Argumentative research paper Essay Example | Topics and Well Written Essays - 2500 words

Argumentative research paper - Essay Example Now, think about how different that morning ritual might have been without the technology? In fact, most human beings consider most of the modern technology that they use today to be pretty commonplace. This is mainly because technology enables them to fully perform multiple tasks in a great and quick fashion. Of course, there is a moment when that ceases to be a good thing. Likewise, in contemporary days, most adults perceive the technology that they use at work, at home or at school, as tools to use in the aim to accomplish a specific task. On the other hand, others have a very different and potentially dangerous relationship with technology. This is the kind of dangerous relationship that arises when people, as a society, become so completely dependent upon their technology that they become nearly useless without it. Some people believe that this dependence could lead to a dark future for humanity. The Millennials, the name given to those born between the early 1990 to the present , have been inundated with the convenience of advancing technologies all of their lives (McGlynn 12-13). The Millennials possess a false sense of entitlement - a laziness that is born of excessive convenience, and a total loss of self-sufficiency. For this reason, the Millennials overwhelming fixation, total reliance, and complete dependence on technology will lead to nearly helpless and hapless future generations. As mentioned earlier, the perspective and purpose of technology has changed greatly from the period mankind first began implementing the earliest technology. Since the beginning of society, people have invented tools that make their lives simpler, more productive and efficient. For instance, the wheel changed the transportation of goods. As an outcome of this, people improved that concept with the invention of trains and automobiles. However, many people still do not see the modernizations of technology as helpful. This is because they see technology as a means to perform tasks for them, rather than teaching them how to actually do things without using the technology. To demonstrate that, some people would likely write letters by using their iPads, rather than taking the time/effort to write them with their pens. This suggests that people may lose some basic life skills (like handwriting) if they keep using the new means of technology exclusively. Generation X, the first techno-generation, was literate and comfortable with new technologies. Nonetheless, most of their skills can be surpassed by children half their age from the Millennial generation today (Rapoza 49). While Generation X was competent with technology, Millennials are completely dependent on it. Indeed, the Millennials account for approximately 70 to 80 million people, which is roughly equal to 33% of the population of the United States (McGlynn 12-16). This dependence can be dangerous if it is passed on to the next generations as that dependence will only become more natural and common . When one looks at some of the different aspects of modern technology, (televisions that respond to voice commands, computers that answer any questions you have, and GPS that tell you how to reach your destination), one can see man’s modern willingness to allow technology to do everything for them, as opposed to using them as tools to accomplish a task. This is interesting because science fiction writers dreamt of such things many decades ago. As a

Finance and Business Essay Example | Topics and Well Written Essays - 750 words

Finance and Business - Essay Example Income Statement (per flight) (Fare Lowered) Average number of passengers per flight Average total revenue (212*280) Variable Costs Fuel costs Food and Beverage service costs (4*212) Commission to travel agents (10% of 59,360) Gross Profit Fixed Costs Fixed annual lease costs Fixed ground services costs Fixed flight crew salaries Operating Loss 212 59,360 (14,000) (848) (5936) 38,576 (53,000) (7,500) (7,000) (28,924) 3. Income Statement (per flight for Travel International’s offer) Number of flights by Travel International Revenue from Travel International Fixed Costs Fixed annual lease costs Fixed ground services costs Fixed flight crew salaries Operating Income 24 75,000 (53,000) (7,500) (7,000) 7,500 Report The calculations in the first part illustrate that Westcoast Air co. is currently incurring an operating loss of $31,012.5. This is mainly due to the fact that the costs are exceeding the revenues by a considerable margin. The seating capacity of the aircraft is 380; how ever, the average number of passengers per flight is even less than 50% of the aircraft’s capacity. This should be a symptom of worry for the Westcoast Air co. as it is not being able to efficiently utilize the capacity of its aircraft. The roots of this issue might lie somewhere in the marketing, advertising or service strategies of the company. Consequently, the average total revenue per flight is a modest $56,875.0. Though, it covers the variable costs of fuel, food, services and commission reasonably well, resulting in a Gross profit of $36,487.5; the problem arises largely because of high fixed costs. The annual leasing costs, constituting the bulk of the fixed costs along with fixed ground services costs and fixed flight crew salaries, result in a hefty sum of $67,500.0. An operating loss, which is the surpassing of revenues by operating costs, is considered to be a perilous warning sign for any business as it is an indication of discrepancies in the operating activitie s of the company. Thus, attempts should be made to tackle this problem on an immediate basis if the company wishes to survive in the market (Gibson, 2011). The company should lower the average one-way fare to $280 as it not only utilizes the vacant seating capacity of the aircraft by increasing the average number of passengers per flight up to 212, but it also reduces the operating loss incurred by the company per flight. When this measure is applied, the operating loss is reduced by $2088.5 to $28,924. The reduction takes place in consequence of increased revenues from increased customers. This proposal of cutting down the average one-way fare, by the Market Research Department of Westcoast Air is also significant because it indicates to the company, the path of eliminating the operating loss. Therefore, if the company makes further efforts to reduce its fare and increase its passengers, then a point will come when the company will be able to turn its operating loss into operating income. However, this turnaround depends on the accuracy of the projections made by the company with regard to fares and passengers. The analysis of financial results suggests that Westcoast

Multi Marriage Issue in Islam 'polygamy' Research Paper

Multi Marriage Issue in Islam 'polygamy' - Research Paper Example Polygamy is simply a legal and religious permission in Islam for men to marry four women at a time. Although this command is more like an option, but not an obligation to all Muslims. In Islam and other religions, polygamy has been established and valued as an important institution (Philips and Jones). Even, before the advent of Islam in the Arab countries, the concept of polygamy used to exist, but it was in its worst form particularly because of illiteracy, absence of social or civic sense, and status of women in the society. When Islam came to light in the Arab countries, a number of issues were resolved; one of the most important one was the status of women in the society and matters of multi-marriages. Islam has redeveloped the institution of marriage as it has allowed men to marry four women for the purpose of helping needy women (Philips and Jones). It has furthermore ordained men to give equal rights to women in every regard. This paper aims to discuss a crucial matter of pol ygamy within the context of Islamic way of lifestyle elaboration and guidelines of Prophet Mohammad PBUH, the messenger of God. Additionally, we shall also spotlight the status of women before and after Islam, their rights, and orders sent by God in Quranic verses regarding welfare of widows, needy and divorced women. The role of Muslim men is to protect the rights of women by following obligations of God. Polygamy Before and After: A Historical Reference The status of women before and after Islam is entirely different, and it also varies in several Muslim states. Differentiation in the status of women in Islam interprets laws and religious teachings of Islam in different manners. Historic data about Islamic teachings and status of women in the Arab countries reveals that before the advent of Islam women were highly devalued in societies. Attitude of men towards women was extremely negative as women had no dignity, position or honor in the society. Prior to Islam, the status of wome n was sighted as nothing, but a household good. Women, before the advent of Islam were treated as animal and bought and sold like any other non-living item (Khan). On the contrary, it can be said that some women who belonged to the noble tribes and valuable families of Arab had respect and dignity in the society up to some extent, unlike ordinary women. For instance, Khadija bint Khuwaylid, who was the daughter of Khuwaylid ibn Asad belonged to the famous and most powerful tribe of Banu Quraish. Khadija had gained respect in the society mainly because of her strong family background as her father was a successful businessman and powerful merchant of that time and Khadija inherited all wealth and dignity from her father (Haylamaz). But, such respect and value in the society was limited to only few women of strong and powerful tribes, who used to have control over different localities in the Arab land. Whereas, overall criterion was that women was considered as a hateful object, birth of a girl in any family was considered as a curse and people used to bury their daughters alive after birth. On such cruelty, God criticized and stated in Quran, "When news is brought to one of them, of the birth of a female child, his face darkens, and he is filled with inward grief! With the shame does he hide himself from his people because of the bad news he has had! Shall he retain her on (sufferance) and contempt, or bury her in the dust? Ah! What an evil choice they decide on?"

