Social Policy review and analysis Essay Example | Topics and Well Written Essays - 2250 words

Social Policy review and analysis - Essay Example sily comprehensible process. Single issues or individual pressure groups are the basic building blocks of modern pressure groups. Every interest is "seen as expressing a joint purpose" of individuals that have come together to achieve convinced objectives. These groups have limited organizational skills and lack the knowledge of government to succeed in the few specific issues on their purpose. Single issues interest groups usually have a liquid membership base, which use the media and tremendous action to obtain their goals. The groups usually are fighting for a change in private or public policy they find inequitable or unmerited. These groups tend to break up when they reach their goals (or concede defeat). Although single interests groups are not completely unproductive, their "inclination towards passion" makes them not well liked in the Bureaucratic community and in revolve do not stay around for too long. The main key to success for these groups lies within their usefulness to demand to public opinion. If the single interests group is around for enough time either by following or refusing to give up they usually band together with other similar single interest groups to carry on the fight. Groups such as this are referred to as organizational interest groups and usually contain a higher level organization than the single interests groups. Joining two or more groups with concentration on "structural interests" can attracts a wider membership base that in turn provides a larger economic sustain to work with. With more money the group can appoint a small staff of experts including lawyers, public policy experts, and public relations staff to help meet the changes in the government. The structure and basic goals of the organization do not change after the amalgamation it simply becomes more complex. Organizational groups tend to keep away from unnecessary behavior in the name of the cause and the use of media to gather public attention. Instead, the groups use formal briefs to get thei r point across to the general public. The organizational groups are knowledgeable in the political arena but are not as useful as the institutional groups. Institutional groups or "super organizational" groups have an widespread membership basis that allows for a stable membership of like-minded people. Everyone within the institutional group does not partake in the same exact interest; the members are required to share the information with others in the group to act in a common manner. The groups have substantial resources to carry out their "concrete and instant objectives." The resources include a highly trained staff that has widespread knowledge of the government that effects the suitable government officials and can converse easily with them. Unlike the single interests or organizational groups, institutional interest groups have the skills and knowledge needed to act as a "go between,

Origin of Rice Essay Example for Free

Origin of Rice Essay A major component of plants that are starchy in nature, the amyloplast are organelles that store starch. They are classified as plastids, and are also known as starch grains. They are responsible for the conversion of starch into sugar, that gives the starchy plants and tubers energy. Function: Synthesis and storage of starch granules Cell Membrane or Plasma Membrane The cell membrane is a thin layer made up of proteins, lipids, and fats. It forms a protective wall around the organelles contained within the cell. It is selectively permeable and thus, regulates the transportation of materials needed for the survival of the organelles of the cell. Function: Protects the cell from surrounding Cell Wall Unique to plant cells, the cell wall is the fairly rigid, protective wall that resists the strain of physical forces. The cell wall is mainly made up of cellulose fiber and it helps maintain the shape of the cell. Function: Maintain cell pressure and prevent over-expansion of cells Centrosome The centrosome is located close to the nucleus and is a small body made up of radiating tubules. It is responsible for producing and organizing the microtubules. In plant cells, the centrosome is a centriole-free organelle. It is also called the Microtubule-organizing center (MTOC). Function: Regulates cell-cycle progression Chloroplast Found only in plants, chloroplasts are organelles that resemble the structure of the mitochondria. It is a plastid that traps energy from sunlight. It contains chlorophyll molecules, that carry on the process of photosynthesis as well as, give the plants a lush green color. Function: Conducts photosynthesis Cytoplasm The cytoplasm forms the gel-like substance that holds the organelles in the cell. It is a colorless substance that is made up of mainly water, salts and organic molecules. It also contains proteins, that make up the cytoskeleton. We can refer to it as, the stage where all the action in the cell takes place, or as the home of all the organelles of the cell. Function: Site of multiple cell processes including, cell metabolism Golgi Body Known as the golgi complex or the golgi apparatus, it is located near the nucleus. It is a stack of membrane-bound structures that, is involved in the transportation of lipids and modification of proteins. It is crucial in segregating and transporting material within the cell. Function: Sorting, processing and modifying proteins Mitochondrion Known to be the power house or the storehouse of energy of the cell, the mitochondria plays an important role in a cell. They are made up of cristae or finger-like structures, which convert the sugar into Adenosine Triphosphate or ATP, that is energy for the cell. It is responsible for regulating membrane potential, programming the death of the cell and regulating cellular metabolism. Function: Energy production and conversion, regulates cell metabolism Nucleus This is a spherical body that contains various organelles like the nucleolus (where ribosomal RNA is produced) and is surrounded by a nuclear membrane. The nucleus is known to be the control room of the cell. It regulates various cell functions by controlling the protein synthesis of the plant cell. The nucleus contains DNA within the chromosomes. It is a membrane-bound structure that contains the cells hereditary information. Function: Controls expression and transcription of the gene Nucleolus Known to be the heart of the cell, the nucleolus transcribes ribosomal RNA. It is composed of proteins and nucleic acid and is known to be a genetically determined element. Function: Produces ribosomes Peroxisomes Membrane-bound packets of oxidative enzymes, the peroxisomes play a vital role in converting fatty acids to sugar. They also assist the chloroplasts in photo-respiration. Their functions include the glyoxylate cycle that occurs in germinating seeds and photo-respiration in leaves. Function: Breakdown of metabolic hydrogen peroxide Ribosomes They are small packets or granules of RNA that convert amino acids into proteins. It serves as a site of protein synthesis and is therefore termed as the workhorses of protein biosynthesis. Function: Protein builders and synthesizers Rough Endoplasmic Reticulum The rough endoplasmic reticulum or rough ER, is a vast interconnected membrane system located close to the nucleus. The presence of ribosomes on its surface gives it a rough appearance and hence the name. The RER works in accord with the golgi body to send new proteins to their proper destinations. These networks transport materials through the cell and produce proteins in sacs known as cisternae. Function: Manufactures lysosomal enzymes, translating and folding of new proteins Smooth Endoplasmic Reticulum Similar to the structure of the rough ER, the smooth ER is a separate interconnected network membrane structure that is free from ribosomes. The SER transports material through the cell. It is also crucial in producing and digesting lipids and proteins. Function: Manufactures and transports lipids Vacuole Vacuoles are essentially sacs filled with water that help maintain the shape of the cell. It stores nutrients and waste products. Its functions include, isolating materials harmful to the cell, maintaining turgor within the cell and exporting unwanted materials away from the cell.

