself from the less successful. The leadership theory proposed by Peter is based on the relationship and interaction between the leader and the follower. Under transformational theory, the leader and the follower may possess their own motivations for the interaction, but together they realize a common goal and are changed by the process. The change, or transformation, in the participants is found in the unity of purpose that raises the goal beyond individual satisfaction to a higher level. Peter’s theory is consistent with transformational theory. Collaboration cannot be achieved without the team members reaching a consensus and perhaps giving up something of themselves and changing in the process. Collaboration cannot be realized without facilitation, communication, information, participation, and expectation. Understanding something of the dynamics of group behaviour and the processes underlying transactions between people, is fundamental to effective leadership (Orlikoff 2000). There are no panaceas or cure-alls, but informed awareness of what is really going on, in behavioral terms, within and between groups helps to give managers – and others – a clearer idea of how to handle relationships in more productive ways. Peter believes that a business needs at least three interrelated forms of leadership: One which brings about requisite task performance and goal achievement. One to generate and maintain the commitment of its members. Another to ensure continuity of congruence between the requirements of the task, and peoples needs and expectations (Schein 1985). Peter has ability to overcome or compensate for (transform) organizational and individual limitations. He motivates others to do more than they originally intended and indeed often more than they thought possible. Team spirit is aroused. Enthusiasm and optimism are displayed. Peter enables his staff to overcome, to break through, to see beyond the limitations of their organization: he stimulates his ‘followers efforts to be innovative and creative by questioning assumptions, re-framing problems, and approaching old situations in new ways’ (Ackoff 1999). Peter is unique leader, on whom organizational success depends (and who therefore receives a considerable share of the benefits of that success). Peter seeks power not for self-aggrandizement but in order to share it. He empowers others to take an active role in carrying out the value-based mission or vision defined by him. That vision is based on what the organization and followers need, not what the leader wants personally. Thus, Peter appeals to followers values, emphasizing that certain important values serve as the common basis for our ideals and goals. Peter transforms organization by first using his cognitive power to understand complex causal chains and then acting to design outcomes that will benefit the organization and advance his vision. While a substantial degree of cognitive power is required in order for Peter to be effective, such effectiveness results as much from his success in developing followers cognitive abilities as from the exercise of his own. Peter with the degree of cognitive power required for a top-level position makes important long-term strategic decisions. But how much do these decisions affect what actually goes on in the organization on a daily, weekly, monthly, and yearly basis? It is the thought and action of managers and employees at lower levels that most affect current and short-term future operations. The finest long-term plan and the wisest long-range actions will surely fail if those who must act today and tomorrow are not capable of doing so. Thus, it is more important for top-level leaders with great cognitive power or vision to help followers expand and improve on their own vision than it is for leaders to simply exercise their cognitive power (Smith 2000). Peter empowers others to define organizational policies and develop programs that are explicitly based on the values and beliefs contained in the philosophy that in fact put those values and beliefs into organizational action. For example, hiring and promotion policies should take into account values consistent with those in the organizations philosophy as well as applicants knowledge and skill. Reward systems and bonus programs must be based on the values of cooperation and innovative action instead of on competition over a limited pool of resources. Finally, Peter inculcates values and beliefs through his own individual behavior, his personal practices. He models organizational values and beliefs by living by them constantly and consistently. That is why his leadership behaviors that were described earlier are extremely important. Many people think of these behaviors as tools with which leaders explain their vision to followers and convince them to carry out that vision. Although this is not totally untrue, the far more significant reason these behaviors are important is that leaders use them to demonstrate and illustrate the values and beliefs on which their visions are founded. Thats why Peter takes so much time and effort and why he is good manager with strong management skills. He uses everyday managerial activities a committee meeting, for example as opportunities to inculcate values. In a meeting the leader may guide a decision-making process while making it clear that final authority and responsibility rests with the group. By so doing, Peter takes what might otherwise be a bureaucratic process and instills the value of empowerment into