Understanding Leadership Styles Essay Example for Free

Understanding Leadership Styles Essay There are a number of factors that will influence the style of leadership a leader may choose, such as: The working environment, The task or project that is being tackled, The staff themselves and their preferred style of working, along with their personal traits and qualities How do you determine what is an appropriate style? Any leader uses a range of different styles at different times during the course of a single day. Decisions have to be made and it may be appropriate for different styles of leadership at different times, and for different situations during that day. Another factor that has to be considered when choosing a leadership style is that the leadership style at the beginning should be consistent with what people in the organization expect. Transactional leadership This is done by enticing staff with rewards such as bonuses, prizes, something that will be of benefit to the staff member; these are achieved by setting targets. The outcome of this will be that the target is achieved but the morale of the team may be affected with some doing very well and gaining great recognition, others not so well which can demoralise the staff and affect their enthusiasm for future tasks. Transformation leadership This is a beliefs and values type of leading getting the team to believe the vision of the final aim. This is done by talking and listening to the team and being positive and enthusiastic about the aim. One of the benefits of this type of leadership in comparison with Transactional leadership is that no one feels like they are being singled out for under achieving as they are all working together and believe in the leaders vision, this is done by encouraging individuals values and enthusiasm for the task. Authentic Leadership This is a leader who is extremely good at what they do whilst remaining grounded and in touch with their workforce, an assumed leader rather than elected. They can inspire their staff to achieve great things with their passion commitment and drive, whilst still connecting with their team by showing their appreciation and encouragement to team members. Autocratic Leadership Autocratic leaders insist on doing it all themselves. They have all the power, make all the decisions, and dont often tell anyone else about what theyre doing. An autocratic leader often maintains their authority by force, intimidation, threats, reward and punishment, or position. Although they may or may not have a clear vision, and may or may not be steering the organization in the right direction, they are not concerned with whether anyone else agrees with what them or not. One positive with autocratic leadership is that it allows quick decision-making, and eliminates arguments over how and why things get done. On the negative it may reduce the likelihood of getting a range of different ideas from different people, and can make people feel as though they are being treated badly, or as if they dont matter. If, as is often true, the leader is concerned with his own power and status, hell be looking over his shoulder, and moving to squelch any opposition to him or his ideas and decisions. Innovation or the use of others ideas is only permissible if its part of the leaders plan. Effects on the organization. Autocratic leaders often leave fear and mistrust in their wake. Others in the organization tend to copy their protection of their position, and their distrust of others ideas and motives. Often, autocratically -led organizations are not particularly supportive of personal relationships, but much more keyed to chain-of-command. Everyone has her own sphere, and protects it at all costs. Communication tends to go in only one direction up as a result of which rumor can become the standard way of spreading news in the organization. At its best (and there are decent autocratic leaders see the box directly below ), autocratic leadership provides a stable and secure work environment and decisive, effective leadership. All too often, however, it can sacrifice initiative, new ideas, and the individual and group development of staff members for the predictability of a highly structured, hierarchical environment where everyone knows exactly what hes supposed to do, and follows orders without  question. Although the above paints a pretty bleak picture, many autocratic leaders are not hated and feared, but rather esteemed, and even loved. It depends on their own personalities like anyone else, they can be nice people, or highly charismatic, or even willing to listen to and act on others ideas on the organization itself (in the military, most soldiers want someone firmly in charge), on the quality of their decisions, and on the needs of the people they lead. If theyre generally decent and not abusive, make good deci sions for the organization, and fulfil the parent-figure or authority -figure image that most people in the organization are looking for, they can be both effective and well-respected. 