Political Participation by Latino Non-Citizens in the US Article

Political Participation by Latino Non-Citizens in the US - Article Example As the discussion highlights  the study’s resultant figure for the Latino non-citizens’ political participation was an insignificant 3.6%. Though this meager figure indicated less participation, the study still was able to present other rooms for interpretation of political behavior. For instance, it was found that Latino non-citizens were â€Å"about one and a half times more likely to participate† in local non-political groups and may indicate a perception of non-political activities as â€Å"directly relevant and †¦ more fun†.This paper outlines that political activities and levels of participation were divided into two types: the less demanding activities (i.e., â€Å"wearing a button or displaying a sign, signing a petition or   attending a public meeting†); and the more demanding activities (i.e. â€Å"volunteering for   a political campaign and donating money†). The trend for both citizen and non-citizen was similar: higher participation rates for less demanding activities and lower participation rates for the more demanding activities. Though the same trend appeared for both, the citizens still have a significantly, higher participation rate against the non-citizens.  The aforementioned figure of 3.6% also opened discussions for the relevance of understanding the variables behind the differences in the level of participation among the Latino non-citizens. The study delved and shed light on this through elaborating how â€Å"results show that participation is not random†.... Though the same trend appeared for both, the citizens still have a significantly, higher participation rate against the non-citizens. The aforementioned figure of 3.6% also opened discussions for the relevance of understanding the variables behind the differences in the level of participation among the Latino non-citizens. The study delved and shed light on this through elaborating how â€Å"results show that participation is not random† (Leal, 2002, p. 369). Moreover, active participation lies on at least six of these identified variables: 1) how politically-informed non-citizens were; 2) the perception on the existing differences between political parties; 3) the depth of political interest; 4) possession or lack of â€Å"a strong ethnic identity;† likelihood of participation for 5) the younger generation; and 6) those planning to naturalize (Leal, 2002, p. 369). The fact that the younger generation was seen as more likely to participate in political activities seemed to correct a former assumption: â€Å"age is seen as a close cousin of education; people are thought to gain more information as they age and therefore, grow more likely to participate† (Leal, 2002, p. 368). The author pointed out that the proliferation by such younger participators among Latino non-citizens maybe due to the increasing anti-immigrant stance adopted by the American politics (Leal, 2002). In other words, the current political environment created a new breed of political activists among the Latino non-citizens. As long as this political environment persists, high political involvement should be expected from the young ones of the Latino immigrants. Implications Political knowledge.

Introduction to Environmental Health and Risk Assessment Essay Example for Free

Introduction to Environmental Health and Risk Assessment Essay Asbestos is considered a Public health hazard. As such there have been a number of scientific measures adopted to manage this risk to environmental health and safety. In this discussion the author would advance that the best way to manage asbestos is by applying the asbestos code designed for that particular location. It is believed to be safe since it is a code which has been researched prior to its design and many of the major risk factors were considered. It follows distinct guides such as ‘elimination/removal (most preferred); isolation/enclosure/sealing; engineering controls; safe work practices (administrative controls); personal protective equipment (PPE) (Asbestos control measures, 2010). As it pertains to this project the risk management plan to be adopted is the elimination and removal option which would be discussed in more detail. Justification for the decision In order to justify why it is believed that the elimination and removal option is the best under any circumstances to mange asbestos risks ,the reader must understand what it really does. First the removal has to be conducted by a certified environmentalist who is knowledgeable in the practice and would conduct the process according to the environmental heath and safety code pertaining to that procedure. Therefore, it excludes the infiltration of a novice undertaking the risk management technique. Asbestos is a very serious environmental hazard as such any attempts at control must be scientifically monitored. As was previously mentioned these are scientific interventions which are implemented after decades of well evaluated research, ‘environmental data, community health concerns and health outcome data†¦Ã¢â‚¬ ¦. nvironmental data are reviewed to determine whether people in the community might be exposed to hazardous materials from the NPL facility. ’ (ATSDR, 2009). The removal boundaries are carefully defined; security signs and appropriate displays are erected for the public to recognize that the environment is being targeted for asbestos removal. This protects the community during the process since they would not enter the dangerous boundary zones. It is total illumination. Besides; the electrical equipment are removed and all appliances which are used to provide electrical power must be turned off. These add to the asbestos risk when elimination and removal are done. It cannot be overemphasized that this ensures complete elimination and security after the process is completed. Hence, here is the justification that this is the best option for removing both friable and non friable asbestos. It is highly recommended as a risk management device. How will elimination and removal provide a greater amount of protection from the inherent risks associated with Asbestos? Obviously, it is irradiation of the risk itself. It is like conducting a root cause analysis whereby the foundation of the factor is upturned to ensure that is has been destroyed completely. Isolation/enclosure/sealing; engineering controls; safe work practices (administrative controls); personal protective equipment (PPE) (Asbestos control measures, 2010) are all palliative measures. These do not stand the test of time because they act simply as control measures. There is still asbestos in the atmosphere. Of major significance is that the effects of asbestos do not manifest immediately. It takes years. During that time no one knows how effective these control measure might be. There is never a sure way of evaluating their true effectiveness until an entire community becomes ill from this exposure which was supposed to be controlled. Therefore, it is the author’s belief that the best ways to avoid any predisposed effects and provide optimum safety is by elimination and removal. An Outline of the selected method used to evaluate results of the option chosen to implement Asbestos risk management. The implementation task in itself offers a process of evaluation which is to determine the presence of asbestos in the air after the elimination process has been completed. This is a scientific evaluation. There are mainly three types of asbestos. Prior to the elimination procedure the environmentalist would have evaluated the types to determine whether it was white (chsorile); blue (crocidolite) or brown (amosite). The Environmental Protective Agency (EPA) has devised a scientific methodology to evaluate asbestos removal. It has been researched and found to be an appropriate measuring instrument. This entails the adoption of an alternative test which will evaluate the removal procedure used to determine how effective it was in estimating how much asbestos was really removed. Precisely, it attempts to remove some types of asbestos harbored in buildings. The interior of the building is wet, and then demolished without excluding whatever other types of asbestos may be present. Enough water is applied to trap any asbestos which might have escaped the initial reatment. This exercise is monitored and the amount of asbestos present in the atmosphere is evaluated. It is usually tested against a previously conducted irradiation treatment. (U. S Environmental Protection Agency. Asbestos Project Plan, 2010) This is a feasible way of evaluating the results of a previously conducted asbestos removal exercise. The environmentalists can also re-measure the asbestos content scientifically. However, this method even evaluates the specific instrument used and just not the degree of substances removed.

