Project Management Literature review Example | Topics and Well Written Essays - 1000 words

Project Management - Literature review Example Additionally, through sponsoring events and organizations, firms receive positive feedback from the recipient, and that will put the constructive effect on the general perception about the sponsor in the mass of the population. However, for this, sponsors need to show genuine long-term commitment with sponsored events or organizations (Rifon et al, 2004). It adds value to mention that even a sophisticatedly planned sponsorship campaign encompassing positive brand attributes and consumer-friendly attributes might not generate the required type of image in the minds of consumers (Han et al, 2013). In such sponsorship scenarios, the consumers do not consider such adoption of the method for promoting the brand value among the consumers (Simmons et al, 2006). As a result, it can be deduced that it is highly essential that congruence does not always bring corporate benefits for the

What it means to be an Employer of Choice Personal Statement

What it means to be an Employer of Choice - Personal Statement Example In simpler terms, they defined â€Å"Employer of Choice† as â€Å"it means that [quality] people will choose to work for you and they will: Choose to dedicate themselves to your success. Choose to stay with you, even when they are being courted by recruiters from other employers - recruiters with exceptionally attractive inducements. An employer of choice is one who inspires highly talented workers to join them and stay with them† (Cavell, 2004). A major area which makes employees consider an organization as an â€Å"Employer of Choice† is the atmosphere in the workplace. The workplace environment is focused on six principles which are the key drivers of employee engagement (The Training Foundation, 2011). These six principles are Caring about people, Honesty and fairness, Open communication, Involving people, Coaching and assisting and Ethical practice (CHOICE). An â€Å"Employer of Choice† awardee, The Martin Memorial Health Systems embodies these principles. They view their company as an organization not only engaged in health care services but as a venue for learning by supporting their associates and encouraging them to pursue their dreams and aspirations through further studies (Martin Memorial Health System, 2011). The second common issue which influences an individual’s perception of â€Å"Employer of Choice† is the values-based culture in an organization (The Training Foundation, 2011). According to the Training Foundation, â€Å"companies that honour values which chime with innate human motivators are rewarded by engaged employees and superior performance† (2011). One company which has exemplified this area is IBM which has been â€Å"Employer of Choice† for several years now. Its three-fold initiatives or the 3Cs for the employees have made them retain the position. These initiatives are capability, which refers to the â€Å"rigorous and ongoing career/skills development programs; climate which refers to

MIS Essay Example | Topics and Well Written Essays - 1250 words

MIS - Essay Example In United States there are more than 500 academic institutions who currently utilize this program. Players generally use Markstrat for making appropriate decisions related to areas of finance, research and development, and marketing. Markstrat helps to analyze market related data and then delivers required results. MIS or Marketing Information System is a strategic approach which is utilized to analyze current market scenario and predict outcomes. This approach can be stated as a management tool that is used not only by students but also by corporate. All market related data is greatly utilized for framing marketing strategies and gaining competitive advantage. MIS is a tool for executing marketing decision making. It supports marketing manager by making tasks simpler and easier. Market related data are of various types but this approach helps to gather this data efficiently. In overall context, analysis of such data facilitates formulation of best possible strategy (Piercy, 2009). There are four interfaces which are highlighted by marketing information system. These interfaces are application software, user interface, system support and database marketing. It can be stated that marketing information system serves as an integration tool. For any strategic decision making it is important to int egrate all forms of collected data. Real world information is integrated with real time application through marketing information system. MIS is responsible for integrating marketing monitoring mechanisms with strategic development. The basic components of MIS can be classified into four categories such as internal records, marketing intelligence, marketing research and marketing decision support system. Internal records means providing internal information about a firm. Marketing intelligence is related to collecting all forms of information mainly from external sources. On the other hand, marketing research

What it means to be an Employer of Choice Personal Statement

What it means to be an Employer of Choice - Personal Statement Example In simpler terms, they defined â€Å"Employer of Choice† as â€Å"it means that [quality] people will choose to work for you and they will: Choose to dedicate themselves to your success. Choose to stay with you, even when they are being courted by recruiters from other employers - recruiters with exceptionally attractive inducements. An employer of choice is one who inspires highly talented workers to join them and stay with them† (Cavell, 2004). A major area which makes employees consider an organization as an â€Å"Employer of Choice† is the atmosphere in the workplace. The workplace environment is focused on six principles which are the key drivers of employee engagement (The Training Foundation, 2011). These six principles are Caring about people, Honesty and fairness, Open communication, Involving people, Coaching and assisting and Ethical practice (CHOICE). An â€Å"Employer of Choice† awardee, The Martin Memorial Health Systems embodies these principles. They view their company as an organization not only engaged in health care services but as a venue for learning by supporting their associates and encouraging them to pursue their dreams and aspirations through further studies (Martin Memorial Health System, 2011). The second common issue which influences an individual’s perception of â€Å"Employer of Choice† is the values-based culture in an organization (The Training Foundation, 2011). According to the Training Foundation, â€Å"companies that honour values which chime with innate human motivators are rewarded by engaged employees and superior performance† (2011). One company which has exemplified this area is IBM which has been â€Å"Employer of Choice† for several years now. Its three-fold initiatives or the 3Cs for the employees have made them retain the position. These initiatives are capability, which refers to the â€Å"rigorous and ongoing career/skills development programs; climate which refers to

