The Theme in The Minister’s Black Veil Essay - 2601 Words

The Theme in â€Å"The Minister’s Black Veil† Morse Peckham in â€Å"The Development of Hawthorne’s Romanticism† explains what he interprets Hawthorne’s main theme to be in his short stories: This technique, though Hawthorne’s is different from that of European writers, creates analogies between self and not-self, between personality and the worlds. . . .Henceforth Hawthorne’s theme is the redemption of the self through the acceptance and exploitation of what society terms the guilt of the individual but which to the Romantic is society’s guilt (92). The interplay between the guilt of the individual, Reverend Mr. Hooper, and society’s guilt, underlies all of Nathaniel Hawthorne’s â€Å"The Minister’s Black†¦show more content†¦. . . it puts one outside the ‘magic circle’ or the ‘magnetic chain’ of humanity, where there is neither love nor reality (54). The theme arises from the central conflict in the tale, which is an internal one, a spiritual-moral conflict within the minister, the Reverend Mr. Hooper. â€Å"Everything he has to say is related, finally, to ‘that inward sphere’† (McPherson 68-69). The minister’s absorption into the problems of his â€Å"inner sphere† cause the draping of the crape veil and the resultant alienation from people. At the outset of the tale, â€Å"The Minister’s Black Veil,† the sexton is tolling the church bell and simultaneously watching Mr. Hooper’s door, when suddenly he says, ``But what has good Parson Hooper got upon his face? The surprise which the sexton displayed is repeated in the astonishment of the onlookers: â€Å"With one accord they started, expressing more wonder. . .† The reason is this: â€Å"Swathed about his forehead, and hanging down over his face, so low as to be shaken by his breath† is a black veil. The 30 year old, unmarried parson receives a variety of reactions from his congregation, all of which imply the alienation that is in the mind of the speaker or doer: ``I cant really feel as if good Mr. Hoopers face was behind that piece of crape ``He has changed himself into something awful, only byShow MoreRelatedTheme Of The Ministers Black Veil1080 Words   |  5 PagesAnalysis of Symbolism in â€Å"The Minister’s Black Veil† Each individual has to make the choice to either dwell on their sin, or let go of their sins. Some people can let it go and move on, but some try to hide from their sin. Some even hide from the sins of others. In his short story â€Å"The Minister’s Black Veil,† Nathaniel Hawthorne creates an eerie tale about the veiled minister of Milford Village. The main character, Mr. Hooper starts wearing a veil to his sermons. The whole town is skepticalRead More The Theme of Hawthorne’s The Ministers Black Veil Essay2353 Words   |  10 Pagesâ€Å"The Minister’s Black Veil† – The Theme  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚        Ã‚  Ã‚   In Nathaniel Hawthorne’s tale, â€Å"The Minister’s Black Veil,† the dominanat theme is obviously one man’s alienation from society. This essay intends to explore, exemplify and develop this topic.    Hyatt Waggoner in â€Å"Nathaniel Hawthorne† states:    Alienation is perhaps the theme he handles with greatest power. â€Å"Insulation,† he sometimes called it – which suggests not only isolation but imperviousness. It is the opposite ofRead MoreTheme Of Guilt In The Ministers Black Veil1065 Words   |  5 Pagesthemselves, but when ignored, sin is still manifested in those within; in order to fully make progress in one’s character, sin has yet to be recognized.In the parable â€Å"The Minister’s Black Veil,† Nathaniel Hawthorne initially illustrates a town full of â€Å"good people,† but then contradicts this idea, proving, through a black veil, that all people live with concealed and ashamed pasts. This can be parallelled to the Theories of Guilt that discuss how humans are controlled by their shameful pasts. AsRead MoreTheme of Nathaniel Hawthorne’s Parable the â€Å"Minister’s Black Veil†569 Words   |  3 PagesNathaniel Hawthorne’s parable the â€Å"Ministerà ¢â‚¬â„¢s Black Veil† his theme of the story is that nobody can escape a sin. An analysis on the surface of the story is one day Mr. Hooper minister of a congregation in Milford, MA, a small settlement of puritans, working hard just to sustain life. When the sexton tolls the bell Mr. Hooper comes out as usual but wearing a black veil. In my opinion this shows that Mr. Hooper is showing that he committed a sin and he wear the black veil as a way to say everyone wearsRead MoreMain Themes of Nathaniel Hawthornes The Scarlet Letter and The Ministers Black Veil769 Words   |  4 PagesMain Themes of Nathaniel Hawthornes The Scarlet Letter and The Ministers Black Veil Nathaniel Hawthorne’s works often have parallel themes and similar characters. His approach is quite gloomy and the atmosphere for his stories is many times sad and depressing. Hawthorne concentrates his novel and short stories around the Puritan community, which adds to the tense and unforgiving atmosphere. One of his most renowned novels, The Scarlet Letter and his short story, The Minister’s Black Veil containRead MoreThe Fall Of The House Of Usher1651 Words   |  7 Pagesâ€Å"The Minister’s Black Veil,† and William Cullen Bryant’s â€Å"Thanatopsis† illustrate several Romantic and Transcendentalist (and anti-Transcendentalist) traits. All of these authors are regarded as very important and influential Romantic writers. Their works are renowned all across the entire world. â€Å"The Fall of the House of Usher† is a Gothic short story written by Edgar Allen Poe, which focuses on exploring the psychology of the primary character, R oderick. Hawthorne’s â€Å"The Minister’s Black Veil† isRead MoreCritiques of the Puritan Norms by Nathaniel Hawthorne in Young Goodman Brown982 Words   |  4 Pagesinstitutions that other people found sacred, and beyond that, he hoped to challenge perceptions of what it meant to live a normal life during that time. One of the primary themes of Puritanism is the concept of original sin, and Hawthorne seemed to have a preoccupation with this concept. In â€Å"Young Goodman Brown† and â€Å"The Minister’s Black Veil,† Hawthorne uses different characters and different scenes to make important statements on the nature of Puritan life. Specifically, the two works are linked from aRead MoreLiterary Analysis : The Minister s Black Veil 1224 Words   |  5 Pages1302 September 21, 2015 Hawthorne, Nathaniel â€Å"the Minister’s Black Veil† Literary Analysis The minister is acquiring attention to actions of the town people to keep secret his guilty and sinful ways. The reader, while reading the short story, can conclude that the narrator is in third-person to reveal the character’s thoughts. Nathaniel Hawthorne uses lots of symbolism and figure of speech to clarify the ministers reasoning for the black veil over his face. The first figure of speech involvesRead MoreHawthorne’s Use of Allegory1545 Words   |  7 PagesThe Ministers Black Veil by Nathaniel Hawthorne is a short story that was first published in the 1836 edition of the Token and Atlantic Souvenir and reappeared over time in Twice-Told Tales, a collection of short stories by Nathaniel Hawthorne. The short story narrates the events that follow Reverend Mr. Hoopers decision to start wearing a black veil that obscures his full face, except for his mouth and chin. Mr. Hooper simply arrives one day at the meeting house wearing the semi-transparentRead MoreHawthorne’s Use of Allegory1212 Words   |  5 PagesHawthorne’s Use of Allegory The Ministers Black Veil by Nathaniel Hawthorne is a short story that was first published in the 1836 edition of the Token and Atlantic Souvenir and reappeared over time in Twice-Told Tales, a collection of short stories by Nathaniel Hawthorne. The short story narrates the events following Reverend Mr. Hoopers decision to begin wearing a black veil that obscures his full face, except for his mouth and chin. Mr. Hooper simply arrives one day at the meeting house wearing

Using Data Driven Decision Making - 1548 Words

According to Provost and Fawcett (2013) data-driven decision making refers â€Å"the practice of basing decisions on the analysis of data rather than purely on intuition.† For Example, a seller could select the advertisement based on his long experience in that field or his eye for what will work. He can also do the selection on the analysis of data regarding how the people will react to different advertisements. In today’s organization, managers make a great effort to use data driven decisions because data-driven decision helps in gaining competitive advantage and it can be most interesting and transformable. A study from the MIT center for Digital Business found that the organizations driven most by data-based decision making had 4% higher productivity rates and 6% higher profits. (Rouse) Using the data-driven decisions oftentimes creates the scarcity of information and the organization operates in dynamic and complex environment which creates instability or uncertainty. While using the data driven decision errors can occur at any stage of the endeavors and can cause the serious issue. Environmental Uncertainty is a condition where the management has the very little information about the external environment. (Milliken) defined Environment Uncertainty as an â€Å"individual’s perceived inability to predict an organization’s environment accurately because of lack of an information or an inability to discriminate between relevant or irrelevant data. The two degree of environmentalShow MoreRelatedCreating A Data Driven Decision Making School Essay1339 Words   |  6 PagesCreating a Data Driven Decision Making School Tips that Work Tameka R. Crook Alabama A M University Author Note EDL 530: Data Driven Decision Making Correspondence concerning this paper should be addressed to Tameka Crook, Department of Educational Leadership, P.O Box 998 Normal, Alabama Contact: tcrook2@bulldogs.aamu.edu Abstract Collecting data has been a decades old practice of educators. The No Child Left Behind (NCLB) Act prompted front-runners in education toRead MoreCurriculum Based Learning, Data Informed Decisions And World Class Standards And Personalized Professional Development767 Words   |  4 Pagesrealm of Technology are Project Based Learning, Data Informed Decisions and World-Class Standards and Personalized Professional Development. In defining Project Based Learning, this occurs where students are involved in identifying and solving a problem in and out of the classroom. Data Informed Decisions occurs where data is used to drive curriculum-based decisions in the classroom. School leaders and district administrators normally make these decisions for schools. World-Class Standards and PersonalizedRead MoreHow Data Driven Decision Making Essay1470 Words   |  6 PagesHow Data Driven Decision Making is leading to School Success Tameka Crook Alabama Agricultural and Mechanical University EDL 543 Abstract Data collection has been around for years in one form or another. The implementation of the No Child Left Behind Act stimulated dedicated educators to learn the correlation between data driven decision-making and successful school improvement plans. The legislative goal was to ensure academic success across all socioeconomic frontiers. DistrictsRead MoreDecision Support Systems1031 Words   |  5 Pageschoices that have been made. Decisions are made by individuals based on the surrounding factors. The type of jobs or where one resides are some of the decisions that are made. In addition, one can be faced with problems that he or she must resolve in order to learn from it. In the business world decisions are made based on the given factors that are presented. Organizations can use the assistance of a decision support system to help facilitate with the decision making. Mesa’s Foundation Trust Read MoreThe Executive s Guide For Effective Analytics1472 Words   |  6 PagesBusinesses today have access to significantly more data than any other time in history; however, most businesses are not capturing