An Analysis Of Personal Leadership Skills Nursing Essay

An Analysis Of Personal Leadership Skills Nursing Essay For this essay I have audited my leadership skills using theoretical models and referred to specific situations and experiences. This encompasses personal, academic and professional reflections and explores opportunities for my career paths and personal development with an Action Plan for the future. This has required critical evaluation of my own development needs in light of my own aspirations, establishing an understanding of my transferrable skills and how these can be enhanced. For this I have considered situations in which my leadership traits, styles and skills have been utilised to help create successful outcomes. Background My career path has involved working closely with and taking an interest in people, both clients and colleagues alike. In developing my management skills, I am continually pursuing further ways of improving the effectiveness of these interactions which is immensely rewarding for me. On leaving school, my first employment was within the travel industry. From the outset, I sought to improve skills and enjoyed the challenge of meeting the needs of customers, budgetary targets, training of staff, problem solving, through to the opening and management of a travel agency branch several years later. Apart from the GCSE qualifications gained at school, any further academic or professional learning has been gained whilst in employment. The skills and achievements in my personal life are equally transferrable to my work life. For example, as Chairman of a genealogical society for several years and public speaking engagements both serve as reminders that I have organisational, research and presentation abilities which I can and should be utilising and developing along my career path. I am a prison officer and, three years ago, I learnt that my establishment was funding a Foundation Degree in Offender Management. My initial reaction was one of excitement as I had, for several years, considered some form of Higher Education by way of personal and professional development, but had never explored the options. It was a source of immense satisfaction to pass the course and achieve Distinction grade. My learning journey, experiences and personal developments, undertaken in the last three years, would take more than the word count of this essay allows, yet there are key points to reflect on in order to analyse my own leadership skills and continue their development. Theoretical Models and Personal Experience of Reflection in my Professional Development: From my earliest days in retail employment, then Care Work and on to prison officer, I have been fascinated by people and behaviour. Working alongside others, as well as empowering and training gives me great personal and professional satisfaction. Using reflective models such as Gibbs (1998), shown in Appendix III, I came to realise that how I interpret situations influences my interactions with others. As I will illustrate, this relates directly to my personality style and how I manage people and situations. Linked to this is the importance I place on how I am viewed by others and naturally seek collaborative and open relationships. Many of these values are found in Carnegie (1938), listed in Appendix I. The Study Skills Self-Assessment which I completed on 23 October 2007 (Appendix II) highlighted three main employability skills I need to develop as: Improving own learning and performance Application of number (data collection and interpretation) Information and technology proficiency Alongside these, to develop, are my personal attributes of Self confidence Flexibility and adaptability Judgement In this assessment I also reflected on my own specific weaknesses which include being too self-critical and not praising my own achievements enough which can affect my ability to be objective about my performance. I have a strong underpinning need to defend others and leap to their rescue which I have come to see as a hindrance to my own development and of those I seek to help. This is a particularly important area for me to address as future management roles will require me to allow others to take their own personal responsibility and only offer guidance as appropriate. This rescuer style is schema-related and I have considered schema theory and how this applies to me. Beck, (1967:233), described a schema as ..a cognitive structure for screening, coding, and evaluating the stimuli that impinge  on the organism. In short, schemas are the filters or core beliefs we have about ourselves or the world around us which influence how we interpret different situations in our lives. The nature of the work I do in offender rehabilitation requires me to undertake regular de-briefing, supervision, yearly health reviews and bi-monthly counselling. This, together with schema theory and other therapy models I use with prisoners, which I have also applied to myself, means I spend a lot of time being introspective and sharing reflections with colleagues. This helps define practical steps for a successful future but also enables me to gain wider perspectives in understanding, leading and managing others with a range of resources and situational analysis capabilities. Whereas, in the past and even recently, I have questioned the decision making processes of management, this has reshaped into a desire to gain a holistic overview of the work environment. Understanding the way we think and manage ourselves and others has been an important facet of my learning over the last three years. Straker (2008) who expands on the work of Gardner (2006) was helpful in appreciating that how we interact with people, at all levels, and is crucial for self development. Overcoming objections to understanding others, for fear that this might disprove our own theories about ourselves and the world are key hurdles of which I must continually be mindful. Negative experiences in this have resulted in an unhealthy view of the workplace but, as I said earlier, the benefits of a more engaging view have proved beneficial in my work and personal well being. As well as using Gibbs Reflective Cycle (1998), Kolb (1984) also helped me to evaluate experiences and test hypotheses but I did not find it took me to the point of action whereas Gibbs sets out the plan for ongoing development which is crucial for me so as not to remain procrastinating. Moon (2004) has been a useful resource on reflective practice, reminding me that reflection is not just important in itself, but must also lead to positive change, In