How to Write Chicago Style Paper Manual, Chicago Style Formatting

Chicago Style Paper Format: General Picture When you are writing a Chicago style paper, you should format it according to requirements from The Chicago Manual of Style (also known as CMOS or CMS). This unified set of regulations was put together at the University of Chicago and published there in 1906. The manual has proved to be quite useful since it survived many editions with multiple clarifications and updates. Today, you will have to use the most recent 16th or 17th edition. Interestingly, another manual on Chicago style paper format is well-known and recognized. It was put together by Kate L. Turabian and is titled A Manual for Writers of Research Papers, Theses, and Dissertations. This is why this formatting style is sometimes called Chicago / Turabian. Looking for some example of Chicago style paper, people most commonly come across essays and other academic papers in history, anthropology, and some social sciences. Chicago style sample paper is most popular in these areas of knowledge. The most significant reason why a sample Chicago style paper is so popular is that it does not put the author under strict limitations; instead, it allows using the standards of other style formats, so long as your Chicago style paper remains consistent and clear to your reader. Basic Rules for a Chicago Style Sample Paper The main idea of Chicago Manual of Style sample paper is to give an author some guidelines to format their academic writing consistently, and not to pick on the choices they make while formatting their papers. The goal here is to make your, for example, Chicago style research paper as clear and readable as it gets - this is the aim that a sample Chicago style paper pursues. Here is how the Chicago Manual of Style suggests that you achieve this goal and produce an excellent example of Chicago style paper: Font requirements. Nothing specific here, the manual only states that the text should be clear and intelligible. Many professors and instructors, on the other hand, have their own vision of text clarity. Most commonly, you will have to use the 12-size Times New Roman. Spaces. Unless we are talking about block quotations, the spacing will be double. Margins. The recommended size of margins is one inch. The main body of your Chicago Manual of Style sample paper (meaning the text of the paper proper) will have the text undivided by any blank lines. Page numbering. Basically, you number all the pages in their upper right corners. If your paper is a smaller one and has no title page, you start numeration from the first page with number 1. If you are writing a more voluminous paper that requires a title page, you number pages from the one after the title page and start with number 2. Regulations for Chicago Style Paper Heading and Title In most kinds of writing, the volume is small, so in a Chicago style paper no title page is quite often necessary. If your example of Chicago style paper is a bigger one, then stick to Chicago style paper no title page format. Still, there is nothing to worry about, as there are only a few simple guidelines for a title page: The center of the title page is occupied by the author's name The title of the work is between the author's name and the top of the title page. If it is longer than one line, the spacing will be double The course name, the tutor's name, and the date of completion (in separate lines) are between the author's name and the bottom of the title page. The spacing is as usual - double Chicago style paper heading also has its set of guidelines. However, they are also more like recommendations rather than limitations to your Chicago style research paper: the main principle you have to stick to is consistency headings can be capitalized you can allocate separate lines for subheadings, but there will be no full stop at the end of each subheading a subheading should have the same font, but you can put it in a bigger size to distinguish it you can italicize or use bold for different subheading levels the higher-level subheadings can be centered, while the lower-level ones can be flushed left it is not recommended to have over three levels of subheadings Guidelines for Chicago Style Paper Footnotes and Other Citations As we have mentioned on multiple occasions, Chicago style of formatting does not limit the author to just one type of citation. This is why, if you try simply to google a Chicago style citation example paper, and copy its format, it may produce confusion. Therefore, it is more convenient to see the actual guidelines for Chicago style paper footnotes and other citations and follow them. The basic principle is that you can cite the authors, while write your essay, however you like, so long as you stick to just one type of citation throughout your whole work. You can cite them either parenthetically (directly in the text), or in footnotes or even endnotes. There is no single citation type to use in a Chicago style citation example paper, it is entirely up to you. Be reminded that whichever citation kind you choose to implement, you have to remain consistent and stick to it throughout your whole paper. For example, if you prefer a Chicago style in text citation sample paper, this is how you do it: a citation consists of the author's name, publication date, and a page number the author's name and the publication go without a comma, but you put a comma after them - before the page number you can use the title of your source, possibly abbreviated, if the source has no author or if the author is unknown. For example: Intestinal scarring can be caused by various reasons. (Ogilvie 1998, 26-28). However, in-text citations are more effective when you quote a source directly. So, if you use an indirect quote, then you should better use footnotes and not Chicago style in text citation sample paper. You do it like this: footnotes and endnotes always begin with a superscript number it consists of the author's name, the title, the publication date, the place of publication, and the page number if you are citing the same author on several occasions, you don't need to cite the source fully, as you already have. It is enough to write their last name, a shortened title, and page number. You can also just write "Ibid" and a page number For example: Their reasons for intestinal scarring can vary greatly. 1 1 Timothy H. Ogilvie, "Large Animal Internal Medicine". Baltimore 1998, 26-28. 2 Ogilvie, "Large Animal Internal Medicine" 30. 3 Ibid 19.