Small-Business Opportunities with the Navy Assignment

Small-Business Opportunities with the Navy - Assignment Example By statute, the Navy is required to implement some basic small business programs. The government provides opportunities in acquisitions to small businesses including the chance to participate in subcontracts and prime contracts. The following are the steps for acquiring the contract The Company will aim to be satisfied as a small business. It is primarily because the government retains a certain percentage of its contracts for small business holders and vendors (Contractor reference guide, 2014). Our company will identify a need that is yet to be in the Navy. Through our observation, there is a niche in the floor refinishing sector. It is especially because our product is, and therefore we are the only ones who can provide this service (Contractor reference guide, 2014). The Company then sends procurement letter to the Navy small business specialist who will advise us on the contract acquisition process. We will also market our product to the small business advisor so as he or she can consider us in the contracting process. The company will lay out the services it offers and then offer a price for which it is willing to work. Smart pay is such a website and serves to as a link between over 350 federal agencies. All this agencies will locate vendors and business through this online service (Contractor reference guide, 2014). Electronic contracting services offer a platform on which vendors can acquire contracts. They are also necessary for business such as the Navy since advertisement of their contracts may be done on these online platforms. Smart pay services offer charge cards to agencies throughout the United States government through master contracts with major national banks such as JP Morgan and Citibank. The charge cards are for contracting services where businesses and vendors are paid through the relevant banks. The advantage of smart pay is that

JFK STeel Mill Essay Essay Example for Free

JFK STeel Mill Essay Essay In his speech to the people of the United States of America, president Kennedy uses repetition and offers solutions with a very imperative tone to convey his opinion that steel companies are causing harm by making their prices higher. He continues to argue that in a rising industry, they are the cause of jobs being lost, and that because of them, the country will be further in debt. After catching the reader’s attention and undermining the steel corporation’s ideas, Kennedy solidifies his speech by using imperative syntax, which adds a sense of urgency to the situation. He constantly affirms the seriousness by using the word â€Å"necessary† and providing solutions to solve the problem. JFK states, â€Å"And it is necessary to stem it for our national security, if we are going to pay for out security communications abroad† (Kennedy). This quote shows that the country needs to take action over the steel industry for progress to come and for the country;s safety to be upheld. The repetition of â€Å"necessary† and his many quotes on protecting the nation reinforce his imperative tone throughout the speech, and shows the message of economic change and awareness that he pursues in this reply. Then, Kennedy uses the ethical appeal, which refers to the credibility, character and confidence of an author. There are many ways in which an author can create this appeal. During the time period in which it was written, cold war tensions were still lingering and Kennedy had just won the position as president in a very close election over an accomplished opponent. Therefore, just as this problem emerges, the nation is vulnerable and tense and has reached a turning point in history. Since he was elected president, the audience views him as an authoritative figure whose speech should be respected. Although Kennedy was young, he still faced critique on his tone and image, so it was expected of him to exhibit hope and compassion, while criticizing the steel industry. He continually opposes the actions of the steel industry in order to maintain his credibility, especially when he points out that, â€Å"The fact of the matter is that there is no justification for an increase in the steel prices. [ The Industry] was to achieve an agreement which would make unnecessary any increase in prices† (Kennedy). In stating this, JFK blatantly attacks the actions of the industry, making it plain to viewers and listeners that he was completely against this change in pricing. Also, throughout his speech, he presents and explains many quotes and statistics which prove the issues wrongfulness and prove the points he is maintaining. In doing these things, he establishes Ethical Appeal with his listeners and makes his speech much more trustworthy and agree-able. In conclusion, by establishing Ethical Appeal and pursuing an imperative tone through repetition, President John F. Kennedy created a powerful oratory protesting the rise in the prices of steel in the early 1960s. This speech was an efficient way to combat this terrible and harmful decision made by these companies, not only being able to protest the issue, but also accomplishing the unification of all Americans on a cause to end the rise in prices.