observing what gets in the way, rather than being stuck in analysis, to move beyond and set goals for positive development has been essential learning for me and has been a surprising benefit which I had not expected several years ago. Leadership Employability Skills I recently completed an Employability Skills self assessment exercise which we first undertook in the first semester of the Foundation Degree. On doing this, I compared the results from the two. It was encouraging that one of my main developments appears to have been in problem solving and I consider my Higher Education studies over the last three years as contributing to my deeper analysing abilities. In light of earlier descriptions of my learning journey and reflective logs, it is gratifying to see that I have come a long way in, not only overcoming my own obstacles to learning, but making measured and significant achievement which then enables me to guide others in their roles. Among the key learning experiences for me, alongside the above, are a recognition of the roles of others, networking and effective communication. My career path has involved working closely with and taking an interest in people, both clients and colleagues alike. This was particularly apparent when I recently updated my Curriculum Vitae (Appendix IV), which was last compiled almost fifteen years ago. In developing my management skills throughout my degree studies, I have discovered further ways of improving the effectiveness of these interactions which is immensely rewarding for me. Through networking with management and departments for resources on researching prison policy, security and management skills, I am now feeling positive and motivated to succeed in career development. Not only is this important from a practical, self-development perspective, but also the fulfilling sense of achievement this will bring. Until recently, I was Supervisor of the Core Sex Offender Treatment Programme which was an important role in developing my leadership skills, promoting staff well-being as well as guiding staffs professional development. Another important aspect of this was to remain flexible yet consistent in balancing these needs whilst focussing on the goals of the establishment Business Plan and Key Performance Target (KPT) priorities. This mirrors Handy (1987) who argues for such flexibility in his Trust Control Theory. I find myself taking the opportunity to develop the skills of others very seriously and is personally rewarding and empowering. The values I attribute to this mirror those of Kandola and Fullerton (1994) in their Mosaic Vision which I have included in Appendix V. In Transactional Analysis Theory (Bern, 1961), every individuals personality is made up of three parts Parent, Adult and Child. An assessment of my own revealed a predominantly Nurturing Parent relationship style which is immensely rewarding personally, but can prove emotionally draining and is not without its practical problems. However, developing assertiveness skills in establishing my own identity and skills base has the benefit of overcoming any negative rumination and keeps lines of communication open. An example of achieving this was in challenging my line manager over my yearly performance review where I was rated Achieved and not Exceeded which I felt was deserved. I could have overlooked this and ruminated unhelpfully, believing him to be responsible for not recognising my achievements, but chose instead to manage my manager and argued my case. I found the www.h2training.com website interesting which had useful strategies for reminding me how to maintain my own degree of self-determination. Quoting from this site: Its unreasonable to expect your manager to be entirely responsible for accelerating your career: ultimately, its your own responsibility. Remember that an expectation is also resentment waiting to happen, and it is very difficult to hide resentment. http://h2training.com/managing_manager_tips.html [accessed November 2010] Suffice to say, my performance record was amended accordingly. I recently had to step down from Sex Offender Treatment work which I found difficult to accept. I, therefore, reappraised my personal development and used reflective skills (Kolb, 1984 and Beck 1967) to help evaluate the experiences and to understand how I was interpreting them. By doing this, I was able to negotiate a role within the drugs support team after originally being offered an office based assessment position which I would have found unfulfilling. Indeed, on reflection, assertiveness and negotiation are two core management attributes which are now part of my skills set. Drawing together the range of experience and interests I have enjoyed over successive years keeps me, first and foremost, actively engaged in working for and alongside others. My role as a drugs support worker requires the key skills I possess with the realisation and expectation that they can be further developed with a particular emphasis on evaluating the management requirements of this work. This is encouraging and, in this period of change, I have come to realise the importance of job satisfaction as a key motivator for me. An important element of my professional life is to uphold personal and corporate values of decency and ethical practice including cultural diversity. I was pleased to be able to highlight these values in my Diversity Foundation Degree project from January 2009 where I made recommendations for valuing the diversity of staff and prisoners and improving ethical practice in Programmes Awareness training at Full Sutton. This was well received by the treatment management team resulting in the training being strengthened in this area. On sharing the findings of my Transactional Analysis with a work colleague, my nurturing parent style was acknowledged and confirmed through my perceived empathic nature. In looking at my management style, it is important that I maintain a balance between this and being careful not to go into White Knight schema-driven mode, where I need to defend others at all costs. Developing a style which cares for others yet enables them to function on their own merits allows me to function better as a genuinely caring person in my work and as a leader. Maslows Hierarchy of Needs theory (1943), reminds me that my own needs count as well as those of other people. In other words, putting other people first all the time is detrimental to my own well-being and valuing myself is, in itself, a key assertiveness skill. I continually remind myself of the announcements on aircraft during safety briefings