Trait EI Theory in Leaders at Network Rail

Trait EI Theory in Leaders at Network Rail ABSTRACT This investigation addresses the problem of leadership attributes variance in different levels of management. With the environment work force changing in terms of relationships the linkages of self perceived emotional intelligence traits of 52 individuals in junior, middle and senior management at Network Rail are gathered using the Trait Emotional Intelligence Questionnaire (TEIQue) developed by Dr.Petrides at UCL. The investigation exposed a lower level of Global emotional intelligence of senior management in comparison to junior and middle management. However the findings also showed that senior management outperformed on traits that are closely linked with Network Rails Leadership development framework. The other variations and patterns in the data bring up the topic of optimism bias, the neuroscience of change and overcoming the immunity to change. Recommendations outline the intentional change model that could be adapted in order to develop effective leadership traits and be linked with the current talent management programme at Network Rail. CHAPTER 1 INTRODUCTION 1.1 Project Overview This study will look for the existing evidence and links between emotional intelligence (EI) and Leadership development in the construction environment. This study will focus on the trait EI theory (Petrides Furnham, 2006) and look to establish common traits in leaders at Network Rail. The study will look for commonalities in terms of traits and competencies in the organisations leaders. The Trait Emotional Intelligence Questionnaire (TEIQue) (Petrides Furnham, 2006) has been selected post literature review for its ability to test for Emotional Intelligence traits that most closely link with what is defined as leadership in academic literature. A lot of interest has surrounded the concept of Emotional Intelligence, and the alleged links it has to improving an individuals ability be successful. Linking and harnessing EI to individuals and their leadership performance is hard to scientifically establish. The investigation focuses upon common attributes that can be developed. Trait Emotional Intelligence (TEI) does not necessarily seclude what Goleman (1998) describes as those EI abilities that you are born with, such as the ability to tune in-emotionally (emotional awareness) to others, and read how they are feeling (social awareness). But this investigation will aim to look at the harder factors of EI that can be developed for and provide added value and competitive advantages to organisations. The investigation of EI and Leadership aims to uncover value that can be used to develop leadership performance. The practical or applied focus is the construction industry. The discovery of the common traits will then be compared to what currently exists in Network Rails (NR) current leadership framework. Recognising that NR and most large organisations already do acknowledge the link between EI and Leadership, the investigation will look at the construction industry specifically. As the construction environment is described as one which is based on human interactions yet suffers from disputes, fierce competitiveness and fragmentation (Walker and Hampson, 2003). The study then into EI and improved Leadership performance would be relevant into helping overcome these barriers to improved working relationships. 1.2 High Level Project Plan Literature review of emotional intelligence models. Selection of EI testing survey. Milestone One – rolling out EI test survey 15/06/09 – 19/06/09. Analysis of EI test results Assessment of leadership focus groups, survey and EI test results. Leadership framework analysis. Milestone Two – Realisation of gaps that exist within the leadership framework and proposal of enhanced leadership framework 06/07/09. Milestone Three – Draft Copy Complete – 06/08/09. 1.3 Project Road map Chapter 1 has introduced the problem area that this research is looking to add knowledge to. The second half of chapter 1 will draw in the reader to the more specific problem area that this project is addressing, and how this problem will be researched. A review of the existing EI models and an effective approach for this investigation will be sought and shall be addressed in this chapter also. Chapter 2 will set out the research methodology that has been adopted for this research, considering the nature of the project and the relative social complexities and privacy issues associated with emotional intelligence tests will be addressed here. This will follow on to the actual analysis section, chapter 3 where a cross section of the results will be displayed, and quantitatively analysed. The results of the study shall be shown in chapter 4. The evaluation of the study and future recommendations or work will be concluded in chapter 5. 1.4 Literature Review 1.5 Introduction The scope of the literature review will define emotional intelligence from the various academic perspectives, distinguishing an accurate and succinct description of the term, which is considered relatively new. The Literature Review will compromise of the following: Brief History of EI A discussion of the current EI models and the attributes that are linked to them Focus: The elected EI Model TEIQUE. How EI is linked to improved leadership performance. Leadership Responsibilities. The need for EI competencies and Leadership in the Construction Industry. The current problems within Network Rail. 1.6 What is EI? Though the term EI has in recent years broadened, the original definition of EI is: The ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions, Salovey and Mayer (1990 pg 189). Popularised by Goleman (1995) in his books and speeches in recent years EI may give the impression of being a very new concept, psychologists have of course established its presence much earlier than this. A time line has been produced to give an idea of how EI has grown and expanded (Figure 1). In 1920 a psychologist named Thorndike referenced in Khilstrom and Cantor (2009) established three forms of intelligence one of them being social intelligence. Thorndike stated that this was the ability to function successfully in interpersonal situations. Gardner (1983) then proposed social intelligence as one of 7 multiple intelligences which actually mapped out the beginnings of EI by stating that social intelligence comprised of interpersonal and intrapersonal skills. Gardner (1983) believed however that we have multiple intelligences rather than a general intelligence and was clear on this notion. It was not until 1990 that the term emotional intelligence was first officially coined by Salovey and Mayer, their definition is still regarded as the most accurate description of EI. 1.7 The Problems with EI Currently Murphy (2006) critiqued the problems of Emotional Intelligence addressing the three common problems found on the subject. (1) EI is poorly defined and poorly measured (Locke, 2005, Eysneck, 2000 and MacCann et al, 2004). (2) EI is a new name for familiar constructs that have been studied for decades. (Locke,2005). (3) Claims about EI are overblown, (Landy, 2005). Though this investigation is not a study into the definition of EI, the reader must be made aware that EI is a contended description, and one that does receive positive and negative attention. EI is often linked to popular psychology which dilutes the validity of the concept adding value in organisational environments. It is this association coupled what Landy (2005) comments as the lack of measurability, providing weak evidence to suggest EI tests have any predictive value. This has caused many to completely dismiss its label, with Locke, (2005) adding that EI should be re-labelled and regarded as Emotional skills. 1.8 The various models of EI Since Savoley and Mayer first introduced the term EI, a few authors have expanded or taken a slightly different perspective on what constitutes as EI. These models do vary somewhat on how they define EI with stretching definitions that often encompass other related areas. Therefore EI does not have one set model that all academics can agree contains all the attributes that pertains to what is defined as EI. As this investigation is narrowing on the EI attributes and traits with leadership performance, the model that best-fits this particular study will be selected. Therefore a brief synopsis of EI models will be reviewed, and a set of attributes provided by a psychologist (Qualified Corporate Trainer) and Network Rails Leadership Development team will assist in identifying the correct model to follow. This will enable the administering of the survey to be appropriate for the organization and for the purpose of the research. Emotional Intelligence models are categorised into 3 areas, and this research will analyse a model in each of the following areas. Ability EI models Mixed models of EI Trait EI model 1.9 The ability EI model In 1997 Savoley and Mayer introduced a four branch model which has since transpired to involve the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). This four branch model pertains to the following: Perception, Appraisal and Expression of Emotion Emotional Facilitation of Thinking Understanding and Analyzing Emotions; Employing Emotional Knowledge. Reflective Regulation of Emotions to Promote Emotional and Intellectual Growth The ability test views EI as a form of intelligence, testing the participant on the above four branches, showing a score for each of the branches and a total EI score. The model has recently received quite mixed reviews with a recent study carried out by FÃ ¸llesdal (2008) which details a study of 111 business leaders based in Norway. In this study business leaders were compared with how their employees described their leader; however no correlation of empathy to being effective leaders, or behaviors for transformational leadership were found. Three papers were completed, all questioning the validity of the MSCEIT, which critically lead to a questioning of the validity of the EI model in general. 1.10 Mixed models of EI Goleman (1998) originally developed this model and describes the mixed model of emotional intelligence as the bedrock for emotional competencies, which actually pertains to the ability to realise what another person is feeling, which Goleman boldly states is a skill that you are born with. He goes on to comment that emotional competence is quite different, this pertains to a personal and social skill set. This personal and social skill can lead to a superior performance in the world of work, and this skill can be learnt and developed to increase performance. The Mixed Model theory describes five domains of EI. Each area has its own set of behavioural attributes and describes these as EQ, unlike IQ which is difficult to change, emotional intelligence can be developed through education and training interventions (Goleman, 1995). 1. Knowing your emotions. 2. Managing your own emotions. 3. Motivating yourself. 4. Recognising and understanding other peoples emotions. 5. Managing relationships, i.e., managing the emotions of others. There are various measurement tools that are based on the Goleman model, the main model is termed The Emotional Competency Inventory (ECI), and later updated to the Emotional and Social Competency Inventory (ESCI). The second is Intelligence Appraisal, often taken as a self-report or a peer assessment termed a 360-degree assessment. 1.11 Trait EI model Trait EI is not to be confused with the first ability model presented, as this model concentrates on self-perception. It is recognising that behavioural disposition and self perceived abilities can be quite different, and by using a self report which in contrast to the ability based model can be scientifically tested much easier than the ability model which tests actual abilities rather than traits. This framework also known as Trait Emotional Self Efficacy (TESE) links well with personality tests. This model has been favoured by recent academics and especially critics of the ability model. The Trait EI model is credited with a more accurate testing rules than the ability model, which has been termed a psychometrically meaningless scoring procedure (Petrides, et al 2007). The Trait EI model is tested using the TEIQUE (Trait emotional Intelligence Questionnaire), the model is freely available and its open access status means that its transparency for testing welcomes scientific challenges. This approach the author feels is a positive step towards developing EI tests further to contributing to a more accurate construct of emotional intelligence. The Trait theory however does differ in its interpretation of EI, with the following differences outlined: Ability EI is defined as a cognitive-emotional ability that relates to emotions that are only measurable through what Petrides (2007) calls maximum performance tests. These tests are linked with extensive psychological emotional testing that requires large sample sizes. Indicating that tests currently established in the mixed models and ability models of EI really may not have much substantial predictive value, aligning the view point of Petrides and Furnham (2004) with Locke (2005). Rather trait EI describes what Petrides (2007) calls emotion-related behavioural dispositions and self perceived abilities, and can therefore be measured through self-report questionnaires. It is the focus on self perception of traits and leadership performance that allows this investigation to conclude a more accurate research hypothesis. The TEQUI has 20 variables with 15 traits grouped into four categories; this is explained in further detailed in the methodology chapter (3.8). 1.12 EI as a core competency in organisations When it comes to improving organizational effectiveness, management scholars and practitioners are beginning to emphasize the importance of a managers emotional intelligence (Sosik Megerian, 1999 pg 367). Despite the shortcomings in establishing EI as a concept, this study recognises that EI is a core competency and the focus will be on what attributes of EI should be developed in order to contribute to improved leadership performance, and to use the findings to improve the current leadership framework in Network Rail. Organisations are starting to recognise the emerging role EI has in the workplace, (Fisher and Ashkanasy, 2000). An investigation completed by Cooper and Sawaf (1996) in to an Executives EQ has exposed evidence that Emotional intelligence is a pre-requisite in leadership and successful organisations should implement strategies to develop this core competency, in order to provide its workforce with a competitive advantage. This competitive advantage has a huge hidden immeasurable value (Cooper and Sawaf, 1996) which if nurtured correctly will ultimately lead to protect organisations working collaboratively for win-win scenarios. EI has not only been used in organisation training, but can now be seen in a variety of scenarios. Selling life insurance was seen as a delicate sales pitch, that often lead to low responses. However, with specific training given to shed a positive light on the subject, sales were positively effected as the quality of interactions improved with comfort levels increasing with clients, this study focused on the topic of self awareness (Druskat and Druskat, 2006). Kaplan et al (2001) comment that recurring blind spots in managers that are striving to attain higher levels of EI are setting unrealistic goals to subordinates, relentlessly striving, and ruthlessly driving others too hard is not an example of a leader with a good level of EI. Kaplan et al (2001) explains that the hunger for power and the need for recognition are also not traits that leaders with high levels of emotional intelligence should demonstrate. 