Schism Between The Ussr And China Leap †Myassignmenthelp.Com

Question: Discuss About The Schism Between The Ussr And China Leap? Answer: Introduction Two powerful communist nations of twentieth century were Peoples Republic of China and Union of Soviet Socialist Republics. Amidst the anti communist nations it was expected that the two great powers would be close allies but the Sino-Soviet Split proved that wrong.[1] There are various factors that influenced the schism between the USSR and China, but in the following discussion the focus will be on Mao Zedongs The Great Leap Forward being the primary force behind it. The origin of the Schism The origin of the split can be found in the Marxist theory of communism. The factory workers of the twentieth century were given the great importance in the Marxist theory.[2] According to Marx the proletariat are the factory workers who are capable of materializing the desired success against capitalism. In 1917 the theory was applied by some Marxist activists during Russian revolution; the participants were mainly factory workers.[3] The Russians communist leaders wanted the Chinese Communists to follow the same method during the revolution of 1930s and 40s.[4] However the social structure of China was different at that time. The factory workers of urban area were to exist in China. This originated the initial difference between both the nations communist activities. The Chinese communist revolutionary leader Mao Zedong rejected the proposal and focused on the rural farmers as the proletariats of the revolutionary. The Soviet approach towards communist revolution has been strugglin g to become the dominant revolution as most other Asian nations also lacked urban workers. The Maoist communist method was getting popularity over Marxist-Leninist method in most Asian countries like Cambodia, Vietnam or North Korea. De-Stalinization After the death of Stalin in 1953 the conflict became stronger. Mao Zedong represented himself as the chief leader of the international communist revolution but the newly elected president of USSR Nikita Khrushchev thought differently as he was the leader of a superpower nation f that time. Immediately after coming to power, Khrushchev started the process of De-Stalinization where he condemned Stalins crimes and returned to Socialism and Leninist principles.[5] However at that time the world of communism was following the steps of Stalin, so it affected the reputation of the countrys image. Through the De-Stabilization process Khrushchev leads the communist movement towards a peaceful coexistence with the western capitalist world. This came as a shock of communists revolution against the capitalism and damaged the reputation of the nations contribution to communism. The newly developed desire to build a relationship with the capitalist nation fueled to the conflicts.[6] The Sino-Sovi et Treaty of 1950 primarily happened because of the common purpose but the de-Stalinization by Khrushchev affected the purposes.[7] De-Stalinization is against the traditional Marxist-Leninist approach During 1950s china developed an economic reconstruction successfully that encouraged Mao Tse Tung and Mao Zedong, the leaders of the Chinese Communist Party to consider The Great Leap Forward which is based on classic Leninist Marxist method and differed from Khrushchevs reformist approach.[8] This militant approach towards economic development was developed to gain technological and economic development at fast pace. The leaders had little faith over Soviet approach towards financial, technical and economic assistance to their nation. This uncertainty was primary base for the project of The Great Leap Forward by the Chinese communist leaders. China had to improve its mechanization and industrialization that was far behind from most developed nations. Khrushchevs policies appeared to them no aligned with Chinas desire and they also wanted to overcome the political dependency. The Great Leap Forward was mainly included the most rural and few urban areas. The project was based on two a spects one is the commune formation of the people and the mass steel campaign. Chinas desire to become communist superpower through Economic Development Mao Zedong wanted the Peoples Republic China to become the communist super power by replacing the USSR. China has a contradictory stand against Khrushchevs relationship with Unites States of America regarding the nuclear power. China included the nuclear power in their development plan and wanted the Soviet nation to help them to achieve it. However the USSR refused Mao to help in developing nuclear weapon. Though USSR and PCR were stills officially allies but the relationship internally deteriorated. Khrushchev concluded that Maos decisions are destabilizing the nation and on the other side Mao considered USSRs diplomatic approach towards USA to be unreliable.[9] In the 1950s the USSR sent experts to China who could help the country in following the existing soviet model to centralize the countrys economic development. The method put more importance on the heavy industry and gives less importance to the consumer goods. However in the second phase of the decade started adapting diffe rent ideas to improve the communist socialism by mobilizing the Chinese workers. USSRs attitude towards Capitalist nations Stalin had condemned Tito and the relationship with Yugoslavia which Khrushchev reestablished after coming to power. These de Stalinization policies disturbed Mao. Mao was more inclined towards the political ideologies of Stalin so the denouncement of certain policies and principles angered Mao like the Cominform was developed with the purpose of coordinating actions among the various communist parties under the guidance of USSR, but this was rejected by Khrushchev.[10] The core political theories by Marx-Lenin were deemphasized by him as well. Khrushchevs actions to eliminate the war between socialism and capitalism in order to establish the coexistence created a great challenge for China. Mao Zedong implemented the policy after Civil War where the communist nations were expected to follow his foreign policy which he developed with the fear of American military intervention or Japanese Imperialism.[11] The different paths of Communism, Great Leap Forward served a medium As the communist leaders of China felt that the Soviet leader is hampering the global movement of communism militarily and ideologically, the support from the USSR is no longer guaranteed. In the Communist Party of Soviet Union of 1956 Mao Zedong suggested that all other communist nations should take lessons from USSRs activities.