How An Ordinary Man Became An Extraordinary Leader Politics Essay

How An Ordinary Man Became An Extraordinary Leader Politics Essay Introduction Before starting this essay I feel it is important to define the term Leadership. Leadership is the relationship among leaders and their followers or supporters who intend to make real changes that reflect their shared purposes. Leadership is much more than the management of an individual or a team it is also the ability to make the team or company as successful as possible. As the 40th President of the United States, Ronald Reagan was widely renowned for his leadership skills. Through out his two terms in office Reagan used these skills to full effect. These skills where largely acquired during his early acting years when he was involved in the Screen Actors Guild. During Reagans first term in office, Reagan created new economic and political initiatives which were often referred to as Reaganomics, he brought about de-regulation and he also implemented substantial tax cuts in 1980s. During this first term Reagan survived an assassination attempt on his life. In the 1984 presidential election Reagan won in an out right victory to earn a second term in office. During this term Reagan was largely focused on foreign policy which was top of his agenda. Ending of the cold war with the Soviet Union which Reagan referred to as an evil empire was his top priority. The negotiations that followed with Soviet Union resulted in a decrease of both countries nuclear w eapons. This was hailed as a huge triumph. Reagan is widely known today as one of the greatest ever leaders that ever lead America. Leadership Skills Communications The art of been able to communicate is vital in any management or leadership role. Been able to communicate plays a very important role for an engineer, on a daily basis an engineer will be in constant communication with various different groups from architects to labours. Been able to get your point across is very important in ensuring the success of the project. To be an effective leader one must have an effective communication skill. This was one of Reagans most talented leadership skills. Reagan had a great ability to been able to communicate with his followers i.e. the people. Reagan was such good communicator that he earned the nickname The Great communicator. Once Reagan had a vision what he thought should be done he would then convey it to the people. Often he would use visual aids such as charts to convey his message. Been able to communicate your visions of what you think needs to be done with your followers is crucial for any leader. Any ordinary leader can have a vision of what he thinks will work but it takes a good leader to be able to communicate it with his followers. Reagan was able to take any complex matter such as his economic initiatives which he proposed and dilute it down to simple terms so the ordinary person would be able to understand it. There are many examples of where Reagan would take complex matters such as his economic initiatives which he proposed to help Americas economy to grow and turn into a non complex matter by doing so the people understood what to be done to help America recover. Once the people understood the matter on hand they would back him. Reagans economy initiatives were of huge success, with the economy growing over a third in size and with every group in society benefited the poor grew rich while the rich grew richer. Another example where we see Reagan making use of his communications skills is where he proposed the Strategic Defence Initiatives a defence system which was capable of shooting down enemies missiles. Reagan explained to the nation why there was a need for such a costly defence system. Even though the media termed it stars wars Reagan pressed ahead with the idea as he knew the people understood. Reagan often used simple charts to convey his message. Reagan said there was a need to able to defend ourselves. Reagan thrived on been able to communicate and building relationships with his people. Often he made people feel that he had a connection with them building these relationships with his people is one many reasons for his success and popularity among the people. Negotiations and conflict resolutions The skill of been able to resolve resolutions and been able to negotiate is a very important factor in the characteristic of a good leader. Reagan clearly had this skill in abundance they are many examples where Reagan used this skill to his advantage. The art of negotiation plays an important role of that of an engineer, on a daily basis engineers deals with new clients, contractors and various other professions. Been able to negotiate will play an important role in determining how good of an engineer you will be. The engineer will also on a daily basis have to settle disputes. Throughout the book DSouza illustrates many examples where we see Reagan negotiating and solving conflicts with other leaders. For example during the cold war period a time of intense hostile between the democratic Americans and the communism Russians, Russia started to build up a large amount of weaponry and for the first time its army size surpassed that of the United States, Reagan knew that he had to negotiate with Russia to ensure the safety of his country. Reagan began to encourage Gorbachev the Soviet Leader on an arms reduction treaty STARTS, Strategic Arms reduction talks. The two leaders agreed on a treaty to reduce its arsenal of weaponry. Getting the soviets to agree on this treaty was an astonishing achievement on Reagans part as at this time the two nations where on the brink of a war. Here we seen the negotiations skills that Reagan possessed in managing to pull off such a feat. On coming to office the main goal of Reagan was to prevent the spread of communism. Reagan hoped of to end Communism and its control around the world. Reagan began a process of negotiations with the Soviet Leader; from the start Reagan knew that it was going to be a challenge. Reagan persisted and in the end brought about an end to the cold war. Gorbachev was stated as saying, He was a man who was instrumental in bringing about the end of the Cold War. Here we can learn a lot from a great leader, in his pursue of his goal. Reagan set out to end communism which he manage to so by employing all his leadership skills which was mainly his negotiations skills. Leadership Styles There are many different types of leadership styles some of these styles include directive, supportive, participative and achievement-oriented leadership. Directive leadership is where the leader provides guidance of what should be done. Supportive leadership is showing concerns for the needs of the employees while be approachable. Participative leadership: consulting with employees and seriously considering their ideas when making decisions. Achievement-oriented