1.13 Linking emotional intelligence with leadership development and performance This requires more thinking than the generic training that is currently delivered to an organisations employees, but a study on what attributes successful leaders tend to possess. The evidence that EI exists in leadership is not questioned with both Goleman, (1995) and Savoley and Mayer (1990) agreeing that it is the ability to combine emotional and cognitive capacities to handle lifes emergent circumstances (referenced in Higgs and McGuire, 2001) , coping with setbacks and dilemmas, and effectively interacting with others requires a form of intelligence. Goleman (1998) has commented that leaders have to make decisions about strategy, employees and situations. It is the leaders ability to make effective decisions that determine the performance of good leaders. Goleman has taken five components from the EI realm and listed them as integral these are: Self-awareness Communication influencing skills Commitment Integrity Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998 pg 95) outlines the importance of relationship management and the mistake of being task focused in the work environment. Sosik Megerian, (1999) carried out a study which addressed how self-awareness components can improve transformational leadership. Transformational leadership is defined by Burns (1978) as a process that assists leaders and followers to enable each other to advance to a higher level of moral and motivation. The study founded empirical support for EI being the foundation of leadership. Sosik and Megerian (1999) went on to comment that if leaders became more self-aware the implications of their own feelings and thoughts could be better managed and understood, and would lead to improved interactions with sub-ordinates. In Druskat and Druskat (2006) it was referenced that Spencer (2001) found that in a study of 28 construction project managers that EI competencies was most strongly related to their job success. Druskat and Druskat (2006) then supported this with a study carried out by Mount (2005) on 74 project managers which demonstrated that nearly 70% of Project managers put their success down to the emotional competencies of the individual. And Finally Butler and Chinowsky (2006) carried out a study in construction with 130 construction executives. Interpersonal skills and empathy were the two most important EI behaviours to be identified in this investigation. The key findings mentioned that additional attention during the development of construction industry executives would be favoured to overcome what the industry suffers with currently. 1.14 Examples of how competency development can bring positive change Self-confidence a form of self awareness is defined by Pryke and Smyth (2006) as having a strong sense of Self worth and capabilities. Although these attributes can often be wrongly identified with arrogance, it is the ability to inspire those around you to subscribe to an idea. This attribute was chosen alongside other emotional competencies to change a problem in an organisation. The problem related to staff retention, with the firm not managing to maintain its division presidents for no longer than two years. This new recruitment strategy hired based on self confidence characteristics, influencing skills and what is termed Inspirational leadership (Goleman, 1998). Though Goleman has not been transparent on what the recruitment questions were specifically, the results are clear. With retention dropping from 50% to 6% with using this new hiring process (Pryke and Smyth, 2006). Self-control is another form of self awareness, and relates to effective communication and integrity. Druskat and Wolff (2001) comment that self control is not a question of dealing with a necessary evil by dealing with emotions as they bubble up and then suppressing them as soon they appear. It is a process of consciously bringing emotions to the surface and understanding how they can affect others. Construction industry suffers with managing emotion in the work place Walker and Hampson (2003) have termed the Construction industry as one that is characterised by disputes, fierce competitiveness and fragmentation all major obstacles to development. With this environment regarded as fact by many practitioners and academics, the relationship approach is seen as an effective stance to deal with the pressures of this complex environment (Pryke and Smyth, 2006; Walker and Hampson, 2003). 1.15 Responsibilities of good leaders It is suggested that leaders that have emotional intelligence tend to align personal and subordinate goals to accomplish company goals. Belasco and Stayer (1993) have suggested responsibilities a leader should possess, the author has taken these suggestions and developed actions and traits in a waterfall format, as they are suggested steps that could be undertaken. 1.16 Leadership Traits and Trait Emotional Intelligence The following principals in the above system have been aligned with traits tested for in the trait emotional intelligence test (TEIQUE). For a full description of the TRAITS the official TEIQUE interpretation can be found in the appendix and a condensed version is found in section 2.8. 1.17 Current Problems at Network Rail The problem owner is of course NR, and the problem is the legacy attitude of the workforce, with the Q12 survey (a survey comprising of 12 questions to gather employee engagement) uncovering some very disheartening results. In 2003 the Gallup organisation reported that NR had fallen in the bottom quartile and stated they had never seen results this low before. With 30% of NRs 33,000 branded actively disengaged, indicating a lack of loyalty and/or allegiance to the firm and its aims and 50% not engaged (Gallup , 2006) it was clearly evident that this problem had to be addressed. With little progress made in 2006, NR introduced a cross-functional management team to implement a plan of change. This agenda addressed management behaviours, unions, communications, basic/root causes, benchmarking, best practices and analysis techniques (Warwick Business School, 2006). Furthermore NR introduced a Leadership Framework to provide guidelines for its middle and junior management (Managers Handbook, 2006). These values are implemented through annual reviews, corporate training and the American 360-degree anonymous peer review. A series of positive responses by the executives is a move in the right direction; however this dissertation wishes to expand on the leadership framework and make some sensible suggestions. Specifically leadership in project management, with NR considered the biggest employer of project professionals in the UK (Telegraph, 2008). 1.18 Chapter Summary This investigation therefore considers the current problem that exists within NR, and attempts to discover the self perceived emotional intelligence of its junior, middle and senior management. The next chapter will detail the correct approach that should be taken in order to administer this sensitive test. The current leadership framework though has been investigated at this stage has been brought into discussion in chapter 4 to explain some of the unexpected and expected results of the trait questionnaire. CHAPTER 2 RESEARCH METHODOLOGY The following chapter aims to discuss the research methods the author employed to answer the questions derived from the critical literature review. The over arching research question is: Does trait emotional intelligence increase with management seniority? With the following sub-hypotheses used to investigate this statement: H1 – The Higher the position level and/or level of seniority the higher the Global Trait EI. H2 In the Self Control factors of trait EI the older individuals will score higher. H3 In the Emotionality factor of trait EI, females will score higher than males. 2.1 Previous Research The authors research builds empirically on previous work carried out within the area of Leadership and Emotional Intelligence. An indication as to what research was previously carried out will be given to give further justification to the research methods that were used. There have been a few studies in the area of emotional intelligence and leadership, with the majority of investigations implementing a single and multi strategy approach. The area of emotional intelligence and its effect on leadership in construction is quite limited with studies all adopting similar approaches. Authors such as Butler and Chinowsky (2006) and Walker (2003) conducted emotional intelligence surveys. Their research targeted a select management type within the construction industry enabling a statistical grounding for stronger analysis. The research discussed took a positivist approach but it can be seen as somewhat unreliable as the emotional intelligence surveys taken were not self perceived tests of emotion. The basis of their EI tests claims to test genuine EI rather than realistically outline that the tests taken are hypothetical in nature; and in reality if not tested using high performance test techniques then the tests are somewhat invalid (Petrides , 2003) with the potential for certain individuals to exaggerate or omit certain truths. This could lead to a weak correlation in EI data for various levels of management. Sunindijo et al (2007) used a mixture of quantitative and qualitative research methods completing direct interviews and EI tests developed by TalentSmart, with over 90 construction management executives. Due to the success of previous research methods outlined above, the author adopted a survey based methodology to gather primary research. Taking the format of Butler and Chinowsky (2006) by identifying various management types and using an emotional intelligence survey that calculated self-perceived EI, the survey selected TEIQUE (Petrides, 2003) recognises that individuals may wish to portray a positive impression (PI), or may have a skewed Negative Impression (NI) and also give varied answers measured by an Inconsistency Index (II). The trait survey has adopted a similar concept and additionally recognises that all traits are self perceived rather than indefinite EI scores. In keeping with Butler and Chinowsky (2006) Sunindijo et al (2007) and Walker (2003) the author distributed questionnaires to the target audience. The underlying assumptions of the research methods chosen formed the basis of the rest of the chapter. 2.2 Research Philosophy and Strategy In order to extend on existing social interpretations found within the literature, a philosophy for this investigation has been used. The concept of empiricism was seen as a relevant philosophy to adopt, as the research findings add to the current body of knowledge (Remenyi et al 1998, pg 31). The questioning nature of this investigation however aimed to have a perspective of realism recognising that research questions can be interpreted quite differently. With Fisher et al (2004) commenting that the subjective nature of research and the inevitable role of values in it should be considered carefully. A primary attribute of realism is that it is common for researchers findings to complement existing explanations. Using this philosophy and drawing on existing presumptions and assessments, the author is able to validate which can be transferred easily. The TEIQUE survey was the ideal as its philosophy and theme married well to the concept of realism and positivism. As the developer of the survey does take the following notion working with an observable social reality and that the end product of such research can be the derivation of law like generalisations, similar to those produced by the natural sciences (Remenyi et al, 1998). However as this investigation is one of very few in the construction industry, the realism aspect is emphasised as the appropriate philosophy. With this form of study often brandished as fuzzy, the pre-existing frameworks in Networks Rails organisation alongside networks, concepts, hypothesis and theories (Czeller, 2003) are used to create theoretical predications concerning peoples experiences (Bryman and Bell, 2003). 2.3 Research Approach An inductive approach is appropriate due to the perspective of theory being the outcome of research (Bryman and Bell, 2003). The deductive approach has been disregarded subject to criticism due to the nature of the methodology being rigid, and the inability to construct any alternative explanations. The author wishes to build on the current body of knowledge. With concepts explored such as; ? The relationship between self perceived emotional intelligence and leaders in an organisation. ? The possibility of traits of emotional intelligence in junior, middle and senior management varying. ? The gaps in this trait analysis to form recommendations for a review of the leadership framework at Network Rail. Thus implementing research methods that can build understandings on these current theories was fitting. However if new issues and understandings arose then they can still be discussed and placed within context. 2.4 Data Collection Methods The data collection method applied was a questionnaire. The advantages and disadvantages of using this research method discussed further on in the chapter. The single method approach was chosen as it incorporated complementary research, with a questionnaire that is tried and tested in many organisational environments. The TEIQUE questionnaire was aimed at three groups of management in the infrastructure investment arm of Network Rail. The groups were junior, middle and senior management. The data collection commenced during the early parts of June, with 100 papers based surveys being administered by the author. The distribution of the questionnaire aimed for a 60% response rate with an even split of junior, middle and senior management. The potential issue is that as Network Rail is a pyramid organisation, the number of senior and middle management is far fewer than junior, and thus could be reflected in the response split. To avoid this happening, more surveys have been distributed specifically to senior and middle management, as they would be more inclined to ignore surveys due to time commitments. 