2. Managerial. The leader who sees herself as a manager is concerned primarily with the running of the organization. Where its going is not at issue, as long as it gets there in good shape. She may pay attention to relationships with and among staff members, but only in the service of keeping things running smoothly. Depending upon the nature and stability of the organization, her main focus may be on funding, on strengthening the organizations systems and infrastructure (policies, positions, equipment, etc.), or on making sure day-to-day operations go well (including making sure that everyone is doing what hes supposed to). If shes efficient, a managerial leader will generally be on top of whats happening in the organization. Depending on the size of the organization and her management level, shell have control of the budget, know the policies and procedures manual inside out, be aware of whos doing his job efficiently and whos not, and deal with issues quickly and firmly as they co me up. What she wont do is steer the organization. Vision isnt her business; maintaining the organization is. Effects on the organization. In general, a well-managed organization, regardless of its leadership style, is a reasonably pleasant place to work. Staff members don t have to worry about ambiguity, or about whether theyll get paid. As long as oversight is relatively civil no screaming at people, no setting staff members against one another things go along on an even keel. Good managers even try to foster friendly relationships with and among staff, because they make the organization work better. On the other hand, good management without a clear vision creates an organization with no sense of purpose. The organization may simply act to support the status quo, doing what it has always done in order to keep  things running smoothly. That attitude neither fosters passion in staff members, nor takes account of the changing needs (and they do change) of the target population or the community. The organization may do what it does efficiently and wellbut what it does may not be what it should be doing, and it wont be examining that possibility any time soon. Obviously, the leader of any organization as well as any other administrator has to be a manager at least some of the time. Many are in fact excellent managers, and keep the organization running smoothly on a number of levels. The issue here is the style that person adopts as a leader. If she sees management as her primary purpose, shes a managerial leader, and will have a very different slant on leadership than if her style is essentially democratic, for instance. 3. Democratic. A democratic leader understands that there is no organization without its people. He looks at his and others positions in terms of responsibilities rather than status, and often consults in decision-making. While he solicits, values, and takes into account others opinions, however, he sees the ultimate responsibility for decision-making as hi s own. He accepts that authority also means the buck stops with him. Although he sees the organization as a cooperative venture, he knows that he ultimately has to face the consequences of his decisions alone. Democratic leadership invites the participation of staff members and others, not only in decision-making, but in shaping the organizations vision. It allows everyone to express opinions about how things should be done, and where the organization should go. By bringing in everyones ideas, it enriches the organizations possibilities. But it still leaves the final decisions about what to do with those ideas in the hands of a single person. Some models of democratic leadership might put the responsibility in the hands of a small group a management team or executive committee rather than an individual. Effects on the organization. Democratic leadership, with its emphasis on equal status, can encourage friendships and good relationships throughout the organization. (In more hierarchical organizations, clerical staff and administrators are unlikely to socialize, for instance; in a democratically-led organization, such socialization often happens.) It helps people feel valued when their opinions are solicited, and even more so if those opinions are incorporated into a final decision or policy. What a democratic leadership doesnt necessarily do although it can is  establish staff ownership of the organization and its goals. Although everyone may be asked for ideas or opinions, not all of those are used or incorporated in the workings of the organization. If there is no real discussion of ideas, with a resulting general agreement, a sense of ownership is unlikely. Thus, democratic leadership may have some of the drawbacks of autocratic leadership a lack of buy-in without the advantages of quick and clear decision-making that comes with the elimination of consultation. 4. Collaborative. A collaborative leader tries to involve everyone in the organization in leadership. She is truly first among equals, in that she may initiate discussion, pinpoint problems or issues that need to be addressed, and keep track of the organization as a whole, rather than of one particular job. But decisions are made through a collaborative process of discussion, and some form of either majority or consensus agreement. Toward that end, a collaborative leader tries to foster trust and teamwork among the staff as a whole. A collaborative leader has to let go of the need for control or power or status if she is to be effective. Her goal is to foster the collaborative process, and to empower the group whether the staff and others involved in an organization, or the individuals and organizations participating in a community initiative to control the vision and the workings of the