[12] He believed that China develop more in the socialist road than his companion in near future by taking object lessons from the Soviet nation. However it was yet impossible for China to claim to be the leader in the socialist area. Mao was preparing the nation for a great economic development as he did want to fall behind USSR. Mao announced that China would progress more than UK within coming 15 years.[13] During the Khrushchev era, Mao actually planned to surpass the USSR in the political and social construction. In order to achieve this goal Mao had to change his strategies and follow some other routes than the ones proposed by the USSR. The policies t hat Mao implemented in the process are The Great Leap Forward.[14] The project incorporated various changes in the domestic policies that were criticized by the Soviet Premier. The dream of great economic development has long been cherished by Mao. In 1956 Mao announced the similar plan to excel the powerful capitalist countries within few years. His aim was to establish a powerful socialist society in China through three five year plans. This plan reflected in the slogan surpassing Britain and catching up with USA provided great motivational strength to The Great Leap Forward.[15] The process was gaining collectivization in the countrys agriculture as the first step in achieving the great leap. If the nation achieves the initial mission, Mao believed the surpassing Great Britain and catching up the USA would be materialized. It was obvious that through the economic model Maos China would be surpassing Khrushchevs USSR. Mao had expressed in internal meetings that following the Sovie t Union approaches blindly. The communist leader knew that the political scenario of the country was different from USSR and the manpower was stronger than USSR. However there was much criticism internally, externally regarding its future success. Mao answered them by saying that Marxism was shifting towards the eastern countries it has great potential make the proposed planes successful. Maos real intention was to surpass USSR politically, technologically and financially. Success of The Great Leap Forward, Threat to USSR The Great Leap Forward has already initiated but the collectivism was yet to be completely implemented. The dissatisfaction was increasing among the rich farmers as they saw poor peasants and farms lacking efficiency are getting amalgamated.[16] However The Great Leap Forward through the communes of the people demonstrated the signs of a greater leap that can ensure Chinas better position in the world of communism. The soviet embassy in China commented that The Great Leap Forward is conceptual assessment but when compared to the countrys existing economy the review highlighted the leaderships economic illiteracy. The Chinese communist party in the Beidaihe meeting declared that in near future the partys agenda of becoming supreme communist power will soon be real. Mao predicted that China would modify the production relationship and thus the economic development of the country would surpass the USSR. The collectivization was different from the existing method in USSR where collective farms were only focused on agriculture and their lack of involvement with industry didnt help them to transit into communism completely. Chinas peoples communes took the help of great leap forward and economic development of 1958 wanted to shift from socialism to communism , in other words the party aimed to shift from socialist collective ownership to ownership by the whole people.[17] The criticism against the Great Leap and Maos action influenced the Schism In 1963 after the outburst of the China USSR polemic, the USSR government officials started to oppose the activities related to Great leap forward. In September the Pravda published significant news report regarding the great leap.[18] It stated how China had been achieving great success in agriculture and overall economy due to the great leap. It also highlighted if China continues to grow at that level it will soon become the strongest industrialized nation in the world. The soviet leaders in China expressed their criticism and concern about the leap in 1958. The experts reported that Chinese are using similar method that Soviet applied in 1930s; Khrushchev stated it as Chinas stupid mistake.[19] The experts refused any immediate economic or technological assistance as the USSR government instructed them. However a large number of young Soviet common man and cadres were influenced by the great leap. Many started to believe that great leap forward led China to explore new ways to co mmunism which USSR had failed to explore. Khrushchev saw this as threat and publicly stated that the method was not suitable for socio-political structure of USSR. On the other hand Mao Zedong was satisfied with the great leap results and made him believe that surpassing Soviet economic development was near. Vietnam, North Korea, East Germany, Czechoslovakia and Poland supported Chinas activities whole heartedly but USSR showed no support. The Peng Dehuainletter revealed complaints from the below level cadres against the great leap.[20] This encouraged the Soviet cadres they demonstrated this to the members as example. Mao announced that he would attack those who have been criticizing The Great Leap Forward experiment. Conclusion The Great Leap Forward was not the only reason that caused the schism; there were other reasons as well. The split began to come on the public surface when the USSR showed support to Tibet in their revolution against China in 1959. In 1960s Romanian Party Congress Mao Zedong and Nikita Khrushchev criticized each other publicly.