The Torture Of Suspected Terrorists Criminology Essay

The Torture Of Suspected Terrorists Criminology Essay Torture inflicts severe pain to force someone to do or say something, and has been used against prisoners-of-war, suspected insurgents and political prisoners for hundreds of years. In the 1970s and 1980s, governments began to identify a specific form of violence called terrorism and to identify prisoners as terrorists (1). This is when the history of torture and terrorism begins. While many countries practice torture against political prisoners, only some name their dissidents terrorists or face potential threats from terrorism. Governments have used systematic torture in conflicts with rebel, insurgent or resistance groups in long running conflicts since the 1980s (2). It is questionable whether these should always be called terrorism conflicts. Governments are likely to call their non-state violent opponents terrorists, but only sometimes are they clearly engaged in terrorist activity. Torture has always played some role in federal, state, or local policy. Prior to the innovation of the penitentiary system in the early 19th century, forms of physical punishment that we now consider torture were extremely common (1). Torture by United States forces in wartime is not unheard of. And the persistent use of torture against low-income communities of color has also been well-documented. The issue of torture in relation to terrorism was raised publicly in the United States in 2004, when news of a 2002 Memorandum issued by the Justice Department for the CIA suggested that torturing Al Qaeda and Taliban detainees captured in Afghanistan might be justified to prevent further attacks on the United States, where in reality it does not prevent anything (2). If we all took a closer look to what the terrorist torture does to humans we would see that it doesnt justify any means to be able to gather information. At times the United States goes too far when it comes to the techniques they use to gather information from a suspected terrorist. When it comes to the 9/11 attack, there is still no means for the harsh ways of torture for the prisoners held liable. After the attacks of September 11, 2001, the Bush administration began using torture-lite techniques against suspected terrorist detainees (3). These techniques have included water boarding, sleep deprivation, long-term use of loud noises, forced nudity, and forced standing. If any civilized person stood a day on these torture tactics, it would be I insane. Its like basically saying that you have no respect for human life, which basically means nothing to anyone, and that shouldnt be the case. Torture is by far the worst thing that any state or nation should do. There are obviously different ways to gather and receive information from the suspected terrorist groups, torture is never the answer and it shouldnt justify anything. The Al Qaeda attacks of September 11, the ensuing declaration of a global war on terror, and the rapid development of more stringent counter-t errorism efforts have pitched the issue of human rights and terrorism into high relief (2). This is true not only in the United States, but in a number of countries who have signed on as partners in a global coalition to crack down on terrorist activity. Indeed, following 9/11 a number of countries that routinely violate the human rights of political prisoners or dissidents found tacit American sanction to expand their repressive practices (3). At Abu Ghraib, U.S. military personnel and CIA interrogators were revealed to have gone several steps further, implementing forms of torture that involved lasting physical damage, sexual humiliation, and sometimes death (2). In the years immediately preceding the 9/11 attacks, there was no question that torture as an interrogation practice is out-of-bounds for American military personnel. In 1994, the United States passed a law prohibiting the use of torture by American military under any circumstances (2). Furthermore, the United States was bound, as a signatory, to comply with the 1949 Geneva Convention, which prohibits torturing prisoners-of-war (3). The Abu Ghraib province west of Baghdad in Iraq became a household name globally when news of American troops torturing prisoners at the Abu Ghraib (3). Scandal erupted when photographs taken by American military police, depicting their abuse and torture of Iraqi detainees, became public in April, 2004 (3). The photographs revealed to rture based largely on the sexual humiliation of the detainees. Seven soldiers engaged in the prisoner abuse were subsequently convicted in court martials on dereliction of duty and assault and battery charges. The Abu Ghraib prison scandal caused lasting harm to the American reputation and increased skepticism about American motives in its declared war on terror. What the people fail to see is that the United States government thinks that its okay to beat and torture these people until their last breath to say what they want to say. I remember we watched a movie in one of my classes where it dealt with the torture of the American Government to receive information regarding any more of terrorist attacks. This poor man said lies because of the way the government was torturing, so basically he just told them what they wanted to here. That just comes to show people that what the United States government is doing is beyond wrong and cruel. At times these issues come with looking at the fact that obviously these people are treated differently because of their race. At times the United States feels as if they have so much control over the people that they fail to see that there always are some kind of consequences when it comes to torturing people and at times torturing the wrong people. Human rights are relevant to terrorism as concerns both its victims and its perpetrators. The concept of human rights was first expressed in the 1948 Universal Declaration of Human Rights, which established recognition of the inherent dignity and inalienable rights of all members of the human family (2). The innocent victims of terrorism suffer an attack on their most basic right to live in peace and security. Torturing another human being is inexcusable, no matter the circumstance. Some may justify that the knowledge a terrorist might have could save millions of lives, and that in this case, the ends justify the means. To an extent I agree that the loss of an individuals well-being to save so many others can sometimes be justified. However, torture cannot be justified in this way because it is incapable of achieving its end; torture is not only inhumane, it is also very ineffective. When an individual is tortured for information, that person will say anything you want them to. While being tortured, an individuals number one priority is to make the pain stop by doing whatever the torturer asks. However, if you are torturing someone, they probably dont have much respect for you, and will have no qualms about lying their ass off. If a torturer is trying to get information about a certain subject, he obviously lacks the information he needs, and has no way of being able to tell whether or not the person being tortured is being truthful. Therefore any information from a person being tortured is unreliable and unusable. Torture also promotes terrorism. Terrorist actions against Americans stem from hatred for and a lack of respect towards our country. Whenever we torture a terrorist, members of his organization can use him as a poster child: Look at what the Americans are doing to our people. Look how inhumane they are. Look at how badly they treat us. Though we may hate terrorists for what they have done to our soldiers, torturing them is not a solution. It only continues the cycle. The best thing to do to captured terrorists is to treat them humanely, and give them, and other like-minded individuals, less reason to hate our country.