it. Whenever possible, he overlays value-inculcating actions on ordinary bureaucratic management activities. Without a sound base of management skills, this would not be possible. Ultimately, examination of Peter’s leadership leads to the recognition that transformational leaders own personal behaviors play a large part in shaping organizational culture. This comprehensive theory goes beyond behavior to incorporate personal characteristics. Even more, it includes the organizational context of transformational leadership that is, culture building. Peter refers to the challenges as trigger events in our lives that oftentimes have a profoundly positive effect on our development. So how do we create the challenges that you must confront to develop into the full person you can be and to achieve your full potential? I am still searching for that in myself, and I hope you will do the same each and every day, because that is the way to develop leadership—each and every day we emerge, we get better, we know more, and we can influence people more effectively. Peter had a profoundly positive impact on my leadership development. I have chosen a developmental goal for myself, based on my primary style of leadership. After having examined Peter as a transformational leader I have tried to capture the whole process of personal and leadership development in a simple model. Let me explain. The top left-hand part of the model represents what we come into the world with our talents and strengths. Building on those capacities or attempting in some cases to break them down, we have life experiences that shape our development, that comprise our life stream. On the bottom left, we have the context in which we are currently operating and there we specify the importance of the vision and culture to nurturing leadership development. The rest of the model represents what we typically focus on in terms of leadership development, including enhancing our self-awareness of where we are and where we should focus our energies, then focusing those energies by regulating our development and then finally being consistent in our efforts to call it self-development. A number of important individual and contextual factors feed into self-awareness, but we must go beyond simply being aware to enhance leadership development. References Ackoff, R. L. (1999). Transformational leadership. Strategy Leadership, 27, 20–25. Avolio, B. J., Yammarino, F. J. (2002). Transformational and charismatic leadership: The road ahead. Greenwich, CT: JAI. Bass, B.M. (1990). Leadership and Performance beyond Expectations, New York: Free Press. Orlikoff, J. E. (2000). A board as good as its chair. Trusteeship, 8(4). Schein, E. H. (1985). Organizational culture and leadership. San Francisco: Jossey-Bass. Smith, C. J. (2000). Trusteeship in community colleges: A guide for effective governance. Washington, DC: Association of Community College Trustees.

Reflection on Teamwork and Gender

Reflection on Teamwork and Gender Introduction As the only male in a group of four female working on a presentation, the learning experience gained reflectively looking back was invaluable. How I got on in the working process while engaged in the completion of this presentation represented a process of understanding the difference in dynamics of working within a group situation whereby my initial impressions of the progress being made differed from the manner in which each individual approached the situation. The following will offer a reflection on this situation. At first, I felt as if I was the only one actively engaged on the project, gauging that the others were being flippant in their approach. Tavris and Wade (1984, pp. 71-73) offered some insight into this as they advise that men are more aggressive than women. They point to the example that this difference is detectable as early as age three when children start playing with one another (Tavris and Wade, 1984, pp. 71-73). Their analogy stated that little boys from the start show more physical aggression, play aggressive, have fantasy aggression and utilize verbal aggression (Tavris and Wade, 1984, pp. 71-73). This, they point to is the male aspect of winning, which means getting started earlier and taking over (Tavris and Wade, 1984, pp. 71-73). Fay and Tokarczyk (1993, pp. 78-79) developed my understanding further in adding that women approach work in a different manner, as they are more social beings. Dale and Lynne Spender (1986, p. 32) dismiss the mythical talkativeness of women ind icating that in mixed sex conversations that women only talked ten to twenty percent of the time gauging their situation. They added that women, after feeling comfortable in a group setting will then set about the task at hand, however, they have privately thought about the problem and have definitive ideas and approaches to discuss when that time arrives (Spender and Spender, 1986, pp. 34-35). Lunneborg (1990, p. 21) offered the following insight to this start of the project situation that I seemingly was so preoccupied with. She states that women tend to spend time gathering and thinking more about the information aspects in singular fashion, gauging the situation against their own personal skills and formulating approaches as they consider what they either know or have gleaned from other members of the group (Lunneborg, 1990, pp. 23-28). These dynamics helped me to understand that my learning style was simply too male oriented to at first take in the significances of how women approach problems and solutions. I learned that the first thing I should have done was approach the first session as an introduction to my co-workers, asking for inputs on how to set about the presentation as a group process, instead of feeling that I was the only contributor. Novarra (1980, p. 51) advised me that women manage in a less academic fashion. They, women, are â€Å"†¦ accessible, unstuffy, informal, direct in getting to the point, spontaneous, averse to wrangling, sympathetic and not long winded or pompous†. Nickles and Ascroft (1981, pp. 206-207) referred to the foregoing style as ‘beta’. They, women, utilize power for the good of the group as opposed to the individual, and that good management represents sensitivity in the creation of a work environment that fosters growth and learning (Nickles and Ascroft. 