IPHONE 5 AND IOS Essay Example | Topics and Well Written Essays - 1500 words

IPHONE 5 AND IOS - Essay Example Flaws in iPhone 5 Introduction Apple Computers Company has its headquarters in California America and is one of the successful and innovative companies across the world. Apple Computer Company has a big market name across the world, which is due to the high innovation and production of unique products. Steve Jobs was the actual founder of Apple Computers Company in 1976 and began to design and produce iPhones, iPods, iOS and iTunes. Apple also produces computes like the Macintosh, Power Mac and Apple Brands. Apple Computers Company under the headship of Steve Jobs was the first company to innovate and design iPod that was unique in the entire electronics markets. â€Å"iPhone† is a brand for mobile communication devices designed and manufactured by Apple Computers Company. iPhone exists in series ranging from iPhone iPhone2, iPhone 3, iPhone 4 and latest iPhone 5. Apple Computers Company released iPhone 5 in September 2012 and managed to sell neatly 5000000 units of the produc t. Such big sale attributed to the perceived unique features that iPhone 5 exhibited and that created serious anxiety and curiosity among the consumers who could not hesitate from buying the product. One of unique features that Apple Computers included in the iPhone 5 series was Siri, which is software that recognizes voice and can answer questions as well as help one accomplish phone setups and even browsing without necessarily touching the screen. Siri software has can help individual phone user update face book and twitter without having to touch the screen or dial any pad. The iPhone 5 also has an inbuilt eight-mega pixel camera that significantly attracts more consumers of the product. Long battery life of up to 225 hours on stand by mode and 8 hours talk time, and super lightweight are among other features that attract iPhone 5 much praise and consumers. Moreover, iPhone 5 is considerably unique innovation bearing its wireless charging capability. Flaws in the iPhone 5 Despite the excessively acclaimed beautiful and unique features, iPhone 5 has particular design flaws that have made customers regret over their decisions to buy the phone. The flaws are only unique to the iPhone 5 series and never occurred in the other previous series of iPhone. a) Breakable security locks and passwords b) Misleading maps c) Soft and easily scratched body d) Appearance of purple pigmentation on photos e) Produces rattling sound from inside f) Unresponsive and inefficient touch screen g) Inability to maintain correct time and date Scratching body The menace of scratch on the bodies of iPhone 5 gadgets began to occur immediately after the launching of the phone into the market. The body of iPhone 5 is an anodized aluminum cover that is relatively soft. The body easily scratches to remove the silver coating and leaving the inner aluminum exposed (Margid, 2012). Scratches are prone around the edges of the phone that scrubs when forcing the device through a narrow enclosure or pocket. Some consumers also claimed to have realized the scratching menace on removing the gadget from the box immediately after buying. To improve on the problem of scratches on the body, it is important tat the company use vulcanized metallic case of just use uncoated aluminum cover to avoid the =bad impression. Purple Coloring on Images Caught Using the iPhone 5 Camera Many customers of iPhone 5 voiced their surprise with the appearance of purple pigmentation on the images captured by the camera of iPhone 5. This

Incident Command System; Principles and Features Part I; Mitigation Case Study

Incident Command System; Principles and Features Part I; Mitigation and Risk Reduction - Case Study Example This information will all be acquired at the city council’s office or the city building authority The other important aspect of this floor plan is to get information about the infrastructure, drainages and gutters, general slope of the land, any nearby streams and rivers, underground pipes and cables and other features that are in the area. It also helps in determining the accessibility of the whole area, type of terrain, location of the safe houses and whether they can easily be accessed â€Å"The rapid needs assessment is a description of the extent of the damage that is sustained by the community. It is the general scope of the disaster in the area† (Flood plain management, 2011). This information can be acquired in the local authorities or any disaster management officials in the city, such as the Red Cross. The rapid needs assessment contains information on: Medical needs and availability of resources – This is information on the injuries, loss of lives and the number of victims that required assistance. It also states the number of medical teams that were at the scene of rescue and the facilities that are functional in the area. The availability of adequate medical equipment and supplies and the requirement for outside assistance are also documented in this assessment. Mass care – This is the mass equipment such as shelter, food and water and relief supplies that are available for the rescued group and the community in general once they are moved from the affected areas. Effect on infrastructure – This is the assessment of the amount of damage caused to the infrastructure. This is the impact on things such as buildings, roads, sewages and drainages, power generating facilities, schools and hospitals, communication lines, water pipes and distribution facilities. Release of dangerous materials – These are the materials that may have been released and can cause harm to the

Complex Leadership Styles And Success Management Essay

