Physical mental illness adolescents Essay Example for Free

Physical mental illness adolescents Essay Adolescence is a period during which many learning tasks must be accomplished. Even adolescents whose development is normal may have problems. Some adolescents, however, have major problems in achieving a satisfactory adjustment to the demands of home, school, and community. They may engage in unacceptable behavior; or their physical, social, emotional, and mental development may be slower than that of other adolescents. This research paper presents some representative illnesses of adolescence; the illnesses covered include problems of physical and mental illnesses. The physical illnesses Theoretical Framework Adolescence is unknown in many nonindustrialized countries. Instead, adulthood begins with the onset of puberty and is commonly celebrated with traditional rites of passage. With the advent of universal free education and child labor laws in Western countries, children, who otherwise would have entered the adult work world by the time they reached puberty, entered a period of life during which they developed an adult body yet maintained a childlike dependence on parents. Formal study of this transitional period between childhood and adulthood, known as adolescence, began with the work of G. Stanley Hall at the beginning of this century (Proefrock, 1999). But adolescence became a major field of study only in the past few decades. In fact, the Annual Review of Psychology did not include a review of research on adolescence until 1988- its 39th volume (Petersen, 1998). Adolescence has been celebrated in myth and fiction as a time of joy, with few pressures and demands. Is adolescence a carefree and happy stage? While many adolescent probably remember good times, they also remember times of unhappiness and stress, too. Moreover, most adolescents recall fears and doubts and periods of insecurity, along with unpleasant feelings about the kind of person they were. If so, they’re recollections are not unusual. Contrary to the romanticized version of adolescence as a carefree time, many illnesses may arise in this period. A truly carefree adolescence is rare, if not impossible. In spite of the illnesses that adolescents face, and the troubled behaviors that they may manifest, most adolescents do not become identified as â€Å"problem children. † This research paper will examine some illnesses in adolescent stage considered to be manifestations of disordered functioning. Causal factors will be presented for each illness, and treatments will also be discussed. Empirical Evidence In considering the problem of illnesses in adolescents, an important variable must be remembered: Adolescence is a very short period. Ideally, they develop from â€Å"primitive organism† to mature, stable adults. During the course of development, some behaviors may frequently be bothersome to others, or may cause psychological pain for the adolescent. Fortunately, these behaviors often disappear with time; the child â€Å"grows out† of them. Many theorists view life as a series of developmental periods through which children progress. During this progression, many tasks must be completed if the child is to become a reasonably well-functioning human being. How well each of us resolves these development tasks depends on many factors, including our genetic endowment, physical environment, and psychological support we receive from those raising us. Rather than review the development stages presented by one theorist, we will look more generally at what faces the child. Defining Illnesses Many criteria have been suggested for distinguishing whether the behavior of a child is to be considered an illness. A child’s behavior may not meet all these criteria, or even most of them, and still be of concern to a parent. For example, a teenager who is fearful about school might not be diagnosed as suffering from disorder, but the child would benefit from parental understanding and assistance in resolving this fear. The application of a formal diagnosis to many adolescent illnesses may result in negative labeling effects for many diagnosed adolescent, who are likely to carry the stigma of diagnosis throughout their school career. The more severe labels, may correctly or incorrectly influence teachers` perceptions of the asserts and deficits of adolescents. If an adolescent is expected to be a problem student because of a diagnostic label the teacher may well behave in a way that elicits problem behavior from the adolescent. The label may lead to a self-fulfilling prophecy. Mental Illness The term mentally ill is frightening to many people. Movies, books, and magazines often depict mental illness in frightening ways. In some cases, adolescents suffering from a mental illness do act unpredictably or even dangerously. With proper diagnosis and treatment, most of the symptoms of mental illnesses can be controlled. It is tempting to distinguish healthy adolescents from adolescents with mental illness problems. However, there is often a fine line between mental health and mental illness. It is important to understand that mental illnesses vary in their severity. For example, many adolescents suffered from various levels of anxiety or depression. Others have suffered from serious mental disorders with biological origins. Education about the adolescents` mental illness is vital for those with mental health problems as well as for the adolescents` friends and family. Obsessive-Compulsive Disorders. Approximately 5 million adolescents suffer from obsessive-compulsive disorders. An obsessive-compulsive disorder is an illness in which people have obsessive thoughts or perform habitual behaviors that they cannot control. People with obsessions often have recurring ideas or thoughts that they cannot control. People with compulsions feel forced to engage in a receptive behavior, almost as if the behavior controls them. Continual handwashing, counting to a certain number while using the toilet, and checking and rechecking all the light switches in the house before leaving or going to bed are examples of compulsive behaviors. Some compulsive behaviors that are more harmful include pulling out one’s hair and other forms of self-mutilation. The causes of obsessive-compulsive disorder are difficult to isolate. Some theorists believe that sufferers engage in compulsive behaviors to distract themselves from more pressing problems. Until recently, behavioral therapy, which focuses on controlling and changing behaviors, has been the common treatment for sufferers of obsessive-compulsive disorders. However, research now indicates that some of these disorders may be caused by a lack of the neurotransmitters serotonin in the limbic system. In the early 1990, a drug called clomipramine (Anafiranil) was released for prescription use. Researchers believe that chlomipramine alters the way serotonin is used in the brain. When used in conjunction with behavioral therapy, this drug has been found to be helpful in alleviating symptoms of obsessive-compulsive disorder. Conclusion/Summary explaining the connection between my subject and current ideas and applications within the field of psychology and throughout the research the references should be noted and organized, third person writing perspective and avoid biased or pejorative language. 12 font, Courier style font and double spaced. Thank you. Physical and mental Illness in Adolescents. I want the paper to have both positive and opposing veiws from authors along with a knowledgable solution or idea.