1981, pp. 206-207). They offered additional insight in that ‘Beta’ power cares more about the quality of work life and uses flexible schedules, job sharing and the decentralization of authority (Nickles and Ascroft. 1981, pp. 206-207). Leaders are not needed at the top of the hierarchy in making decisions, as it is a shared process. Howe (1975, pp. 127-171) advised me that women are more democratic, egalitarian and cooperative. In working with men, or in this case a male, women tend to slow things down to create a pace that reflects thinking and sharing. She added that women have an alternative view of power that is based upon sisterhood, and that in a group situation the usual first steps in the process entail an informal discussion as the parties get to know one another for later interaction as opposed to the male method of the big dog taking over and letting other things fall into place. As I saw the collective approach take hold later in the process, the understanding I gained after the fact made me better understand the dynamics of working with women and how my initial impressions were male based. The difficulty I felt I had in maintaining group focus was my male approach as opposed to the reflective and group sharing approach women utilize to address working situations, which are similar in context to their approach of problems in any form. Conclusion The apprehension I experienced in working with a group of four females taught me that there are differing ways in which the approach to a working situation can be handled. As the only male member I thrust myself into thinking into feeling that I needed to take charge, even though I held back on that action. Upon reflection, that was a wise choice as the group dynamics later showed me that the work at hand was being handled, but in a different manner than I was accustomed to. The lack of individual conflicts, the overall courteousness of the group, and the process of producing the piece was an enjoyable and productive session. My feelings of getting a late start did not account for the accelerated pace of development as a team whereby ideas, solutions and contributions flowed naturally without power struggles, thus shortening the time frame to get things accomplished. In retrospect the entire experience enabled me to take away from the process a new set of techniques and understandings with respect to group dynamics that was not just applicable to women, but groups of any gender composition. My concerns regarding being the only male in the group were facets of my own imagination as the females did not and were not focused on gender differences, they were focused on meshing the group into a cohesive unit, whereby the synergy would be greater than the parts. Bibliography Fay, E., Tokarczyk, M. (1993) Working Class Women in the Academy. University of Massachusetts Press Howe, F. (1975) Women and the power to change. McGraw Hill Lunneborg, P. (1990) Women Changing Work. Bergin and Garvey Nickles, E., Ashcroft, L. (1981) The coming matriarchy. Seaview Books Novarra, V. (1980) Women’s Work, men’s work. Praeger Spender, D., Spender, L. (1986) Scribbling sisters. Camden Press Tavris, C., Wade, C. (1984) The longest war: Sex Differences in perspective. Harcourt Brace Jovanovich

the deathmetal bands of today :: essays research papers

Official deathmetal band of 2001 many of them are saanist but hundreds are good ol christians. Abominant Absolute Zero Aceldama Acerbus Acheron Acrimony Agent Steel Amon Amarth Amorphis Anal Blast Anal Cunt Anasarca Ancient AncientCeremony Angel Corpse Arius Autopsy Torment AutumnLeaves Avulsed Bal-Sagoth Bane Bastardword Beheaded Benevolence Bleeding Display Blood Coven Bloodgasm Bloody Sign Bloodvomit Bolt Thrower Borknagar Brodequin Broken Hope Brutal Noise Butchery Cadaverous Cannibal Corpse Carcariass Carnal Grief Castrum Catastrophic Centinex Children Of Bodom Ciborium Cinerary Ciribus Coffin Texts Coprofago Corpsevomit Crack Up Cremation Crematorium Crest ofDarkness Crimson Thorn Cryptopsy Damien Thorne Dark Days Dark Disciple Deaden Dead Jesus Deamon Decapitated Decay Of Salvation Deeds of Flesh Deicide Defleshed Dehumanized Demion Deprecated Deranged Descendent Devourment Diabolic Diabolic Intent Diabolous Dimmu Borgir Dismembered Fetus Disgorge Divine Empire Divine Rapture Dying Fetus Dwelling Madness E.C.T. Enforsaken Engrave Enshroud Epicedium Eternal Tears of Sorrow Eulogy Evil Incarnate Exhumator Exposing Innards Famine Fates Warning Fleshcrave Fleshgrind Gallery of Darkness Gates of Ishtar God Dethroned Gorgasm Gorlock Hadez Horde Hate Hate Eternal Hate Plow Hatescar Hatework HavohejEnorhted Hellwitch Impaled Immolation Immortal Dominion Incantation Infamy Infernal Majesty