Contact Information Essay Example for Free

Contact Information Essay Charlotte, NC (January 1, 2013) Johnson C. Smith University is having a Whitney Houston tribute on February 20, 2013. The school choir along with President Carter is organizing a beautiful tribute on campus. The tribute will be held in Biddle auditorium on that Wednesday. President Carter emailed students to find out who wanted to volunteer for the event and receive community service hours. Johnson C. Smith University will be selling tickets as well. The prices are 2$ for JCSU students, and 5$ for everyone else. Special guests will be Mariah Carey, Brand, and Chris Brown. The event has been posted in local charlotte area newspapers and it will also be discussed on the local news. President Carter said â€Å"This event is a must see, I think myself and everyone who helped did an awesome job. I suggest everyone come out and see this tribute†. After the event Johnson C. Smith University will have food sponsored by FDY food services. The food is free after admission and drinks are free as well. There will also be an autograph signing from the special guests after the event. Special guest Mariah Carey says â€Å"It’s always a pleasure doing events like this. Anytime I can help, and give back, I’m always willing to†.

Speech motivating people Essay Example for Free

Speech motivating people Essay You never know what you have until its gone.In this modern contemporary society, we are flooded with images of success, money and power, but have you actually delved deeper into societys faà §ade and what it means to be alive? As a psychologist, I have encountered numerous individuals with diverse dilemmas, each one unique in their own way, but many have one thing in common, they take life for granted. Human beings have a curious capacity to take things for granted. The most exquisite diamond loses its lustre with familiarity. The most compatible intimate becomes boring. Miracles like the daily sunrise fail to astonish because theyre commonplace! Repetition and time dull our sense of wonder. We endow novelty with powers and attributes that it does not really possess. When a thing becomes familiar to us, the mystery we have projected onto it is lost. We see it without the overlay of our imaginings. The irony in this idiosyncrasy of human character is that we are disappointed by the very things that used to excite us. The most profound patient that has ever crossed my path was a young girl suffering from spinocerebellar degeneration, a terrible disease where the cerebellum of the brain gradually deteriorates to the point where the victim cannot walk, speak, write, or eat. This girl was around 17 and was smoothly voyaging through year 11 when she was diagnosed with the disease. Enrolled in a top selective high school with a bright prospect ahead, the heart wrenching news brought tears to her eyes for the many sessions we had together, it pained my heart to see her journey suddenly cut short. The question she asked me why me, why do I have to die early? left me at a crossroad, paths lay before me as I tried to pick which response was the most paramount to cheer her up. Looking deeply at her beautiful face streamed with tears, my heart shattered, I asked her Why do we have life? Why do we get to have this experience at all? We werent promised any deal. We arent owed this opportunity to create experiences. No one was under any obligation to deliver us any particular deal in this realm. And yet we are here. A wide open opportunity to wake up and do something completely different every day. Every day, every moment  even, an opportunity to create something in our life. This is the same question I pose to you today. She faced a greater obstacle than us, but she stood firm and persevered, writing in her diary to remember her experiences until she could no longer hold a pen. She managed to face her cruel fate with a positive outlook, and tried her best to do whatever she could by herself. A while back, my father passed away from cancer, it wasnt like we werent expecting it, its one of those things you know is inevitable, but you dont really believe it will ever happen. Parents are a constant part of our life, a part so constant and so close that we often take them for granted. The reality is that they can disappear so incredibly fast. People we love can be here one day and gone forever the next. Our days on this earth are numbered, and its something we often forget. If there are things in your life that you want to change, or things that you want to do, dont wait. Are you living the way you want to be remembered? I had put off simply picking up the phone and calling my dad to tell him how much I loved him, and now Ill never have a chance to again. If I could travel back in time, I would in a heartbeat to bridge the gap between our relationships. People desire so many things and waste their days in vain. Some yearn for gold, others for power, yet others for glory and a higher position. But when deaths moment nears and they look back at their lives theyve lived, they realise theyve been happy only during those moments when theyve loved. Our lives are but a fleeting moment in time. They come and go so quickly. Live each day of your life to the fullest, as it its all going to end tomorrow. You have to live for what you have, live for now, grasp every second that you can. Appreciate and love everything there is. Cherish every breath you take, every smile you share, and every tear that falls. These are the moments that pass without a single thought. My journey has been full of poignant experiences, but it isnt through the destination that we discover the important lessons in life, but through the  highway that we travel on, the obstacles we encounter that forces us to come face to face with reality. Thats when we learn that our most imperative messages. You never know what you have until its gone. I never fully realized just how deep the meaning of that sentence really was, until I have experienced it, and it was too late. A final quote which I would like to impart to you was by Abraham Lincoln, In the end, its not the years in your life that count. But its the life in your years.Bibliography:Jone Johnson Lewis 1995, site I used to find the quotes. Ichi Rittoru no Namida (one litre of tears), video recording sparked the idea of the speech and used the basic plot. Robert McChesney 2004, The Problem of the Media, Monthly Review Press gave me some ideas of what the media projects onto contemporary society.