where, in the event of oxygen masks being deployed, you are instructed to put your own on first before aiding anyone else. If you dont, you might pass out beforehand and then no one is saved. Critically evaluating My Leadership and Management Style Some years ago, a colleague of mine who has since retired, told me his thoughts on a particular Senior Manager. He used a phrase which, though meant in a derogatory sense, I have never forgotten. He said ..as a leader of men, I would only follow him out of curiosity. This colleague had spent many distinguished years in the Armed Services as a Regimental Sergeant Major and had been in the Prison Service for around 15 years. He had, therefore, some considerable experience of different management and leadership styles. Using established theory I continually analyse my own strengths and weaknesses in areas of leadership and management. Fayol (1916) highlighted five commons elements of management which are essential to the role. These include the ability to look to the future, to be organised and co-ordinate the organisational objectives, leading (though he defined it as commanding which is unhelpfully autocratic) and, finally, to control the above elements using all means at his or her disposal. Whilst this was written at the beginning of the last century, the basic tenets of management Fayol lists are still valid though ones own personality also engenders an effective workforce which can achieve results. The latter is personally important as I seek to have followers rather than delegates and makes me, as a manager, more of a leader. I recently completed the Myers Briggs Personality Type Questionnaire. Having done this a couple of years ago, I decided to redo this using an internet-based assessment resource (www.teamtechnology.co.uk) [accessed 15 September 2010], which produced a comprehensive 200 page report. Summary in Appendix VI The results proved very interesting and formed a cohesive assessment which affirmed the beliefs about my personality and leadership attributes gained over the last few years. This was confirmed through the initial questionnaire together with a separate subtest which had similar outcomes and, interestingly, the results were very similar to my previous assessment two years previously. Essentially, I have a strong focus on values, feelings, compassion and important beliefs where current experiences hold great learning importance. Team values are high and my role in ensuring the well-being of those with whom I work is important to me. There are, however, elements of this personality type which I am aware can be problematic if not managed appropriately. I do have a tendency to avoid conflict yet can be stubborn where my own values come into conflict with corporate ideals in which I run the risk of failing in objectivity. These are negative traits which I have been consciously working on over the last few years and serve to remind me that, whilst having a default style, this does not preclude effective working on these to the benefit of all concerned. Interestingly, the top two best matches of jobs for me based on enjoyment are actor and musician; for match came out as counsellor and customer care and a combination of match and enjoyment came out as counsellor and actor. All of these I have both experience and interest in and the traits from these have indeed shaped my leadership style. The Humanist approach described by McGregor (1964) looked at how individual attitudes can affect behaviour. He purported that there are 2 types of leader (using an X and Y continuum ranging from a negative to positive view of subordinates respectively). The latter, he showed, have a greater chance of effective performance from the workforce through a nurturing approach which I can identify with. A reflective log from December 2009 is included in Appendix VII. Again, as with most models, there is a typical style for each individual manager but even the most open and supportive one can revert on occasions to X-typical strategies and responses. This can be somewhat confusing and lacking in continuity for the workforce and, potentially unsettling as I will illustrate later in this essay. The model is similar to Tannenbaum and Schmidt (1958) who use the continuum from Authoritarian Task Orientation to Democratic Relationship Orientation where I operate towards the latter and Goleman (2000) on which I identify with the Affiliative (people come first) stage. Operational leaders, as covered by Maxwell (2002) have great value to an organisation in providing stability, devising systems and solving problems with positive engagement. However, because of their focus on detail they can overlook the bigger picture, sometimes lack motivation and are not effective in dealing with conflict. Very often, paraphrasing Maxwell here, operational leaders are not very good at getting their hands dirty but readily raise the flag at the moment of achievement. Thankfully, whilst viewing myself as an operational leader, I do like to share in tasks as well as delegate. John Adair (2002) in his range of leadership treatises, (which, incidently, build on the previous models of Maslow (1943), Herzberg (1964) and Fayol (1916) highlights three key management responsibilities under his banner of Action Centred leadership. Achieving the task Managing the team or group Managing individuals Whilst advocating a shared responsibility between the individual and external factors, it does not, however, take stock of the individual in the leadership role which I view as crucial. A similar but more complex model I have become interested in, is known as Crew Resource Management (CRM) which was originally devised by NASA to explore the human factors in civil aviation accidents in the 1970s. Several industries have adopted and adapted their own models accordingly and my interest will culminate in a dissertation for my Degree on the benefits of adopting a CRM approach to Prison Service critical incidents. Tasks or people? Workforce or Team ? It is clear that leadership is different to management though a good leader will have good management skills. In considering whether I impose myself as leader to focus on task or allow the team to flourish utilising their own skills, I completed the T-P leadership questionnaire (Appendix VIII). This scored exactly midway between the two, highlighting my awareness and flexibility to respond to both important aspects. How we respond to a leader gives some indication of our own skills and that of the one in the supervisory role. As one who aims to lead by inspiration, I am more inclined to