The Most Lucrative Business Majors By Starting Salary

The Most Lucrative Business Majors By Starting Salary The average starting salaries for business majors can vary depending on the individual, the job, and the school where the degree was earned. However, there are some lucrative business majors that seem to rise to the top in the National Association of Colleges and Employers Salary Survey Report. For undergraduate business majors, its management information systems, supply chain management, and finance. For graduate business majors, its marketing, finance, and business administration. Lets take a closer look at each of these business majors to learn more about areas of focus, average starting salaries, and post-graduation career opportunities. Management Information Systems Management information systems is a business major that focuses on the use of computerized information systems to guide managerial decisions and manage business operations.  Average starting salaries for people with a bachelors degree in management information systems exceed $55,000 and increase exponentially with more work experience. At the masters level, average starting salaries are just under $65,000. According to PayScale, annual salaries for MIS grads can get as high as $150,000 or more for certain job titles (like a project manager). Common job titles include business analyst, systems administrator, project manager, and information systems manager. Supply Chain Management Business majors who focus on supply chain management study logistics and supply chains, which include any individual, organization, or operation that participates in the production process (procurement and transportation of materials), manufacturing process, distribution process, and the consumption process.  According to PayScale, average starting salaries for business majors with a bachelors degree in supply chain management exceed $50,000. At the masters level, average starting salaries are just shy of $70,000. Supply chain management grads can work as supply chain managers, logistics directors, supply chain analysts, or strategic sourcing managers. Finance Finance is a business major that focuses on economics and the management of money. This is a popular and lucrative business major for both undergraduate and graduate students. Average starting salaries for finance majors exceed $50,000 at the bachelors level and $70,000 at the masters level. According to PayScale, annual salaries for finance majors with just a bachelors degree can get as high as $115,000 for portfolio and finance managers. Common job titles for finance majors include financial analyst, credit analyst, financial planner, and finance officer.   Marketing Marketing majors learn the best ways to promote, sell, and distribute products and services to end consumers. According to PayScale, the average starting salary for marketers at the bachelors level is under $50,000, but at the masters level, that number exceeds $77,000. Both of those numbers increase with time and experience. PayScale reports a salary range for marketing majors that tops out at $150,000 at the bachelors level and goes much higher at the MBA level. Common job titles for business majors who specialize in marketing include marketing manager, marketing research analyst, and account executive.   Business Administration Students who major in business administration study business operation, particularly the performance, management, and administrative functions. According to PayScale, the average starting salary for grads with a bachelors degree in business administration/management is over $50,000. At the masters level, grads earn an average starting salary of more than $70,000. The business administration degree is a general business degree, which means that there are many different career paths for grads. Students can go on to work in management or get jobs in marketing, finance, human resources, and related areas. Learn more about your options with this guide to high-paying management jobs.

Extraterritoriality and Extraterritorial Rights

Extraterritoriality and Extraterritorial Rights Extraterritoriality, also known as extraterritorial rights, is an exemption from local laws. That means that an individual with extraterritoriality who commits a crime in a particular country cannot be tried by the authorities of that country, although often she or he will still be subject to trial in his or her own country. Historically, the imperial powers often forced weaker states to grant extraterritorial rights to their citizens who were not diplomats - including soldiers, traders, Christian missionaries, and the like. This was most famously the case in East Asia during the nineteenth century, where China and Japan were not formally colonized but were subjugated to an extent by the western powers. However, now these rights are most commonly granted to visiting foreign officials and even landmarks and plots of land dedicated to foreign agencies such as dual-nationality war cemeteries and memorials to famous foreign dignitaries. Who Had These Rights? In China, the citizens of Great Britain, the United States, France and later Japan had extraterritoriality under the unequal treaties. Great Britain was the first to impose such a treaty on China, in the 1842 Treaty of Nanking that ended the First Opium War. In 1858, after Commodore Matthew Perrys fleet forced Japan to open several ports to ships from  the United States, western powers rushed to established most favored nation status with Japan, which included extraterritoriality. In addition to Americans, citizens of Britain, France, Russia, and the Netherlands enjoyed extraterritorial rights in Japan after 1858. However, Japans government learned quickly how to wield power in this newly internationalized world. By 1899, after the Meiji Restoration, it had renegotiated its treaties with all of the western powers ​and ended extraterritoriality for foreigners on Japanese soil. In addition, Japan and China granted each others citizens extraterritorial rights, but when Japan defeated China in the Sino-Japanese War of 1894-95, Chinese citizens lost those rights while Japans extraterritoriality was expanded under the terms of the Treaty of Shimonoseki. Extraterritoriality Today The Second World War effectively ended the unequal treaties. After 1945, the imperial world order crumbled and extraterritoriality fell into disuse outside of diplomatic circles. Today, ambassadors and their staffs, United Nations officials and offices, and ships that are sailing in international waters are among the people or spaces that may enjoy extraterritoriality. In modern times, contrary to the tradition, nations may extend these rights to allies who are visiting and often are employed during military troop ground movement through friendly territory. Interestingly, funeral services and memorials often are granted extraterritorial rights for the nation the monument, park or structure honors as is the case with the John F. Kennedy memorial in England and dual-nation cemeteries like the Normandy American Cemetary in France.

Accounting #1 Essay Example | Topics and Well Written Essays - 1750 words

Accounting #1 - Essay Example Cost accounting is correlated with managerial accounting work, since it is highly use in the preparation of managerial accounting work. The objectives of managerial accounting are to prepare information in order to optimize the firm’s value and production activity. The reports utilize in managerial accounting include comparing actual results with plans or benchmark prepared at the beginning of the accounting cycle. Other reports include indicators such as orders received, order backlog, capacity utilization, and sales (Garrison, et al., p.4). Some of the main functions of managerial accounting are planning, directing & motivating, controlling, evaluating year end results and closure of the planning and control cycle. Managerial accounting differs from financial accounting in the time scope. Financial accounting deals with historical events, while managerial accounting places emphasis on the future. Managerial accounting does not follow the general accepted accounting principles (GAAP) (Moore & Jaedicke, 1972). The reports prepared by managerial accountants must be timely and relevant so that the users of this information can make decision based on what is occurring or the projection of what may occur. The main users of the work perform by managerial accountants are the executive management team of a company. Just-in-time inventory management is a philosophy of manufacturing based on planned elimination of all waste and on continuous improvements of productivity (Ashland). In practical accounting terms what JIT does is minimize the amount of inventory on hand in order to improve the cash flow position of a firm. Companies order the exact amount of material needed for a production run and the reorder point occurs when the inventory runs out. Precision and timeliness is necessary so that the company does not run out of raw materials or inventory needed to continue to operate. The business world in the 21st century is very competitive and business owners can