Spike Lee essays

Spike Lee essays The weather is sizzling hot and tensions are slowly coming to a boil in this Bedford-Stuyvesant Brooklyn neighborhood. Slowly but surely we see the heat melt away the barriers that were keeping anger from rising to the surface. The Blacks and the Hispanics own the streets the Koreans own the corner store and of course the Italians own the pizzeria, the Cops who happen to be all Caucasian, prowl the streets inside out, looking for anyone to harass. Toes are then stepped on and apologies are not made. Spike Lee creates the perfect set-up for a modern day in Bed-Stuyvesant. Without fail Spike Lee is transformed into an anthropologist. Spike Lees goal is to allow viewers to glimpse into the lives of real people and into a neighborhood they call home. After all this isnt just some flight into an imaginary ghetto. Its a journey into real life, real people and of course real circumstances. In the words of the local DJ Mr. Se Waaaaake up!" and see what real life is really about. Our main character is Mooky, a black teenager, who works in Sals famous pizzeria. Mooky is the pizza parlor delivery boy and he is the only one of his friends to have a job. Sal and his two sons run the pizzeria. Sal is one of the very few white Italian business owners remaining in this predominately black neighborhood. Despite obvious tensions, Sal holds his ground in the neighborhood and remains proud of the fact that these people, meaning the kids of Bed-Stuy, have grown up on his pizza. Along the way we meet other characters such as Radio Raheem who is a neighborhood kid who walks the street with an oversize radio and decorates his fingers with the symbolic love and hate rings. Smile, a mentally disabled individual who runs around the streets selling the one existing photograph of Martin Luther King and Malcolm X. Then there is Mookys Puerto Rican girlfriend, who ...

Modern day Rip Van Winkle Essay Example | Topics and Well Written Essays - 250 words

Modern day Rip Van Winkle - Essay Example His only work was to ride his bike and wander hither and thither with a can of beer and a hobo bag carrying teddy bears and milk chocolates for kids. Troubled by the escaping tendency of Rip, his wife Dame presented him one satellite phone so that she could easily get hold of her husband. One autumn afternoon Rip along with his dog head towards the mountains to escape the irresistible nagging of his wife. There he discovers something very unconventional and out of place. He found someone calling him with his name and discovers some weird men who are dressed like robots and are silently playing saxophone. They were drinking strong beer and were completely silent. Rip felt a bit awkward and he discovered the noises which were coming out of the abandoned theatre up in the hills. It will always seem very awkward for a man to discover that some suspicious characters completely unknown, knew Rip’s name. But as usual Rip was least interested on the fact and took more interest in thei r liquor. After drinking few cans of liquor, Rip falls asleep. He wakes up one morning and finds that the place where he is sleeping is unknown to him. He found himself on the foot path and as soon as he stood up on the foot, it started moving.

The Book by Eric Weiner The Geography of Happiness Essay

The Book by Eric Weiner The Geography of Happiness - Essay Example It is interesting to see how Weiner tries to find explanations for these high happiness ratings. During the chapter discussing Switzerland, Weiner begins to discuss the reasons for Swiss happiness. He surmises that one of the major reasons behind the happiness of this neutral nation is that they experience their emotions in moderation, neither being very happy or very sad. This may seem like a strange suggestion to make when discussing happiness, as perhaps it may seem necessary to experience happiness at the extreme to feature highly on the Gross National Happiness scale. In this case, we can say that there may be a link between geographical location and happiness, as the neutrality of the country seems to have had an impact on the neutrality of the people, and this leads to happiness. Another thing that Weiner mentions in his discussions of Switzerland is that the Swiss feel a huge connection with nature, and the way that geography contributes to this source of happiness is that Switzerland has a beautiful natural environment. Many other things are mentioned in the discussion of Switzerland, such as their huge wealth (and thus surmising that the Swiss should feel less envy than those in other countries) and their tendency to vote often (thus surmising that democracy is the route to happiness) and these too can be linked geographically to the Gross National Happiness index. These latter two reasons Weiner are also associated with Iceland, a wealthy country with a well-established democratic government. Weiner also gives other reasons which may contribute to the happiness of the Icelandic people, one of which is a tendency towards the creative. Weiner even goes on to suggest that everyone in Iceland is a poet and a dreamer, and perhaps this leads to a large number of extremely happy people here.