2.5 Justification of questionnaires The use of an emotional intelligence survey and short questionnaire was down to two major reasons. Initially in order to carry out an emotional intelligence test successfully, the participant had to meet certain criterion which was driven from the literature review and forums that the author attended (see appendix for f Trait EI Theory in Leaders at Network Rail Trait EI Theory in Leaders at Network Rail ABSTRACT This investigation addresses the problem of leadership attributes variance in different levels of management. With the environment work force changing in terms of relationships the linkages of self perceived emotional intelligence traits of 52 individuals in junior, middle and senior management at Network Rail are gathered using the Trait Emotional Intelligence Questionnaire (TEIQue) developed by Dr.Petrides at UCL. The investigation exposed a lower level of Global emotional intelligence of senior management in comparison to junior and middle management. However the findings also showed that senior management outperformed on traits that are closely linked with Network Rails Leadership development framework. The other variations and patterns in the data bring up the topic of optimism bias, the neuroscience of change and overcoming the immunity to change. Recommendations outline the intentional change model that could be adapted in order to develop effective leadership traits and be linked with the current talent management programme at Network Rail. CHAPTER 1 INTRODUCTION 1.1 Project Overview This study will look for the existing evidence and links between emotional intelligence (EI) and Leadership development in the construction environment. This study will focus on the trait EI theory (Petrides Furnham, 2006) and look to establish common traits in leaders at Network Rail. The study will look for commonalities in terms of traits and competencies in the organisations leaders. The Trait Emotional Intelligence Questionnaire (TEIQue) (Petrides Furnham, 2006) has been selected post literature review for its ability to test for Emotional Intelligence traits that most closely link with what is defined as leadership in academic literature. A lot of interest has surrounded the concept of Emotional Intelligence, and the alleged links it has to improving an individuals ability be successful. Linking and harnessing EI to individuals and their leadership performance is hard to scientifically establish. The investigation focuses upon common attributes that can be developed. Trait Emotional Intelligence (TEI) does not necessarily seclude what Goleman (1998) describes as those EI abilities that you are born with, such as the ability to tune in-emotionally (emotional awareness) to others, and read how they are feeling (social awareness). But this investigation will aim to look at the harder factors of EI that can be developed for and provide added value and competitive advantages to organisations. The investigation of EI and Leadership aims to uncover value that can be used to develop leadership performance. The practical or applied focus is the construction industry. The discovery of the common traits will then be compared to what currently exists in Network Rails (NR) current leadership framework. Recognising that NR and most large organisations already do acknowledge the link between EI and Leadership, the investigation will look at the construction industry specifically. As the construction environment is described as one which is based on human interactions yet suffers from disputes, fierce competitiveness and fragmentation (Walker and Hampson, 2003). The study then into EI and improved Leadership performance would be relevant into helping overcome these barriers to improved working relationships. 1.2 High Level Project Plan Literature review of emotional intelligence models. Selection of EI testing survey. Milestone One – rolling out EI test survey 15/06/09 – 19/06/09. Analysis of EI test results Assessment of leadership focus groups, survey and EI test results. Leadership framework analysis. Milestone Two – Realisation of gaps that exist within the leadership framework and proposal of enhanced leadership framework 06/07/09. Milestone Three – Draft Copy Complete – 06/08/09. 1.3 Project Road map Chapter 1 has introduced the problem area that this research is looking to add knowledge to. The second half of chapter 1 will draw in the reader to the more specific problem area that this project is addressing, and how this problem will be researched. A review of the existing EI models and an effective approach for this investigation will be sought and shall be addressed in this chapter also. Chapter 2 will set out the research methodology that has been adopted for this research, considering the nature of the project and the relative social complexities and privacy issues associated with emotional intelligence tests will be addressed here. This will follow on to the actual analysis section, chapter 3 where a cross section of the results will be displayed, and quantitatively analysed. The results of the study shall be shown in chapter 4. The evaluation of the study and future recommendations or work will be concluded in chapter 5. 1.4 Literature Review 1.5 Introduction The scope of the literature review will define emotional intelligence from the various academic perspectives, distinguishing an accurate and succinct description of the term, which is considered relatively new. The Literature Review will compromise of the following: Brief History of EI A discussion of the current EI models and the attributes that are linked to them Focus: The elected EI Model TEIQUE. How EI is linked to improved leadership performance. Leadership Responsibilities. The need for EI competencies and Leadership in the Construction Industry. The current problems within Network Rail. 1.6 What is EI? Though the term EI has in recent years broadened, the original definition of EI is: The ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions, Salovey and Mayer (1990 pg 189). Popularised by Goleman (1995) in his books and speeches in recent years EI may give the impression of being a very new concept, psychologists have of course established its presence much earlier than this. A time line has been produced to give an idea of how EI has grown and expanded (Figure 1). In 1920 a psychologist named Thorndike referenced in Khilstrom and Cantor (2009) established three forms of intelligence one of them being social intelligence. Thorndike stated that this was the ability to function successfully in interpersonal situations. Gardner (1983) then proposed social intelligence as one of 7 multiple intelligences which actually mapped out the beginnings of EI by stating that social intelligence comprised of interpersonal and intrapersonal skills. Gardner (1983) believed however that we have multiple intelligences rather than a general intelligence and was clear on this notion. It was not until 1990 that the term emotional intelligence was first officially coined by Salovey and Mayer, their definition is still regarded as the most accurate description of EI. 1.7 The Problems with EI Currently Murphy (2006) critiqued the problems of Emotional Intelligence addressing the three common problems found on the subject. (1) EI is poorly defined and poorly measured (Locke, 2005, Eysneck, 2000 and MacCann et al, 2004). (2) EI is a new name for familiar constructs that have been studied for decades. (Locke,2005). (3) Claims about EI are overblown, (Landy, 2005). Though this investigation is not a study into the definition of EI, the reader must be made aware that EI is a contended description, and one that does receive positive and negative attention. EI is often linked to popular psychology which dilutes the validity of the concept adding value in organisational environments. It is this association coupled what Landy (2005) comments as the lack of measurability, providing weak evidence to suggest EI tests have any predictive value. This has caused many to completely dismiss its label, with Locke, (2005) adding that EI should be re-labelled and regarded as Emotional skills. 1.8 The various models of EI Since Savoley and Mayer first introduced the term EI, a few authors have expanded or taken a slightly different perspective on what constitutes as EI. These models do vary somewhat on how they define EI with stretching definitions that often encompass other related areas. Therefore EI does not have one set model that all academics can agree contains all the attributes that pertains to what is defined as EI. As this investigation is narrowing on the EI attributes and traits with leadership performance, the model that best-fits this particular study will be selected. Therefore a brief synopsis of EI models will be reviewed, and a set of attributes provided by a psychologist (Qualified Corporate Trainer) and Network Rails Leadership Development team will assist in identifying the correct model to follow. This will enable the administering of the survey to be appropriate for the organization and for the purpose of the research. Emotional Intelligence models are categorised into 3 areas, and this research will analyse a model in each of the following areas. Ability EI models Mixed models of EI Trait EI model 1.9 The ability EI model In 1997 Savoley and Mayer introduced a four branch model which has since transpired to involve the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). This four branch model pertains to the following: Perception, Appraisal and Expression of Emotion Emotional Facilitation of Thinking Understanding and Analyzing Emotions; Employing Emotional Knowledge. Reflective Regulation of Emotions to Promote Emotional and Intellectual Growth The ability test views EI as a form of intelligence, testing the participant on the above four branches, showing a score for each of the branches and a total EI score. The model has recently received quite mixed reviews with a recent study carried out by FÃ ¸llesdal (2008) which details a study of 111 business leaders based in Norway. In this study business leaders were compared with how their employees described their leader; however no correlation of empathy to being effective leaders, or behaviors for transformational leadership were found. Three papers were completed, all questioning the validity of the MSCEIT, which critically lead to a questioning of the validity of the EI model in general. 1.10 Mixed models of EI Goleman (1998) originally developed this model and describes the mixed model of emotional intelligence as the bedrock for emotional competencies, which actually pertains to the ability to realise what another person is feeling, which Goleman boldly states is a skill that you are born with. He goes on to comment that emotional competence is quite different, this pertains to a personal and social skill set. This personal and social skill can lead to a superior performance in the world of work, and this skill can be learnt and developed to increase performance. The Mixed Model theory describes five domains of EI. Each area has its own set of behavioural attributes and describes these as EQ, unlike IQ which is difficult to change, emotional intelligence can be developed through education and training interventions (Goleman, 1995). 1. Knowing your emotions. 2. Managing your own emotions. 3. Motivating yourself. 4. Recognising and understanding other peoples emotions. 5. Managing relationships, i.e., managing the emotions of others. There are various measurement tools that are based on the Goleman model, the main model is termed The Emotional Competency Inventory (ECI), and later updated to the Emotional and Social Competency Inventory (ESCI). The second is Intelligence Appraisal, often taken as a self-report or a peer assessment termed a 360-degree assessment. 1.11 Trait EI model Trait EI is not to be confused with the first ability model presented, as this model concentrates on self-perception. It is recognising that behavioural disposition and self perceived abilities can be quite different, and by using a self report which in contrast to the ability based model can be scientifically tested much easier than the ability model which tests actual abilities rather than traits. This framework also known as Trait Emotional Self Efficacy (TESE) links well with personality tests. This model has been favoured by recent academics and especially critics of the ability model. The Trait EI model is credited with a more accurate testing rules than the ability model, which has been termed a psychometrically meaningless scoring procedure (Petrides, et al 2007). The Trait EI model is tested using the TEIQUE (Trait emotional Intelligence Questionnaire), the model is freely available and its open access status means that its transparency for testing welcomes scientific challenges. This approach the author feels is a positive step towards developing EI tests further to contributing to a more accurate construct of emotional intelligence. The Trait theory however does differ in its interpretation of EI, with the following differences outlined: Ability EI is defined as a cognitive-emotional ability that relates to emotions that are only measurable through what Petrides (2007) calls maximum performance tests. These tests are linked with extensive psychological emotional testing that requires large sample sizes. Indicating that tests currently established in the mixed models and ability models of EI really may not have much substantial predictive value, aligning the view point of Petrides and Furnham (2004) with Locke (2005). Rather trait EI describes what Petrides (2007) calls emotion-related behavioural dispositions and self perceived abilities, and can therefore be measured through self-report questionnaires. It is the focus on self perception of traits and leadership performance that allows this investigation to conclude a more accurate research hypothesis. The TEQUI has 20 variables with 15 traits grouped into four categories; this is explained in further detailed in the methodology chapter (3.8). 1.12 EI as a core competency in organisations When it comes to improving organizational effectiveness, management scholars and practitioners are beginning to emphasize the importance of a managers emotional intelligence (Sosik Megerian, 1999 pg 367). Despite the shortcomings in establishing EI as a concept, this study recognises that EI is a core competency and the focus will be on what attributes of EI should be developed in order to contribute to improved leadership performance, and to use the findings to improve the current leadership framework in Network Rail. Organisations are starting to recognise the emerging role EI has in the workplace, (Fisher and Ashkanasy, 2000). An investigation completed by Cooper and Sawaf (1996) in to an Executives EQ has exposed evidence that Emotional intelligence is a pre-requisite in leadership and successful organisations should implement strategies to develop this core competency, in order to provide its workforce with a competitive advantage. This competitive advantage has a huge hidden immeasurable value (Cooper and Sawaf, 1996) which if nurtured correctly will ultimately lead to protect organisations working collaboratively for win-win scenarios. EI has not only been used in organisation training, but can now be seen in a variety of scenarios. Selling life insurance was seen as a delicate sales pitch, that often lead to low responses. However, with specific training given to shed a positive light on the subject, sales were positively effected as the quality of interactions improved with comfort levels increasing with clients, this study focused on the topic of self awareness (Druskat and Druskat, 2006). Kaplan et al (2001) comment that recurring blind spots in managers that are striving to attain higher levels of EI are setting unrealistic goals to subordinates, relentlessly striving, and ruthlessly driving others too hard is not an example of a leader with a good level of EI. Kaplan et al (2001) explains that the hunger for power and the need for recognition are also not traits that leaders with high levels of emotional intelligence should demonstrate. 