Labour Law Essay Example | Topics and Well Written Essays - 1500 words

Labour Law - Essay Example It is submitted at the outset that the issue remains contentious particularly in light of the continuous changes in working practices. From a statutory perspective, the legal definition of employee is described under Section 230(1) of the Employment Rights Act 1996 (ERA) as â€Å"an individual who has entered into or works under†¦Ã¢â‚¬ ¦..a contract of employment†. The section 230 definition has been criticised for being ambiguous (Honeyball & Bowers. 2006) and it is necessary to refer to the common law test for defining the status of employee. The statutory provision is bolstered by the Ready Mixed Concrete test (Ready Mixed Concrete (South East) Ltd v Minister of Pensions & National Insurance [1968] 2 QB 497), which requires an examination of the â€Å"overall picture† (Jupp, 2005) The starting point for determining whether an individual is an employee is the â€Å"control† test (Honeyball & Bowers. 2006). This was established in Yewens v Noakes (1880 6 Q.B.D. 530), where Bramwell LJ asserted that:â€Å"a servant is a person subject to the command of his master as to the manner in which he shall do his work† (at pp.532-533). However, socio-economic developments in the labour market have changed the shape of employment status, thereby undermining the suitability of the control test as a sole determinant of employment status (Pitt, G. 2007). This was further acknowledged by the Court of Appeal in Walker v Crystal Palace FC ([1910] 1 KB 87), where the control test was given a different slant by focusing on whether the employer had the right to control the background arrangements for the work such as when and where the work was done, payments and holiday entitlements. However, the Walker extension of the control test was further developed into the â€Å"integration† test as propounded by Lord Denning in the case of Stevenson Jordan and Harrison v MacDonald & Evans ([1952] 1 TLR 101) â€Å"†¦under a contract of service, a man is employed as part of the

Views on Stealing Africa Essay Example | Topics and Well Written Essays - 500 words

Views on Stealing Africa - Essay Example e is owned by Glencore International Plc, a public company listed in London and Hongkong, registered in Jersey and head quartered in Switzerland (Stealing Africa). The company has consistently evaded corporate tax in Zambia by claiming losses in business. This has been through artificial inflation of operational costs and even under valuing the mined copper. The copper is sold to Switzerland at below market price. Therefore, the company has managed to pay minimal taxes while reaping huge benefits. Despite Zambia having a third of the world’s copper supply, she is still among the poorest countries in the world. Between 60-70% of Zambians live on less than $1 a day and the unemployment rate is staggering 80%. The money from copper bypasses the needy Zambians and only helps Switzerland, home of the company. The situation obtaining here can only be described as catastrophic and dire. The organizations that are mentioned here are the ‘World Bank’ (WB) and the ‘International Monetary Fund’ (IMF). It was as because of the recommendations of the structural adjustment programme that the Zambian government embarked on privatization lending to sale of the mine to Glencore (Stealing Africa). What they did was simply a disservice to Zambian. Privatization opened the door for flow of cash out from Zambia. This being a private company its bottom line is profit and making money. Politics and business are intertwined hence frequent interactions. The government is responsible for the economic policies that will guide how trade and business is conducted. Business cannot thrive in a vacuum where there is no regulation or order (Stealing Africa). In the Zambian situation, the policy of privatization did not at all help the citizens. There is still abject poverty since unemployment rate is unbelievable. Why all this? It is because the fund for empowering the citizens is whisked away to the mother country. Even the tax paid is not low one since the product has been

Photography in the 19th Century Term Paper Example | Topics and Well Written Essays - 750 words

Photography in the 19th Century - Term Paper Example This paper will argue that both aesthetics and social documentary were dominant natures of photography during the 19th century. It will first define aesthetics and documentary photography as primary terms for this paper. It will then show examples of photographs created by Fox Talbot and Jacob Riis, where each work would be dissected based on the mentioned natures of 19th century photography. At the turn of the 19th century, photography had developed into one of the most reliable medium to express modern art. Aesthetics became well appreciated because of the developments presented by photography. It explains man’s emotions towards art, beauty, creation and taste. With such emotions, the appreciation for aesthetics follows the study of sensory values (Zangwill, par. 1). Complexity was also intertwined with aesthetics as social change became a prevalent concern amongst photographers; hence the emergence of documentary photography. Documentary photography is a product of a ferven t desire to let images tell a particular story. It implants upon the audience social consciousness which produces acts of persuasion for change (Curtis, 5). Both aesthetics and documentary natures are present within the photographs created by Fox Talbot and Jacob Riis. Fox Talbot was the known inventor of the calotype process – a dominant process of photography during the 19th century. ... The subjects who are in their coats portray the serious atmosphere exhibited by the photograph. Aesthetics can be derived in this picture by looking at the timely and classic form