Recount an incident or time when you experienced failure. How did it Essay - 2

Recount an incident or time when you experienced failure. How did it affect you, and what lessons did you learn - Essay Example This led to self-obsession coupled with blaming myself and asking what could have gone wrong to the extent people were then ill-treating me that way. Due to bullying, ill-treatment by people and be called names, state of inadequacy crept in my life whereby I started believing what others were saying about me. Thus ended up being emotionally distressed, which led to depression to the extent of being constantly angry at whomever I mingled with and eventually finding attending my classes meaningless. This significantly did affect my grades though initially I was too obsessed with self to notice until the situation had advanced. My situation then comprised of self-hatred, engrossed by self-pity and sometimes regretting before turning to self-harm, which took many months before compelled to seek therapist’s assistance. My recuperation was gradual characterized by attending classes partially though initially being a struggle not only in trying to live but also to thrive. Getting back to my ordinary life was quite a task but through encouragement that I should not give up, my grades started improving. This is to the extent of scoring highly in school because after recovery I focused on catching with what I had lost while experiencing depression and had kept me from studying as necessitated. Presently, despite the depression being a horrible experience, I am presently proud of what it has made me to be. In life, I never thought one day I will ever experience such a low situation thought it has made me learn essential lessons. I have learnt life irrespective of its horrible experiences with necessary resilience cannot turn me being a failure. Since, I should not to give up because pain is inevitable in life and especially for me to grow as I appreciate each opportunity. I also learnt there is always h ope and solution for each situation despite how exigent it appears. In conclusion, experiencing depression during my