What was important to women in the past Essay Example for Free

What was important to women in the past Essay In the early 20s, things like getting married at an early age while you were still at your prime, building a family, buying a house with a white picket fence were important. Then in the 30s, getting married and having a family was still the most important thing, but also perhaps becoming a socialite and presenting a good imaging. *NOTE: It may be important to note that women were always expected to keep up appearances or be perfect and project the right image. At this point, having a career was relatively not important In the 60s is when women started getting out there and looking for jobs. Although having a family/husband was still important, women started getting jobs. However, the jobs they were getting were not like the mens they mostly had jobs like secretaries, teachers, nurses (jobs that have become stereotypical. ) As time progressed, the importance of having a career and being independent grew among women. We definitely saw this in the early 80s with women starting to break into the business world. The importance of this to women was shown in movies and music of the 80s. Even in fashion, we started seeing women dressing like men I. e. blazers, pants instead of skirts, ties careers, independence, and equality became even more important. During the 90s and up until today, women still find family important, but they recognize that personal stability, independence, education and your career are #1. * NOTE We see this belief in magazines like Cosmopolitan magazine as images as successful working women are portrayed. -women dont care as much of the image they should portray as much as in the past even though the pressure to do so is still there. -now women look for things like pay equality. -in the future, I think career will be even more important, in addition to making money. -this ambition can, in turn, only be good for the economy because women will get into the usually male dominated fields that usually pay the most women will be able to generate more money for companies. Past/ Present/ Future opportunities women had/will have (edu. /jobs/to make money. ) In the past, definitely, women were not expected or encouraged to continue their education after high school; therefore, their opportunities were limited. Nonetheless, the chance to go to school was still available as far back as the 20s. Career-wise, even if a women did go to university, for example, she was expected to take the jobs for women, like a teacher. There were hardly any female doctors, scientists, lawyers In that sense, those opportunities were limited. Obviously more educational and career opportunities have risen over the decades. Now there are chances for everyone. BUT, some stereotypes still exist of, women not belonging in the tech world. That may limit possibilities of advancement. In the future though will change because weve already stared to see it happen slowly but surely. Progress Development Report When we first started our task list of the things we wanted to talk about in our I. S. U. we decided to include the following points: womens roles at home, their roles in society, what was important to them, how did they make money, their knowledge of the work force, education/opportunities, knowledge of innovations, and obstacles to overcome. However, as we thought about how we were going to organize this so that it would flow coherently and be interesting to read, we decided to focus on one task point and pull other ideas from our other points that would correlate. We decided to select the question, What was important to women then, what is important to them now, and what will be important to them in the future? By doing this, we can accurately create a comparison of how their roles at home and in society have changed by revealing womens changing priorities. Also through personal accounts, statistics, historical findings from books and the internet, we will set the stage, or describe what was going on at the time to answer the other questions like the obstacles women had to overcome ( ie.Unequal pay ), or education and opportunities (ie. The growth of their opportunities or lack their of. ) Our group decided to answer the question of what women find important to not only present the project in a more interesting way and not just report the information, but to make it more personal. So far, we have had success in our change in organization for we are finding it much easier to systematize the information and that is, in turn, making our assignment all the better.