leadership is where the leader encourages the employees to perform at their highest possible level he/she does this by setting challenging goals and also by demonstrating a significant confidence in their employee abilities. Throughout this book DSouza makes it very clear that Reagans leadership style was that he was both a supportive and a participative leader. Reagan was very supportive of the various aides and advisers that he had around him. Reagan would always listen to their concerns on various matters; he would sometimes leave his advisers debate the topic on hand without intervening in either side till both sides were finished. Reagan would seriously listen to both sides before then making the final decision on the matter on hand. Reagan did this as he felt if he gave his opinion at the start it would influences the debates, as he felt some times his advisers picked the side of the president. DSouza also it makes it very clear that he and other advisers never had any trouble approaching Reagan on any matter and that he was always friendly. A truly great leader is approachable at all times, a person who employees do not fear of going to or are not afraid to give their opinions on matters which are of concern to them. Motivation According to Burke motivation is an inner force that causes or induces someone to be inspired to do something (Burke, 2007). It is important to note that what inspires one person may or may not inspire someone else. It is up the manager to influence this working environment which encourages the individual in question to motivate them in such a way that they achieve the project goals set out. DSouza highlights many situations where the staffs working for Reagan were motivated to work. Such examples where we see how the staff where motivated include Reagan handing over many sections of the running of the country to his advisers and aides. By giving his staff more responsibility for the running of the country they were motivated to work as it gave them a sense of achievement. Reagan also encouraged his staff to lead a balanced life, come 5 O Clock he would often he would go into the various offices in the white office telling his workers to go home. This motivated them as they felt the president cared for them and their families as he wanted them to lead a balance life style between work and at home. One of Reagan famous quotes dealing with issue of hard work its true hard work never killed anybody, but I figure, why take the chance? .This quotation is typically of Reagan showing his humorous side and his take on work. Working with stakeholders Stakeholders are people who are either actively involved in the project in hand or who are effected by the project being implemented. It is the leaders job to identify all the stakeholders and to determine their expectations. These expectations should be managed to determine its success (Burke, 2007). In How an Ordinary Man Became an Extraordinary Leader we see that Reagans stakeholders were the general public. It is the people who are affected by every decision that Reagan makes. To work with his stakeholders Reagan did his best to communicate with them. Reagan would call press conferences in which he would inform the nation in the most simplicity way that he could the topic that was on hand. Reagan believed it was best telling the public in the simplicity of ways as it gave them of a clear picture of what needs to be done. The other stakeholders working with Reagan were his advisers and aides, Reagan would always encourage them to contribute their skills and knowledge on the topic on hand as he believed it was vital for the success of the project. Optimism Throughout the book with can see that Reagan was always optimism. DSouza gives many quotes from Reagan through out the book showing his optimism such quotes include To believe that together we can and will, with Gods help, resolve the problems that now confront us.   Which Reagan gave in his first inaugural address Reagan was trying to be optimistic telling the nation that better times were ahead. Having optimism is very important when been a leader as it offers hope to your followers . Accountability Another important trait that Reagan held is that Reagan was not afraid to hold people accountability we see an example of this is when on August 1981 workers in the Professional Air Traffic Controllers Organization walked went on strike in an organized strike they demands been a reduce working week to 32 hour week. When the striking air traffic controllers refused to return to work, Reagan fired them and banned each of the members from federal service for life. Ronald Reagan the air traffic control workers accountable. This is action of a good leader as he shows he willingly hold people responsibility while also being strong. Likeable To be a good leader you must be likeable. The more likeable a leader is the more people will follow him as people tend not to follow people they dislike. Reagan was vey much a likeable man, throughout the book we see that he was described by people who worked for him as a kind and a decent person. A lot of the time Reagan would use humour which people enjoyed if they werent on the receiving end. Reagan would often use humour to avoid answers from the press or to win crucial arguments in public debates. Admit Mistakes A key component to any good leader is to been able to admit to your own mistakes. This is very important as through your life time you will make mistakes, and a good leader will put his hand up and admit that he is wrong, he will the move on. An example of this we see when Reagan admits that he is wrong through the intervention in Lebanon. One of Reagan policies was to intervene in other countries policies in order to preserve democracy but this had devastating consequences when in Lebanon an attack on an army barks killed 240 American soldiers. Reagan was quick to realise his mistake and quickly withdrew from the area. Being able to recognise your mistakes is a key element in becoming a good leader. Conclusion From reading this book we learn some important lessons on leadership. We learn how one man Ronald Reagan used the different leadership skills to achieve so much while in office. We learn the importance of been able to communicate and how important it is to be able to communicate your visions with your followers. One of the most important lessons we learn is how importance is it to reduce your visions to the simplest terms so that your followers will be able to understand them. We learn how to deal with conflicts and how to resolve them as through out the book we see how Reagan resolved various conflicts. On the bigger picture we learn about the different leadership skills and how important that they are in order to be an effective leader. By reading this book the reader will quickly learn how important it is to know