Complex Leadership Styles And Success Management Essay Leadership style is too complex to limit to a simple formula, although there are some personality traits that are effective for becoming a successful leader. Some of these belong to leadership, while others are used in project management. Some general characters are common in most of the leaders such as: creativity, intelligence and courage. However, there are two opposite traits among leaders especially in critical situation which can determine whether the leader will be successful or not. Some leaders tend to blame others and avoid responsibility, while other leaders accept the failure and believe that outcomes depend on their decision and also their actions. Today, being an effective project manager is one of the most important issues in each organisation. This chapter will demonstrate the gist of activities which have been done about leadership so far. It will demonstrate the differences between management and leadership within the project environment. Leadership can be expressed in terms of the ability to build the instruction of project, motivate the members and maintain the performance of different groups in the organisation. In general, managers should deal with complexities and leaders should focus on changes. Leadership is related to conflict management and soft skills but management is related to formulating, monitoring and processing. Accepting failure but not defeat, considering the past mistakes during the project, and being the optimistic person should be considered for leaders to overcome the problems and direct the project in the proper way. It is difficult to establish a certain instruction for becoming an effective project manager although many different leadership and management styles have been built to develop the project accurately. All of the leadership styles and management technologies have been made in order to finish the project on time, precisely and satisfactorily. Effective leaders should first find out the purpose of their leadership (George, 2006). . Leadership theories General view Leadership has been considered more than any other aspect of human behaviour in the project management study. Leadership is the ability to bring people together to attain the results over time. Leadership is the long-term process and it needs years of progress and hard working. The leadership for 21st century becomes more complex and should be redefine in order to achieve the great goals (George, 2006). Many investigations have been carried out in leadership studies so as to find an appropriate leadership theory. For instance, Bass (1985) has had a great impact on leadership theory. He identified different types of characteristics, behaviours, and leadership styles. In spite of that, the science of leadership does not have certain factors which can be applied for all of projects in the world. Measuring and assessing projects in different places are not the same due to different situations. Therefore, many aspects of leadership still stay theoretical and cannot be practical (Gehring, 2007, Geoghegan and Dulewicz, 2008). All general leadership theories such as transformation, transaction and path-goal indicate that the project managers should own the required traits to lead a project effectively. In other words, effective project managers should recognise which approach is appropriate for applying to project leadership. Pinto et al. (1998) stated that Any project managers ability to lead effectively is augmented by his or her understanding of alternative approaches to leadership. Therefore, leaders should extract the skills of their employee and apply them to the project in order to lead the project accurately (Gehring, 2007). History of theories Theory of leadership like other theories has the history of formation. The first one was called superior individual and related to ancient Egyptians kings. The second was the great man theory which made by developing the first theory and indicated that a great man could determine the history of his country. The third one was the man of the hour and it was the modern form of the great man theory. This theory expanded and made the basic recorded leadership theory that called trait theory. After this time leadership was broadly modelled due to impact of great leaders on history such as Napoleon, Frederick, Churchill, Roosevelt and etc (Gehring, 2007). Trait theory Generally, traits are concerned with personal characteristics such as courage, intelligence, creativity and appearance. Trait theory has remarkable mistakes due to its limitations. The reason is that it is difficult to determine which leader can be known as a successful leader. Also, many trait lists have been made for leadership; therefore it is not easy to make a trait list as a reference. In addition, leaders who only possess the trait list cannot be called as successful leaders. Finally, by the end of 20th century, this theory is replaced by modern theories which concerned by behaviour of leader rather than traits (Gehring, 2007) . This theory indicates that effective leaders are born, not made. It supposes that effective leaders have almost the same traits. Three major factors are considered in this type of theory: personal appearance, personality, and abilities. Kirkpatrick and Locke (1991) found the main traits of effective leaders; intelligence, technical knowledge, self-confidence, influence, ambition, and integrity. This classification for effective project managers is different. It includes problem-solving and negotiating abilities, initiative, orientation, communication, perspective and self-confidence (Turner, 1999, Turner, 2005). The authentic leaders should have the five main traits for leading the organisations such as: showing self-discipline, making connected relationship, leading with both hearts and heads, training solid value, and encouraging their purpose with passion (George, 2006). Competency Unfortunately, the leadership terms such as: leadership trait, leadership attribute, leadership style and leadership competence have very narrow definition. Therefore, sometimes these terms have been used in an incorrect position. However, it should be noted that in the modern project, all of these terms should be considered in order to evaluate leadership success (Gehring, 2007). According to trait theory, some researchers believe that the effective leaders have the common inherent competencies. Although, this idea is just for inherent competencies and the personal competences can be learned as well as personal characteristics during the work (Geoghegan and Dulewicz, 2008). Some authors believe that all of people have the power of leading in them; some of them in government, some of them in business, and etc. This power as series of competencies should be discovered in a certain time by themselves to serve others (George, 2006). Projects need project management competencies in order to be accomplished successfully. Competence can be defined in terms of skills (including intelligence, management and problem-solving skills), knowledge, traits, aptitude, behaviour, and motive. The competencies have been identified by the project manager competency development (PMCD) framework: knowledge, performance and personal. The personal one also has been classified into six major competencies: (1) personal effectiveness, (2) influence, (3) Managerial, (4) cognitive, (5) human service and (6) accomplishment (Gehring, 2007). Many taxonomy have been made for the competency, although, one of the comprehensive one was made by Dulewicz and Higgs (2003). They