Literature review on Leadership vision styles and change

Literature review on Leadership vision styles and change Introduction: The following review is divided into three sections and investigates Leadership and Management literature to provide an insight into:- Leadership and Vision. Leadership Styles. Leadership and Change. The literature has been researched from various sources explained in Table No 1 shown on the following page. SECTION 3.1 Leadership and Vision. Introduction, This section will show literature researched and reviewed to provide a discussion for:- Section 3.1.1. What is a Vision? Section 3.1.2. Why have a vision. Section 3.1.1. What is a Vision? Research has shown there considerable agreement that a vision is a projection of a future desired state. The dictionary states Vision is Unusual competence in discernment or perception; intelligent foresight. Levin {, 2000, Vision Revisited: Telling the story of the future.} suggests that when you provide a vision you show an idea of what you would like to see happen in the future and show the possibilities of what could be achieved. Its effects should be inspiring, bold, future orientated but believable and achievable. It should be derived from what people desire i.e. to fore fill their own personal goals or to aim for what they value it is their ideals, goals, interest and desires. Also by defining a vision you answer the question of the stakeholders Whats in it for me Levin (2000) {, 2000, Vision Revisited: Telling the story of the future.} also states that a vision lets heart feel what the head is told and should be able to show you where you are going. Lewis (1997) {, 1997, Building a Shared Vision. A leaders guide to aligning the organisation.} supports these views and that a vision is an expression of where an organisation wants to go and how it intends to get there. Kotter cited by Hope, J. Bunce, P. (2008) {, 2008, Beyond Budgeting: Change Management} argues that a vision should be inspirational and emotional rather than rational and that when developing it expect it to be messy, ambiguous and encounter setbacks. It should also be flexible enough to accommodate small initiatives and changes as it progresses. Lewis (1997) {, 1997, Building a Shared Vision. A leaders guide to aligning the organisation.} states that a vision should show the promised land and inspire and exit people when they come to work. A note from Levin (2000) {, 2000, Vision Revisited: Telling the story of the future.} that visions if not deployed or understood correctly can become confused with other organisation terminology such as mission statements and strategies. Collins Parros (1996) {, 1996, Building Your Companys Vision} suggest that a vision can be broken down into two major components 1. A core ideology which is the glue for holding the vision together. 2. An envisioned future. These are then broken down again into parts such as core values, core purpose they also suggest a vision should show the future for the next 10-30 years Section 3.1.2. Why have a vision? Field Marshal Bernard L. Montgomery held the view that the leader must know what he himself wants. He must see his objective clearly and then strive to attain it; he must let everyone know what he wants and what are the basic fundamentals of his policies and that Every single soldier must know, before he goes into battle, how the little battle he is to fight fits into the larger picture, and how the success of his fighting will influence the battle as a whole. The whole army then goes into battle knowing what is wanted and how it is to be achieved. (Information supplied from Lancaster University course work Inspiring and Enthusing Others ) http://msc.manufacturinginstitute.co.uk/index.html. Lewis (1997) {, 1997, Building a Shared Vision. A leaders guide to aligning the organisation.} states that having a shared vision promotes motivation, meaning a direction and that a vision is vital to any great organisation. Research also found that a vision could help jumpstart and mobilise people to start progressing towards it and that it possess a potency adding a sense of purpose Nanus cited in Levin (2000) {, 2000, Vision Revisited: Telling the story of the future.} Collins Porras (1996) {, 1996, Building Your Companys Vision} provides evidence that organisations that hold a strong vision out performed the stock market by a factor of 12. Evidence provided through surveys states that having a vision aides the organisation and those who use one to empower others are more likely to be successful at managing change. by Larwood et al (1995) {, 1995, STRUCTURE AND MEANING OF ORGANIZATIONAL VISION} A vision also has a positive impact on employees performance and attitudes Kirkpatrick and Locke. (1996) to such an extent that it positively affected organisational-level performance measured by growth in sales, profit, employment and net worth. Baum, et al (1998). cited by Levin (2000) {, 2000, Vision Revisited: Telling the story of the future.} Kotter (2007) {, 2007, Leading Change} Stated in his eight steps to transforming your business shown in the table No2 below that step No 3 developing a vision is a vital part that should be completed as part of any change process and that you need to take time to get the team to establish it. Kotter also advises that you should use a vision as a tool to give direction. He states it should show clear intent Kotter cited by Hope, J. Bunce, P. (2008) {, 2008, Beyond Budgeting: Change Management} and believes it helps peoples decision making and strategy development. Lewis (1997) {, 1997, Building a Shared Vision. A leaders guide to aligning the organisation.