organization. She must trust that, if people have all the relevant information, theyll make good decisionsand she must make sure that they have that information, and provide the facilitation that assures those good decisions. Effects on the organization. Collaborative leadership comes as close as possible to ensuring that members of the organization buy into its vision and decisions, since they are directly involved in creating them. It comes closest to the goal of servant leadership explored in the previous section (Please see Chapter 13, Section 2: Servant Leadership: Accepting and Maintaining the Call of Service), and it also comes closest to reflecting the concepts of equality and empowerment included in the philosophy and miss ion of so many grass roots and community-based organizations. It thus removes much of the distrust that often exists between line staff and administrators. David Chrislip and Carl E. Larson, in Collaborative Leadership How Citizens and Civic Leaders Can Make a Difference, equate collaborative leadership not only with servant leadership, but with transformational (see below) and  facilitative leadership as well. They identify four characteristics of the collaborative leader: * Inspiring commitment and action. The collaborative leader helps people develop the vision and passion to start and maintain the work. * Leading as a peer problem solver. The collaborative leader facilitates problem solving by modeling and teaching a process, and by helping others bring their experience and ideas to bear. * Building broad-based involvement. The collaborative leader invites everyone concerned into an inclusive process. * Sustaining hope and participation. Reaching goals may take a long time. The collaborative leader both helps the group set interim goals so it can see progress, and, by example and in other ways, helps to maintain the passion and commitment to keep going when theres no end in sight. Collaborative leaders also generally foster close relationships among staff members, making for more communication and cross-fertilization in their work, and leading to more effective ways to accomplish the organizations goals. On the down side, management can be neglected in favor of building a collaborative organization. Even more to the point, collaborative decision-making can be excruciating. Depending upon the group, ideas can be talked to death, and insignificant disagreements about insignificant areas of policy can take hours to resolve. Collaborative decision-making can be democratic based on a majority vote after discussion or dependent on arriving at consensus, with a range of possibilities in between. Consensus decision-making is particularly difficult, in that it requires everyone to agree before a decision can be made. A single determined individual can derail the process indefinitely. Even at its best, a consensus process can take inordinate amounts of time, and try the patience of all involved. Its not impossible to employ, but it takes real commitment to the ideal of consensus, and enormous patience. In practice, true consensus decision-making is most often used in collective organizations, which are significantly different from collaborative ones, and often involve everyone in leadership. Another way of looking at leadership style A different view, popularized by James MacGregor Burns, contrasts two styles of leadership: transactional and transformational. Transactional leadership, as its name implies, views leadership as based on transactions  between leader and followers. The leader sees human relations as a series of transactions. Thus rewards, punishments, reciprocity, exchanges (economic, emotional, physical) and other such transactions are the basis of leadership. In simplest terms, I lead this organization by paying you and telling you what you need to do; you respond by doing what you need to do efficiently and well, and the organization will prosper. Transformational leadership looks at leadership differently. It sees a true leader as one who can distill the values and hopes and needs of followers into a vision, and then encourage and empower followers to pursue that vision. A transactional leader thinks of improvement or development as doing the same thing better: an organization that reaches more people, a company that makes more money. A transformational leader thinks about changing the world, even if only on a small scale. Combining the two views of leadership style These two ways of looking at leadership style are not mutually exclusive: in fact, its easier to look at leadership in the context of both. Assuming, as almost all leadership theorists do, that transformational is either better than, or a necessary addition to, transactional leadership, what elements go into creating a transformational leader? What styles are transformational leaders likely to employ, and how? Elements of transformational leadership The transformational leader conceives of leadership as helping people to create a common vision and then to pursue that vision until its realized. She elicits that vision from the needs and aspirations of others, gives it form, and sets it up as a goal to strive for. The vision is not hers: it is a shared vision that each person sees as his own. Martin Luther Kings overwhelming I Have A Dream speech derived its power not only from the beauty of his oratory, but from the fact that it crystallized the