Transformational Leadership Plan Essay Example for Free

Transformational Leadership Plan Essay ABSTRACT Innovation and Transformational Leadership with respect to modern organizational hierarchies. The paper goes on to synthesize aspects of transformational leadership into an individual leadership plan, summarize outcomes of transformational leadership and innovation and present varied views stemming from empirical data on organizational philosophies. Several scholarly journals and industry papers were gleaned, they are listed in the annotated bibliography. Results and Outcomes of Innovation and Transformational Leadership Transformational leaders motivate others to do more than they originally intended and often even more than they thought possible. Such leaders set more challenging expectations and typically achieve higher performances. Transformational leadership is an expansion of transactional leadership. Transactional leadership emphasizes the transaction or exchange that takes place among leaders, colleagues, and followers. This exchange is based on the leader discussing with others what is required and specifying the conditions and rewards these others will receive if they fulfill the requirements. True transformational leaders raise the level of moral maturity of those whom they lead. They convert their followers into leaders. They broaden and enlarge the interests of those whom they lead. They motivate their associates, colleagues, followers, clients, and even their bosses to go beyond their individual self-interests for the good of the group, organization, or society. Transformational leaders address each followers sense of self-worth in order to engage the follower in true commitment and involvement in the effort at hand. This is one of the things that transformational leadership adds to the transactional exchange. Transformational leadership adds to transactional leadership in its effects on follower satisfaction and performance. Transformational leadership does not replace transactional leadership. That is, constructive and especially corrective transactions may have only marginal impact on followers unless accompanied by one or more components of transformational leadership for getting the most out of transactions: The follower needs to feel valued by the leader, the follower needs to find meaning in what he or she is doing, and the follower needs a sense of ownership in whats being done. Transactional leadership, particularly contingent reward, provides a broad basis for effective leadership, but a greater amount of effort, effectiveness, innovation, risk taking, and satisfaction can be achieved by transactional leadership if it is augmented by transformational leadership. When peers of military cadet leaders were asked what characterized the important traits of a good leader, they tended to describe such traits of inspiration, intellectual stimulation, and individualized consideration as self-confidence, persuasiveness, concern for the well-being of others, the ability to articulate ones ideas and thoughts, providing models to be emulated by others, holding high expectations for him—or herself and others, keeping others well-informed, and maintaining high self-motivation. Given a team task, the innovation process begins with the creativity of individuals. The generation of a new idea is a cognitive process, located within individuals, albeit fostered by interaction processes in teams. Thus, first and foremost, innovative individuals are both creative and innovative (i.e., they dont just have creative ideas; they also try to implement them). They are people who have a preference for thinking in novel ways, who think globally instead of locally (distinguishing the forest from the trees). They have appropriate intellectual abilities, including synthetic abilities (to see problems in new ways and escape the bounds of conventional thinking), analytic abilities to recognize which ideas are worth pursuing, and the practical contextual abilities to persuade others of the value of their ideas. Having a good idea about whether the Earth revolves around the sun or vice versa is not enough. Galileo, if he were alive today, might note that Richard Branson and Bill Gates did not succeed by simply being mavericks; they were also able to charm, persuade, and inspire people. To be innovative and creative we also require sufficient knowledge of the field to be able to move it forward, while not being so conceptually trapped in it that we are unable to conceive of alternative courses. People who are confident of their abilities are more likely to innovate in the workplace. In a study of role innovation among more than 2,000 UK managers, it was found that confidence and motivation to develop knowledge and skills predicted innovation following job change. Tolerance of ambiguity, widely associated with creativity, enables individuals to avoid the problems of following mental ruts and increases the chances of unusual responses and the discovery of novelty (Burpitt Bigoness, 2002). Innovative people also tend to be self-disciplined, with a high degree of drive and motivation and a concern with achieving excellence. This perseverance against social pressures presumably reduces the dangers of premature abandonment. Minority influence theory in social psychology suggests that perseverance acts to bring about change in the views of majorities and is a necessary behavioral style among innovators. An employee of 3M discovered Post-it notes because he sang in the church choir and needed some effective way of marking the place of hymns between services. Knowing of an adhesive with poor properties (it didnt stick well) being explored at 3M, he had the idea of using it on small strips of paper to mark the hymnal. But the real innovation came in his persistence in selling the idea to secretaries, chief executives, the marketing department, and the sales department in the organization. It became an annual $200 million business for 3M. Innovative people tend to be self-directed, enjoying and requiring freedom in their work. They have a high need for freedom, control, and discretion in the workplace and appear to find bureaucratic limitations or the exercise of control by managers frustrating. Such people need clear work objectives along with high autonomy to perform well. Indeed, in a study of 13 oil company teams, Jerry et. Al. found that the innovativeness of individuals in teams was superior as a predictor of team innovation to measures of group climate and process. In a more sophisticated longitudinal study of 27 top management teams in hospitals, it was found that the proportion of innovative individuals within the team did not predict the overall level of innovation but did predict the radical ness (changes to the status quo) of the innovations implemented by teams. Another influence on team innovation is the extent to which team members have the relevant knowledge, skills, and abilities to work effectively in groups. Some researchers believe that team members require appropriate team knowledge, skills, and abilities (KSAs), or â€Å"team integration skills†. These are distinct from the technical KSAs that are relevant to task performance (such as medical skills for a physician on a breast cancer care team). They include conflict resolution skills, collaborative problem-solving skills, and communication skills such as the skill to utilize decentralized communication networks to enhance communication. Other key integration skills, they argue, include goal setting and performance management and the skill to coordinate and synchronize activities, information, and tasks among members. The more of these integration skills team members have, the more likely it is that the benefits of team working and team diversity will manifest, not just in terms of team performance, but also in innovation proposals and their successful implementation. Leadership processes in teams will moderate the relationship among team member characteristics, team processes, and innovation. Leadership processes will either encourage or block the expression of behaviors and skills supportive of team innovation. A dominant, directive leader may prevent attempts by team members to bring about change and steadily reduce their confidence and perseverance in initiating innovation implementation. Moreover, such a leader might inhibit the expression of team KSAs by repeatedly dominating decision making or discussion. A more transformational leadership style is likely to enhance the impact of individual characteristics such as confidence, innovativeness, and tolerance of ambiguity on group processes (such as support for innovation) and thereby innovation implementation. Synthesize aspects of transformational leadership into an individual leadership plan It has been discovered that most of the large global companies studied operate, to one degree or another, under a traditional model of strong individual leadership at the top. Moreover, the quality of that leadership bears on the overall performance of those companies. A few of the companies studied—and some business units within others—are characterized by a different pattern of leadership. Instead of leadership being a solo act, an aria sung by the CEO, in these organizations it is a shared responsibility, more like a chorus of diverse voices singing in unison. Significantly, this characteristic is more than the frequently observed phenomenon of â€Å"cascading† leadership (in which a strong leader at the top empowers other leaders down the line). Although cascading is often a part of what is observed, more to the point in these organizations many of the key tasks and responsibilities of leadership are institutionalized in the systems, practices, and cultures of the organization. Typically, cascading leadership depends on the continuing support of whoever is the leader of an organization at any given time; behavior that is not personality dependent. Eventually, it has been realized that this form of leadership is rooted in systems, processes, and culture. Without the presence of a high-profile leader (or â€Å"superior† goading or exhorting them on) that people at all levels in these organizations †¦ Act more like owners and entrepreneurs than employees or hired hands (that is, they assume owner like responsibility for financial performance and managing risk). Take the initiative to solve problems and to act, in general, with a sense of urgency. Willingly accept accountability for meeting commitments, and for living the values of the organization. Share a common philosophy and language of leadership that paradoxically