the key requires of being a good leader. Reason why you choose this book One of the main reasons why I choose this book Ronald Regan How an Ordinary Man Became an Extraordinary Leader by Dinesh, is that I feel that it would be very beneficial to a young graduate engineer entering the workforce. This book gives us an insight into the life of possible one of the worlds greatest ever leaders Ronald Reagan the 40th president of America. From this book we learn about the different leadership skills that Reagan possessed. I feel it is truly amazing how a man who came from such an ordinary background managed to be elected as the most powerful person in the world. Reagan came from a working class background whose father was an Irish emigrant. Through out his education period Regan was an average achiever he obtained a grade C in his finals, yet he still managed to become president of United States of America. Not only did Reagan manage to become president, but he also accomplished many achievements that will never be forgotten in history. From reading this book t he reader will learn about the different traits that a good leader must have. The achievements that Reagan managed to accomplish through out his terms in office are truly inspiring. Some of his most noticeable achievements include: introducing new economic initiatives to help America recover from the 1980s recession, introducing policies to help with the energy crisis that was happening at the time, introducing substantial tax cuts in 1981, one of his greatest achievements that Reagan will always be remember was the part he played in ending the cold war, as Margaret Thatcher the British prime minister later recalled He ended the cold war without firing a bullet. I feel that a lot can be learnt from reading this book as the reader learns how Reagan used his leadership skills to guide America through a difficult period in their history. We see many of his leadership skills that he possessed been deployed through this book. Achieving the above achievements as mentioning above takes a special kind of leader, a leader that has all the known leadership skills, this enforced my reason for the selection of this book. How is this relevant to graduate engineers? I feel that this book would be of huge benefit to a graduate engineer going into the workforce as it demonstrates how such an ordinary man became such an inspiring leader. Throughout the book we can see the characteristics of Ronald Reagan that made him such a great leader. As an engineer you are expected to lead large groups with such a diversity of talents on a range of different and complex jobs, even though the groups you will be leading wont be as large as the groups Ronald Reagan had to the lead, the basic traits of a good leader are the same. These traits that Reagan used are highlighted by DSouza throughout the book. By reading this book we see how Reagan managed individuals and groups such as his advisers on various matters, we see his negotiations skills in action also. Such examples include: when he is negotiating with Gorbachev the Soviet leader in various arms treaties. We see how he communicated with his followers; we see how he resolved conflicts, such as avoiding a nuclear war with Russia during the cold war. We see how he used motivation to encourage the productivity of his staff, such as handing over more responsibility to his staff they felt that had a personal achievement if they got the task done. Throughout the career of an engineer he/she will have to put to the test their management skills, negotiations and conflict skills communication and motivation skills this book will help in understanding theses key skills and how an ordinary man managed to mobilise them to great effect. As engineer you will be faced with a varied of different challenges that will test your leadership skills by reading this book the reader will understand the concepts of a good leader. I feel that many of the techniques that Reagan used during his time in office to lead the nation, are very applicable to us engineers.

Learning Styles Essay

Having studied a small number of learning styles I will evaluate my own personal learning style and how I can use this through the next three years of my life at Bucks New University. I will look at the most popular theories in use today and their value in today’s world. The theory of individual learning styles began in the 1970’s and developed thoroughly in the 1980’s becoming more and more popular in recent years. The use of MRI scan data was added to already developing theories to understand how the brain processed information. (Revell, P, May 05) A learning review carried out in 2004 by the ‘Learning and Skills Research Centre’ revealed that there are 71 established learning style theories, a number of these are very similar in style. I am going to focus on 3 widely used theories methods, David Kolb’s learning style model, Honey & Mumford’s Learning Style Questionnaire and Fleming’s VARK. (Image) This diagram shows the ‘cycle of learning’ created by Kolb. David Kolb, began developing his Learning Style model in 1971, he then published his learning style model in 1984. The model is made of 4 learning styles; experience, reflection, reflecting and planning. In his cycle of learning Kolb describes that we will experience something, reflect on what happened, think how we can change or what we can use again and then act upon this and do it again changing any mistakes we made first time round, therefore repeating the cycle. For example when learning to ride a bike you may fall off due to hitting a tree (the experience,) look at what why we hit the tree, not looking up? (reflect,) think about how we can change why we fell off, look forward as we are riding (plan) and then finally try again to ride looking forward. This cycle may repeat itself many times before we get right what we was trying to learn. Honey & Mumford’s questionnaire (IMAGE) In 1992 Peter Honey and Alan Mumford created a questionnaire for learners to identify their learning style. The questionnaire originally consisted of 80 questions but this has been shortened and made available with only 40 question’s. Honey and Mumford’s model is based heavily on the Kolb model but focuses in on the in-between stages of the cycle. They agree with Kolb that all stages are crucial to learning, they suggest that some people tend to be happier with one stage of the cycle over others. (Cameron, S 1995) Honey and Mumford determined four learning styles that people may prefer to use than trying to use the whole cycle of Kolb’s model. The four stages are, activists, reflectors, theorists and pragmatists. Activists are very open minded, will try new things without much thought, are very sociable and probably prefer group work. However they are likely to get bored very quickly and find it hard to sit still for long periods