Staffing Plan for a restaurant Essay Example | Topics and Well Written Essays - 1500 words

Staffing Plan for a restaurant - Essay Example All service industries accord priority to their procedure of recruitment because the right person in the right place can erase the element of failure. Recruitment helps to place the right people at the right job, it may be internal or external. Recruitment and selection process starts after the identification of the vacancies to be filled up. Recruitment is the process of searching for the prospective employees and stimulating them to apply for jobs in the organization. Hence the first step is identification of sources of manpower in the proposed restaurant. They consider selection as an effort in the total process of acquiring and developing Marketing Executives. The Company believes that the selection process should be consistent with other procedures for the total process to be effective. Therefore, the Company adopts a systematic and integrated approach to the selection process for selecting the best possible candidates. We are proposed to establish a tie-up with an HR consultancy firm for our future nation wide establishments. The consultancy can provide highly qualified and experienced candidates from various institutions. The Company will continue a long term interaction with the consultancy for maintaining and ensuring the industry demanded personnels. Recruitment and selection process is highly depends on the variety of laws and regulations of a legal system it is specify the various provisions regarding the relation ship between employer and employee temporary employee relationship as well as any indipended contractors working for the company. â€Å"This Recruitment Policy also follows guidelines suggested by the relevant Codes of Practice from the Equal Opportunities Commission, Commission for Racial Equality and the Advisory, Conciliation and Arbitration Service (ACAS).† (Recruitment. Legal Recruitments. (2006)). This companies recruitment and selection

Leadership Effects Development On Employee Performances In Pakistan Management Essay

Leadership Effects Development On Employee Performances In Pakistan Management Essay Qaiser Abbas, et al. (2009), in this study, explains that Leadership development has a great impact on employee performance. Factors that influence employee performance are coaching, training and development, empowerment, participation and delegation. These leadership factors influence 50% employee performance, other factors like commitment, motivation, trust in organization, compensation and rewards also influences employee performance. Employee performance is an important building block of an organization. Every employee contributes towards the success of the organization. Organization cannot progress by one or two individuals effort. Success depends on teamwork. Managers give input to use their abilities and innovative ideas. There are many expectations from managers; they have to work really hard to satisfy their boss. Managers are experienced enough to deal with various issues, sometimes they run to their boss for guidance. They can work effectively and efficiently when there is an effective leadership program for their assistance and to build leadership qualities in them. Leadership development is becoming an increasingly critical and strategic imperative for organizations in the current business environment (Sheri-Lynne, Parbudyal 2007) Leadership development program is aimed to assist employees in improving their skills and in doing their work effectively and efficiently. Organizations have to compete across the globe so this program is of great importance to them as they have to face business challenges. Tirmizi identified importance of leadership. The 6-L framework dimensions developed by Tirmizi are: 1. Leads and encourage change 2. Lives by example 3. Lauds achievement 4. Lends a vision 5. Leverages learning and development 6. Looks out for others The variables discussed in this paper are already mentioned in the introductory paragraph whose general relationship is shown in the diagram below: This diagram shows that coaching, training and development, empowerment, participation, delegation effects employee performance, which as a result bring about organizational change. Talking about each variable relationship briefly, the writer considers coaching as an important technique to increase performance. Training and development is to make employees more skillful and it fills the gap between actual performance and desired performance. This concept has been explained by the Bramleys Individual Model of Training as depicted in the diagram below: Bramleys Individual Model of Training Coming towards empowerment, Duvall (1999), defines success as achievement, accomplishment and attainment which is a consequence of empowerment. Participation means involving employees in problem solving. When employees come across organizational problems, they experience how to handle such situations. This creates a sense of contribution towards organizations success. They have opportunity to give ideas. Delegation means giving responsibility and authority which means that Employee exercise his authority for making decisions that are beneficial for the organization. On the basis of all these assumptions the writer considered a positive relationship between leadership development and employee performance. Talking about implications of this article in my research paper, I get to know that Training and Coaching are the learning processes in which employees learn skills whereas Participation, Delegation and Empowerment are implementation tools. Employee performance depends on leadership development factors but it also depends on other factors i.e. attitudes, commitment, motivational factors and trust in organization. A blend of all these factors influences employee performance completely which as a result bring about organizational change. Coupled effects of knowledge and leadership Shazia