includes tolerance for contrary views and a willingness to experiment. Create, maintain, and adhere to systems and procedures designed to measure and reward these distributed leadership behaviors. Obviously, this is not a new model of leadership. Doubtless, it has been around a long time and we, missed it because we were blinded by the powerful light that emanates from high-profile leaders. We were also prisoners of the current wisdom about the necessity for personalized, take-charge leadership—particularly in times of rapid change. Moreover, it is important to stress that the organization based model identified was not the only one observed, nor was it necessarily always the most effective. In fact, the two most successful companies in an empirical sample operate, on two different models, Oracle being headed by a single strong leader, and Enron with widely diffused and systematized leadership responsibilities. Thus we are not advocating a newly discovered â€Å"best way to lead†; instead, calling attention to a previously unnoticed— but equally viable—alternative to the traditional leadership model. Among other things, this discovery helps to explain some persistent contradictions to the dominant model of leadership. If leadership were solely an individual trait †¦ Why is it that some companies continually demonstrate the capacity to innovate, renew strategies and products, and outperform competition in their industries over the tenures of several different chief executives? Intel, for instance, has been a rip-roaring success under the leadership of, in sequence, Gordon Moore, Andrew Grove, and now, Craig Barrett. Why is it that some CEOs who have succeeded in one organization often turn in so-so performances in the next? Consider George Fisher, who was a star at Motorola, but far less effective at Kodak. (Conversely, why is it that some companies headed by singularly unimpressive CEOs nonetheless rack up good performance records?) Why is that academics are unable to quantify the relationship between CEO style on one hand and organizational performance on the other? (In fact, they have found no objective correlation between those two factors—concluding, unhelpfully, that â€Å"it all depends.†) Moreover, as history shows, businesses that become dependent on a single leader run a considerable risk. If that individual retires or leaves (or dies in office), the organization may well lose its continuing capacity to succeed—witness the performance of General Motors after Alfred Sloan, ITT after Harold Geneen, Polaroid after Edwin Land, and Coca-Cola after Roberto Goizueta. More frequently, organizations learn the hard way that no one individual can save a company from mediocre performance—and no one individual, no matter how gifted a leader, can be â€Å"right† all the time. As one CEO said, â€Å"None of us is as smart as all of us.† Since leadership is, by definition, doing things through the efforts of others, it is obvious that there is little that a business leader—acting alone—can do to affect company performance (other than try to â€Å"look good† to investors) (Howell    Avoiio, 2003). In light of these observations, it should not have been so surprising that our research revealed that, in many successful companies, leadership is treated as an institutional capacity and not solely as an individual trait. It turns out that many corporations whose familiar names perennially appear on â€Å"most respected† lists are ones with the highest institutionalized leadership capacities. Like individual IQs, companies have collective LQs—leadership quotients— that can be measured and compared. (Moreover, unlike individual IQ an organizations leadership capacity can be bolstered through appropriately directed effort.) Hence, we now are better able to explain why companies like Intel, ABB, GE, Enron, BP, Ford, Nestlà ©, and Motorola continue to renew themselves year after year, and over the tenures of many different leaders: Such companies are not only chock-full of leaders from the executive suite to the shop floor, they make conscious efforts to build their LQs, that is, their overall organizational leadership capacities. That last point requires an important clarification. Some companies with continuing records of success do not pay much, or any, attention to traditional—that is, individual—leadership development. Instead of asking â€Å"What qualities do we need to develop in our leader?† these companies continually ask â€Å"What qualities do we need to develop in our organization?† And, though this may seem to defy the current wisdom about the importance of leadership, on reflection it squares with experience. At Motorola, for example, there has been a decades long pattern of self-renewal that has continually belied the predictions of Wall Street analysts who, on at least four occasions, have written the company off for dead. When it has suffered one of its periodic setbacks, how could Motorola reasonably be expected to turn itself around without a take-charge leader like Jack Welch at its helm? But it has done so repeatedly, and under the collective leadership of several different individuals. In light of what we have learned from our study, we posit that the secret sauce at Motorola is the companys strong, institutionalized leadership capacity— systems consciously created by former-CEO Bob Galvins leadership teams over a period of thirty years (Dong et. Al. 2001). And the effectiveness of the organizational leadership model should not come as a surprise to those who have tried to change the behavior of a CEO—or of any executive whose career has been validated by rising to the top. Powerful executives tend to see leadership as positional. To them, by definition, the CEO is the leader of the corporation. For example, a couple of years ago we suggested to the CEO of a Fortune 500 company that he (and his executive team) might benefit from a leadership development program. He looked at us as if we were space aliens and testily replied, â€Å"If the board thought there was someone who was more qualified to lead this company, they would have named him and not me.† Given that such ego-driven denial is fairly common in executive suites, it makes practical sense that the high-LQ companies in our study focus on identifying business-related activities as the source of leadership development—that is, they stress improving the ability of their leaders collectively to do their central tasks, rather than on trying to fix them as individuals. The lesson we take from this is not that individual leadership behaviors are unimportant, but that in some cases, at least, it may be more effective to treat them as secondary to organizational issues. Moreover, it is far easier for leaders to learn to do things differently in terms of business processes than it is for them to change who they are. III. Summarize the outcomes of transformational leadership and innovation Among the components of transformational leadership, idealized influence and inspirational leadership are most effective and satisfying; individualized consideration is a bit less so. But in turn, all four 1s of transformational leadership are more effective than is constructive transaction. However, constructive transactions remain reasonably effective and satisfying in most situations, except where a leader has no control of the ways a follower may be rewarded for good performance. Actively taking corrective action—that is, managing by exception by arranging to monitor the performance of followers—is somewhat less effective and satisfying, but passively waiting for problems to arise or remaining oblivious until a mishap occurs is seen as poor, ineffective leadership and is dissatisfying. The most ineffective and dissatisfying style is laissez-faire leadership avoiding leadership and abdicating responsibilities. Analyses of over 5,000 cases have affirmed these findings. Transformational leadership adds to transactional leadership in its effects on follower satisfaction and performance. Transformational leadership does not replace transactional leadership. That is, constructive and especially corrective transactions may have only marginal impact on followers unless accompanied by one or more components of transformational leadership for getting the most out of transactions: The follower needs to feel valued by the leader, the follower needs to find meaning in what he or she is doing, and the follower needs a sense of ownership in whats being done. Transactional leadership, particularly contingent reward, provides a broad basis for effective leadership, but a greater amount of effort, effectiveness, innovation, risk taking, and satisfaction can be achieved by transactional leadership if it is augmented by transformational leadership. Transformational leadership can be directive or participative, as well as democratic or authoritarian, elitist or leveling. Sometimes, transformational leadership is misunderstood as elitist and antidemocratic. Since the 1930s, the praises of democratic, participative leadership have been sung. Most managers have at least learned that before making a decision it pays to consult with those who will implement the decision, although fewer managers pursue a democratic vote or strive for consensus in a participative discussion with ail those involved. There are many good reasons for encouraging shared decision making, empowering followers, and self-managing. Nonetheless, many circumstances call for a leader to be authoritative, decisive and directive. Democratic decisions can become a pooling of ignorance among a group of novices. Novices may wish direction and advice on what to do and how to do it. Even when no leader is appointed, someone must begin to take initiatives and soon comes to be seen as a leader. Many confuse transformational leadership with democratic, participative leadership. It often may be so, but at times it can also be directive, decisive, and authoritative. Idealized leaders can direct followers who are counting on them to help get the team out of a crisis by employing radical solutions to deal with the problems. Again, inspirational leaders can be highly directive in their appeals. Intellectually stimulating leaders may challenge their followers. Individually considerate leaders could rise above the demands for equality from their followers to treat them differently according to their different needs for growth. At the same time, transformational leaders can share vision building and Idea generation that could be a democratic and collective enterprise. Such leaders can encourage follower participation in the change processes involved. In