1.13 Linking emotional intelligence with leadership development and performance This requires more thinking than the generic training that is currently delivered to an organisations employees, but a study on what attributes successful leaders tend to possess. The evidence that EI exists in leadership is not questioned with both Goleman, (1995) and Savoley and Mayer (1990) agreeing that it is the ability to combine emotional and cognitive capacities to handle lifes emergent circumstances (referenced in Higgs and McGuire, 2001) , coping with setbacks and dilemmas, and effectively interacting with others requires a form of intelligence. Goleman (1998) has commented that leaders have to make decisions about strategy, employees and situations. It is the leaders ability to make effective decisions that determine the performance of good leaders. Goleman has taken five components from the EI realm and listed them as integral these are: Self-awareness Communication influencing skills Commitment Integrity Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998 pg 95) outlines the importance of relationship management and the mistake of being task focused in the work environment. Sosik Megerian, (1999) carried out a study which addressed how self-awareness components can improve transformational leadership. Transformational leadership is defined by Burns (1978) as a process that assists leaders and followers to enable each other to advance to a higher level of moral and motivation. The study founded empirical support for EI being the foundation of leadership. Sosik and Megerian (1999) went on to comment that if leaders became more self-aware the implications of their own feelings and thoughts could be better managed and understood, and would lead to improved interactions with sub-ordinates. In Druskat and Druskat (2006) it was referenced that Spencer (2001) found that in a study of 28 construction project managers that EI competencies was most strongly related to their job success. Druskat and Druskat (2006) then supported this with a study carried out by Mount (2005) on 74 project managers which demonstrated that nearly 70% of Project managers put their success down to the emotional competencies of the individual. And Finally Butler and Chinowsky (2006) carried out a study in construction with 130 construction executives. Interpersonal skills and empathy were the two most important EI behaviours to be identified in this investigation. The key findings mentioned that additional attention during the development of construction industry executives would be favoured to overcome what the industry suffers with currently. 1.14 Examples of how competency development can bring positive change Self-confidence a form of self awareness is defined by Pryke and Smyth (2006) as having a strong sense of Self worth and capabilities. Although these attributes can often be wrongly identified with arrogance, it is the ability to inspire those around you to subscribe to an idea. This attribute was chosen alongside other emotional competencies to change a problem in an organisation. The problem related to staff retention, with the firm not managing to maintain its division presidents for no longer than two years. This new recruitment strategy hired based on self confidence characteristics, influencing skills and what is termed Inspirational leadership (Goleman, 1998). Though Goleman has not been transparent on what the recruitment questions were specifically, the results are clear. With retention dropping from 50% to 6% with using this new hiring process (Pryke and Smyth, 2006). Self-control is another form of self awareness, and relates to effective communication and integrity. Druskat and Wolff (2001) comment that self control is not a question of dealing with a necessary evil by dealing with emotions as they bubble up and then suppressing them as soon they appear. It is a process of consciously bringing emotions to the surface and understanding how they can affect others. Construction industry suffers with managing emotion in the work place Walker and Hampson (2003) have termed the Construction industry as one that is characterised by disputes, fierce competitiveness and fragmentation all major obstacles to development. With this environment regarded as fact by many practitioners and academics, the relationship approach is seen as an effective stance to deal with the pressures of this complex environment (Pryke and Smyth, 2006; Walker and Hampson, 2003). 1.15 Responsibilities of good leaders It is suggested that leaders that have emotional intelligence tend to align personal and subordinate goals to accomplish company goals. Belasco and Stayer (1993) have suggested responsibilities a leader should possess, the author has taken these suggestions and developed actions and traits in a waterfall format, as they are suggested steps that could be undertaken. 1.16 Leadership Traits and Trait Emotional Intelligence The following principals in the above system have been aligned with traits tested for in the trait emotional intelligence test (TEIQUE). For a full description of the TRAITS the official TEIQUE interpretation can be found in the appendix and a condensed version is found in section 2.8. 1.17 Current Problems at Network Rail The problem owner is of course NR, and the problem is the legacy attitude of the workforce, with the Q12 survey (a survey comprising of 12 questions to gather employee engagement) uncovering some very disheartening results. In 2003 the Gallup organisation reported that NR had fallen in the bottom quartile and stated they had never seen results this low before. With 30% of NRs 33,000 branded actively disengaged, indicating a lack of loyalty and/or allegiance to the firm and its aims and 50% not engaged (Gallup , 2006) it was clearly evident that this problem had to be addressed. With little progress made in 2006, NR introduced a cross-functional management team to implement a plan of change. This agenda addressed management behaviours, unions, communications, basic/root causes, benchmarking, best practices and analysis techniques (Warwick Business School, 2006). Furthermore NR introduced a Leadership Framework to provide guidelines for its middle and junior management (Managers Handbook, 2006). These values are implemented through annual reviews, corporate training and the American 360-degree anonymous peer review. A series of positive responses by the executives is a move in the right direction; however this dissertation wishes to expand on the leadership framework and make some sensible suggestions. Specifically leadership in project management, with NR considered the biggest employer of project professionals in the UK (Telegraph, 2008). 1.18 Chapter Summary This investigation therefore considers the current problem that exists within NR, and attempts to discover the self perceived emotional intelligence of its junior, middle and senior management. The next chapter will detail the correct approach that should be taken in order to administer this sensitive test. The current leadership framework though has been investigated at this stage has been brought into discussion in chapter 4 to explain some of the unexpected and expected results of the trait questionnaire. CHAPTER 2 RESEARCH METHODOLOGY The following chapter aims to discuss the research methods the author employed to answer the questions derived from the critical literature review. The over arching research question is: Does trait emotional intelligence increase with management seniority? With the following sub-hypotheses used to investigate this statement: H1 – The Higher the position level and/or level of seniority the higher the Global Trait EI. H2 In the Self Control factors of trait EI the older individuals will score higher. H3 In the Emotionality factor of trait EI, females will score higher than males. 2.1 Previous Research The authors research builds empirically on previous work carried out within the area of Leadership and Emotional Intelligence. An indication as to what research was previously carried out will be given to give further justification to the research methods that were used. There have been a few studies in the area of emotional intelligence and leadership, with the majority of investigations implementing a single and multi strategy approach. The area of emotional intelligence and its effect on leadership in construction is quite limited with studies all adopting similar approaches. Authors such as Butler and Chinowsky (2006) and Walker (2003) conducted emotional intelligence surveys. Their research targeted a select management type within the construction industry enabling a statistical grounding for stronger analysis. The research discussed took a positivist approach but it can be seen as somewhat unreliable as the emotional intelligence surveys taken were not self perceived tests of emotion. The basis of their EI tests claims to test genuine EI rather than realistically outline that the tests taken are hypothetical in nature; and in reality if not tested using high performance test techniques then the tests are somewhat invalid (Petrides , 2003) with the potential for certain individuals to exaggerate or omit certain truths. This could lead to a weak correlation in EI data for various levels of management. Sunindijo et al (2007) used a mixture of quantitative and qualitative research methods completing direct interviews and EI tests developed by TalentSmart, with over 90 construction management executives. Due to the success of previous research methods outlined above, the author adopted a survey based methodology to gather primary research. Taking the format of Butler and Chinowsky (2006) by identifying various management types and using an emotional intelligence survey that calculated self-perceived EI, the survey selected TEIQUE (Petrides, 2003) recognises that individuals may wish to portray a positive impression (PI), or may have a skewed Negative Impression (NI) and also give varied answers measured by an Inconsistency Index (II). The trait survey has adopted a similar concept and additionally recognises that all traits are self perceived rather than indefinite EI scores. In keeping with Butler and Chinowsky (2006) Sunindijo et al (2007) and Walker (2003) the author distributed questionnaires to the target audience. The underlying assumptions of the research methods chosen formed the basis of the rest of the chapter. 2.2 Research Philosophy and Strategy In order to extend on existing social interpretations found within the literature, a philosophy for this investigation has been used. The concept of empiricism was seen as a relevant philosophy to adopt, as the research findings add to the current body of knowledge (Remenyi et al 1998, pg 31). The questioning nature of this investigation however aimed to have a perspective of realism recognising that research questions can be interpreted quite differently. With Fisher et al (2004) commenting that the subjective nature of research and the inevitable role of values in it should be considered carefully. A primary attribute of realism is that it is common for researchers findings to complement existing explanations. Using this philosophy and drawing on existing presumptions and assessments, the author is able to validate which can be transferred easily. The TEIQUE survey was the ideal as its philosophy and theme married well to the concept of realism and positivism. As the developer of the survey does take the following notion working with an observable social reality and that the end product of such research can be the derivation of law like generalisations, similar to those produced by the natural sciences (Remenyi et al, 1998). However as this investigation is one of very few in the construction industry, the realism aspect is emphasised as the appropriate philosophy. With this form of study often brandished as fuzzy, the pre-existing frameworks in Networks Rails organisation alongside networks, concepts, hypothesis and theories (Czeller, 2003) are used to create theoretical predications concerning peoples experiences (Bryman and Bell, 2003). 2.3 Research Approach An inductive approach is appropriate due to the perspective of theory being the outcome of research (Bryman and Bell, 2003). The deductive approach has been disregarded subject to criticism due to the nature of the methodology being rigid, and the inability to construct any alternative explanations. The author wishes to build on the current body of knowledge. With concepts explored such as; ? The relationship between self perceived emotional intelligence and leaders in an organisation. ? The possibility of traits of emotional intelligence in junior, middle and senior management varying. ? The gaps in this trait analysis to form recommendations for a review of the leadership framework at Network Rail. Thus implementing research methods that can build understandings on these current theories was fitting. However if new issues and understandings arose then they can still be discussed and placed within context. 2.4 Data Collection Methods The data collection method applied was a questionnaire. The advantages and disadvantages of using this research method discussed further on in the chapter. The single method approach was chosen as it incorporated complementary research, with a questionnaire that is tried and tested in many organisational environments. The TEIQUE questionnaire was aimed at three groups of management in the infrastructure investment arm of Network Rail. The groups were junior, middle and senior management. The data collection commenced during the early parts of June, with 100 papers based surveys being administered by the author. The distribution of the questionnaire aimed for a 60% response rate with an even split of junior, middle and senior management. The potential issue is that as Network Rail is a pyramid organisation, the number of senior and middle management is far fewer than junior, and thus could be reflected in the response split. To avoid this happening, more surveys have been distributed specifically to senior and middle management, as they would be more inclined to ignore surveys due to time commitments. 2.5 Justification of questionnaires The use of an emotional intelligence survey and short questionnaire was down to two major reasons. Initially in order to carry out an emotional intelligence test successfully, the participant had to meet certain criterion which was driven from the literature review and forums that the author attended (see appendix for f