of time. Activists will most likely be the planners within the marketing industry as they have lots of experiences and enjoy overcoming obstacles, they will most likely be watched closely by the manager due to their tendencies to jump in, act and think afterwards. Reflectors are much more passive and will think in much more depth before reaching any decision’s, they will tend to take more of a back seat role and observe others. A reflective member of staff would make be good in a manager role because they think with their heads, not their heart and would therefore make decisions that are more informative. Theorists enjoy approaching problems logically and having information to back up theories. Theorists are very good at analysing data and researching in depth. They can struggle to work with activists as they act first then think whereas theorists will think (a lot) before acting. Theorist would be best at doing marketing research and analysing the information as this something they excel at. Pragmatists like the freedom of creating something new, they don’t like being restricted to set ideas. They enjoy problem solving and are very practical but they do get bored very quickly. Pragmatists would be fantastic in a creative environment and therefore perfect for creating advertisements using their initiative. Flemings VARK VARK stands for Visual, Aural, Read/write and Kinaesthetic. Fleming developed his theory based on previous VAK modes but added the read/write in 1987. ‘From what I read and observed, it seemed obvious that some students had a distinct preference for the written word whilst others preferred symbolic information’ (Fleming, N. 2006) Fleming’s questionnaire has 16 question, so that people take it more seriously and do not get bored while filling out the questionnaire. Visual learners prefer to look at images and the use of colour. When making notes a visual learner will use images, symbols and highlight key words with colour. When planning a piece of work visual learners may use mood boards and mind maps for them to get inspiration from before forming into words. Audio learners prefer to listen to lectures or having things explained to them, they enjoy group discussions and are very good at describing visual things in great detail. Audio learners can benefit from reading aloud their notes while recording themselves. When planning for a piece of work an audio learner may find it better to speak through their ideas with a friend. Read/write learners much prefer to write down notes and take information from text books, when breaking down statistical information they will describe any trends instead of drawing them. Read/write learners will excel at essay writing and when planning a piece of work they will write lists and notes. Kinaesthetic learners prefer to just try new things and touch things to help them learn. Field trips for the ideal for kinaesthetic learners as they can take in all the information around them, without getting bored. When completing a piece of work they will just use trial and error until they get it right. Without acknowledging your own style you may encourage your team to focus on issues from a certain perspective and miss the opportunities that result from different approaches. A team has a collective learning style all of its own. (Haygroup) My learning style After completing the 1982 version of the Honey and Mumford questionnaire I scored: Activist 6 Reflector16 Theorist15 Pragmatist 8 From these results I now understand that I prefer to step back and observe others, I require more time and information to make decisions. From previous experience I would say that I totally agree with this for example when making a decision about any expensive purchase I will always look at information about and research the best prices before making a decision. So I do regularly use the reflector and theorist styles. From completing the 13 question VARK questionnaire I have scored: Visual1 Audio0 Read/write4 Kinaesthetic 7 From these results I can see that I am kinaesthetic learner, this contradicts my findings from the Honey and Mumford questionnaire where I found id rather observe and take in information. Where as from this VARK questionnaire I have found that id rather use trial and error and learn using hands on methods. This contradictions surprise me as the styles are so different but I do understand that this is true to me, I do prefer to learn on my own and take in a lot of information before creating an essay but when it comes to learning how to use something new I prefer to just hold it and try it out. Conclusion From my research I have found that many of the learning styles are very similar but are constructed in their own way and helps the learner to establish their style in its individual way. Kolb’s learning theory would not be able to be broken up into sections but the Honey and Mumford theory is based on Kolb’s so I can be compared to the VARK theory I have also looked at. I do believe I can pair these up as follows because they have very similar tendencies. Active and Visual learners like images to stimulate them. Reflectors and Audio would prefer to look back at a lecture and re-do their notes to suit them. Theorists and Read/Write learners prefer looking at information in texts. Pragmatists and kinaesthetic learners are both creative and get bored quickly. From what I have learnt form this essay and have found out about how I learn will help me study through the next three years without me struggling or getting bored. Learning style is the way human beings take in new and/or difficult information, how they process, store and retrieve it. (Prashnig, B: Debating Learning Styles) Having studied a small number of learning styles I will evaluate my own personal learning style and how I can use this through the next three years of my life at Bucks New University. I will look at the most popular theories in use today and their value in today’s world. The theory of individual learning styles began in the 1970’s and developed thoroughly in the 1980’s becoming more and more popular in recent years. The use of MRI scan data was added to already developing theories to understand how the brain processed information. (Revell, P, May 05) A learning review carried out in 2004 by the ‘Learning and Skills Research Centre’ revealed that there are 71 established learning style theories, a number of these are very similar in style. I am going to focus on 3 widely used theories methods, David Kolb’s learning style model, Honey & Mumford’s Learning Style Questionnaire and Fleming’s VARK. (Image) This diagram shows the ‘cycle of learning’ created by Kolb. David Kolb, began developing his Learning Style model in 1971, he then published his learning style model in 1984. The model is made of 4 learning styles; experience, reflection, reflecting and planning. In his cycle of learning