Akhtar (2010), in this study, draws attention towards the need to change for organizations in this highly competitive environment for long term survival. The changes help the organizations to sustain in market, achieve competitive edge and to generate profits. Organizations performance is influenced by employee productivity and job satisfaction, which are influenced by working conditions of the organization. Organizations significant aim is to find innovative employees who have that magic company is looking for. Leaders play a vital role in inspiring and influencing employees and also cultivating innovative behavior among them. The Leadership traits that shape employees innovative behavior, extracted from the study of De Yong and Den Hartog are: In innovative role model trait leaders with creativity encourage their employees to be like them and to be innovative. Leaders who acted as model of creativity promoted employees to be more creative for example in De Yong and Den Hartog study, one of front runner employee said I am always looking for ways to do things better and improve results. It stimulates some of the employees to do the same. On intellectual stimulation leaders wanted their employees to solve problems by giving possible solutions. Leaders wanted them express their opinion on different proposals. Stimulating knowledge diffusion means to diffuse ideas at all levels of organization. To share ideas with subordinates actually creates a communication network among all. Issues are resolved when problems are shared. Lack of communication and sharing declines employees motivation and eliminates ideas. Providing vision to employees i.e. showing them a straight path to move on to achieve companys goal and targets. Delegating them sufficient autonomy so that they might not face any difficulty in handling any issue. This creates a sense of contribution and motivation among employees. Sharing leadership with employees makes them work more diligently and efficiently. Leaders should support for innovation. Give sufficient autonomy to subordinates to implement ideas. Employees should not be penalized for doing mistakes as it is a part of learning process, Supportive attitude accelerates the innovation process. Previous research by Hellstrom on association between Organizing feedback and innovative behavior illustrated that employees are ready to show their innovative behavior when leaders give feedback on their proposal. Recognition is an important attribute i.e. recognize employees work through appreciation and awards i.e. certificates of achievement. Rewards; monetary compensation of employees is also very important trait that shapes an employees innovative behavior and loyalty towards organization. Providing resources to generate more productive outcomes. Availability of resources is directly related to innovative outcomes. Leaders with insufficient resources are not able to achieve their target and so is competitive advantage. Keep a check on employees time after time to check their efficiency of doing work. Monitoring and employee efficiency are correlated. Monitoring should be done to ensure p rogress. Task assignment attribute is important to check employee efficiency from time to time. Give challenging tasks to employees and then evaluate their work. Task assignment influences idea generation, the more they take interest in job the more innovative ideas are likely to flourish. Now coming towards the implication of this study to my research paper, by studying this paper I get to know that the traits in managers are not sufficient but the Knowledge level of leadership traits in middle managers is constantly changing. Knowledge and leadership have a huge impact on organizational success and a blend of both helps in achieving competitive advantage. If managers are well educated on leadership traits, it is helpful to their understandings and Leaders may exhibit these leadership traits in different ways based on situation such as leader might consult employees more than once to ensure that innovative ideas are implemented successfully. HR Practices and Leadership Styles as Predictors of Employee Attitude and Behavior: Evidence from Pakistan Khurram Shahzad, et al. (2010), in this study, talks about Human Resource Management practices and leadership styles conducted in private and public sector universities. Such practices are valuable in creating human capital. The writers have emphasized the effect of leadership styles on organizational commitment and citizen behaviors (critical determinants of organizational effectiveness by Katz, 1964) among university teachers. The results of this study were very interesting and revealed that both human resource practices and leadership styles positively predicted organizational commitment of faculty members however they were unable to predict citizenship behaviors. The writers used the Katz Framework (1964), and applied it on the situation currently prevailing in Pakistan. The findings of the interviews are summed up in table 1.1 given below: Table 1.1: Responses of the university employees as per Katz Framework Katz (1964) Frame Work for Effective Organizations Situation of Public Sector Situation of Private Sector Universities Universities Emphasis on employees on carry out their assigned roles Emphasized Emphasized Emphasis on retaining employees Not emphasized Emphasized to some extent Emphasis on employees to exhibit extra-role behavior Not emphasized Not emphasized The above results clearly revealed that the important aspect of organizational effectiveness that is extra-role behavior (organizational citizenship behavior) is clearly not emphasized in both public and private sector universities. It is also found that employee retention (through organizational commitment) is not at all emphasized in public sector universities and partially emphasized in private sector universities. Most managers of the universities were found totally unaware of the fact that organizational citizenship behavior