Atmospheric issues Term Paper Example | Topics and Well Written Essays - 1750 words

Atmospheric issues - Term Paper Example Global warming is connected to levels of carbon dioxide in the atmosphere because carbon dioxide is a greenhouse gas. Other gasses, such as methane serve as greenhouse gasses as well, but carbon dioxide is by far the most abundant, so the following mitigation plan will focus on limiting and eventually stabilizing the amount of carbon dioxide in the atmosphere as best we can. Addressing global climate change is important because a host of negative environmental and human maladies can be linked to a rapidly changing climate. Habitat loss, a greater range for human and animal disease, declining agricultural production and more severe storms are all possible outcomes from a warming global climate. But mitigating the amount of carbon dioxide being introduced into the atmosphere is a challenge. The complex nature of the atmosphere and earth’s systems makes some inputs, such as volcanic eruptions and solar radiation, beyond our control. Even inputs that are within our control are dif ficult to implement due to the global nature of the problem. Any realistic mitigation plan needs to have the cooperation of a host of governments and nongovernmental organizations. Though the challenges are daunting, the threats are even more so. This is why we need to address the rising amount of carbon dioxide in our environment. Carbon dioxide levels need to be mitigated because carbon dioxide is a greenhouse gas. Carbon dioxide is essential in our atmosphere because it traps heat in the atmosphere before it can be radiated back into space from the surface of the earth. It works very much like a blanket trapping body heat. If a blanket is too thick, the sleeper becomes uncomfortable. This is what many scientists believe is happening to earth. The build-up of carbon dioxide in the atmosphere is creating a thicker, more effective

Literature Review of Cultural Leadership Essay Example for Free

Literature Review of Cultural Leadership Essay Cultural leadership is a diverse subject to touch upon. This aspect of leadership is constantly growing and changing. People should not look into cultural leadership with biased opinions. Dividing cultural leadership into sub groups just gives people an opinion on how to look at people differently. Cultural leadership should be looked at as a whole, as we are one, working together, with the same goal to be successful. Cultural leadership profiles are used to classify what followers expect from leaders in ten cultures cluster groups comprising of sixty-two countries. Six different leadership behavior classifications are used to show what profile is dominant in varying strengths in each region. A successful leader involves more than just planning, coordinate, managing and supervising. A successful leader also has the ability to deal with all genres of people. Whether in involves ethnicity, sexual orientation or people with different cultures. The success of an organization is highly impacted by its culture, which is part of a strategic planning of an organization. What is culture? Culture is defined as the universally shared beliefs, values, and norms of a group of people. Two factors that can hinder cultural awareness are ethnocentrism and prejudice. It is challenging for leaders because it averts them from fully understanding the world of others. Prejudice has a negative impression because it is self-orientated and restrains leaders from seeing the many sides and qualities of others. Whatever makes them unique is their culture. Having a clear understanding of one’s culture, communicating with each other will be much more efficient. Culture has been the attention of many findings across a variety of principles. In the past 30 years a significant number of studies have focused on specifically on ways to recognize and categorize the various dimensions of culture. Determining the rudimentary dimensions or charismas of different cultures is the first step in being able to recognize the relationships between them. Ever since World War II, globalization has been progressing throughout the world. Globalization is the increased interdependence (economic, social, technical, and political) between nations. People are becoming more interconnected. There is an increasingly significant amount of international trade, cultural exchange, and use of worldwide telecommunication systems. In the past ten years, our schools, organizations, and communities have become a lot more global. Increased globalization has created many challenges as well, for example the need to design effective multinational organizations, to identify and select appropriate leaders, and to manage organizations with culturally distinctly different employees. Globalization has also fashioned a need to understand how cultural differences affect the leadership performances. Globalization also created the requirement for leaders to become knowledgeable in cross-cultural awareness and practice. First, leaders need to understand business, political, and cultural settings worldwide. Second, they should learn the perspectives, tastes, trends, and technologies of multiple cultures. Third, they basically need to be able to work concurrently with people from many cultures. Fourth, leaders must be able to familiarize to living and communicating in other cultures. Fifth, they need to acquire to relate to people from other cultures from a position of equivalence rather than cultural supremacy. Anthropologists, sociologists, and many others have questioned the meaning of the word culture. Because it is a theoretical term, it is hard to define, and many different people often define it in unrelated ways. Here, culture is defined as the learned beliefs, values, rules, norms, symbols, and traditions that are common to a group of people. It is these shared qualities of a group that make