} prescribes following the six phase steps shown below where he uses the hard and soft sides of management to build and implement a shared Levin (2000) {, 2000, Vision Revisited: Telling the story of the future.} also suggests that a vision can be used as a teaching tool as it gives direction and shows long term plans as well as being able to influence attitudes and behaviours. One noticeable quote when planning your vision implementation is one stated by Collins Parros. (1996) {, 1996, Building Your Companys Vision} A vision is never completed and when you think you have achieved it you should you should re-plan and replace it with another one. This is also supported by Lewis (1997) {, 1997, Building a Shared Vision. A leaders guide to aligning the organisation.} who states that a vision should always be just beyond reach and therefore requires continuously refined The literature reviewed has provided strong evidence to why you should have a vision and communicate it. It is now the intention of the author to complete a review in the form of a questionnaire to see if his new department are aware of the organisation vision. Checked for References, Quotes, et al etc up to here Checked for References, Quotes, et al etc from here SECTION 3.2 Literature Review for Leadership Styles This section of the report researches the difference between a manager and a leader. The report then goes on to investigate the difference in transactional and transformational leadership styles. It does not consider democratic, autocratic, lassie faire or if you are an X or a Y on McGregors theory styles as the author believe through experience and past research understands that as a manager or leader you select the best style you can to suite the situation at hand. The author also notes that if you can master this ability you will naturally move up the LMX Member. Leadership scale as you will have mastered some emotional intelligence. This report supplies the foundation for understanding what style of manager / leaders are within the SMS dept. 3.2.1. Research regarding a manager or leader:- Zaleznik et al (1997) {, 1977, Managers and leaders: Are they different?} suggests that manager and leaders are different. That they are different type of people and have different personalities, suggesting that a manager: Maintain a balance of operations. Managers rationally select goals to pursue to achieve outputs. Is a problem solver. Select goals and allocate resource. Use their experiences to get what is required. Relate to people by the role they play and power they hold. Like to work with other and dislike working on their own. and that to be a manager it takes persistence, tough mindedness, hard work, intelligence, analytical ability, tolerance and good will. Kotter (2001) {, 2001, What Leaders Really Do} supports this and states that management is about coping with complexity and argues it brings order and consistency. Zaleznik et al (1997) {, 1977, Managers and leaders: Are they different?} suggests leaders:- Create new ways of completing task. Explore more. Need to use their inspirational skills to influence people. Have the capability to motivate people in different ways. Kotter (2001) {, 2001, What Leaders Really Do} suggests the same and quotes that leadership is about coping with change and aligning people with their goals and getting people to believe goals. Kotter (1990) {, 1990, A force for change: how leadership differs from management} in his article A Force for Change developed the following table to explain what he believed were the comparison of leadership and management. In short Kotter (2001) {, 2001, What Leaders Really Do} states that:- Management controls people by pushing them in the right direction. Leadership motivates them by satisfying basic human needs A view note from Zaleznik et al (1997) {, 1977, Managers and leaders: Are they different?} is that leaders are more prominent than managers in time of stress such as financial decline or wars as they are more entrepreneurial. Goleman, D. (2000) {, 2000, LEADERSHIP THAT GETS RESULTS} who also supports the view that leaders set strategy, motivate, create visions and build cultures. Also states that successful leaders have up to six styles shown in table No4 below and that they can use to complete their tasks and those leaders who perform best have mastered four of these styles namely: Authorities, Democratic, Affiliate, Coaching. Goleman, D. (2000) {, 2000, LEADERSHIP THAT GETS RESULTS} states that good leaders can match the appropriate style within seconds for the situation and circumstances to get the best from the follower. He also believed that by developing emotional intelligence you could learn to instinctively select the appropriate leadership style to gain the best from the situation. The author now intends to use a questionnaire for the team leaders in his new department to investigate to see which of the two styles they represent. From the results of the questionnaire the author should understand the team leaders manager or leader style so he can best us of it during a programme of change. 