power of politics Essay -- essays research papers

Power Politics: The Framework Provided Understanding contemporary world politics is by no means an easy feat. To merely begin the process, one must first have an ample knowledge of historical as well as modern trends in international relations, the issues at hand both now and in the past and major events that affect the field. Several groups and styles of thinking have developed throughout the centuries to make attempts at comprehending world politics and most successfully carrying out international relations. One of these styles of thinking is often called power politics and can be referred to as realpolitik or realism. This school of thought focuses on ways in which power affects the international arena by assessing how states influence each other as the most important actors in world politics. Realpolitik pays attention to political power matters such as military preparedness and industrial capacities, ignoring issues of morality, ideology and other social aspects as reasons for actions of states. In this way, realism sets up a strong framework for understanding short-term, interstate relationships, yet leaves the comprehension of deeper, long-term issues weak in the background. Power politics maintains that human nature is generally selfish. This belief comes from their understanding of the trends in international relations. They feel that in the international field, states are the most important actors which act upon their own individual interests. Therefore, a state is deemed powerful if it has the ability to maintain its national interests by influencing other states. These trends date back thousands of years to the beginning of war. Once states came into existence, selfishness caused territorial expansion and war to soon follow. Countries began developing armies to carry out their interests with force, and their neighbors had to respond with their own armies. This began the trends that lead to power politics. The need to focus on defense superseded the need to address more liberal issues. Power politics are not only used in matters of war and defense. The general definition of power can be seen as a state’s ability to get its way, making other states do things that are in the interest of the first state. In realpolitik, states use militaristic, economic, and diplomatic strengths to influence other actors from whom they desire something. The ge... ...ely analyze a modern issue is the conflict between Iraq and Kuwait. When Iraq invaded Kuwait within the last decade, it was in the national interest of the United States to get involved due to the location of the conflict. With the annexed nation an important actor to keeping Iraq from having control of the Persian Gulf’s oil, the US used its superior military force to support its own national interest. This example shows us that a nation with a severely higher GDP and a preferable army can use force to influence other states. Despite the fact that power politics helps to analyze many of the world’s issues, it fails to analyze and represent others. As previously mentioned, realism ignores many of the important issues within the field of international relations. These issues include sub-state actors, alternate goals of states, the importance of change in the global arena to improve the quality of the world, and the collective good. It is because of the complexities of the international stage that we must not assume that one view of world politics is correct and the others are wrong. We must take into consideration each school of thought in order to understand how the world works.

To what extent can motivation be used as a leadership tool?

