Theories of Leadership and Motivation

Theories of Leadership and Motivation Introduction: Leadership is the character which every organisation wants to see in their staff and the person who is self motivated and who can motivate the team members become a good manager. Leadership is nothing but inspiring the team leader is the one who does it, inspiration is nothing but motivation. So leadership and motivation is a chemistry which can take any difficult task to success. The leadership and motivation chemistry is mostly helpful in management sector whether it is in business or in the team; every individual posses leadership but the one who practices on the go become a perfect leader. The main aspect a leader consists is a vision for the certain purpose. When a task or project is taken over by a company the company searches for a leader who posses knowledge on the project and vision how to develop the project, make use of colleagues and give the organisation a profit on it. A leader tends to influence the task to be continued and change to be taken place to make the organisation profitable. There are several theories on leadership by great leaders some of them say that leadership is an action not position or person. These theories help to prepare a perfect leader, all these theories are proposed and practiced by great leaders and managers but latest management considers a leader who follows his role. Leadership theories: Considering leadership reveals school of thought giving different leadership theories such as Great Man theory, trait theory, behaviourist theory, situational leadership theory, contingency theory, transactional theory and transformational theory. Great man theory is the one proposed before twentieth century where it says that leaders are born with the talent and leader should be a man this lead to the next theory trait theory. Trait theory: The trait theory rose from the concepts of the Great Man approach. This theory leads to identify the important characteristics of a successful leader. The people who got the characters as defined by the traits approach are isolated or shortlisted and those are recruited as leaders. This type of approach was mostly implemented in military and still used in some of the area. According to the trait theory the person who got the following skills is said to be a trait. Ambitious and success oriented Adaptable to all kinds of situations Co operative to all the members in the organization Highly active or energetic Dominative Good decision making ability Self-confident Adaptable to stress conditions and Dependable. These are the characters which make a person trait and they should posses some skills which are Skills Intelligent Skilled conceptually Creative Fluent in speaking Tactful Self motivated and self belief Skilled socially When these kinds of skills and characters are identified in the person, the person is recruited in the team. Behavioural theory: The trait study doesnt give any conclusive results and it was hard to measure some more critical issues such as honesty, integrity and loyalty. This leaded the attention to be diverted on to the behaviour theories. The behaviour theory focuses on human relationship and success performance as well. According to behavioural theory the manager believes that the working environment should be like an entertainment place where the expenditure of mental and physical efforts is treated to be play and rest. The idea of manager is an average person not only learns to accept but also seek responsibility. The people will automatically learn to exercise self-control and self direction to achieve the goal or target. The organizational problems can become imaginative and creative. Contingency theory model: This theory illustrates that there are many ways for the manager to lead the team to get best outcome. According to the situation the manager can find a best way to get the best outcome. Fiedler worked on contingency theory according to that he looked for three situations which define the condition of a managerial task. Leader and team member relationship Work structure or project structure Position and power The manager should maintain relation with their team members to get along and create confidence and make them feel free to think about the task and give their ideas to help the task to be finished. Project structure is the job highly structured or unstructured or in between. The power shows how much authority a manager does posses. This theory rates the manager whether the manger is relationship oriented or task oriented. The task oriented managers gets success in such situations where there is good leader and team member relationship and structured projects or tasks doesnt matter whether the position power is weak or strong. And get success when the project is unstructured and does have any sort of good vision by having a strong power and position. The variables which affect the task such as environmental variables are combined in a heavy some and differentiated as favourable and unfavourable situations. The task oriented management style depends on the favourable and unfavourable environment variables but the relationship management style stays in the middle by managing or changing the variables to accumulate with their style. Both styles of managements got their sides to be good when all the performance and team work well in the tasks. There is no good or bad management in these two managements. Task motivated management style leaders do best when the team performs well and they are good in achieving good sales record and performance better than their competitor where as the relationship oriented leaders are helpful to gain positive customer service and build a positive image to the organisation. Transactional and transformational leadership: Transformational leadership is a relationship of mutual simulation and elevation that converts the followers in to leaders and may convert leaders into moral agents Transformational leadership is communicating with the leaders and the team members to take them to higher level something like a leader can become a moral agent and the follower can become a leader. Transactional leadership technique builds the person to finish the certain task such as job done for the time being. Some of the differences between transactional and transformational leadership are Transactional style of leadership builds a man to complete a certain task where as transformational styles builds a member to become a leader. This focuses on task completion and tactical style of management where as transformational leadership focus on strategies and missions. These are some theories of the leadership which shows how a leader act on different situations and how different leaders behave to get success in the organization. Motivation in Management: Theories of motivation: The theories of motivation can be divided into 3 broad categories. Reinforcement theories emphasize the means through which the process of controlling an individuals behavior by manipulating its consequences takes place . Content theories focus primarily on individual needs the physiological or psychological deficiencies that we feel a compulsion to reduce or eliminate. Process theories focus on the thought or cognitive processes that take place within the minds of people and that control their behavior. Early Theories of Motivation: Hierarchy of Needs Theory Theory X and Theory Y Motivation-Hygiene Theory Contemporary Theories of Motivation: ERG Theory McClellands Theory of Needs Cognitive Evaluation Theory Task Characteristics Theories Goal-Setting Theory Equity Theory Hierarchy of Needs Theory: Abraham Maslow hypothesized that within every human being there exists a hierarchy of five needs: Physiological. Safety. Social. Esteem. Self-actualization. Maslow