or using the data effectively. A report by the Aberdeen Group, â€Å"The Executive’s Guide to Effective Analytics,† indicates that â€Å"44 percent of executives are dissatisfied with the analytic capabilities available to them today, and that they often make critical decisions based on inaccurate or inadequate data† (Forbes, 2014). Luckily, CEO’s are beginning to recognize theRead MoreAnnotated Bibliography Ni Technology Education781 Words   |  4 Pagesrealm of Technology are Project Based Learning, Data Informed Decisions and World-Class Standards and Personalized Professional Development. In defining Project Based Learning, this occurs where students are involved in identifying and solving a problem in and out of the classroom. Data Informed Decisions occurs where data is used to drive curriculum-based decisions in the classroom. School leaders and district administrators normally make these decisions for schools. World-Class Standards and PersonalizedRead MoreCrm and Dss Benefits1325 Words   |  6 Pagesfrom, your customer. CRM can: †¢ Develop better communication channels †¢ Collect vital data, like customer details and order histories †¢ Create detailed profiles such as customer preferences †¢ Deliver instant, company-wide access to customer histories †¢ Identify new selling opportunities How can you measure CRM benefits? CRM benefits can be measured and quantified. Using CRM applications can lead to increases in revenue from: †¢ Reductions in operating costs - itRead MoreThe Importance Of Knowledge Has Impacted My Personal Perspective On Data Driven Decision Making1547 Words   |  7 Pagesstatistics as a course, is widely used in a variety of occupations. The importance of statistical data in the field of education drives decisions such as identifying school weaknesses, allocating where monies will be spent, and setting goals. Thus, after having now increased my knowledge of statistics from this course, I will explore how that knowledge has impacted my personal perspective on data-driven decision-making in my profession, education. My school, which is one that is under academic distress, makesRead MoreQuestions On Knowledge Driven Dss1278 Words   |  6 PagesKnowledge-driven DSS Yaw et al (2014) wanted to develop a knowledge elicitation strategy to create and acquire home energy retrofit knowledge which can be integrated in the development of an intelligent decision support system to gain more understanding of home energy retrofits and serve as a single source of comprehensive and reliable information for homeowners. However, the adoption rate is low regardless of well-established benefits due to insufficient or unsuitable information for decision makingRead MoreImportance Of Software Solutions For The Decision Making Of A Massive Data Or Big Data Essay1474 Words   |  6 Pagesrole in decision-making through analysis of a massive data or big data. The explosives changes in the supply and demand of the market require firms to respond proactively and spontaneous. Accordingly, enterprises managers should be able to collect, filter and analyze the enormous amount of data from many sources in real-time. Therefore, organizations turned to use technologies for de cision-making, solve the complex and challenging business problems. The tools used to support decision-making has become

Voluntary Turnover is a Problem for Many Organizations for Procedia

Question: Discuss about theVoluntary Turnover is a Problem for Many Organizations for Procedia. Answer: Introduction In the human resource context, voluntary turnover continues to be the choice of workers to terminate their association with the organization. It can occur when the employee of a given organization chooses to leave the organization without receiving interdiction letter (Burnes 2016, p. 47). However, in every case of voluntary turnover, the departure of the employee is not the result of the negative relationship with the management of the organization. The event of voluntary turnover remains to be a major problem for most organizations. The organizations are always exposable to loosing of the valuable employee who is hard to find their appropriate replacements within a short duration. In many organizations, employees leave employment for various reasons. Business researchers conducted in most organizations have shown that the primary reasons that lead to voluntary turnover are organizational instability, limited growth opportunities, and feeling undervalued (Anvari et al., 2014, p. 187 ). Other causes include employee misalignment, rude behavior, work-life imbalance not fitting into the culture of an organization, or cases of being attracted to another employer that provides more of what the worker is looking for in the employment sector. Besides, employees might decide to vacate their jobs for other unknown reasons. In some cases, they may feel dissatisfied with their position or their compensation, they might have the urge to seek a career change, or they might have received and accepted another lucrative offer from a different organization (Koen 2013, p. 1). The cases of voluntary turnover aways involve competent workers leaving their positions leading to adverse impact on operations of the organizations. As a result, cases of voluntary turnover can be costly and demand the activities of the organization because of the costs associated with ideas of recruiting as well as hiring the new worker. Therefore, the primary target of this research paper is first to sho w how the voluntary turnover is a problem for many organizations in the global business environment. Secondly, this work aims at explaining into details three broad reasons that lead to the voluntary turnover, and finally presenting some of the suggestions on what the organization can do to retain their highly skilled along with motivated workers. Why emoployees voluntary turnover is the dilemma for msot organizations Cases of employees turnover among employees are warning signs of low morale among the workforce of an organization, and this forms one of the factors that negatively affect the productivity of the organization. Voluntary turnover remains as the biggest problem for operations of many organizations. These organizations have to incur more costs in their operations to recruit new employees (Pulce 2014, p. 9). High cases of voluntary turnover among employees from different companies can have several detrimental impacts on operations of organizations. Voluntary turnover can negatively affect the activities of productivity of the enterprise, reduce the quality of customer service, reduce profits earned by the team, and affects turnover costs. The other reason is the huge budget that the organizations have to use in training new employees as well as the organization need to lose the right amount of time in socializing new employees with the organization culture (Vance 2012). The increase in wage bills among various organizations so that they can be able to be competitive in the marketplaces just like their counterparts that offers huge salaries to attract more employees. Increases costs of operations In case a qualified employee leaves the organization voluntarily, the organizations have to incur additional charges during their activities in recruiting and training of new employees. Many people who leave the organization without giving prior notice affect the operational costs of the organization. According to David Coenan (2016), the organizations have to channel so e of their capital aimed at increasing their operations to processes of advertising for the vacant posts. Other organizations have to provide money for the newly recruited employees to relocate from one region to another. All these funds incur because of voluntary turnover of an employee makes the company loose its profits, thus reducing its revenue in every financial year of its operations (Barlett 2014, p. 49). Besides, other few activities that are costs associated with the process of replacing employees after leaving an organization include training costs, onboarding, and orientation fee by other employees. Ther e are also some of the costs incur by the administration of the organization that is indirect in the operations of the company. Some of these costs include the costs for organizing the interview of new applicants for the vacant position and call charges to contact various companies if they have extra personnel that can feel the void left during the case of a voluntary turnover. Therefore, voluntary turnover among employees continues to be costly for most organizations. Turnover affects operations of most companies because after using the huge sum of money in recruitment processes they are not able to recover it within a short period. Organizations always take a considerable amount of money and time to boost their operations. The newly recruited employees have to learn the job before they prove themselves. Therefore, the company will lose more income as their activities will have to receive adverse effect because recruits will take some duration to learn on how to recognize the subtleties of their jobs (Peltokorpi et al., 2017, p. 612). Therefore, replacement of qualified personnel by the organizations will make them use the money that was not in the budget. The money used during the process could have applied to improving the operations of the organization rather than searching for a new employee. Moreover, voluntary turnover makes the company incurred costs of researching to understand what might be the leading cause in their operations (Kim Chan g 2014, p. 389). The cases of voluntary turnover in most organizations make the management to use the huge sum of money to form the culture that is collaborative, team-oriented, as well as constitute the network of equal and respectful relationships among their employee. The organizations use the money that they have the channel in their operations to find ways of supporting career goals of employees so that they can reduce the cases of voluntary turnover of employees (Selden Sowa 2015, p. 195). Consequently, many organizations, focus on using their capital in improving the conditions of their employees so as they can control case of turnover, thus making them use the extra cash in the budgeted for in their operations. Therefore, voluntary turnover remains to be the problem for many organizations. Decreasing production rates Voluntary turnover has been viewable by many kinds of literature that deal with human resource management to lead to the decline in production rates of organizations. The disruptive change that results due to voluntary turnover within organizations affects the operations of various sectors. The results of voluntary turnover in the productivity modify the number of personnel needed in operations of an organization at every given time (Stewart Diebold 2017, p. 752). The declined in some personnel also affects the production rate by reducing the produced goods and services. Besides, the neglect to handle cases of voluntary turnover leads to bias in management in the production function that results in the overestimation of the duties of production parameters if the inputs positively correlate with the factors of management (Oberle 2014, p. 22). Cases of voluntary turnover make most companies lack appropriate personnel with knowledge and skills that are better than others are at choosin g appropriate matches and dissolving bad ones to increase the production rate. In some cases, the loss of skilled laborers during the cases of voluntary turnover is hard to replace, and this affects the production making many organizations have a decline in their productions. Voluntary turnover continues to be the problem for the most organization regarding lowering their predictions by hampering their operations. Besides, the small percentage of voluntary turnover within an organization may cause the considerable amount of losses in production. It directly affects the amount of production as well as productivity of an organization. Such losses in production due to