of photography created by Talbot. It is classic in the sense that the subjects of the photograph exhibit the upbringing of the society – male professionals act profoundly and dressed neatly in their suits or coats. Talbot’s piece is timely because, up to the present time where color and new forms of aesthetic techniques are observed in photography, the classic form of the picture is still well venerated and appreciated through its simple and monochromatic look. Complexity is derived from Talbot’s photograph by the implication created and intended by the photographer – a sense of modernity shown through the story contained within the picture. The photograph shows the subjects seriously preoccupied by setting the cameras they need for a photograph shoot. This story is not a definit ion of documentary photography in its sense. It doesn’t encourage the desire for social change or reform. However, it can still be classified as documentary because the picture transmits and shows a story of photography development and evolution. It, somehow, â€Å"documents† the improvements within the world of photography during the 19th century because the picture shows photographers inclined with improved pieces of equipment. Jacob Riis, on the other hand, shows the real nature of what documentary photography is. In his piece entitled Bandit’s Roost created in 1888, the photographer shows the social dilemma of poverty prevalent within the suburbs of the 19th century (see Figure 2). Aesthetic wise, Riis’ work is the same as Talbot’s photograph – it is

Cyber Crime Literature review Example | Topics and Well Written Essays - 6500 words

Cyber Crime - Literature review Example However, these technologies represent significant costs for communication companies, and ultimately, the general public. With more businesses coming to depend on computers and internet-based systems, attacks on these systems have increased. Such attacks have been considered crimes which covers the application of computer networks, alongside financial scams, hacking, virus attacks, phishing, cyber stalking, and pornography (Li, et al. 2012). In 2000 for instance, the ILOVEYOU virus caused billions of dollars in damage to different computers and companies all over the world (Mishra and Pajrapati, 2013). It was later discovered that two Filipinos were responsible for the creation of the virus. However, since the Philippines, at that time, did not have any cybercrime laws which would have held the perpetrators accountable, the perpetrators were later released (Mishra and Pajrapati, 2013). Regardless of the presence or absence of cybercrime laws however, the apprehension and prosecution o f perpetrators have been made difficult by the nature of the offence, including the complications related to the cyber security awareness and cyber incident reporting (McGuire and Dowling, 2013; KPMG, 2011). This paper shall carry out a literature review of cybercrimes, cyber security awareness, including cyber incident reporting. Related details shall refer to the usual cybercrimes which have gained notoriety and in general, government actions related to cybercrimes, and the challenges presented by cybercrimes and cyber security. According to Gercke (2012) cybercrimes are also considered in relation to computer crimes. Different perspectives have been considered to develop a more encompassing definition and understanding of cybercrimes and computer crimes (Gercke, 2012). Cybercrimes nevertheless have a more specific focus than computer-related crimes, especially as computer-crimes only involve

How I Would Direct Act 5 Scene 1 From Macbeth Essay Example for Free

How I Would Direct Act 5 Scene 1 From Macbeth Essay Introduction If I were to direct a new version of Scene 1 of Act 5 in Macbeth I would make it a modernised version. The characters would wear modern clothes and live in modern surroundings and the story would have to be slightly altered to fit this modern setting. I think that I could still let the characters use archaic language as in the original Macbeth script. The scene would be less formal as it seems to be in the RSC version, it would be a lot more relaxed. I would try to make the scene more interesting for younger people and the target audience would be around 12-18. The film would not be a comedy or an action film it would be a tragedy film. To make the scene interesting for this audience I would have to change many parts of the scene like the camera angles, colours and costumes. Casting I would like Lady Macbeth to be a small person who seems defenceless but has a strong mind rather like Sarah Siddons who first played the part of Lady Macbeth in 1785. Lady Macbeth would be a very harsh person who deteriorates throughout the film and in this particular scene is very weak, defenceless and also very stressed. She would not be as old as the Lady Macbeth from the RSC version and would be a lot more like that of the Polanski version. She will also look very pale as she is worried about what she is going to do and she will also have make-up on so she looks tired with bags under her eyes. Also in this scene would be the Gentlewoman who, in my version would be like a Maid in a large modern houshold. She would be quite large (but not too big) and she would be a very friendly and comforting person who was very lively and hyperactive. The Maid would be a very sure and decisive person who would be confident in her own decisions. Also the Maid would be very reliable and a trustworthy person. She would talk a lot in the scene and would be very loyal to Lady Macbeth. She would be very shocked by Lady Macbeths unusual behaviour just like the Gentlewoman in the RSC version. You would be able to see her concern for Lady Macbeth in the actors eyes. The Maid would probably not be English as many Maids in modern times are from foreign countries. The last