then categorized these 5 needs into lower-order needs and higher-order needs.Lower-order needs are needs that are satisfied externally: physiological and safety needs.Higher-order needs are needs that are satisfied internally (within the person): social, esteem, and self-actualization needs. Theory X and Theory Y of Douglas McGrogor: McGregor concluded that a managers vision of the nature of human beings is based on a certain blend of assumptions and that he or she tends to mold his or her actions toward subordinates according to these assumptions: Employees naturally dislike work and, whenever possible, will attempt to avoid it Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals Employees will avoid responsibilities and seek formal direction whenever possible Motivation-hygiene Theory: According to Herzberg, the factors leading to job satisfaction are dividing and distinct from those that leads to job dissatisfaction. Hygiene factors include factors such as: company policy and administration, supervision, interpersonal relations, working conditions, and salary. Motivator factors include factors such as: attainment, recognition, the work itself, responsibility and growth. Hygiene Factors Company rule and management; Supervision; association with supervisor; Work circumstances; Salary; Relationship with peers; Personal life; association with subordinates; Status; Safety Motivator Factors: attainment credit; Work itself; Responsibility; progression; Growth Contemporary Theories of Motivation: ERG Theory: ERG Theory proposed by Clayton Alderfer of Yale University: Alderfer fights that there are three groups of core needs: Existence Relatedness Growth Existence group is worried with providing our basic material existence requirements. Relatedness group is the desire we have for maintaining important interpersonal relationships McClellands Theory of Needs: McClellands theory of needs focuses on three needs: Achievement Power Affiliation Cognitive Evaluation Theory: Allocating extrinsic rewards for behaviour that had been previously intrinsically rewarded tends to decrease the overall level of motivation. (This concept was proposed in the late 1960s.)The interdependence of extrinsic and intrinsic rewards is a real phenomenon Task Characteristics Theories: These theories seek to identify task characteristics of jobs, how these characteristics are combined to form different jobs, and their relationship to employee motivation, satisfaction, and performance. Goal-setting theory: Specific and difficult goals lead to higher performance. Feedback leads to higher performance than non-feedback. In addition to feedback, 2 other factors have been found to influence the goals-performance relationship. These are: Goal commitment. Sufficient self-efficacy. Equity Theory: Individuals make comparisons of their job inputs and outcomes relatives to those of others and then act in response so as to remove any inequities. Stacy Adams proposed that this negative tension state provides the motivation to do something to correct it. There are 4 referent comparisons that employee can use: Self-inside. Self-outside. Other inside. Other outside. Conclusion The change in the leadership theories time by time says that the leader should posses certain characters which lead the organisational success whether to believe in maintaining a relationship or to go on tactically the manager or the leader should act to the situation and get success at the end. Depending on the companies motive the leader should react or behave with the team members to achieve the target. Usually maintaining a good relation helps to make the team members life easy and manage the work happily. The team members become more innovative and achieve targets easily where as with tactical style leadership may create some sort of pressure on the team members, there is no guarantee that in every situation relational ship management is successful. the leader should adapt himself for the situation and act according to a particular situation. We have discussed above only a collection of the motivation theories and thoughts of the various proponents of management .In some of the theories and opinion presented, however, one can observe some glimpses of the person and how, perhaps, he or she could be motivated. This is satisfying in itself. But, as noted earlier, practice has been in advance of theory in this field, so let us now move to the realistic side of management of human behaviour and motivation in the workplace.

Market Oriented Development Strategy for Niger Delta

Market Oriented Development Strategy for Niger Delta ADOPT MARKET-ORIENTED DEVELOPMENT STRATEGY FOR NIGER DELTA DEVELOPMENT. PURPOSE: To provide you with advice on policy strategy for market-oriented development for Niger Delta development and a recommended course of action. BACKGROUND: Conflicts in Niger Delta have generated domestic and international concerns. For more than 20 years, Niger Delta has experienced recurring conflicts often followed by violence which have been inspired, largely, by broad range of economic factors (for example, increased sense of marginalization, exploitation and injustice by the Niger Delta people, and increased poverty and inequality), political factors (for example, long-lasting corruption, mismanagement of allocated resources, and insensitivity of government to the needs and concerns of the Niger Delta people), environmental factors (for example, land degradation and other environmental disasters) and socio-cultural factors (for example, poor value orientation, particularly amongst the youth). Conflicts in Niger Delta have revealed a paradox in the economic development of the region. Niger Delta has remained the driving force of Nigerias oil and gas wealth, having the second highest recognized oil reserves in Africa and being the eight largest oil exporter in the world. Despite the abundance of natural resources, particularly oil and gas, in Niger Delta, and the huge amount of financial resource allocations from the federal government to, and financial investments by oil companies and donor agencies in, the region, Niger Delta has continued to produce disappointing economic development results. There has been a complete disconnection between the level of socio-economic developments in Niger Delta and the amount of financial resources that government, donor agencies, and oil companies operating in Niger Delta have invested in the region. These huge financial resources do not reflect in the living standards of the Niger Delta people; hence they have had insignificant impact on economic development in the region. The paradox in the economic development of Niger Delta has stimulated difficult development challenges, most especially as the conflicts between communities and oil companies, and government, as well as amongst communities, over resource allocations continue to manifest. Though the past governments have adopted many intervention programmes, through various government agencies, which have, indeed, helped to stabilize security situation in the region and created opportunity for economic development engagements, however, the fundamental causes of conflicts have not been tackled. The fundamental causes of conflicts reside in chronic poverty and inequality in Niger Delta. These are still largely deep-rooted in the regions checkered history of marginalization and deprivation, and are connected very much with the continuing forms of instability in the region. ISSUES: The key issue is the paradox in the economic development of Niger Delta. Development results in Niger Delta have been disappointing, despite the abundance of natural resources in the region, and huge amount of financial resources that government, oil companies and donor agencies have invested in the