loss of enough workforces in handling production processes make the employee turnover in many organizations to be a problem. According to report by Stewart (2017, p. 176), voluntary turnover causes the replacement process of workers to be costly and time-consuming, and all these factors are essential in the production of an organization. The loss of these vital elements makes organizations to have the decline in their production activities. Therefore, the organization needs to maintain many formalities to replace any employee who decides to leave their duties voluntarily. Voluntary turnover mak es the teams to experience operational difficulties as well as in producing quality goods, services, and this affects their rate of production. Voluntary turnover decreases production because the newly replaced workers may not be applicable as the previous ones and this affects outputs of most organizations negatively. Voluntary turnover affects the production of many organizations because a worker might get an assurance of the new job in a different organization to join later, then the employee might give up on his or her concentration from working. At this moment of waiting to enter the new working sector, the productivity of most organizations always falls. However, even after recruitment and training, newly appointed workers may lack proper training for the new position and needed time-consuming training for settling down with the new job place. All the lost time always results in a decline in the rate of production. Moreover, voluntary turnover leads to many cultural difference s between the new employees with the previous ones that tend to slow down his or her job performance (Batra 2017, p. 2). All these cases that result due to voluntary turnover among employees in the employment sector make it affect the rate of production in most organization negatively. Hence, voluntary turnover is a problem for many organizations. Reduction in profits Most organizations that experience cases of employees turnover often receive decline in total earnings earn. The performance of such organizations always decreases gradually because most of their employees are always leaving their operations unaware (Supplemental Material for Constituent Attachment and Voluntary Turnover in Low-Wage/Low-Skill Service Work 2015). Additionally, remaining employees within organizations that experience increase cases of voluntary turnover are always less productive as well as less efficient than they would have been in the lower turnover environment. The remaining employees are less to handle enormous task of operational activities, and this will make them ineffective in their operations resulting in the loss of profits. Moreover, the remaining employees after others have decided to leave their employment sector must absorb the responsibilities of the vacant position, train new workers upon their arrival, and deal with the depressed work culture and envi ronment. When remaining employees face enormous tasks, their productivity rates can never be one hundred efficient, and this will make the organizations reduce in profits (Sun Wang 2016, p. 1132). Most employees will focus their attention on recruitment and train new employees while forgetting to handle their production activities efficiently. As a result, many organizations with lower rates of retaining their workers and high cases of voluntary turnover are often less competitive and produces less than companies with the stable workforce produce. The little produce of such enterprises reduces the profits that they earn during their operations. Therefore, the reduction of benefits because of voluntary turnover makes it be a crisis for numerous businesses. How corporations can retain their highly talented aling with motivated workers Retention of highly skilled along with motivated employees is a key aspect for many organizations, and their operational successes.there are several things that organizations and their management can do to retain their highly talented along with motivated employees. Retention of these employees ensures that the organizations meet the customer satisfaction, high product sales, effective succession planning, and deeply embedded knowledge and learning of organization among other reasons. Therefore, most organizations can improve their ability to retain their highly talented and motivated employees by applying various steps (How to retain highperformers 2012, p. 64). Some of these measures include the provision of a constructinve environment for work, appreciating employees, rewarding them, and supporting the right actions, involvement and appointing employees in operations, bulding skills, as well as capabilities among the employees, as well as evaluating and measuring the productivity rate of every employee (Pulce 2014, p. 9). Other ways of retaining such employees involve the establishment of a strong corporate culture and communicating it to every employee, building and strengthening employees link with team activities, defining the career paths of every employee, and offering job flexibility and work-life balance. The organization can take some essential steps to help them in keeping highly talented along with motivated employees. Some steps include the idea of showing employees respect, focusing on the thriving business environment, offering on-going training on how to increase production, and provision of feedback by assisting in precise working sectors like creating networks, management of work-life stability, and getting job along with skill preparations (Stern James 2015, p. 1424). Besides, organizations can maintain their highly talented along with motivated employees by providing them with coaching to help them discover and tap talents of the individual. According to Blau (2017, p. 141), the idea will allow the organizations to direct the development of highly talented along with motivated employees and align their behavior and skills in production. Moreover, to maintain highly skilled along with motivated employees, management of every organization must manage their human assets by en suring that they do so with the equal drive that they offer to financial possessions. Some of the approaches that organizations can follow to keep their highly talented along with motivated employees involve the ideas of showing them respect and getting out of their way. Organizations should stop distracting operations of the employees after hiring and training them as this can demotivate their working processes, (Independent review outlines how UK can retain success in life sciences 2017). The organization can show the emotional intelligence to its skilled employees by being empathetic, supportive, respectful, friendly, as well as courteous. The idea of showing emotional intelligence will allow the employees to feel that the management cares for their needs that they will not think of leaving the organization to seek employment. Management of organization should be authentic by being real, transparent, and honest in its operations and plans. The management should be the focus on showing the truth of the outcome than cover-ups, as this will make employees to feel moti vated. Moreover, organizations have to be consistent to retain highly talented along with motivated employees (How to retain highperformers 2012, p. 65). When organizations make employees understand what it takes to succeed, and the goals are constant without surprises, the organization will be able to see optimal productivity. However, when the rules of operations change, it becomes confusing or unfair and maintaining such highly talented along with motivated employees will be an issue. Conclusion Voluntary turnover remains to be an intense concern for operations of many business sectors. For a firmproduction of any corporation in the business environment, it is important for them to uphold their proficient labor force. However, in general cases, it can be tricky to manage the employees turnover within operations of a corporation. The output of the business sector relies on the capacities of its labor force. Thus, it is essential for every organization to address the factors that might lead to cases of voluntary turnover among its employees. It is crucial for most organizations to maintain the permanent workforce especially for the highly skilled to reduce voluntary turnover for the betterment of the operations of an organization. Moreover, in controlling cases of voluntary turnover, organizations must consider many factors. Some of the factors will be improving the salary structure of employees, offering job security, developing a positive working environment, and rewarding w orkers who have prepared in their operations. The need to reinforcing the right behavior, involvement and engaging employees in operations are essential in ensuring that the organizations deal with the problem caused by the voluntary turnover among their workers. List of References Anvari, R., JianFu, Z. and Chermahini, S. (2014). Effective Strategy for Solving Voluntary Turnover Problem among Employees. Procedia - Social and Behavioral Sciences, 129, pp.186-190. Bartlett, K. (2014). An Examination of the Role of HRD in Voluntary Turnover in Public Service Organizations. Performance Improvement Quarterly, 15(4), pp.45-56. Batra, S. (2017). How do new ventures attract and retain talented employees? The case of Shaadisaga. Human Resource Management International Digest, 25(2), pp.1-3. Blau, G. (2017). Does a corresponding set of variables for explaining voluntary organizational turnover transfer to explaining voluntary occupational turnover?. Journal of Vocational Behavior, 70(1), pp.135-148. Burnes, P. (2016). Voluntary employee turnover: why IT professionals leave. IT Professional, 8(3), pp.46-48. David, A. and Coenen, F. (2014). Alumni NetworksAn Untapped Potential to Gain and Retain Highly-Skilled Workers?. Higher Education Studies, 4(5). How to retain highperformers. (2012). Leader to Leader, 2012(58), pp.64-66. Independent review outlines how UK can retain success in life sciences. (2017). The Pharmaceutical Journal. Kim, J. and Chang, S. (2014). The relationship between South Korean clinical nurses' attitudes toward organizations and voluntary turnover intention: A path analysis. International Journal of Nursing Practice, 21(4), pp.383-391. Koen, P. (2013). Prediction, Preference and Idea Markets: How Corporations Can Use the Wisdom of Their Employee. SSRN Electronic Journal. Oberle, C. (2014). Business Strategies: Increasing Brand Trust Among Utility Customers Lowers Costs and Turnover. Natural Gas Electricity, 31(3), pp.20-23. Peltokorpi, V., Allen, D. and Froese, F. (2017). Erratum: Organizational embeddedness, turnover intentions, and voluntary turnover: The moderating effects of employee demographic characteristics and value orientations. Journal of Organizational Behavior, 38(4), pp.612-612. Pulce, R. (2014). How to build loyalty and retain workers. Nurse Leader, 2(5), pp.8-9. Selden, S. and Sowa, J. (2015). Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices. Human Service Organizations Management, Leadership Governance, 39(3), pp.182-207. Stern, I. and James, S. (2015). Whom are you promoting? Positive voluntary public disclosures and executive turnover. Strategic Management Journal, 37(7), pp.1413-1430. Stewart, A. (2017). Exploring board perspectives on non-profit executive turnover. Voluntary Sector Review, 8(2), pp.169-186. Stewart, A. and Diebold, J. (2017). Turnover at the Top: Investigating Performance-Turnover Sensitivity among Nonprofit Organizations. Public Performance Management Review, 40(4), pp.741-764. Sun, R. and Wang, W. (2016). Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations. Public Management Review, 19(8), pp.1124-1141. Supplemental Material for Constituent Attachment and Voluntary Turnover in Low-Wage/Low-Skill Service Work. (2015). Journal of Applied Psychology. Vance, M. (2012). Deferred Compensation Plan Characteristics and Voluntary Employee Turnover. SSRN Electronic Journal.