Impact Of Positive Organisational Behaviour Saudi Corporation Management Essay

Impact Of Positive Organisational Behaviour Saudi Corporation Management Essay This section includes a comprehensive discussion of the major concepts and theoretical literature that are relevant in this study on the impact of positive organisational behaviour in a Saudi corporation. This chapter builds the research framework by reviewing relevant literature on organisational behaviour, the role of managers and leaders, managing diversity and ethics, the role of behaviour and work outcomes, positive psychological capital, employee engagement, and psychological contract. Organisational Behaviour It is an accepted maxim of the modern business world that if organisations are to obtain a degree of competitive advantage, they require several key factors. Chief amongst these are a highly skilled work force; an excellent level of technological proficiency; and consistency in delivering higher quality products and services than their competitors (OReilly and Pfeffer 2000, p. 48). Obtaining and developing these factors is possible only if a company has a highly motivated workforce, which is willing to devote large amounts of discretionary effort to helping the company meet its goals. This argument has been supported by research that has shown that it is generally employees that drive success in the modern world, regardless of whether that success if defined as profitability, productivity or some other form (Pfeffer and Sutton 2000, p. 32). Unfortunately, the question still remains as to what steps companies can take to consistently motivate their employees to achieve this improved l evel of performance. One of the most prominent systems for achieving this, and one which is widely applied in modern organisations, is the concept of behavioural management (Stajkovic and Luthans 2003, p. 155). This concept focuses on the principle of contingent reinforcement, arguing that by rewarding desirable behaviours and punishing or discouraging undesirable ones, humans will moderate their behaviour to achieve the maximum rewards. However, this theory has come in for criticism with Bandura (1987) arguing that If people acted on the basis of informative cues but remained unaffected by the results of their actions, they would be insensitive to survive very long (p. 228). This implies that, over time, people will work out that the behavioural approach to human resource management is having consequences in terms of making them work harder, and hence will moderate their behaviour further to address this point. The thrust on organisational behaviour as an important human resource management concept did not come until the late 1980s (Robbins 2003). Traditionally, business students and future managers received intensive technical training in economics, statistics, accounting, and management theories in order to equip them with the tools in successfully leading companies. There was no mention of the importance of analysing human behaviour in the management equation. Capitalising on the technical aspect of business management had its advantages, but business researchers and practitioners soon found that while technical skills may have increased employee specialisation, it did little to produce successful employee relationships or interactions. Organisational theorists and researchers such as Luthans, Hodgetts and Rosenkratz (1988) were able to demonstrate that human resource skills and communication skills were in fact vital factors in effective leadership and management of business organizatio ns. The traditional skills such as planning, controlling, and decision-making only accounted for 19 percent of the formula for success. Organisational behaviour is defined as an interdisciplinary field which studies individuals and their behaviour within the context of the organisation in a workplace setting (Miner 2005, p. 3). Organisational behaviour focuses on the moods, feelings, and emotions of people in the workplace and studies stress, employee-manager relationships, physical settings, group dynamics, and reward/punishment systems in the work setting. Miner (2005) stressed the importance of the feelings, thoughts and actions of employees in influencing organisational culture. When workers are unhappy, they are unproductive (Luthans 2002a). However, ensuring excellent performance and high productivity is a multidimensional process. Organisational values change over time and employee behaviour is not static. This makes organisational behaviour a focal point in mapping out organisational development. By examining the behaviour of employees over time, management can formulate policies and solutions that impact emp loyees. So far, studies on management and organisational theory have pointed to different variables that drive employee behaviour and productivity. Managers have decided to implement policies to influence team productivity and enhance overall organisational efficiency with differing results. The strategies and approach have also been heterogeneous no one strategy has been proven to be effective in all internal or external organisational environments. What works for one company may not work for another. What several studies have highlighted is the importance of organisational personality in influencing a positive or negative work environment. Nelson and Cooper (2007) explained that the behavioural approach toward management improves organisational processes, interaction, communication channels between employees and managers, and the overall quality of service delivery of the organisation. Aparnas (as cited in Nelson and Cooper 2007, p. 87) study on team behaviours within organisations sugges ted that an organisations identity is influenced by both internal and external forces. Nelson and Cooper (2007) suggested that an organisations strategic plan can modify organisational culture. This finding supports the theory that external influence is effective in forming organisational personalities. This external influence falls within the scope of the functions of managers and leaders. By crafting strategy plans around organisational behaviour, managers and leaders can influence business success by motivating positive behaviours among employees. Managers and Leaders As pointed out earlier (Nelson and Cooper 2007), managers and leaders have an important role in introducing external influences to promote positive organisational behaviour. Managers and leaders are often referred to in the same context or not distinguished at all but in the study of organisational behaviour, a distinction is made (Nelson and Cooper 2007, p. 23). Categorising managers and leaders