Leading Innovation And Change

Leading Innovation And Change New technologies, opportunities and threats force organizations to acquire adaptive capacities in order to remain relevant, competitive and survive in an increasingly complex business environment. Organizations and individuals have to embrace change initiative programmes in order to ensure organisational long-term success. In this paper, we look at the main theories of innovation and change, whilst maintaining a general view on how an organization goes about its change management decisions. We will describe one successful, one less successful change initiative and the impact of these two on the organizational culture. We also come to the conclusion that for a successful implementation of change, a company must be more transparent and listen to every employees opinions. Then, an integrated approach to the authors personal performance as a leader and what is still lagging to acquire the skills necessary to change development will be covered. Introduction Change, innovation, and even creativity are not new concepts in the framework of organizational development. The past few decades have witnessed the development of several theoretical models aiming to improve the way organizations function. Change demands both creativity and innovation. Wickoff describes creativity as the act of connecting the new into the existing and making connections that no one else has made (Wycoff, 1991). According to Pearce (Pearce, 1974), individual culture exerts a negative influence on creativity, however, were it not for creativity, culture itself would not be created. Innovation means successfully drawing on new ideas. All innovation begins with creative ideas. Thus, creativity is the starting point for innovation. Changes in innovation are necessary for the successful exploitation of new ideas. In an organizational setting, creativity is the generation of an idea, and innovation as the implementation of these creative ideas, known as creative output. (Woodman, 2008). Amabile implies that creativity requires individuals with creative characteristics, while a group of people are primarily responsible for implementing these creative ideas, so they can result in innovation (Amabile, 1983). At the core of organizational success, an employee is likely to be creative when they expect that their creativeness will lead to personal consequences that are more rewarding. (Ford, 1990) There are individual differences that may trigger employees creativity. Many theories revolve around the fact that individual creativity is a function of personality factors, creativity-relevant skills, specialized knowledge and genuine motivation. Overall, the success of an organization depends on the capacity of its staff to communicate and share knowledge (Bryans, 2001), and it is observed that the importance of specialized knowledge in an organization has been steadily increasing (Ingram, 2000) Hughes states that managing change is one of the major challenges that face not only the organizations, but also the individuals creativities that should accompany the organizations in their processes of change (Hughes 2006). Organizational change is related to organizational strategy, which will guide organizational direction and activities (Thornhill 2000). As individual change is pivotal part of organization change, change management need to be adopted at individual level in order to initiate the change and consequently obtain successful organization change (Hughes 2006). Beer and Noria explain that due to, heightened competition, globalisation, advancements in communications and information technologies, inter-alia, change initiatives have interested the majority of leading organisations. Organizational change initiatives can maximize shareholder value (i.e. economic value theory) and develop organizational capabilities (i.e. organizational capability theory) (Beer, 2000). Throughout this paper, we explore the theories behind innovation and change, evaluating one successful and one less successful innovation/change initiative related to the relevant theories. It also offers a reflection on the authors own performance as a leader of innovation and change, including the development of an action plan for further practicing the relevant skills leading innovation and change. Theories of Innovation Mulgan and Albury (Mulgan, 2003) define innovation as the creation and implementation of new processes, products, services and methods of delivery which result in significant improvements in outcomes efficiency, effectiveness or quality. They further elaborate this concept by linking the idea of creation to a source of value both for the individual consumer and companies. According to Joseph Schumpeter (Schumpeter 1934), innovation is different from invention insofar as the latter covers only aspects related to technical progress while innovation relies on acceptance and marketing. In addition he highlights the importance of innovation for growth and economic development. For example, a technical discovery without a valid product or a service cannot be regarded as an innovation. Van de Ven (Van De Ven 1986) adopts a broader definition of innovation by setting it as the development and implementation of new ideas by individuals who, over time, engage with others in a defined institutional context. Through these different definitions with the common denominator in the individual, innovation could be summarized as a creation, whose application would generate business opportunities meeting existing needs or addressing new needs. Through Schumpeter (Schumpeter 1934), we discover the five major types of innovations: (i) the introduction of a new product; (ii) the introduction of a new method of production, (iii) the opening of new markets; (iv) the conquest of a new source of supply of raw materials; (v) the conception of new organizations. Different from Schumpeters theory, Tidd and Bessant (Bessant, 2009) summarized four dimensions of change, which they define as the 4Ps of innovation: Product innovation changes in things (products/services) which an organization provides; (ii) Process innovation Changes in the ways these things (products/services) are created and delivered; (iii) Position innovation Changes in the context in which the products/services are introduced; (iv) Paradigm innovation Changes in the underlying mental models which frame what the organization does. At the root of innovation is creativity, which is a process and a skill that can be developed and managed throughout the organization. A process is needed together with a culture that will help maximize creative assets. This is innovation capability that triggers organizational health. Tidd (Bessant, 2009) states that the implementing phases of innovation carry a high degree of risky as companies need to invest