follow Kolbs (1984) model of learning and encourage people to adapt concrete way of doing things to update their skills base and find more effective ways of working (feeling, watching, thinking, doing). An autocratic leader would be less inclined to allow such flexibility and attempt to ensure compliance from those who might be more inclined to kick and scream in and against the process. An effective leader should also take individual learning styles into account as no one method fits all. Honey and Mumfords Learning Style Inventory (1982), highlights the differences that exist, as I have found even within small teams, yet we all work together and effectively, notwithstanding that everyones experience of being under the same leadership will be different. One of the most important sources of reflection in considering my own style of leadership, plus a reinforcement of my own beliefs and values, is represented in the Style Theory of Leadership developed by Blake and Mouton (1964). This, essentially, follows on from McGregors X-Y theory and is more relevant to those predominantly on the Y axis and where a level of trust in management structure exists in the workplace. However, Blake and Mouton explored the benefits of those that put tasks before people and vice versa. Ultimately they considered whether concern for people or concern for production was more important for leaders. As with other models, the day to day style of individuals in leadership roles can vary but everyone has their own default mode. Where productivity appears more important than the maintenance and well-being of the staff, I can find myself at odds with the management and perceived ethos of the establishment at which I work. With the Blake Mouton model, I was relieved to have my default leadership style confirmed as Team Leader. This is indicative of high concern for both people and production where emphasis is placed on a spirit of teamwork and mutual co-operation. This also engenders a safe environment in which commitment from all sides is more readily forthcoming. However, in completing a recent practical assessment for a promotion board I failed to attain the required grade. I knew this as soon as the assessment was over, though I had to wait two months for the official result. In fact, I knew during the assessment, I was reacting totally contrary to my normal sense of priorities when faced with a constant stream of problems to solve. I found myself focussing primarily on the tasks and not enough on the personnel. For example, when faced with a member of staff who was emotionally upset at a domestic issue, I asked if he was okay to continue to get his landing unlocked and would look to help him with his problem later. Afterwards I learnt that the assessors were looking for Utopian responses in all scenarios assuming all needs could be immediately provided so I could have put staff welfare first, getting his role covered immediately so he could then get home to sort his issues. However, I reverted to my current work role where the pressure to meet deadlines sometimes overrides well-being. As this was completely at odds with how I believed I would normally have reacted, I was left feeling ill at ease and questioned why I persisted in this way when I am naturally Y (using McGregors model, 1960) and more team focused than task orientated (Blake Mouton, 1964). Whilst I may not fully understand why, at least it is a recognised trait à ¢Ã¢â€š ¬Ã‚ ¦..theory X managers (or indeed theory Y managers displaying theory X are primarily results oriented Internet source http://www.businessballs.com/mcgregor.htm [October 2010] On reflection, I am convinced that the culture and environment of the higher management structure (which demands and focuses on results and targets) filters down and, no matter how much one tries to resist or even kick against it, it permeates ones own work practice after a while. The climate in which I work consistently places emphasis on the meeting of Key Performance Targets (KPTs) and now, the Service Level Agreement (SLA). In meeting these as well as ever increasing budgetary constraints, every facet of work culture is placed under the microscope and, wherever possible, cut, yet the targets must be met regardless. However, no matter the circumstances in which we find ourselves or expectations laid at our office door, it is how we respond that is important and the acceptance of our personal responsibility to be channelled into effective working. An important element of relationships, at all levels including personal and business, is trust. Where one perceives this to be eroded or not present due to conflict in aims or values, it can have a destructive affect on effective co-working. As can be seen above, this is something I am struggling with in the corporate ethos where I am constantly second-guessing the motives behind management decision-making. However, to be an effective manager, I am mindful of maintaining a healthy approach to embracing the mission of the workplace even though I may not fully understand or have access to the full rationale behind the decision making processes from Higher Management. As a leader, I have to convey to those I wish to work effectively under me, that this mission is achievable and in the common interest despite my own such uncertainties. Maintaining personal integrity and establishing trust are essential in my personal, professional and leadership identity. Straker (2008:208) talks of transaction cost and trust boundaries. Essentially he argues that trust, if allowed to erode or not fostered within an organisation can impact on delivery and there has to be a cost on both sides to re-establish this. As he says .. the overall cost can be minimised with up-front investment in, and subsequent maintenance of, trust. If one does not have that sense of belonging within the trust group then there is something wrong with the work relationship and part of effective management and leadership performance is to be pro-active in fostering trust and encouraging people to enter the trust boundary. It begs the question, therefore, who and under what conditions will we follow? Should we be expected to lead and expect blind faith? What criteria and principles should be presented in order for others to set out on the journey with us ? Handy (1987) suggests that in order for an outcome to remain constant, the Trust-Control balance might need to shift between leader and subordinates and I can see merits in this as relationships, as well as work pressures, are fluid in nature. There are three established styles of leadership: autocratic, paternalistic and democratic. History records successful leaders who have exhibited all of the above. Each style can work and produce results but demands a flexibility on the part of the workforce to fit in with the style and it is that response which can be acknowledged and worked with or not as the case may be, As for my own style, confirmed as a nurturing parental approach, this has immense benefits for myself and for those who work under me as they feel supported and, more importantly in my opinion, affirmed in their roles with their own skills base recognised and developed. As with any style there are costs and, as I am finding, where my own sense of values conflicts with the demands laid upon me, this can have a detrimental effect to my own sense of purpose within the organisation. It is important, therefore, that structures and lines of communication are open which allow for that expression of view. However, this, in itself, is not without the potential cost. As I found when raising my head above the parapet on several occasions, to express concern and personal frustration with the direction expected by senior managers, it can blot ones copybook. Again, it is important for me to consider how much of this is down to my own personal perception and how able I am to see my subordinates perspective and, crucially, the aims and focus of the establishment delivery objectives. Conclusion In terms of future roles, I am best placed to consider managerial positions. The Foundation Degree and BA(Hons) are regarded as valuable qualifications both for their content relevant to the Criminal Justice System and Leadership and Management but also symbolising the desire and commitment I have and have shown for continued self development (Appendix IX). In the final analysis, the human dynamic is the most beneficial resource in the workplace but it is also the most fickle and, at times, fragile. To lead is a privilege and to follow is an opportunity. I can only strive to make myself worthy of the trust placed in me to, not only get the job done, but to enable others to be the very best they can be and, in the process, ensure I am followed out of respect and not coercion or, indeed, curiosity. Appendices: I. Excerpt from Carnegie (1938) II. Study Skills Self Assessment III. Gibbs (1998) Reflective Cycle IV. Curriculum Vitae V. Kandola and Fullerton (1994) Mosaic Vision VI. Myers Briggs Personality Type Questionnaire VII. Reflective Log on McGregor X,Y Theory VIII. T-P Leadership Questionnaire IX. Professional Development Plan Appendix I Excerpts from How To Win Friends and Influence People Carnegie (1938) Fundamental Techniques in Handling People Dont criticize, condemn, or complain. Give honest and sincere appreciation. Arouse in the other person an eager want. Six Ways to Make People Like You Become genuinely interested in other people. Smile. Remember that a mans Name is to him the sweetest and most important sound in any language. Be a good listener. Encourage others to talk about themselves. Talk in the terms of the other mans interest. Make the other person feel important and do it sincerely Twelve Ways to Win People to Your Way of Thinking Avoid arguments. Show respect for the other persons opinions. Never tell someone they are wrong. If youre wrong, admit it quickly and emphatically. Begin in a friendly way. Start with questions the other person will answer yes to. Let the other person do the talking. Let the other person feel the idea is his/hers. Try honestly to see things from the other persons point of view. Sympathize with the other person. Appeal to noble motives. Dramatize your ideas. Throw down a challenge. Be a Leader: How to Change People Without Giving Offense or Arousing Resentment Begin with praise and honest appreciation. Call attention to other peoples mistakes indirectly. Talk about your own mistakes first. Ask questions instead of directly giving orders. Let the other person save face. Praise every improvement. Give them a fine reputation to live up to. Encourage them by making their faults seem easy to correct. Make the other person happy about doing what you suggest. Appendix II. Study Skills Self Assessment Appendix III. Gibbs (1998) Reflective Cycle Appendix IV. Curriculum Vitae Appendix V My Personal and Professional Values Related to The Mosaic Vision (Kandola and Fullerton, 1994) Mission and values (I tend to have a rescuer style in

My Diary On Tom Robinson?s Case :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Now that I am looking back on Tom Robinson’s court case, I have seen what my decision has done to my family and I have heard what my friends and neighbors have to say about the ordeal. If I could go back in time, I would still make the decision to defend Tom Robinson. This decision is backed by many reasons of logic and my morals. Many decisions people make are decided on what suits themselves, they do not think of other people and how it may affect them or show them what is right and what is wrong.   Ã‚  Ã‚  Ã‚  Ã‚  I believe that defending Tom Robinson was the correct, moral action to take. If I did not take this case, I could never look at my children again (Lee 88). Many people say that I am a disgrace to the family for taking the case (Lee 83), however, I see it a little differently. In my eyes, I would be disgracing the family for not taking the case because it would not be just not to defend Tom Robinson since I knew that he was innocent.   Ã‚  Ã‚  Ã‚  Ã‚  Throughout the trial, I believed (and still do) that Mayella’s father, Bob Ewell, beat her (Lee 187). When I cross-examined Mayella, I tried to get her to admit to this, but she still insisted that Tom Robinson raped her (Lee 187-188). If a person would look at the evidence on hand, they would know that this was not the case. First of all, Tom’s left arm was crippled from being caught in a cotton gin (Lee 186). Considering the fact that she was bruised and beat on the right side of the face, this was not possibly an action from Tom. However, Bob Ewell was left handed, meaning that when he was hitting Mayella, he hit her along the right side of the face (Lee 177). Second of all, Tom was only trying to help Mayella with her chores around the house because no one else in the family would help her (Lee 191). Thirdly, why on this particular day, November 21st, were the children out of the house? Mayella told Tom that she had saved money for a whole year s o she could treat them to ice cream (Lee 193). Also on that day, she asked him to come inside for the first time to fix the door hinges that did not need to be fixed (Lee 193).