The Effect of Leadership in Project Management

Introduction All organisations design and implement projects of varying magnitudes. The need to execute projects within fixed timelines with limited resources has seen many organisations demand people who are experienced in the field of project management to take over the leadership of projects within the organisations.Advertising We will write a custom dissertation sample on The Effect of Leadership in Project Management specifically for you for only $16.05 $11/page Learn More This has made project management evolve over the last five decades as an independent body of knowledge as opposed to being an additional skill required for organisational professionals. The growing emphasis of the importance of cute management of people in the effort to yield organisational success has also made organisations resort to developing their management approaches from the contexts of organisational leadership as opposed to organisational administration. The role of lead ership in enhancing organisational performance is highly studied in organisations, thus leading to the emergence of a large scholarly body of knowledge that discusses the effectiveness of various leadership styles. The aim of this paper is to draw knowledge from both disciplines of project management and leadership separately and then merge them to prescribe the roles of leadership within the field of project management. Leaders who operate as project managers deploy leadership characteristics, which are similar to leaders within functional and operational organisations. However, projects are constrained in terms of time and resources. This means that leaders in project-based organisations condense their leadership roles to assume temporary functions in the effort to guarantee the achievement of results for a project team. Some project management scholars emphasise that projects needs to be managed by managers rather than leaders. However, this paper argues that enhancing the succes s of projects using people working in a teamwork environment requires the people in charge of projects leadership to have various skills that enhance motivation, commitment to various project tasks, and/or foster knowledge sharing between work groups. Leadership is important in project management. In the effort to justify this hypothetical proposition, the paper attempts to provide a clear understanding of the concept of leadership in project management by proposing the most important leadership skills that project managers should have.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It also demonstrates how to use leadership skills to deal with problems in a real project management practice. Finally, it offers suggestions on how to gain leadership skills. Leadership in Project Management Leadership is important in all areas involving the use of people to achieve certain results by f ollowing particular processes. According to Kedharnath (2011), leadership is important in every aspect of life including politics, business environments, religion, and social networks among other scenarios (p.8). A leader is a person who plans, controls, direct, and/or guides other people towards attaining a common mutual objective and goals. Leadership occurs through interaction of three main contexts. These are leaders, followers, and situations, which prompt the deployment of leadership skills (Atchison 2003, p.45; Higgs 2003 p.273). In the context of project management, the project itself provides the situation, which brings together leaders and followers for the achievement of a common mutual goal, which is the completion of the project within the stipulated timeframes and within the provided limited monetary resources. The goal of the leader in such a setting is to facilitate the realisation of the project’s concerns by enhancing integration of various project facets to ensure that tasks do not derail from the preset project execution plan. Scholarly findings on how various components of projects need to be controlled and planned provide evidence of the role of leadership in project management as the arm that plans and controls the project. For instance, clear plans and means of controlling projects are required during scope management (Kjorstad 2010, p.19). Scope management encompasses all processes and procedures that are required in ensuring that a project takes into incorporation the required set of tasks to complete it successfully and within the stipulated time constraints. It constitutes scope initiation, scope planning, scope definition, scope verification, and change control of the scope (Tolbert 2008).Advertising We will write a custom dissertation sample on The Effect of Leadership in Project Management specifically for you for only $16.05 $11/page Learn More Hence, scope planning helps in guiding the proce ss of allocating time and monetary values to the project. Scope definition refers to the subdivision of all major deliverables of the project into small manageable deliverables. All these aspects require the contribution of leadership. Leaders analyse the skill bases of the work team members. They also design and allocate various job fragments based on the skills identified to ensure that people are engaged in the tasks with which they are acquitted (Mumford, Campion Morgeson 2007 p.157). This helps in the minimisation of time wastage in learning new skills and procedures of work. Consequently, attaining the concerns of a project as enumerated in the project scope definition calls for consideration of people’s skills and abilities. Leaders have the capacity to provide this information. The link between leadership and project management is evident by consideration of the manner in which projects are executed in contemplation of various leadership schools of thought. Leadershi p is one of the most studied disciplines within an organisation (Pearce Conger 2003, p.8). Daft (2005) supports the importance of leadership in an organisation by claiming, â€Å"There have been several attempts to provide a description and analysis of the essential facets defining effective leadership† (p.56). Although themes of leadership are ingrained in the works of Plato and Confucius, scholarship in the discipline of leadership in the 20th century began with the introduction of the trait theory school of thought. Mumford, Campion, and Morgeson note that theoretical constructs in leadership studies initiated by researching certain inheritable attributes so that it becomes possible to differentiate people who can lead and those who cannot lead (2007, p.159). This marked the initiation of the trait theory in leadership approaches deployed by organisations. Trait leadership claims that certain personality that defines different people is indicative of one’s leadersh ip abilities. This implies that not all people can effectively lead projects to attain their goals, objectives, and aims in the discipline of project management.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In the process of evolution of the trait leadership theory, various skills and personality characteristics together with certain demographic characteristics that may describe and/or predict one’s capability to lead have been defined and developed (Mumford, Campion and Morgeson 2007, p.157). Such characteristics include extraversion and self-confidence. Trait theory raises the question of the possibility of determination of particular leadership traits, which can help to resolve common challenges, which are encountered in the field of project management. According to Benator and Thumann, project management encounters the challenges of inadequate resources, poor teamwork commitment, insufficient planning, breakdown in communication, and the need to respond to the changing goals and resources in the process of project execution (2006, p.13). The cognition of these problems has made project managers resort to seeking various mechanisms of providing a response to these challenges besides seeking mechanisms of obtaining skills and knowledge that are required to address them. Struggles with this scholarly question lead to the establishment of the Project Management Body of Knowledge (PMBOK), which identifies nine major knowledge areas of concern in project management (Duncan 1996, p.23; Haughey 2012, p.5). They are â€Å"procurement management, scope management, cost management, risk management, integration management, time management, and communication management† (IEEE 2008, p.11). Applying traits leadership theory or any other theory of leadership in project management requires the definition of the appropriate traits that can enhance leaders’ capacity to address these nine knowledge areas proactively and effectively. The traits leadership theory may be deployed in project management to identify a set of characteristics, which may enhance the performance of project management roles. Ng, Ang, and Chan (2008) identify these traits as â€Å"prob lems solving skills, self-confidence, energy and initiative, perspective, communication, results orientations and negotiating abilities† (p.735). These are intrinsic personality traits, which respond to the main challenges encountered in the project management. Possession of the traits identified by Ng, Ang and Chan (2008) are also consistent with the main concerns of project management enumerated by the PMBOK. However, there emerge problems in the application of the leadership trait theory to describe the contribution of leadership in projects management. The theory suggests that leaders are born and not made in any way. Opposed to the above assertion, studies done by Kouzes (2007), Tayler (2006), and Lewis (2007) provide evidence that better capacity to lead a project can be enhanced by experience and sharing of knowledge developed through involvement in active roles in managing different projects in the past. This opposes the arguments developed by trait leadership theory t hat leaders are born, but not created. According to Ng, Ang, and Chan (2008), trait leadership theory suffers from reliability and validity challenges since not all people possessing qualities of effective leadership identified by the theory make great leaders. This criticism poses an interrogative on the evidence of the capacity of the trait leadership theory to provide a reliable explanation of leadership roles in project management. In fact, according to Ng, Ang, and Chan (2008), many people who possess personality traits described by trait leadership theories as constituting essential requirements for effective leaders do not necessarily depict the essential traits of great leaders. The challenges of the use of the trait leadership school of thought to explain organisational leadership led to the emergence of other leadership schools of thought such as situational and contingency leadership theories. Contingency leadership theories focus on particular factors defining an environ ment, which help in the determination of an effective leadership style. According to Peretomode (2012), examples of contingency theories of leadership include the theory of