Kolb describes that we will experience something, reflect on what happened, think how we can change or what we can use again and then act upon this and do it again changing any mistakes we made first time round, therefore repeating the cycle. For example when learning to ride a bike you may fall off due to hitting a tree (the experience,) look at what why we hit the tree, not looking up? (reflect,) think about how we can change why we fell off, look forward as we are riding (plan) and then finally try again to ride looking forward. This cycle may repeat itself many times before we get right what we was trying to learn. Honey & Mumford’s questionnaire (IMAGE) In 1992 Peter Honey and Alan Mumford created a questionnaire for learners to identify their learning style. The questionnaire originally consisted of 80 questions but this has been shortened and made available with only 40 question’s. Honey and Mumford’s model is based heavily on the Kolb model but focuses in on the in-between stages of the cycle. They agree with Kolb that all stages are crucial to learning, they suggest that some people tend to be happier with one stage of the cycle over others. (Cameron, S 1995) Honey and Mumford determined four learning styles that people may prefer to use than trying to use the whole cycle of Kolb’s model. The four stages are, activists, reflectors, theorists and pragmatists. Activists are very open minded, will try new things without much thought, are very sociable and probably prefer group work. However they are likely to get bored very quickly and find it hard to sit still for long periods of time. Activists will most likely be the planners within the marketing industry as they have lots of experiences and enjoy overcoming obstacles, they will most likely be watched closely by the manager due to their tendencies to jump in, act and think afterwards. Reflectors are much more passive and will think in much more depth before reaching any decision’s, they will tend to take more of a back seat role and observe others. A reflective member of staff would make be good in a manager role because they think with their heads, not their heart and would therefore make decisions that are more informative. Theorists enjoy approaching problems logically and having information to back up theories. Theorists are very good at analysing data and researching in depth. They can struggle to work with activists as they act first then think whereas theorists will think (a lot) before acting. Theorist would be best at doing marketing research and analysing the information as this something they excel at. Pragmatists like the freedom of creating something new, they don’t like being restricted to set ideas. They enjoy problem solving and are very practical but they do get bored very quickly. Pragmatists would be fantastic in a creative environment and therefore perfect for creating advertisements using their initiative. Flemings VARK VARK stands for Visual, Aural, Read/write and Kinaesthetic. Fleming developed his theory based on previous VAK modes but added the read/write in 1987. ‘From what I read and observed, it seemed obvious that some students had a distinct preference for the written word whilst others preferred symbolic information’ (Fleming, N. 2006) Fleming’s questionnaire has 16 question, so that people take it more seriously and do not get bored while filling out the questionnaire. Visual learners prefer to look at images and the use of colour. When making notes a visual learner will use images, symbols and highlight key words with colour. When planning a piece of work visual learners may use mood boards and mind maps for them to get inspiration from before forming into words. Audio learners prefer to listen to lectures or having things explained to them, they enjoy group discussions and are very good at describing visual things in great detail. Audio learners can benefit from reading aloud their notes while recording themselves. When planning for a piece of work an audio learner may find it better to speak through their ideas with a friend. Read/write learners much prefer to write down notes and take information from text books, when breaking down statistical information they will describe any trends instead of drawing them. Read/write learners will excel at essay writing and when planning a piece of work they will write lists and notes. Kinaesthetic learners prefer to just try new things and touch things to help them learn. Field trips for the ideal for kinaesthetic learners as they can take in all the information around them, without getting bored. When completing a piece of work they will just use trial and error until they get it right. Without acknowledging your own style you may encourage your team to focus on issues from a certain perspective and miss the opportunities that result from different approaches. A team has a collective learning style all of its own. (Haygroup) My learning style After completing the 1982 version of the Honey and Mumford questionnaire I scored: Activist 6 Reflector16 Theorist15 Pragmatist 8 From these results I now understand that I prefer to step back and observe others, I require more time and information to make decisions. From previous experience I would say that I totally agree with this for example when making a decision about any expensive purchase I will always look at information about and research the best prices before making a decision. So I do regularly use the reflector and theorist styles. From completing the 13 question VARK questionnaire I have scored: Visual1 Audio0 Read/write4 Kinaesthetic 7 From these results I can see that I am kinaesthetic learner, this contradicts my findings from the Honey and Mumford questionnaire where I found id rather observe and take in information. Where as from this VARK questionnaire I have found that id rather use trial and error and learn using hands on methods. This contradictions surprise me as the styles are so different but I do understand that this is true to me, I do prefer to learn on my own and take in a lot of information before creating an essay but when it comes to learning how to use something new I prefer to just hold it and try it out. Conclusion From my research I have found that many of the learning styles are very similar but are constructed in their own way and helps the learner to establish their style in its individual way. Kolb’s learning theory would not be able to be broken up into sections but the Honey and Mumford theory is based on Kolb’s so I can be compared to the VARK theory I have also looked at. I do believe I can pair these up as follows because they have very similar tendencies. Active and Visual learners like images to stimulate them. Reflectors and Audio would prefer to look back at a lecture and re-do their notes to suit them. Theorists and Read/Write learners prefer looking at information in texts. Pragmatists and kinaesthetic learners are both creative and get bored quickly. From what I have learnt form this essay and have found out about how I learn will help me study through the next three years without me struggling or getting bored. Reference List 1)Cameron, S. (2005) The business students handbook. March 2005. Essex. Pearson educated limited 2)Prashnig,B. (n. d) Debating Learning Styles http://www. creativelearningcentre. com/downloads/Debating%20LS. pdf 3)Revell,P. (May 2005) Each to their own:The Guardian http://www. guardian. co. uk/education/2005/may/31/schools. uk3 4)Fleming, N. , and Baume, D. (2006) Learning Styles Again: VARKing up the right tree! , Educational Developments, SEDA Ltd, Issue 7. 