feelings of all those citizens, of all races, who believed that racism was a great wrong. In that speech, King spoke with the voices of the hundreds of thousands who stood before the Lincoln Memorial, and of millions of others who shared in his vision. That speech remains as the defining moment of the Civil Rights struggle, and defined King who had already proved his mettle in Birmingham and elsewhere as a transformational leader. The conception behind transformational leadership is thu s providing and working toward a  vision, but also has elements of empowerment, of taking care of people, and even of task orientation. The job of the transformational leader is not simply to provide inspiration and then disappear. It is to be there, day after day, convincing people that the vision is reachable, renewing their commitment, priming their enthusiasm. Transformational leaders work harder than anyone else, and, in the words of a spiritual, keep their eyes on the prize. The methods that transformational leaders might use to reach their goals can vary. Theyll virtually always include involving followers in the goal, as well as charisma, which comes, if not from personal characteristics, from the ability to put a mutual vision into words, and to move a group toward the realization of that vision. Transformational leaders may also use sharing power, setting an example, and/or persuasion to help move a group toward its goal. What style does all that imply? The managerial style is perhaps least appropriate to transformational leadership, since it pays no attention to vision. The autocratic pays little attention to the ideas of others, and is not generally congenial to the transformational leader. On the other hand, there was Hitler, who tapped into the deepest emotions of those he led, and voiced them in a frightening but highly effective way. There is no guarantee that a transformational leader will work for the betterment of humanity, although he may c ouch his vision in those terms. The intersection of the transformational and the autocratic is not impossible, but it usually has, at best, mixed results. Fidel Castro initiated and has maintained desperately-needed land, education, health, and other reforms in Cuba, for which he is still revered by much of the islands population. He also eliminated any vestige of political freedom, imprisoned and executed dissenters and political opponents, and was at least partially responsible for destroying much of Cubas economic base in the name of ideological purity. As with the four styles described earlier, there is no guarantee that either a transactional or transformational leader will be an effective one. The democratic and collaborative styles are both better possibilities for transformational leadership. Both allow for input from everyone, and both encourage participation in the realization of long-term goals. It can be difficult for a highly motivated, charismatic leader to operate in the collaborative mode, but it can also be tremendously satisfying. There is an argument to be made  that, because of the high degree of ownership of the vision in a collaboratively-run organization, the collaborative style could be the most successful for transformational leadership. As noted above, David Chrislip and Carl Larson actually see collaborative and transformational leadership as essentially the same.  and of course the leaders qualities and personal traits are a major factor, whether they are confident , inspirational, approachable, committed, knowledgeable, disciplined, open minded, responsible, positive, energising , trustworthy,

Study On The Story Desirees Baby

Study On The Story Desirees Baby The story Desirees Baby was based on Kate Chopins experiences while living in rural Louisiana during the late 1800s. Desirees Baby describes the psychical realism many people experienced during an era following the slavery abolishment. The story describes the problem of racism which interfered with the love and understanding between the Aubiguey family. The point Kate conveys is to question why Armand chose to protect his pride instead of the love he felt for his wife and child. The story revolves around the late 1800s, which was a dramatic time for people shortly after the abolishment of slavery. Emotions toward African Americans had not completely vanished; these African Americans were held at a low class in society during this time period. In Desirees Baby, Desirees husband, Armand, was a wealthy aristocrat who owned a large plantation in Louisiana. Armand portrays many of the same emotions and ideas of a common plantation owner during the era. He believes he has to protect his familys social status even at the cost of his wife and child. Armand further delivers the idea of social theory in the story. Social theory addresses and interprets the thought process during a situation based on rationality and logic. When Armand is introduced in the story, he represents a man of wealth and class. He is described by Desiree to her mother as the proudest father in the parish (Chopin 346). As the story unfolds, it is obvious that Armand begins to suspect that their child is of African descent and is described as absenting himself from home refusing to be in presences of Desiree and their child. When Desiree finally learns of the childs true descent, Armand cruelly answers her It means that the child is not white; it means