effective leadership advanced by Fielder, strategic contingency theory, and cognitive resource theory (p.106). For example, with regard to Fielder’s contingency theory, leadership style, which yields outstanding results in one environment, does not necessarily work in another. The theory considers various facets, which determine the capacity of a leader to take control of a given situation. Such facets encompass task control, the ability to enhance teamwork relations, and the capacity to possess positioning powers. Furthermore, according to the contingency theory, leaders can be classified based on whether they are task or relationship-oriented. Task-oriented leaders perform better in work environments that are characterised by well-structured surroundings and good relationships between members and leaders . The leader also works and realises results in settings where he or she has a strong or even weak power of positioning decisions (Peretomode 2012, p.51). A project has the problem of poor motivation of team members (Tayler 2006, p.14). Contingency leadership theory can help in influencing motivational skills of a leader by providing explanations on how leaders can analyse various situations, which result in low motivation and commitment. This can help a project manager to turn around the problems that constantly recur in the field of project management. Opposed to the contingency leadership theory, situational leadership theories argue that leaders determine the most appropriate mechanisms of conducting leadership roles subject to the variables comprising the current situation within an organisation. This means that situational leaders in project management can help in the resolution of the challenges of occurrence of any incidences of changing goals and processes in the due proces s of project execution. The contribution of situational leadership theory in explaining the roles of leadership in project management is also evident by appreciating that particular scenarios requiring making of decisions call for different forms of leadership styles (Dye 2010, p.109). For instance, when leaders possess a high experience and knowledge on the most effective ways of driving organisational success, authoritarian leadership style is the most preferred (Higgs 2003, p.275). Conversely, where employees or subjects possess high skill levels on their areas of specialisations, deployment of the democratic form of leadership is the most appropriate in the effort to drive the success of projects. Another theoretical paradigm for explaining leadership is the charismatic school of thought. According to Lussier and Achua, this school of thought â€Å"inherited situational leadership theory and distilled it into either transactional or transformational leadership styles† (20 04, p.91). The distinction between transformational and transactional leadership is based on the central concerns of each styles. These concerns are on operational leadership, the processes of situational leadership changes, and the relationship existing among leadership styles (Schaubroeck, Lam Cha 2007, p.1022). Projects mainly focus on bringing about changes. Hence, the focus of the charismatic school of thought in relation to project management dwells on transformational leadership. Goleman (1995) introduced the concept of emotional intelligence as developed by Goleman (1998). Schaubroeck, Lam, and Cha (2007) discuss the concept of emotional intelligence as a success factor for effective leadership in an organisation. These schools of thought describe four main theoretical constructs that constitute an emotional intelligent leader. These are â€Å"self awareness, self management, social awareness and relationship management† (Schaubroeck, Lam Cha 2007, p.1025). Research ers such as Kerr et al. (2006), Leban and Zulauf (2004), and Lowe and Kroeck (1996) found a positive correlation between these four traits and leaders’ emotional intelligence and with the success of organisation that the studied leaders were in charge of leading. The emotional intelligence school of thought suggests that various leaders who want to resolve various problems emerging in an organisation can learn, observe, and/or develop emotional intelligence skills (Cote et al. 2010, p.497; Dulewicz 2003, p.194). The competency school of thought developed through the competency model of leadership binds various theories of leadership. This way, the competency model provides a detailed and holistic approach of studying organisational leadership. Hoffman et al. (B 2011) state, â€Å"The competency school reflects the traits, behaviours, visionary, situational, and emotional intelligence facets of the other schools to present a robust description of a leader† (p.354). Proj ects are complex in nature. For instance, various components of project management approaches entail managing different project elements. For example, project procurement constitutes an integral part of the process of project management in which various services or products are bought through a myriad of external sources outside the employees’ base. These products and services are used to complete the stipulated tasks making up the project (Duncan 1996). Under the stipulations of PMBOK, project planning management also entails â€Å"a variety of tasks including the planning process where it is decided on what to acquire and how it will be done† (Duncan1996). In this complex process, different leadership skills and styles are required. Leadership Skills Possessed by Project Managers General managerial literature and leadership practices provide an important starting point of evaluating important leadership skills that are required by project managers. Positive relations hip between leadership and organisational success is well documented. While developing this relationship, Turner and Muller (2006) provide details of effects of project management in enhancing the success of projects (pp.23-39). Based on the literature review conducted by Turner and Muller (2005), leadership qualities possessed by project managers have a direct implication on the success of a project in achieving its goals and objectives (p. 221). Direct implications include enhancement of motivation and development of positive perceptions of the success of the project (Smith 2009, p.75). Indirect impacts of leadership skills possessed by project managers include leading of project work teams with the chief focus being on gaining success. In particular, Turner and Muller (2005) point out, â€Å"the project managers’ personal characteristics including leadership style and emotional intelligence make a contribution to project success† (p.49). Positive correlation between project leadership and the success of projects receives additional support from many other researchers. For instance, Pinto and Trailer (2005) reckon, â€Å"projects often fall short of achieving their anticipated results, not due to the lack of project management, but rather from the lack of project leadership† (p.15). However, despite this support of the contribution of leadership in enhancing projects’ success, Turner and Muller (2006), and Pinto and Trailer (2005) do not identify various leadership skills that are the most important to form project management knowledge repositories. Different projects have different needs. Leadership skills that are considered the most important for project managers vary from industry to industry. Mike (2005) identifies transactional and transformational leadership behaviours as the most important behaviours for project managers in the IT industry projects (p.37). Bass (1995) insists that one leader can display such qualities simu ltaneously. For effective project management, project leaders have to deploy appropriate mix of the two leadership skills to meet the projects’ needs depending on various situations. Conger (1999) confirms the importance of transactional and transformational leadership skills for project managers claiming, â€Å"Transformational leadership augments followers’ effort and performance over and beyond the performance produced by transactional leadership alone† (p.167). Thite (2000) also found such augmentation as crucial and significant for the success of projects (p.237). One of the major challenges of project management is how to enhance performance through fostering commitment of the work team members to the project’s goals and objectives coupled with enhancing their motivation. Possession of transactional leadership skills helps to resolve these challenges. â€Å"Transactional project leaders motivate followers by engaging in transactional or exchange re lationships in which they exchange rewards for performance† (Mike 2005, p.38). Transactional leaders deploy motivation approaches to increase task accomplishment anticipations by emphasising that specific performance in project tasks allocated to them would lead to the attainment of a specific level of output, which forms the basis of rewards. Transactional project management leaders are smart enough to deploy project leadership behaviours such as management by exemption and/or contingent rewards (Mike 2005, p.38). The contingent rewards encompass the attempts to motivate organisational followers through clear and well-defined tasks, which are then rewarded accordingly upon their successful completion to meet quality standards. This implies that projects’ work team members work hard while paying attention to projects’ quality standards in the quest to gain the monetary rewards. This ensures that projects are completed within the slotted period. Transformational l eadership skills enable project managers to frame various issues associated with project tasks in a manner that stimulates followers in the effort to motivate them. This helps the followers to articulate the work of the project with their personal values. To achieve this goal, project managers exhibit behaviours such as â€Å"idealised influence, inspirational motivation, intellectual stimulation, and individualised considerations† (Bass et al. 1993, p.39). Idealised influence capacitates project leaders to act as role models for portrayal of capabilities that are exceptional with reference to enhancing convictions of followers to a particular vision together with the behaviours that the project leaders want the followers to portray. Inspiration is essential in enabling followers to develop compelling visions together with helping them to handle the challenges encountered in the work place through the provision of a clear meaning and the desired goals of the specific tasks al located to them. This strategy is critical in enabling work members to identify themselves with their groups’ collective commitments to the achievement of tasks expectations by gaining self-confidence. This move is incredibly important in helping project leaders to stimulate â€Å"followers to be innovative and creative by encouraging them to approach familiar situations in new ways† (Mike 2005, p.39). Such an effort is important in leading a project from the paradigm of building knowledge-based projects. The capacity to foster knowledge