Sparta :: essays research papers

It's hard for textbooks to say anything nice about the Spartans. one may find that the Spartans described as "an armed camp," "brutal," "culturally stagnant," "economically stagnant," "politically stagnant," and other fun things. The reality, of course, lies somewhere behind the value judgements. In 725, the oligarchy of Sparta needed land to feed a dramatically growing population, so the Spartans went over the Taygetus mountains and took over Messenia, where a fertile plain was enough to support themselves and their newly conquered people. However, like all conquered people, the Messenians fought back in 640 BCE and almost destroyed Sparta itself. Almost defeated, the Spartans invented a new political system as dramatically revolutionary by turning their state into a military state. The Messenians were turned into agricultural slaves called helots, "serfs", where they worked small plots of land on estates owned by Spartans. There's no question that the life of the helots was a miserable life. Labor was long and hard and the helots always lived right on the border of subsistence. But Spartan society itself changed, evolving into a city-state. The state determined whether children, both male and female, were strong when they were born, leaving the weak in the hills to perish. At the age of seven, every male Spartan was sent to military and athletic school teaching discipline, endurance of pain, and survival skills. At twenty, the Spartan became a soldier spending his life with his fellow soldiers to live in barracks with his fellow soldiers. Only at the age of thirty, did the Spartan become an "equal," and was allowed to live in his own house with his own family, although he continued to serve in the military. Military service ended at the age of sixty. The life of a Spartan male was a life of discipline, self-denial, and simplicity as the Spartans viewed themselves as the true inheritors of the Greek tradition. This key to understanding the Spartans. The ideology of Sparta was oriented around the state as the individual lived (and died) for the state. Their lives were designed to serve the state from their beginning to the age of sixty. The combination of this ideology, the education of Spartan males, and the disciplined maintenance of a standing army gave the Spartans the stability that had been threatened so dramatically in the Messenean revolt. Paradoxically, this soldier-centered state was the most liberal state in regards to the status of women.

Management and Business Measurement Process Essay

Darien Walker’s approach to audit Mercedes Benz U. S. International (MBUSI) exemplifies the business measurement process method. Walker begins with a strategic analysis of her client by conducting research on the SUV market and MBUSI’s business and strategic objectives. Some important external forces in the industry include economic factors such as international oil prices, employment rate, interest rates, and inflation. Though faced with taxation and tariff complications, MBUSI enjoys a strong relationship with the state of Alabama government. The merger with Chrysler Corporation, on the other hand, poses several risks. Unionization and additional disclosures under GAAP reporting may significantly impact on the company’s operations. The elevation of competition in the SUV segment may also lead to decreased market shares of the M-Class, however, high product quality and customer satisfaction would ensure the M-Class a niche within the market. Assembly and supply chain management are MBUSI’s core business processes, and a number of controls have been placed throughout these processes to ensure operational effectiveness and efficiency. MBUSI excels in its assembly line management through collaboration with workers and suppliers, as well as establishing and monitoring of key controls. The company also enjoys a superb supply chain, mainly due to its close, integrated relationships with its suppliers. In addition, resource management processes, such as procurement and information management, are also crucial to the success of the company. From Walker’s risk-based strategic systems approach to audit MBUSI, there are two key takeaways. First, Walker’s comprehensive strategic analysis on MBUSI demonstrates that auditors must conduct extensive research about the client’s business and the environment of which it operates in. The BMP audit approach would not otherwise work if auditors fail to become familiarizedwith the business entity. An example to demonstrate this point is the fall of Enron. Due to the gas industry’s complex business nature, Enron’s financial statements tend to be vague and confusing. By further obscuring its financial statements, Enron fools its auditors through easy manipulations. In hindsight, however, if the external auditors understood Enron’s business structure and industry, they would have detected the misstatements in financial results. Finally,from MBUSI’s perspective, it is notable that the company’s integrative relationships with the employees, suppliers, and the state of Alabama government are the keys to success. MBUSI’s active engagement with these key players allows the company to leverage these relationships through its business processes to deliver â€Å"Mercedes-Benz quality† to its customers. Another company that successfully leveraged its relationships with internal and external parties is Starbucks Inc.