and organizational commitment is related to organizational outcomes can be consciously managed through organizational factors like human resource management practices and leadership style. Although the mangers have some idea these concepts but application of these concepts in the area of their responsibility is not taken care of. Leadership Styles for the Five Stages of Radical Change Dr. Kathleen K. Reardon, et al. (1998), in this study, continues prior work on radical change with theory and research on leadership style. Leadership experts agree that a key challenge facing leaders now and in the future is responsiveness to radical change. Using the Leadership Style Inventory, leaders can determine which stages of radical change they are equipped to handle. Further the article explores how individual and group leadership style limitations can be dealt with to ensure radical change success. The key component of successful leadership now and in the next century is proactive and effective responsiveness to change. Experts agree that successful leaders must be flexible and capable of adapting to new conditions, open to novel alternatives, and willing to take greater risks (Kotter, 1990; OToole, 1996). The leadership styles shown in Figure below were derived from work on the Leader-ship Style Inventory (LSI) developed by Rowe, Reardon, and Bennis (1995). The inventory identifies differences in style used by leaders that are based on the following two questions: How adaptive are leaders when dealing with the issues they face? How do leaders communicate with, persuade, and energize employees in the process of change? The LSI identifies four basic styles: commanding, logical, inspirational, and supportive. One of its major strengths is that it also describes combinations of the basic styles called patterns. These patterns help to describe the complexity be-hind leader behavior and competence for radical change. Details are provided in the table below: Leader Focuses Persuades Makes Learns Style On by changes by Commanding Results Directing Rapidly Doing Logical Innovation Explaining Carefully Studying Inspirational Opportunities Creating trust Radically Questioning Supportive Facilitating work Involvement Slowly Listening Most leaders do not possess a single style, but a combination. These combinations indicate which styles leaders are pre-disposed to use. From the article we get to know that change is not an event but an extended process. Each stage of that process benefits from different leadership orientations. Strategy researchers have proposed that change involves at least three stages: initiation, formulation, and implementation (Webb and Dawson, 1991; Pettigrew, 1987; Child and Smith, 1987, Rajagopalan and Spreitzer, 1994. Another model (Rowe and Mann, 1988) proposed four factors in the change process: Decision makers style, organizational culture, employees willingness to change, and acceptance of change based on a match among values, culture, and decision style. John Kotter (1990), proposed that leading change requires: establishing direction, aligning people, and motivating and inspiring. The model shown in this article in the figure below draws upon Kotters model but adds two stages described by Kotter but not specifically stated in his model: launching and maintaining. Phase Focuses Style Planning Acquire information Logical/inspirational Creative ideas Inspirational Strategy formulation Logical Enabling Explaining plan Logical Convincing employees Logical Empowering/involving Inspirational/supportive Assisting Supportive Launching Implementing steps Logical Meeting goals Commanding Getting results Commanding Assessing progress Logical Catalyzing Inspiring Inspirational Energizing Inspirational Assisting Supportive Maintaining Overseeing progress Logical Guiding Inspirational Energizing Inspirational Assisting Supportive After talking about the variables discussed in this study I move forward towards the implication of this study to my research paper. After studying it I get to know that, leaders need to be aware of their predispositions. The LSI provides that information. By linking the LSI with the Five-stage Radical Change Model, leaders can see where their own and their peoples strengths and challenges lie. Knowing what youre best suited for and what might be more effectively led by others is critical to achieving success in todays environment of radical change. Need for Leadership: Empirical Evidence from Pakistan Mohmood A. Bodla, et al. (2010), in this study, explores the moderator effect of situational variables in leadership literature around the globe. However, this area is the most neglected area among the behavioral scientists of Pakistan. Therefore, their study seeks to find out the moderator effect of need for leadership in relation with leadership characteristics on subordinates behavioral outcomes using the need for leadership framework of de Vries (1997), in Pakistani work settings. A decade ago, de Vries (1997) suggested that need for leadership prevails in each follower and this need influences leadership efforts in predicting the subordinates work outcomes. According to author, need for leadership is a social, contextual, and quasi need (p. 92) which is linked with variety of individuals, task and organizational characteristics simultaneously that affect leadership efforts on subordinates behaviors. First, need for leadership is ascribed as a social need. The term social refers; this need is stimulated among individuals while working in a group. According to McClelland (1953), people acquire different needs as result of social interactions with others. It is clear that most of the employees work related activities are performed in a group. While working in groups, people develop strong sense of belongingness with each other and try to perform certain activities which are in interest of common goal. In these groups, some people play the role of leaders, while others act as subordinates. According to de