[21] Khrushchev accused Mao as the deviationist whose activities are not aligned with the partys official doctrine and Mao in return accused him of being a Marxist revisionist. As a result Khrushchev withdrew most support from China. Maos Three red banners that are The Great Leap Forward, the general line and peoples communes acted as key drivers towards the schism between USSR and China. Reference Bernstein, Thomas P. "Mao, Chinese Communism, and the USSR."Journal of Cold War Studies16.2 (2014) Cheng, Shi.China's Rural Industrialization Policy: Growing Under Orders Since 1949. accounting, (2006) Graziosi, Andrea. "Political Famines in the USSR and China: A Comparative Analysis."Journal of Cold War Studies(2017). Heinzig, Dieter.The Soviet Union and communist China 1945-1950: the arduous road to the alliance. Routledge, (2015) Hill, Christopher.Lenin and the Russian revolution. Read Books Ltd, (2016) 'Historic Lessons Of ChinaS Cultural Revolution, Political Manifestations' (Marxists.org, 2017) https://www.marxists.org/history/erol/ncm-7/cwp-cr/part-2.htm accessed 14 September 2017 Hong, Yinxing. "The Evolving Economic Thinking of the Communist Party of China."The China Path to Economic Transition and Development. Springer Singapore, (2016) Hsiung, Ping-Chun. "Pursuing Qualitative Research From the Global South:" Investigative Research" During China's" Great Leap Forward"(1958-62)."Forum Qualitative Sozialforschung/Forum: Qualitative Social Research. Vol. 16. No. 3. (2015) Jersild, Austin.Sino-Soviet Alliance: An International History. UNC Press Books, (2014) Kaple, Deborah. "Agents of Change: Soviet Advisers and High Stalinist Management in China, 19491960."Journal of Cold War Studies(2016). Khlevniuk, Oleg, and Simon Belokowsky. "The Gulag and the non-Gulag as one interrelated whole."Kritika: Explorations in Russian and Eurasian History16.3 (2015) Koenker, Diane P.Moscow Workers and the 1917 Revolution: Studies of the Russian Institute, Columbia University. Princeton University Press, (2014) Mao, Zedong, and Stuart Schram.Mao's Road to Power: Revolutionary Writings, 1912-49: v. 5: Toward the Second United Front, January 1935-July 1937: Revolutionary Writings, 1912-49. Routledge, (2017) Mogos, Emy-Maria. "The position of the communist party of china towards the union of soviet socialist republics and the european socialist countries after the 20th congress of the soviet union communist party."Revista Romana de Studii Eurasiatice11.1/2 (2015) Roberts, Priscilla. "Introduction."China, Hong Kong, and the Long 1970s: Global Perspectives. Palgrave Macmillan, Cham, (2017) Shen, Zhihua, and Yafeng Xia. "Leadership transfer in the Asian revolution: Mao Zedong and the Asian Cominform."Cold War History14.2 (2014) Shen, Zhihua, and Yafeng Xia. "The Great Leap Forward, the people's commune and the Sino-Soviet split."Journal of Contemporary China20.72 (2011) Sun, Ping. "The Functions of Mao Zedong's Enigmatic Language."Journal of Arts and Humanities4.6 (2015) Teiwes, Frederick C.Politics at Mao's Court: Gao Gang and Party Factionalism in the Early 1950s. Routledge, (2016) Xiao, Ren. "Idea Change Matters: China's Practices and the East Asian Peace."Asian Perspective40.2 (2016) Zagoria, Donald S.Sino-Soviet Conflict, 1956-1961. Princeton University Press, (2015) Zweig, David.Freeing China's Farmers: Rural Restructuring in the Reform Era: Rural Restructuring in the Reform Era. Routledge, (2016 [1] Jersild, Austin.Sino-Soviet Alliance: An International History. UNC Press Books, (2014) [2] Hill, Christopher.Lenin and the Russian revolution. Read Books Ltd, (2016) [3] Koenker, Diane P.Moscow Workers and the 1917 Revolution: Studies of the Russian Institute, Columbia University. Princeton University Press, (2014) [4] Kaple, Deborah. "Agents of Change: Soviet Advisers and High Stalinist Management in China, 19491960."Journal of Cold War Studies(2016). [5] Khlevniuk, Oleg, and Simon Belokowsky. "The Gulag and the non-Gulag as one interrelated whole."Kritika: Explorations in Russian and Eurasian History16.3 (2015) [6] Zagoria, Donald S.Sino-Soviet Conflict, 1956-1961. Princeton University Press, (2015) [7] Xiao, Ren. "Idea Change Matters: China's Practices and the East Asian Peace."Asian Perspective40.2 (2016) [8] Teiwes, Frederick C.Politics at Mao's Court: Gao Gang and Party Factionalism in the Early 1950s. Routledge, (2016) [9] Graziosi, Andrea. "Political Famines in the USSR and China: A Comparative Analysis."Journal of Cold War Studies(2017) [10] Shen, Zhihua, and Yafeng Xia. "Leadership transfer in the Asian revolution: Mao Zedong and the Asian Cominform."Cold War History14.2 (2014) [11] Mao, Zedong, and Stuart Schram.Mao's Road to Power: Revolutionary Writings, 1912-49: v. 5: Toward the Second United Front, January 1935-July 1937: Revolutionary Writings, 1912-49. Routledge, (2017) [12] Bernstein, Thomas P. "Mao, Chinese Communism, and the USSR."Journal of Cold War Studies16.2 (2014) [13] Cheng, Shi.China's Rural Industrialization Policy: Growing Under Orders Since 1949. Springer, (2006) [14] Hsiung, Ping-Chun. "Pursuing Qualitative Research From the Global South:" Investigative Research" During China's" Great Leap Forward"(1958-62)."Forum Qualitative Sozialforschung/Forum: Qualitative Social Research. Vol. 16. No. 3. (2015) [15] Roberts, Priscilla. "Introduction."China, Hong Kong, and the Long 1970s: Global Perspectives. Palgrave Macmillan, Cham, (2017) [16] Zweig, David.Freeing China's Farmers: Rural Restructuring in the Reform Era: Rural Restructuring in the Reform Era. Routledge, (2016) [17] Hong, Yinxing. "The Evolving Economic Thinking of the Communist Party of China."The China Path to Economic Transition and Development. Springer Singapore, (2016) [18] Shen, Zhihua, and Yafeng Xia. "The Great Leap Forward, the people's commune and the Sino-Soviet split."Journal of Contemporary China20.72 (2011) [19] 'Historic Lessons Of ChinaS Cultural Revolution, Political Manifestations' (Marxists.org, 2017) https://www.marxists.org/history/erol/ncm-7/cwp-cr/part-2.htm accessed 14 September 2017 [20] Sun, Ping. "The Functions of Mao Zedong's Enigmatic Language."Journal of Arts and Humanities4.6 (2015) [21] Mogos, Emy-Maria. "The position of the communist party of china towards the union of soviet socialist republics and the european socialist countries after the 20th congress of the soviet union communist party."Revista Romana de Studii Eurasiatice11.1/2 (2015)

Technology management Essays - BMW, Convertibles, Sedans, City Cars