3.2.2. Transactional or Transformational Leaders:- To commence this section lets firstly look select a definition of leadership as written by Tannenbaurm, Weschief, Massarik, (1961) cited by Wofford Goodwin (1998) {, 1998, A field study of a cognitive approach to understanding transformational and transactional} Leadership is Interpersonal influence exercised in situations and directed, through the communication process, towards the attainment of a specific goal or goals then research what style of leadership could achieve this. We could look at research stating:- McGregors Theory X Theory Y. Blake and Motons country club, Team Leader, Impoverish, Authoritarian leadership styles. Autocratic, Democratic, Lassie Faire styles Facilitating, Coaching, Delegating, Directing styles. But literature produced by B. Bass has captured the authors interest by suggesting that the transformational leader has the most effective style of leadership. cited by Wofford Goodwin (1998) {, 1998, A field study of a cognitive approach to understanding transformational and transactional} B. Bass discusses the difference between a transactional and transformational leader Cited in Transactional revisited by Whittington (2009) {, 2009, Transactional Leadership Revisited: Self-Other Agreement and Its Consequences} stating that the transformational leader can become the most appropriate style of leaderships as this type of leader has the knowledge and emotional intelligence to adapt and react to the situation or circumstances. This view is supported by Graem Uhl-Bien (1995) {, 1995 Summer, Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective} who suggest that the transformational leader provides the most effective type of Leader-Member Exchange. Suggesting that if performed correctly this can become a very influential and productive way of managing the role and managing the follower. Bernard Bass (1990) {, 1990, FROM TRANSACTIONAL TO TRANSFORMATIONAL LEADERSHIP LEARNING TO SHARE THE VISION} defined the benefits provided from the two types of leadership styles as:- Transformational Leader. Gets his followers to look beyond their own self interest for the good of the group. Pay close attention to individual followers not just the group. Provides vision. Gains respect and trust. Uplift morale of their followers. Suggest new ways of solving problems. Can instil pride and commitment into his employees Show more maturity and better results on the leader member exchange (LMX ) surveys. Transactional Leader. Satisfies the self interest of a follower. Provides promises of recognition. Uses pay increases as reward. Uses personal advancement as reward. Penalises employees for not doing well. Disciplines employees for not doing well. Monitors deviation from standards. Bass (1990) {, 1990, FROM TRANSACTIONAL TO TRANSFORMATIONAL LEADERSHIP LEARNING TO SHARE THE VISION} also states that the transformational leaders can make massive differences to an organisation effecting its health, well-being and performance. Wofford Goodwin (1994) cited in by Whittington (2009) {, 2009, Transactional Leadership Revisited: Self-Other Agreement and Its Consequences} provide more benefits stating that there is a predictable result of behaviours and outcomes between leadership styles and that transformational leader have consistently shown the highest levels of good results. Graen and Uhl-Biens cited by Howell (1999) {, 1999, The ties that bind: The impact of Leader-Membership Exchange`, Transformational and Transactional Leadership`, and Distance on Predicting Followers Performance.} state that there is a higher positive leader-follower relationship and better performance from followers from the transformational leader. Mumford (2000) {, 2000, LEADERSHIP SKILLS: CONCLUSIONS AND FUTURE DIRECTIONS} endorses these benefits and also adds that because of the present day climate industries need to be more flexible as transformational leader have better capabilities to aide the organisation in adapting quickly in environments of change. Literature continues and states that these two differing styles of leadership work differently and relate differently with their followers. Whittington (2009) {, 2009, Transactional Leadership Revisited: Self-Other Agreement and Its Consequences} states that transactional leaders need to have clear roles and responsibilities where transformational leader and followers dont. Whittington (2009) {, 2009, Transactional Leadership Revisited: Self-Other Agreement and Its Consequences} developed the understanding that there is a distance relationship between the success of the transactional or transformational leader. This research suggests that a transformational leader needs to be closer to his followers to influence them and get the best from their potential and that this is not required from the transactional leader. He states it is due to the transformational leader needing to develop a feeling of trust with the followers and interact more directly when he guides them. He suggests this leader needs this closeness to provide the environment for close personal communications when inspiring, empowering, stimulating and motivating his followers So if there are such benefits to the transformational style of management then we should look for them or look to develop them. Bruce J. Avalio et al (1999) {, 1999, Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire} state that the best questionnaire to use for this research is the Multifunctional Leadership Questionnaire (MLQ). If it is found that we only have transactional leaders then we know from the research completed by Bass (1990) that through training these can be developed into transformational leaders. Avolio et al (1999) {, 1999, Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire} suggests this could actually be more beneficial as he recognised that it is an actual part of the evolution of the transformational leader to have gone through a transactional leader stage. Whittington (2009) {, 2009, Transactional Leadership Revisited: Self-Other Agreement and Its Consequences} supports this and argues that armed with the capabilities of both styles of leadership, the best leader is the one who can understand when to use the appropriate style to match the situation or circumstance. Checked for References, Quotes, et al etc to here Checked for References, Quotes, et al etc from here 3.2. 