that you are not white. (Chopin 347). Armand no longer feels love towards Desiree, he is described as no longer loved her, because of the unconscious injury she had brought upon his home and name (Chopin 348). Armand feels cruel emotions towards Desiree for disgracing his familys heritage and social status. Later in the story, Armand tells Desiree Yes, I want you to go. (Chopin 348). Armand is unchanged in his ill regard to removed Desiree and their child from the home because his pride was hurt because of the shame brought upon his familys name. After Desiree and the baby leaves, Armand sets a great bonfire containing the richness of a priceless layette. Then there were silk gowns, and velvet and satin ones added to these; laces, too, and embroideries; bonnets and gloves; for the corneille had been of rare quality. (Chopin 349). Armand was purging his life of any of the artifacts left by his wife and child after their departure for he no longer cared for them. In Desirees Baby, true love was one of the problems that Desiree and Armand faced. Desiree was raised by Madame Valmonde after being found lying asleep in the shadow of the big stone pillar (Chopin 345). Valmonde portrays that she fully loves and cherishes Desiree in the story. She tells Desiree My own Desiree: Come home to Valmonde; back to your mother who loves you. Come with your child. (Chopin 348). Years later, Desiree is seen by Armand standing by the exact pillar she was found as a child. As Armand Aubigny riding by and seeing her there, had fallen in love with her. That was the way all the Aubigny feel in love, as if struck by a pistol shot. (Chopin 346). Armand fell in love for Desirees beauty for he later describes The wonder was that he had not loved her before; for he had known her since his father brought him home from Paris, a boy of eight, after his mother died there. (Chopin 346). Armands love is artificial in that he loves only Desirees beauty. Desiree however, loves Armand entirely. Desiree is describes as loving Armand desperately (Chopin 346). She states that When he frowned she trembled, but loved him. When he smiled, she asked no greater blessing of God. (Chopin 346). Even as Armand begins to isolate himself from Desiree, she continued to love him. This can be seen when Desiree wrote to her mother explaining the situation stating I shall die. I must die. I cannot be so unhappy, and live (Chopin 348). Another example of Desirees love for Armand is when she turned away like one stunned by a blow, and walked slowly towards the door, hoping he would call her back. (Chopin 348). For Desiree, her love is unconditional towards Armand, whereas his love was superficial. The story also conveys the problem associated from racism. Racism is one of the other main points that lead to Armand and Desirees demise. While Armand believed his child was white, his views towards slavery changed. However, as the child began to resemble an African American, Armand became angered which lead to him to isolated himself from his family. Armand wrongly accused Desiree of being part African descent because of the lack of information regarding her family and heritage. Armand believed that his heritage was from aristocracy and therefore could not be tainted with African descent. Armand is described as no longer loved her, because of the unconscious injury she had brought upon his home and his name (Chopin 348). Armands quick change of emotions towards his wife and child implies that he is racist and therefore views them as an embarrassment. However, at the end of the story, Armand learns from a letter written from his mother to his father stating, night and day, I thank t he good God for having so arranged our lives that our dear Armand will never know that his mother, who adores him, belongs to the race that is cursed with the brand of slavery. (Chopin 349). In summary, Desirees Baby written by Kate Chopin describes how pride can adversely affects the values and morals of an individual. In this story, Armand chooses to protect his familys reputation when he finds that his child is born of African descent. In order to protect his social status, Armand makes his wife and child leave home. The point Kate describes is how pride can affect the morals and judgments of an individual set by society. Work Cited Chopin, Kate. Desirees Baby. Millennium Reader. By Terry Hirschberg and Stuart Hirschberg. Fifth ed. Upper Saddle River, New Jersey 07458: Pearson Education, 2009. 345-349. Print.

The Virtue of Men and Women in The Canterbury Tales :: Canterbury Tales Essays

The Virtue of Men and Women in The Canterbury Tales People never change. In every town you will always be able to find the "rich guy," the "smart guy," the "thief," and the "chief." It has been that way since the first man was swindled out of his lunch. Throughout his life, Geoffrey Chaucer encountered every kind of person and brought them to life for us in "The Canterbury Tales," a collection of short stories written in the 1300's. There are tales of saints, tales of promiscuity, tales of fraud, and tales of love. While reading, one has no choice but to come to the simple realization that nothing has really changed from Chaucer's time to ours. In "The Canterbury Tales" Chaucer depicted people from all walks of life. Society then had three basic classes of virtue that most people fell under: the Revered, the Commonfolk, and the Despicable. In