region (See Attachment A in the Appendix). Another issue is the continued difficult development challenges in Niger Delta, for example, administrative oversight, deteriorating socio-economic infrastructures, increasing poverty, inequality and unemployment, declining value orientation amongst young people, and long-lasting conflicts, despite governments interventions. These development challenges have continued to undermine intervention programmes by various government agencies. As a result, the fundamental causes of conflicts in Niger Delta have remained unsolved. These issues have revealed the imperative for a market-oriented economic development strategy. This is particularly important now that the security situation in the region has been stabilized to a large extent. The premise is that for the economic challenges in Niger Delta to be solved, development strategy needs to capture what the Niger Delta people perceive to be their interests, concerns and needs. The precept is that the federal government should focus on providing co-dependent elements of market-oriented development, for example, creating enabling environment for private sector participation in infrastructure development, while the private sector and donor agencies should assist the government in building the capacities of the Niger Delta people and strengthening the policymaking environment. ANALYSIS: Conflicts in Niger Delta have, historically, been framed on resource allocations. In all the conflicts, government has always been blamed for not returning to Niger Delta the proceeds that are derived from the sale of resources produced in the region. In recent years, as part of governments intervention programme to develop the region, government has set up agencies, for example, the Niger Delta Development Commission (in 2000), the Ministry of Niger Delta Affairs (in 2009), the Presidential Amnesty Programme (in 2009), and the Hydrocarbon Pollution Restoration Programme (in 2012). Through these agencies government has channelled funds for the development of the region. Available data shows that between 2010 and 2014, federal government has allocated about NGN7.4 trillion to Niger Delta. This amount came from different sources, for example, statutory oil revenue allocation, federal allocations to Niger Delta states, budgetary allocations to the Federal Ministry of Niger Delta Affairs, Niger Delta Development Commission, Presidential Amnesty Programme, Hydrocarbon Pollution Restoration Programme, and Ecological Fund, Pipeline Security Contracts for the Nigerian National Petroleum Corporation, allocations from the Millennium Development Goals, financial contributions from international oil companies, and financial support from development donors (See Attachments A B). What these mean is that the fundamental problem with the development of Niger Delta is not lack of agencies to implement development plans, or allocation of funds to the region, but managing the funds allocated to the region. The processes for managing the funds allocated to Niger Delta have been deficient in transparency and accountability. The issues with the management of funds allocated to the region speak volumes about the poor governance structures and processes of various development plans. Findings from the reports published by the National Bureau of Statistics and Nigeria Extractive Industries Transparency Initiative between 2010 and 2013 have shown that there is presence of overlap and duplication of projects amongst agencies that are involved in Niger Delta development. The overlap and duplication are as a result of absence of a coherent development plan that is shared by the agencies. This has created inefficiency in project delivery, as resources are unevenly distributed. For example, while many projects are abandoned for lack of funds, other projects are duplicated. Other findings from studies done on states and local governments in the Niger Delta region have shown that there is lack of community engagement in the design and implementation of development programmes, as well as in budgeting processes for infrastructure projects. Many development projects do not include the preferences of the communities; hence the projects are often not tailored to the needs of the people. OPTIONS: There are three options to consider: Option A: Adopt a coherent market-oriented economic development strategy for Niger Delta development. Option B: Review the effectiveness of all the existing development plans that have been developed by various government agencies involved in Niger Delta development, and integrate the relevant initiatives into the strategy in option A. Option C: Recommend to Mr President to mandate all the relevant government agencies involved in Niger Delta development to collaborate and consolidate efforts towards developing the strategy in option A. RATIONALES: The current development plans for Niger Delta do not work for the vast majority of the poor people in the region because of the reasons (and more) stated in the analysis above. Therefore, the region needs a coherent market-oriented economic development strategy that will focus largely on tackling the fundamental issues poverty and inequality. Niger Delta development requires market-based systems that benefit the people, include the people in policy/decision making processes, have efficient governance structures and processes for managing funds allocated to the region, and can be sustained. The proposed strategy is not a new plan, rather an operational instrument, with a unified governance framework that is shared by all agencies involved in Niger Delta development, for implementing the existing development plans. To support Option A, the following cases are made: Case 1: Market systems must be beneficial to the poor: This makes the case that the market systems must be all-inclusive; well-organized; represent the interests of the poor; and sustainable in order to work for the poor. Case 2: Markets are integral part of peoples livelihood: The underlying principle here is that poor people rely largely on the market systems for their means of livelihood. Thus, peoples lives can be improved significantly through functional and sustainable market systems. Case 3: Social inclusion is essential for reducing poverty and closing inequality gap: This presents the case that the key to reducing poverty and closing inequality gap facing Niger Delta is enhancing the opportunities for people to participate in policy/decision making processes. Case 4: Access to the market systems: The guiding principle here is that access to the market systems creates an economic virtuous circle, where peoples standard of living is improved, productivity is enhanced, incomes are increased, food security is strengthened, and hunger and poverty are reduced. FINANCIAL IMPLICATIONS: The activities that will be carried out in respect of Options A and B will be funded from the budgetary allocations of the government agencies that will be involved in the processes. There is enough scope within their budgets to undertake the activities. Option C has no financial implications. RECOMMENDATIONS: The Honourable Minister is graciously invited to: Agree to adopt the strategy proposed in this brief to ensure consolidation of the gains from the stabilized security situation in, and development of, Niger Delta. Note that the proposed strategy is not a new plan, but an operational instrument, with a unified governance framework, for implementing the existing development plans. Agree to direct for a review of all the existing development plans developed for Niger Delta development. Agree to recommend to Mr President to direct all the relevant agencies involved in Niger Delta development to collaborate and consolidate efforts towards developing the proposed strategy.