London School of Commerce Time Constrained Assessment - MBA 1 TMIA, May 2010 Maximum Marks: 70Duration: 48 hours Instructions: 1.This assessment has seven questions. 2.All questions must be answered and they carry equal marks. 3.Answer the questions, applying all the relevant concepts and theory learnt. 4.Any additional research done on the organization must be referenced. 5.This assessment must be answered in the question and answer format, the length of each answer must be 500 750 words. 6.The answers must be submitted through turnitin. BMW (This has been adapted and modified from a term paper on BMW from http://ivythesis.typepad.com) Introduction BMW is one of the best-managed brands in Europe, if not the whole world. Its consistent work over the years has led to a very strong position in the automobile industry, a clear message as well as a distinct identity. All encapsulated in 'the ultimate driving machine'. The only challenge for the brand seems to be to keep on track and to continue to develop (2003). In 1959 BMW was on the edge of bankruptcy, however, the company recovered to become one of the world's most profitable automobile manufacturers. Background of the Automobile Industry Though the car industry worldwide is replete with so-called national champions, it is probably the most globalized industry in the world with the three triad groups of the USA, Japan and Western Europe accounting for almost 90 per cent of total output. Additionally, it employs around 4 million direct workers with a further 10 million involved in material and component manufacture. When those involved in the selling and maintenance of vehicles are included, the total figure swells to around 20 million (1998). Apart from merger, almost all the automobile industry producers in Europe sought to improve their position in world markets by improving relations with their suppliers and bringing about radical improvements in supply chain management. The tradition in dealing with component suppliers virtually throughout Western Europe was extremely adversarial and based on short-term contracts which was in sharp contrast with Japanese practice. Successive reports indicated that the automotive components industry was the weak link in the European car industry. Initially, car makers simply tried to force component suppliers to cut costs and so place the responsibility for cost reduction and rising quality on to the suppliers. However, a report prepared by the Boston Consulting Group on behalf of the European Commission in 1996 highlighted Europes problems. The report pointed out that there was an alarming competitive gap with Japan and that unless drastic action was taken, this gap would continue to widen. The European components industry employed 942,000 people in 1992 with annual output worth 22 billion. It recommended that if Japanese productivity levels 2.5 times greater than European were to be achieved then 40,000 jobs or 54 per cent of the workforce would have to go. But even this swinging cut of itself would not guarantee reaching Japanese productivity levels. Such a change demanded radical policies and a strong move towards the Japanese system of tiers with the number of direct suppliers falling by two-thirds by 1997. The report recognised that the greatest challenge to improve productivity lay in the second tier suppliers consisting primarily of small and medium-sized enterprises where awareness of need to improve competitiveness is least advanced. It noted that individual car makers had already taken action to cut the number of direct suppliers from 1,280 on average in 1988, to 900 in 1994, and to an average of 400 by 1997. Central to this across Europe was the role of Germany which accounted for 47 per cent of the independent components industry and for 53 per cent of the sectors value added. France accounted for 19 per cent of output, the UK for 12 per cent, Italy for 11 per cent and Spain for 7 per cent. Crucial to success was concentration of ownership. Indeed, the process of consolidation was driven by the lack of competitiveness of many suppliers in an extremely fragmented industry and by changes in vehicle makers policies towards: more outsourcing with more design work being transferred to suppliers; the sourcing of components to come from single rather than multiple suppliers; the purchasing of whole systems rather than individual components; the formation of strategic business alliances. Context It has been stated

Organizational Behavior and Design Essay Example

Organizational Behavior and Design Essay You are the manager of a Hotel. You have decided to apply the Big Five Model in order to understand your employees and their work habits because it is generally supported by an impressive body of research. You want to use the five dimensions of personality to match individuals with jobs to which they are well-suited. You know that your customers are demanding and sometimes difficult. As a result the job is stressful and makes employees feel insecure. Which personality dimension taps a persons ability to cope with this job? Discuss. The Big Five Model or the five-factor model of personality which is typically called the Big Five-?has received Strong supporting evidence. An impressive body of research supports that five basic dimensions underlie all others and encompass most of the significant variation in human personality. Research on the Big Five has found relationships between these personality dimensions and job performance. From the Big Five factors I. E. Extroversion, Agreeableness, Conscientiousness, Emotional Stability, and Openness to experience (McCrae Costa, 1 997), the one factor that taps a persons ability to cope with stress is Emotional Stability. Let us see the five factors one by one and how emotional stability is the factor answering our question above. Extroversion Extroversion includes traits such as sociability, assertiveness, activity and talkativeness. Extraverts are energetic and optimistic. Introverts are reserved rather than unfriendly, independent rather than followers, even- paced rather than sluggish. We will write a custom essay sample on Organizational Behavior and Design specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Organizational Behavior and Design specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Organizational Behavior and Design specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Extroversion is characterized by positive feelings and experiences and is therefore seen as a positive affect (Clark Watson, 1991). It was found that Extroversion is a valid predictor of performance in jobs characterized by social interaction, such as sales personnel and managers (Barrack Mount, 1991; Pincher et al. , 1998). Johnson (1997) found a positive relationship between Extroversion and job performance of police personnel, and explained this relationship in terms of the high level of interaction in the police service. Agreeableness An agreeable person is fundamentally altruistic, sympathetic to others and eager to help them, and in return believes that others will