them matchless. In summary, culture is the way of life, different customs, and script of a group of peoples. Related to culture, are the expressions of multicultural and diversity. Multicultural indicates an approach or classification that takes more than one culture into interpretation. It mentions to the existence of multiple cultures such an African, American, Asian, European, and Middle Eastern. Multicultural can also denote to a set of subcultures defined by race, gender, ethnicity, sexual orientation, or age. Diversity signifies to the subsistence of different cultures or ethnicities within a group or organization. Ethnocentrism is the inclination for beings to place their own group (ethnic, racial, cultural) at the center of their interpretations of others and the world. People tend to give importance and value to their own beliefs, attitudes, and values, over and above other groups. Ethnocentrism is the sensitivity that one’s own culture is better or more expected than the culture of others. Ethnocentrism is a worldwide tendency, and each and every one of us is ethnocentric to some degree. Ethnocentrism can be a major impediment to effective leadership because it averts people from fully understanding and/or respecting the perspectives of others. The more ethnocentric we are, the less open or accepting we are of other people’s cultural customs and practices. Prejudice is a general continual attitude, belief, or emotion believed by an individual about another individual or group that is based on defective or unproven statistics. It refers to assumptions about others based on previous decisions or occurrences. Prejudice involves obstinate generalizations that are impervious or change or evidence to the opposing. Prejudice is often thought in the framework of race. In addition to combating their own prejudice, leaders also face the experiment of dealing with the prejudice of followers. These prejudices can be toward the manager or the leader’s culture. Additionally, it is not infrequent for the leader to face followers who symbolize several culturally different groups, and these groups have their own prejudgments toward each other. A experienced leader needs to find ways to negotiate with followers from numerous cultural backgrounds. Training programs about culture and diversity have been admired for many years. At the center of these programs, people are educated about the degrees and characteristics of different cultures, and how to be perceptive to people in other countries and cultures. Considerate about issues about culture is useful in several ways. The discoveries about culture can help leaders recognize their own cultural biases and inclinations. Tolerant of their own preferences is the first step in accepting that people in other cultures might have different predilections Additionally, the findings help leaders to apprehend what it means to be a noble leader. Different cultures have different ideas about what they desire from their leaders. These verdicts help our leaders adapt their style to be more operative in different cultural settings. Third, the findings help leaders correspond more effectively across cultural and geographic boundaries. By considering cultural differences, leaders can become more empathic and precise in their communication with others. Information on culture and leadership has also been applied in very concrete ways. It has been used to construct culturally perceptive Web sites, design new employee orientation programs, organizing programs in relocation training, advance global team effectiveness, and expedite multinational merger implementation. These illustrations clearly specify the wide range of applications for research on culture and leadership in the workplace. GLOBE researchers allocated the data from the 62 countries they studied into regional masses. These masses provided a expedient way to investigate the similarities and differences between cultural groups, and to make significant generalizations about culture and leadership. In sum, these regional masses exemplified a valid and dependable way to differentiate countries of the world into 10 distinct groups. The GLOBE studies compromise the greatest body of findings to date on culture and leadership. GLOBE researchers studied how 17,000 managers from 62 different countries perceived leadership. They evaluated the similarities and differences between regional clusters of cultural groups by grouping countries into 10 distinct clusters; the outcome was a list of leadership attributes that were universally recognized as positive and negative. The representation of an ineffective leader is someone who is asocial, malicious, self-focused, and autocratic. The conceptualization of leadership used by GLOBE researchers was consequential in part from the work of Lord and Maher on implicit leadership theory. Concurring to implicit leadership theory, individuals have implicit beliefs and opinions about the qualities and theories that differentiate leaders from non-leaders and effective leaders from ineffective leaders. â€Å"Leadership is in the eye of the beholder.† Leadership refers to what people see in others when they are demonstrating leadership behaviors. To depict how different cultures view leadership behaviors in others, GLOBE researchers identified six global leadership behaviors: * Charismatic/Value-Based Leadership: Reflects the ability to inspire, to motivate, and to expect high performance from others based on strongly held core values. This kind of leadership includes being visionary, inspirational, self-sacrificing, trustworthy, decisive, and performance oriented. (Peter Northouse 2012). * Team-Orientated Leadership: Emphasizes team building and a common purpose among team members. This kind of leadership includes being collaborative, integrative, diplomatic, non-malevolent, and administratively competent. (Peter Northouse 2012). * Participative Leadership: Reflects the degree to which leaders involve others in making and implementing decisions. It includes being participative and non-autocratic. (Peter Northouse 2012). * Humane-Oriented Leadership: Emphasizes being supportive, considerate, compassionate, and generous. This type of leadership includes modesty and sensitivity to other people. (Peter Northouse 2012). * Autonomous Leadership: Refers to independent and individualistic leadership, which includes being autonomous and unique. (Peter Northouse 2012). * Self-Protective Leadership: Reflects behaviors that ensure the safety and security of