defined fifteen leadership competencies for three types of leadership: intellectual, managerial skill and emotional. See table 2.1(Dulewicz and Higgs, 2003). Table 2.1: Fifteen leadership competencies and the competencies profiles of their styles of leadership (Dulewicz and Higgs, 2003). The competency leadership theory was made in 1990 in order to recognise the competencies of effective leaders. It shows that effective leadership can be obtained only by learning. Different combination of competencies can make different styles of leadership; therefore, they can be useful in different situations. Accordingly, Bass (1990) stated that certain leaders are more suitable for stable circumstance and others are suited to an unstable circumstance (Turner, 2005). It should be noted that the leaders in certain industry can very rarely to be effective in other industries where they have not enough experience. Thus, the structure of industry can impact on competence of leaders (Groysberg et al., 2006). Major leadership theories Many leadership theories lists have been identified over the last century. One of the significant of these lists is classified into six theories: (1) trait theory, (2) competency theory, (3) behavioural or style theory, (4) contingency theory, (5) visionary or charismatic theory, and (6) emotional intelligence theory (Turner, 2005). The behavioural or style theory is related to behaviours and assumes that effective leadership can be obtain during the life and effective leaders are not born naturally. The Cognitive theory assumes that an effective leader can be made in a special environment. Path-goal theory is made through cognitive theory. In pas-goal theory leaders should help members to find their path to their goal. This theory determines four leadership behaviours: directive, supportive, participative and achievement-oriented (House, 1971, Turner, 2005). The visionary or charismatic theory appeared in 1980 when business leaders changed their strategy due to critical situation. Two leadership types of this theory are transformational (people-focused) and transactional (task-focused) which are made by Bass (1985). Later, Bass and Avolio (1995) developed these transformation and transaction leadership styles and found that transformation style has greater influence on the project than transaction one. The transformational one is usually for high difficulty circumstance and the transactional one is usually for low difficulty circumstance. However, the appropriate one is the combination of both types which can be useful in diverse condition (Turner, 2005, Bass and Avolio, 1990). The emotional intelligence theory indicates that the leaders emotional intelligence is more effective than the leaders intellectual ability for the project. The main areas of emotional intelligence are as followed: visionary, coaching, affiliative, democratic, pacesetting, and commanding (Turner, 2005, Goleman, 2002). Leadership Models Firelighter and fire-fighter There are two general styles of leadership in project management: fire-fighter and firelighter. The leaders who pay more attention to anticipate and even prevent problems are known as proactive leaders or firelighter, although, the leaders who tackle immediate problems are known as reactive leaders or fire-fighter. There should be a linkage between proactive decision and reactive decision to control the project accurately. Therefore, recognizing the necessary skills for the project manager is vital in order to make the shift in leadership style. However, it is obvious that project leadership which tends to be proactive in controlling projects is more effective (Barber, 2005). Proactive decision affects the direction of project and reactive decision solves the existing problems of project. These two leadership styles might be known as transformational leadership model or firelighter and transactional leadership model or fire-fighter. Transformational leadership is about lighting the fires of stakeholders motivation and creativity. In contrast to the transformational style is transactional leadership style which indicates the reactive behaviour of leadership (Barber, 2005). Bass and Avolio (1990) pointed out that there are times when leaders may need to apply a more reactive transactional style and be fire-fighters, but the main outcomes for success depend on the leaders capacity for being a firelighter. Active and effective leader combines leadership style (how the leader affects) and best practices (the best day to day working behaviours). The best practices for effective leadership style include parameters such as: vision, credibility, collaboration, communication, action-orientation, feedback and recognition, and accountability. In addition, the research has proved that the most popular leadership style for running safety and creating high-performance culture is transformational one (Krause, 2007). Transactional leadership style might be passive or active, although both approaches stay reactive. Fire-fighter leaders who just take action when they face to the problem are known as passive and other fire-fighters who trace deviation from standards tools and react to problems are known as active (Barber, 2005). The firelighter leadership style is more complex than the fire-fighter style. The fire-fighter style is overcoming the inertia of reactive leadership. Many different fire-fighter-firelighter models have been built to control the project precisely. One of these models separates the transactional style into three parts; maintenance, reactive and avoidant. Figure 2.1 (Barber, 2005) illustrates this model. Maintenance comprises initiating structure, emotional consideration and contingent reward. This part can prepare the requirements to transform the fire-fighter leadership style to firelighter one. In other words, the maintenance behaviours make a bridge to the transformational leadership style (Barber, 2005). The reason for that is the forming of credibility and trust of leadership which enable the leader to be accepted among team members as the firelighter leader. The firelighter part of this model combines the maintenance behaviour and the transformational behaviour. The contribution of this model is to expand understanding of the importance of the firelighter role in project management (Barber, 2005). The significant point of this model is the active transactional behaviour. It can provide a bridge to firelighter style for project managers who are confused by reactive fire-fighting style. Maintenance behaviours explain the tasks, assign responsibilities, identify rewards for attempt and observe the personal requirement of the team members (Barber, 2005). Bass (2003) indicated that contingent reward is the capability to establish fundamental objective and to present bonus to project members accordingly. It indicates a combination of task oriented and stakeholders supportive manners. In the initiating structure, the leader should clarify contingent rewards, direction of the project and assignment for the team members. Emotional consideration is related to team structure, personal requirement and ambitions (Barber, 2005). Leadership in project management Figure 2.1: The fire-fighter-firelighter model of leadership (Barber, 2005). The leader should defuse conflict between the team members and provide an appropriate environment for the team members. Bass (2003) expressed that firelighter leaders should persuade the team members to be inventive and imaginative by searching new assumptions, reframing problems, and applying new approaches. They also define four vital elements for transformational leadership; idealised influence, inspirational motivation, individualised consideration and intellectual simulation (Bass, 2003). Firelighter leader should enhance the understanding of the advantages of the project among the stakeholders. They should persuade their members to think about their action beyond simply what is in it for them. In other words, they should raise the consciousness of followers and move the focus of follower away from their self-interests (Bass, 2003). In addition, Bennis and Nanus (1985) asserted that the effective leader can manage changes and unpredictability by encouraging members to be innovative to overcome the difficulties. Therefore project managers are known as fire-fighter due to continually solving the problem and put out fires. Project manager and leadership style Project managers should trace the progress of their project and anticipate any problems before they will occur in the future. So, it is wise that project managers can be proactive and forestall the problems rather than being reactive and solve the problems. Project managers who focus on proactive leadership style will be more successful in completing projects accurately. Thus, project managers are known as fire-fighter due to continually solving the problem and put out fires (Barber, 2005). A project manager is a businessman, a psychologist, an accountant, and a technician. The project management institute (PMI) has developed classification; the project management body of knowledge (PMBOK) which identifies eight main management competencies: scope, time, cost, risk, quality, contract, communication and human resource. Project managers should be highly effective people. They should possess knowledge of the technical details of their jobs as well as the ability to obtain the goals by leading the project team effectively (Barber, 2005). It should be noted that there is not only a comprehensive leadership style for leading a project successfully. However, using different leadership styles for each stage of a project can be more appropriate (Frame, 1987). Project managers leadership style affect their implementations, although, they usually tend to be task-oriented rather than people-oriented. They should create an appropriate environment for their project members. Therefore, their competencies are evaluated in terms of their success in leading the projects. In addition, it should be mentioned that in multiple-cultural projects, project managers should use particular leadership styles (Turner, 2005). Leaders with any leadership styles should be careful with the hazards of leadership in order to prevent to lose their way such as: being an imposter, being a shooting star, being a loner, being a glory-seeker, and being a rationaliser (George, 2008). Implication of the fir-fighter-firelighter model The fire-fighter-firelighter model builds a combination of firelighter and fire-fighter styles. It is useful for different styles of managing especially those which need remarkable changes in the project management environment (Barber, 2005). Firelighter leaders encourage the team members to use their creativity and adopt the requisite manners to deal with the problems. They demonstrate a combination of transformational and transactional behaviours. Nevertheless, they tend to be active leader and rely on transformational behaviour rather than reactive behaviours of management by exception. Thus, It is essential that the leader tend to be proactive in order to conquer the forthcoming problems (Barber, 2005). Software tools in project management by monitoring past data can strengthen a reactive leadership style. The leader who trusts on monitoring software tools would be the reactive fire-fighter through the project cycle. The concept and control of forthcoming problems is the most important ability for being an effective leader in project management (Barber, 2005). Integrating leading and managing Leading versus managing Many different rules have been established for differentiating the leading and managing so far. However, it is difficult to determine the role of them in succeeding of a system. Some researchers state that the competences and traits of leaders and managers should differ from each other in order to perform their tasks successfully. Managers tasks are related to effectiveness, direct and stability of the project, although, leaders tasks are related to adaptation, innovation and flexibility of the project. In other words, managers are practical, critical, and logical, while leaders are imaginative, inventive, and sensitive (Yukl and Lepsinger, 2005). There are diverse views about managing and leading. Some people who are more pessimistic about managing would like to have leaders in their systems. Some people who are more optimistic about managing would like to have both manager and leader in their systems. The other attitude is to having one person as a both leader and manager in a system. Nevertheless, it is very rare that someone can perform both managing and leading tasks in an organisation. It should be considered that in any of these perspectives, too much attention on leading or managing makes an organisation to be unsuccessful (Yukl and Lepsinger, 2005). If a system is more complicated, then a managing role is more important and if a system has an active atmosphere with much uncertainty, then a leading role is more significant. In other words, a system which needs more changes requires a leader rather than manager and a system which needs more process and orders requires a manager rather than leader. Herein, the significant point is to inter-relate the leading and managing roles in an organisation. Therefore, if any organisation can