the days of Chaucer, these people could be found in any village or town, just as they can be found today in our towns. Times were different then, but the people haven't changed a bit. Chaucer wrote of only three people who are deserving of the title "The Revered." These are the people who are always admired for their altruism, honesty, and kindness. They are proud and courageous with unalterable beliefs and unbreakable morals. Each of them may have a few harmless quirks, but are nevertheless revered. The most known of "The Revered" is the Knight. The Knight served in the Crusades where he fought for his king and the preservation of his beliefs in Christianity. Honor and virtue were reflected in everything he did. The Knight represents one of the most admirable characters in literature and is revered because of what he stands for. Though the Parson did not fight in the Crusades like the Knight, he also served God. The Parson was a man of the church whose beliefs in Christianity were unyielding. Decent and principled, he was a man devoted completely to his congregation. The Parson fully accepted the responsibility bestowed upon him to guard his people from sin. He said, "If gold rusts, what will iron do?" By this he meant that if the priest became corrupt, what would the parishioners do? As a parishioner and a brother of the Parson, the Plowman was a prime example of how well this philosophy worked. The Plowman is considered to reside in society's lowest class. The Virtue of Men and Women in The Canterbury Tales :: Canterbury Tales Essays The Virtue of Men and Women in The Canterbury Tales People never change. In every town you will always be able to find the "rich guy," the "smart guy," the "thief," and the "chief." It has been that way since the first man was swindled out of his lunch. Throughout his life, Geoffrey Chaucer encountered every kind of person and brought them to life for us in "The Canterbury Tales," a collection of short stories written in the 1300's. There are tales of saints, tales of promiscuity, tales of fraud, and tales of love. While reading, one has no choice but to come to the simple realization that nothing has really changed from Chaucer's time to ours. In "The Canterbury Tales" Chaucer depicted people from all walks of life. Society then had three basic classes of virtue that most people fell under: the Revered, the Commonfolk, and the Despicable. In the days of Chaucer, these people could be found in any village or town, just as they can be found today in our towns. Times were different then, but the people haven't changed a bit. Chaucer wrote of only three people who are deserving of the title "The Revered." These are the people who are always admired for their altruism, honesty, and kindness. They are proud and courageous with unalterable beliefs and unbreakable morals. Each of them may have a few harmless quirks, but are nevertheless revered. The most known of "The Revered" is the Knight. The Knight served in the Crusades where he fought for his king and the preservation of his beliefs in Christianity. Honor and virtue were reflected in everything he did. The Knight represents one of the most admirable characters in literature and is revered because of what he stands for. Though the Parson did not fight in the Crusades like the Knight, he also served God. The Parson was a man of the church whose beliefs in Christianity were unyielding. Decent and principled, he was a man devoted completely to his congregation. The Parson fully accepted the responsibility bestowed upon him to guard his people from sin. He said, "If gold rusts, what will iron do?" By this he meant that if the priest became corrupt, what would the parishioners do? As a parishioner and a brother of the Parson, the Plowman was a prime example of how well this philosophy worked. The Plowman is considered to reside in society's lowest class.

Morality Essays -- essays research papers

Morality: An essential to life   Ã‚  Ã‚  Ã‚  Ã‚  A Russian born American science-fiction writer and biochemist once quoted, â€Å"Never let your sense of morals get in the way of doing what’s right.† This statement generates a series of controversial questions. What is right? How do morals affect people and society in which we live? Does everyone have specific morals by which they try to live their life? How does someone realize what their morals are? What are morals? These questions cannot be truthfully answered because everyone has their own definition of what is right and what is wrong and how one should live their life. My definition of morality is the concern with the distinction between good and evil or right and wrong, which can be seen through someone’s actions based on their ethical principles. That is, if someone lives their life based on their morals. Morality plays an important role in your life and the lives of others whether or not you live with it or not.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  From the time when I was little, I thought I’ve always had a good idea about what is right and what is wrong. I’m not saying I always did the proper thing, but each time I did something morally indecent or offensive, my conscience always let me know. Over time, incidents where my morality was tested have helped me develop a number of morals in which I try to live my life. I believe having morals is an important part of a developing character....