person to be cast in this scene would be the Doctor. In my version the Doctor would be a very sympathetic man who cares for his patients he would reassure the maid and would be very informed and helpful for Lady Macbeth. As with the maid the doctor would be very shocked and would be worried by Lady Macbeths behaviour unlike the doctor in the Polanski version. The doctors would look very professional but also very caring. The doctor would also be a quite an old man. Costume The costumes in my scene would be quite light and modern and would not be too dark as I thought the costumes used in the RSC version were (or was that because it was in black and white?). I think that Lady Macbeth would wear a night-gown or something similar and would have long hair, probably blonde unlike the RSC version as I did not think that short brown hair would fit with my scene or settings. Lady Macbeth would be quite small also, giving the impression of a defenceless person. The Maid would be wearing the typical maid clothes, probably a dress that was white and blue or black She would be holding a tray of some sort with drinks on. The Doctor would probably be wearing a Hugo Boss suit and have grey hair. He would also wear small glasses that he would wear on the end on his nose which is always shown as a sign of intelligence. He would enter the room with a black suitcase and would have a professional image. I would also like the Doctor to have a small beard aswell. Movement Im my scene the Maid and the Doctor would enter the bedroom of Lady Macbeths house quickly and as they were walking the would be talking. Then Lady Macbeth would enter rubbing her hands in a jerky way and very quickly like the Polanski version. Lady Macbeth would be shivering while the Doctor and Maid were looking on at her. Then Lady Macbeth would go to bed talking in her sleep. After this the concerned Doctor would exit and the scene ends. Language And Performance Im my scene Lady Macbeth would have a quiet tone of voice and would whisper some of her lines. She would not cry out as loud as in the RSC version as I think that it was a bit too exaggerated in that interpretation of the scene. The tone of her voice would be horrified and frightened and would be very alarming to watch. Her voice would be as if it was on the edge and she was about to snap and go completely mad. She needs to show fear aswell when she says Hell is murky because this is showing her fear of death and going to hell for what she has done. The Doctor in this scene would be calm on the outside but he would feel very shocked and he would be asking the Maid questions very quietly almost whispering. The Maids tone of voice would also be shocked and she would almost scream from seeing the distressed Lady Macbeth. She would look away and would seem to be suffering pain from Lady Macbeths suffering. Her voice would show this. I think my version of this scene would be more emotional that the Polanski version but less emotional than the RSC version, it would be a balance between the two. Even though it would be set in modern times the language would remain the same as the original Macbeth script and no parts would be edited from the scenes except for censorship. I would direct some parts of the scene to be how I want them to be shown. At the start of the scene when the Doctor says What have you heard her say the Maid must look extremely worried about what she might tell the doctor. As Lady Macbeth walks out the doctor and Maid will talk in a whisper so that they do not disturb her. Lady Macbeth must look alone and have a blank look on her face. When she says Yet heres a spot referring to the blood which cannot seem to be removed from her hands she must seem angry and frustrated but also sorry for herself. It should seem as though Lady Macbeth is announcing her troubles. The Maid must seem very forgiving and concerned at this point. As the speech of Lady Macbeth goes on she needs to get more and more built up before crying at the end (but not too loud as in RSC). Camera Angles My version of this scene would have a long shot of the Macbeth household at the start of the scene and then would have close ups of the characters faces as in both the Polanski version and the RSC version. This way you can see the characters faces close up so you can almost see what they are thinking. I could also have a Lady Macbeth camera where there is a camera that seems as if it its inside Lady Macbeths head, showing what she sees and hears, this would let the audience know what Lady Macbeth was thinking and seeing and would involve them more in the film. For example when she is trying to wash the blood off her hand but in her dreams she cannot, I could switch to the Lady Macbeth camera to show her saying Out, damned spot! And showing the camera pointing at her hand with the blood on it. Then I could switch back to the bemused Doctor and Maid wondering what is going on. I think this would be a good way of showing the scene. Relationships With Other Characters Lady Macbeth in my cut of the scene would be very close to her Maid and they would care for each other. The Maid would care for Lady Macbeth a lot more than Lady Macbeth would care for the Maid because Lady Macbeth is in my version a very harsh person who does not care much for anyone except for her husband Macbeth. The Maid would be exceptionally loyal to Lady Macbeth and follow all of her orders. The Doctor would also be very caring for both characters and he would trust the Maid although he would be slightly confused as to what is going on and he would rely on the Maid to inform him. Staging, Setting and Lighting I would set the scene in the Macbeth household which would be in the Scottish Highlands. As the setting is so modern the story before this scene would have had to be altered slightly for example instead of killing the