Introduction to Human Settlements

UNIT 1: INTRODUCTION TO HUMAN SETTLEMENTS Why people build environments? In order to understand built environments, one should know how the human mind works. The human mind imposes an order on the world. The world is chaotic and disorderly which; the human mind classifies, orders and onto it, imposes cognitive schemata. Settlements, buildings and landscapes are results of this activity. Hence, built environments including settlements are one way of ordering the world. INTRODUCTIONVancouver Declaration on Human Settlements (1976) defined human settlements as â€Å"the totality of the human community – whether city, town or village – with all the social, material, organizational, spiritual and cultural elements that sustain it. The fabric of human settlements consists of physical elements and services to which these elements provide the material support†. The physical components comprise, Shelter, i. e. the superstructures of different shapes, size, type and materi als erected by mankind for security, privacy and protection from the elements and for his singularity within a community; Infrastructure, i. . the complex networks designed to deliver to or remove from the shelter people, goods, energy or information; Services cover those required by a community for the fulfilment of its functions as a social body, such as education, health, culture, welfare, recreation and nutrition. All settlements essentially involve the making of places. Each place is a differentiated portion of the earth’s surface of previously undifferentiated space, a portion that is distinguishable from other such portions and has a specific meaning. What makes a place is always some schema, some ordering principle, which varies in different cultures.In most traditional cultures these schemata are related to the sacred. The purpose of place is to create a space that is habitable and usable in terms acceptable to the culture. All settlements are ordered and organized. Settlements not only impose an order on the larger domain but also are themselves organized. There is an ordering system both in the settlement, ceremonial centre or whatever and at the larger scale; there are systems within systems. All settlements are designed. Settlements are designed in the sense that they embody human decisions, choices and specific ways of doing things.Designed environments include places that are cleared and planted, areas where rivers have been diverted and fields that have been fenced in certain patterns. In fact many apparently commonplace activities have a greater impact on the earth than design in the traditional sense. The way cities, regions and countries look depends in the final analysis on the design activity of many individuals and groups at different times. ORIGIN AND EVOLUTION OF HUMAN SETTLEMENTS Origin of settlements can be traced back to the caves where people gathered for protection against the natural forces or for defence against rival trib es.These places of communal living gave way to the village. The village was a by-product of the development of agriculture in areas where there was an adequate water supply and fertile soil. Many of these earliest villages arose adjacent to what are now the Mediterranean Sea and the Nile, Tigris, and Euphrates rivers. In addition to the role of providing shelter to its people, the village was also an appropriate sanctuary for the altar of their Deity, a meeting place for assembly, and a centre for trade. As this environment became increasingly populated, urbanization resulted.Communities larger than the village came as a result of the growth of crops and the breeding of stock on a more permanent basis than before. The production of hard grains that could be stored for a longer period of time offered stability, since it assured insurance against starvation. The ability of these urban areas to preserve food made it possible to diversify into other activities. With a development of div ersified economy not totally dependent on food production, it became possible to attract people into a labour pool, thus providing employment in a variety of forms.This brought about the enlargement of villages or hamlets into towns and cities, which operated on different political and economic bases than had not been possible in the simpler forms. CHARACTERISTICS OF HUMAN SETTLEMENTS The Influence of Geography Natural factors played an important part in the development and growth of settlements. The danger or fire and flood, extreme climatic conditions, the possibility of earthquakes and volcanic eruptions, lack of natural resources or fertile soils – all influenced decisions either to settle in a given area or to move to a more favourable site.Moderate climates were always preferred to settle. Most of the settlements are located between the latitudes 60-degree North and 45-degree South. Although extreme temperatures are found within these boundaries, as the climate is favou rable for habitation for major parts of the year. Geographic studies indicate that settlements seldom form where the topography is steep. Some cities are located at high altitudes, but the slope of the land is relatively level. For example, Denver, Colorado and Mexico City are around 5000 feet above sea level but the terrain at these sites is relatively flat.Accessibility to other settlements also plays a role in the location and development of settlements. Political and Social Organization The village brought something new to the lives of primitive people: the need for mutual responsibility and cooperation. Various social and political organizations emerged as a direct result. People did not adjust easily to the self-discipline that community life required. Personal rivalry flared within the village and the most powerful individual assumed the role of tribal leader. Rivalry between villages often resulted in armed conflict.Several villages might come under the domination of the vic torious tribe with that tribe’s leader rising to the position of ruler. In time empires were created and rulers took the titles of king and emperor. What distinguishes the early city from the primitive village is its higher degree of political and social organization. The more sophisticated social structure allows people to live together in relative peace. Social, economic and political organization is essential to the growth and development of a city. As a result of the more advanced social structure, bold aesthetic changes took place.Temples and other structures of the ruling group became permanent. Tremendous amounts of energy were expended to produce great edifices, such as palaces and cathedrals, which became a source of pride to the public and the seat of power for its rulers. In the mean time, most of the people lived as slave labour in mud huts or worse where none of the basic amenities existed. Such situations still exist in many parts of the world today, where great numbers of people live in slums. Evolution of Physical Form Two basic forms of settlements are noticeable: the walled town and the open city.Within these basic forms a wide variety of patterns are woven. Each form and design is shaped by the character of the society at the time. Few cities that thrived with great cultures began with a plan. They developed by a process of accretion; the growth was irregular, responsive to the changes in the habits of people and dynamic in character. They began as free cities settled voluntarily. Their external form and the physical pattern were introduced according to the structure of the land itself or the manner in which the land was apportioned among the inhabitants.Cities have been subjected to the process of continuous remodelling through the ages and the variety of their forms is the result of the particular force or forces that were dominant during the successive periods of their history. In order to discern the characteristics of a civilizat ion, attention cannot be confined only to the rulers but also to the affairs of the people. More than the great and the impressive structures, common dwellings of the people mark the culture of the cities.