on the same level leads to role confusion and sometimes places individuals in functions they are not proficient in. This is especially true for large business organisations. Griffin and Moorhead (2010) believe that in the interest of maximising the true potentials and proficiencies of people in organisations, the organisational structure must differentiate the manager from the leader. Theorists (Bennis 1989, Yukl 2002) consider the manager and the leader as having unique functions and characteristics although these may overlap from time to time. Bennis (1989) considered leaders to display pa rticular traits such as inspiration, innovation, and development while managers were maintainers, controlling, and administrative. A manager is a person who identifies and achieves organisational objectives through the deployment of appropriate resources (Griffin and Moorhead 2010, p. 14). Managers are those that traditionally assume responsibilities in human resources which require communication skills and documentation. In the era of globalisation, managers have been challenged to be more knowledgeable of information technology to greatly enhance the management enterprise and to boost managerial capability to document and communicate with people in the workplace (Bloomberg 2009). On the other hand, a leader is a person who influences a group of people towards the achievement of a goal (Yukl 2002, p. 132). As a characteristic, leadership is considered to be the result of both nature and nurture and while there are people born with natural leadership traits, leadership can be learned (Bennis 1998, Yukl 2002). Moreover, not one leadership style is best-suited in all work environments. Two theories adopt this view: the contingency theory of leadership by Fred Fielder (1978) and the situational leadership theory by Paul Hersey and Ken Blanchard (1969). Fielders contingency theory emphasised on the behaviours and reactions of leaders in particular situations. They believed that effective leadership depends on how a leader matches his style of leading with the organisational environment. Hersey and Blanchards situational leadership theory stressed that there is no singular best leadership style. According to both, successful leadership is task-relevant and is dependent upon two factors: 1) the leadership style adopted and the 2) maturity level of the group being led. Choosing the appropriate leadership style also has to consider the type of tasks or functions which need to be accomplished by the group (Hersey, Blanchard, and Johnson 1996, p. 34). The main difference between managers and leaders is that the former are more goal-driven while the latter vision-driven. Bennis (1985) pinpointed the difference saying, managers are people that do things right and leaders are individuals who do the right thing (p. 21). Whatever differences they may have, Griffin and Moorhead (2010) opined that organisations need both management and leadership if they are to be effective. Leadership is necessary to create and direct change and to help the organisation get through tough times. Management is necessary to achieve coordination and systematic results and to handle administrative activities during times of stability and predictability. Management in conjunction with leadership can help achieve planned orderly change, and leadership in conjunction with management can keep the organisation properly aligned with its environment. Managers and leaders also play a major role in establishing the moral climate of the organisation and in determining the role of ethics in its culture (Griffin and Moorhead 2010). Managing Diversity in the Workplace A prominent reality that managers face in the modern organisational environment is diversity. Diversity is an important facet in the study of organisational behaviour because it characterises the different beliefs, persuasions, and behaviours of employees especially in multicultural organisational environments (Adler and Gundersen 2008, p. 65). Diversity is present when people with similarities and differences in age, ethnicity, religion, culture, and educational attainment are grouped together within the same working environment (Griffin and Moorhead 2010). Workplace settings today have become increasingly diverse due to equal opportunity legislations that secured the presence of women, minorities, and differently-abled persons in the workplace. Managers use different strategies in approaching diversity. On an individual scale, diversity may be handled by learning about others and demonstrating empathy and respect for cultural differences. On an organisational level, managers may use mentoring, training, work/life balance problems and implementing alternative work schedules. To manage diversity, Adler and Gundersen (2008) believe that organisations must establish a system of ethics in the workplace to support an ethical organisational culture. Relevant to this particular study is how to manage diversity in a multicultural workforce. In a society characterised by a melting pot of cultures, managers of Saudi companies are challenged to adapt and handle cultural differences vis a vis ethics and performance (Al Kibsi et al. 2007). Managing diversity in multicultural work environments is difficult but attainable if organisational leaders are sensitive and are committed toward adapting to cultural differences. Diversity must be handled with sensitivity and tolerance. Ethical questions may be interpreted differently by one culture and not by others; connotations may be attached to the meanings of some words which may be taken negatively by individuals or groups. Managing diversity has also become a priority in order to prevent legal claims of employee discrimination (Cameron, Dutton, and Quinn 2003). As a result, oganisations are turning to diversity training and multicultural strategic planning and organisational development to combat these problems. Human resource management is inextricably linked to handling cultural issues (Cameron, Dutton, and Quinn 2003). Because culture defines people, their behaviours and beliefs, managers need to be sensitive and proactive in addressing ethical or work relationship conflicts that pertain to differences in culture. When tackling the human resource strategies that are applicable to specific companies, culture should be seriously taken into account. Bell (2005) explained that managers in Saudi companies face numerous challenges in driving the performance of business organisations due in part to cultural factors. Problems such as low motivation (Bell 2005), tardiness and high turnover (Al Kibsi et al. 2007), and emphasis on higher pay (Al Kibsi et al. 2008) are