The Golden Gate Bridge Essay -- Construction Bridges Engineering Essay

The Golden Gate Bridge Since the dawn of time, man has had an inherent need to get to the other side. Rivers, canyons, and impassable trails have always hindered the migration of man, leaving him the choice to continue no further, or to â€Å"build a bridge and get over it.† The earliest bridges were made of simple materials such as stone, or even a fallen log. Regardless of the material, natural bridges allowed man to explore the â€Å"other side.† However, man has never been satisfied with what nature gives him. Over time, man developed the ability to construct his own bridges in order to create a shortcut across an otherwise impassable obstacle. The first man-made bridges consisted of wooden beams or stone arches. With each bridge, he added improvements such as cables for stability or larger abutments to support a larger load. Eventually, man entered the age of steel. Steel truss beams coupled with steel cables increased bridge spans considerably and allowed for a larger weight ca pacity. Now man was crossing distances only boats had taken people before. Various bridge styles also developed. Suspension, cable-stayed, steel arch, steel truss, and reinforced concrete arch bridges are all modern types of bridges, each with its own usefulness and design. The longest and most recognizable bridge type is the suspension bridge. These structures can span distances from 2000 to 7000 feet. As its name dictates, a suspension bridge suspends the roadway from heavy steel cables that run from one length of the bridge to the other. The cables are then fastened at large concrete anchorages at each end. Arguably the most well known suspension bridge is the Golden Gate Bridge in San Francisco, California. While actual constructi... ...pring96/lui.html (November 9, 2004). ------------------------------------------------------------------------------ [1] http://www.americahurrah.com/SanFrancisco/GoldenGateBridge/4-SanFranciscoTower.htm [2] http://www.americahurrah.com/SanFrancisco/GoldenGateBridge/6-CableSpinning.htm [3] http://www.americahurrah.com/SanFrancisco/GoldenGateBridge/7-Roadway.htm [4] http://www.goldengatebridge.org/research/factsGGBDesign.html#ConcreteQuantities [5] http://www.sightseeingworld.com/SanFrancisco/goldengatebridge.htm [6] http://www.goldengatebridge.org/research/factsGGBLighting.html [7] http://www.sdsc.edu/GatherScatter/GSspring96/lui.html#list [8] http://www.goldengatebridge.org/research/factsGGBIntOrngPaint.html [9] http://www.goldengatebridge.org/research/majggbimprove.html [10] http://www.goldengatebridge.org/research/GGBTraffToll.html

Ghana And Mali :: essays research papers

Before Columbus sailed to the New World and before Europe reached their â€Å"Enlightenment Era† two significant kingdoms flourished on the west coast of what some refer to as the motherland: Africa. The name of these two mighty states are Ghana and Mali. Ghana was the first West African state of which their was any record. After the downfall near the end of the eleventh century, Mali rose up to take their place as the economic, religious, and cultural hub of West Africa. These two states are very similar yet differ in many ways also.   Ã‚  Ã‚  Ã‚  Ã‚  The economy of the two states are very similar. Ghanaians were primarily an agricultural community. Most of the people were substance farmers who lived off of their own farms and livestock. Many people choose to trade with neighboring villages through their chief town, Kumbi Saleh. The people of Mali were also predominately agricultural. Most people who did not engage in farming, worked as artisans. The rich mines of Bure also served as income for some people of Mali. The economies of both states were related in that they both were primarily agricultural.   Ã‚  Ã‚  Ã‚  Ã‚  Religion is another topic of comparison for the two enormous kingdoms. The Religion of Ghana during the eleventh century was a religion based on the belief that every earthly object contained good or evil spirits that had to be satisfied if the people were to prosper. However in 1076, Muslims invaded the state and converted their religion to Islam. The people of Mali were firm Muslims. These people took at least one pilgrimage a lifetime to the holy city of Mecca. They traveled in caravans across hundreds of miles of dessert to kiss the Kabba (a black stone believed to have religious powers). Both kingdoms were primarily Islamic because it allowed them to trade freely with other Islamic states.   Ã‚  Ã‚  Ã‚  Ã‚  Although both kingdoms flourished, their reign of West Africa had to come to an end. The decline of Ghana began with the invasion of Muslims. Ghana still held on shortly after this, but was finished by a series of droughts that dried up important life giving rivers.