3. Leadership Model for change:- The final Section of the literature review is it to develop an understanding of a model for change. The author has not research tools used to implement change i.e. stakeholder analysis, Force Fields analysis, Readiness analysis and planning tools used to plan progress along a change implementation i.e. Master schedules, Project management tools etc. Although the author appreciates that these are part of the process and are used to aide change implementation. He has instead looked to define a model for change which he can use when venturing into and through any change programme he executes. This literature review found that there are a considerable number of models available to aid implement change. One of which is Kotter ( 2007) {, 2007, Leading Change} Eight Steps to Transform Your Organisation shown below. According to Kotter (2007) {, 2007, Leading Change if you fail to complete and plan these eight steps you will cause the change to fail. Steps:- Increase urgency Build the guiding team Get the vision right Communicate for buy-in Empowers action Create short-term wins Dont let up Make change stick He recommends keeping the steps simple and plan them before you execute them then you will have more chance of achieving your goal. Rosabeth Moss Kanter cited by Hope, J Bunce, P. in Beyond budgeting Change Management (2008) {, 2008, Beyond Budgeting: Change Management} however described a five step process:- Communicating a compelling vision. Building a coalition. Transferring ownership to a working team. Learning to preserve. Making everyone a hero. From Kotters studies he argues that change fails because people are inexperienced and do not appreciating the process of change. According to Kotter (2007) {, 2007, Leading Change} he has viewed many organisations who have failed at implementing change due to this even though they have been attempted under different named initiatives. This view is supported by Bernard Burnes (2003) {, 2003, Managing change and changing managers from ABC TO XYZ} who argues that we need to consider developing the people that execute the change as well as the steps of the change. This is also supported by Kanter who cited by Hope, J Bunce, P. in Beyond Budgeting: Change Management (2008) {, 2008, Beyond Budgeting: Change Management} suggests that people need to change their behaviours to allow a change to happen. Kotter (2007) {, 2007, Leading Change} emphasises that change goes through phases and should be seen as a long term challenge and not a short term fix. Kanter cited by Hope, J Bunce, P. in Beyond Budgeting: Change Management (2008) {, 2008, Beyond Budgeting: Change Management} states that change should not be regarded as bold strokes but long marches. Zhongjun et al (2004) {, Dec 2004, An innovation process model for identifying manufacturing paradigms.} suggests that by identifying and challenging paradigms is a way of modelling your change. He argues that you can use this similar to using Lean Manufacturing techniques to identify your changes. Lean Manufacturing techniques are again another way to model you changes. Another view of modelling the change process is by gaining an understanding of what people go through when they are involved in change. Here suggested by William Bridges cited by Hope, J Bunce, P. in Beyond budgeting Change Management (2008) {, 2008, Beyond Budgeting: Change Management} where he describe that people go through a three step process:- Ending When people let go of their old identity Neutral zone When old behaviours die out and people go dormant for a while. Beginning When people get a new out look and a new sense of purpose. Lewin cited by Bamford, D. Forrester, P. (2003) {, 2003, Managing planned and emergent change within an operations management environment.} suggests that people go through three stages of learning when within a change programme Freezing Clinging to what you know. Unfreezing Exploring ideas. Refreezing Identifying new skills and attitude with previously held ones. It is also noted that people go through other such effects when involved in change such as effects on their self esteem transitions of change, they resist change and they can become blockers or inhibit change which can to be used to model the change progress and progress. By completing this research the author has noted many different ways you can model change and different ways you can use these models to aide change. The author now intends to conduct a survey on the team leaders within the SMS dept to show how effective a model for change had been during a recent change programme in the dept. Checked for References, Quotes, et al etc to here