Abstract Numerous investigations have linked organizational success to effective leadership. The fact that leaders provide guidance as well as monitoring and evaluation of the staff in an organization they provide a link between the organization’s objectives and the needs of the staff. Good leadership should ensure both the organization and the staff are satisfied with the outcome of the processes and operations of the organization. This paper analysed the importance of using motivation and a leadership tool and its application in the military. Motivation is an important aspect of effective leadership since it not only guarantees performance within an organization but also ensures sustained effectiveness of the staff. The analysis of this factor as a leadership tool was conducted based on literature review of various sources that examine organizational motivation processes and practices that are applicable in military environment. The main theories of motivation identified to influence leadership with respect to military environment were Humanistic Theory of Motivation, Incentive theory, Drive theory, and Cognitive dissonance theory. Social incentives have been identified in the paper to play an important role in leadership success of a military organisation. This is mainly due to the fact that they develop the intrinsic motivation that makes the workers highly productive. Generally, social recognition, collaboration, talent retention and productivity and reinforcing the corporate culture are the social incentives that can be used to motivate military officers. More so, friendship at the workplace should be upheld as it fosters learning among the workers and it also makes it easy to identify small problems at the work place. The paper concludes by asserting that in the case of military training together in one country, the use of the stated motivation tools are bound to enhance the levels of leadership efficiency. As such, motivation should only be extended to social recognition, collaboration, talent retention and productivity and reinforcing the corporate culture. Introduction Leadership is not a captivating personality that results due to ability to charm and talk nicely. Neither is leadership defined by the ability to influence and make friends. These are empty qualities of leadership that can be viewed as flattery. Leadership is making an individual change his/her vision to hire levels, raising an individual’s performance, and building a unique personality that inspires the followers (Foti, 2007) this are very essential elements of effective leadership in military units. All these aspects of leadership revolve around motivation of the followers. Motivation is highly individualised and complex and can be achieved physically, psychologically, instinctively, and sometimes unconsciously (Eccles & Wigfield, 2002). In many organisations, motivation is an important factor that drives performance and innovations. It is commonly agreed that once an individual is motivated he/she becomes productive because work becomes passion. Therefore, motivation is th e intrinsic desire that drives an individual to give his/her best at work. The level of relatedness of leadership and motivation among the followers places motivational tools at a central position in achieving good leadership. The approach to leadership in the military is a complex amalgamation of directive, coaching and delegating leadership styles, where discipline is the universal rule (Horn & Walker, 2008). It is common knowledge that whenever an order has been given out, it is a must for the junior officer in that ranking to act immediately. The fact that discipline requires motivation in order to maintain it at highest standards; the military leadership are required to develop approaches that can ensure the officers are highly motivated. This paper intents to analyse the concept of motivation as a leadership tool and its application by the military to enhance leadership. Theories of Motivation Motivation is an important aspect in organizational leadership in that is used in ensuring the staff are mission driven (Eccles & Wigfield, 2002). Approaches used to realise motivation vary from one organisation to another depending on the nature and rules of the job. There are four common theories of motivation that have been used by many research studies into the issues revolving around staff and employee motivation. These include; Humanistic Theory of Motivation, Incentive theory, Drive theory, and Cognitive dissonance theory (Deci, Koestner, & Ryan, 1999).Humanistic Theory of MotivationThis theory is rooted on the fact that most human beings are rational and anything done by anybody is driven by reason (Hoffmann, 2007). This type of motivation is realised either through a push and pull model or self control (Eccles & Wigfield, 2002). Push and pull is used to create external motivation while the self control is emotional intelligences that give an individual the will to perform a task without being rewarded. This theory is well illustrated by the famous Maslow’s Hierarchy of needs which has divided motivation into various levels with numerous reasons that promote the performance of the affected actions (Hoffmann, 2007). In a military environment, the soldiers can be motivated by providing the staff a reason to why they should be motivated to conduct the stated task.Incentive TheoryThis theory proposes that motivation and behaviour are influenced by beliefs or engagements that are profitable to the individual (Guay et al., 2010). This theory is based on reward system is the major focus of motivation because it is generally believed that by attaching a reward to an action, there is a likely chance that the same action will be repeated (Guay et al., 2010). However, since it is coined from the value of a reward, the time taken to give the reward is an important driver of the motivation. Additionally, continuous rewarding is a catalyst for a prolonged behaviour towards achieving the target. Conversely, the incentive theory focuses on the reinforcement principle as the fundamental mover of motivation because it determines the behaviour in the future. For example, if an individual is rewarded for an action, maintaining the same behaviour requires a pledge of another reward. This way, the promise is a positive reinforcement of the action. Contrastingly, if there is no clear plan for the next reward that person would not maintain the same behaviour because of negative reinforcement.Drive TheoryA drive is an individual aspect that causes a behaviou ral change such that the individual is confident of attaining the objective (Eccles, & Wigfield, 2002). The desire, which acts as the drive for attaining the goal can either be external or internal within the person. For instance, during starvation a person is compelled by the force of being hungry to seek food. The drive will only be relaxed after the individual has accessed food and he or she is no longer hungry. Another good illustration of the drive is the desire for sex, which is a biological push that is found in all animals because it is a hormonal controlled system in the body. Depending on the hormonal level in the animal, the drive would either be surfeit or low. This shows that the drive theory proposes that intrinsic factors are the major forces that make motivation possible. Therefore, the drive theory is rooted in the escapism and seeking models because it is what develops the