Adults and Children as Learners Essay -- Education Psychology Essays

Adults and Children as Learners Teaching adults should be different if adults learn differently than children do. Theories or perspectives on adult learning, such as andragogy, make a number of assertions about the characteristics of adults as learners: adults need learning to be meaningful; they are autonomous, independent, and self-directed; prior experiences are a rich learning resource; their readiness to learn is associated with a transition point or a need to perform a task; their orientation is centered on problems, not content; they are intrinsically motivated; their participation in learning is voluntary (Draper 1998; Sipe 2001; Tice 1997; Titmus 1999). For some, "the major difference between adults and younger learners is the wealth of their experience" (Taylor, Marienau, and Fiddler 2000, p. 7). For others, the capacity for critical thinking or transformative learning is what distinguishes adults (Vaske 2001). In contrast, pedagogy assumes that the child learner is a dependent personality, has limited ex perience, is ready to learn based on age level, is oriented to learning a particular subject matter, and is motivated by external rewards and punishment (Guffey and Rampp 1997; Sipe 2001). If there are indeed "distinctive characteristics of adults, on which claims for the uniqueness and coherence of adult education are based, then one might expect them to be taken into account in all organized education for adults" (Titmus 1999, p. 347). However, each of these characteristics is contested. Courtney et al. (1999) assert that "characteristics of adult learners" refers to a small number of identified factors with little empirical evidence to support them. Andragogy has been criticized for characterizing adults as w... ...ctions for Adult and Continuing Education no. 91, edited by C. A. Hansman and P. A. Sissel, pp. 17-27. San Francisco, CA: Jossey-Bass, Fall 2001. Smith, M. C., and Pourchot, T., eds. Adult Learning and Development. Perspectives from Educational Psychology. Mahwah, NJ: Erlbaum, 1998. Taylor, K.; Marienau, C.; and Fiddler, M. Developing Adult Learners. San Francisco, CA: Jossey-Bass, 2000. Tice, E. T. "Educating Adults: A Matter of Balance." Adult Learning 9, no. 1 (Fall 1997): 18-21. Titmus, C. "Concepts and Practices of Education and Adult Education: Obstacles to Lifelong Education and Lifelong Learning?" International Journal of Lifelong Education 18, no. 5 (September-October 1999): 343-354. Vaske, J. M. "Critical Thinking in Adult Education: An Elusive Quest for a Definition of the Field." Ed.D. dissertation, Drake University, 2001. (ED 456 251)

Soft System Methodology

Application of Soft Systems Methodology By Name Course Professor University City/State Date In management, problematic situations often arise. Some from a need to harmonize different peoples’ perceptions, some from need to expand the business and others from the need to start new projects The soft system methodology is a general approach for addressing real-world difficult situations in management.It has been developed with time as a result of extensive research by Peter Checkland and Brian Wilson among others. It grants a framework for a step by step enquiry and knowledge concerning the organization. It provides a clearly defined research approach that is action based to assist in addressing iniquitous problems. It concerns developing models that don’t represent the real world but allows people to structure their thinking about the existent world through the use of systems principles and rules.It constrains thinking with an intention of eventually expanding it. It all begins with a real world problem and it is from the problem that the model is created. It makes some assumptions: That most organizational and management problems cannot be perceived as wholesome systems problems because the system is too complex to analyze and it also assumes that applying a complete approach to a non-systemic problem is important.There are the factors that make it suitable for use in projects: It is suitable for complex, messy situations, it is adaptable to the real world, it culminates into a learning process, it teases the problem situation thus making it more creative in the problem solving process and it is excellent at pointing lines and/or areas of weakness and also at spotting relationships, a vital aspect in project management. The client’s project brief helps in identification of the firm’s goal, the strategic direction that the firm can use to achieve the goals.From it we can also identify the contrasting poles; the two options that can be taken towards achieving the goal. This makes it a complex problem, a specialization of Soft Systems Methodology. It has seven stages addressing both the conceptual and real worlds. The first stage is the problem situation that is considered difficult and messy. This stage is in the real world and it involves acknowledging, investigating and defining the problem. At this stage, there are no constraints caused by organizational boundaries or strict definitions.Data is collected in whatever form and using any statistically appropriate method. In the second stage, the problem is somehow expressed in the totality of its richness using the data collected. It should include processes, climate, issues that people express, people, conflicts and structures. According to Checkland, the best way of executing this stage is by the use of pictures. These inclusions should be evaluated to deduce what they entail. The third stage is about root definitions.A root definition is a sentence put across i n usual language, consisting of elements according to the mnemonic CATWOE, whereby C stands for customers who are the victims of the transformation, A for Actors who perform the transformation, T for the transformation process, W for Weltanschauung which is the world view that makes the transformation meaningful in a perspective, O stands for owners that are able to alter the transformation and E for environmental constraints; elements that the system takes as given.It is in the conceptual world and is mooted as the most difficult stage of the methodology. First and foremost, understanding of the different perspectives’ concepts that can be drawn from the rich picture is crucial. In the words of Checkland, they are called holons. Stage four is the development of the conceptual model using the root definitions. The conceptual model is the planned set of activities that logic calls for in a speculative system which essentially is the one described in the root definition. Stage five entails comparing conceptual models with the reality.Different models formulated can be compared in order to get the best model. Pitfalls of the model are outlined for improvement. Stage six involves outlining possible adjustments that are feasible and advantageous and finally, stage seven is the implementation of the approved changes at stage six. SSM ANALYSIS 1-Client’s perspective In the first stage we start with the situation that needs intervention in this project. The company is in the process of expanding to levels that it will be able to compete with the best in the United Kingdom.As the company expands, so do its responsibilities; to the industry, to the community and future trends. It has a responsibility to the environment. However, as it strives to fulfil