some of the cultural characteristics of the Saudi workforce. Bell (2005) attributes this to the historical development of Saudi society. Many of its young professionals are members of privileged families and the influence of accumulate d wealth due to the oil boom has instilled a cultural preference for managerial positions and disdain for labour-type jobs. Al Kibsi and colleagues (2007) found in their study that foreign labour has become so necessary in running Saudi companies because private companies are unable to provide organisational structures that meet the desired rewards, career paths, and salaries demanded by Saudi professionals. Gopalakrishnan (2002) revealed in a study of culture of Saudi companies that honest and candid evaluations of performance have a high likelihood of eroding self-esteem among employees. Gopalakrishnan (2002) explained that unlike the highly individualistic culture in the United States, employees in the Middle East value collectivism and group work. Culture is a significant factor that managers must take into consideration because it also impacts employee motivation and consequently, work performance. Motivation in the Workplace Motivation is an important management process because it allows managers to influence the behaviour of employees by knowing what makes them tick (Luthans, 1998). Motivation is defined by Luthans (1998) as the process that arouses, energises, directs, and sustains behaviour and performance (p. 43). Motivating people is stimulating them to work toward a desired task. Employing effective motivation has been shown to impact employee satisfaction an organisational commitment (Luthans 2002a). Salary increases or promotions are not the only effective motivators; other incentives can be offered in order to spur employee motivation. It is a common assumption in management that organisational goals cannot be attained without the sustained commitment of organisational members. Motivation is characterised by factors which cause, channel, and sustain human behaviour in a particular committed direction (Adeyemo as cited in Alder and Gundersen 2008, p. 29). Some of the fundamental assumptions that managers and management researchers have about motivation are: 1) that it is a positive thing because a person cannot be confident about him or herself without being motivated (Alder and Gundersen 2008), 2) motivation is just one among several factors that contribute to a persons work performance aside from skill, resources, and work conditions (Luthans 2002a), 3) motivation is a renewable resource that needs continuing replenishment (Zhao 2009), 4) motivation is a management tool that managers should capitalise on in order to direct organisational performance (Griffin and Moorhead 2010). If managers are knowledgeable about the needs and drives of their workers, they can tailor work assignments and rewards according to what is stimulating for them. Managers motivate by appealing to the needs and desires of individual workers (Luthans 2002b). Theories of motivation Abraham Maslow, in his 1943 seminal work A Theory of Motivation, suggested that human beings five basic needs form a hierarchy: from physiological, to safety, to social, to esteem, to self-actualisation needs (Adler and Gundersen 2008). In his model of the needs hierarchy, Maslow explained that individuals are fundamentally directed toward the satisfaction of physiological needs. Physiological needs include basic human needs such as food, shelter, and clothing. As the primary need, Maslow believed that these needs have to be satisfied first before people can be motivated to satisfy other higher-order needs. After the satisfaction of physiological needs, safety and security go next. Safety and security refer to the need to be free from physical harm, from basic needs deprivation, and self-preservation. Next comes social affiliation which is the need for the individual to belong to one or more social groups and to be part of meaningful human relationships. After the social needs are sa tisfied comes the need to fulfill individual desires such as self-esteem and greater personal recognition from other human beings. Achieving self-esteem allows the individual to acquire self-confidence, power, prestige, and control over their circumstances and their contribution to their immediate environment. When self-esteem is satisfied, individuals progress toward self-actualisation which refers to the need to maximise ones potential and to become what one is capable of becoming (Hersey, Blanchard, and Johnson 1996, p. 81). According to Maslows needs hierarchy model, higher order needs (esteem and self-actualisation) only become activated, and thus motivate behaviour, after lower-order needs have been satisfied. This approach has been critiqued to be applicable only in the Western organisational context since motivation of employees from more collective-oriented cultures differs from that of their more individualistic Western counterparts. An individuals needs are particularly bound by culture (Alder and Gundersen 2008, p. 75). While Maslow concentrated on satisfying extrinsic factors to drive motivation, Frederick Herzbergs two-factor motivation theory stated that intrinsic factors are also important (Alder and Gundersen 2008, p. 76). Extrinsic factors include supervision, relations with co-workers, salary, company policy, supervision, and administration. Intrinsic motivators correspond to higher-order needs on Maslows hierarchy, including the work itself, responsibility, recognition for work done, and achievement and work advancement. Despite the acceptance and recognition of the two-factor motivation theory, its universality cannot be assumed. Factors which act as motivators and demotivators vary across culture (Griffin and Moorhead 2010). Hence, managers who are about to enter a new culture should be observant about the cultural factors which appear important and not assume the transferability of their earlier experiences with a particular culture. Positive Organisational Behaviour While organisations are looking to use human resource management concepts to boost the performance of their employees, only around half of all organisations have positive experiences of using them, and believe that they actually matter (Pfeffer 1998, p. 12). As a result, only a small fraction of organisations consistently implement and devote sufficient attention to high performance HRM practices. This further increases the degree of scepticism amongst workers, as more and more of them encounter poorly implemented practices that are often abandoned due to a lack of time and effort (Luthans and Youssef 2004, p. 143). This can lead