the leader and the group. It includes leadership that is self-centered, status conscious, conflict inducing, face saving, and procedural. (Peter Northouse 2012). Cultural Leadership in organizations always seems to miss the discussion of how leadership keeps culture in organizations stable. Charisma is where it all begins. Therefore having multiple cultural leaders helps to resolve this issue. Most leaders do and say different things, but in the end, everyone just wants success. Whether that success is culture, coordination, or a profitable business, or all of those things, many people learn to cope with differences by experience. Experience is the best form of knowing, therefore, to be a great leader; you have to start somewhere. The leader, the followers, and the situation, all have to do with leadership. As well as playing a significant role in cultural leadership. Or any type of leadership for that matter. Personal qualities, perceived situation, vision and mission, followers’ and attributes, leader behaviors, performance, administrative actions, use of cultural forms, and the use of tradition all are key elements to a successful leader, their followers, the business, and the outcome of the business, organization, company. Multicultural is increasing all over the world. Even though America is known as the melting pot, everywhere across the world have cultural behaviors within their organization. Ethics affects leadership, as well as tradition. But studies complied on cross-cultural leadership have been attained, and this helps us to understand the differences between different cultures from our own. Decaregorization is a cultural leadership style for employees to become more aquinted with one another. This style helps companies get to know onw another and interact in a positive manner doing something else besides work. The leader would old a funraiser, etc. Therefore, rather than group-based interactions, this approach will focus on individuality. The following quotes are crucial to cultural leadership, and accepting differences among others. â€Å"Moral excellence comes about as a result of habit. We become just by doing just acts, temperate by doing temperate acts, brave by doing brave acts.† – Aristotle, Nichomachean Ethics (350 BCE). â€Å"Lead them with culture and regulate them by the rules of propriety, and they will have a sense of shame and, moreover, set themselves right.† – Confucius (5110479 BCE). The results of ethical leadership came up with six main themes from the responses of all six societies. Accountability, consideration and respect for others, fairness and non-discriminatory treatment, character, collective orientation – organization and social, openness and flexibility. Each society is unique, and to understand the differences, you must experience it firsthand. Reading and learning will only give your insight. Aforementioned cultural leadership must be learned in person, by the leader and its followers, for they are working towards a common goal. Leadership profiles are used to describe how cultures view leadership behaviors. There are six leadership behaviors identified by Globe researchers, they are: charismatic/value based, team-oriented, participative, humane- oriented, autonomous, and self-protective.( House Javidan, 2004) Charismatic/value based leadership is being visionary, inspirational, with the ability to motivate high performance from others based on strongly held core values. Team-oriented leadership is instilling a common purpose among team members to encourage a team effort by being collaborative, diplomatic, and administrative competent. Participative leadership involves making others in the decision making process and includes being non-autocratic and participative. Autonomous leadership is being unique, independent, and a individualistic leader. Humane-oriented leadership is being modest and sensitive to other people, being supportive, compassionate, and generous. Self-protective is self-centered, face saving, status conscious, ensuring the safety and security of the leader and group. There are ten distinct groups to differentiate countries of the world into regional clusters ( e. g. Ronen Shenkar, 1985) Middle East, made up of Qatar, Morocco, Egypt, Kuwait, and Turkey. Nordic Europe which includes Denmark, Finland, and Sweden. Latin Europe comprising Israel, Italy, Spain, Portugal, France, and Switzerland. Latin America made up of Ecuador, El Salvador, Columbia, Bolivia, Brazil, Guatemala, Argentina, Costa Rica, Venezuela, and Mexico. Southern Asia which includes The Philippines, Indonesia, Malaysia, India, Thailand, and Iran. Sub-Saharan Africa consisting of Zimbabwe, Namibia, Zambia, Nigeria, and South Africa. ( Black caucus) Anglo consists of Canada, the United States, Australia, Ireland, England, South Africa( white caucus) and New Zealand. Confucian Asia includes Singapore, Hong Kong, Taiwan, China, South Korea, and Japan. Eastern Europe is Greece, Hungary, Albania, Slovenia, Poland, Russia, Georgia, and Kazakhstan. Germanic Europe includes Austria, The Net herlands, Sweden, and Germany. Middle Eastern culture and leadership perceived to be effective in this region of the world are the interrelationships among societal culture, organizational culture and leadership methodologies. Data collected from four Middle Eastern nations (Iran, Kuwait, Turkey, and Qatar) provide an insight into the framework of societal and organizational values and management practices in Arab countries. The great majority of the population in Iran, Kuwait, Turkey, and Qatar are muslins. Turkey has a formal state ideology; the state is independent of religious rules and is run by secular rules mostly adapted from the west. Iran, Kuwait, and Qatar are not secular, but religious laws dominate. Also differences in the Islamic sects, Iran being predominately â€Å"shiite†, Kuwait, Turkey, Qatar people largely â€Å"sunni†. Language may account for part of the differences in Middle East region, while Islamic religion seems to be a common attribute. In making plans and forecasts all four nations are below average and very close to each other, which involves the concept of fate embodied in Islamic beliefs. Effective leadership attributes in Middle Eastern societies have universalistic characteristics and some culture-specific attributes with participation having a different meaning compared to western societies, being centered on satisfaction of egos rather than to improve quality of a decision. Organizational leaders tend to be more sensitive to local cultures and traditions and more future-orientated practices, plus promote change.