Infernal Torment Infest And Corrupt Infestum Inflames Infusion Inhuman Hatred Insanity Internal Bleeding Judas Priest Kabak Kataklysm Krabathor Krisiun Langsuir Lehavoth Leukorrhea Lividity Lockup Maladiction Malamor Maleficent Malevolent Creation Malignancy Meatshits Meltdown Morbid Angel Monstrosity Mortician<?A> Mortuorio Necrophagia Neurosis New Plague Nile Nightwish Ninth Level Noctuary Nun Slaughter Obelisk Obituary Obscurity Of Trees And Orchids Oratorium Origin Orphanage Pains Invention Pessimist Postmortem Prophecy Putrilage Purgatoria Purge Cannister Rancor Regurgitation Requiem Rise Rise Rudra Sadistic Intent Sanctorum Scythe Sepsism Sevenday Curse Setherial Sickness Sirrah Sinergy Sinister Six Feet Under Skinless Slaughter Of Souls Slayer Solstice of Suffering Splattered Cadaver Stratovarius Suffocation Tchildres Thanatos The Insomnia The Kovenant Therion Thorazine Thy Serpent Tiburon Ton Trokar Twin Obscenity Unnatural End Unsanctified Victims of Internal Decay Villainthrophy Vociferation Ethernity Vulpecula Warmen Within Wormed Vader Vehemence Viiarcano Vile Violencia Viral Load Virus Visceral Bleeding Vivisect Vomit Remnants But there are un official deathmetal abnds as well here are some of them:Brujeria Cannibal Corpse Cannibal Corpse Web of Razors(COB) Children of bodom Children of Bodom Death Dimmu Borgir Hate Eternal Morbid Angel Nightwish Sepsism Sinister Slaytanic Therion Venom Deathmetal is a low sounding violent assult on all your cense and it is becoming evermore popular in the subculters of todays youth. bands like cannibal corpse and slayer with some what satanic lyrics and punching chords todays youth have no choice but to become the children of the new disease. here is an qutobioThe Story: Back in Buffalo,NY in 1989 the breaking up of two bands, Tirant Sin and Beyond Death, resulted in the creation of a monster called "Cannibal Corpse". The group recorded a demo in Niagara Falls, NY entitled "Cannibal Corpse", not "Suffocation" like many of you think. The demo caught the eye of Metal Blade Records and the band was signed right away. The birth of "Eaten' Back To Life" was the first step to being the GODS of death metal. Check out the discography section for a complete listing of albums and song titles. There have been several changes in the line-up throughout the bands's history, First the departure of Bob Rusay. Listen to the first album & you will understand why. Without Jack Owen, the guitar-playing on the album would sound like mud. The acquisition of fellow Buffalonian Rob Barrett, who had also played in Dark Deception, Solstice and Malevolent Creation was a welcomed change. Rob left Cannibal Corpse in late 97' to persue other areas. Next came the departure of Chris Barnes who later formed his own band, Six Feet Under. This occured during the recording of "Vile" which was, at the time, tentatively entitled "Created to Kill". Thats where George "Corpsegrinder" Fisher came into play. He has been a change for the better and has done a great job in filling the shoes of a great singer for his time.

The Murder Of Oneself :: essays research papers

<a href="http://www.geocities.com/vaksam/">Sam Vaknin's Psychology, Philosophy, Economics and Foreign Affairs Web Sites Those who believe in the finality of death (i.e., that there is no after-life) – they are the ones who advocate suicide and regard it as a matter of personal choice. On the other hand, those who firmly believe in some form of existence after corporeal death – they condemn suicide and judge it to be a major sin. Yet, rationally, the situation should have been reversed : it should have been easier for someone who believed in continuity after death to terminate this phase of existence on the way to the next. Those who faced void, finality, non-existence, vanishing – should have been greatly deterred by it and should have refrained even from entertaining the idea. Either the latter do not really believe what they profess to believe – or something is wrong with rationality. One would tend to suspect the former. Suicide is very different from self sacrifice, avoidable martyrdom, engaging in life risking activities, refusal to prolong one’s life through medical treatment, euthanasia, overdosing and self inflicted death that is the result of coercion. What is common to all these is the operational mode: a death caused by one’s own actions. In all these behaviours, a foreknowledge of the risk of death is present coupled with its acceptance. But all else is so different that they cannot be regarded as belonging to the same class. Suicide is chiefly intended to terminate a life – the other acts are aimed at perpetuating, strengthening and defending values. Those who commit suicide do so because they firmly believe in the finiteness of life and in the finality of death. They prefer termination to continuation. Yet, all the others, the observers of this phenomenon, are horrified by this preference. They abhor it. This has to do with out understanding of the meaning of life. Ultimately, life has only meanings that we attribute and ascribe to it. Such a meaning can be external (God’s plan) or internal (meaning generated through arbitrary selection of a frame of reference). But, in any case, it must be actively selected, adopted and espoused. The difference is that, in the case of external meanings, we have no way to judge their validity and quality (is God’s plan for us a good one or not?). We just â€Å"take them on† because they are big, all encompassing and of a good â€Å"source†.