How can we make India clean Essay

How true these words sound in the present context. There is so much pollution all around us today that normal breathing in itself is the greatest risk to our lives. Pollution has affected our lives so adversely that because of this, millions of people die annually. The way the environment is being polluted today stands testimony to the fact that we are irresponsible occupants of this Earth and by polluting the air; we are meticulously working towards our own destruction. According to the World Health Organisation, about 2.8 million people each year die due to indoor pollution (over 500,000 occur in China alone). These data should act as an eye-opener for all of us. Smoke emitting from industries, factories, vehicles and even cigarettes is a major source of air pollution. It is due to air pollution that a number of diseases have surfaced. There are several respiratory diseases, which affect us adversely. Cigarette smoking is not injurious to the health of only those who smoke cigarett es but also to those who come in contact with the smoke emitted from the cigarettes. What is worse is that most of us understand the ill-effects of pollution, yet we are so indifferent towards our own health that we do not avoid the avoidable. Stoves, LPG and other non-conventional sources of energy should be used for cooking and the bursting of firecrackers should be reduced. Therefore, if we prevent air pollution, we not only keep ourselves healthy but also our historical monuments. Another major source of pollution today is water pollution. Water pollution is the contamination of water by sewage, toxic chemicals, metals, oils, or other substances. Diseases like diarrhoea and dysentery are the ill-effects of polluted water. The wastes that are thrown in the rivers and lakes by us mainly pollute water. It is due to this that the water supplied to us in our homes is impure and consumption of which leads to man) dreaded diseases. The biomedical waste from hospitals is not processed properly and is thrown in nearby rivers. The waste materials from factories and industries are also disposed of in the same manner. Therefore, it leads: to high levels of water pollution. Not only this, people throw dry flower used for puja and other religious functions in rivers due to which water gets badly contaminated and unfit for use. In fact, due to high levels of water po llution, marine animals die an untimely death and are on the verge of extinction today. In a healthy water system, a cycle of natural processed turns wastes into useful or harmless substances. The cycle begins when organisms called aerobic bacteria use the oxygen dissolved in water to digest wastes. This digestion process releases nitrates, phosphates an other nutrients. Algae and aquatic green plants absorb these nutrients. Zooplanktons eat the algae, and fish eat the zooplankton. The fish, in turn, may be eaten by larger fish. These larger animals come in contact with other animals and in turn the process of biological contamination cycle continues. Another form of pollution that threatens our peace today is sound pollution. It is so irksome when music is played at high volumes in parties and vehicles. Today, the levels of sound pollution are so high that the Supreme Court had to intervene and pass orders recently to impose a restriction on the playing of bands and loud music between 10 p.m. and 4 a.m. The vehemence of music disturbs students, patients, old and other people we want some rest after a long day’s work. The sound of the bawling horns is a headache in itself. Everybody is in a hurry and therefore, the use of horns is made without much though Horns disrupt pe ace to the extent that these can be heard even in the ‘no-horn’ zones. Although noise does not poll the air, water, or land, but it can cause discomfort and hearing loss human beings and other animals. Soil pollution is also an important mode of pollution. When the ear thin layer of healthy, productive soil is destroyed where food is grown it is called soil erosion. Healthy soil depends on bacteria, fungi, and small animals to break down wastes in the soil and release nutrients. These nutrients help plants grow. Fertilisers and pesticides can limit the ability of soil organisms to process wastes. As a result, farmers who oven fertilizers and pesticides can destroy their soil’s productivity and are causing many diseases to the people. Not only this, even irrigation in dry areas without proper drainage system can lead to water logging in the fields. it can lead to famines because soil pollution will lead to a poor quality of soil, which in turn will lead to poor crops. Therefore, soil pollution is extremely dangerous. It is the responsibility of each and every one of us to control the rising levels of any form of pollution. We must get our vehicles checked regularly and if the smoke emitting from them is higher than the normal lev el, it should be repaired. Use of firecrackers should be minimized and cigarette smoking should be given up. We must take a vow never to throw any waste materials in the rivers or lakes because that water comes back to us as drinking water. We must take an initiative to  prevent others also from doing so. Hospitals must collect their biomedical wastes and dispose of them in a proper manner. Some should be done with the waste materials from factories and industries. Recycling should be made a practice and children should be taught how to recycle simple things in school. This practice will make them to recycle things rather than throw them like garbage. The volume of our music systems should be kept low so that others are not disturbed. Even in parties these should be stopped after some time to avoid noise pollution and inconvenience to others. Thus, only when we decide to do our duty to keep our dear planet clean, we can succeed in controlling pollution. Only then we can make this world’s better place to live for you and for me’.

Leadership in and Organization

Leadership in and Organization Free Online Research Papers How do your organization’s leaders influence your organization’s culture? How does the leadership of your organization achieve organizational goals? Leadership is the practice of influence that stimulates subordinates or followers to do their best towards the achievement of desired goals. Where there is an organized group of people working towards a common goal, some type of leadership becomes essential. The leader stimulates what is best in us; he unites and concentrates what we feel only groupingly and scatteringly. An organization’s leader influences organization’s culture by building up confidence and zeal among people to move towards the common objectives. A leader influences the behavior, attitude and beliefs of his subordinates. 1.The leader should communicate effectively and follow the principle of motivation. 2.He should listen to his subordinates properly and should consult the group in framing the policies and lines of action. 3.He should implement authority whenever necessary to implement the policies. Good leadership improves motivation and morale of employees. It acts as a motive power to group efforts as it rectifies the imperfectness of the formal organizational relationships. By helping in cooperation and coordination of different departments working in an organization, good and effective leadership helps achieve organizational goals. Can someone who is a leader not be a manager? Why or why not? Can someone who is a manager not be a leader? Why or why not? A leader cannot essentially be a good manager. Because what a manager needs to have, a leader might not possess all the qualities of a good manager. A good manager has the knowledge of the organization, has technical knowledge and administrative ability to instruct and inspire. A leader can inspire people, communicate well and can even secure cooperation but without knowledge of the organization and technical knowledge, he cannot manage the complete organization effectively and efficiently. It is must for a person who is controlling an organization to have the subjective and theoretical knowledge of the work and operations that his organization performs. Moreover, leadership is only a part of management as it includes planning, organizing, leading and controlling. A manager can always be a leader because the definition of a good manager includes a good leader as well. A manager who cannot be a leader is not a good manager then. As we all know, apart from the qualities mentioned above, a manager should have the ability to instruct, inspire and finally lead. A good manager always possesses the qualities of a good leader. Since only good leadership secures effective management, a manager should be able to boost up morale of his subordinates and lead his team of workers. So, a manager can definitely be a good and effective leader. What are some skills that leaders need to possess? How can managers develop leadership skills? A successful leader secures desired behavior from his followers. It depends upon the quality of leadership he is able to provide. A leader to be effective must possess certain basic skills and qualities. Some of them are as follows: 1. Good personality 2. Emotional Stability 3. Sound education and professional competence 4. Initiatives and creative thinking 5. Good understanding and sound judgement 6. Communicating Skills 7. Ability to guide and teach. 8. Courage to accept responsibility 9. Self confidence, diligence and industry. By regular introspection of himself, his work and relations with the employees, by being in constant touch up with the colleagues, by learning from his mistakes and by experience, a manager will learn and develop his leadership skills. By listening to his employees and their innovative ideas and by appreciating their feelings, a manager can learn to be an effective leader. One another essential requirement that a good leader should always possess is honesty and integrity of character. 1.Dont use the power of your position to get things done 2.Dont think of employees as things that need to be controlled or managed 3.Judge your success by the success of your team 4.Include humour in your diet while managing people How has management changed due to the increased role of globalization? Would a good leader in one country automatically be a good leader in another country? What characteristics should a leader have to make them successful globally? The changing economic world is throwing new challenges to the managers. The management concepts and practices are shaping ‘tomorrow’s history’. A number of challenges are taking place which are influencing the work of managers. One of them is Globalization. GLOBALIZATION: Most of the countries have opened up their borders to foreign products as well as foreign producers. The companies of developed countries are foreign countries by opening manufacturing facilities there. It involves an active international involvement by the company and most importantly, the managers. Now, the change has led the management to license or franchise to another firm the right to use its brand name, technology or product specifications which ultimately has led to create great burden on the managers. Managements of global companies are adjusting their organizational structures as per the requirements of the situation. The managers are being taught to be global in approach. A good leader in one country is not automatically a good leader in another country. Even though due to universality of principles of management, a leader might not have any problems in managing people (employees). But due to changed economic, political, social and cultural environment, a manager is bound to have some problems in managing work, customers and operations. The different regulations of the political system, different taste of consumers and different standard of living is for sure are big problems for a manager to deal with. That is why companies going global prefer to hire the manager of the country that are entering their operations into since that manager will be familiar to his home markets and consumers’ tastes. Characteristic of a successful global leader are: 1.Possessing A Global Mind Growth 2.Having the Necessary Competencies, Abilities and Emphasizing Meritocracy 3.Having the Character or Ballast 4.Having Creative, Innovative and Refreshing Approaches to Solve Problems 5.Being Positive 6.Co-operating and Collaborating 7.Being Culturally Sensitive and Empathetic CONCLUSION: Leaders just have to grow their teams as companies. Organizations and nations have to look for various ways to harness knowledge and respond faster to overcome difficult times. The overall challenge here is not only to design fresh and innovative approaches, maintaining high output/ sales and high touch with both employees and customers alike, but also creating or having successful work teams/ units, resilient Companies, and successful societies. 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Victorian society Essays