( Introduction to the special issues on Leadership and Culture in the Middle East, Hayat Kabasakal and Ali Dastmalchian) Face saving and status are important characteristics of effective leadership, and deemphasizes charismatic/value based and team- oriented leadership. Looking after one’s job and security is of the upmost priority for most leaders in this group category. Diversity of management systems exist across contemporary Europe, and societal culture diversity remains unquestionable and frequently preserved as much as possible. The formation of the European Union has opened up all borders, increasing diversity if cultures, all intermingling, changing cultural clustering, and cultural divide between eastern and western Europe. Prior studies of cultural distinctions, cross-cultural studies between east-west and north-south European distinctions are changing from prior data and may need further studies. Managers in Germanic countries make more participative decision-making behavior, central Europe makes more autocratic decisions. West European (Nordic, Anglo, Latin) empathize more â€Å"Equality â€Å"or egalitarian commitment. East and near East countries lean more toward hierarchy or conservatism. North Europe has shown to favor equality and participation, while managers from Southern Europe prefer more hierarchy. A coaching leader is preferred in North Europe, while preference is for a directing leader in South Europe. While self centered and malevolence are seen as impeding leadership in all clusters. Eastern Europe leader would be independent while maintaining strong interest in protecting their position as leader. Nordic Europe want leaders who are inspiring and involve others in decision making, not concerned with status and other self-centered attributes. Anglo Europe want leader to be exceedingly motivating and visionary, considerate of others, team orientated and autonom ous and not autocratic. Latin America leader is charismatic/value based but somewhat self serving, collaborative and inspiring. Confucian Asia leader works and cares about others but uses status and position to make independent decisions without input of others. Sub-Saharan Africa sees effective leadership as caring, should be inspirational, collaborative, and not excessively self centered. A portrait of a leader who is high in integrity, is charismatic/value based, and has interpersonal skills is one whom almost everyone would see as exceptional. (Dorman et al. 2004) After major corporate failures and financial failures of banks and other high impact institutions, being honest and trustworthy could be a high priority for leadership positions in all culture groups. Other personal traits or learned skills would be useful and desirable attributes but lower on the priority scale. Being positive and intelligent definitely would be useful as a leader of any type of venture or business. There are a lot of other positive attributes that would be desirable for leadership; among them is one that plans ahead, having foresight to accurately see what is coming up in near and long range time predictions. Being a team builder, instilling confidence in others encouraging them with a just and dependable example. Personal traits such as being administrative skilled, decisive, and motivating people to be excellence oriented would be very beneficial to any leader and followers. Leaders should be aware and knowledgeable of the many undesirable attributes that can be obstacles in being an effective leader. Being a loner and anti-social would be very negative in showing followers your concern for them and gaining their confidence. The most visible and destructive undesirable attribute in recent events is that of being ruthless, as you would think of people in financial leadership of banks and wall street that caused the massive collapse of the world economies. Being dictatorial and egocentric is very bad for keeping a positive relationship with followers. Personal traits like being irritable and non-cooperative would be hard to understand by followers. There are many strengths associated with classifications of culture groups into clusters that can be easily be utilized for leadership profiles so as to provide a data base of reference for managers of international corporations. Providing valuable asset for training more efficient leaders is one of the strength, it also provides a good understanding of how different cultures have an impact upon leading a workforce into better cohesion and productive atmosphere in the workplace. What followers expect from leaders is a signal to upper management as to what type of person would be more effective with a certain culture group. A second strength could be that this provides useful information/guidelines about what is accepted as good and bad leadership, a yardstick for managers/leaders to measure how do I measure up? Leadership and culture are two separate studies, but inseparable in effective leadership programs. There are some criticisms on culture and leadership classification studies in that a lot of findings about perceptions of leadership in different cultures do not provide a clear set of assumptions and propositions that can be used to provide a single theory about the way culture influences the leadership process. Another one would be in that some of the terms used are hard to understand without any education about the diversity of world culture. The meanings of some terms are very vague. The conceptualizations in these studies of culture and leadership integration has had varying reception from people on that it being a process of being perceived by others as being a leader. Also the way a provocative list of universally endorsed desirable and undesirable leadership attributes are presented. Different cultures have different ideas about what they want from their leaders. Understanding the diversity of cultures in the workplace today can be very positive for leaders and followers in their pursuits. While there are many studies on culture leadership and the GLOBE Study, there is also a model that helps leaders in achieving effective cultural leadership. In that it helps them understand the difference that exits among national cultures. The model was developed by Geert Hotstede. In his research he outlines the variation of national culture into five dimensions. They are as follow: individualistic/collectivistic, high power distance/low power distance; high