be equally helpful. The disagreeable/antagonistic person is egocentric, skeptical of others intentions, and competitive rather than co-operative. According to Teeth et al. (1991 Agreeableness is a significant predictor Of job performance. Salad (1997) found that Agreeableness is related to training success. The co-operative nature of agreeable individuals may lead to success in occupations where teamwork and customer service are relevant (ledge et al. , 1999). Conscientiousness Conscientiousness refers to self-control and the active process of planning, organizing and carrying out tasks (Barrack Mount, 1993). The conscientious person is purposeful, strong-willed and determined. Conscientiousness is manifested in achievement orientation (hardworking and persistent), dependability (responsible and careful) and orderliness (planned and organized). On the negative side, high Conscientiousness may lead to annoying fastidiousness, compulsive neatness or workaholic behavior. Low scorers may not necessarily lack moral principles, but they are less exacting in applying them. Barman, White, Pulaski and People (1991) and Hough et al. (1990) found a correlation of 0,80 between reliability (an aspect of Conscientiousness) and job performance. Various researchers (Barrack Mount, 1991; Barrack, Mount Strauss, 1993; Rink Ferns, 1999) reported significant correlations between Conscientiousness and job performance. According to Jackets and Weaned (1 996), the relationship teens Conscientiousness and job performance could be attributed to the conceptual relationship between Conscientiousness and integrity. Furthermore, autonomy and goal setting influence the relationship between Conscientiousness and job performance (Barrack Mount, 1993; Barrack et al. , 1993) Emotionally stability (often labeled by its converse, neurotics) this dimension taps a persons ability to withstand stress. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be nervous, anxious, depressed and insecure. Neurotics is a dimension of normal personality indicating the general tendency to experience negative effects such as fear, sadness, embarrassment, anger, guilt and disgust. High scorers may be at risk of some kinds of psychiatric problems. A high Neurotics score indicates that a person is prone to having irrational ideas, being less able to control impulses, and coping poorly with stress. A low Neurotics score is indicative of emotional stability. These people are usually calm, even-tempered, relaxed and able to face stressful situations without becoming upset (Hough et al. , 990). HÂ ¶Raman and Massacre (1996) found that Neurotics is a predictor of performance in various occupations. Dunn, Mount, Barrack and Ones (1995) showed that emotional stability (the opposite of Neurotics) is the second most important characteristic that affects the employability of candidates. In a recent study Judge, Higgins, Theories and Barrack (1999) found that Neurotics is inversely related to job performance. However, according to Salad (1 997), Neurotics predicts job performance in certain circumstances. Openness to Experience Openness to Experience includes active imagination, aesthetic sensitivity, attentiveness to inner feelings, a preference for variety, intellectual curiosity and independence of judgment. People scoring low on Openness tend to be conventional in behavior and conservative in outlook. They prefer the familiar to the novel, and their emotional responses are somewhat muted. People scoring high on Openness tend to be unconventional, willing to question authority and prepared to entertain new ethical, social and political ideas. Open individuals are curious about both inner and outer worlds, and their lives are experientially richer. They are willing to entertain novel ideas and unconventional values, and they experience both positive and negative emotions more keenly than do closed individuals. Research has shown that Openness to Experience is related to success in consulting (Hamilton, 1 988), training (Barrack Mount, 1991 ; Pincher et al. , 1998) and adapting to change. In contrast, Johnson (1997) found that successful employees (compared with unsuccessful employees) obtained significantly lower Scores on Openness. Teeth et al. (1 991 ) reported that Openness to Experience is not a valid predictor of job performance. A Seibel explanation for the contradictory results regarding the relationship between Openness to Experience and job performance is that different jobs have different requirements. In conclusion, according to the Social Science Dictionary, emotional stability is individuals steadiness of mood, their ability to withstand minor setbacks, failures, difficulties, and other stresses without becoming upset emotionally. Emotionally stable persons tolerate minor stresses and strains of day to day living without becoming emotionally upset, anxious, nervous, tense, or angry. They are able to maintain composure under minor emotional stress. They are fairly constant in their basic mood, and they generally revert quickly to that state following those occasions when they have experienced considerable stress or have been exceptionally provoked which may be a frequent case in serving Hotel customers. The unstable person, on the other hand, is subject to fairly wide, frequent, and often unpredictable mood shifts that may swing from pole to pole. Simply put, emotional stability refers to a persons ability to remain calm or even keel when faced with pressure or stress. Someone who is emotionally unstable is more volatile, which means the person faces an increased risk of exacting with violent or harmful behaviors when provoked. People with positive emotional stability tend to be calm, self-confident, and secure. Those with high negative scores tend to be neo. us, anxious, depressed, and insecure. A workers emotional state influences customer service, which influences levels of repeat business and levels of customer satisfaction. Providing quality customer service makes demands on employees because it often puts them in a state of emotional dissonance. Over time, this state can lead to job burnout, declines in job performance, and lower job satisfaction. In addition, employees emotions may also be transferred to the customer. Studies indicate a matching effect between employee and customer emotions, which B practitioners call emotional contagion, the catching of emotions from others. How does emotional contagion work? The primary explanation is that when someone experiences positive emotions and laughs and smiles at you, you begin to copy that persons behavior. So when employees express positive emotions, customers tend to respond positively. Emotional contagion is important because when customers catch the positive moods Or emotions of employees, they feel encouraged to visit again. The verse also works in case of negative emotions and moods. When an employee is cranky or nasty, these negative emotions tend to have negative effects on customers. 