Sleep Apnea Essay -- essays research papers

Sleep apnea is a common sleeping disorder where a person has experiences of not breathing during sleep. Over 20 million Americans, mostly overweight men, suffer from sleep apnea. Despite these numbers, sleep apnea is often not treated directly because its symptoms are thought to be those of depression, stress, or just loud snoring. There may be a genetic component to this disorder as it often occurs within families.People with sleep apnea stop breathing for at least 10 seconds at a time; these short stops in breathing can happen up to 400 times every night. The Greek word "apnea" literally means "without breath". There are three types of apnea: obstructive, central, and mixed.Obstructive sleep apnea is the most common type. Nine out of 10 patients with sleep apnea have this kind of apnea. If you have this type, something is blocking the passage or windpipe, called the trachea, that brings air into your body. Your windpipe might be blocked by your tongue, tonsils, or uvula. It might also be blocked by a large amount of fatty tissue in the throat or even by relaxed throat muscles. Central sleep apnea is rare. This type is called central because it is related to the function of the central nervous system. If you have this type of apnea, the muscles you use in breathing don't get the "go ahead" signal from your brain. Either the brain doesn't send the signal, or the signal gets interrrupted. Mixed sleep apnea, as the name implies, is a combinati...

Baderman Island Essay

Baderman Island is a vacationers dream, beautiful landscaping on the shore of the Kelsey river. The island offers three different hotels to choose from. For the more active, the island offers golf or a leisurely stroll through the immense botanical garden. To help a visitor immerse themselves into the tranquility of the island one can enjoy a relaxing visit to the Oasis Spa. On the surface this appears to be paradise, upon further investigation one can find many small problems Baderman should face if they would like to have a strong return customer base. Disappointment was caused by a faulty transportation system around the island and minor electrical issues. These nuisances absolutely need to be dealt with immediately. Baderman is reviewing the hiring policies and goals for employees, investing in the future of Baderman by investigating new methods in the hiring process. The company will be following the strict guidelines provided by government agencies. The company will also update the recruitment strategies and attempt to employ the best candidates available. Hiring Policies and Goals†¢Follow EEOC guidelines, without regard to race, color, religion, sex, age, national origin, disability, military status or other categories that are considered protected by federal, state or local law. †¢Ensure that the hiring of individuals is based on equal rights and allow for the advancement of employees based on merit, skills, and performance. †¢Provide public announcements for open positions within the organization. †¢Provide benefits, compensation, training and other employment privileges on an equal opportunity basis. †¢Interview all candidates that meet the minimum requirements as posted in the job announcement. †¢Allow for internal and or external posting of positions based on business need. †¢Evaluate managers and supervisors on their compliance to the hiring policies of the company. Hiring ProcessHiring Manager is responsible for the constant growth of the company. Continuous development is dependent upon the recruitment of qualified individuals by supervisory staff. The following process must be followed when hiring new and internal employees. The following process must be followed when hiring new and internal employees. Before posting an open position the impact of the budget must be considered. A request must be sent to the general manager of the department for approval. Managers must submit a detailed job description with customization necessary for the particular job, and include an ergonomics assessment necessary for the job in question. The island has no issues with hiring relatives of an employee. However, a manager may not interview, hire or supervise any of his or her family membersLegal Compliance of StrategiesBoardman Management Group (BMG) recruiting and hiring strategies are clearly stated, on their human resource web page, that they have good awareness of legal issues related with recruiting and hiring process. The human resource department of BMG recognizes the importance of diversity in the organization and being compliant with Equal Employment Opportunity Commission (EEOC) guidelines. Boardman Management Group is an Equal Opportunity Employer, which means that they cannot base difference in pay on an employee’s age, sex, race, or other protected status. By keeping the goal of equal pay for equal work in sight, BGM is working within the guidelines that are overlooked by the EEOC. The organization also ensures that advancement of employees is based on merit, skills, and performance; however, in the event of favoritism has been suspected, BGM has contracted a legal counsel to help ensure all EEOC guidelines have been upheld. When legal disputes occur, companies are given the opportunity to settle with the employee with the assistance of a mediator or on his or her own. The EEOC will sometimes offer the services of a mediator, who will not represent either of parties, but only help open up communications between them. The BGM Human Recourse Manager would notify his or her legal counsel for the  appropriate action, which could be handled through the EEOC or may require further legal attention. Recruitment StrategiesBaderman Island Resort is a unique opportunity for employees’. Recruits who would want a rewarding job in a relaxed atmosphere, with a successful highly qualified management team Baderman is the place. Baderman Island’s employment management team Boardman Management Group human resources (BMG-HR) has a challenge in recruiting staff that are willing to live on an island have a genuine desire to treat guests and visitors warmly and professionally, function as a team player, and have the personal discipline to do what is needed. Even though the atmosphere on the island is relaxed and carefree for the benefit