substantial resources and the uncertainty can significantly influence the implementation process. A great deal of research has been conducted to try to identify what factors affect the rate and extent of adoption of innovation by the markets. A number of characteristics of innovation have been found to affect diffusion (Rogers 2003): Relative advantage, (ii) Compatibility, (iii) Complexity, (iv) Trialability, (v) Observability In a dynamic environment, success comes from looking for the next opportunity and having the ability to finding insights into new products or services. Innovations may also be classified by their degree of intensity. When an innovation brings an improvement to the processes, it is described as incremental innovation. Christensen (Christensen 1997) states that incremental innovation does not change the nature of the product or service but allows the company to strengthen its offer without upsetting its value chains. Conversely, when an innovation is accompanied by a major technological breakthrough that improves the product or service, it is called disruptive innovation (Christensen 1997). Another dimension of innovation may be classified by its degree of novelty. Innovation is not only a matter of major advances or radical innovations but also includes small-scale changes or incremental innovations (Tidd, 2006). Innovation was considered largely as the creation and development of new ideas. However, generating new ideas is just one step of an innovation. Thus, as Tidd states, innovation is a process, not a single event, and needs to be managed as such. The influences on the process can be manipulated to affect the outcome that is, it can be managed à ¢Ã¢â€š ¬Ã‚ ¦ One notable model describing the innovation process is the innovation pentathlon framework (Goffin, 2005). A more generic innovation process model by Tidd and Bessant (Bessant, 2009) divides the innovation process into four phases: (i) Generating new ideas how can we find opportunities for innovation? (ii) Selecting the good ones what to do and why? (iii) Implementing them how to make it happen? (iv) Capture how to get benefits from it? In his research, Shapiro argues that perpetual and pervasive innovation is the key to long -term sustainable success in the continuous search for new consumers. (Shapiro, 2002) To survive competition, organizations must rapidly and repeatedly re-invent themselves often through its best resource, the employees. The road map to reinvention starts by applying the seven Rs. 1. Rethink your underlying assumptions. 2. Reconfigure how you carry out work. 3. Resequence when work takes place 4. Relocate where work is done to cut down on handoffs and delays. 5. Reduce the frequency of carrying our specific activities. 6. Reassign who does the work by asking if anyone else could achieve the same result more effectively and efficiently. 7. Retool the technology that supports getting the work done. Could new software and automated equipment transform our ways of working? Tidd (Tidd 2006) recognizes that shocks trigger innovations and changes occur when a threshold is reached (be it opportunity or threat). Similarly, Schumpeter (Schumpeter 1934) identifies the resistance to change when the resistance manifests itself in the groups threatened by the innovation, then in the difficulty finding the necessary cooperation, finally in the difficulty in winning over consumer. Change and change models An analysis of some of the works of authors considered masters of leadership explains this (Porter 1980) (Drucker 1999). The reasons for change resistance are essentially within the individuals of the organization and the environment in which they operate. Some changes occur because of the opportunities that arise, while others are planned as in mergers/acquisitions. The onus is then placed on effective change management, which allows people to reorient the organization, achieve its goals, maximize their performance and ensure the continuous improvement in an ever-changing business environment. Change occurs efficiently only if there is a complete commitment from within the organization. Change happens through people therefore, as part of the process of change it is necessary to know and stimulate their values, their beliefs, their behaviors and their emotions. Kim argues that organizations learn via their individual members (Kim 1993). Therefore, understanding individual learning theories are important for understanding organizational learning. There are different areas of change within an organization. Balogun and Hailey describe four types of changes: adaptation, reconstruction, evolution and revolution (Hailey, 2004). Scope of Change Nature of change Realignment Transformation Incremental Adaptation Evolution Big Bang Reconstruction Revolution Senior and Fleming see change as either soft change (group work change agent as catalyst, more complex) or hard change (clear objectives, achievable, less complex) (Fleming, 2006) Planned change takes conscious and attentive effort on the part of the organization. Kanter originated the concept of the change master: a person or organization skilled at the art of anticipating the need for and of leading productive change (Kanter, 1983) . Changes will not occur unless the necessity for change is significant. Employees and organizations usually resist change unless they have to. Before embarking on an organizational change initiative, a clear strategy must be planned in order to anticipate potential problems. One often criticized model for change is Lewins model of change, which consists of unfreezing, transforming, and freezing. Unfreezing refers to conditioning individuals readiness for change, and establishing ownership. It revolves around increased awareness by stakeholders of the existence of a dissonance between the organization and its environment. It fosters a desire for transformation that is then spread in the organization. This is a period of self questioning where reflections abound on the driving forces and changing patterns of perception. This stage is characterized by instability, loss of landmark and a degree of uncertainty resulting in the sense of the need to change (Lewin, 1951). During the transformation, momentum builds when stakeholders introduce change and plan its implementation and transformation with the commitment of individuals to accept the change initiatives. In the final phase, refreezing, individuals recognize the change and reestablish the equilibrium, both personally and within the organization. This last step in the process of change is the institutionalization of new practices. It is therefore the consolidation, convergence and adoption of new behaviors. In addition, during this phase, the organization assists the rooting of new standards and the emergence of a new culture. Refreezing thus prevents individuals