drive in a person (Guay, et al., 2010). This theory can be analysed from a military point w here the main drive is search for peace where an individual is motivated not to stop functioning at his/her best until peace is realised (Horn & Walker, 2008).Cognitive Dissonance TheoryThis theory proposes that cognitive dissonance results after an individual becomes uncomfortable based on the opinion of people around him and what he /she believes in (Eccles, & Wigfield, 2002). For example, when a consumer buys an item, it is common knowledge that the item provides him/her the desired satisfaction. However, if the consumer prefers another item for the same purpose shows that the value of that item is not consistent with the view of the consumer. Consequently, this theory highlights that people are forced to become motivated in the hope to reducing dissonance. This can be achieved through changing their attitudes, beliefs, mitigating, blaming, rejecting or actions in fear of facing the inconsistencies resulting from mental strain (Guay, et al., 2010). Intrinsic and Extrinsic Motivation Based on the analysis of the above theories, motivation can either be internal or external depending on how and where it is applied. Intrinsic motivation is a determination to perform in an individual that is driven by personal interest or enjoyment of the role given. It forms an important element of cognitive, societal and physical development of a person in the organisation (Deci, Koestner, & Ryan, 1999). In this regard, intrinsic motivation does not rely on external factors or reward for it to be nurtured in an individual. This is a very important form of motivation in the military since it gives them a sense of purpose even when the situation they are facing is life threatening (Horn & Walker, 2008). On the other hand, external motivation also known as extrinsic motivation is a managerial tool whereby a certain activity is performed with an aim to realise a desirable outcome. Thus, it is a dependant of the external factors that would drive the desire to become a will through giving reward or other forms of incentives (Eccles, & Wigfield, 2002). Competition is considered a major ingredient in developing extrinsic motivation among a group of people. Competition in the military can be cultivated through development of reward system which can be in monetary form or grade (Eccles, & Wigfield, 2002). The disadvantage of embracing this form of motivation is that it may lead to over justification, which has a devastating effect to the overall intrinsic motivation level created in an individual (Deci, Koestner, & Ryan, 1999). Furthermore, external motivation in the military can be created through threats. This is common during military training where, only those who display the ability to train hard and pass all the hurdles graduate to become soldiers. For the case of those who are reluctant, they are punished by being dropped from the graduating lot. As a result, all the recruits strive to attain the requirements to qualify for graduation. Leadership and Management in the military Leadership is a social ability that a person uses to influence others in a community or an organisation (Bonnie, 2008). Through the social ability, the person is able to win the support of the majority. When an individual assumes the leadership of a group or an organisation, he becomes responsible for attaining a desired goal. There are several forms of leadership that does not depend on the formal education of a person. However, leadership can also be natural or acquired. The major role of a leader as in the case of the military is to give directions on certain matters affecting a group so as to avoid conflict among its members (Bonnie, 2008). The only similarity between a manager and a leader is that they are both tasked with ensuring the success of an organisation (Udge, 2002). The manager is responsible for administration while a leader creates ideas. Therefore, a manager can be made, but a leadership is natural. Managers are supposed to implement all the structures while a leader is more concerned with its constituents. Managers are more concerned with systems while to a leader the constituents are given the first priority. A new economy manager is tasked with nurturing the skills of workers and motivating the workers to produce results, but a leader is ensures that there is efficiency (Udge, 2002). From this analysis, it is evident that military organizations operate with leaders and not managers due to the uniqueness of the military work environment (Horn & Walker, 2008). Furthermore, the differences between a manager and a leader can be reconciled through defining the roles of each person (Foti, 2007). The difference between a manager and a leader has made many people think of leadership as the ability to deliver results. When a manager is able to handle his workers properly, then the result is a good performance of the organisation. Also, a leader’s success is measured on how he/she is able to change the well- being of his constituents. Therefore, both leadership and management is measured in terms of success.Qualities of an effective leader in a military organisationA learning organisation is a setup that promotes a continuous state of acquiring knowledge and skills within an organisation (Shannon, 2002). The learning process can be both beneficial and disastrous depending on the learning program itself. However, in other cases an individual can learn, but fail to disseminate this information to others in the organisation. As such, the basis to which learning can be promoted depends on the leadership skills and capabilities. Learning is a process that involves the transfer of information, and it greatly depends on whoever is mandated with disseminating the information (Foti, 2007). The first effective quality of a military leader is to have good communication skills. A good communicator will enable learning because the information will be relayed to the desired audience properly. Another quality of an effective military leader is the ability to embrace teamwork (Foti, 2007). The team spirit is the determining factor for the success of learning because through teamwork it is possible to consider both the strength and weakness of an individual military officer. More so, a good military leader should be able to anticipate change in the organisation to facilitate the process. In addition, other important qualities of an effective military leader include: knowledge about organising meetings, interest, a positive attitude, commitment, the ability to maintain confidentiality, the ability to adapt and function in times of uncertainty, the ability to plan and set goals effectively, honesty, a high character, enthusiasm, patience, and logic (Cromwell, 2004).Leadership strategies and Organizational LearningLeadership strategies are an important tool in organisational learning because it ensures the direction adopted by an organization will ensure full realization of th e organization’s objectives. Military heads need to develop effective leadership strategies that will form a framework to realising positive outcomes during the learning process. The most important leadership strategies in promoting staff motivation are organisational culture and leadership style (Cromwell, 2004). Organisational culture is a supposition that exists between staff and leaders in a military organisation that help to attain positive organizational