of the guests, staff must understand that it takes hard work and personal determination to bring this tone to guests and visitors. With these goals in mind Baderman’s recruitment must focus on methods that bring quality employees to the island. BMG-HR must respect and acknowledge individual attributes and values that each employee brings to the job during the recruiting process as well as the professional skills exhibited. The marriage between personality and ability to perform a selected job is a balance that has to be met in order for the employee to offer his or her best to all guests and visitors. In order for Baderman Island Resort to continue to contact and hire a high performance staff they might consider broadening their recruiting area so there will be a larger pool of high quality staffing options to draw from. Higher quality staffing options means less employee turnover, fewer dissatisfied employees and customers, and a customer satisfaction rate which will increase Baderman’s bottom line. A couple recruiting strategies that Baderman might want to consider to increase it’s staffing pool would be: job fairs, off-season weekend invitations to lure potential job candidates to take a closer look at the Island and keeping a potential staff file for future needs. Currently, BMG-HR recruitment process’s are well thought out and meets  federal and state regulations but the process should be implemented on an as needed basis. Recruitment plans that cover future needs should also be set in place to cover potential growth, loss of employees, or other changes within the organization. Treating recruitment of potential employees like a marketing campaign that would suggest to them that the company values all staff members should be considered also. The strategy here would be to woo candidates with the idea that Baderman Resort is an excellent place to work and employee satisfaction is as important as any other goal Baderman Resort’s may have. Because the Resort is a service orientated organization it makes sense that happy and content employees will make for happy and content customers. Staffing StrategiesThe Baderman Company is well on its way to expanding its local business and in the international market. Baderman’s customers come to the resort expecting to relax and enjoy the activities and amenities. Excellent customer service and qualified personnel is extremely important, therefore, hiring the right individual’s is a key component to Baderman’s success. Baderman has also paid attention to the comments of guests and realized the importance of communicating with them, thus bi-lingual candidates are given utmost consideration. Because of past issues, employees must be screened appropriately and possess adequately skills to perform their job efficiently. Working for a company that provides an atmosphere of relaxation and enjoyable activities is appealing to prospective employees. Baderman wants to ensure that new employee’s will reap the benefits of this work environment yet understand that their contribution is what keeps it flourishing. Baderman knows the resort industry requires employees of various skills and knowledge at every level of the company. This includes hotel management, sales and marketing representatives, customer service providers, and cleaning and maintenance of the facilities and grounds. Baderman will use many avenues for its staffing strategy. It will ensure top management is qualified employees with appropriate experience in growing companies. Top management must be familiar with local, state and government  laws and be committed to ensuring the company is in compliance at all times. It will allow these individuals to help strategize on how to meet the company objectives and provide the resources to enhance the business through future trends and technology advances. Bonus incentives will be offered to help motivate these individuals as well as a lucrative long-term incentive to help share in the company’s growth. Baderman will provide an above average pay scale and career advancement for middle management. They will be offered yearly bonus packages for meeting company budgets and opportunities to grow within the company depending on the management of assigned teams in meeting company objectives. They will also be trained on compliance issues and challenged to meet, and exceed them at all times. Because of the importance placed on a manager to lead those reporting to a middle manager, HR will provide yearly courses to enhance his or her knowledge of supervising. The management teams will also be provided coaching throughout the year to support the challenges they are faced with. Baderman will work towards helping the frontline positions by providing temporary housing on the island for these employees as well as transportation to and from the local ports. Since these type of positions are the lowest paying yet will make up most of the workforce, this will also help the surrounding communities. These employees will also be given educational and training opportunities to help increase their job skills and allow them to grow within the company if that is the desire of the employee. Baderman management is stressing the importance of communication with the guests. Baderman is offering language classes to the employees, enabling them to communicate in the customer’s native language. Because French and Spanish are languages that many of Baderman’s guests speak, bilingual employees will be given additional compensation for their contribution to a multi-lingual environment. All employees who support Baderman’s core values which include a â€Å"strive for  excellence† customer service attitude, produce quality product, a high standard for work ethics, a team player, honest and have integrity, being a leader in all aspects of their conduct will be recognized formally and through compensation, plus medical benefits, internal and external training programs, career path incentives, educational reimbursement, family benefits and personal growth opportunities. ConclusionBaderman boasts itself on the fact that the island is an international tourist destination. However, the lack of language skills has caused major issues and undue stress for the customers. Baderman has implemented language training classes for the employees but what the island should do is invest in customer service agents who are fluent in several languages in order to place the customer needs to the forefront, thus lessening customer dissatisfaction. HR realizes the importance of diversity and has implemented an organization wide diversity-friendly attitude and welcomes all talented, committed employees as per EEOC guidelines. The goals Baderman’s recruitment and staffing strategy will focus on recruiting quality employees stressing the customer satisfaction. Hiring the right individual’s is a key component to Baderman’s success. References Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2004). Fundamentals of Human Resource Management. New York: The McGraw−Hill Companies. University of Phoenix (2005). Baderman Island. Retrieved October 6, 2007, from https://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/BadermanIsland/BadermanIsland/BIinternet/library/index.html