establish this joint properly, then it would have the better performance and successful project accordingly (Yukl and Lepsinger, 2005). Different approaches There have been different approaches for definition of managing and leading. This debate is still continuing due to complexity of appreciation of these contexts. The first approach is to make a coequal role for both leading and managing and defined each of them more broadly. The second approach is to define a leading role as the previous definition but add it to managerial roles. The third approach is to establish a set of roles without identifying as leading or managing roles. The most appropriate approach should be defined in terms of the performance determinants in the flexible leadership model. In spite of that the best approach is still unknown and further research is needed to obtain it (Yukl and Lepsinger, 2005). The Flexible leadership model Three determinant of organisational performance can be recognised by the flexible leadership model; (1) effectiveness and popularity, (2) invention and changeability, and (3) human resources and relations. Each of these determinants is more important in an especial situation. Human resources and relations are more important when replacing skilled members is difficult. Organisations which consider this determinant are more likely to have effective employee skills. The example of this is General Electric Co. which has been identified as the best organisation in training employees. The reason is that, it uses sequence plan to prepare employees for empty key positions (Yukl and Lepsinger, 2005). Leadership behaviours There are many kinds of leadership behaviours that can affect the performance determinants such as task-oriented which are related to efficiency, change-oriented related to changeability, and relations-oriented related to human resources. Table 2.2 (Yukl and Lepsinger, 2005) illustrates these leadership behaviours (Yukl and Lepsinger, 2005). Management programs and systems Management is an essential work for any organisation. Organisations prepare their members to be effective in all levels. However, there is not a certain code of conduct for management. The lack of common acceptable knowledge, skill and practice lead to management as a practice rather than profession. However, with enhancing the technology in management some programs and systems cover this problem (Lorsch and Clark, 2009). Management programs and systems also can influence the performance determinants. They are demonstrated in Table 2.2 (Yukl and Lepsinger, 2005). One of these systems is benchmarking. It is a systematic program for improving adaptation, services, and products. It should be noticed that in all of organisations, programs and systems should be directed by leaders to ensure that a management system is carried out accurately (Yukl and Lepsinger, 2005) Table 2.2: Leadership behaviours and management programs and systems (Yukl and Lepsinger, 2005). Leadership behaviours and management system Both of these ways can affect the performance determinants and they act as supplementary for each other. The leadership behaviour can be applied in an organisation to develop new programs. For instance, if manager persuade employees to attend a new training programs and apply them to their job, then this program would be more successful. In the other hand, management program also can improve the effect of leadership behaviour. Employees cannot be innovative without programs. In spite of that in some cases the application of leadership behaviours are limited by management programs (Yukl and Lepsinger, 2005). Performance determinants Each of performance determinants can affect the other determinants. Sometimes this affection leads to improve the other determinants and sometimes it leads to degrade the others. Therefore, it is not easy to build a certain formula for enhancing all aspects of performance determinants simultaneously. However, the right balance among performance determinants can be useful for improving the organisational effectiveness (Yukl and Lepsinger, 2005). Project success factors In the 1970s, project success factors have been determined in terms of developing system, improving of implementation, and evaluating time, cost and process. In the 1980s, critical success factors (CSF) was brought up in terms of the quality of the implementation, stakeholders activities and organisational objectives (Turner, 2005). Many efforts have been done for establish the comprehensive project success factors. One of the most popular lists was made by Pinto and Slevin (1988). See Table 2.3 (Pinto and Slevin, 1988) . Table 2.3: Project success factors (Pinto and Slevin, 1988). The other important list which covers the previous efforts was made by Turner (1999). This list includes five main factors for project success: context, attitude, sponsorship, definition, people, system, and organisations. See Figure 2.2 (Turner, 1999). Figure 2.2: The seven forces model for project success (Turner, 1999). Project managers leadership competencies and project success Project manager competencies The six main schools of leadership have been recognised by Higgs (2003): trait, behaviour, contingency, visionary, emotional intelligence, and competency. Leadership is defined in terms of these schools as a combination of personal characteristic and competencies (i.e. skills and knowledge). This combination can create different leadership styles which are suitable for different situation. Moreover, competency school has been identified as the most important school of leadership in project management. Therefore, more studies on this school is required for leadership of project management (Geoghegan and Dulewicz, 2008). Personal characteristics and competencies of leaders can influence skills, knowledge and effectiveness of projects accordingly. Thus, assessing the leadership competencies is essential for any organisation. Many efforts have been undertaken for assessing leadership competencies such as multi leadership questionnaire (MLQ) made by Bass and Avolio (1995). However, the documentation has shown that they are still not trusted by all of organisation(Geoghegan and Dulewicz, 2008). Goleman (1996) asserted that two factors are very important for success of projects: emotional intelligence (EI) and intellectual aptitude (IQ). In accordance with this idea, EI model has been made and used by organisations as the most important factors due to its variation in the performance of project. In general, four key competencies have the major role in leadership performance such as: emotional, cognitive, behavioural, and motivational. Intellectual