4, Nov. 2006, p4-7. http://www. vark-learn. com/documents/Educational%20 Developments. pdf 5)Haygroup http://www. haygroup. com/tl/Downloads/Why_People_Learn. pdf 6)Chapman,A (2005) Kolb learning styles http://www. businessballs. com/kolblearningstyles. htm 7)Kolbs learning cycle diagram http://www. ldu. leeds. ac. uk/ldu/sddu_multimedia/kolb/static_version. php 8)http://www. vark-learn. com/english/page. asp? p=hel[sheets

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Bellocqs Ophelia Analysis - 2005 Words

When one gazes at the posed risquà © photos that the photographer E. J. Bellocq took during the Storyville era many questions arise as to, who the female models were, where did they work, and why? Storyville was a legalized red light district in New Orleans. Storyville was the answer to the ongoing crime problem in New Orleans back in the late eighteen to early nineteen hundreds. After the closure of Storyville, the so called embarrassment was almost wiped from history. Bellocq’s photos, a couple of rundown buildings, and very few tales about Storyville are left today. Natasha Trethewey gave these forgotten women a voice in her collection of poems Bellocq’s Ophelia. She granted her readers a gaze into a forbidden world in a time that is long†¦show more content†¦Even with the progression, women in the Edwardian Era still were seen as domestic house-keepers and caregivers. Getting a job during this time was very difficult because women were limited to what jobs they were allowed to have. In Bellocq’s Ophelia, Ophelia talks about a tragedy that occurred in 1911, â€Å"In the paper today, tragedy / in New York City— a clothing factory, so many women / dying in a fire,† (Trethewey 22). Women could work in factories, mines, be maids for people with sizable incomes, and on farms; however women rarely found respectable middle class jobs that allowed them financial security without getting married. This information is also supported by the website article called Striking Women. (http://www.striking-women.org/module/women-and-work/19th-and-early-20th-century.) These glass ceilings were only part of the barriers preventing Ophelia from her intended job, presumably as a secretary. Ophelia’s mother was black and her father was white. Albeit the thirteenth amendment was signed and the south lost the Civil War, racism was a part of everyday life. In Bellocq’s Ophelia, the Letter Home poem states, â€Å"I walk these streets / a white woman, or so I think, until I catch the eyes / of some stranger upon me, and I must lower mine, / a negress again,† (Trethewey 7). The Jim Crow laws were just beginning, segregation was lawful, and horrendous acts of violence plagued black people. The one drop rule, a racial classification that was used

Transcultural Nursing An Individual s Culture, Values...

Transcultural nursing seeks to provide care that acknowledges an individual’s culture, values beliefs and practices. Nurses need to deliver culturally appropriate, and culturally sensitive care, a standard that is sometimes difficult due to the cultural and ethnic diversity within our society. Australia is a multicultural society. The 2011 Census revealed that almost a quarter of the population were born overseas, and 43.1 per cent of people have at least one overseas-born parent. The ever-increasing multicultural population in Australia poses a significant challenge to nurses providing individualised and holistic care to their patients. This requires nurses to recognise and appreciate cultural differences in healthcare values, beliefs, and customs. Nurses must acquire the necessary knowledge and skills in cultural competency. Culturally competent nursing care helps to ensure patient satisfaction and positive outcomes. This essay will outline and define the term transcultural nursing, discuss its history and relevance in modern nursing practice. focusing the attention for its use in a Australian context. People from numerous cultures live together in Australia and share their knowledge, interests and customs. Diversity of Australia’s population has reached a point where it is vital to address and more importantly to understand, the ever growing challenge that transcultural nursing poses to the nursing profession. Addressing this issue avoids discrimination and promotesShow MoreRelatedTranscultural Nursing : An Essential Aspect Of Healthcare Today1174 Words   |  5 PagesAbstract: Transcultural nursing is an essential aspect of healthcare today. The ever-increasing multicultural population in the United States poses a significant challenge to nurses providing individualized and holistic care to their patients. 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Analytical Essay †Lochie Leonard Free Essays

Awkwardness, rudeness and moodiness are stereotypes which are used to represent teenagers. In his novel â€Å"Locke Leonard the Human Torpedo’, Tim Wanton explores the emotional development of teenagers. In the novel he represents teenagers as reckless. We will write a custom essay sample on Analytical Essay – Lochie Leonard or any similar topic only for you Order Now This is achieved through Locale’s inappropriate actions, rude behavior and his bad language. The novel displays teenagers as reckless through their inappropriate behavior. In the chapter ‘Getting Serious’ Locke and Vicki are alone in her house and they engage n sexual activities disregarding the possible consequences. This is also shown later on in the book in the chapter ‘Ocean Beach’ where they again act without thinking. The two chapters give the reader a clear example that teenagers can be reckless due to their inappropriate behavior. At school Locke displays rude behavior towards his teachers. In the chapter ‘Everybody’s Favorite Spread’ Locke is in class studying his least favorite subject, Math, and is rude to his teacher by omitting to call him sir (pap-18). Also in the chapter ‘True Torpedoing’ Locke is in his woodwork class and once again displays dude behavior and insolence to his teacher by suggesting that the teacher ‘does his block (pap-31). This insulting comment could enrage an already hostile teacher even more and is therefore reckless. In the first two weeks Locke has already acquired a bad reputation for himself. Locale’s rude behavior is very risky. Teenagers are represented as reckless due to their use of inappropriate or bad language. Locke has been influenced to use bad language after reading a book about sexual development. In the chapter ‘Everyone’s Favorite Spread’ Locke is being bullied. Whilst being bullied he retaliates by calling them ‘a bunch of yellow vulvas! (pap), which might provoke them to attack him, rather than trying to calm them down, which would be more sensible. Locale’s use of language clearly represents teens as reckless. In this novel Tim Wanton represents teenagers as reckless because of their inappropriate actions, rude behavior and bad language. He has focused on emotional development in adolescents. While this is only one aspect of the challenges faced by teens, the author has represented common stereotypes in characters and their actions to des cribe teenagers. How to cite Analytical Essay – Lochie Leonard, Essays