King, Macbeth could have killed his boss and become the Manager of a company. The house would be very large and modern and the scene would be mainly set inside Lady Macbeths bedroom. The furniture would be very expensive and modern and the room would be quite light but would have red curtains which the sun would shine through making the whole room seem the colour of blood which would symbolise danger and insecurity. The bed would be a very ornate but modern four poster bed. The Macbeths would be a very upmarket family. This setting would be very different to the setting of the RSC version which seemed to be set on a stage with not much scenery. My version will be alike the Polanski version in that it would be in a proper film set. I would also have a good soundtrack that was one of the things (I think) was missing from both versions of the scene that we saw. The music would be included in the scenes to create more atmosphere but it would be good music that would add atmosphere without really being noticed. General Impression The general impression hopefully made from my scene would be that the audience feels sympathetic towards Lady Macbeth. They should be drawn in so that they end up feeling sorry for her when earlier on in the play they thought she was a deceitful and cold blooded person. It should show people that you cant hide murder or at least she couldnt. I would also keep ideas of blood, sleep and water in the play as these devices add to the drama of the film.

Process Leadership And Its Impact Leadership Essay

Process Leadership And Its Impact Leadership Essay Leadership is a process by which a person influences others to achieve an objective and directs the organization in a way that makes it more cohesive and coherent. Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Leaders carry out this process by applying their leadership  knowledge  and  skills are called  Process Leadership. However, we know that we have traits that can influence our actions which are called  Trait Leadership, in that it was once common to believe that leaders were born rather than made. Good leaders are  made  not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. To inspire your workers into higher levels of teamwork, there are certain things you must  be, know,  and,  do.  These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills they are not resting on their success. Factors of Leadership Leader: You must have an honest understanding of who you are, what you know, and what you can do. It is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. Followers: Different people require different styles of leadership. For example, a new recruit requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people. The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees be, know, and do attributes. Communication: You lead through two-way communication. Much of it is nonverbal. For instance, when you set the example that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. Situation: All situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. (Also note that the situation normally has a greater effect on a leaders action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership). Various forces will affect these four factors. Examples of forces are your relationship with your seniors, the skill of your followers, the informal leaders within your organization, and how your organization is organized. (Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership), this power does not make you a leader, it simply makes you the boss (Rowe, 2007). Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply bossing people around (Rowe, 2007). Thus you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do grat things.) Be, Know and Do The basis of good leadership is honourable character and selfless service to your organization. In your employees eyes, your leadership is everything you do that effects the organizations objectives and their well-being. Leaders should know (such as job, tasks, and human nature), what they are or be (such as beliefs and character) and do (such as implementing, motivating, and providing direction). This is what makes a person want to follow a leader. People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. The Two Most Important Keys to Effective Leadership According to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that: Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: Helping employees understand the companys overall business strategy. Helping employees understand how they contribute to achieving key business objectives. Sharing information with employees on both how the company is doing and how an employees own division is doing relative to strategic business objectives. So in a nutshell you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go. Goals The goals and performance standards they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values The values they establish for the organization. Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts The business and people concepts they establish. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organizations personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Creating an Inspiring Vision of the Future In business, a vision is a realistic, convincing and attractive best case description of where you want to be in the future. Vision provides direction, sets priorities, and provides a marker, so that you can tell that youve achieved what you wanted to achieve.   