Vries (1997), the need which is provoked by the leader among subordinates due to his position power or the need activated among individuals adhering groups goal is need for leadership. Second, need for leadership is a contextual need. Contextual refers to work environment and type of work individuals have to perform. According to House (1971), in case of highly professional jobs, where tasks are ambiguous and methodological variant and work activities are non routine, subordinates may feel insecure due to role ambiguity and have strong desire for leaders interventions which serve to reduce the role ambiguity whereas, in case of routine and dull tasks, followers may desire strong social support from their leaders. In both situations, desiring different leadership (e.g. instrumental leadership or supportive leadership) by followers reflect the situational aspects of need for leadership. Besides the work settings, followers characteristics are also important for determining the need for leadership. For example, trained, experienced, and qualified employees require less hierarchical guidance (i.e. need for leadership) than their less able and less trained colleagues (K err and Jermier, 1978). Third, need for leadership is a quasi need. Quasi refers to the position of need for leadership that it takes place. Unlike the primary needs e.g. hunger, thirst or shelter needs postulated by Maslow (1943), this need is a secondary need and mainly related to mental activities (De Vries, 1997). Coming towards the implications of this paper to my research, through it I get to know that, to what extent, the results of moderator effect in leadership research are improved using the single moderator variable and how much these results are beneficial for practicing managers. For the practitioners, the results of the study are strongly convincing them that they must understand the need for leadership of their followers before exercising their leadership practices. Moreover, for future researchers, this theory seems promising and demanding more research in the future. Leadership and Change Management June Kaminski (2000), in this study, draws attention towards adaptation to change which has become a common agenda for organizations of all types health care, business, social, governmental, educational, and cultural. Change is no longer an irregular outing, an inconvenient upheaval to be undertaken once every ten years. Change is something we have to learn to live with, to structure and to manage. Change is here to stay, and the winners will be the ones who cope with it.- (Bainbridge, 1996, p. 4) But according to the writer, the change process is not so easy and a lot of obstacles hinder your progress. Some factors that contribute towards resistance to change are: Bureaucracy Control Rigidity Functionalism and most importantly Peoples attitude towards change Change within organizations occurs on countless levels. Lewin (1951), gave his model of change in his force field model. He characterized change as a state of imbalance between driving forces and restraining forces. If these forces were balanced no change could take place. Change is inherent in every context. Change is disruptive, messy, complicated, and unpredictable but is still manageable (Bainbridge, 1996). Change is risky especially when it encompasses different sectors within an organization. Wilson pointed out that a shift from emergent models of change to planned ones has steadily occurred over the past two decades. A total shift is not advised though, since the political and economic context of the surrounding environment cannot be ignored, and must also be adapted to. Coming towards the variables discussed, the very culture of an organization needs to be reshaped to properly support the new processes introduced. Structures, reward systems, appraisal measurements and roles need redefinition (Bainbridge, 1996). Leadership styles and management procedures must shift and adapt, and ways of relating with customers, suppliers, and other stakeholders need refining. Technological advances and capabilities must be introduced, and preparation of the workforce to work with the new IT structures is needed. Change has become perpetual. In order to cope, organizations need a design process with strategies and guidelines for thriving amongst a multitude of changes. The creation and design process within an organization is role of leaders. Change process which encompasses human resources, IT adoption, and upgrades, tools and techniques as well as basic rules and controls within the organization and are mandate of leaders engaged in the management of change (Bainbridge, 1996). Leaders are responsible for bridging the gap between strategy decisions and the reality of implementing the changes within the structure and workforce of the organization. Underlying this principle is the fact that almost everything in an organizations infrastructure has an influence on some other part of it. Management style affects culture, technology affects the way staff interact with customers, internal communication methods affect how people work together, (Bainbridge, 1996, p. 37). A holistic approach to change management encourages the redesign and adaptation to change at all organizational levels. In essence, process itself can become the platform for change to occ ur, as well as the protector of the existent daily operations. Leaders are the champions of change within an organization. Adaptive leaders provide direction, protection, orientation, conflict control, and the shaping of norms while overseeing the change process within the corporate structure (Conger, Spreitzer Lawler, 1999). Transformative leaders share fundamental characteristics that allow them to enable organizational members in the change process (Conger, Spreitzer Lawler, 1999). The steps to transform an organization are: Establishing a sense of urgency Forming a powerful guiding coalition Creating a vision Communicating the vision Empowering others to act on the