Nature Vs. Nurture Theories essays

Nature Vs. Nurture Theories essays Nature Vs. Nurture Theories of Development G. Stanley Halls Recapitulation Theory emphasizes that the changes which characterize the human life cycle today, are parallel to the changes that our species went through during evolution. Hall saw adolescence as a period of transition from childhood to adulthood. He felt that childhood was a time when the innate characteristics of humans were similar to those of animals. Whereas, he felt that adulthood was a time that distinguished humans from animals and raised them to a higher level. So, basically this theory suggests that adolescence is a period of transition from being animal-like to being human-like (civilized). Such a transition is parallel to the evolutionary change that took place as humans evolved from being prehistoric/ape-like beings, to being civilized human beings. Because of the many changes and the great amount of difficulty involved with such, Hall perceived adolescence as a very stressful and difficult time. The main problem with Halls theory is that he didnt have an accurate understanding of the process of human evolution. His theory does not go along with the theory of survival of the fittest, which has been proven to be true. Even if his theory is looked at as an analogy, it still is not accurate because a 2 or 3 year old child has surpassed the capacities of prehistoric human-like animals(monkeys, apes, Neanderthals, etc.), which Hall correlates the stage of childhood to. Although Halls theory is important because it was the first scientific theory of development, it was never widely accepted because of its inaccuracies; ontogeny does not recapitulate phylogeny. Freuds theory of psychoanalysis is a weak interaction theory that places its emphasis on nature. He believed that the changes in a persons life were fixed and universal biologically based. Peoples experiences in life were acts to support those ...

What Christians believe about life is up to them. They should not try and make others accept their position Essays

What Christians believe about life is up to them. They should not try and make others accept their position Essays What Christians believe about life is up to them. They should not try and make others accept their position Essay What Christians believe about life is up to them. They should not try and make others accept their position Essay What Christians believe about life is up to them. They should not try and make others accept their position He said to them, Go throughout the world and preach the gospel to the whole human race The last commandment that jesus gave his disciples in marks gospel was this one which answers the above statement, and happy are those whose greatest desire is to do what god requires. There are many arguments for and against this issue, this essay will attempt to reach a conclusion on the central issues. The bible is the origin of the christian belief, when in doubt of any situation christians will refer to the bibles advice because they follow jesus the one who died to save them and therefore respect and obey every commandment he gives. So if Jesus told us to go and preach and save the world like he did we must follow in his footsteps to perfection. The main belief he urged upon us was to love one another. If we really did love the world we should be keen to help everyone enter heaven. Christians have a duty to work towards the completion of the kingdom of heaven. Some christians also believe that its the meaning of life that they must continue to finish what god started. They believe that themselves are very lucky to know christ and help the unfortunate who dont know him. To call upon the sinners did and to baptise them like jesus wants us to do. Jesus himself stood upto injustice throughout his whole stay on earth. For example in the temple when he became actively involved in displaying our faith publicly. We should feel the need to pass our belief because jesus did. Christians have always influenced society to the extent that our laws nowadays are based on the christian principles and traditions. However another christian may argue that jesus performance in the temple was unncessary and unloving, however in contradiction i can say that we believe that jesus is perfection and did everything correctly on earth, if he was to set an example for us this story is necessary to express the need of preaching actively or inactively. But some Christians go through so much to help others accept their position like Jeremiah who was lowered down a well even then he continued to preach like fire in my bone as he quotes. John the baptist was never afraid to speak out loud against whoever it may be, he even scolded the king for marrying his brothers wife. And risked and lost his head for his strong faith in displaying the rights and pointing out what was wrong in the kings actions. Fundamentalist are christians which hold strong beliefs they are prepared to do anything to reflect their views on others. Other Christians however think fundamentalists take life and enforce beliefs of their faith using violence which is unloving and cruel and undermines a persons value. But other christians believe that if some people dont believe in god/christianity then christians shouldnt interfere in how they love their life because we live in a pluralist world in which all views should be equal. Everyone is born free to choose what they want to believe they argue and christians shouldnt try and dictate to others what to believe. And if we risk to express our beliefs christians have to live in the real world because you could be in danger of being insensitive. Therefore the main conclusion is that we shouldnt make others accept our position however we shouldnt sit here and do nothing, we should like jesus said preach out loud and try and influence other people. However to use force breaks several other laws in the bible so theres no point obeying one if youre going to break a lot more at the same time. We have to do what love demands but there are limits to our actions, we have got to remember that the other person is also human with feeling and opinions and has exactly the same rights to try and influence you, so like in a challenge its how we portray our arguement that counts and may the best man win. Dont force people, influence them!