To create a vision, leaders focus on an organizations  strengths  by using tools such as  Porters Five Forces,  PEST Analysis,  USP Analysis,  Core Competence Analysis  and  SWOT Analysis  to analyze their current situation. They think about how their industry is likely to evolve, and how their competitors are likely to behave. They look at how they can  innovate successfully, and shape their businesses and their strategies to succeed in future marketplaces. And they test their visions with appropriate market research, and by assessing key risks using techniques such as  Scenario Analysis. Therefore, leadership is proactive problem solving, looking ahead, and not being satisfied with things as they are. Once they have developed their visions, leaders must make them compelling and convincing. A  compelling vision  is one that people can see, feel, understand, and  embrace. Effective leaders provide a rich picture of what the future will look like when their visions have been realized. They tell stories, and explain their visions in ways that everyone can relate to.   Here, leadership combines the analytical side of the vision with the passion of shared values, creating something really meaningful to the people being led.   Motivating and Inspiring People A compelling vision provides the foundation for leadership. But its the leaders ability to motivate and inspire people that will help them deliver that vision.   For example, when you start a new project, you will probably have lots of enthusiasm for it, so its usually easy to support the projects leader at the beginning. However, it can be difficult to find ways to keep the vision alive and inspirational, after the initial enthusiasm fades, especially if the team or organization needs to make significant changes in the way that they do things. Leaders recognize this, and they work hard on an ongoing basis to connect their vision with peoples individual needs, goals, and aspirations.   One of the key ways they do this is through  Expectancy Theory. Effective leaders link together two different expectations: The expectation that hard work leads to good results. The expectation that good results lead to attractive rewards or incentives. This motivates people to work hard to achieve success, because they expect to enjoy rewards both intrinsic and extrinsic as a result.   Other approaches include restating the vision in terms of the benefits it will bring to the teams customers, and taking frequent opportunities to communicate the vision in an attractive and engaging way. Whats particularly helpful here is where leaders have  expert power. People admire and believe in these leaders because they are expert in what they do. They have credibility, and theyve earned the right to ask people to listen to them, and follow them. This makes it much easier for these leaders to motivate and inspire the people they lead. Leaders can also motivate and influence people through their natural charisma and appeal, and through other  sources of power, such as the power to pay bonuses or assign tasks to people. However, good leaders dont rely on these types of power to motivate and inspire others. Managing Delivery of the Vision This is the area of leadership that relates to  management. According to the  Hersey-Blanchard Situational Leadership Model, there is a time to tell, a time to sell, a time to participate, and a time to delegate. Knowing which approach you need to use, and when you need it, is key to effective leadership. Leaders must ensure that the work required to deliver the vision is properly managed either by themselves, or by a dedicated manager or team of managers to whom the leader delegates this responsibility and they need to ensure that their vision is delivered successfully.   To do this, team members need performance goals that are linked to the teams overall vision. Performance Management and KPI  (Key Performance Indicators) explains one way of doing this, and our  Project Management  section explains another. And, for day-to-day management of delivering the vision, the  Management By Wandering Around  (MBWA) approach will help to ensure that what should happen, really happens. Leaders also need to make sure they  manage change  effectively. This will ensure that any changes required to deliver the vision are implemented smoothly and thoroughly, with support and full backing from the majority of people affected. Coaching and Building a Team to Achieve the Vision Individual and team development are important activities carried out by transformational leaders. To develop a team, leaders must first understand team dynamics. A leader will then ensure that team members have the necessary skills and abilities to do their job and achieve the vision. They do this by giving and receiving feedback  regularly, and by  training and coaching people to improve individual and team performance. Leadership also includes looking for  leadership potential  in others. By developing leadership skills within your team, you create an environment where you can continue success in the long term. And thats a true measure of great leadership. Seven Personal Qualities Found In A Good Leader A good leader has an exemplary character. It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader walks the talk and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads. A good leader is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty. A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members. A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanour. Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head. A good leader, as well as keeping the main goal in focus, is able to think analytically. Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. While keeping the goal in view, a good leader can break it down into manageable steps and make progress towards it. A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas. These seven personal characteristics are foundational to good leadership. Some characteristics may be more naturally present in the personality of a leader. However, each of these characteristics can also be developed and strengthened. A good leader whether they naturally possess these qualities or not, will be diligent to consistently develop and strengthen them in their leadership role. Roles ad Relationships Roles are the positions that are defined by a set of expectations about behaviour of any job sitting. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behaviour for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge. Relationships are determined by a roles tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Also, normally the greater the interaction, the greater the liking is. This in turn leads to more frequent interaction. In human behaviour, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviours that are associated with a role are brought about by these relationships. That is, new task and behaviours are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role holder. Conclusion What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. When a person is deciding if she respects you as a leader, she does not think about your attributes, rather, she observes what you do so that she can know who you really are. She uses this observation to tell if you are an honourable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. Good Business Leaders I refer to Ray Kroc, the founder of the McDonalds Corporation: a leader driven by vision, but one willing to nurture talent and ideas not his own, a rare combination for an entrepreneur. Look beneath the Golden Arches and you will find a leader of near-irrepressible enthusiasm who discovered late in life what his true mission would be. At age fifty-two, Ray Kroc invested himself, and over the next few years nearly everything he owned, to fulfill his dream. For the first eight years, Ray Kroc didnt take one dime from McDonalds. He lived entirely on the modest salary he took from his milk-shake mixer business. The neglect of Kroc may perhaps be due to the fact that McDonalds is an ubiquitous presence (some would say too much so) on the American landscape. But that presence, some 25,000 restaurants strong around the world, never would have occurred without the drive, enthusiasm, will, and sheer optimism of a man who dreamed of a chain of restaurants coast to coast that would all serve the same food prepared the same way in the same restaurants in the same fast and friendly way. Once McDonalds become established, the world forgot Krocs humble origins and instead focused on his life as a multimillionaire e.g owner of the San Diego Padres and contributor to Nixons second re-election effort. Forgotten too was his leadership style, which to this day, is very applicable to anyone who dreams of starting a business, or managing it. Here are some of the principles Ray Kroc lived and led by. * Vision Once he had witnessed the McDonald brothers hamburger drive-in in San Bernardino, Kroc knew he had found what he was looking for: the opportunity to establish a nationwide chain of standardized, fast-food eateries. Today it seems obvious, but given the time, 1954, it seemed closer to fantasy. Friends of Kroc warned him that he was crazy to consider building a business on 15-cent hamburgers. It must be said that Kroc initially envisioned McDonalds as a opportunity to sell more Multi-mixers, but the more he investigated and the more he invested, he realized that McDonalds had the potential to rewrite the fast-food rule book and in the process establish the quick service restaurant business. * Conviction Theres almost nothing you cant accomplish if you set your mind to it he told a group of MBA students in 1976. And he lived those words. Kroc held fast to his dream of McDonalds restaurants. And furthermore to the idea that the restaurant concept would only succeed if everyone in the system operators, suppliers, corporate held to the same strict standards in food offerings, food preparation, food delivery, and service principles. * Flexibility As rigidly as Kroc held to strict standards in food preparation and service, he was open and eager for new ideas, chiefly from operators. New products like Big Mac and Egg McMuffin emerged from operators; Krocs attempts at new products the Hula Burger and a strawberry dessert, to name two were abject failures. Yet Kroc was smart enough to run with a good idea no matter who originated it. Thats leadership. * Cooperation Kroc built the McDonalds System on the simple, but fundamental philosophy, that everyone would profit or no one would. For this reason, he established a system that put operator profits first. Only by ensuring operator profitability would the system succeed. (In contrast to other franchisers of the time, Kroc charged no markup for supplies and equipment. He sold everything at cost.) He applied the same philosophy to his suppliers. This faith in letting others prosper first cost McDonalds dearly in the early years, but it paid off handsomely in the end. * Enthusiasm Ray Kroc loved the hamburger business. He could wax lyrically about the water content of french fries, or the curves of a hamburger bun. More so, he enjoyed talking up his restaurant business; it was his passion and his avocation. This kind of enthusiasm seems innate to many salespeople, and they need it in spades. Ardor for what they do steels them against the rejection that salespeople face on a daily basis. Kroc possessed so much enthusiasm; he was contagious. Since his enthusiasm was so infectious, he was able to attract so many of the right people to him. * Toleration of Dissent Many entrepreneurs live by the rule, my way or the highway. Not Kroc. His boldest move in this area was his hiring of Harry Sonneborn as his finance manager in 1956. As different as night and day, Kroc and Sonneborn formed a remarkable team. Where Sonneborn was taciturn and detail-driven, Kroc was outgoing and visionary. But without Sonneborn, McDonalds would never have survived. It was Sonneborns idea to establish