competencies (IQ), managerial competency (MQ), and social and emotional competencies (EI) are the significant elements of leadership competencies (Dulewicz and Higgs, 2000b, Dulewicz and Higgs, 2000a, Geoghegan and Dulewicz, 2008). Project competence and success of project management are closely interconnected. Many competencies lists for project managers have been determined such as: knowledge (qualification), skills (ability to do diverse tasks as: technical, administrative, planning, budgeting, leadership), and core personality characteristics. The effective project leaders should have the basic characteristics such as: credibility, problem solving, tolerance, flexible and communication. However, the researchers have not been able to make a certain link between project manager leadership competencies and project success (Pinto, 1998, Geoghegan and Dulewicz, 2008). Project success There have been many measurement tools for assessing the project success in terms of time, cost and function. The common tool of evaluating project success is critical success factors (CSFs). These days, the modern instrument can take into accounts the parameters such as: client satisfaction, stakeholders ideas, product and service success, business and commercial success, performance improvement, and system benefit. Nevertheless, there are some hazards in projects which can delay the process of implementations. These can be appeared in planning, controlling, and performing of tasks (Geoghegan and Dulewicz, 2008). There is a close connection between the project managers concept of project success and his or her competence. Some researchers have defined this relationship in terms of people, project strategy, leadership style, teamwork, and industrial relations. Although, others have been defined it in terms of cost, time and quality of project and ignore the influence of people on projects. According to project success, Jugdev (2005) found the four key parameters as follows: (1) The project sponsor should have enough desire to carry out the project, (2) The working relationship between project sponsor and project manager should be adjusted accurately, (3) A project manager should tackle complexity and uncertain situations, and (4) Stakeholders idea should be taken into the success criteria (Geoghegan and Dulewicz, 2008). Instruments Today, managers can measure their performance by an intangible variable based more on perceptions rather than factual proof. It includes the quality of management and the status of relationship with the leaders, colleagues and employees. Geoghegan and Dulewicz (2008) identified that there is a statistically significant relationship between a project managers leadership competencies and project success. They used two different types of questionnaire to approach their idea. The first one is the leadership dimensions questionnaire (LDQ) made by Dulewicz (2005) and the second one is the project success questionnaire (PSQ) made by Pinto (1986) (Budd Jr and Marx, 1999). LDQ This tool has been worked in terms of respondents leadership competencies that evaluated on fifteen aspects of leadership. It includes seven EQ competencies five MQ competencies, and three IQ competencies. It has been known as one of the most popular instruments and has been used in diverse public organisations such as: the Royal Air Force, the Home Office, the Royal Navy and private organisation such as DHL. Each dimensions of this tool can be acceptable by reaching the reliable level (i.e. Cronbachs alpha > 0.7) (Geoghegan and Dulewicz, 2008). The example of LDQ questionnaire that has been filled out by 80 project managers is shown in table 2.4(Geoghegan and Dulewicz, 2008). Project managers work in different par

Women and Sports :: essays research papers fc

Review of Literature Thesis   Ã‚  Ã‚  Ã‚  Ã‚  There is a definite correlation between the economics of professional women ¡Ã‚ ¦s sports and their ultimate success. As most success in sport leagues, teams and associations are measured by longevity, win/loss records, and most importantly, revenue, the footprint of female competition at the professional level has not been paramount at any point in our history. Professional women ¡Ã‚ ¦s athletics is characterized by an economic model and a level of acceptance amongst the masses that differs immensely from their male counterparts.   Ã‚  Ã‚  Ã‚  Ã‚  In this review of literature I plan to examine the major issues contributing to the struggle women ¡Ã‚ ¦s professional team sports experience, in comparison with individual sports. To better understand the disconnect between female buying power and the support by females of women ¡Ã‚ ¦s professional sport, I will use industry facts and expert opinions to look closely at the economic pitfalls of professional women ¡Ã‚ ¦s sports and how that contributes to their ultimate demise. Participation and Buying Power   Ã‚  Ã‚  Ã‚  Ã‚  In the post-Title IX era, female participation in sport has skyrocketed. In 1970, one in every twenty-seven girls played high school varsity sports; compared to one in three today (6). Overall, women currently outnumber men as active sports/fitness participants (1). Since 1991, women have also out-purchased men in athletic shoes and apparel, they participate in most purchasing decisions for men and families, as well as their own, and buy disproportionate to their participation in sport. In short, women control 81% of total sports apparel dollars (6). Hence, the argument that women are not interested in sport and that they do not purchase apparel, remains untrue (3). Team Sports   Ã‚  Ã‚  Ã‚  Ã‚  Women ¡Ã‚ ¦s professional team sports have had a difficult time establishing themselves as a staple in a booming industry. Some argue that the masculine image of team sports has inhibited women from participating professionally in the United States (4). The best examples of women ¡Ã‚ ¦s sport at the professional level would be basketball and soccer. Both of these sports are widespread in the United States, both sports enjoy immense participation, yet they struggle economically. WNBA   Ã‚  Ã‚  Ã‚  Ã‚  Women have been playing competitive basketball since 1892. In 1976, women ¡Ã‚ ¦s basketball became and Olympic sport and has experienced much success at the collegiate and amateur levels since. The first professional league was launched in 1978 and folded 3 years later. Two other leagues were created in 1996 ¡Xthe American Basketball League (ABL) and the WNBA. The ABL ceased operation in 1999, while the WNBA continues to thrive. Financial woes were the cause of each team ¡Ã‚ ¦s demise and experts argue that the WNBA ¡Ã‚ ¦s survival is due to its NBA affiliation (2).