Victorian society Essays Victorian society Essay Victorian society Essay In the figure of Dracula, Stoker created an image of otherness. Dracula is physically other, the dark, unconscious, the sexuality that Victorian England denied. He is also culturally other: a revenant from the ages of superstition. More significantly, he is socially other: the embodiment of all the social forces that lurked just beneath the frontiers of Victorian middle-class consciousness, everything that was socially other to the Victorian bourgeoisie. He represents all dark, foreign (i. e. non-English) races; all dark, foreign (i. e.non-bourgeois) classes; and (paradoxically) the dark, exotic aristocracy, which, though moribund, might suddenly resurge. It is otherness itself, all that bourgeois society has repudiated, that Dracula represents the psychically repressed and the socially oppressed. This is reminiscent of Kipps as he represses the shrill neigh of the pony, which represents his bestial instincts, and the screaming child who represents an age of innocence which has been lost, to preserve his business-like lawyer exterior, which ultimately returns to haunt him. The intrinsically fantastical nature of the gothic novel has always allowed it to be far more graphic in its exploration of the darker realms of the human psyche. The frequent allusions to sexuality and innuendo that were so commonplace in the gothic were very titilating, yet abstract enough to be tolerated in prudish societies of the past. The transition from a child to a sexualised adult is a gothic convention, and the genre has dared to be different by reversing typical gender roles, sometimes casting the female in the ascendancy. In contrast to other genres, sexual relations are often portrayed as corrupt and depraved in the gothic, with insinuations of paedophilia, fairly blatant homo-eroticism, for example in Dracula, rapaciousness and even incest. The gothic often explores the darker nature of human sexuality, and conveys the unspeakable and taboo aspects of sexual relationships, which perhaps explains its popularity in the sexually oppressive Victorian society.

Term paper Essay Example | Topics and Well Written Essays - 750 words - 3

Term paper - Essay Example Most of the Hong Kong made films are often criticized for plagiarizing or copying the films of other cinemas such as Hollywood (Pang 74). In the case of the Fist of Fury, Bruce Lee was being accused of â€Å"having no style as style† because the film was generally patterned from the Japanese cinema style (Pang 74). Instead of using the typical Chinese kung fu style, Lee incorporated what he has learned from his â€Å"Jeet Kune Do† training (Zhuo and Cheuk 44; Eleftheriotis and Needham 111) with the use of the Japanese martial arts (Pang 74). In the process of integrating different kung fu style, Lee somehow managed to come up with his own kung fu style. Specifically in the movie Fist of Fury, Bruce Lee played the role of Chen Zhen. As compared to Jackie Chan’s kung fu style, Lee’s kung fu style was more serious as always. This is mainly because the kind of films that Bruce Lee makes are mostly action ones (Mennel 90; You Tube b). Bruce Lee is known for his fast reflex when doing his kung fu movements. This can be seen in the film when he tried to fight on behalf of his co-workers who were engaged in the fight with the top management’s security personnel (You Tube b 45:31). During the actual production, Bruce Lee encountered some communication problem with some of the extra. Back then, Lee had to find somebody to translate his instructions (Black Belt 26). This is probably true because Bruce Lee has been working with people with different cultural background. When doing martial arts film, it is difficult on the part of the actor to control his movements without literally hurting the extra when filming a stunt. To create a more realistic action film, the actors should pay attention to the timing of their actions. Instead of hurting himself from doing kung fu acts, Bruce Lee was the one who is causing more physical injuries and fracture to those extras. For instance, when Bruce Lee had to kick the extra during the set, he had a hard time controlling the force

A report regarding the attractiveness of alternative countries Research Paper

A report regarding the attractiveness of alternative countries - Research Paper Example China is a country with where cheap labor is easily available giving a cost advantage to the companies investing. (Diego Quer, 2008) Moreover, China is largely a buyer’s market keeping in mind the country’s population of 1.3 billion people. And with time there is an expectation that the purchasing power of Chinese residents is likely to increase sharply because of the lower rates of inflation and a good annual GDP growth rate of 8 % for the country. To top it all China’s government recently has eased down the regulations and laws concerning foreign investment in China. As a result of these incentives a lot of companies invested in China and as according to research FDI flows into china were of about 83.5 billion dollars which grew to 108.3 billion in 2008 with continued investment announcements and a positive investor outlook. (Jianhong Qi, 2008) The trend of FDI in China has changed since 2001 after it joined WTO. Since then until now foreign investors who have invested in China have formed companies entirely owned by foreign capital. Other than industry and hi-tech foreign investment is also allowed in the financial services, insurance and banking sectors.

Explore how sexuality has changed over the past 100 years Essay

Explore how sexuality has changed over the past 100 years - Essay Example Explore how sexuality has changed over the past 100 years Sexuality and the ways in which sex creates both pleasure and results in procreation has been revolutionized in the last one hundred years. In the early 20th century the concept of reproduction was being examined through the ideas of eugenics. This area of research was somewhat based on the developments by Charles Darwin about the idea of selection as a method for putting the best traits together in order to support increases in the ‘quality’ of human beings being born. The problem that emerged with the concept of eugenics is that anyone that was considered undesirable was also then deemed unfit to procreate. This included the different races, prostitutes, those with developmental difficulties, and even the Romani who were considered to be innately born as thieves and miscreants (Sinclair, 2007). Along with the concept of eugenics began a movement within the women’s rights movements that were emerging at the time which suggested that women should have the right to choose desirably traited men in order to procreate with them. The emergence of a call for equality began to suggest that the power to create life should accompany the ability to make choices concerning desirable mates. Where patriarchal frameworks of gender control had held onto the power to determine procreation up to this time, the beginning and progression of the women’s movement changed not only gender relations but began to change the nature of sexuality and procreation dynamics. In the 1960s as the women’s movement raged forward, creating a deep shift in the gender dynamics and prescribed roles, William Masters and Virginia Johnson were doing some of the most daring and controversial research on the subject of sexuality. Through direct observation of sexual partners they began to study how the physicality of sexual experience occurred. During these 10,000 observations of sexual experiences through volunteers from the academic community, they watched for the sign s of arousal and continued to record observations about how bodies functioned during sexual arousal and release through a variety of different sexual situations. This significantly impacted the way in which sexuality was viewed through the development of anecdotal research as well as measurements from different devices (Crooks & Baur, 2011). 2. Explore how technology has and is changing the world of conception, pregnancy, and parenthood. The science of having babies has dramatically changed the concept of procreation as human beings have been able to take some control over conception. Although there is still a great deal of mystery involved in how and when conception occurs, science has been able to replicate much of what it takes to get pregnant so that women who would have remained barren have the opportunity to have children. In addition, the ability to use surrogates and to influence the hormonal production has provided for further opportunities for women to have children, even when they might not be the one to carry the child. Science has also changed the control that a woman has over when she gets pregnant. Through understanding how children are conceived, science has been able to influence the female body so that some control over child-bearing can be achieved. Contraception has a number of different methods through which women can protect themselves from unwanted pregnancy

The Structuring of the Organization Essay Example | Topics and Well Written Essays - 1500 words

The Structuring of the Organization - Essay Example Establishing a successful car factory in the car industry must account for prior, current and possible future trends in the car industry. Planning and implementing a project that would make it possible to realize success in operations and performance must significantly counter or fundamentally actualize countermeasures of the possible problems that the car factory is likely to face, relative to the performance of the entire industry. In such a pursuit, leadership must be critically positioned in every aspect of the industry in order to minimize problem effects and enhance the success of the business. There are variant problems that the car factory would face in the industry, but leadership should be availed to combat all underlying problems. Different industries across the globe are characterized by stiff competition between the firms that make up such industries. Business enterprises within the industry setting engage each other in stiff competition for a significant market share that favors the continuity of the business aspects of every single enterprise (Robbins, Judge & Sanghi, 2009, p.218). The competitive advantage of a firm is determined by a number of factors, all of which are influential in the market. The objective to satisfy consumer needs is relative to product qualities and pricing policies. Consumer tastes and preferences must also be accounted for in the competition process since the ultimate concern is to be in business by engaging consumers to buy. High competition in the car industry is a problem due to the already established businesses in the same line. Existing firms are often preventative of the market, and they try to make the environment unfavorable for new entrants. Setting up a car factory cannot fail to consider this aspect of competition. In order to effectively tackle high competition problems, leadership practices etc.