Philippines in Global Competitiveness Essay

As the Philippines currently indulge its current economic achievement, being included for the first time in the top 50% of world ranking, it makes me ask the question, why only now? What took us too long to be globally competitive? According to Guillermo Luz, the co-chair of the Philippine National Competitiveness Council (NCC), the Philippines registered improvements in 11 out of the 12 categories, from the aspect of government institutions, infrastructures, macroeconomic environment, health and primary education, higher education and training; goods market efficiency, labor market efficiency, financial market development, technological readiness, market size, business sophistication and innovation. It felt like a breath of fresh air! From all the news of bus hostage tragedy, unresolved issues in the RH Bill, China in Spratly’s and the recent impeachment of the Chief Justice Renato Corona, a new positive and uplifting headline was shown to our television screens and newspapers. It’s a great indication that despite of all the negative issues that we deal with everyday, there is still some delightful news that proves that our country is still determined to be placed on top along with our neighbor Asian countries like Singapore and Hongkong. The Philippines’ competitiveness is improving significantly in some aspects of our economy. We can say that businesses around the world are more confident now in investing in our country. Kudos to the people in the government who are truly exerting efforts to provide us with more tangible results rather than the blah blah promises we used to hear every day. But despite of this current triumph, I totally agree to what Ramon Del Rosario Jr., (Chair of the Makati Business Club) has said, that there is still a lot of work to be done to help ensure that the Philippines reach its new goal to be included in the upper third rankings in 2016. This recognition would show that though we are improving in some areas, there are still a lot of weaknesses that are waiting to be focus on. Examples of these are the infrastructures, floods during rainy season, rights to education for the less fortunate, health problems such as dengue and HIV, unemployment, graft and corruption and a lot more. So are we Really  improving? How can we brag that we had improved our economic competitiveness and yet feel that our countrymen are still deprived and poverty-stricken? As a business student, it felt good knowing that the performance of our economy is much better from the past two years. From a double digit improvement in ranking since then, it makes me think that if this trend goes positively, I will have a bright future in my chosen career. But in behalf of a lot of Filipinos currently living, striving and struggling to have a better life in this country, this improvement may not be as convincing as it ought to be. One basis for this would be that the lives of the Filipinos two years ago were not that different from what it is today, and such progress is rarely seen and felt. In addition to this, the only â€Å"development†(?!) that Filipinos had felt from the two years that has passed was the increase in prices of pandesal and jeepney fare. And yes, I’m sorry, that is sarcasm. I also agree to Mr. Ernie Cecilia, that quality human resources can drive global competitiveness. We have different views from the quality human resources who are leaving our country, brain drain anyone? That we didn’t realize that, our own people, is the MAJOR factor that can help our country to do better. Knowledgeable and competent Filipinos are leaving the Philippines to work abroad in search of greener pastures. But no one can blame them! Their stumpy salaries are not sufficient to provide for the ever growing desire to improve the quality of life of their families. They leave the Philippines because of poverty, and the Philippines remain in poverty because they all left. It’s a vicious circle that will never end, like a dog chasing its own tail. It won’t conclude until it straightens up its act and chose the right way. Mr. Cecilia’s approach is really informative and I got to learn a lot of things. But I just to want to express my disagreement on his snarky remark that while Singapore sells anything and everything and Japan and Korea sells high value items, we sell bananas. It astounds me for a second†¦ then asks, what’s wrong with that?! Is there something wrong in selling bananas? Or exporting mangoes, durian, coconuts, woodcrafts and furniture’s? It may amaze him if he knew that even dried fish have a great demand in the international market. These are our countries major exports and while other countries can sell a lot of things, we have our own uniqueness and advantages in exporting our own products too. It may not be as big as petroleum, diamonds, and heavy machineries but a little bit of something is much favorable than nothing at all. In conclusion, and to relate this topic to the lessons that I have learned in the four corners of my classroom in Management 8, I have realize that the Philippines is just like large conglomerate. Like a multinational corporation, it needs the proper structure, competent people and clever strategies to achieve its mission, vision, objectives and goals. It needs to line its strategies according to the changing demands and other factors to attain satisfaction and improvement. Our country, like a corporation needs to analyze its strengths and use them to compete in this fast changing world. Identify its weaknesses and address it, turn threats to opportunities, and maximize the opportunities for greater prospects, not only to improve its current status but also to uplift the life of its people. We may be far from being number one; we may not know where we’ll be next. But with every little step forward goes a long way. It may take us too long, but with determination, proper administration and guide from Above, I know we will get there.