Strategic Procurement and Logistics Term Paper Example | Topics and Well Written Essays - 1000 words

Strategic Procurement and Logistics - Term Paper Example Trade obstacles have made the international market more incorporated as the obstacles and problems thwarting the free flow of goods and services become less. Organisational Behaviour is the orderly study of groups, persons and organisations to generate high-performing organisations that prompt high points of profits. People are the main significant benefits of the organisation based on behaviour. The organization and the surroundings contribute to a closed circle communication. Environment influences the organization followed by the production of a reaction from the organization, consequently finishing the cycle. It means that the outcome of the atmosphere on the organization cannot be entirely understood devoid of assessing the organizational reaction. Individual motivation, cooperation among groups and workers and the organisational civilization all add to the facts of organisational behaviour that assist in unlocking workers motivation, improvement and inspiration. This results in the creation of high performing organisations that produce high profits and output that uplift the community interests. Li & Fung Limited has ensured that nurturing a work culture in respect to the stakeholders, the organisation and the employee can be achievable in the progression. Li & Fung Limited has also embraced globalisation (Wu 2008). Globalisation is the rising of trade and industry interdependence of countries internationally through the escalating number of cross-border business of goods and services. The key issues that promote a good organisational environment include the even workflow in Li & Fung Limited organisation, which is facilitated by the attention given to the different sections in the organisation. This ensures that goods and services produced by the company are of high standards. The culture of this company observes the assumption and the principles shared amongst the members

Administrative corruption Research Paper Example | Topics and Well Written Essays - 750 words

Administrative corruption - Research Paper Example Lastly, the paper will explore the consequences of corruption and ways to deal with these consequences. Nevertheless, this essay focuses on presenting a discussion regarding administrative corruption in terms of types, cause, effects, and consequences. Definition According to Myint (3) corruption in its basic form regards to a form of dishonesty or fraudulent behaviors, by people in power, which may involve bribery, bribery, nepotism, extortion, embezzlement, and favoritism or involvement in actions that make people to be morally depraved. Types One of the forms of corruption is bribery that receives a substantial share of references, whereby people a bribe as money or favors for influencing a public official and it is in form of fixed sum, percentage of contracts favor in money in kind that is given to a state official. It also related to the bribe given to a state official to make a contract on behave of the state or business with a distribution of the benefits to the companies or the clients. The other type of corruption is nepotism that occurs when the administrative offices favor their relatives or close friends for a position in organization; especially if they hold a high position that involves decision making. This form of corruption is natural to human beings, whereby they can give preferential treatment to their family members and friends. For example when a student is a relative to the principal and the teachers are reporting low marks in subjects he is taking, the principal can change the low marks to high marks, thus falling a victim of the temptations of nepotism. The other example of corruption involves police receiving of bribe from corrupt individuals to earn a favors by breaking the law, fencing stolen goods and others like extortions by police officers. Police may also engage in violation of individuals rights either by use of excessive physical force which is brutality, discriminatory arrest, or verbal harassment. Causes The first cause of c orruption is increases in the level of poverty in the society, whereby only the rich are favored, while the poor continues to sail in their boat of thrifty (Myint, 5). Apparently, this hinders them from enjoying their rights as citizens of a given country. Therefore, it becomes extremely complicated when it comes to dealing with the corruption in the in various administrative departments. For instance, police may receive bribes from public transport vehicles where by ignoring the vehicles (Myint, 6). They do not arrest those drivers that are over speeding, this being one of the main causes of accidents. The other cause of corruption has also been evident through effects of political influence on administrative officers with differentiated political affiliations (Myint, 8). Certain politicians manipulate the some administrative officers in order to achieve their inclinations by using bribes, threats and nepotism; thus, politicians and leaders have increased ability to perpetrate corr uption in the society, and this has negative impact on members of the society. Effects Corruption in organizations has economic effects on the community relating to categorization of being major or minor, though both of them have a serious impact on the individual community. Corruption results to depletion of resources or the national wealth, thus taking the responsibility for the increase in the cost of commodities, funneling of scarce public resources, leading to uneconomic projects at the expense of the need projects by the public such as schools, hospitals and improvement of infrastructure in the society, and it also contributes to misallocation of resource, conversion of