to the spread of a negative and pessimistic form of organisational behaviour spreading throughout organisations that are using traditional forms of human resource management. The popularity of positive psychology has led to a reconsideration of traditional HRM practices that focus more on the negative aspects of organisational behaviour. Positive organisational behaviour has been defined by Bakker and Schaufeli (2008) as a management concept which emphasizes the need for more focused theory building, research, and effective application of positive traits, states, and behaviours of employees in organisations (p. 147). This implies that not only do organisations need to work on developing positive organisational behaviour, but also on ensuring that this behaviour is effectively applied and thus produces the desired outcomes. Otherwise, if the positive organisational behaviour fails to produce noticeable improvements, employees may lose heart and much of the optimism in their behaviour may be lost. Further to this, the concept of positive organisational behaviour needs to show the added value of the positive over and above the negative (Bakker and Schaufeli, 2008, p. 147) in order to gain wide acceptance and the attention needed to develop further. One of the main potential methods through which this added value could be demonstrated is that positive organisational behaviour is strongly linked to levels of work engagement. According to Bakker et al (2008) this implies that the development of positive organisational behaviour can lead to a positive, fulfilling, affective-motivational state of work-related well-being that is characterized by vigour, dedication, and absorption (p. 187). In other words, developing positive organisational behaviour is more likely to make employees feel positive about their work, and also to engage more strongly with it. This in turn will lead to the employees caring more about the outcomes of their work as outcomes in their own right, rather than simply as tasks they have to complete in order to gain promotions or justify their salaries. This argument is supported by Bakker et als (2008, p. 187) empirical research, which showed that work engagement is influences strongly by the level of job resource s that employees have access to, and the level of personal resources that are inherent to the employee themselves. Of these, job resources focus on factors such as the supervisory coaching and feedback that the employee receives, whilst personal resources include many of the resources associated with positive organisational behaviour, such as optimism, self-efficacy and self-esteem. In addition to this, the research shows that work engagement is a valid predictor of job performance and client satisfaction, indicating that it can help to achieve the employee performance boost needed by modern organisations (Bakker et al, 2008, p. 187). Positive organisational behaviour [POB] emerged from the positive psychology approach in 1999 and was pioneered by Fred Luthans. Positive psychology departs from the traditional negative thrust of psychology as a field which studies illness rather than wellness and instead, proposes that the strengths and virtues that allow individuals and communities to thrive should be studied. Positive organisational behaviour focuses on theory building, empirical research, and application of positive attitudes, traits, and behaviours of employees within organisations (Luthans and Youssef 2007). Luthans (2002a) defined positive organisational behaviour as the study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in todays workplace (p. 59). Positive organisational behaviour is a psychology-based approach toward human resource management and operates within a framework t hat considers employee happiness as viable objectives in themselves. Proponents of positive organisational behaviour treat employee well-being and health to be of strategic value for businesses. Instead of viewing occupational health and employee well-being as costs, positive organisational behaviour proponents consider them sound investments. Typically, POB focuses on use of organisational resources in increasing psychological capital, employee engagement, emotional intelligence, and psychological contract. POB is implemented in organisations to stimulate peak performance and enhance the conditions under which employees function and thrive. Psychological Capital The concept of psychological capital has become an important construct, not only in human resource management, but also in other areas such as leadership research. Psychological capital is seen as a key factor in allowing leaders to develop positive organisational behaviour within the organisations that they lead. This link is strongly supported by the research of Toor and Ofori (2010, p. 341) which found that psychological capital is strongly correlated with both leadership authenticity and transformational leadership. In their leadership study on construction and engineering project leaders, a distinction was made between traditional project leaders who drove performance through power, task orientation, and authority and authentic leaders who drove performance through positive values such as morality, ethics, and collective well-being. Authentic leaders who use positive behaviours capitalise on the environment of trust and are able to motivate people better and accomplish challengi ng tasks (Toor and Ofori 2010). Authentic leadership possesses high potential for development as well as veritable performance of construction project leaders. At the same time, the existence of transformational leadership in an organisation plays an important role in the ability of the organisations psychological capital to drive positive organisational behaviour and desired outcomes such as extra effort and satisfaction on the part of employees. However, there is also evidence to suggest that the development of psychological capital in organisations and its ability to drive positive outcomes at both the individual and organisational level, is strongly linked to the level of focused training and development that employees receive (Luthans et al, 2010, p. 41). An exemplary case is UK retailer Tesco which has one of the most impressive workforce development programmes. Tesco employees were considered the happiest and the most loyal in a survey among UK companies (European Monitoring Centre on Change 2007). Tesco has built its image on positive values such as ethics, morality, and human rights. For instance, it has a Working beyond retirement policy which accepts workers above the age of 50, a Remploy policy which brokers jobs for disabled individuals, a