to return to the previous step, and wide acceptance leads to progress. (Gilley 2005). Lewins Force field analysis (Lewin 1951) further considers that an issue is held in balance by the interaction of two opposing sets of forces the positive and the negative in terms of those forces driving change and those forces restraining change. Lewin considers a number of positive forces that support this state together with a set of restrictive forces that oppose and counterbalance it. In essence, this resistance allows Lewin to conceive patterns of continuity and discontinuity within relatively stationary structures in group behavior. In this respect, behavioral change is not conceived of as naturally emergent, but rather as a planned process requiring the intervention of a change agent . Lewins model has several limitations in that it fails to address the human side of change and doesnt address the emotional state of people during the change process and relies on the change agent to act as a cohesive between states of stability while helping to diffuse resistance. Not every employee or stakeholder will agree on the new vision or let alone implement it. Another risky limitation is preventing organizations to move back to former phases where updating may be required. This can send wrong signals to employees, especially when the realization of moving too fast or too early into a new stage, triggering significant changes in the internal environment. Very similar to Lewins model, Kotters (Kotter 1996) eight steps of change is another linear model for change. Its eight steps are: establishing a sense of urgency, forming a powerful guiding coalition, creating and communicating a vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, and finally institutionalizing new approaches. However, knowing the required change is the critical question to ask. Those changes with wide-reaching impacts requiring significant unlearning by an individual are the ones that will generate the more resistance to change. In the following table, we combine the foundations of the two models. Kotters eight phases can essentially be reduced to three stages, similar to Lewins model. This allows us to consider an integrative model to the two different approaches. Lewins model Kotters model Phase 1 Awareness of the need to change Challenge the status quo Lack of stability created Create a sense of urgency Crete a guiding coalition Elaborate a vision for change Phase 2 Moving towards change Discussion and reflections on the inefficient existing practices Communicate the vision Empower the change agents Create short terms gains Phase 3 Institutionalize new practices Consolidate new behaviors Solidify new norms Consolidate longer-term gains Solidify new approaches into culture Similar to Lewins model, Kotters fails to address the human side of change, assuming everyone will agree, and doesnt address the emotional state of people during the change process. In practice, during the different phases, greater attention is granted to managing the change process rather than the individuals affected by the change process. Employees lack the recognition that they are treated as competent and important elements of the organization. Their worth has to be recognized respected. To avert this during the change process, the organization can, inter-alia, instill a sense of belonging, enhance management-employee relations, improve the supervisory quality and decision making process, disseminate information and foster feedback and provide access to training. Researchers estimate that 70% of change initiatives fail. (Noria). Kotters model risks failure if the sense of urgency is not created, if a strong enough coalition is not formed, with blurred vision, not allowing adjustments or the elimination of harmful practices in the change process, failing to obtain success in the short term, or quickly calling victory and not anchoring the changes in culture of the organization. Lewin (management.net 2012) describes four essential steps to managing change: Define the change you want to see by creating a diagram or table of the future desired state. Brainstorm and analyze the restraining forces those that oppose change. Evaluate the driving and restraining forces and focus on the impact of each on the change initiative. Impose a strategy that analyses the driving and restraining forces. The result should be an action plan that will achieve the greatest impact. Egan (Egan, 1988), clearly influenced by Lewins, proposes a simple model for change in three steps: Assessing the current scenario Creating a preferred scenario Designing a plan from the current into the preferred scenario. Support and momentum must be gathered for effective change, always considering the human factor in order to prevent failure. During the change planning, it is imperative to bring on-board different profiles to achieve effective change. Senior and Fleming (Fleming, 2006) argue that for effective change, an organizational leader must engage and drive the initiative forward in the organization. The importance of stakeholder, in determining the driving and restraining forces, is important throughout the process Two radically different models of change are Beer and Norias theory E and Os (Beer 2000). Theory E focuses on creating value to the shareholder, and uses structures and systems to achieve change. This approach often resorts consulting firms and economic incentives as a way to entice the organizational changes at the lower level. Opposite is theory Os goal to change a companys ways from the bottom to the top, that is from the front line employees to the CEO. Management, employees, culture and behavior are addressed through the involvement of all the employees through a transparent communication scheme. Organizations abiding by theory O create systems which make employees emotionally committed to increasing their performance within the organization. Under theory O, employees are requested to become involved in identifying and solving work-related problems whereas managers believe that creating value is the essence of this approach. As there is no one right approach, the limitation of Beer and Norias model is that they cannot be implemented as stand-alone given the economic and human risks associated. Simultaneous implementation of both theories, know as tension between E and O, together with hard and soft change approaches, extremely delicate, will provide a sustainable advantage to organizations embracing it. The principles of creativity and innovation must be formulated and discussed across the spectrum between executives, middle managers and employees. A participatory approach early on the process can lead to failures in the change initiative. Change agents and executives of the organization should be alert on providing innovative frameworks for successful