Nurture debate in relation to the development of an individual Essay

The major debate concerning nature and nurture has been going on for decades and is still unresolved. Many people like to believe what we have inherited and our genes are what make us unique (the way we are and how we develop). Other people believe that the way we are raised and our experiences, that make us the way we are and how we grow. Physically the way we are built and look can be mainly due to nature. The genes that we inherit from our parents make the way of we look. For example, people say ‘Don’t you look like your mother?’ Genetic inheritance can define our eye colour (blue or hazel), whether we have straight or curly hair or how small we might be. We could also inherit certain genetic diseases which can seriously impact on our health. Though, we can still make decisions on how we look and how we change our appearance. There are multiple different cosmetic procedures available to alter our look. How we choose to live out our life and the choices that we make can have an influence on how we look. For ex, constantly eating junk food and not doing any exercising could lead to obesity. The environment that we are raised in and the experiences we go through can influence our health which contributes to physical growth. An ex of how nature and nurture can affect our physical growth is; we might carry genes that could lead us to be in danger of developing type 2 diabetes, but if we were to eat a healthy diet and get ample exercise, we might not develop the disease. Nature: Jades mother’s childhood was very unlike to what it is today, her life could have been called a difficult life, and her mother was bought up on her own by her own mother as her father died when she was 6 months old. As she grew up without a father figure in her life she closed herself off emotionally from males in general. Jades mother grew up around a lot of uncles and aunts so she was always well looked by her family. Jade grew very close to her gran over the years as she wasn’t getting the attention she wanted off her mother, as she had gotten remarried she had become very distant. When her gran died jades mother was very alone, she hardly ever spoke to her mother apart from at meal times and after she’d get in from being out with her friends. This got increasingly more awkward as time went on as the new husband never showed her any kindness so her mother stayed out  to avoid the arguments. Nurture: Where jades mother spent a lot of time in hospital during her life she was also slower to develop as a person as she wasn’t with her friends often enough to have developed personality traits. As she got older she started staying out overnight and going to parties where there would be lots of alcohol, drugs and sex. She also began hanging out with the older boys and girls; this meant that she was developing at a much faster rate than what she would normally have done. The environment that the she was raised in was very tranquil, peaceful and gentle neighbourhood; there was barely ever any trouble around where she grew up. Nevertheless as she got older she began to get more curious about the rough area’s around where she lived later on during her life she found herself surround by people who lived in these rough areas. This altered the way she saw her own life and what she has been taking for granted. Evaluate how the nature and nurture debate in may affect the p hysical, intellectual, emotional and social development of two life stages of the development of your chosen family member Nature As each cell in the body contains 23 pairs of chromosomes, one chromosome from each pair is inherited from your mother and one is inherited from your father. These chromosomes contain the genes you inherit from your parents. There may be different forms of the same gene. These different forms are called alleles. For example, for the gene that determines eye colour, there may be an allele for green eyes and an allele for hazel eyes. You may inherit a hazel allele from your mother and a green allele from your father. In this instance, you will end up with hazel eyes because hazel is the dominant allele. Those different forms of genes are caused by changes in the DNA coding. The same holds true for medical conditions, there may be a faulty gene that would result in a medical condition, and a normal version that might not cause any health anomalies. If your child ends up with a medical condition it will depend on certain biological factors including: What genes they inherit, whether the gene for that condition is dominant or recessive, their environment, including any treatment they may receive a genetic disease or  disorder is the consequence of changes, or mutations, in an individual’s DNA. A mutation is an alteration in the letters (DNA sequence) that makes up a gene. It’s more commonly referred to as a â€Å"spelling† mistake. Gene codes for proteins, the molecules that carry out majority of the work, perform most life functions, and make up the majority of cellular structures. When a gene is mutated so that its protein product can no longer carry out its normal function, a disorder can result. Genetic diseases can be inherited because they are mutations in the germ cells in the body – the cells involved in passing genetic information from parents to offspring. Genetic diseases can also result from