the same way, transactional leadership can be either directive or participative. Most leaders profiles include both transformational and transactional leadership. The attitudes and behavior of Otto Von Bismarck, whose efforts led to the unification of Germany in 1871, illustrate how transformational and transactional leadership can be directive or participative, democratic or authoritative (Deborah, 1999). Interviews with executives about the leadership they had seen produced numerous behavioral examples of transformational leadership. Idealized influence or charismatic leadership was attributed to the interviewees leaders for demonstrating such traits as setting examples, showing determination, possessing extraordinary talents, taking risks, creating in followers a sense of empowerment, showing dedication to â€Å"the cause, † creating a sense of a joint mission, dealing with crises using radical solutions, and engendering in their followers faith in the leadership. Inspirational leadership included providing meaning and challenge, painting an optimistic future, molding expectations, creating self-fulfilling prophesies, and thinking ahead. Intellectual stimulation was judged to be present when leaders questioned assumptions, encouraged followers to employ intuition, entertained ideas that may have seemed silly at first, created imaginative visions, asked subordinates to rework problems they thought had already been solved, and saw unusual patterns. Individualized consideration was apparent to interviewees when their leaders answered them with minimum delay, showed that they were concerned for their followers well-being, assigned tasks based on needs and abilities, encouraged two-way exchanges of ideas, were available when needed, encouraged self-development, practiced walk around management, and effectively mentored, counseled, and coached. When peers of military cadet leaders were asked what characterized the important traits of a good leader, they tended to describe such traits of inspiration, intellectual stimulation, and individualized consideration as self-confidence, persuasiveness, concern for the well-being of others, the ability to articulate ones ideas and thoughts, providing models to be emulated by others, holding high expectations for him—or herself and others, keeping others well-informed, and maintaining high self-motivation (Atwater, Lau, Bass, Avolio, Camobreco, Whitmore, 1994). COMPONENTS OF TRANSFORMATIONAL LEADERSHIP Transformational leaders do more with colleagues and followers than set up simple exchanges or agreements. They behave in ways to achieve superior results by employing one or more of the four components of transformational leadership. First, leadership is idealized when followers seek to identify with their leaders and emulate them. Second, the leadership inspires the followers with challenge and persuasion that provide meaning and understanding. Third, the leadership is intellectually stimulating, expanding the followers use of their abilities. Finally, the leadership is individually considerate, providing the followers with support, mentoring, and coaching. Each of these components can be assessed with the Multifactor Leadership Questionnaire (MLQ). In the questionnaire, you can describe yourself as a leader. Those who work for you, with you, and for whom you work can do the same assessment of you. Idealized Leadership. Transformational leaders behave in ways that make them role models for their followers. Such leaders are admired, respected, and trusted. Followers identify with these leaders and want to emulate them. Among the things the leader does to earn this credit is consider the needs of others over his or her own personal needs. The leader shares risks with followers and is consistent rather than arbitrary. He or she can be counted on to do the right thing, demonstrating high standards of ethical and moral conduct. He or she avoids using power for personal gain and in fact uses his or her power only when needed. Inspirational Motivation. Transformational leaders behave in ways that motivate and inspire those around them by providing meaning and challenge to their followers work Team spirit is aroused. Enthusiasm and optimism are displayed. The leader gets followers involved in envisioning attractive future states. The leader clearly communicates expectations that followers want to meet, and demonstrates commitment to goals and the shared vision. Intellectual Stimulation. Transformational leaders stimulate their followers efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. Creativity is encouraged. There is no public criticism of individual members mistakes. New ideas and creative problem solutions are solicited from followers, who are included in the process of addressing problems and finding solutions. Followers are encouraged to try new approaches, and their ideas are not criticized if they differ from the leaders ideas. Individualized Consideration. Transformational leaders pay special attention to each individuals needs for achievement and growth by acting as a coach or mentor. Followers and colleagues are developed to successively higher levels of potential. Individualized consideration is practiced as follows: New learning opportunities are created along with a supportive climate. Individual differences in terms of needs and desires are recognized. The leaders behavior demonstrates acceptance of individual differences (e.g. some employees receive more encouragement, some more autonomy, others firmer standards, and still others more task structure). A two-way exchange in communication is encouraged, and â€Å"management by walking around† is practiced. Interactions with followers are personalized (e.g., the leader remembers previous conversations, is aware of individual concerns, and sees the individual as a whole person rather than as just an employee). The individually considerate leader listens effectively. The leader delegates tasks as a means of developing followers. Delegated tasks are monitored to see if the followers need additional direction or support and to assess progress; ideally, followers do not feel they are being checked up on. Bibliography Follower Motive Patterns as Situational Moderators for Transformational Leadership Effectiveness. Journal article by Jerry C. Wofford, J. Lee Whittington, Vicki L. Goodwin; Journal of Managerial Issues, Vol. 13, 2004 In this article, two important leadership questions are addressed. Is transformational leadership universally effective or are there situational moderators which augment or limit its effectiveness? Is transformational leadership more appropriately viewed in terms of individual-level analyses or of multi-level analyses? First, we examine the literature on the potential moderators within the transformational leadership paradigm and on the appropriate level of analysis for transformational leadership. The present research examines the potential moderator effects of the need for autonomy and of growth need strength. In addition, we examine whether transformational leaders adapt their behaviors to different subordinates or behave the same way with all of them. Perceptions of Transformational Leadership among Asian Americans and Caucasian Americans: A Level of Analysis Perspective Journal article by Dong I. Jung, Francis J. Yammarino; Journal of Leadership Studies, Vol. 8, 2001 This study asserted a theoretical framework of transformational leadership and its effects on several process and outcome variables among Asian Americans and Caucasian Americans from levels of analysis perspective. Nomological relationships among the constructs of interest also were tested. Results indicated that effects of transformational leadership were positive, but generally stronger among Asian Americans than among Caucasian Americans. Results from Within and Between Analysis indicated that variation in perceptions of transformational leadership and other measured variables in the two ethnic groups was mainly due to individual differences. Based on these results, we offer several theoretical and practical implications. Transformational Leadership and Urban Renewal Journal article by Deborah R. Rada; Journal of Leadership Studies, 1999 Despite Burnss contention that transformational leadership can occur at all levels of organization and society, most of the discussion of transformational leadership has centered on persons in traditional, hierarchical power positions. This paper focuses on a social movement, urban renewal, which involves volunteer activity and persons not in hierarchical power positions. The urban renewal efforts of two southern California towns are highlighted, with examples from other towns renewal efforts also cited. It is demonstrated that many renewal efforts utilize a transformational leadership approach. It is further shown that those efforts which employ a transformational leadership approach are often more successful than those that do not. It is concluded that transformational leadership does occur in voluntary, nonhierarchical groups and leads to substantive change. Further study is recommended to confirm these conclusions and advocate for broader recognition and encouragement of transfor mational leadership in various organizations. Howell. J. M. Avoiio, B. J. (2003). Transformational leadership, transactional leadership, locus of control. and support for innovation: Key predictors of consolidated business-unit performance. Journal Applied Psychology, 78, 89142   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚      Notes Portions of this paper were presented at the Academy of Management National Conference in Seattle, Washington, August 2003. Thanks to Major David Pursley, Dr. Orly Nobel, and several anonymous reviewers for their helpful comments and suggestions on earlier drafts of the manuscript. Dr. Dardis recently retired from active duty and is currently the Chief Learning Officer at Freddie Mac Corporation in McClean, Virginia. Burpitt, W. J., Bigoness, W. J. (1997). Leadership and innovation among teams: The impact of empowerment. Small Group Research, 28 (3), 414–423.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Most research and writing on creativity has focused on individual creativity, the â€Å"lone genius,† with little recognition of the social and group factors that influence the creative process. Research on creativity has sought to understand the factors responsible for creative people and activities. Personality, developmental experiences, culture, motivation, and cognitive skills are just a few of the factors that appear to underlie creative behavior