the Franchise Realty Corporation, a real estate venture that enabled McDonalds Corporation to profit from the growth of the chain. Sonneborn and Kroc clashed constantly, but Kroc tolerated the dissent because he knew Sonneborn was good for the System. (Sadly, the two eventually parted, but it was well after Sonneborn was a multi-millionaire and had prospered from his ideas.) * Mentoring Salesman that he was, Ray Kroc had an eagle eye for talent. He plucked Fred Turner, the organizational mind behind the McDonalds operating system, from the ranks of potential operators. Kroc nurtured Turner as he did others; and in the process, built his business by selecting the right people at the right time. (It must be said that Kroc was sometimes arbitrary. In a fit of pique he might demand that man who didnt shine his shoes, or wore his hat incorrectly, be fired. Typically, the order would never be carried by Rays executive team who knew better. And in time, Kroc would forget the incident.) * Giving As generous as he was with advice, Kroc was generous with a dollar. After becoming a centi-millionaire several times over, he established a foundation to support his charitable efforts. Even before he was wealthy, McDonalds staged promotional events linked to local Chicago charities. To be certain, the original aim was publicity; but over time, Kroc and his team initiated a culture of giving that is alive and well today throughout the McDonalds System.(The Ronald McDonald House, which provides housing for relatives of children undergoing lengthy hospital stays, is one such example.) Of course, the point of giving is not to get something back, but rather to give something back; For leaders, giving helps create a culture where everyone in the organization becomes more outwardly focused in ways large and small that help benefit others. Kroc understood this principle and the organizations he built are a testament to it. * Optimism If ever there were the archetype of salesman whos always looking for a rainbow in a hailstorm, its Ray Kroc. I have always believed that each man makes his own happiness and is responsible for his own problems, so wrote Kroc in his autobiography, Grinding It Out. It was a philosophy that served him well. Faced with adversity throughout his life, he overcame much of it and succeeded beyond his wildest dreams. Curiously, Krocs original passion was music; he was a piano player in nightclubs. But since it was not the kind of lifestyle that appealed to his wife nor to Krocs own entrepreneurial aspirations Kroc gave it up for a career in sales. Still, he possessed the irrepressible optimism that come from someone who can break into a song to please a crowd. All of these traits contributed to Krocs leadership style, but perhaps the greatest was his ability to sell an idea. The reason he was so persuasive was not because he was a good storyteller (he was); a good socializer (he was); had a way with words (he did). No, the chief reason for his leadership was Kroc was able to sketch out his vision and have the listen participate in it with him. Whether Ray was talking about french fries, or the McDonalds System, he believed in absolute truth of what he was saying. His sense of conviction larded with plenty of optimism, dwarfed doubt and helped the listener participate in the dream with him. Most important, this vision also was predicated on the idea that the listener would benefit by sharing in the dream with Kroc that would enrich and ennoble all who shared it. Couple Krocs conviction with his overwhelming optimism and you have a leader of whom salesmen can be proud and from whom managers everywhere can learn. Julia Gillard looks set to become Australias first female prime minister after Kevin Rudds support within the party all but evaporates. JULIA Gillard has never suffered from a shortfall of self-confidence but, equally, she has never displayed the kind of naked ambition that defined Kevin Rudd before he got the job, either. The confidence was on display four years ago when she discussed leadership as a hypothetical and observed: I think people are over the kind of really highly managed, suited, white bread style politicians. I think people are looking for more than that and different to that and, you know, I think I am different to that. But the confidence evident on the ABCs Australian Story was always underpinned by self-discipline, patience and an absence of hubris. Advertisement: Story continues below Rudds impatience asserted itself in an intellectual arrogance that meant the reservoir of goodwill was low when the chips were down. Gillards more grounded demeanour is just one of the reasons the disaffected are willing to embrace her. The qualities that stamped her as a future leader are the ones that will be put to the test if, as now seems likely, she becomes the countrys first female prime minister. There is no more perfect parliamentary performer on Labors side than Gillard, and no one who is better placed to take on Tony Abbott. She can master a brief, communicate a message, demonstrate wit and go for the kill. There is also the tenacity that asserted itself when, before her career even began, she failed in three separate pre selection bids and again yesterday when she staked her claim. The qualities that some suspected would constrain her ambition being female, unmarried and from the left of the ALP will be of no consequence today. But the gamble Labor has taken in tearing down the leader who delivered them power before he has served a full term is difficult to comprehend. As a member of the Rudd kitchen cabinet, Gillard shares responsibility for virtually all the negatives of recent months the broken promises, the retreat on the emissions trading scheme, and the brawl with the miners over the proposed resource rent tax. She has also presided over the schools