and low uncertainty avoidance, achievement/nurturing; and long-term/short-term orientation. Familiarity with the GLOBE Study and the Hofstede model, leadership culture is made easy and will increase organizational effectiveness. This will also create better relationship among nations. This will benefit the common good of all through respect and better communication. Individualistic people; according to Hofsede, worry about themselves and that of those who are close to them or who are like them. They tend not to trust outsiders. In contrast, collectivistic work in groups, much like team players. The second dimension of Hofsede’s study is power distance. Some cultures have accepted high power distance and others low power distance. High power distance cultures display great respect for those in authority or power holders. This model is seen based on the difference between leaders and their followers. It is obvious in pay scale, benefits and promotions. Though lower power distance: power is distributed more equally among group members; there is much lateral communication line between subordinates and leaders. Third dimension is high uncertainty avoidance. This dimension is concerned with the impact of societal norms, ritual and what is being done in avoiding uncertainty. Organizations want to be able to predict the future based the rules of cultures are used. They live under constant stress because of fear of the future. In contrast; low uncertainty avoidance is comfortable with risks, they do not impose or create friction over differences in behaviors and or others opinions. Those cultures in the low uncertainty avoidance tend to be more tolerant of others. The next dimension is achievement; those belonging to this group tend to be more aggressive. They are assertive, they are confrontational, there is a lot of greed for money and they lack humility. They encourage competitiveness among them and others. Whereas the opposite of that is nurturing, they value relationship and are genuinely concern about the wellbeing of others. The last set of dimension of natural culture is long-term orientation. They are optimistic of the future and they are persistent. Though short-term orientation, they stay in the past, they place high importance on values of the past. In addition to the Five Dimensions of National Culture as described by Hofsete, there is for additional dimensions that affect cultural leadership. They are as follows, and I quote as listed in Northouse (2010): * Institutional Collectivism: An organization or sociality encourages institutional or societal collective action. (Peter Northouse 2012). * In-Group Collectivism: People express pride, loyalty, and cohesiveness in their organizations or families. In-group collectivism is concerned with the extent to which people are devoted to their organizations or families. (Peter Northouse 2012). * Gender Egalitarianism: An organization or society minimizes gender role differences and promotes gender equality. (Peter Northouse 2012). * Assertiveness: People in a culture are determined, assertive, confrontational, and aggressive in their special relationships. (Peter Northouse 2012). * Future Orientation: People engage in future-oriented behaviors such as planning, investing in the future, and delaying gratification. (Peter Northouse 2012). * Performance Orientation: An organization or society encourages and rewards group members for improved performance and excellence. (Peter Northouse 2012). * Humane Orientation: A culture encourages and rewards people for being fair, altruistic, generous, caring, and kind to others. (Peter Northouse 2012). Through all of the studies it has been concluded that there is exact correlation between the culture of an organization and its effectiveness. And it also shows that a lot of those dimensions have a negative impact on the organization. In conclusion, cultural leadership is one of the major principles every organization, company, person needs to fully grasp. For decades, many researchers have been prophesying that globalization, increased technology, civil rights legislation, and changing demographics will generate new encounters for leaders who administer a diverse organization. All of these elements place a considerably improved probability that workers from both genders, diverse nationalities, ethnic backgrounds, numerous races, and a mixture of religious will be essential to work jointly. This in sum, employees must work together to create a positive environment. This is what naturally will happen, and this is an international effort. References Leadership Theory and Practice Fifth Edition Peter G. Northouse Introduction to the Special Issue on Leadership and Culture in the Middle East(2001) Hayat Kabasakal Ali Dastmalchian Cultural Variations Across European Countries(2000) Felix C. Brodbeck Michael Frese THE INTERNATIONAL JOURNAL OF INTERDISCIPLINARY SOCIAL SCIENCES (http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=a2b5ee8b-a9d2-4bae-a8ed-16919582d9c5%40sessionmgr115vid=4hid=14) Chrobot-Mason, Donna, Ruderman, Marian N. Weber, Todd J, Oholott, Patricia J, Dalton, Maxine A. (Nov 2007) Illuminating a Cross-Cultural Leadership Challenge: When Identify Groups Collide. Volume 18 (11) 2011 (26). Retrieved From http://discover.linccweb.org/primo_library/libweb/action/display.do

Theatre Essays Samuel Beckett

Theatre Essays Samuel Beckett Discuss Samuel Becketts handling of identity in his plays Waiting for Godot and Happy Days. The work of Samuel Beckett can be seen to span both the Modernist and Postmodernist paradigms (Bradbury and McFarlane, 1991; Green and LeBihan, 1996), on the one hand being influenced by such canonical Modernist writers as James Joyce and Luigi Pirandello (Knowlson, 1996) and on the other relying heavily on Postmodern notions such as the transgression of the body, the performative identity and the failure of grand narratives such as language and truth. This point is made by Richard Begam in his study Samuel Beckett and the End of Modernity (1996): â€Å"Becketts conception of his undertaking, what we would now call his postmodernism, recognized that an absolute break with the past, a complete supersession of what had gone before, was itself the product of a teleological or modern form of thinking. Proust and Joyce therefore became not figures to be replaced or surmounted but telling points of reference in an ongoing dialogue between past and present.