performance (Shannon, 2002). It is a leadership strategy because it outlines the responsibility of an officer in the military institution. For instance, if the organisational culture is networked with high sociability and high solidarity, then it will facilitate teamwork; this gives the organisational learning a positive outcome because the information will be shared amongst the members (Shannon, 2002). On the other hand, if the culture is fragmented with low solidarity, then it encourages individualism hence it can lead to negative outcomes because there is no sharing of information (Shannon, 2002). Therefore, the leadership style adopted by the management determines the effectiveness of a military organization. A style that is all inclusive is likely to lead to a positive performance outcome because it allows brainstorming and sharing of information. However, segregated leadership style is likely to result to negative performance outcomes in an organization because the followers do not interact with the leaders limiting the level of motivation in the organization.Qualities a leader exhibits that may hinder the learning process in a military organizationThe success of the learning process depends on the qualities of the military leader in that the qualities may promote or hinder the learning process (Horn & Walker, 2008). There are several qualities of a leader that may hinder learning, including poor communication skills, negative attitude, lack of interest, failure to maintain confidentiality, dishonesty and an impatient leader (Cromwell, 2004). It is worth identifying the implications of these qualities for a leader in the process of cultivating a learning environment in an organization. Poor communication may result in a situation whereby the leader cannot disseminate the correct information effectively. As such, either the information is misrepresented or misunderstood. Having a negative attitude towards something makes an individual to become less committed to the learning process (Cromwell, 2004). A good leader should be fully committed to the activities involved in learning at all costs to ensure that all information is disseminated properly to the intended persons as it is a major tool that promotes motivation among military personnel. The organisation information requires a lot of confidentiality. For example, some members of a military unit may find it hard to learn in a team especially on professional issues. This information should be treated as confidential by the leader so as not to expose such persons.The role of ethics in the decision-making process in military organizationsEthics is personal attribute that helps an individual to effectively execute his responsibilities in a unified way (Shannon, 2002). Decision making is an inevitable aspect of leadership that ensures the smooth running of processes within a military organization. A poor decision making process leads to unwanted results that may have detrimental effects to the organisation (Cromwell, 2004). Therefore, ethics play a role in critical thinking to ensure that decisions made effective and ethically acceptable in the organization. Since ethics is an individual belief, it determines the way an individual would respond to a certain situation because it gives the basis through which the thought will be propagated. According to Shannon (2002), â€Å"moral philosophy can be summed up in three approaches: materialism, utilitarianism, and deontology† (p. 271). Therefore, the decision making capability of an individual depends on the moral approach. In decision making, an individual’s personal ethics can deter making substantive decisions even where there are options available. For instance, sometimes leaders are forced to a make decision whose impacts greatly satisfy their self-interest. Take the example of a politician who promises to implement safety rules in the passenger service vehicles. As much as this is a decision that would affect the entire population positively, ethical issues may arise if the politician makes it mandatory to buy safety belts from a specified company for his/her own vested interests.Effects of using a systems perspective in decisions makingDecisions in a military organisation can be both constructive and destructive. Therefore, the decision making process should be bound by organisational and leadership systems that limit the extent to which the decision can be altered with regard to the organizational objectives, vision and culture (Shannon, 2002). When a decision is not made on a system perceptive, it is likely to lead to conflicts within the organisation. For instance, members of a military organisation are bound by the culture and objectives of the organisation that are specific to that organisation (Horn & Walker, 2008). Most military organizations have an elaborate mechanism for decision making that ensure that all the interests of the stakeholders are considered in the decision. More so, organizational decision making mechanism serves as a control measure that ensures the decisions made by the leadership do not promote self interests, but the objectives of the organisation in general (Cromwell, 2004). Conflicts will always develop in cases where decisions are made without abiding to the organizations system’s perspective. This is a major demotivating factor in military settings (Horn & Walker, 2008). This occurs mainly when a leader makes a decision that is based on his self interest. For example, tendering is a vital exercise within a military organisation that is affected by decision making. Individuals holding power in such an organisation have the ability to influence the tendering process in their favour. In such a case, the tender may be awarded to a bidder who does not meet the required qualifications specified in the systems perspective. This would lead to a situation where the work done is shoddy, or the organisation pays more for low qualit y services. Employment Relationship and its application in the military setting The term ‘employment-relationship’ is transposable with others when describing aspects of the general relationship between the leaders and the staff in an organization.According to Kaufman (2004), this relationship basically describes the exchange of work by employees for pay from employers. The role of a well defined and productive employment relationship is to equitably lead the various employer worker relationships in an organisation and resolve conflicts within the organisation (Kaufman, 2004). As such, several employees have developed a psychological contract with their employers. Breaching the developed psychological contract has negative implication to the business because loyalty, motivation and commitment of the workers is greatly reduced (Hodgkinson, 2003). The goal of most military organizations is to developing an effective production mechanism to promote the output level. This is achieved if there is an elaborate employment relationship within such an organisation. Most successful organizations have a well established Human Resource Management department which is in charge of the employment relationship. This department has been obliged with the responsibility of monitoring the employment relationship and both internal and external factors that affect it. According to Gospel and Palmer (1993), employment relationship is an economic, social and political association in which employees provide labour for an accepted reward by the