Mental Disorder Research Paper Essay

Mental stability or mental health is the way humans react to, think about, and feel about what goes on in their everyday lives. It is a psychosomatic and emotional state of being. Throughout history, people with odd or dangerous behaviors were seen as witches or ones possessed by evil spirits. These people were thrown in prisons or institutions to isolate them from others. Not too long ago, in the 1950’s with a great deal of research and much more highly developed technology many people with mental disorders have been treated. In America, more than 45 million adults suffer from a mental disorder (MENTAL ILLNESS AND THE FAMILY: RECOGNIZING WARNING SIGNS AND HOW TO COPE). That’s about 25 percent of people over the age of 18. Many of these people fail to realize that they have a mental illness or succeed in hiding it from others. When these disorders remain ignored they lead to harmful stages in ones life such as, drug abuse, suicide, violence, or conflicts with family and friends. When ones behavior is labeled as a mental disorder it influences the way that person and the others around that person perceives them. Education about mental disorders is necessary (What is mental illness?). In society today, how people distinguish one with a mental disorder and one without a mental disorder is by judging them as â€Å"normal† or â€Å"abnormal.† Today’s normal is considered as the acceptance in society. Abnormal labels people who are not considered â€Å"socially normal.† People use the term â€Å"mental illness† as if it is something abnormal and weird. A mental disorder is known as unhealthy (Susin, Janet). But when we think of an illness, the first thing that comes to mind is a physical sickness. If a young child is physically abused throughout his life, his different personality is a way to deal with the disturbance in his life. If the child doesn’t find a way to deal with this, he or she will want to find dif ferent ways to deal with it such as suicide. Their behavior or what is known as the â€Å"disorder,† is healthier than not going through the process of healing with that behavior (Talking To Kids About Mental Illnesses). Stigma, judgment and separation of people are the product of misunderstandings about mental disorders (Corrigan, Patrick W., and Amy C. Watson). Mental illnesses are not due to any variety of brain damages. Although they are like physical illnesses such as lung cancer, diabetes, and heart disease, people with mental disorders are not treated the same as those with a physical illness. A variety of mental disorders such as bipolar disorder have the ability to run in families. But, most victims develop one without any signs of family history. When one is found to have a mental disorder, the factor that set off their disorder is an event that took place in their life. Factors such as a death of a loved one, financial suffering, unemployment, physical abuse, and sexual abuse can contribute to the start of a mental disorder. This makes every single human susceptible to one (Corrigan, Patrick W., and Amy C. Watson). People with mental disorders are rarely dangerous. Even those with the most serious illness are not dangerous when receiving support. Just like physical illnesses, a mental disorder is treatable. It is possible for one to completely recover if treated early on and properly. It is also possible that the mental disorder can reappear and necessitate constant treatment (What is mental illness?). The largest struggle for someone with a mental illness or someone recovering from one is the confrontation of unnecessary manners of the people around him or her. This is why it is necessary to provide support for those who are suffering. Encouragement and the optimistic behaviors of family, friends, and members of the community are essential to providing those who cope with mental disorders with the support that they need (SOCIAL DETERMINANTS OF HEALTH). Encouraging them to continue with a medication or with therapy will help them believe that that they can achieve mental stability. Altering yourself and working with them will help solve the problems that they are faced with. Increasing your own ability to understand what this person is dealing with will help you talk to and counsel them. Although peo ple with mental disorders are rarely dangerous, talk to them about why they should go see a therapist or go seek help instead of telling them or debating with them (What is mental illness?). The conditions in which a person is born, grows up in, lives, and works are significant factors when it comes to having a mental disorder. Also factors such as sexual orientation, ethnicity, race, gender, and one’s socioeconomic status has to do with someone’s disorder (SOCIAL DETERMINANTS OF HEALTH). These factors are known as the social determinants of health. The social determinants of health provide a more complete interpretation of what the initial reason of illness is and what it will take to restore their health. Addressing the social determinants of health will reach out to state government and make them direct a population in a better way regarding the influence of social determinants. As children, around thirty percent of lesbians, gays, bisexuals, and transgender have been physically abused by members of their family because of their sexual orientation. These individuals have a 1.5 times higher risk for depression and anxiety disorders throughout their life t han heterosexuals. Thirty percent of African Americans are more likely to have a severe psychological distress than Non- Hispanic Whites. The infant death rate of American Indians and Alaska Natives is forty percent higher than the infant death rate of Caucasians (SOCIAL DETERMINANTS OF HEALTH). Raising awareness of the social determinants of health will have a significant impact on the mental health of individuals and their communities. Adolescents need to know about mental disorders just as much as anyone over the age of 18. Kids are naturally questionable about mental illnesses. The importance of learning the warning signs of mental disorders and how to fight the stigma that surrounds mental illness can affect the futures of children. Many kids often make fun of other kids because they seem weird. If children are taught that these problems are not the fault of the others who have them, they will less likely make other students feel ashamed (Talking To Kids About Mental Illnesses) . This should be taught as a part of a health class and if not taught in school, must be taught by the parents of a child. Children in pre-school will have questions about what they can see and focus on. They will mostly notice other kids who are screaming and crying. Children as young as this will need less information because of their limited ability to understand. As children go into elementary school they will question the specifics and their questions will be straightforward. Their concerns will be towards the safety of their friends or family if they see something unusual. Teenagers are able to understand just as much as an adult and they will ask more complicated questions. They will ask their friends about anything that they’re curious about. This results in false or misunderstood information (Susin, Janet). Parents need to provide correct information to their children with support and advice. Everyday people with serious mental disorders are challenged. While they are facing with the challenges that come from their disorder, they are also confronted by the misconceptions and prejudice towards their illness. Public stigma is the common reaction given towards people with mental disorders by the public. Self-stigma is the intolerance people with mental disorders give themselves (Corrigan, Patrick W., and Amy C. Watson). There are a few views on which people have about mental illness. There are thoughts that people with mental disorders should be feared and be kept out of their communities. Some people feel that people with mental disorders are not capable of making their own decisions and need to have their life decisions made by others because they are irresponsible. This is known as authoritarianism. Benevolence is the idea that people with mental illness are not able to take care of themselves and need to be taken care of (Corrigan, Patrick W., and Amy C. Watson). Learning about mental disorders will show the way to early recognition and treatment. Educating children at an early age will help them prevent a mental disorder in their own life. By learning about mental disorders, one’s recognition of their mental disorder becomes easier. This gives them the ability to act fast and treat their disorder (ME NTAL ILLNESS AND THE FAMILY: RECOGNIZING WARNING SIGNS AND HOW TO COPE). One without a mental disorder can also notice that someone has one and will fight the stigma that surrounds the disorder. There have been cases in which teenagers with mental disorders realized that if they had a lesson on mental illnesses it would have made a big difference in their lives. The only way to change the view of people towards those with mental disorders is to educate them on why some of these people have their illness (Susin, Janet).