basic skills training program, and The Step Change Programme which values the initiatives of employees in suggesting company policies to enhance customer service and satisfactio n. This has resulted to high levels of employee and customer loyalty, positive relationships with suppliers, and efficiency savings amounting to GBP350million (European Monitoring Centre on Change 2007). The Tesco experience implies that psychological capital is not only something which emerges at work through the day to day actions of managers and leaders, but can also be developed through direct training interventions for the workforce. Indeed, the study by Luthans et al (2010, p. 41) indicated that said training interventions not only may be used to develop participants psychological capital, but can also lead to an improvement in their on-the-job performance. This indicates the importance of developing psychological capital at all stages of the human resource management cycle, in order to maximise the potential gains from positive organisational behaviour. Psychological capital refers to the positive psychological states that an individual owns and can use to achieve greater effectiveness in organisations. A comprehensive definition of psychological capital is: An individual state of positive psychological development, which is characterized by: (1) possession of confidence (self-efficacy) by which challenging tasks can be successfully completed through showing and paying necessary efforts; (2) positive attribution should be made on the current and future success (optimism); (3) targets need to be adhered to, and if necessary the line of achieving goals can be re-selected in order to be successful (hope); (4) When confronted with the problems and difficulties, success can be achieved by sticking to goals, quickly restoring and taking roundabout ways (resilience). (Luthans, Youssef and Avolio 2007, p. 15). According to Luthans and colleagues, psychological capital or PsyCap leads to positive organisational behaviour which in turn makes employees work more diligently, adhere to ethics, and acquire higher job satisfaction and improved performance (Luthans, Avolio, Avey, et al. 2007). Psychological capital has four components: 1) self-efficacy, 2) hope, 3) optimism and 4) resilience (Luthans 2005). When used together with social and human capital, psychological capital represents the human resource that each individual owns and which organisations can measure, invest in, develop, and manage effectively. Today, the application of PsyCap is growing in many global companies (Avey 2007). The Kellogg Corporation has institutionalized PsyCap training for all its managers. Engineering leaders and senior managers of The Boeing Company also underwent PsyCap training. Moreover, Boeing has included PsyCap as a workforce development indicator (Avey 2007). Self-efficacy Self-efficacy is the belief that one is capable of attaining specific goals by mobilising motives, cognitive resources and actions (Bandura 1997, p. 76). It refers to positive beliefs and confidence on ones skills and abilities to perform desired task. Persons having high self-efficacy perceive highly that they are capable of taking action and modifying their environment using several resources. Stajkovic and Luthans (1998) believed that people with high psychological capital are more persistent despite failures and are less disheartened and less likely to resign when faced with possibility of failure. Hence, self-efficacy positively impacts work performance. Luthans (2005) recommends ways in which organisations can nurture self-efficacy of employees in his Psychological Capital Intervention [PCI] model. One is to allow employees to identify concrete targets based on employees professional skills. In this manner, employees can process goals in groups and analyze methods in achieving them while criticising and modifying goals. This form of intervention strengthens goal commitment and task control among employees. Another intervention is provide avenues such as trainings and drilling programs where employees can share success stories and exchange experiences in order for them to appreciate that success comes with positive and sustained efforts. Another intervention is to establish expectations by mobilising emotions and persuasions to stimulate confidence among employees that with the proper strategies and timetables, goals can be met. A fourth intervention is the use of positive and constructive defense mechanism in organisational culture through humor, compensation, and sublimation. The idea is to not embarrass or humiliate employees who are frustrated over unachieved goals but to deal with it positively while regaining the employees self-confidence and psychological stability in the process. Hope Hope refers to a positive motivational state characterized by a sense of success resulted from interactions based on agents (goal-oriented vitality) and the paths (plans to achieve goals) (Snyder and Lopez 2002, p. 34). Hope represents an individuals determination that goals are achievable and the individuals conviction that pathways will lead towards attaining these goals. Hope can be determined through two factors: path and willpower (Snyder, Feldman, Taylor, 2000). Peterson

Antigone: Hero Or Fool? Essay -- Greek tragic hero

In Greek literature, a tragic hero is based upon an individual having several of the following qualities: having a high social position in society; not being overly good or bad; being persistant or stubborn in their actions; having a single flaw that brings about their own death and the death of others; and obtaining pity from the audience. Antigone was a prime example of a Greek tragic hero. Antigone, being the daughter of Oedipus, obtained a high social standing in Thebes. Prior to his self-exile from Thebes, Oedipus was the city's king. Because of her high standing in society, Antigone was capable of great suffering, in that she had a reputation and a vast amount of respect to lose. Antigone's good side is demonstrated by her insistance on respecting her brother Polyneices' right to be buried in the religious tradition of Greece. The Greeks believed that it was of most importance to bury a person who died in battle so that their soul may continue on in the after life. Antigone is willing to risk her own life so that Polyneices can have to proper burial that she so strongly feels he deserved; "but I will bury him: and if I must die, I say that this crime is holy: I shall lie down with him in death, and I shall be dear to him as he to me." (Prologue, line 57-59) Having a fatal flaw is one of the characteristics of a Greek tragic hero. Antigon...