2. Your management team is made up of people who are very different in their lifestyles and their stages of life. Metastases is a 23-year-old single parent who is working for minimum wage. Yanks is 60 years old, extremely wealthy and works because he enjoys it. Hellion earns a good living. She is single, 45 years old and has few interests outside of the office. You have decided to attempt to apply Masons hierarchy of needs to determine what motivates each Of these individuals. What is the need that you would expect that each is trying to satisfy? Discuss Measles Hierarchy of Needs (often represented as a pyramid with five levels of needs) is a motivational theory in psychology that argues that while people aim to meet basic needs, they seek to meet successively higher needs in the form of a pyramid. According to Masons hierarchy of needs, framed by A. Moscow, a U. S. Numismatic psychologist, it was explained that different human needs have different level of satisfaction. The hierarchy moves up from lower order needs such as physiological needs, safety and security, social needs to higher order hat is esteem needs and self-actualization needs. Individuals cannot move to the next higher level until all needs at the current (lower) level are satisfied. Abraham H. Moscow felt as though conditioning theories did not adequately capture the complexity Of human behavior. In a 1943 paper called A Theory of Human Motivation, Moscow presented the idea that human actions are directed toward goal attainment. Any given behavior could satisfy several functions at the same time. Measles Hierarchy of Needs has often been represented in a hierarchical pyramid with five levels. The four levels (lower order needs) are considered histological needs, while the top level of the pyramid is considered growth needs. The lower level needs must be satisfied before higher order needs can influence behavior. The levels are as follows: Physiological Needs These are needs required to sustain life, such as: air, water, nourishment, sleep. According to Measles theory, if such needs are not satisfied then ones motivation will arise from the quest to satisfy them. Higher needs such as social needs and esteem are not felt until one has met the needs basic to ones bodily functioning. Safety Once physiological needs are met, On?s attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by living in a safe area, medical insurance, job security, financial reserves and the like. According to Masons hierarchy, if a person feels that he or she is in harms way, higher needs will not receive much attention. Social Needs Once a person has met the level physiological and safety needs, higher level needs become important, the first of which are social needs. Social needs are those related to interaction with other people and may include: need for friends, need for belonging, and need to give and receive love. Esteem Once a person feels a sense of belonging, the need to feel important arises. Esteem needs may be classified as internal or external. Internal esteem needs are those related to self-esteem such as self-respect and achievement. External esteem needs are those such as social status and recognition. Some esteem needs are: Self-respect, achievement, attention, recognition, and reputation. Self-actualization is the summit of Measles hierarchy of needs. It is the quest of reaching ones full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. Self-actualities people tend to have needs such as: Truth, Justice, Wisdom, Meaning. Self-actualities persons have frequent occurrences of peak experiences, which are energize moments of profound happiness and harmony. According to Moscow, only a small percentage of the population reaches the level of self-actualization. From the given information in the above question, and the details of the Measles theory, Metastases, who is a 23-year-old single parent working for minimum wage, is trying to satisfy his/her physiological needs. Had it not men for this specific need he/she would have not worked for a minimum wage. She could have been searching for a higher paying job if its physiological needs were satisfied. Yanks, who is 60 years old, extremely wealthy and is working because he enjoys it is trying to fulfill his self-actualization needs. The fact that he goes to work for enjoyment shows that he has a choice not to work at all as all his other needs are satisfied. On the other hand, Hellion who earns a good living, is single, 45 years old and who has few interests outside of the office is tying to satisfy her Esteem needs. She might be looking for social recognition or achievement. Then. Vise it is shown that she earns a good living and also has few interests outside of the office. 3. You manage a department of five employees. You have identified that Joe scores high in the need for achievement, Mary scores high in the need for power, and Tim scores high in the need for affiliation. Sarah scored high in the need for power and low in the need for affiliation. Doug scores low in both need for power and need for affiliation. A. Which employee would be best suited to a challenging new assignment where they would receive rapid dieback? B. And who would probably be best to leave in charge while you are on vacation? Support your answer with sufficient reason. In the early sass, Abraham Moscow created his theory of needs . This identified the basic needs that human beings have, in order of their importance: physiological needs, safety needs, and the needs for belonging self-esteem and self-actualization. Later, David McClellan built on this work in his 1 961 book, The Achieving Society. He identified three motivators that he believed we all have: a need for achievement, a need for affiliation, and a need for power. People will have different characteristics depending on their dominant motivator. According to McClellan, these motivators are learned (which is why this theory is sometimes called the Learned Needs