its responsibilities to the environment, there are several other factors that have to be put into consideration. The other factors that come into play can be researched by the use of both quantitative and qu alitative methods of data collection. This would help to produce results as per the different perspectives of the company’s employees and those it affects.In the second stage, our problem situation is how to fulfil the company’s responsibility to the environment. Prospective clients I can’t affords that Competitors Will customers support the change? I think I can afford CompanyCustomer Will the change be very costly? I better clean it myself Will the changes be sustainable? It will all depend on the quality * Improved performance * Services that are environment friendly * Services at affordable cost Shareholders Environmentalregulators Root DefinitionA system that is jointly owned by the client and its consumers with the available cleaning resources to ensure that the consumers get cleaning services at an affordable cost and in a way that will not impact negatively on their environment by using environment friendly cleaners within the constraints of time and bud getary allocations while meeting the high standards expected by the shareholders, prospective clients and environmental regulators and ensuring it does not give competitors an edge. The customers are the consumers of the service that the company provides. The actor is the company (the client).The transformation is to ensure the consumers get cleaning services. The input for this transformation is the cleaning services to be offered while the output is the cleaning services offered. The Weltanschauung is at an affordable cost that will not have negative impact on the environment. The system is jointly owned by the client and consumers of its services. The environmental constraints are time, budget allocated to the service and living up to the standards set by the environmental regulators, shareholders and the watchful eye of competitors and prospective clients.After that we have to make a conceptual model that captures the root definitions in a conceptual world. Below is the activity model taking the client’s perspective. Know about the available cleaning resources Establish what a complete cleaning service is. Assess what an affordable cost entails. Determine available time Provide cleaning services Assess what negative environmental impact is Assess whether the service was high quality Establish the funds available Ensure that the service satisfies the quality standards set by shareholders and environmental regulators.It should also attract new customers and keep competitors at bay. Control action Controlac Efficiency (‘doing the thing right’; ‘is there least use of funds? ’) entails cost and process management, and is an interior weight of the managerialist model in principle and specifically project management literature. A lot of work has been prepared in generating methods to intensify the power exerted by project implementation teams, and thus progress project efficiency. A project is efficient if it brings the planned y ield within the budgeted inputs and on time.Within particular constraints, the efficiency of a project is a factor of the management aptitude of the implementation team. SSM emphasizes efficiency since a system is prone to fail to achieve the desired results without a wealth of resource usage. Efficacy (‘doing a successful thing’; ‘does the way work? ’) regards the pros of the assumption of change of a given project. Every aid project is based on an inherent ‘theory of change’ that supposes that the outputs of the project will advance changes in knowledge, approach or practice among persons with whom the project relates.That is, the degree to which the ‘means’ generate the projected ‘ends’. Efficacy is usually the focus of most appraisal literature and is a function of the design—the level to which the causality of the project is based in ingrained understanding and uses apposite means of social renovation. A pr oject design may be adjudged efficacious when the yields of the project lead to the estimated outcomes. SSM is keeps a keen eye on efficacy because a system could fail if the means chosen to convey about the intended transformation does not work. Effectiveness (‘doing the right thing’; ‘is this the right thing to do? ) encompasses the thoughtful and developmental value or aptness of an idea. Eventually, effectiveness is decided by the environmental, social and economic sustainability of intercession and therefore is a function of the guidelines and strategies espoused by the project implementing agency. Effectiveness is holistic in nature (i. e. the whole program or approach) to which any set project plays a role. That is, given a project considered to be efficacious, effectiveness is into whether or not the project result contributes to the expected impact.In a nutshell, effectiveness is a gauge of the degree to which certain system adds to the more comprehensive perspective that gives that system meaning. SSM B In this analysis, I’ll look at it from the view-point of the different departments of the company. The problem that needs intervention is the fulfilment of the company’s corporate responsibility and the departments, though in the same company, have different perspectives of how they view the situation. Some of them can be viewed differently are: * Clients are not sure if the increase in cost will be forwarded to them. Clients prefer degrading of environment to increase in prices. * Will clients support the new environment friendly approach? * Consider products practices if they are pleasing to the public. * Lessen environmental impact * Changing is likely to be more costly * [Don’t want to] change prices and practices * Clients might not support the change and go elsewhere * Operate at national level in the long term * Adding a recycling service * Tie in well with existing services These are even what the rich p icture would most constitute. CATWOE elements of fulfilling environmental responsibility.This would be better expressed through a rich picture that would capture the perspectives of the different stakeholders in the company. The inter-relationships of the different people would also come out. The subsequent analysis will go through the players in the system and then I’ll take a look at the impediments and catalysts of the implementation of the submissions and recommendations made. ANALYSIS I This centres on the roles of different people in the company. The interaction between the consultancy firm and the company is indicative that there has been established that there is a need for intervention.There are also those that can be affected by the whole intervention, those that the intervention revolves around. They include: a) The company’s clientele who have to be satisfied that the service is value for their money. As the price hike is implemented, they must feel that th e marginal price is equivalent to their marginal utility in terms of quality of service and environmental conservation. This quality should have a good face value. b) The company’s management should ensure that as the company grows it at the same time meets its goals and objectives. ) The sales office must ensure that the addition of the proposed quality does not affect the company’s sales negatively. d) Employees in general should feel that