employer. Thus, a successful employment relationship must be formulated using a psychological contract that is developed in the mutual agreement between the employer and the employee. On the other hand, Lewis and his colleagues (2003) define employment relationship as an economic, legal, social, psychological and political relationship where employees dedicate their time and expertise experience to the best interest of the employer in exchange of a varied range of rewards in terms of personal financial and non-financial gains. Therefore, the application of effective employee relationship management in the military context as a motivational tool requires in-depth analysis of the employee to ensure hi/she is highly motivated.Social incentives and motivation in the militaryThe workplace happiness is one of the ma jor factors that contribute largely to the success of a leader. Every leader has a unique role to play in order to ensure that all the staff is happy at the workplace so that they can become productive. David (2012) found out that workers’ productivity is significantly higher when an employee is attached to friends who are more able. Perks, monetary rewards and social incentives have been widely used as approaches of enhancing workplace happiness and hence staff motivation (David, 2012). However, the perks and monetary rewards have an insignificant effect in promoting motivation in the current organizational environment (Deci et al., 1999). According to the Harvard business review, perks and monetary rewards do not promote happiness, but instead they promote a culture of entitlement (David, 2012). However, monetary terms can be used for those workers under the piece rate terms as a social incentive. This results to a complex situation when analysing leadership approaches that are founded on followers’ motivation. Social recognition is a leadership tool where positive relationship is maintained at the workplace through acknowledging and rewarding employees’ achievements (David, 2012). This is an important tool because it enables employees to celebrate their success thus improving their work experience. There is a social pressure created among the employees when he or she is given credit of an outstanding work. Additionally, other workers are also forced to compete for the social recognition thus promoting productivity. The idea of social recognition sets to bring about the intrinsic motivation aspect that makes the worker productive. Moreover, it helps the workers build a corporate culture and advance personal legacy (Robison, 2006). Once the culture is developed at the workplace, then it becomes a long term solution to promoting happiness. As a result, social recognition is a powerful leadership tool in promoting the happiness that can be used as a motivational tool in the military. Th is can be achieved through fostering collaboration, increasing talent retention and productivity and reinforcing the corporate culture of the military organisation (Rath & Clifton, 2004). Collaboration at the workplace is a sure way of motivating the workers because it satisfies the social recognition of that particular worker. This can be achieved through allowing praise and recognition to become public at the workplace so that those who are praised feel appreciated (Nahapiet & Ghoshal, 1998). Perks and monetary enumerations do not promote happiness because they do not promote the intrinsic factors that spur contentment. A worker would only work to get into the next job group to get the enumeration, but this does not mean he or she is contented. Collaboration rewards the best out of a pool of workers thus making the individual blissful because it creates friendship within the departments. On the other hand, collaboration can be used to facilitate the distribution of workers ability that has a positive effect to the firm’s aggregate performance. Thus, the use social incentives by the management promotes sustained productivity as opposed to monetary motivationa l packages which have limits. Furthermore, staff motivation can be realized through increasing talent retention and productivity (Robison, 2006). Different employees have different capabilities, and those with the best abilities should be retained as much as possible. This is because such employees work hard for the company to realise its goals. The productivity level of such workers becomes better when they are offered an opportunity to enhance their ability and realise their full potential. Additionally, talent retention saves the organization extra cost of recruiting and training new employees. Moreover, the morale of workers is maintained at high levels in an institution where workers with good talents are retained for a longer period (Rath & Clifton, 2004). This is because such workers feel recognised and happy about their role at the workplace. Tapping into the talent and ability of an individual is a motivational aspect that makes the employee work more to obtain innovations. In this way, the employee sets to gain in developing the career and monetary incentives where talent has led to important innovations. Additionally, motivation can be realised through reinforcing the military operational culture because it gives the workers an opportunity to share the success story within the organisation (Horn & Walker, 2008). Success is not automatically inclined to organizational infrastructure, but the extent of the human capital. This is evaluated in terms of how comfortable and content the staff is as they are more productive when contented with the work and the environment. Therefore, leaders have the responsibility of motivating the workers, and this can be achieved through establishing peer-peer programs that develop a shared culture (Robison, 2006). A strong culture will give the workers an opportunity to become more productive in their duties. More so, culture develops a network that is capable of attracting competent employees across the board to improve the performance and effectiveness of an organization in general (Nahapiet & Ghoshal, 1998). Leadership Style and staff Motivation in the military Leadership style is significant to determine the level of motivation to the staff in the military. This is because during the entire life of a person, his or her ambitions keep on changing depending on the needs and the environment (Shannon, 2002). Therefore, the leadership style under which an individual works is a clear catalyst of motivation because it provides the social incentive as well as environmental settings that define the ambitions of the followers. Further, it has been realised that command-and-control leadership reduces ambition while worker responsibility increases ambition. As such, the leadership style should focus on developing ambition because it is a major motivating factor for specified job requirements (Udge, 2002) such as the military job. For instance, a military leadership style that is based on minimal supervision enables the staff to be motivated to trust their decisions. In this case, the workers have decision making responsibilities which make the whole team to be motivated to work. Consequently, where the leadership style offers both limited supervision and worker responsibility in decision making, the leader should consider goal, reward and recognition as motivation (Lewis et al., 2003). On the contrast, where the leadership style is highly supervised and command-and- control, there should be peer, authority, threat