changes in DNA in somatic cells, or cells in the body that are not germ cells. Some genetic diseases are called Mendelian disorders – they are caused by mutations that occur in the DNA sequence of a single gene. These are normally rare diseases; such as Huntington’s disease and cystic fibrosis. Many genetic diseases are multifactorial—they are caused by mutations in several genes compounded by environmental factors. Some examples of these are heart disease, cancer, and diabetes. Adolescence: Physical & Social development: Nurture affected the physical and social development of Katherine’s mother Emma. During her adolescence phase Emma thought that she’d have to change the way she looked to fit into society (as she was obese). Emma began to blame herself and others because of the way she looked, she has had to face a ton of criticism from her close family and some friends; as they used to say stuff like â€Å"you’ve got such a pretty face but if you lost a bit of weight you’d be so much better off†. Throughout this time Emma looked towards the rest of her friends for acceptance which meant that to fit in with them she had to have the same stuff that everyone else had (clothes, technology etc.). This was obviously very difficult because of the fact she was quite overweight she couldn’t purchase the same type of clothes that her friends wore; this made her stand out of the crowd which gave her that extra  attention that she didn’t want. Emma spent a lot of time trying to fit in during her teenage years but she found out being herself was more important than losing who she was just to fit in. Emma stayed up late chatting with her friends. A lack of sleep could also affect our body; it would increase blood pressure and cholesterol level, increase stress hormones, etc. Sleep is really important, at this age as she should be having at least 7-9 hours of sleep. Intellectual development: Nature affected Emma intellectually throughout this period as Emma wasn’t really sure on what type of career she wanted to do, however after some thought she decided she wanted to that pursue a career that would evolve helping the elderly. She accomplished in getting a job whilst being at school as this would help her to develop some new skills and allow her to make her own money, although she knew that wasn’t the career path she wanted to stay in. Emma also began to volunteer at a care home; this is what helped her to decide on what career path she wanted to go down. Emotional development: Nurture also affected Emma emotionally during her adolescence; Emma had poor self-image and low self-esteem. She also began to resent her friends and her mother as they both wanted her to be someone that she was not, when it was clear that she was never going to be able to keep the act up forever. During adolescence Emma began to question her own self-worth as some friends were also making snide little comments whilst her back was turned. Emma began to hang around with men as she went into this life stage as she thought that they were a lot less cruel. The boys accepted her more as part of their group so she began to build up her self-image up again, giving her more confidence and self-belief. Adulthood: Physical development: Emma was affected by nature during her adulthood. During her adulthood she discovered that she was at risk of developing a variety of different genetic diseases (diabetes type one, lung cancer, breast cancer, asthma etc.). Emma  also discovered that she may not be able to have children of her own because she has Polycystic ovary syndrome (PCOS) which sometimes genetic. If any relatives, such as your mother, sister or aunt, have PCOS then the risk of you developing it is often a greater chance than usual. As she began to get older her hair began to get darker and she began to get grey bits through her hair, she also has had more problems with her teeth as they are falling out or being damaged due to decay. As she got older she also began to put on weight as her metabolism started slowing down. During this life stage Emma became pregnant with Katherine and there were some complications during the birth as she had to have caesarean due to preeclampsia. Intellectual development: Emma was less influenced by nature as an adult as she can make her own choices and decision. When she was deciding on what course is she was going take after finishing secondary school, she knew what she wanted to do after volunteering in elderly care home. When she turned 20 Emma got her first job in a care home she was working double shifts because of the love that she had grown towards her job. After working in a care home for the terminally ill, my mother decided that she wanted a change her job outlook and she started working in a domestic abuse centre for women. When Emma became pregnant with me she started doing hairdressing from home. This was more of a hobby for my mother as she would only do family or close friends. She had had to give up her job at domestic abuse centre because it would have meant putting Katherine in danger and the people at the centre wouldn’t allow it. Emotional development & Social development: Emma was both emotionally and socially affected by nurture. Emma was influenced by friends and new work colleagues in adulthood, as you grow more work connections as you get older. Emotionally she began to ponder about life as a teenager, and recognized that the choices she made were the best for her. When Emma reached this life stage she found love and spent 20 years with Katherine’s father which ended after attempting to save their relationship for 2 years. Their relationship had been very successful for 18 years, but after Emma’s mother died he began to try to control her. Emma found it very difficult to deal with after her mother died as she had a few  regrets about the way their relationship ended. Emotionally Emma also found out that after her mother died that she could inherit a variety of genetic diseases. This made it hard for Emma to focus on the positives after splitting up with my father and her mother dying. Socially Emma relied on her friends a lot more as she got older as her family didn’t really contact her after her mother had died. Emma had several best friends that were there to support after her relationship had ended and her mother had died.