the project does not unnecessarily increase their work load without a perk associated with it. e) The environmental regulator should also feel that the company is true to its pledge towards environmental conservation. CULTURAL ANALYSIS (II) Information about the cultural dynamics in the company is scanty. This is because the project brief only explains what they want to implement but they don’t explain how different people behave or relate in the company.However, it is common knowledge that there are stakeholders in the comp any and to be specific, the sales office, the company’s employees, the finance office and the customers. The sales office is represented by the national sales manager Stephen Grant, a person whose character cannot be depicted from the interview but since there is a scheduled meeting, it will pose an opportunity to know him better. Information on employees is non-existent but in liaison with relevant departments with the company we’ll get it.This is critical because the change will directly affect their work load and how they respond to the changes is likely to alter the direction of the company. The national sales manager will also provide us with information about the constraints that face the financial office and the behaviour of their clients, another bunch that is meant to be affected by the changes. ANALYSIS OF POWER (III) In this section, I will look at the different interests at play and how the company will take care of all the interests in the system. The same issue owners wield the instruments of power in the company.Therefore, they will be Stephen Grant (national sales manager), finance department, clients (customers), Environmental regulators and employees. The finance department holds the financial power and goodwill of the company. Any tendency by the department to frustrate the project implementation can take it (the project) down. The employees on the other hand must feel motivated to work for the company and support the project. If the terms are not improved and the workload increases, they are likely to go in search of pastures new and this would not help in the success of the project.The clients also hold a very powerful position in the system; if they feel that the company’s project does not add value and decide to seek the services from another company the company’s sales will go down and this would mean the project has not succeeded. The environmental regulators who double as government agencies also wield some power and could influence the success of the project. They would like to see that the company is steadfast in its efforts to conserve the environment and also comply with the tax regimes that are forthcoming when the project is implemented.The national sales manager is also powerful owing to his role in deciding price floors and ceilings and would detect when sales falter. He is therefore in a position to influence the success of the project. The perspectives of different primary stakeholders are also of utmost importance in this project. They are the same issue owners save for the employees who in this case are replaced by the company’s management. Clients’ perspective PQR P- Responding to the company’s advances R-To help the company to implement its project on environmental conservation CATWOEC-Consultancy team A-Clients themselves and the consultancy team T-Making their feelings known to the consultancy team W-Working towards a higher quality, competent serv ice that is environmental friendly. O-Clients E-Time and mindset Management’s perspective PQR P-Put up systems that are both customer and environmental friendly Q-Investigating the available options and decide which one is best placed to achieve the objectives. R-In order to adapt an environmental friendly model and become more attractive to attract new customers CATWOEC-The Company itself, Government and environmental regulators, consumers A-Company’s management, Stephen grant, Consultancy team T- Introduces practices and products that are environmental friendly. W- Practices that can improve the image of the company to the genral public and the world at large. O- Company’s management. E- Budget, Time, market forces, conflict of interests. Consultancy team’s perspective PQR P-Perform the task requested by Forebys. Q- By doing research and presenting a clear report on ways in which Forebys could achieve its goals and objectives. R-In order to improve the image of the companyCATWOE C- Forebys A- Consultancy firm. T- Preparing a report that will give Forebys a clear direction on the practices and products they want to introduce. W- Forebys expects a comprehensive report that will be value for money. O- Forebys E- Budget, Time, expectations of Forebys, availability of information. Stephen Grant’s Perspective PQR P- To introduce environment products and practices by the company. Q- By hiring a consultancy firm to do the analysis and come up with a workable model R- In order to be competitive in the market and offer services that are environmentally sound.CATWOE C -Consumers, Company’s board A – Stephen Grant, Consultancy firm T- Introducing new products and services to the market W- Becoming an environmental friendly company in all aspects O- The company’s management E- Budgetary constraints, the customers’ desire, time, Competitors 3Es Efficiency- is there least use of funds? Efficacy- does the way wo rk? Effectiveness- is this the right thing to do? Briefing Notes Objectives of the Meeting i. The most pressing objective for the consultancy firm is winning the contract. ii. To familiarise itself with the dynamics of the company.Background of Company and Project (From project brief) i. Having been in operation for 4 years, the company has stretched its muscles to whole of west midlands and plans to go full throttle in the next five years. It offers cleaning and gardening services; it started as a window cleaning company but extended its services to cleaning houses after floods and fire. ii. Besides expanding, it desires to adopt an environmental friendly model which they have come up with two options that can be adopted to achieve it. However, none of these options have been ratified and so they have to be investigated.They are: * Introduction of products and practices that are environmental friendly. * Setting up a recycling service that would be incorporated by its existing netw orks and operations. Deliverables * The consultancy firm aims at doing a comprehensive investigation that will deliver beyond the scope of the firm. * The consultancy is dedicated to delivering highly feasible and easy to implement mechanism to achieve the intended goals. * We will gear our efforts towards a lucid, concise working formula to make it easy to achieve intended goals and objectives in a timely manner. Preliminary AnalysisA preliminary analysis shows that: * Customers should be the focal point when carrying out this whole investigation because their choice to shift allegiance would mean total collapse of not only the project but also the company. * Shareholders should also be willing to inject new finances to the company for a better future. * There will be conflicts of interests in the drafting and implementation of the projects and so it will be upon the company to balance the interests. Bibliography Wilson, B. 2008. Soft Systems Methodology: Conceptual Model Building and Its Contribution. New Jersey: John Wiley & Sons.