† (Begam, 1996: 14) Beckett’s position as a liminal writer, spanning two distinctly different but obviously connected intellectual regimes, allows us to examine not only his work but the larger context of critical and performance theory. With this in mind, in this essay I would like to look at two main areas of Beckett’s work that are both metonymous with changes in post-War theatre (and perhaps literature) as a whole. Firstly I would like to concentrate on the notion of Postmodernism as it relates to performance, looking at leitmotifs and tropes as they appear in Waiting for Godot (1955) and Happy Days (1961), and secondly I would like to go on to look at the whole notion of identity and its dissolution in these same texts before drawing conclusions as to what this treatment says about the place of performance in contemporary theatre and, perhaps, the wider context of society itself. First of all, however and as a foundation for my later exposition, I would like to offer a brief summary of Postmodernism. Postmodernism, as Fredric Jameson points out, can be best understood through its relationship and difference to Modernism, a philosophical and artistic concept that had it roots in the Enlightenment of the eighteenth century (Bradbury and McFarlane, 1991). In an artistic sense, the Modernist work was characterised by experiment and a rejection of the Romantic subjective self. Works such as T.S. Eliot’s The Waste Land (1989) and James Joyce’s Ulysses (1977) exemplify both the Modernist propensity for innovation and the removed authorial voice and we can certainly see this in many, if not all of Beckett’s theatrical works. Postmodernism, as Jean Francois Lyotard declared in his essay â€Å"The Postmodern Condition† (1991) reflected the breakdown and disillusionment felt by the failure of the very foundations of Modernism; foundations that included such hitherto accepted givens as truth, the self, the homogeneity of Literature and the Arts and many of the other systems of thought that Lyotard termed the ‘metanarratives’ (Lyotard, 1991: 36). Whereas Modernism sought newness and innovation, Postmodernism resulted in the adoption of style over content (Robertson, 1996: 3), the questioning of accepted constructs of knowledge (Foucault, 1989) and the language (Derrida, 2004) and, as we shall see with Beckett the exposure of the artistic machinery. This last point, I think, is crucial to an understanding of Beckett’s place as both a Modernist and a Postmodern writer. As I have already stated, we can recognise certain Modernist images and leitmotifs in Beckett’s work (Eagleton, 1992: 186): the starkly bare characterisation, the dour vision of humanity that we also find in Eliot and Woolf and the conscious effort to experiment and innovate but, underneath this, we also detect a distinctly Postmodern sensibility; one that delights in the deliberate exposure of the performative nature of both the theatre and life. In Waiting for Godot, for instance, there is a constant comic antagonism created between actor and audience, as ideas and lines of narrative are picked up and abandoned without the usual dramatic sense of resolution (Schechner, 1988). In the first Act for example, Estragon begins a joke that is never finished: â€Å"Estragon: Tell it tome! Vladimir: Ah, stop it! Estragon: An Englishman having drunk a little more than usual goes to a brothel. The bawd asks him if he wants a fair one, a dark one, or a red-haired one. Go on. Vladimir: Stop it!† (Beckett, 1955: 16)   Ã‚  Ã‚  Ã‚   The antagonism and frustration engendered by this un-ended joke is more than a mere literary device it is also a performance device that sets up a markedly different actor/audience relationship. Unlike, say, classical Aristotelian dramatic theory that asserts the imperative of the â€Å"incentive moment† (Hartley and Ladu, 1948: 14) the â€Å"rising action† (Hartley and Ladu, 1948: 14) and the resolution, here Beckett (as indeed he does throughout the play) creates a deliberate anti-climax that immediately calls in to question the binary between reality and performance. The same also could be said about much of the dramatic structure of Happy Days, as the workings of the performance are constantly exposed to the gaze of the audience. Here, for instance, Winnie second guesses the thoughts of the audience members as she talks to a passer-by: â€Å"Winnie:†¦What’s she doing? He says – What’s the idea? He says – stuck up to her diddies in the bleeding ground – coarse fellow – What does it mean? He says – what’s it meant to mean – and so on.† (Beckett, 1961: 32)  Ã‚   Here Beckett deconstructs the very essence of the performance itself, exposing the bewildered reaction of the audience to his own drama. In a Postmodern dissolution of identity boundaries, the performer here becomes playwright, audience, character and actor as not only are the thoughts of the character exposed but so too the thoughts of the audience. This is not the only deconstruction of performance Beckett employs in the play. We see, for instance, the questioning of dramatic convention; Happy Days is, for all intents, a monologue but it features two characters, it is about the movement of time but, ironically, the main actor is static throughout and although it is primarily a play about words and not actions it is peppered with pauses and space. All factors that point to both plays as being as much rooted in Postmodernism as Modernism. We have touched upon it already but the overriding sense in both Waiting for Godot and Happy Days is the search and struggle for identity and this also, as we shall see, has a marked impact on the performance of the play and what it means regarding the audience/actor dialectic. The social background to Happy Days was described, in an affective way by Harold Clurman in an early review: â€Å"Beckett is the poet of a morally stagnant society. In this society fear, dismay and a sort of a stunned absent-mindedness prevail in the dark of our consciousness, while a flashy, noisy, bumptious, thick-headed complacency flourishes in the open.† (Clurman, 1998: 235) It is against this backdrop that the characters in the play struggle to maintain their scant identities. Even before the action begins we are made witness to the difficulties in establishing an individual existence as the characters’, names, Winnie and Willie, straightway blur their respective personal boundaries. We see this also to a greater extent in Waiting for Godot, as Gogo, Pozzo and Godot, combine to form a linguistic homogeneity that suggests a group rather than an individual identity. The mise en scene of Happy Days is part Eliotesque wasteland: â€Å"Expanse of scorched grass rising centre to low mound. Gentle slopes downto front and either of stage. Back an abrupter fall to stage level† (Beckett, 1961: 9)   part Postmodern irony, as the backdrop reveals itself to be a self conscious trompe-l’oeil that represents â€Å"unbroken plain and sky receding to meet in far distance.