Romeo And Juliets Fate :: essays research papers

William Shakespeare wrote many great plays in his day. His tale of Romeo and Juliet portrays a tragic love. This play ends with the deaths of the key characters Romeo and Juliet, because of their forbidden love. Many factors contribute to their demise. The scene of when they first meet, the fight between Tybalt and Mercutio, and the final death scene all reveal why the two of them cannot be together in the end. Romeo and Juliet are ultimately killed because of their decisions and fate. The effects of Romeo and Juliet’s decisions and fate are first apparent in the scene when they first come together. When Romeo says to Juliet in the Capulet party, "Thus from my lips, by thine my sin is purged" (I,v,108), and then he kisses her, it obviously exhibitions how they exercise their choice to love each other. After discovering each other’s identities, Romeo proclaims, "My life is my foe’s debt" (I,v,119), and Juliet states, "My only love sprung from my only hate" (I,v,140). These lines foreshadow that there will be many impediments keeping them apart and eventually killing them both. It might be thought that the tragic ending is caused by them choosing to love each other. However, if fate does not bring them together in the first place, they will never have the opportunity to establish their love. Romeo and Juliet are affected by their choices and fate right from the beginning. Romeo’s actions and chance also cause the chaos in Romeo and Mercutio’s fight scene with Tybalt. When Romeo replies to Tybalt when he is first insulted and threatened on the street, "I do protest I never injure thee, but love thee better than thou canst devise" (III,I,67-8), it means he does not mean Tybalt any harm and is walking away from the fight. Then, Mercutio steps in for Romeo and starts fighting with Tybalt. Romeo gets between them, which allows Tybalt to kill Mercutio, and later results in Romeo killing Tybalt. It is very easy to point the finger at Romeo and accuse him of allowing Mercutio to be killed. His decision directly allows Tybalt to stab Mercutio, but he is trying work it out so no one will be injured, like peer mediation. Although he has no clue that he will do more harm, Romeo is actually trying to help. That’s where fate affects him. Also, it can be said that Romeo is entirely responsible for killing Tybalt.

President Franklin D. Roosevelts New Deal :: Franklin D. Roosevelt

Westernized modern countries such as the United States have an immense economic market in which it has allowed America to be prosperous and has created opportunities for many people. Millions of people from all over the world migrate to the United States in seek of a better life and opportunity and to live the so called â€Å"American Dream.† When President Franklin D. Roosevelt took the presidency in the year 1933, â€Å"the country was in its depth of the Great Depression.† (Neal 2010) The Great Depression was a Economic Stock Market crash in which not only did it affect the citizens of the United States but also created havoc worldwide, especially international trade relations. When the Stock Market crashed, people were worried what would happen to the country. People were being laid off, businesses being closed, and unemployment rate was rising day by day, causing even more turmoil throughout the country. Nonetheless, president Roosevelt had something else in mind to reduce the unemployment rate. Roosevelt along with his democratic party created the â€Å"New Deal†, in which it created different relief jobs helping reduce unemployment. Although President Franklin D. Roosevelt helped reduce unemployment by the means of programs such as the WPA, and CWA, these methods were not effective because the government spending of these projects created inflation and no tax cuts were being made, making the New Deal a slow process. First of all, when president Franklin D. Roosevelt took office, he had to win the trust of the of the citizens during his campaign, by proposing his ideologies, one of them being his Work Progress Administration, also known as the WPA. According to a scholarly article called, â€Å"The Dynamics of Relief Spending and the Private Urban Labor Market During the New Deal† written by three Economic professors and affiliated with the National Bureau of Economics, they emphasize Roosevelt’s beliefs and intentions to restore the country. They write, â€Å"In response to the massive unemployment of the 1930’s, Roosevelt’s New Deal in 1933 introduced the first federal relief programs targeted at the poor and unemployed†¦ he anticipated that the work relief jobs would boost consumer spending and thus increase demand for labor, which would then raise private employment and earnings.† (Neumann, Fishback, Kantor) This quote shows that programs such as these relief jobs, would not only be able to get the people back to work, but also get the economy up and running again.