or fear motivation. Here, the motivation will be to be like others, adherence to policy and resist change. This means that there is high status quo dependency, and obviously the leadership style focuses on resisting change. As such, there is low efficiency as compared to the other forms of leadership. Conclusion Motivation is a central aspect of effective military leadership since it not only guarantees performance within a military organization but also ensures sustained effectiveness of the staff (Horn & Walker, 2008). Social incentives play an important role in leadership success in an organisation. It develops the intrinsic motivation that makes the military officers highly productive. Where monetary incentives are used, maintaining motivation among the staff becomes hard since they work towards increasing their income. Social recognition, collaboration, talent retention and productivity and reinforcing the shared culture are the social incentives that can be used to motivate military personnel. However, friendship at the workplace should be upheld as it fosters learning among the officers and it also makes it easy to identify small problems at the work place. Therefore, in the case of military training together in one country, there is a need for leadership efficiency. As such, motivat ion should only be extended to social recognition, collaboration, talent retention and productivity and reinforcing the shared culture. References Bonnie, G., 2008. The Oxford Encyclopedia of Women in World History. Oxford, UK: Oxford University Press. Cromwell, S., 2004. An examination of work-environment support factors affecting transfer of supervisory skills training to the workplace. Human Resource Development Quarterly, 15(4), 449-71. David, B., 2012. Social recognition or perks: Which is a better incentive in the workplaceHarvard Business Review. Deci, E. L., Koestner, R., & Ryan, R. M., 1999. A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627–668. Eccles, J. S., & Wigfield, A., 2002. Motivational beliefs, values, and goals. Annual Review of Psychology, 53(1), 109–132. Foti, R.J., 2007. Pattern and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 9(2), 347-355. Gospel, H. & Palmer, G., 1993. British industrial relations. London, UK: Mansell Publishing Limited. Guay, F., Chanal, J., Ratelle, C. F., Marsh, H. W., Larose, S., & Boivin, M., 2010. Intrinsic, identified, and controlled types of motivation for school subjects in young elementary school children. British Journal of Educational Psychology, 80(4), 711–735. Hoffmann, S., 2007. Classical Motivation Theories – Similarities and Differences between them. Munchen: GRIN Verlag Hodgkinson, A., 2003. Gender, part-time employment and employee participation in Australian workplaces. Employee Relations 24 (2), 129–150. Horn, B. & Walker, W. R. (2008).The Military Leadership Handbook. Hamilton, ON: Dundurn Kaufman, B. E., 2004. Theoretical Perspectives on Work and the Employment Relationship, Industrial Relations Research Association. Lewis, P., Thornhill, A. & Saunders, M., 2003. Understanding employment relations. New York, NY: Financial Times Prentice Hall. Nahapiet, J. & Ghoshal, S., 1998. Social capital, intellectual capital, and the Organisational advantage. Academy of Management Review, Retrieved May 23, 2011 from http://www.hkbu.edu.hk/~vwschow/lectures/ism3620/rp01.pdf Rath, T. & Clifton, D.O., 2004. The power of praise and recognition. Gallup Management Journal, Retrieved May 23, 2011 from http://gmj.gallup.com/content/12157/power-praise-recognition.aspx. Robison, J., 2006. In praise of praising your employees. Gallup Management Journal, Retrieved May 23, 2011 from http://gmj.gallup.com/content/25369/Praise-Praising-Your-Employees.aspx Shannon, B., 2002. Elite Executives in Issues Management: The Role of Ethical Paradigms in Decision Making. Journal of Public Affairs 2(4): 270-283. Udge, T.A., 2002. Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 8(7), 765-780.

Describe and Explain Variations Between New and Old Social Movements Essay

Social movements are groups or organisations that focus on particular political or social issues. The two main types of social movement, Old Social Movements and New Social Movements, share similarities but also have noticeable differences. Bagguley argues that Old Social Movements are mainly influenced by class and economic factors. Many OSMs take the form of Trade Unions. For example, there are several teachers unions in the UK, such as NASUWT and NUT. Because of this the social base of OSMs is largely working or lower middle class. In comparison to this, Hallsworth describes New Social Movements as groups which challenge the established political and cultural order in society. NSMs deal with issues that have arisen in western society since the 60s, such as feminism, environmentalism, gay rights and anti-racist groups. And as these issues effect people from all walks of life, New Social Movements attract people from all classes. In addition to this, NSMs often have global appeal as they transcend not only social class but race and nationality too. For example, LGBT parades and protests happen across the world as the movement is one that can unite people globally. A further difference is that Old Social Movements tend to be insider groups whilst NSMs are considered outsider. OSMs are viewed as expert and professional, often having links with those in powerful positions. For instance, Trade Unions sometimes have links to Labour politics, with TULO (The Trade Union & Labour Party Liaison Organisation) coordinating the activities of trade unions that affiliate with the Labour party. This means that many Old Social Movements have the power to influence important decision and law makers. On the other hand, outsider groups are those that have little to no access to decision makers, and these tend to be New Social Movements. These movements have little access to powerful people as they’re viewed as too extreme or go against the aims of those in power. One extreme example of an outsider group is the IRA. The organisation seeks a united Ireland but has been considered an illegitimate organisation by the British government due to its violent methods that are unacceptable in a democratic country. However, the status of groups can alter. For example, in the 70s many environmental NMS were considered outsider groups and yet today political parties often seek their advice. Despite these differences, however, NSMs and OSMs do share some similarities. Both types of organisation aim to bring together and unite people with common goals and interests. In addition to this, the way in which they try to achieve their aims are often similar. Teachers Unions like NASUWT and NUT have staged several strikes over the last few years due to issues with teacher’s pensions, pay and working conditions. Their tactics are peaceful and civil and, with the exception of a few extreme cases, the same can be applied to New Social Movements. In conclusion, therefore, differences between Social Movements include their social base, their ability to influence those in power and their global appeal. However, it can often be difficult to pinpoint exact differences between the two kinds due to shifts and changes in public and political opinion over time. It is clear, however, that the majority of both NSMs and OSMs have one main goal: to unite people and bring about change to help increase equality in society.