Fluency & Learning Essay

The purpose of this paper is to specify an interesting story and design reading activities around it to increase the reading fluency of students. The paper starts with a synopsis of The Cay, a tale of survival, in which a young boy is blinded by a severe blow on the back of his head while his ship which makes him entirely dependent on Timothy. The adventurous nature of this story makes it interesting for the students to read and carry out different activities on it, thus contributing to their reading fluency The Cay The book is written by Theodore Taylor. The story deals with a young boy’s misconceptions about race and a black sea man, Timothy, with whom he gets shipwrecked on a deserted island. The young boy, Philip, is blinded by a severe blow on the back of his head while his ship was destroyed by the enemy torpedo. This makes him entirely dependant on Timothy, at least initially through his stay at the island. As Philip explores the island and learns the art of survival and relies less on Timothy, their relationship and mutual respect grows for each other, when they learn to survive and live within the means available at the island. Their struggle to face the odds and survive on an isolated island with no food and water, indeed makes this an interesting tale of survival. (Polette, 1995) I’ll be employing following five different activities for the children to work with the story. Student-Adult Reading In student-adult reading, the class will be divided into small groups and each group will be assigned a chapter from the novel to read. The student will read out loud from the novel with me while the rest of the children listen. I will read the text first, which will actually give the student a model of fluent reading. This is followed by the student reading the same text, while I would assist and encourage him or her during the process. I would repeat this process with individual student until the subject gains fluency in reading the particular passage. (Fluency & Learning to Read – Reading Fluency) c In this activity the students will read a particular passage from the novel along with me as a group. To carry out this activity, each student will be provided his/her own copy of the novel. I would read a particular passage starting from the first chapter so that the children begin to comprehend the story ad they are familiarized with the words. After reading a particular passage I would re-read the passage aloud to model fluent reading but this time asking the students to join in and read the passage along with me. This would be repeated three to five times on selected days of the week. At the end of this routine students should be able to read the text independently. (Reading Fluency, 2002) Tape-assisted Reading This activity follows a different method. Students are supposed to read from their books while they hear and follow a fluent reader read the text from the book on an audiotape. For this activity to be a success the recorded voice should be reading the text at about 80-100 words per minutes. Each student must have his/her copy of the novel in front of him/her and the recorded voice should be loud and audible. To start with, student should point along the text with his finger while listening to the recorded voice. After this practice the student must read out the text aloud with the tape. Reading the text loud with the tape must continue until the student gains fluency and can read the material without the support of the recorded voice. Fluency is important in readind as it allows the particiants to groud words together and focus more on their meanning rather than decoding the text. On the other hand less fluet readers direct more attention towards word recognition than comprehension of the given text. The above mentioned exercise is therefore aimed at easing the hesitation in reading. (Fluency, 2001) Partner Reading Partner reading is an activity which involves a couple of students taking turns to read the text aloud to each other. This would turn out to be an effective reading practice in which fluent readers can be paired with less fluent ones. The less fluent reader will use the fluent reader’s style of expression as a model and learn quickly. The better skilled reader provides help to the weak reader with word recognition and assists him in the process. Another approach to partner reading is check list reading where both the partners are given checklists. After explaining the students how they can change the pitch of their voice to make it more realistic, each students is asked to read out the passage to their respective partners thrice following the above instructions. At the end each students submits a report regarding their partner’s fluency which can be improved upon in the next session. (Murray) Readers’ theatre Readers’ theatre involves students rehearsing and performing a play for their fellow students and friends. Characters from the novel can be assigned to different students who can then act out the play by reading from their individual scripts derived from the novel. ‘The Cay’ will be a suitable book for this practice as it is rich in dialogues. This kind of activity makes reading more appealing and enhances fluency by providing students with the opportunity to interact with their peers on a different level. References Fluency & Learning to Read – Reading Fluency. (n. d. ). Retrieved July 2008, from http://www. time4learning.com/readingpyramid/fluency. htm Fluency. (2001). Retrieved July 2008, from Reading Rockets: http://www. readingrockets. org/teaching/reading101/fluency Murray, D. B. (n. d. ). Developing Reading Fluency. Retrieved July 2008, from http://www. auburn. edu/%7Emurraba/ Polette, N. (1995). The Cay by Theodore Taylor. Retrieved July 2008, from http://www. nancypolette. com/LitGuides/cay. pdf Reading Fluency. (2002). Retrieved July 2008, from http://readingserver. edb. utexas. edu/downloads/primary/guides/Fluency_Presentation. PDF