The Cat In The Hat :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The Cat in The Hat   Ã‚  Ã‚  Ã‚  Ã‚  I first read The Cat In The Hat, by Dr. Suess, when I was five. In this story, there Are four main characters, the cat in the hat, the little boy, the little girl, and the goldfish. The story is definitely written for children. In the story, the children’s parents leave house and the children unattended on a rainy day and they are left with nothing to do. The little boy and girl meet a cat, who loves to have fun. The cat comes into the house against the will of the goldfish. Then the kids and the cat in the hat have lots of fun while making a big mess in the process. The goldfish manages to hurt the cat’s feelings by making a fuss about how the cat made such a mess. And just when all hope seems to be lost and the kids thought there was no way the mess would be clean before their mom was home, the cat in the hat came through. This story had a very positive impact on me. When I was five I had trouble reading. At the time I hated trying to read because I was no good at it. The Cat in the Hat was easier to read than all of the stories I had tried before and being able to read made me feel good about myself.   Ã‚  Ã‚  Ã‚  Ã‚  This story was memorable because it was easy to read and had a happy ending. It was also fun to read because of its simple and understandable rhyme scheme using made-

Report on importance of Personal Development Plans

â€Å" A structured and supported procedure undertaken by an single to reflect upon their ain acquisition, public presentation and/or accomplishment and to be after for their personal, educational and calling development Planning is the span between where we are and where we would be. Kountz and OdonnelMeaning: –Personal development program intending refers to the action that improves the self-knowledge and puting up the ends and aims in instruction, calling and personal development. Through be aftering you can put short term average term and long term aims to make the end of life. Planning is the contemplation of yesteryear for illustration: – If you were good in yesteryear you have to better than that in future. It is bridging the spread to make the finish.Importance of Personal Development PlanIMPORTANCE OF HAVING A PLAN-If we want to accomplish any set of mark we need program. Developing a program helps me to measure the work, the program will besides give me or demo me the strength and failing which I have to supervise for farther development, due to which I can besides mensurate my work procedure. The failing and strength will steer me from where I have to acquire the strength. Well it is non merely required at starting of the work but need to alter from clip to clip. A well organised program will steer me what type of action to be taken and besides about the obstructions. Learning accomplishments and there development How program will back up to accomplish your end Resources needed to accomplish end Check point Time management-looking towards the program I need to be perfect on clip. Bettering my larning performance- acquisition is better but can be more better if I will better it. Problem work outing skill-problem should be solved on clip and on demand. Better usage of engineering Time direction will assist me to accomplish the argentine and besides I can judge that what I am making is on clip or non. It will assist me to larn the things which I need to develop for my program. Problems work outing accomplishment assist me to screen out the jobs coming in the program. It will assist in happening the things which are needed for program like the usage of cyberspace. Time Books, Money etc. Resources like computing machines, mention book, newspapers etc. 20th luciferOverviewMaking a personal development program is therefore non plenty as in order to do certain that all your marks are meet to the best of its abilities it is ever best to reexamine your ends. My personal development program gives an overview of what I am making and where I want to venture into the close hereafter. As a concern orientated individual myself I feel that the class that I am presently making will assist me derive a bridgehead within the direction sector of a well-established organisation. However even be aftering in front can ever hold its reverses, as they can be many hurdlings along the manner for me in order to carry through my set ends. Therefore in this portion of the assignment I will be analyzing my ends and detecting possible solutions which in clip will take me to my end calling aspirations of endeavoring into having and transporting out my ain concern in the close hereafter.Short Term AimsAs from the tabular array above it clearly illustrates that I have meet my short-run aims, which were non that easy as to do a determination upon. At first I had registered with the college supplier to transport out a ABE class, nevertheless I was non cognizant of what the class entailed me to make. This is due to the fact that the college booklets did n't give a full illustration towards the chief facets that need to be covered in the class, and therefore I felt that it would non be of good to my calling aspirations. Therefore when I came to UK I made an assignment with the installation staff member and discussed my programs, ends and what I am good at and what accomplishments I obtain. I went through the college classs with the staff member who so guided me into the BTEC class of Management surveies. Finding a right class for me was the extreme necessary measure for me, as I have to be comfy within my country of surveies. Therefore by choosing this class it gave me a degree of expertness within the country of concern that I want to restitute into in the close hereafter. Equally good as discoursing the class modules with the installation staff member I besides carried out my ain research by utilizing the cyberspace and researching the class and what and how it will be of good to me. Once I had decided I so had the obstructions of paying the fees although I had plenty I still had to pay a little sum more, for this I meet with the fiscal support staff within the college and decided upon a payment strategy which has proven to be constructive for me. As an abroad pupil at first it was difficult to accommodate to the milieus of a different civilized life environment. However by interacting with my fellow class members and by populating within the Halls of occupants I have a much greater acquaintance and have adapted rather good with the people and with the ambiance in UK. The co-workers help is much beneficial to me as they can assist me in doing friends and besides happening occupation by which I can acquire good money for transporting out my surveies. The local people populating here can steer me in a better manner and besides can assist me as in am new in this state here one can state the accomplishment like communicating assist me much for transporting out the aim.Average Term AimsThese aims are indispensable for me, presently I am seeking to run into all of my assessment deadlines and researching the appraisal standard ‘s to the best of my abilities. In order to do certain that I am transporting out my appraisals I use the cyberspace, newspaper articles and concern studies. All of which have been extremely utile to me when composing up my appraisals. Looking towards the undertaking of personal development program which I had made there is needed to get the better of certain obstructions, without which the program can non be in a proper sequence. Time direction skill-need to look into the undertaking and to rectify it when the program is traveling out of agenda. Questioning skill-need to inquiry in the group & A ; to discourse the subject, inquiry to our ego and to lecturer. By taking this class I have improved upon my organisational and clip maintaining accomplishments. Another obstruction that I have overcome is that as appraisals are set it is non ever easy to understand the chief range of what is required. Therefore I have made it my responsibility to inquire my lector when I am unsure of the undertakings that are set to me. This manner I gain a better apprehension and I am able to derive in-depth cognition from my lector upon the countries of the faculty that are hard for me. This shows that it is really of import and necessary to derive support within the academic field i.e. From your lectors when a trouble arises. Self-Developing skills-need to do to better by self-reviewing, by larning from the environment, rectifying the errors. Fiscal planning-this can be sorted out by looking toward the disbursals where I am disbursement and by better fiscal planning. Use of proper resources-this can be done by utilizing the resources in the mode how they are needed and in the proper manner this can be achieved by holding the proper cognition of the resources and besides of the program & A ; Keeping off the professional life from studies-not working more than required and in the holiday period merely. deadline. I can match this into my working life every bit good. As working in Primark, I have come across minor jobs such as covering with clients face to face who have minor jobs of get oning etc. To get the better of this I have learnt from my senior co-workers what other option we can give to the clients that can experience them comfort. I can state from above reappraisal that this obstructions are to be sorted out for a good PDP, to get the better of them the basic thing Is have to be is in a comfort zone ( our life manner, work and our societal environment in which we are customise ) .thus doing my program in a uninterrupted flow. The pupils with whom i am analyzing and the lector can assist me in finishing my surveies. They can be good in supplying me a proper usher line and besides in the understanding the subjects which are needed to finish my bathe supports from my co-workers and lector can assist me in finishing my program on clip. Sometime the deficiency of resources can be made taken from the co-workers like the usage of pressman or mention notes.Long Term AimsWhere do I see myself after this class is completed. Well my chief concern as of now is to finish my class with good consequences. My long-run aims are inter-linked with my consequences. As I plan to transport on with my educational development by transporting out my MBA in Management Studies. I am really interested within the concern field ; hence I feel that by transporting out an Master in business I will be able to derive good calling and occupation chances in UK. With such chances I can utilize my accomplishments that I gain from my academic and working background in UK to thrive within my ain state. As a practical individual I am ever interested in the field of running my ain concern, hence I plan to open my ain concern and run it harmonizing to my ain demands. The chief obstruction for this will be costs and the clip graduated table, which I will hold to prioritize with my ain personal life. Therefore I feel that one time I have settled down in life with a good occupation within the direction sector, so I can subsequently on in life develop my involvement in researching the running of my ain concern. In order to carry through my set ends and aspirations in the current and near future I plan to reexamine my action program every 6 months. This will give me a clear prospective of what I am carry throughing and what I need to accomplish within the continuance of clip. Therefore self-review is ever of import as it enables one to maintain in path of their ends and amend or adjust into extra fortunes that may originate. Bing a good director I have to be in communicating with the people for the selling and besides for other development in the concern. The support from market people for finance and the market had a good impact on the development of the concern. They can assist me from their experience and from the accomplishments they have. Bing a man of affairs on the footing of net income hey can besides back up me to acquire the better trades and chance in the market so I can stand in the market.