sharing is yet another important skill of effective project leaders. Petty groups the leadership skill for top performers leaders in project management into â€Å"strategic awareness, executive presence, leadership maturity, and executive orientation† (2009, p.9). Leadership maturity refers to the understanding of project managers on their roles as leaders coupled with the behaviours that they are supposed to display to influenc e other people performing various tasks constituting the project. Leadership maturity is an essential set of skills possessed by project managers. Project managers need to have the ability to lead by formal directions or authority. They should have the capacity to communicate effectively with various stakeholders to enhance team development (Palmer et al. 2001, p.7). Petty (2009) argues that some organisations fail to educate their project managers to become strategic decision makers (p.11). Within some organisations, projects are internal components. Hence, strategic awareness is an important skill that enables project managers to link the project under their control and monitoring to the general needs of customers. Leadership entails working in a teamwork environment to influence other people in the effort to have things done in the right way. Petty (2009) insists that project managers need to have the â€Å"ability to work outside the project team with broader organisations and functional leaders to get things done† (p.10). This ability defines the skills of execution orientation. As sources of effective knowledge repository, leaders should encourage the sharing of this knowledge between various work groups to ensure coherence of various tasks comprising the entire project once they are finally linked up together. The capacity to lead a project as a knowledge-based temporary organisation has attracted the attention of many scholars in the field of project management. For instance, in the 21st century, which is a century characterised by sophisticated information tools, a major argument is that organisations that would succeed in realising constant productivity are the ones, which have innovative leadership abilities. Consistent with this proposition, Zahidul et al. (2011) argues, â€Å"Sharing of knowledge between employees and departments in the organisation is necessary to transfer individual and group knowledge into organisational knowledge, whic h leads to effective management of knowledge† (p.1900). However, in project-based organisations, a challenge is established in the attempt to manage and integrate individual knowledge facets into one body of knowledge leading to optimal utilisation of the available limited resources to achieve project requirements. In this context, Alekseev (2010) argues, â€Å"the problem, which might be not so important for a singular project becomes a significant issue for organisations that use projects on a regular basis for delivering their strategic objectives† (p.4). This problem is articulated to memory losses in a project. Leading information systems in a project implies that the knowledge developed during the project execution process cease from being relevant in a new project development when the project is completed. Such developments would entail coming up with completely new knowledge bases coupled with methodologies to enhance the success of the project at hand so that i t meets the technological requirements at the particular time of the project implementation. Consequently, the existing information on the experiences of an organisation in implementation of previous projects would appear largely not influential in evaluating the new projects. The main concern here is that individual projects would increase the probability of replication of similar mistakes. Zahidul et al. (2011) support this criticism by further adding, â€Å"When individuals share organisationally relevant experiences and information with one another, it significantly increases the resources of an organisation and decreases the time wasted in trial-and error† (p.1900). Although sharing of knowledge as an essential skill for project managers plays the role of making project implementers competitive and innovative, projects have peculiar challenges, which often create friction to the realisation of the advantages of development of a knowledge base. One of such challenges aris es from the characteristics of a project particularly its trait of being a time-bound endeavour. In any project, various specialists join hands to perform various innovative and complicated tasks within some stipulated amount of time. When they are through with the tasks, disbandment of the work teams takes place. If such a similar project be demanded in the future, chances are that the previous members of work teams would not come together to execute the future project. Even though this may help in limiting the impacts of the previous experiences on influencing or limiting the levels of innovation in the future projects, chances also exist that similar mistakes made in the previous project would be repeated. Additionally, since there is the tendency of creating a likelihood for project teams to be made of different persons every time a need to execute a similar project comes up, â€Å"managing knowledge in the context of project work encounters specific cultural and organising cha llenges such as forming work groups† (Alekseev 2010, p.5). This means that sharing and dissemination of knowledge also becomes challenged. However, the fact that projects exhibit opportunities for different people to interact in the execution of time-bound tasks, opportunities also exist for fostering multiculturalism within an organisation. The capacity to deal with people from different cultures and other diversities is an important skill for project management leaders. Another essential leadership skill for project managers is the call for putting in place leadership styles that focus on the manner in which people can improve their performance in projects. Followers want leaders who can help them grow professionally to become independent actors within an organisation (Atchison, 2003). This move is a major milestone in the adoption of participatory leadership, which is crucial for motivation of employees. In this regard, Pearce and Conger (2003) argue that an effective leade r designs his or her leadership styles around the perspectives of followership theories. He or she needs to discuss with followers about â€Å"the importance of quality work, the need for renewed commitment to high standards, and a reiteration of personal and group accountability† (p.123). In this context, it sounds imperative to infer that followers welcome openness to any new idea that may enhance their performance together with confidence in the manner in which a work group can create positive changes that would benefit them. This aspect is vital in the development of effective leadership skills in project leadership. Using Leadership Skills to deal with Problems in Real Project Management Practices Any project is often constrained by time, resources, and the need to lead processes to meet the desires goals and objectives. Another major challenge in the project execution processes is the challenge of orienting people to the desired outcomes. Projects involve bringing about change. In their natural state, people are normally reluctant to embrace change. Various leadership skills are required to deal with these problems and many others that are encountered in the daily routines of a project manager. To deal with the problems encountered in projects, Petty (2009) emphasises that project managers should utilise their strategic awareness skills. These skills are applied in practice by developing awareness with the project strategic environment. Focusing on strategic awareness to resolve the challenges encountered during project execution process implies that projects are subject to market dynamics. Such dynamics include time compressions, complexities in project execution strategies, and the rising need for employing people having high knowledge levels to help in meeting the increasing calls for projects to deliver high quality outcomes. This means that successful project managers are those who execute their roles through strategic priorities. People exec ute tasks that form a project when clarity is provided on the mission and objective of the tasks allocated to them in the context of the realisation of the objectives of the entire project. Strategic awareness offers a complete tool kit that may lack in a project (Petty 2009, p.14). For instance, a project manager may recognise poor motivation as the main contributor to the failure of the work group members to meet deadlines for completion of their work. Through strategic awareness skills, the project managers or the leader would focus on the strategy of seeking ways of enhancing motivation through the deployment of other skills such as transactional and transformational leadership skills (Mike 2005). Resolving a problem that may derail the capacity to complete a project within the required times lines requires a project leader to deploy skills that aid in the creation of high performance work teams. This calls for the evaluation of situations in the project to determine the requisi te leadership skills to recall from the set of leadership skills possessed by a project manager. Hence, situational and contingency leadership skills are crucial in resolution of the problems experienced in projects. Evidence on the applicability of situational leadership skills in the resolution of the problems encountered in projects rests on the platforms of the changing leadership styles to suit the changing projects’ needs. Addressing the issue of situational dynamics, Pearce and Conger argue that there exists no single style of leadership, which would fit all situations since leadership is essentially grounded on the relevance of tasks requiring leadership (2003, p.105). Hence, successful project leaders are those who adapt their leadership styles and grow them to maturity depending on the situation under which they execute their project management functions. Apart from the consideration of the tasks in the formulation of the necessary leadership style, situational lead ership skills help project managers to consider the characteristics of people being led in the determination of an appropriate leadership style in an attempt to build high performance work teams. Leadership skills can help project manager to handle the challenge of creating high performance work teams in various ways. For instance, emotional intelligence skills enable them to create contexts that are fertile for the development of the work group members. In support of this assertion, Petty (2009) maintains, â€Å"high performance project managers work to ensure that their team members can connect the project and their contributions and organisational goals† (p.30). Success of such an effort requires the deployment of motivational leadership skills. Projects’ stakeholders work homogenously when they have a collective understanding of