Theory). McClellan says that, regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will be our dominant motivating driver. This dominant motivator is largely dependent on our culture and life experiences. These characteristics are as follows: Dominant Motivator Characteristics of This Person Achievement Has a strong need to set and accomplish challenging goals. Takes calculated risks to accomplish their goals. Likes to receive regular feedback on their progress and achievements. Often likes to work alone. Affiliation Wants to belong to the group. Wants to be liked, and will often go along with whatever the rest of the group wants to do. Favors collaboration over competition. Doesnt like high risk or uncertainty. Power Wants to control and influence others. Likes to win arguments. Enjoys competition and winning. Enjoys status and recognition. Managing a group of people with different personalities is never easy. But if we are managing or leading a team, it is essential to know what motivates our people, how they respond to feedback and praise, and what tasks fit them well. David Miscellanys Human Motivation Theory gives us a way of identifying peoples motivating drivers. This can then help us on how to give praise and feedback effectively, assign them suitable tasks, and keep them motivated. Therefore, using this theory we can match people to jobs. Let us take a closer look at how to manage these team members who are driven by each of Miscellanys three motivators: Achievement people motivated by achievement need challenging, but not impossible, projects. They thrive on overcoming difficult problems or situations. People motivated by achievement work very effectively either alone or with other high achievers. When providing feedback, give achievers a fair and balanced appraisal. They want to know what theyre doing right -? and wrong -? so that they can improve. Affiliation People motivated by affiliation work best in a group environment and therefore it is best to integrate them with a team (versus working alone) whenever possible. They also do not like uncertainty and risk. Therefore, when assigning projects or tasks, we have to save the risky ones for other people. When providing feedback to these people, we need to be arsenal. It is still important to give balanced feedback, but if we start our appraisal by emphasizing their good working relationship and our trust in them, they will likely be more open to what we say. These people often do not want to stand out, so it might be best to praise them in private rather than in front of others. Power Those with a high need for power work best when they are in charge. Because they enjoy competition, they do well with goal-oriented projects or tasks. They may also be very effective in negotiations or in situations in which another party must be convinced of an idea or goal. When providing feedback, we need to be direct with these team members and keep them motivated by helping them further their career goals . In conclusion, those high on achievement like Joe, tend to prefer jobs with personal responsibility, feedback and moderate risks. They DO NOT always care about motivating others! Therefore, given the information in the above question We can conclude that Joe would be best suited to a challenging new assignment where he would receive rapid feedback. He had scored high in the need for achievement which means that he would strive to succeed no matter how challenging the job would be. In general, individuals high on the need for Power and low on the need for Affiliation tend to perform better in managerial roles. Thus, Sarah who had the same result as above would be the best to be left in charge while the Manager is on vacation. 4. Your colleagues at work are constantly talking about the manager in your organization. He is perceived throughout the organization as a ruthless man who is not to be antagonized. It is necessary for you to bring him a report, and you are very nervous about having to deal with him. What seems the Managers major base of power? Why? ND what is the most likely reason for the success of this manger? Explain. Power refers to the possession of authority and influence over others. Power is a tool that, depending on how it is used, can lead to either positive or negative outcomes in an organization. In 1959, American sociologists John French and Bertram Raven published an article, The Bases of Power, thats regarded as the basis for classifying power in organizations. They identified five sources of power, namely: Legitimate, Expert, Referent, Reward, and Coercive, power. Legitimate Power Legitimate power is also known as positional power. Its derived from the position a person holds in an organizations hierarchy. Job descriptions, for example, require junior workers to report to managers and give managers the power to assign duties to their juniors. For positional power to be exercised effectively, the person wielding it must be deemed to have earned it legitimately. An example of legitimate power is that held by a companys CEO. Expert power Knowledge is power. Expert power is derived from possessing knowledge or expertise in a particular area. Such people are highly valued by organizations for their problem solving skills. People who have expert power perform critical tasks and are therefore deemed indispensable. The opinions, ideas and decisions of people with expert power are held in high regard by other employees and hence greatly influence their actions. Possession of expert power is normally a stepping stone to other sources of power such as legitimate power. For example, a person who holds expert power can be promoted to senior management, thereby giving him legitimate power. Referent Power Referent power is derived from the interpersonal relationships that a person cultivates with other people in the organization. people possess reference power when Others respect and like them. Referent power arises from charisma, as the charismatic person influences others Via the admiration, respect and trust others have for her. Referent power is also derived from personal connections that a person has with key people in the organizations hierarchy, such as the CEO. Its the perception of the personal relationships that she has that generates her power over others. Reward Power Reward power arises from the ability of a person to influence the allocation of incentives in an organization. These incentives include salary increments, positive