vision Planning for and creating short term wins Consolidating improvements and producing still more change Institutionalizing new approaches Further Bainbridge (1996), outlined a five step process of redesign for organizations undergoing planned change. The five steps included: The design stage to determine overall requirements The definition stage where the design is specified and documentation of the design stage requirements occurs The development stage, where new capabilities are cultivated through training, education and restructuring The dismantling stage, where redundant parts of the organization are removed or converted into new capabilities The deployment stage, where new capabilities are introduced into the new organizational environment, both internally and externally By reading this paper I get to know that, the leader, as a person, is the most important tool for change. The leaders spirit, insight, wisdom, compassion, values, and learning skills are all important facets in the capabilities to lead others to embrace change and redesign strategies. So, the key to successful organizational change is heroic and learned change management by competent and visionary leaders. Change can be managed in a top-down style or as a highly participative exercise from all levels of personnel. Change is context specific, meaning that no single change process is appropriate for every situation or corporate entity. Leaders are responsible for setting the context for change within an organization. A culture and vision must be cultivated that can support the planned changes, and deal with unplanned change. Leaders must be able to counsel, teach, coach, and reward employees as they adopt and move through the change process. For lasting change to occur, habits, attitudes, and values at all levels of an organization must be congruent with the vision and goals inherent in the process. Leadership and the Aging Workforce: The Impact of Leadership Style on the Motivation of Older Employees Heike Bruch, et al. (2006), in this study, examines the effects of transformational and transactional leadership styles on the goal commitment of younger and older employees. The transactional and transformational theories of leadership were developed by Burns (1978) in politics and they were applied to organizational management by Bass (1985). Transactional leadership is based on the exchange of resources to fulfill contractual obligations and is typically represented as setting objectives and monitoring and controlling outcomes. Transformational leadership goes beyond transactions and involves influences on the beliefs, needs and values of followers, eventually helping followers achieve extraordinary goals The term goal has been defined as the object or aim of an action to attain a specific standard of proficiency on a given task within a specific time frame (Latham, 2000; Locke Latham, 1990, 2002), with effective goal setting representing one of the key levers for enhancing employee motivation. After creating a proper frame work on the above mentioned variables the results of this research showed that transactional leadership is positively related to employees goal commitment, with transformational leadership augmenting this effect. Moderator hypotheses were partially confirmed, such that the relationship between transformational leadership style and goal commitment was strongly positive for younger employees, while this relationship was slightly negative for older employees. In contrast, age was not found to moderate the relationship between transactional leadership and goal commitment. Leadership Style, Organizational Politics, and Employees Performance Eran Vigoda-Gadot (2006), in this study, aims to examine perceptions of politics among public sector employees as a possible mediator between the supervisors leadership style and formal and informal aspects of employees performance (Organizational Citizenship Behavior OCB). Burns (1978) identified two basic factors in the interaction between leadership and employees. One factor stems from the leaders ability to deliver rewards and punishments (transactional leadership). The second factor is the leaders ability to rally his staff and urge them to cooperate in achieving the organizations goals (transformational leadership). The expectancy theory (Vroom, 1964), the social exchange theory (Blau, 1964), and the leader-member exchange (LMX) theory (Graen, 1976; Wang et al., 2005) supported the need for a more balanced relationship between leaders and members and the idea of fair treatment of the individual. Reciprocity, fair exchange, and a low level of organization politics appear to be influential in the context of leadership style and performance. The current study examined the relationship between two types of leadership and formal and informal performance in the light of the knowledge accumulated in recent years regarding organizational politics. The findings demonstrate that organizational politics can be considered an influential mediator between leadership and performance beyond the direct relationship already established in the literature. As previously suggested by Ammeter et al. (2002) and others, a constant tension exists between the individuals involvement in political dynamics, his/her aspiration to develop and promote self-interests, and the goal of improving organizational performance. According to this study, transformational leadership may have a positive direct effect on employees performance by structuring an environment that is perceived as less political in nature and is rooted in notions of fairness and equity. Such an environment should motivate employees to demonstrate excellent performance, both formally and informally, by higher levels of in-role behaviors and enhanced organizational citizenship behavior. A Study of the Relationship between Leadership Styles and Employee Job Satisfaction at Islamic Azad University Branches in Tehran, Iran Fatemeh Hamidifar (2009), in this research, found