† (Beckett, 1961: 9). Within this, Winnie literally stands as part of the scenery, only half visible that is, in itself, a symbolic representation of both time passing and the extent that she has already lost a great deal of her personal identity. As I have already hinted at, Winnie deconstructs the notion of movement and stasis; on a psychological level she moves quickly between times as in this passage where she and us are taken back into her personal history prompted by the news of a death of a friend: â€Å"Winnie: Charlie Hunter! (Pause) I close my eyes – (she takes off spectacles and does s, hot in one hand, spectacles in other, Willie turns page) – and am sitting on his knees again, in the back garden at Borough Green, under the horse-beech.† (Beckett, 1961: 14) Physically however she is literally trapped, unable to move or stop the flowing of time swallowing her completely. Her identity becomes fashioned by her memories as at first, in the initial Act, they form a reasonable homogeneity and then, in Act Two become more and more diffuse, more and more fractured until by the end of the play she exists as merely snapshots of a life that has been: â€Å"Winnie: Win! (pause)Oh this is a happy days, this will have been another happy day! (Pause) After all (Pause) So far. Pause. She hums tentatively beginning of song, then sings softly, musical box tune.† (Beckett, 1961: 47)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As John Pilling suggests in his study of Samuel Beckett (1976: 85), the playwright twins the enormity of the search for identity in an alienating world with the minutiae of everyday living, as Winnie spends a great deal of the play’s time conducting worthless searches for toothbrushes, or lipsticks or many of the other incidental objects of existence. Ultimately, her search for a personal identity is proved fruitless as she becomes subsumed in that which surrounds her, perhaps a particularly twentieth century vision of the struggle of the personal psychology in the face of the modern city. Waiting for Godot, I think, concerns itself with similar themes and similar characters. Martin Esslin characterised Beckett’s Waiting for Godot as â€Å"concerned with the hope of salvation through the workings of grace† (Esslin, 1968: 55) and we can see that is certainly a major thread in the play. However, we can also note that it concerns itself not with a general salvation but with a very a personal one, with each character desperately searching for their own identity amid the alienation and ennui of the surrounding environment. Most of the play’s linguistic rhythm arises out of the characters’ attempt to assert their own identity in the face of the others: â€Å"Vladimir: Charming evening we’re having. Estragon: Unforgettable. Vladimir: And its not over. Estragon: Apparently not. Vladimir: Its only beginning. Estragon: Its awful. Vladimir: Its worse than being in the theatre.† (Beckett, 1955: 34)   The tooing and froing of the dialogue here is a perfect example of this point, with neither Vladimir nor Estragon willing to surrender themselves to the other. The same can be seen in a more graphic sense with the Pozzo/Lucky relationship that is, at its heart a Hegelian dialectic of the master and slave, with each party attempting (and failing) to break away from the other. In the comic scene towards the end of the play that depicts Vladimir and Estragon exchanging symbolic identities in the form of their hats (Beckett, 1961: 71-72) we can note Beckett’s observation on the ironies of Postmodern life: â€Å"Vladimir takes puts on Lucky’s hat in place of his own which he hands to Estragon. Estragon takes Vladimir’s hat. Vladimir adjusts Lucky’s hat on his head. Estragon hands Vladimir’s hat back to Vladimir who takes it and hands it back to Estragon who takes it and hands it back to Vladimir who takes it and throws it down.† (Beckett, 1955: 72)      The absurdity of this scene arises from the fact that each hat is the same, or at least very similar, so that it makes very little difference which hat ends up on which head. This is, I think, symbolic of the larger treatment of identity within the play; with the playwright suggesting the absurdity of the search for personal individuation. Are not identities much like hats, asks Beckett, remarkably the same? If Happy Days is a study of the search for identity under the crushing weight of time passing, Waiting for Godot is the search for identity within the lightness of forgetfulness. Time in the latter is meaningless, it passes with no affect in fact Estragon can not even remember the events of the day before. Within this, the characters desperately cling to the remnants of their identities whether that be in the form of an oppressive relationship to another, an item of clothing or the feint hope of someone who will never arrive. We can see then that the treatment of identity within Beckett’s two major plays mirrors the questions arising out of Postmodernism, questions that concern the nature of identity and the Self. For Postmodern theorists like Judith Butler (1999) and Michel Foucault (1990) the Self is a performative construct, both given to us by society and adopted as a mask and we note some of this sense in Beckett. Ultimately, then, Beckett’s work deconstructs the very notion of a theatrical performance, suggesting that this is merely one of a number of performances that occurs at any one time. The relationship, then, between the audience and the actor changes from one of passivity to one of dialogue as the former is exposed as relying as much on performance as the latter. This can be seen to be a reflection of Antonin Artaud’s assertions on the Theatre of Cruelty in his second manifesto: â€Å"†¦just as there are to be no empty spatial areas, there must be no let up, no vacuum in the audience’s mind or sensitivity. That is to say there will be no distinct divisions, no gap between life and theatre.† (Artaud, 1985: 84)   Beckett’s work says as much about the identities of the audience as the characters and as much about the performative nature of the wider society as the performance of the theatre. 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