the relevance of the project. The applicability of leadership skills in helping to resolve the challenges encountered in projects akin to motivational problems are endorsed by the theories of workforce motivation, which maintain that people are productive in an organisation when they consider themselves useful, meaningful, and important to an organisation. Suggestions on how to gain Leadership Skills Upon consideration of the leadership needs that are critical in fostering successful completion of projects within the usual constraints of time and financial resource challenges, the traits leadership theory’s claims that leaders are not created, but are born. In fact, scholarly studies in leadership studies contend that certain skills, which make project managers successful in their work, can be learned. For instance, according to Pinto and Trailer (2005), winning the confidence of the people implementing a project can be achieved by an effort to cultivate credibility (p.23). Petty (2009) stated that project managers with exemplary leadership skills recognise that people follow directions if such directions emana te from the people they perceive to be credible and reliable. This means that leadership skills can be developed if project managers have the zeal and internal drive to develop leadership credibility through strategies such as treating people with optimal fairness, ensuring that they communicate openly, and focusing on resolving problems affecting people. Developing the skills of emotional intelligence requires leaders to curtail from engaging in any situations, which may truncate into questioning the integrity and the motivations of a given leader by followers. Interpersonal and intrapersonal communication skills are key success skills for project managers. After identification of various situations, which may impair the capacity of the work members to toil effectively, communication of the mechanisms of countering such situations is vital. Upon identification of requisite motivational strategies, communication is also important in aligning employees to the strategies. This claim s uggests that communication is an important skill that binds various leadership skills that enhance performance of employees in projects. The leadership skills of effective communication may be developed in a myriad of ways. Petty (2009) argues that communication skills can be developed by allowing people to know and understand that the project managers’ role is to enable them succeed (p.23). He further considers this role best realised when communication is done through actions and in words. In search of directions to meet the goals of the project, people would resort to meeting the leader for clarifications, guidance, and help. In this process, it becomes possible to articulate various issues that project managers consider necessary for alteration to facilitate the achievement of project’s goals and objectives. Application of different leadership skills, which suit different situations, requires leaders to analyse situations to determine when to communicate with asser tiveness and/or when to avoid over communication. When rapid changes are required in the project execution process, over communication is dangerous (Mike 2005, p.21). This means that determination of the appropriate leadership skills to apply in a given situation is determined by the projects’ strategy. Expertise is developed through learning and practice to gain experience. To gain leadership skills, coaching is necessary. Consequently, it is important for project managers seeking to gain leadership skills that are effective in project management to get aid and mentorship from persons having the skills that one wants to develop. The decision on the requisite skills to develop has to be based on the observation and analysis of the project environment needs such as the problems that derail the project from accomplishing its objectives. For instance, project tasks may be falling out of time due to lack of commitment of people in charge of implementing them. Consequently, the pr oject manager needs to develop leadership skills for workforce motivation. Such skills can be developed through the study of the existing benchmarks. Conclusion Projects are executed with the help of people who are mandated to carry out various tasks that constitute a project. While management skills are required by the project managers to ensure compliance with the set project execution procedures within fixed timelines and under limited resources, the involvement of people in the implementation of projects requires project managers to have good leadership skills. The evaluation of the necessary leadership skills in project management was considered in the paper from the theoretical paradigms of the trait leadership theories, contingency, situational, competency, and emotional intelligence theories. Each of these theories has its contribution in the generation of effective leadership skills for successful execution of projects. Thus, an integrated approach to the study of leadershi p skills that are necessary for development by project managers is important. Project managers need to be influencers, transformational, and transactional leaders who possess a high degree of emotional intelligence to aid them in determining various situations that require different leadership skills. References Alekseev, A 2010, Knowledge Management In Project-Based Organisations: The Success Criteria And Best Practice, Master Thesis, Chalmers University Of Technology, Northumbria. Atchison, T 2003, Followership: Practical Guide to Aligning Leaders and Followers, Health Administration Press, New York, NY. Bass, M Avolio, B 1993, Transformational leadership: A response to critiques. In M. M. Chemmers R. Ayman (Eds.), Leadership theory and research: Perspectives and directions (pp. 49-88), Academic Press, San Diego. Bass, M 1995, Leadership and Performance beyond Expectations, Free Press, New York. Benator, B Thumann, A 2006, Project Management Leadership Skills for Engineering Construction Projects, Fairmont Press, London. Conger, J1999, ‘Charismatic and transformational leadership in organisations: an insider’s perspective on these developing streams of research’, The Leadership Quarterly, vol.10 no.2, pp. 145-179. Cote, S, Lopes, P, Salovey, P Miners, C 2010, ‘Emotional intelligence and leadership emergence in small groups’, The leadership quarterly, vol. 21 no. 3, pp. 496-508. Daft, R 2005, The Leadership Experience, Southwestern, Toronto. Dulewicz, V 2003, ‘Leadership at the top: the need for emotional intelligence’, International Journal of Organisational Analysis, vol. 11 no. 3, pp. 193-210. Duncan, W 1996, A Guide To The Project Management Body Of Knowledge, Project Management Institute, Newtown Square. Dye, C 2010, Leadership in Healthcare: Essential Values and Skill, Health Administration Press, New York, NY. Goleman, D 1995, Emotional intelligence: why it can matter more than IQ for character health and lifelong achievement, Bantam Books, New York, NY. Goleman, D 1998, Working With Emotional Intelligence, Bantam Books, New York, NY. Haughey, D 2012, The project management body of knowledge (PMBOK), https://www.projectsmart.co.uk/pmbok.php. Higgs, M 2003, ‘Developments in leadership thinking’, Leadership and Organisational Development Journal, vol. 24 no. 5, pp. 273-284. Hoffman, J, Woehr, D, Maldagen-Youngjohn, R Lyons, B 2011, ‘Great man or great myth? A quantitative review of the relationship between individual differences and leader effectiveness’, Journal of Occupational and Organisational Psychology, vol. 84 no. 2, pp. 347-381. IEEE 2008, A Guide To The Project Management Body Of Knowledge, Project Management Institute, New York, NY. Kedharnath, U 2011, ‘The influence of leaders’ implicit followership theories on employee outcomes’, Organisational Behaviour and Human Decision Processes, vol. 7 no. 5, pp. 1-24. Kerr, B et al. 2006, ‘Emotional intelligence and leadership effectiveness’, Leadership and Organisation Development Journal, vol. 27 no. 6, pp. 65–79. Kjorstad, J 2010, ‘Featured Global Projects’, Infrastructure Journal, vol. 1 no. 2, pp. 1-80. Kouzes J 2007, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organisations, Oxford University Press, Oxford. Leban, W Zulauf, C 2004, ‘Linking emotional intelligence abilities and transformational leadership styles’, Leadership and Organisation Development Journal, vol. 25 no. 3, pp. 554–564. Lewis, P 2007, ‘Fundamentals of Project Management’, Journal of Project Management, vol. 2 no. 1, pp. 128-130. Lowe, K, Kroeck, K 1996, ‘Effectiveness correlates of transformational and transactional leadership: a meta-analytic review’, Leadership Quarterly, vol. 7 no. 3, pp. 385-426. Lussier, R Achua, C 2004, Leadership Theory, Application, Skill Development. Minnesota, Southwestern. Mike, E 2005, ‘Impact of Project Leadership on User Participation and User Involvement’, Journal of Management Systems, vo. 17, no. 1, pp. 35-43. Mumford, V, Campion, A Morgeson, P 2007, ‘The leadership skills strataplex: Leadership skill requirements across organisational levels’, Leadership Quarterly, vol. 18 no. 7, pp. 154–166. Ng, K, Ang, S Chan, K 2008, ‘Personality and leader effectiveness: A moderated mediation model of leadership self-efficacy, job demands, and job autonomy’, Journal of Applied Psychology, vol. 93 no. 4, pp. 733-743. Palmer, B et al. 2001, ‘Emotional intelligence and effective leadership’, Leadership and Organisation Development Journal, vol. 22 no. 2, pp. 5–10. Pearce, C Conger, J 2003, Shared leadership: Reframing the hows and whys of leadership, Sage Publications, Thousand Oaks, CA. Peretomode, V 2012, Theories of management: Implications for educational adminis tration, Justice Jeco Publishing Global, Benin City. Petty, A 2009, Leadership and the Project Managers: Developing Skills That Fuel High Performance, https://artpetty.com/wp-content/uploads/2009/05/ldrshipandprojmgrfinal.pdf. Pinto, J Trailer, J 2005, Leadership Skills for Project Managers, Project Management Institute Inc., New York, NY. Schaubroeck, J, Lam, S Cha, E 2007, ‘Embracing transformational leadership: Team values and the impact of leader behaviour on team performance’, Journal of Applied Psychology, vol. 92 no. 4, pp. 1020-1030. Smith G 2009, ‘Project Leadership: Why Project Management Alone Doesn’t Work’, Hospital Materiel Management Quarterly, vol. 21 no. 1, pp. 71- 92. Tayler, J 2006, A Survival Guide for Project Management, Project Management Institute Inc., New York, NY. Thite, M 2000, ‘Leadership styles in information technology projects’, International Journal of Project Management, vol. 18 no. 4, pp. 235-241. Tolber t, L 2008, ‘Nine knowledge areas’, Journal of community academy, vol. 2 no. 2, pp. 56-59. Turner, J Mà ¼ller, R 2005, ‘The Project Manager’s Leadership Style as a Success Factor on Projects: A Literature Review’, Project Management Journal, vol. 7 no. 3, pp. 219-234. Turner, J Mà ¼ller, R 2006, Choosing Appropriate Project Managers: Matching Their Leadership Style to the Type of Project, Project Management Institute Inc., New York, NY. Zahidul, I, Sylvana, M, Hassan, A Sarwar, U 2011, ‘Organisational culture and knowledge sharing: Empirical evidence from service organisations’, African Journal of Business Management, vol. 5 no.14, pp. 5900-5909. This dissertation on The Effect of Leadership in Project Management was written and submitted by user Braden Olsen to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Free Essays on The Butterfly