Self-Concept And Social Perception Samples †MyAssignmenthelp.com

Question: Discuss about the Self-Concept And Social Perception. Answer: An introduction to the Self Concept Conceptual Model According to Trivio (2012), the self-concept conceptual model refers to the awareness that a person has with regards to him or herself as an individual. It refers to the images that an individual thinks and forms about himself in relationship to the value and the status that other individuals in the society have placed on him or herself. Male and female are different with regards to their view of self-concept, for example, the self-concept of men is tightly related to their personal efficacy, while the self-concept of women are closely tied to care and the love for others (Yilmaz, 2009). Recent studies on self-concept are based on the Rogerian Theory, which views self-concept as the overall ways in which an individual perceives his personal abilities, behavior, and personality. In this framework, self-concept is considered as the conscious representation of who an individual is, including the ambitions that the individual has. In this regard, self-concept functions as a reflection of an individuals genuine internal desires, and therefore, it is hugely affected by the conditions of worth (Elnaga, 2012). There are three major concepts in the Rogerian self-concept model, for example, self-image, ideal self, and self-efficacy (Wilton, 2011). These concepts entail the perception of an individual with regards to the persons lovability, appearance, ad self-worth, and these indicates what an individual is striving to become in life. According to Jones and George (2013), self-concept is built based on the experiences that an individual goes through on a daily basis. Also, according to these authors, the development of a strong self-concept comes as a result of the revision of the experiences that one goes through. In line with these aspects, self-concept can be used to understand the entire personality of an individual because it is a dimension of human beings that comes as a result of an individuals social interactions. In an organizational setting, it is the day to day interactions that are vital in the comparisons of the ability of individual employees capabilities as compared to that of the co-workers. The 4 Components of the Conceptual Model of the Self-Concept and how organizations can influence them According to Ilagan (2014), the four components of the conceptual model of the self-concept are; self-esteem, self-image, self-assessment, and self-efficacy. These components are important to understanding the personality of an individual as discussed below: Self-assessment: Self-assessment refers to a situation where the employees use to determine their aptitudes, values, interests, and the tendencies of their behaviors. This strategy includes the responsibility of an employee as a part of an organization to establish the dimensions and the characteristics that require improvements. As already mentioned in the section above, self-concept entails what an individual wishes to achieve in life; and therefore, it is based on self-assessment that one will be able to make a positive improvement that will enable him or her to achieve the desired goals and objectives (Dessler, 2012). Organizations play a significant part in the self-assessment of their employees. It is the responsibility of an organizations management to provide self-assessment information to enable the employees to identify important elements of self-concept namely; values, weaknesses, strengths, and interests. Organizations can assess the capabilities of their employees throug h strategies such as peer evaluation, questionnaires, and 360-feedback methods. The identification of employees abilities enables the organization to improve the performance of their employees because it ensures that employees behave responsibility, and hence, increased productivity. Self-esteem: This refers to the sens of worthiness that an individual feels within the society. Self-esteem determines an individuals level of independence, and it gives one a sensible structure to life (Ilagan, 2014). High-self-esteem is associated with high-performance I every social setting, while low self-esteem comes along with poor performance and relationships during social interactions. On this basis, organizations are very sensitive of their employees self-esteem at the workplace. This is because high self-esteem contributes to high-job performance within an organizational setting. In this regard, organizational managements incessantly play an active role building the self-concept of their employees by raising their self-esteem to improve their job performance. Sal-esteem can be raised through effective training and mentoring of employees. Self-efficacy: Self-efficacy is that particular belief that an individual has in himself that is able to perform effectively in different circumstances (Ilagan, 2014). Self-efficacy is tightly based on an individuals self-concept, for instance, an individual who perceives himself as an achiever has a high self-efficacy, and hence, believes that he can achieve positive results under different circumstances. In an organizational setting, self-efficacy is known to help one to achieve the established goals and objectives of the company. Therefore, the organization should play an active role in improving the self-efficacy of its employees to ensure an increased productivity. The organization can raise the self-efficacy of all employees through strategies such as employee training. Despite the lack of a direct relationship between an employees self-efficacy with job performance, recent research shows that employees who have high self-efficacy can be able to absorb stress and the challenges that arise at the work place. Self-image: This refers to the