that the dominant leadership styles were transformational and transactional and employees were moderately satisfied with their job. The results show that different leadership style factors will have different impacts on employee job satisfaction components. Individualized consideration and laissez-faire are strong predictors of all the job satisfaction factors. The major concepts discussed by the researcher are Transformational leaders, Transactional leaders and the concept of laissez-faire. Transformational leaders do more with followers and colleagues than transactional leaders do (Avolio et al. 1991). Instead of a simple exchange and agreement, transformational leaders provide a vision and a sense of mission, inspire pride, and gain respect and trust through charisma (Bass et al. 1990). Transactional leaders communicate with their subordinates to explain how a task must be done and let them know that there will be rewards for a job done well (Avolio et al. 1991). Laissez- faire leadership is a passive kind of leadership style. There is no relationship exchange between the leader and the followers. It represents a non-transactional kind of leadership style in which necessary decisions are not made, actions are delayed, leadership responsibilities ignored, and authority unused. A leader displaying this form of non-leadership is perceived a s not caring at all about others issues. Job satisfaction may be defined as a positive emotional response from the assessment of a job or specific aspects of a job (Locke 1976; Smith et al. 1969). It is influenced by many factors such as: the working conditions, work itself, supervision, policy and administration, advancement, compensation, interpersonal relationships, recognition, and empowerment (Castillo Cano 2004). Now coming towards the relationship between the leadership styles and job satisfaction, Leadership style is an important determinant of employee job satisfaction. The reactions of employees to their leaders will usually depend on the characteristics of the employees as well as on the characteristics of the leaders (Wexley Yukl 1984). Employee job satisfaction is influenced by the internal organization environment, which includes organizational climate, leadership types and personnel relationships (Seashore and Taber 1975). The quality of the leader-employee relationship or the lack thereof has a great influence on the employees self-esteem and job satisfaction (Chen Spector 1991; Brockne

The Ingenu Essay -- Essays Papers

The Ingenu Le Connaissance Nouveau de L'Ingenu Francios-Marie Arouet's, assuming the pen-name of Voltaire, L'Ingenu is a satirical story that begins in 1689 when a ship of English merchants are coming to France to trade. This is when the Ingenu is first introduced. The French are most intrigued by his appearance. Because of a picture believed to be the brother and sister-in-law of the Abbe de Kerkabon and Mademoiselle de Kerkabon, the Kerkabons felt that they saw a resemblance and take him in as their nephew. This is only the beginning. With no set beliefs, the Huron comes to live with these people of France and is taught to live as they do. Under appearingly unfortunate circumstances, he becomes imprisoned and able to educate himself. He learns of the French society on a hands-on basis by feeling their cruelty. This Child of Nature symbolizes John Locke's "blank tablet". The Ingenu, also known as the Child of Nature, Becomes enlightened through his experiences with French society by having no prior worldly knowledge of his own, being taught by the French, and disregarding everything they have taught him to learn for himself the lessons of French society. The Child of Nature comes into the French society with no worldly knowledge of his own or beliefs. He is a spontaneous, curious young Huron and is viewed as quite naive. The French feel that they can easily mold him into their society. All he has are his youthful charming looks, "HE was hatless, and hoseless, and wore little sandals; his head was graced with long plaits of hair; and a short doublet clung to a trim and supple figure. He had a look about him that was at once martial and gentle" (Voltaire, 190) and an awkward manner of being courteous to the Kerkabons "all with such a simple, natural air that brother and sister both were charmed" (Voltaire, 190). When asked countless questions, "the traveler's answer would be very much to the point" (Voltaire, 191). Instead of in a roundabout way in which was inevitable if their roles are to be reversed. "The Huron did not turn a hair" (Voltaire, 191). But does speak his mind when the questions were coming too fast. He simply and clearly tells them, "Gentlemen, where I come from, people take it in turns to speak" (Voltaire, 191). Upon questioning him, they find out that he has no particular religion. He ... ..."Doubtless he was the most alarmed and upset of all, but he had learned to add discretion to all the happy gifts which nature had showered upon him, and a ready sense of what is proper was beginning to dominate in him"(Voltaire, 249). He has learned of the horrors of the world. He shares in on the radical views of the time. After all of his adventures, big and small, he comes to the conclusion that "an ill wind blows nobody any good"(Voltaire, 255). The Child of Nature becomes enlightened through his experiences with French society by having no prior knowledge, being taught by the French, and disregarding everything they have taught him to learn for himself the lessons of French society. He starts representing Locke's "blank tablet" which opens itself to beliefs of any kind. This tablet is filled with the thoughts of the cruel French society. The Child of Nature's enlightenment comes when he takes it upon himself to erase the thoughts and beliefs on this tablet and fill it up with his own. Voltaire's L'Ingenu is just an example of a man becoming enlightened during the Age of Enlightenment. It classifies itself as a standard for other stories of enlightenment.