Practice in Using the Prepositions In, Into, On, and At

Practice in Using the Prepositions In, Into, On, and At Complete each of the following ​sentences with the appropriate preposition: in, into, on, or at. When youre done, compare your responses with the answers below. Assignment Slocum stepped (in, into, on, or at) the elevator and pressed the button for the fifth floor.As Slocum stood silently (in, into, on, or at) the elevator, the woman beside him began to sing.The woman was wearing a paper crown (in, into, on, or at) her head.Slocum was scheduled for an appointment in the clinic (in, into, on, or at) the fifth floor.He was due for his appointment (in, into, on, or at) five minutes.Slocum spotted a large dead roach (in, into, on, or at) the greasy floor of the elevator.Slocum stared (in, into, on, or at) the roach for a few seconds and then closed his eyes.He slipped (in, into, on, or at) a familiar fantasy world.In that world, dolphins were swimming (in, into, on, or at) a circle around him.When the doors opened (in, into, on, or at) the fifth floor, the elevator was empty. Answers Here youll find the answers (in bold) to the above exercise. Slocum stepped  into  the elevator and pressed the button for the fifth floor.As Slocum stood silently  in  the elevator, the woman beside him began to sing.The woman was wearing a paper crown  on  her head.Slocum was scheduled for an appointment in the clinic  on  the fifth floor.He was due for his appointment  in  five minutes.Slocum spotted a large dead roach  on  the greasy floor of the elevator.Slocum stared  at  the roach for a few seconds and then closed his eyes.He slipped  into  a familiar fantasy world.In that world, dolphins were swimming  in  a circle around him.When the doors opened  on  the fifth floor, the elevator was empty.

Turner Surname Meaning and Origin

Turner Surname Meaning and Origin Turner is most commonly an occupational name for one who worked with a lathe to make items of wood, bone, or metal. The name derives from the Old French tornier and Latin Tornarius, meaning lathe. Other possible origins of the Turner surname include: An occupational name for an official in charge of a tournament, from the Old French tornei, meaning a tournament or contest of armed men.A variant of the surname Turnehare, a nickname for a fast runner from the  Middle English turnen, meaning to turn hare, a fast rabbit.An occupational name for a guard in a tower, from the Middle High German turn, meaning tower.A habitational name for someone from any one of various places named Turna, Turno,  Thurn, etc. This origin can be hard to pinpoint to a specific country, meaning individuals with the Turner surname could have come from Poland, Austria, Germany or any number of other countries. Turner is the 49th most popular surname in the United States and the 27th most common surname in England. Surname Origin:  English, Scottish Alternate Surname Spellings:  TOURNIER, TURNEY, DOERNER, DURNER, TARNER, TERNER, TOURNEAU, TURNOR, THURNER, TOURNER, TOURNOR Famous People Sith the Surname TURNER - 18th and 19th century British landscape painterNat Turner - leader of a violent slave rebellion in VirginiaCharles Henry Turner -  pioneering African-American scientist and scholarIke Turner - RB legend; husband of Tina TurnerTed Turner - founder of CNN; philanthropistKathleen Turner - American actressLana Turner - American film actress and pin-up girlJosh Turner - American country music starJohn Turner - 17th Prime Minister of Canada Where Do People With the TURNER Surname Live? Turner is the worlds 900th most common surname, according to surname distribution data from  Forebears. It is most common in various English speaking countries, including New Zealand where it ranks 30th, England (31st), Australia (34th), Isle of Man (34th), Wales (46th) and the United States (48th). WorldNames PublicProfiler  identifies Turner as most prevalent in the Waitomo District of New Zealand, followed by the Otorohanga District. It also identifies the surname as especially common in Tasmania and Western Australia, as well as East Anglia and West Midlands in the United Kingdom. Genealogy Resources for the Surname TURNER 100 Most Common U.S. Surnames Their MeaningsSmith, Johnson, Williams, Jones, Brown... Are you one of the millions of Americans sporting one of these top 100 common last names from the 2000 census? 100 Most Common English Surnames with MeaningsLearn how surnames originated in England, and about the four major types of surnames. Includes a list of 100 of the most popular English surnames along with their meanings. Turner Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Turner family crest or coat of arms for the Turner surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male-line descendants of the person to whom the coat of arms was originally granted.   Turner Family Genealogy ForumSearch this popular genealogy forum for the Turner surname to find others who might be researching your ancestors, or post your own Turner query. FamilySearch - TURNER GenealogyAccess over 7 million free historical records and lineage-linked family trees posted for the Turner surname and its variations on this free genealogy website hosted by the Church of Jesus Christ of Latter-day Saints. TURNER Surname Family Mailing ListsRootsWeb hosts several free mailing lists for researchers of the Turner surname. DistantCousin.com - TURNER Genealogy Family HistoryExplore free databases and genealogy links for the last name Turner. The Turner Genealogy and Family Tree PageBrowse family trees and links to genealogical and historical records for individuals with the last name Turner from the website of Genealogy Today. References: Surname Meanings Origins Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967.Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998.Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003.Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989.Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003.Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997.Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997.