manner in which an individual sees himself and others, and how he thinks that the others are seeing him (Day and Schleicher, 2006). Also referred to as self-schema, self-image influences the cognitive skills of an individual, and therefore, it affects recall and the thinking capacity of an individual. Self-image forms an important part of an individuals self-concept because it determines how one feels about himself in the workplace. In this regard, it determines the performance of an employee within an organizational setting. Social Perception is the process by which people come to understand each other - Discuss Factors that affect perception: Perceptual learning According to Srivastava and Nandan (2010), perceptual learning refers to the process through which the sensory elements of an individual reacts to current events based on ones past experiences. For example, an individual who has undergone a thorough training in a particular job, that particular individual gains a lot of expertise in the given field. In this regard, perceptual learning affects perception during social interaction. In an organizational setting, perceptual learning affects the perception of managers and colleagues at the workplace. For example, employees who have been trained in a given line of work are perceived to possess sufficient skills and experience for high-productivity. On the other hand, new and young employees are perceived to lack sufficient knowledge and skills to perform effectively. Mental set This refers to the state of preparedness or the lack of preparedness of an individual to receive information. When an individual is prepared to receive a sensory information, it means that he or she has the right mind set to receive the information, and therefore, he will have a positive perception regarding the information (Zubi, Crowther, and Worsdale, 2008). On the other hand, if an individual is not mentally prepared to receive a sensory information, the individual will have a negative perception regarding the new sensory information, and this will have a negative impact on the processing of the information. In an organizational setting, mindset determines the performance of employees, for example, employees who have the right mindset are associated with high-performance. Conversely, those with negative mindset are associated with poor productivity. Motives and needs The motives and the intentions of an individual influences the perception of an individual. This is closely associated with the beliefs and attitudes of an individual. In the workplace, an individual with positive motives are associated with high-performance. This is because the positive motive and the desire to achieve enables one to develop a positive attitude, and hence, they perceive tasks as easy, and this leads to success (Certo and Certo, 2010). On the other hand, negative motives contribute to negative attitudes, and this leads to the perception of tasks as difficult, and hence, poor performance. Two common perceptual errors Stereotyping: This refers to a situation where an individual is judged based on his or her background. Making judgments based on such characters is a major error to perception because one makes a conclusion on biased and misinformed facts (Pillai, 2010). Stereotyping has negative impacts in an organization because it may deny skilled and knowledgeable employees from being hired, and this may affect the performance of an organization. Selective perception: This refers to a situation where one selects what he wants to see or hear. Selective perception is a major cause of perception error because it prevents one from getting vital and comprehensive information that is useful in the making of an informed decision. Conclusion In summary, self-concept conceptual model refers to the awareness that a person has with regards to him or herself as an individual. It also refers to the overall ways in which an individual perceives his personal abilities, behavior, and personality. The four major concepts in the Rogerian self-concept model, for example, self-image, ideal self, and self-efficacy the four components of the conceptual model of the self-concept are; self-image, self-esteem, self-assessment, and self-efficacy. Self-assessment refers to a situation where the employees use to determine their aptitudes, values, interests, and the tendencies of their behaviors. Self-esteem refers to self-worth within the society, and it determines an individuals level of independence, and it gives one a sensible structure to life. On the other hand, self-efficacy means personal belief that one has that one is able to perform effectively under different circumstances, while self-image is how an individual sees himself and o thers. Major factors affecting perception are perceptual learning, mental set, and the motive and needs of an individual. However, some of the most common perception errors are stereotyping, which is biased judgment and selective perception, where a person selectively chooses what to see. Bibliography Certo, S.C., and Certo, S.T., 2010. Modern Management: Concepts and Skills. 11th ed. Singapore: Pearson Education South Asia Pte Ltd. Day, D.V. and Schleicher, D.J., 2006. Self-Monitoring at Work: Marketing marketing A Motive-Based Perspective.Journal of Personality, 74 (3), pp. 685-713. Dessler, G., 2012. Human Resource Management. (12th Ed). New Jersey: Pearson Education., Inc. Elnaga, A. A., 2012. The Impact of perception on Work behavior. Kuwait Chapter of Arabian Journal of Business and Management Review, 2(2), pp. 56-71. Ilagan, J. A., 2014. Management in the Context of Self-Concept and its Impact on the Job Performance of College Full-Time Faculty Members at De La Salle Lipa. AXIS: Journal of Lasallian Higher Education 5(3), pp. 1 32. Jones, G.R., and George, J.M., 2013. Essentials of Contemporarymarketing Management. (5th Ed). New York: McGraw-Hill/Irwin. Pillai, K. G., 2010. Managers' Perceptual Errors Revisited: the Role of Knowledge Calibration. British Journal of Management, 21(2), pp. 299-312. Srivastava, V., and Nandan, T., 2010. A study of perceptions in society regarding unethical practices in advertising. South Asian Journal of Management, 17(1), pp. 59-67. Trivio, K.M., 2012. Perceived Leadership Qualities of Academic Chairpersons and Its Effect on Organizational Commitment and Turnover Intentions of College Faculty Members at De La Salle Lipa. TALAS, 8 (1), pp. 61-113. Wilton, N., 2011. An Introduction to Human Resource Management. Great Britain: TJ International Limited. Yilmaz, A., 2009. Self-Efficacy Perceptions of Prospective Social Studies Teachers in Relation to History Teaching. Education, 129 (3), pp. 506-520. Zubi, A. A., Crowther, G., and Worsdale, G., 2008. Jordanian childrens perception of fatherscommunication structures and patterns: Scales revision and validation. Young Consumers, 9(4), pp. 265-281.