change. Whether planned or unplanned, the onus should be placed on having a clear understanding of the specific situation, its complexity and the selection of an appropriate change strategy and communication plan. Change initiatives need to be designed wit h all stakeholders in perspective; only successful change is operated from a stakeholder perspective. (Holbeche, 2006) A simple stakeholder analysis, adapted from Cleland (Ireland, 2004) can sustain an effective communication plan. Leadership and Leading change The most common definition of leadership refers to the ability to get others to do what you want. According to Bolman and Deal (Bolman 1997), the word leader was introduced more than a thousand years ago. It derives from the Anglo-Saxon laedare, which has undergone a few changes. In old English it meant conducting travelers on the road. Bolman and Deal (Bolman 1997) refine the term leader into those individuals that are helpful, make us feel secure and alleviate fears; those that see possibilities and discover hidden resources. Power is key to leadership. Robbins and Coulter differentiate between a manager and a leader, in that managers are chosen by the board or by shareholders of the company based on academic and work experience while leaders emerges from a group, and are able to influence employees performances (Robbins 1996). Koontz (Koontz 1995) states that leadership as an art that influences people to work voluntarily and enthusiastically to achieve collective goals (Kotter 1996, 490) In this sense, the leader faces the challenge of developing skills that drive change and guiding direction and vision. However, before being able to exercise effective leadership, individuals must continually seek self-learning and self-advancement. That is why, as a fundamental aspect, the leader of any group or organization must be committed to the challenge of increasing the value or the importance of his own organization. This self-improvement is fundamental part of any organizations culture. Robbins and Coulter mention qualities that characterize the leader such as: intelligence, charisma, decision, enthusiasm, strength, value, integrity and confidence in it (Robbins 1996, 573). Another common view is that leaders provide organizations and individuals with a clear vision capable of generating a compelling image of the future. In this regard, Kotters works (Kotter 1996) have been oriented to establish a clear difference between management and leadership: Management is a set of processes whereby complicated systems of individuals and technology run smoothly. The most important aspects of management are planning, budgeting, organizing, human resources and problem solving. On the other hand, leadership is a set of processes that prioritize organizations and adapt them to significantly changing circumstances. The leadership defines the future by aligning people with a vision and inspires them to make it reality despite the obstacles. This assessment refers to the ability of these individuals to assist a group of people in circumstances of uncertainty through a practical, achievable vision within a certain period and whose development is both an exercise of the intellect and heart. The vision is an image of the future, with an increasingly favorable individual and collective change with respect to the present. Organization leadership should work through the change agents to gain momentum and support the change initiative. The leaders function is critical to implementing the desired change. They do not necessarily need to be directly involved. Buchanan (2003) argues that change leaders should perceive the need for change and advocate the change. However, acting alone will not be successful and functioning though a change agent, with the responsibility to implement change is a more sustainable strategy. All stakeholders should be part of the change effort and it is important to consider each stakeholder in planning strategies in order to gain support for the change effort. Leaders must advocate the change in a way that makes it appealing and less threatening to the stakeholders. Somewhat dissonant to Lewins theory, Kanter states that it is easier to implement change when it is: conducted on a small scale, can be reversible if unsuccessful and in line with the organizations current direction. (Kanter R. , 1983) Leaders must think in the longer term and look beyond the unit of work of the department towards a greater scope. Their intuition of the environment is used to exhort influence. (Higgs) They possess vision, and have the political skills to deal with the challenging and resisting changing environments and groups of followers (Bolman 1997). Senior and Fleming (Fleming, 2006) assert that another important trait in change management leadership is the will to take risks. Leaders not only must assert their creative and emotional intelligence, but they must motivate for how change is accomplished (Fleming, 2006, p. 348) Transformational leaders, willing to take risks, exerting consistent behavior with high levels of ethics and integrity are able to inspire and motivate employees by demonstrating a shared commitment to the new goals and vision of the organization. (Riggio, 2006). Successful change Robert Heller states that good change management teams are those that know what to change, have the competence to accomplish change and above all carry it out. It helps to operate change under a cultural banner. One theory that groups thinking from Lewin, Kotter and Beer and Norias models is Bolman and Deals four frames, which require creative thinking beyond the described linear model of change. We look at the experience in creating organizational learning and change relates to Bolmans and Deals (Bolman 1997) four frames of organizational structure. The case of a large United Nations (herein referred to as UN) organization will be presented. It is an interesting example of a UN organization operating in changing environments with offices in over 70 countries and a diverse multicultural cadre of staff. Unpredictability is embedded its organizational culture and resilience to change gives it a comparative advantage over other UN organizations. Staffs in the field, away from headquarters, are expected to be mobile and work in the most challenging circumstances and deliver results. The importance of a field presence close to the beneficiaries served is of vital importance. The UN organization strives to increase its expertise in finding and providing efficient and effective solutions to hunger and malnutrition. In retrospective, a stakeholder analysis identified the following stakeholders in the change process: Importance of stakeholder >>> Influence of stakeholder >>> Little or no importance Some importance Significant importance Significant influence C A Somewhat influential Little or no influence