Biological and Humanistic Theories Essay

Two important personality theories are the biological theory and the humanistic theory. The biological theory is based on the premise that all people inherit their characteristics from their family. This theory basically contends that people do not have control over their behaviors because they are genetically pre-determined. The humanistic theory, on the other hand, is based on the premise that each person has free will to control their actions. This theory does not go along with the idea that behaviors are pre-determined by genetics, but chosen by the individual. These two theories have created debates between psychologists for many yearsHans j. Eysenck, Ph.D., D.Sc., who developed the biological theory, is one of the world’s most cited psychologist. He is a pioneer in the use of behavior therapy as well as research in personality theory and measurements. The biological theory has to do with his findings that individual differences in personality are biology based. This was based on his theory that there are three dimensions of personality (super factors). These dimensions of personality were extraversion-introversion, neuroticism, and psychoticism. Eysenck also went a step farther in pointing out the results of many studies indicating that genetics play an important role in deciding the amounts of which of the three personality dimensions one might possess. I agree with this theory because even most psychologists will admit that it is getting increasingly harder to ignore the obvious link between our genetic makeup and certain inherited behaviors. I disagree with this theory because it is difficult to test in actual experiments. Another reason I disagree with this theory is that while genetics play a role in certain behaviors, it does not excuse or justify certain actions. Lastly, this theory offers us very little in the area of personality change. Biological and Humanistics 3In humanistic theory, the motivation for developing one’s full learning potential is inherent in each of us. Although there is no real definition for the humanistic theory, the four primary humanistic categories are personal responsibility, the here and now, the phenomenology of the individual, and personal growth. This theory is unlike the biological theory, in that it believes that all of us are born with the ability to shape our own futures and are limited only by our physical limitations. The here and now is just exactly what it sounds like. It  reminds us that we should live for the present and not get caught up in the past. This has the tendency to limit what we may become and leave us short of our personal goals and or objectives. The phenomenology of the individual deals with the concept that no one knows you as an individual better than you. It is ludicrous to think that some doctor could have any clue as to what to advise after only hear ing your problem a few moments earlier. This could mean that we need to communicate our problems to someone from time to time, but one will eventually come to his or her own conclusion after careful reflection. The last category is Personal Growth. This process has to do with becoming a fully functioning individual achieving personal satisfaction. All of us strive to meet our immediate needs. This process states that once our immediate needs are met if left alone we continue to strive toward this ultimate satisfying state of being. I agree with this theory because one cannot argue the fact that each individual has control over the decisions that they make. I disagree with this theory because much of it cannot be tested in a scientific atmosphere. A large portion of this theory relies on the concept of free will, which is not observable or predictable. Another thing that I disagree with is that in some instances a person may not be able to control some of their behaviorsBiological and Humanistic 4because of genetics. Cancer and heart disease run in families, so why wouldn’t depression or drug dependency. Abraham Maslow, considered the Father of Humanism, was an American psychologist best known for his publication † A Theory of Human Motivation † in which he presented his theory the hierarchy of human needs. This Hierarchy of Needs can be used to explain human behaviors and emotions associated with potential. Maslow’s Hierarchy may show that fulfillment of potential is linked to a pre-fulfillment of all needs that may distract an individual from achieving self-actualization. Maslow’s hierarchy of needs is a very compelling theory due to the fact that most discussions of people’s needs in the realm of effort usually begin with a basic understanding of Maslow’s premise. The central thesis of his theory is that human needs are organized in a hierarchy of five levels of basic needs. These needs include physiological needs, safety needs, needs of love, affection, and belongingness, needs for esteem, and the needs for self-actualization. Even  though there are needs which sit at a higher level than these basic needs, the person does not feel the second needs until the demands of the first have been satisfied, nor the third until the second has been satisfied, and so on. Between these two theories, I believe that humanistic best describes my personality. My father was a severe alcoholic and died at the age of 53. His alcoholism destroyed my parent’s marriage and many other relationships in his life. By watching the effects of this detrimental behavior, I decided a long time ago that I would not go down the same path, especially since alcoholism might b genetic. By choosing not to engage inBiological and Humanistic 5this behavior, I have demonstrated free will of choice and motivation to change what may have been pre-determined. In conclusion I feel that both these theories possess credibility, but personally I think that I would take certain aspects from both theories to create something of a collage theory. I cannot believe that we have no control over our behaviors, but at the same time it is hard to argue that genetic predisposition does not influence our personalities. References Burger, Jerry M. (2008). Personality (7th edition). Retrieved December 3, 2008 fromEsource.