appraisals and promotions. In an organization, people who wield reward power tend to influence the actions of other employees. Reward power, if used well, greatly motivates employees. But if its applied through favoritism, reward power can greatly demoralize employees and diminish their output. Coercive Power Coercive power is derived from a persons ability to influence others via threats, punishments or sanctions. A junior staff member may work late to meet a deadline to avoid disciplinary action from his boss. Coercive power is, therefore, a persons ability to punish, fire or reprimand another employee. Coercive power helps control the behavior of employees by ensuring that they adhere to the organizations policies and norms. Coercive power rests in the ability of a manager to force an employee to comply with an order through the threat of punishment. Coercive power typically leads to short-term compliance, but in the long-run produces dysfunctional behavior. Coercion reduces employees satisfaction with their jobs, leading to lack of commitment and general employee withdrawal. Given the information in the question above, the Managers major base of power is Coercive power. The most likely reason for the success of this manager is hat his subordinates fear negative sanctions if they fail to comply. Case Questions case 1 Differing Perceptions at Coloration Industries Susan Harrington continued to drum her fingers on her desk. She had a real problem and wasnt sure what to do next. She had a lot of confidence in Jack Reed, but she suspected she was about the last person in the office who did. Perhaps if she ran through the entire story again in her mind she would see the solution. Susan had been distribution manager for Coloration Industries for almost twenty years. An early brush with the law and a short stay in prison ad made her realize the importance of honesty and hard work. Henry Coloration had given her a chance despite her record, and Susan had made the most of it. She now Was one of the most respected managers in the company. Few people knew her background. Susan had hired Jack Reed fresh out of prison six months ago. Susan understood how Jack felt when Jack tried to explain his past and asked for another chance. Susan decided to give him that chance just as Henry Coloration had given her one. Jack eagerly accepted a job on the loading docks and could soon load a truck as fast as anyone in the crew. Things had gone well at first. Everyone seemed to like Jack, and he made several new friends. Susan had been vaguely disturbed about two months ago, however, when another dock worker reported his wallet missing. She confronted Jack about this and was reassured when Jack understood her concern and earnestly but calmly asserted his innocence. Susan was especially relieved when the wallet was found a few days later. The events Of last week, however, had caused serious trouble. First, a new personnel clerk had come across records about Jacks past while updating employee files. Assuming that the information was common knowledge, the clerk had mentioned to several employees what a good thing it was to give ex-convicts like Jack a chance. The next day, someone in bookkeeping discovered some money missing from petty cash. Another worker claimed to have seen Jack in the area around the office strongbox, which was open during working hours, earlier that same day. Most people assumed Jack was the thief. Even the worker whose wallet had been misplaced suggested that perhaps Jack had indeed stolen it but had returned it when questioned. Several employees had approached Susan and requested that Jack be fired.

Example Biographical Statement †Scholarship Essay

Example Biographical Statement – Scholarship Essay Free Online Research Papers Example Biographical Statement Scholarship Essay Biographical Statement: Write an essay, describing yourself, your personal qualities, present activities, academic/professional accomplishments or ambitions for the future. The essay should be completed on this page.Born to a small Thai-Chinese family, I have been raised in a hard-working environment and involved with well-educated people since I was young. This ambient has helped me to develop strengths in myself such as being a good listener and quick learner with persevering nature. In my view, they are the starting point of my current ambitions and have played a big part in my successes in my past educations and working. For my academic life, I have had good chances to study in prestigious institutions which significantly enhance my creativity, initiative, and leadership. At the undergraduate level, I had also collected substantial amount of achievement awards from my institutions. For instance, I received tuition-waiving scholarships for outstanding students twice; and, when I was in the fourth year, I was elected as president of 700 senior engineering students and became a member of Chulalongkorn Graduate Council at the end of that academic year. After graduating from Chulalongkorn, I have substantially attained my professional and academic goals. In 1999, for example, I was one of few Thais who received the British Government Scholarships to pursue postgraduate studies in the UK. Furthermore, I was one of only five students who were awarded degrees with distinction for the overall MSc Finance courses and for my master’s dissertation. These successes in the past years are clearly a result of my personal strengths and opportunities I have always obtained. Finally, by looking ahead, I have intended to get myself heavily trained in the WBS doctoral programme to acquire excellent research and teaching skills to ensure the first-class contribution in my future academic profession. I am confident that this training, together with my consistently-cultivated strengths, are considered beneficial not only to myself or Dhurakijpundit University as my prospective sponsor but also to Thai students and business communities as a whole. Research Papers on Example Biographical Statement - Scholarship EssayStandardized TestingInfluences of Socio-Economic Status of Married MalesPersonal Experience with Teen PregnancyAppeasement Policy Towards the Outbreak of World War 2Analysis of Ebay Expanding into AsiaThe Relationship Between Delinquency and Drug UseResearch Process Part OneThe Project Managment Office SystemEffects of Television Violence on ChildrenOpen Architechture a white paper

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