Everyone has something that they value let it be achievement, beauty, justice, or wealth. The late Manly Hall once said that "a man without ethics is a wild beast loosed upon this world" because without standing for anything or having any values a man is lost within himself, so how can he function properly in the world. In " The Butterfly" by James Hanley, value plays a key role in the backdrop of the plot. The two main characters in this short story have different values which is why a conflict arises between them. In the world today, many people have differences and society as a whole needs to start accepting the differences in people and learn from them. The main characters have no similarities in what they value while Brother Timothy values the religious faith, Cassidy values aesthetics. The way Brother Timothy puts his religious faith on such a high pedestal gives the reader the idea that he believes that "religion is the sole technique for the validating of values". Allen Tate, the author of this quotation, describes how strongly Brother Timothy feels about religion. In the very beginning of the story, the reader finds out that Brother Timothy obviously is a priest because as he " strode up and down the passage" his " cassock made a peculiar swishing noise" ( 1,1,1). Since this is so, the reader can infer that Brother Timothy dedicates his life to the Catholic church, and to do that it must be of great value to him. Beyond that, Brother Timothy also displays his value of religion when he tells Cassidy that because he misses mass that he has " no right to be happy or anything else" ( 2,13,1). The reader can infer from this quote that Brother Timothy believes so strongly about religion that he doesn’t even want Cassidy to be happy just because he m isses one day of mass. Finally, the reader can conclude that Brother Timothy values the religious faith because of the way he punishes Cassidy at the end of the story. S... Free Essays on The Butterfly Free Essays on The Butterfly Everyone has something that they value let it be achievement, beauty, justice, or wealth. The late Manly Hall once said that "a man without ethics is a wild beast loosed upon this world" because without standing for anything or having any values a man is lost within himself, so how can he function properly in the world. In " The Butterfly" by James Hanley, value plays a key role in the backdrop of the plot. The two main characters in this short story have different values which is why a conflict arises between them. In the world today, many people have differences and society as a whole needs to start accepting the differences in people and learn from them. The main characters have no similarities in what they value while Brother Timothy values the religious faith, Cassidy values aesthetics. The way Brother Timothy puts his religious faith on such a high pedestal gives the reader the idea that he believes that "religion is the sole technique for the validating of values". Allen Tate, the author of this quotation, describes how strongly Brother Timothy feels about religion. In the very beginning of the story, the reader finds out that Brother Timothy obviously is a priest because as he " strode up and down the passage" his " cassock made a peculiar swishing noise" ( 1,1,1). Since this is so, the reader can infer that Brother Timothy dedicates his life to the Catholic church, and to do that it must be of great value to him. Beyond that, Brother Timothy also displays his value of religion when he tells Cassidy that because he misses mass that he has " no right to be happy or anything else" ( 2,13,1). The reader can infer from this quote that Brother Timothy believes so strongly about religion that he doesn’t even want Cassidy to be happy just because he m isses one day of mass. Finally, the reader can conclude that Brother Timothy values the religious faith because of the way he punishes Cassidy at the end of the story. S...

Strategic Hospitality Management Essay Example | Topics and Well Written Essays - 750 words

Strategic Hospitality Management - Essay Example The year 2007 saw a major restructuring for the Accor group with regard to its hotel businesses. The Sofitel group which was classified under the up-market luxury category repositioned itself as a hotel with a French touch. This could be because Sofitel's origins were in France. (Pouillat and Chabrot). The concept now is that each hotel in the chain will be unique in design and architecture that will be suited to the region where it is run. Two sister brands will be introduced in 2009 namely, Sofitel Legend and So by Sofitel. During the years 2006 Sofitel sold one French hotel and six hotels in the USA to streamline its operations and to improve cash flow. The US hotels were sold off for 370 million USD. In 2007 two more hotels in the US were sold for 225 million USD to a GEM Realty Capital of which Accor was a joint venture partner. (Press Release: Accor Announces Sale and Management Back of Sofitel Hotels in New York and Philadelphia). Earlier that year, thirty Accor properties in UK were sold off for 11 million Euros. "Financially, the transaction will enable Accor to reduce its adjusted net debt by '584 million, of which '172 million will be added to the Group's cash reserves. It will have no impact on EBITDA but will add '7 million to 2007 profit before tax." (Press Release: Accor Sells 30 Hotel Properties in the United Kingdom for '711 Million and Signs a Development Partnership with Land Securities, p.1). These are just examples of the selling spree set about by Accor to decrease its net debt and for its major restructuring strategies for the whole group including Sofitel. Human resources challenge: The major restructuring done at Sofitel has created some challenges in the human resources department. Because the hotel chain has reinvented itself under a French image, the staff will now have to be trained or hired accordingly to suit the tastes of lovers of French cuisine and style. As mentioned earlier the new image will result in each hotel having its unique style and architecture, depending on its location and will be blended with its French image. This will create challenges for employees because of the lack standardization and uniformity across its hotels. As a result the group has revamped its strategies to be brand specific. This will entail in creation of a diversified training program that will fit the needs of each of its hotels. The detailed human resources plan was presented to the Geneva based European Works Council as a part of discussion and approval. In order to support these changes at Sofitel and also other strategic changes in the groups the Accor group had started and training school for its employees called the Accor Academy. Apart from general and on the job training, the groups also have three certification programs for its employees. The first one is a skills certification process which it has just introduced and plans to expand worldwide by the year 2010. The success of any organization depends on its top and middle level leadership. With a long term vision in mind the group has started a program called the "GM Pass personalized career development program to train future hotel general managers." (Intensified Training Initiatives. 2007). The third initiative is a advanced training program for managers and future managers with high potential so that they can be developed further. They also have t he potential to become part of the top management of the company later. There have been two key area of challenge for Sofitel and

The Doctrines of Pythagoras- Doing in Ovids The Metamorphoses Essay

The Doctrines of Pythagoras- Doing in Ovids The Metamorphoses - Essay Example Overall the stories and connected by idea of transformation, starting with the physical changes which created the world, and in the manner in which the gods, in their longing to disrupt with life on the continent, are persistently changing their own presence and form. However, the most famous changes in the book are those remarkable time when a living being is transformed into something else. Many of the stories of transformation are concerned with severe suffering. This grants to practically all them a naturally dramatic superiority because they irregularly focus on a vulnerable and objecting character suffering from godly or human vindictiveness. Further, the main characters are frequently innocent females, trailed by celestial or human rapists. In more simple terms, Metamorphoses is a catalogue of famous Greek and Roma stories, most which deal with violence, phenomenal transformation of appearance and suffering, organized in a loose series. Ovid’s style so frequently change s the relatively simple details of famous legend into convincing, extremely dramatic, and multifaceted tale (Due 12-30). Befitting Ovid’s continual poem, interest in the precise meaning of the Pythagoras’s speech in â€Å"Metamorphoses† 15 has proved to ever be unceasing. ... Since it appears in the final book, we can presume that it has some kind of programmatic function or, as is always is the case with Ovid, numerous functions. With regard to the preceding 14 books, Ovid incredibly regales to us with an enormous assortment of style and genres. Further, it is absolutely clear that this multiplicity as opposed to the analysis in terms of generic restraints, is the actual importance of the function of genre in the† Metamorphoses.† However, there has been the lack of philosophical disquisition until the last book. One of the many reasons, therefore, for Ovid’s insertion of this philosophical boastful bluster is merely to round out his whole virtuoso collection with, yet still, another magnificent piece (Mandelbaum 20-50). Secondly, the selection of Pythagoras was agreeable for that function and numerous others. At his time, Pythagoreanism represented a syncretistic assortment of the teachings of various philosophical schools, pseudo-scie ntific assumption, spirituality, and spiritual and religious dispensations. Accordingly, Ovid’s Pythagoras provides an diverse cause of mixture indebted to all types of philosophical teachings, including his own, Empedocles’, Heraclitus’s, and the Stoics’, alongside irregular insinuation, mostly for the purpose of counterargument, to Epicureans and Lucretius. The process finds its appropriate analogue in Ovid’s consideration of the material for the masterpiece â€Å"Metamorphoses†, which in the same way varies, not dogma, and inconsistency. For this case, Ovid’s poem is amid other things a collection of themes and styles. Meanwhile, Pythagoras speech is a collection of philosophers (Brunauer 40-50). Hardie thus argues that through the