D B Group A: Executive management, Middle management, Board of directors Group B: Employees, Host government, staff unions, Project teams Group C: Donor countries, Staff counselors Media and journalists Group D: Staff families, Beneficiaries, Local communities Structural frame: The structural frame emphasizes goals, specialized role, and formal relationships, commonly depicted by organizational charts (Bolman 1997, 13) It highlights the structural aspects of organizations and assumes the following: organizations exist to achieve goals and objectives; things work best when rationality prevails over human needs; it is most effective and efficient to assign roles using specialization and division of labor; effective coordination and control is needed for individuals to work together to meet the organizations goals; problems are a result of poor structure (Bolman 1997) Given the current state of global economic, social and political affairs , combined with the organizations thirst to remain relevant, it is expected to do more with less and continue to be as innovative (and more creative in reaching results). This translated into a change on the approach starting with a rapid organizational assessment that was immediately undertaken to facilitate a process of reflection, review and analysis. The results of this assessment were reviewed by a team of change sponsors/advocates within the organization. A wide range of going-forward organizational design and operating recommendations were made to the executive director and developed into a framework for action calling for a strategy based on participation and action planning and guiding coalition. In order to be more efficient, boost creativity and innovation, it was determined that decisions had to be streamlined, eliminating redundant positions, and improving communication through a wide internal and external participation. The result was a process driven by function rather than focused on current personnel. Immediately, a new structure was designed harmonizing the executive functions, and eliminating redundant director jobs, and ultimately streamlining decision making closer to where the operations are. The result is an organization with one executive director, one deputy executive director and four assistant executive directors (effectively two functions of deputy executive director were eliminated). The assistant executive directors moved from supervising thrust areas in HQ to managing functional areas across the entire organization. Regional directors, responsible for managing vast operations areas, are given more powers to support the country directors without having to resort to HQs approval. Country directors empowered as the centre of gravity with increased decision making authority. Change advocates not only mobilized the energy to drive the process forward but also lead a process of innovation and change by inviting employees to participate in the change process (Beer, 2000). In turn this meant that all key managers position across the spectrum in HQ, regional offices and country offices had to face the reality that their jobs were evolving to meet the new longer-term goals. New skills were to be learned and a comprehensive program on capacity building was planned. A thorough review of job description woul

Female Genital Mutilation Essays -- Exploratory Essays Research Papers

  Ã‚  Ã‚  Ã‚  I decided to do this paper in an effort to try and become less ethnocentric and find an appreciation of cultural practices which were not of my own.   I feel I have found a deeper appreciation for many African cultural practices, but my research of African culture has exposed me to many practices that seem inhumane and barbaric. One cultural practice that I just cannot bring myself to agree with is the treatment and oppression of African women by men. Through my studies on Female Genital Mutilation, I had hoped to find a valid explanation for this procedure that is so frequently being done to women and female children.   Instead, I found something deep within myself that wishes this mutilation would come to an end.   Allow me to provide you with the facts.   Ã‚  Ã‚  Ã‚   Female Genital Mutilation, sometimes also referred to as femal circumcision, is a surgical modification of the female genitalia.   Ther are four forms of female genital mutilation.   The first is called Mild Sunna.   It is the removal of the prepuce of the clitoris.   It is comparable to male circumcision when the foreskin is removed from the penis.   Next there is the Modified Sunna which is the partial or total removal of the body of the clitoris.   Then you have the Clitoridectomy or Excision.   This is the removal of all or part of the clitoris as well as all or part of the labia minora.   Lastly, there is Infibulation or Pharaonic circumcision.   This consists of a clitoridectomy and the removal of the labia minora and also the inner layers of the labia majora.   The raw edges of the vulva are then sewn together with catgut or brought together by use of thorns.   A small sliver of wood or straw is often then inserted into the vagina to prevent complete occlusion and to ... ... Nearly one hundred fifty million females have undergone this procedure and it is estimated that each year 2 million individuals are still at risk.   I am hoping that this information will grab at the hearts of others and educate readers on the facts of Female Genital Mutilation.   With that, I devote this to my sisters in Africa in hopes that this violation will one day come to an end. Works Cited 1.   Do They Hear You When You Cry.   Fauziya Kassindja. 1998 2.   Female Genital Mutilation. American College of Obstetrics and Gynecologists Committee Opinion. Number 151. Jan. 2003 3.   Female Genital Mutilation.   Council of Scientific Affairs.   American Medical Association.   JAMA Dec. 2000. Vol.274. No. 21 4.   Infibulation in the Horn of Africa. Guy Pieters M.D. Albert B. Lowentels M.D.   New York State Journal of Medicine. April 2001. Vol. 77. Number 6. pgs.729-731

Curfew: Worth It Or Not Essay -- essays research papers

Curfew: Worth It Or Not   Ã‚  Ã‚  Ã‚  Ã‚  The Curfew is not being enforced, imprisons you, and does not prevent kids who are over 17 to commit crimes. There is always no one to enforce the curfew, and it is hard to enforce. You feel as you are in a prison, you should have control over your own life, and government should not tell you what to do. Finally, kids 17 years and younger do not commit crimes.   Ã‚  Ã‚  Ã‚  Ã‚  Curfew is not possible to enforce because you can not tell by just looking at someone and saying that they are 17 years or younger. In addition, since this is a free country, you do not have to have an ID with you all the time. For example, a Police Officer is walking on a street and sees several teenagers going on the same side. He can not tell w...