Why I want to be a pharmacist

I have always wanted to work in health care for as long as I can remember. Ever since I was a young child, it gave me such great joy to assist someone who needed my help and I have continued to feel the same way to date.Before considering this path, I worked as a nursing assistant. This line of work gave me immense satisfaction because I could care for people. However, I grew fond of my patients and it became so devastating when some of them passed away. At this point, I realized that my compassionate personality could not cope with such close contact with patients. I needed a line of work that allowed me to care for the sick but at the same time, maintain some distance from them. My answer could only be found in pharmacy.I have done a lot of volunteer work in this line and although I have not been paid for my efforts, my experience in this line of work has prepared me to deal with the intricacies of the profession. Through pharmacy, I can get a chance to do some community work espec ially with regard to immunization processes and other procedures that involve offering service to the community.I also believe that pharmacy is a rewarding career. It is one of the most trusted professions in the country. In fact, research shows that pharmacists are the second most trusted professionals in health care. Through pharmacy, I will be exposed to other equally important health care providers.This means that I can then cooperate with these professionals to improve the overall heath of my community. For instance, pharmacy would allow me to offer advice to doctors who may want to find out information about a certain disease.On top of that, I will also b working hand in hand with other sections of the health care profession such as radiography, bio-lab technology among others. These interactions will build my character as a true profession and I will always get an opportunity to learn and grow.A career in pharmacy is highly flexible. In contrast to other professions such as n eo-surgery, in pharmacy, I will always be in control of my working experience hence leaving time for a social life. This degree of flexibility can also allow me to pursue further studies or other work related projects during my free time.Pharmacy is one of the most demanding professions in the health sector. This is especially because it is a combination of various disciplines. For instance, knowledge in industrials chemistry is essential to understand the chemical compositions of drugs. Also, I will need some knowledge in bio chemistry to understand how the body works.The human anatomy and physiology will also be essential. Internalizing all these disciplines requires a great degree of dedication, hard work and enthusiasm which I have in abundance. My interests and talents are definitely compatible with this profession. This are the reasons hwy I feel pharmacy is the career for me.ConclusionAny profession ought to be in line with one’s personality. I believe that my interest s, experiences, talents and personality provide me with a unique advantage in this line of work. On top of that, pharmacy is rewarding, rich and challenging at the same time.