Dukwane’s deliverance Essay

Being different is not always bad. It can as well mean to be capable of doing something others wouldn’t have done, to have a dream of becoming something that extends beyond your social environment. But it can be a complicated road to achieving this dream and you can meet different obstacles that need to be overcome. Sometimes deliverance is the answer. This is the situation presented in the short story â€Å"Dukwane’s deliverance†, written by Neil Ramsorrum, where the boy, Dukwane, looses the ability to walk while having a plan on attending Cambridge University. He has to deal with the fact that he is a black teenage, who lives in a society where most people are white and despite that he is a cripple as well. The main theme is reflected in this confrontation with difficulties, and tells never to give up on your dreams. The protagonist Dukwane is a black teenager, who lives with his father and mother in Camden. His family are not particularly wealthy, which is indicated by the fact that he works six shifts a week in a non-fancy fast-food restaurant. Another indication of this is the father’s choice of occupation, â€Å"As he looked at his father sat there, his bottom shirt button open and exposing his belly overhanging his trousers, he felt a sense of sadness, but also a determination to be more†. Dukwane wants to be more than his father, who is overweight and sits in front of the television all day. This ambition is a characteristic thing about him. Dukwane is not like other people in his social environment. He is an intelligent teenager, who is going to attend Cambridge University, which you can argue is an uncommon decision among his friends and family. Dukwane’s friend, Jermaine, questions Dukwane’s decision. â€Å"Well, they are all loaded, and white, I heard you get the cane from your teachers if you don’t do your work. And the older guys are gay and make the younger ones do weird shit†. He presents some negative prejudices about the university. He doesn’t think it is a place for him and wonders why he wants to attend. However Dukwane is determined to attend Cambridge University and later on becoming a politician just like Barak Obama, his big idol. Dukwane is furthermore a very courageous teenager who wants to do the right thing. â€Å"Dukwane gets up first, his hand raised to try and calm the gang of four, instinctively he places his body between the kid and his pursers†. He chooses to protect the child from getting caught and  ends up being stabbed himself. â€Å"You always do the right thing†, is what Jermaine said afterwards and even after the suggestion of revenge Dukwane does the right thing and refuses. But despite being different he is as well a part of the social environment. â€Å"†Melones hugos! Nice,† said Dukwane in what he imagined was a Spanish accent. â€Å"That’s all you think about.†Ã¢â‚¬  His use of colloquial language indicates that he can act as the others when the situation comes. The story is told with a third person narrator, who has a limited omniscient point of view. This means that the reader sees the events and other characters from Dukwane’s point of view. This way of telling a story involves the reader more than an â€Å"all knowing† third person narrator by giving the narrator an identity and makes it more interesting for the reader because everything becomes possible when the narrator isn’t â€Å"all knowing†. You can other than that say that the reader is involved due the knowledge of Dukwane’s thoughts and feelings. â€Å"He hears the sound after he feels it. Almost like the release of air, his body no longer in his control, falling to the pavement again. He feels the blood but cannot lift his head to see it. All he can see is the blur of neon fading†. The narrator has a limited point of view, and therefore the reader has a limited insight, which creates intensity and therefore becomes interesting. Another thing that creates this intensity is the change in tense. The scene where the quotation is chosen from is in the present tense, whereas the rest of the story is in the present tense. The author’s choice of using this tense combined with short sentences separated by commas and mimicking sudden motion creates a vivid setting, where the reader is involved. This leads to the setting of the short story. Dukwane lives as said in a less wealthy environment just outside London and there are different indications that tell about this environment. The social setting is mostly conveyed through the use of social- and class markers and the colloquial language, which Dukwane and his friends use. First of all there is the non-fancy restaurant, where the customers aren’t taken that serious. â€Å"†Pretty much. Except when I’m thinking about ass. You should try it.  £2.99, boss†Ã¢â‚¬ , here Jermaine is addressing Dukwane, but in the last  sentence he addresses a costumer. Usually the focus is at the costumer when you are at work in order to show your manners. His action and language indicates that they are a part of the lower social class, where manners aren’t very important. Another class marker is the hospital Dukwane is in. â€Å"Dukwane turned on the TV console above his bed.  £3.50 per day to watch the BBC† You don’t usually pay money for watching TV at a hospital, and it is totally absurd in comparison to the Danish hospitals, so the hospital isn’t fancy. Furthermore you can say that the environment is multicultural. â€Å"You know the Bengalis my cousin Frank hangs out with?† The fact that the protagonist himself is black, and that there are people from Bangladesh indicates that the area is multicultural. An interesting thing about the setting is that it also reflects Dukwane’s mood and the atmosphere. â€Å"As he stepped out onto Yorks Way, the sun was setting over Kings Cross in the distance, a crimson candyfloss sky broken by a dozen cranes all busy building his city.† He is happy that he got into Cambridge and the beautiful sunset and candyfloss sky create an atmosphere and reflect his mood. Moreover there is a contrast between he metallic machines and the fluffy candyfloss sky, which distinguish between the magical unrealistic sky and the rough capability and power of the cranes. The setting shows the distinction between what Dukwane already has and what he searches for, from the less wealthy environment to the large city of London. The theme of the short story is that you shouldn’t give up your dream despite the obstacles that can occur on your way to achieving it. â€Å"You are going to do what you always wanted to do. Do you hear†, â€Å"By your wits and sheer persistence. This is what makes us rise above other men, it is how we face adversity; how we challenge those who hold us back, how we make real our dream†. This is what the imaginary Barack Obama said to Dukwane, when he was given morphine to ease his pain. This quotation reflects the main theme of the story with precision. The short story â€Å"Dukwane’s deliverance† is about a bright black teenage boy, who is admitted to Cambridge University but unfortunately becomes paralyzed in his legs. He wants to be more than his father; he wants to break the social heritage in a multicultural area where people aren’t particularly wealthy, which is reflected in the social setting and the colloquial language. The setting shows as well this distinction between the two environments and what Dukwane has and wants to achieve. Nothing will stop him from achieving his dream neither as a poor black man nor a cripple.