The Possible Mechanisms of Scrapie Contraction Essay -- Biology Medica

The Possible Mechanisms of Scrapie Contraction Scrapie was first discovered in Great Britain in the late 1900’s. The first case of scrapie in the United States was found in Michigan in 1947 when the flock owner had imported sheep of British origin several years prior. Since then scientists have researched to find the cause of the scrapie agent that are classified as transmissible spongiform encephalopathy. At the present, scientists have presented three main theories that explain why the scrapie agent holds a dangerous threat against its host and how it elicits its symptoms. Scientists are finding genetic alternatives to prevent and dampen the spread of scrapie within sheep and goat flocks. They use methods such as tatoing and genetic selection to regulate animals exposure to the pathogen. Scrapie is defined as a fatal, degenerative disease affecting the central nervous system of sheep and goats. It is widely feared because of its uncertain origin and therefore its seemingly incurable status. It is closely related and often associated with bovine spongiform encephalopathy (BSE; also known as â€Å"Mad Cow† disease), as well Chronic Wasting Disease (found in deer and elk) all of which are classified as transmissible spongiform encephalopathy. (Q&A. July 2005 http://www.animalagriculture.org/scrapie/AboutScrapie/QandA.htm) Scrapie is usually transmitted from the mother to her baby sheep or goats, through the placenta or the placental fluids. Animals infected with scrapie experience the symptoms and effects of the disease after two to five years post infection. Scrapie can be transmitted to susceptible sheep and goats through contact with the placenta and placental fluids of infected animals. There has been no evidence of human trans... ...entists alike are trying to make up new procedures of prevention to dampen the further spread of scrapie throughout the population of sheep and goats. Such measures taken to prevent the spread of scrapie include the genetic-based flock clean up plan. Here, genetic selection is used as the primary means of scrapie regulation. The United State s Department of Agriculture’s Animal Plant Health Inspection Service is using genetic testing to determine which exposed animals must be removed or restricted in affected flocks and which are free to move unrestricted. This genetic clean up plan calls for the removal or restriction of all exposed susceptible sheep and goats as well as a five-year cycle of strict monitoring for the breeding of all the livestock (The Genetics of Scrapie Susceptibility. July 26 2005: http://www.aphis.usda/gov/us/nahps/scrapie/scrapie_genetics.pdf).

Jardi tancat Essay

Nacho Duato uses several motifs in Jardi Tancat to establish intent in his work. His work is based on Catalonian folk tales collected and sung by Maria Del Mar Bonet, to express the poor Catalonian people’s communal hardships, struggles and desperation as they cyclically farm the land. Duato has portrayed this intent through many motifs such as, curved lines and gestural action motifs. He has then manipulated these motifs through each section to unify the work as a whole. One motif frequently shown throughout the piece is the use of curved lines. This is shown in the opening silence section as all six dancers are waking from a low, hunched over crouch on their knees with hands rested out in front portraying their fatigue. Then in unison, they make a sudden jump with a forceful dynamic to a two-footed, curved stance with their hands clasped at the lower back to convey them supporting their back from the aches and pains. They then slide the hands down towards the back of the knees arching the spine in reference to stretching, as knees invert, they release their arms and curve upwards in a sustained motion repeating three times. The rounded and hunched movements portray the physical strain of their daily routines of cycling work has on their body and high releases reflecting the intent of faith and prayer in the work. A manipulation of this curved motif is shown later on in section one in unison with their arms resting on another to further establish the intent of communal connectedness. As they stand side by side in two parallel lines in the back corner facing upstage, by rolling and pulsating their spines they resemble the support they have for one another in the community throughout their hardships and sorrow. Gestural movements are incorporated throughout Jardi Tancat. One of the motifs include ‘sowing’ or seed planting action, which involves a low, curved line of the spine again to emphasize the straining work. Hunched over with a slumped dynamic determining the draining work, the dancers travel laterally across the space with heavy, limping ‘step-cross’ footwork. This pathway is performed in unison in the opening silent section, indicating planting endless rows of crops. As they travel diagonally, their sagged,  contracted back emphasizes the physical burden on the body. This is also evident through the angular-shaped arm bent above their head, supporting the back, whilst the other arm is stretched with fingertips skimming across the floor ‘planting the seeds’. This motif is later on manipulated and shown in the fourth section ‘Out of the Fields!’ Repeating the movement, however working in cannons with efficient shuffling dynamic. Neat, and smoothness of the rows is no longer required as speed is all that’s needed to get the tiring chore done. This motif is repeated and manipulated throughout Jardi Tancat to represent the cyclic nature of their daily lives. The curved lines and gestural motifs used within Nacho Duato’s work ‘Jardi Tancat’ implement the intent of his work. These motifs are then further manipulated using space, time and dynamics to further establish meaning and expand intent of his work. Nacho Duato is then able to successfully and clearly display the continuous communal hardships that Catalonian farmers endure everyday through these motifs.