How to Generate a Unique ID in PHP

How to Generate a Unique ID in PHP A unique user ID can be created in PHP using the uniqid () function. This function has two parameters  you can set. The first is the prefix, which is what will be appended to the beginning of each ID. The second is more_entropy. If this is false or not specified, it will return 13 characters; if its  true, 23 characters will be returned. Examples For Creating a Unique ID Below are examples of creating a unique user ID, but each are a little different. The first creates a normal unique ID while the second shows how to make a longer ID. The third example creates an ID with a random number as the prefix while the last line can be used to encrypt the username before storing it. //creates a unique id with the about prefix $a uniqid(about); echo $a; echo br; //creates a longer unique id with the about prefix $b uniqid (about, true); Echo $b; echo br; //creates a unique ID with a random number as a prefix - more secure than a static prefix $c uniqid (rand (),true); echo $c; echo br; //this md5 encrypts the username from above, so its ready to be stored in your database $md5c md5($c); echo $md5c; ?

Shakespeares Sonnet 18 Study Guide

Shakespeare's Sonnet 18 Study Guide William Shakespeares Sonnet 18 is justifiably  considered one of the most beautiful  verses  in the English language. The  sonnet’s  enduring power comes from  Shakespeare’s  ability to capture the essence of love so clearly and succinctly. After much debate among  scholars, it is now generally accepted that the subject of the poem is male. In 1640, a publisher named  John Benson released a highly inaccurate edition of Shakespeare’s sonnets in which he edited out the young man, replacing â€Å"he† with â€Å"she.† Benson’s revision was considered the standard text until 1780 when Edmond Malone returned to the 1609  quarto and re-edited the poems. Scholars soon realized that the first 126 sonnets were originally addressed to a young man, sparking debates about Shakespeare’s sexuality. The nature of the relationship between the two men is highly ambiguous and it is often impossible to tell if Shakespeare is describing platonic or erotic love. Summary Sonnet 18 is perhaps the most famous of the 154 sonnets Shakespeare completed in his lifetime (not including the six he included in several of his plays). The poem was originally published, along with Shakespeares other sonnets, in a quarto in 1609. Scholars have identified three subjects in this collection of poems- the Rival Poet, the Dark Lady, and an anonymous young man known as the Fair Youth. Sonnet 18 is addressed to the latter. The poem opens with the immortal line Shall I compare thee to a summers day? following which Shakespeare does just that, finding the youths beauty even more lovely and more temperate that that of summer. Here Shakespeare is at his most romantic, writing that  love and the youth’s beauty are more permanent than a summer’s day, which is tainted by occasional winds, blistering heat, and the eventual change of season. While summer must always come to an end, the speaker’s love for the man is eternal- and the youths eternal summer shall not fade. The young man to whom the poem is addressed is the muse for Shakespeare’s first 126 sonnets. Although there is some debate about the correct ordering of the texts, the first 126 sonnets are thematically interlinked and demonstrate a progressive narrative. They tell of a romantic affair that becomes more passionate and intense with each sonnet. In the  previous 17  sonnets, the poet has been trying to convince the young man to settle down and have children, but in Sonnet 18 the speaker abandons this domesticity for the first time and accepts love’s all-consuming passion- a theme that appears again in the sonnets that follow. Major Themes Sonnet 18 touches on a few simple themes: Love The speaker begins by comparing the man’s beauty to summer, but soon the man becomes a force of nature himself. In the line  Ã¢â‚¬Å"thy eternal summer shall not fade,† the man suddenly embodies summer. As a perfect being, he is even powerful than the summer’s day to which he has been compared up to this point. In this way, Shakespeare suggests that love is an even more powerful force than nature. Writing and Memory Like many other sonnets, Sonnet 18 contains a volta, or turn, where the subject matter changes and the speaker shifts from describing the subjects beauty to describing what will happen after the youth eventually grows old and dies. Nor shall Death brag thou wanderst in his shade, Shakespeare writes. Instead, he says that the fair youth will live on through the poem itself, which has captured the young mans beauty: So long as men can breathe or eyes can see, / So long lives this, and this gives life to thee. Literary Style Sonnet 18 is an English or Elizabethan sonnet, meaning it contains 14 lines, including three quatrains and a couplet, and is written in iambic pentameter. The poem follows the rhyme scheme  abab cdcd efef gg. Like many sonnets of the era, the poem takes the form of a direct address to an unnamed subject. The volta occurs at the beginning of the third quatrain, where the poet turns his attention to the future- But thy eternal summer shall not fade. The key literary device in the poem is metaphor, which Shakespeare references directly in the opening line. However, instead of using it traditionally- comparing the subject to a summers day- Shakespeare draws attention to all the ways in which the comparison is inadequate. Historical Context Little is known about the composition of Shakespeares sonnets and how much of the material in them is autobiographical. Scholars have long speculated about the identity of the young man who is the subject of the first 126 sonnets, but they have yet to find any conclusive answers. Key Quotes Sonnet 18 contains several of Shakespeares most famous lines. Shall I compare thee to a summer’s day?Thou art more lovely and more temperateAnd summer’s lease hath all too short a dateSo long as men can breathe or eyes can see,So long lives this, and this gives life to thee.

Catholic Charities Essay Example | Topics and Well Written Essays - 1750 words - 1

Catholic Charities - Essay Example The paper "Catholic Charities" describes Cafod organization. Being a Catholic charity, it has some characteristics, which make it distinctive. It follows Catholic social teaching, which members look upon as authoritative, whether depending upon global statements made by the papacy, or by synods or national conferences of bishops. These are considered to require a response from the wider Catholic community as they put their faith into positive action. Although based upon unchanging principles, the seeking of justice for all for example. Cafod also allows itself to be affected in its decisions and actions by new ideas about such things as human rights, as set out for instance in the Universal Declaration of Human Rights as produced by the United Nations. It also responds to the changing world - new as well as long standing social, economic and political actualities. This includes such simple things as encouraging parishes and individual parishioners to use and promote Fair Trade goods. People can become a member of parliament correspondent – basically keeping their member of parliament informed about Cafod activities, campaigns and injustices that the organization is aware of. Catholics are also encouraged to leave legacies to the organization. Cafod personnel contribute to important reports which are produced, and which may and should lead to action on the part of governments, and even international organizations, such as that on Aids in Africa from Unaids Facts and Figures.