Washington’s Precedents Established

Holding office from for a courageous eight years from 1789 to 1797, George Washington was one of the most significant presidents of all time. His other famous name is the â€Å"Founding Father† of the United States of America; He enforced the maximum amount of terms to two. When he promoted guidelines for the United States leader, his beliefs and visions were accepted as his guidelines have stayed over the years and some differed over the centuries such as the foreign policies and the political policies applied similarly. Some of Washington’s appliances have yet to differentiate from the past as they are still applied.Document A states two important factors: government power and its proper usage. The government utilizes its limited powers. Document A states †Ã¢â‚¬ ¦so many checks and efficacious restraints to prevent it from degenerating to any specious of oppression. † Washington acknowledges the facts that the government cannot corrupt the balance and chec ks system. Document D elaborates on the basis of the Embargo Act, which proved beneficial. The Embargo Act explains how taxation is a requirement for society, with all imports, exports, and shipping.Document D by President Thomas Jefferson states â€Å"undelegated powers its acts are unauthoritative, void, and of no force†. Jefferson believes that if the government will become more enforcing if they do not have the balance and checks system. They would have to do all that is necessary. If the government had enforced all necessities, there would have been no possibility for certain aspects of the political world There were many aspects that continue, as Washington would have wanted and some that didn’t. The process is handled today of the draft; Document G mentions the first concept of the topic.The draft is the sending of people to the military/army. Sometimes the draft was necessary especially if a war was to come about, but it somewhat belittled the freedom to a cert ain amount. One of the things that had gone wrong against Washington’s proposals is stated in Document I. Document I speaks about the Monroe Doctrine. The Monroe Doctrine basically states how The United States of America should not intervene with foreign battles and side with any European power. The Monroe Doctrine secures the United States because if the U. S would interfere, there is a possibility of battle that can evidently lead to war.Unfortunately history had repeated itself as the government decided to do what they feel and intervene in the Vietnam War (which really had nothing with the U. S. ). Some of the aspects Washington influenced have changed over the centuries. Document B states, â€Å"it is our policy to steer clear of permanent alliances with any portion of the foreign world†, America, unfortunately, has formed relationships and alliance with European worlds. Document F shows how foreign connections can lead to betrayal or cruelty. The British had main tained the American ships and even violated some.All these foreign issues led to the War of 1812 between the British and the Americans. This settled the issues between America and Britain and fortunately settled possible future issues. â€Å"The baneful effects of the spirit of party generally. †, states Document B. In his Farewell Address, Washington believes if there are a separation and formation of different parties, new issues and corruption would occur. In reality, the formation of different parties promotes acceptance of new interrelated ideas. Washington proposed ideas that have been continued and have been overruled.He believed that the United States should separate from any European nation. He believed there should have been no formation of separate parties, which actually has changed over the centuries for positive reasons. Washington believed the government should be limited yet satisfied under the balances and checks system, and so they have been over the years. America has â€Å"repeated history† as they ignore the Monroe Doctrine by fighting with European Alliances. Washington was a smart man; his ideas were accepted, proposed, accepted, ignored and changed.

Functional Transition Assessment

Functional Transition Assessment attempts to integrate the student into the work force while the student is still in high school. It provides a temporary bridge or support structure for the student making the transition from an educational to a vocational environment. Although all students can benefit from such support, for students with disabilities such a program can prove especially critical. Also by incorporating vocational education early on to the student's high school career, Functional Transitional Assessment can instill a sense of responsibility in the student and confirm the practicality of the student's education. Thus, in can act as motivational tool to succeed in the classroom and in workforce. In your opinion, how important is self-determination for the Exceptional Student Education student in accomplishing his/her educational goals? The Exceptional Student Education student may often feel that he or she has been denied the ability to exercise much autonomy and control over his or her daily life, even when under the guidance of well-meaning parents and educators. It is critical that students, to function effectively in the workforce and in society, achieve a sense of autonomy and independence through reasonable, self-determined actions and choices throughout the educational process. Why do you think occupational guidance has become progressively and increasingly more prominent in high schools? The workplace has grown more competitive, technical and specialized in nature, thus there is more pressure upon students to specialize earlier and earlier in their educational careers. The price of a college education has also escalated, causing many students to turn to specifically vocational and technical schools after high school. Students may also wish to seek internships and part-time jobs to fund their educations that convey relevant skills and knowledge to their future full-time careers. Personal-Social Skills. In your opinion, how important is it for a student's future success in the transition to the work force? Emotional Intelligence, or the ability to work well with others, and to be sensitive to other persons' needs is a critical aspect of vocational success. It is not enough to know how to perform a task. One must know how to perform to one's best ability in an organizational context.