building program that has faced heavy criticism, especially in New South Wales. But the truth of it is that Rudds inability to recognise his failures and project a confidence that he is capable of changing persuaded the plotters to put the weight on Gillard. This is not the way Gillard, or those who believe in her leadership qualities, wanted her to become prime minister. This is clear from what she told this writer in 2006 If, in the dim and distant future well down the road the Labor leadership were vacant, I would think about it then. But its never been in my nature particularly having seen what happened with Simon [Crean] to believe its about destabilising leaders. But in politics, you dont get to choose, and she will find out soon enough whether she is what she believes the electorate is looking to embrace. Part B Workplace Frustrations Poor Communication This doesnt sound like a very nice position to be in and it does need addressing sooner rather than later; if so many of you are unhappy, the business will end up losing good members of staff through neglect. If you one member of senior management and have felt like you achieved nothing, dont let this make you lose confidence/faith in the rest of the senior management team. There will be someone who is willing to listen and help where possible. You should request to have a team meeting/operator discussion with a member of staff either on the same level as the person you spoke with before or higher. Even better would be two members of staff from this level, one from your direct line managers (perhaps a team leader) and then possibly your HR officer. This time, however, manager should stand up as an individual from the contact centre trying to be the voice for everyone else. This can often land you in trouble because even though youre trying to help people who darent speak up, the result can be that it looks like you and you alone who has an issue. So, you need to get a couple of people together that feel the same and ask if a team meeting can be held. For this meeting you will need to have the points you want to discuss ready along with some ideas of how you feel the problem can be eased or even rectified. Make sure your colleagues dont try and turn this meeting into a slanging match, keep it as a civil discussion between all attendees as the management are more likely to listen and pay attention this way. The good thing about going forward as team should be that the senior management will sit up and listen. If just one person makes a noise, they might assume that the problem isnt that big or even isnt really a problem at all. The more people moved to become involved, the more likely your managers will actually want to resolve your issues. It will also be more difficult for them to give you your marching orders as they would have to treat your colleagues in the same way. And what company wants to lose three, four or more conscientious, committed staff members? Office Politics and Lack of Teamwork Where office politics exist there is almost always a lack of teamwork, this two politics overlaps. Since someone has decided to get ahead by limiting cooperation or information sharing.   In fact, I think these are really the same issue.   Theres only one reason that teams or individuals within a company should fail to work together effectively, and thats when there are incentives to encourage them to do otherwise.   If a business is established to make the best use of its resources, and then builds walls and political machinations that make it less efficient, those failures have to be obvious to the people in control.   So office politics and a lack of teamwork are not just accepted but often implicitly condoned by a management team that cant create clear incentives to work together and seems more intent on creating competitive teams that excel by eliminating team work. These frustrations point to t

Chilli Peppers And Globalization Around The World History Essay

Chilli Peppers And Globalization Around The World History Essay The world has been coming to terms with globalisation over the last few decades but in Southeast Asia, globalisation has been a way of life for centuries. Situated at the centre of the East-West trade route, its ports have been exposed to a myriad of contrasting influences from different parts of the world. The Southeast Asian experience is one of seeing and adapting those various influences and this has given rise to unique cultures within the region. Nowhere is this clearer than the role of chilli peppers in the region. Today, chilli peppers have become intertwined with the idea of Southeast Asian cuisine. Within or outside the region, Southeast Asian cuisine is well-known for its copious use of chillies in food preparation and one might be forgiven for thinking that chillies are indigenous to Southeast Asia. However, chilli peppers are actually a product of globalisation, introduced into Southeast Asia less than 500 years, and have been adapted into the regional cuisine. In these few short centuries, the chilli pepper has even come to define the regional identity and personal identities of Southeast Asians. This essay will look at the role of chillies in Southeast Asia today and examine how the globalisation of cuisines has come to shape Southeast Asian identity. Also, we will see that the process of globalisation is not a linear process and its effects across the region have not been even. Globalisation and Chilli in SEA The colonial powers and the prevalence of trade in the Southeast Asian region were the key factors in introducing chilli peppers to the cuisines of Southeast Asia. Chilli peppers were the indigenous plants of the Americas from 7000 BC  [1]  . In the 1500s, the Portuguese introduced them to Thailand, where they quickly spread to the rest of the region. Southeast Asian cuisine before the introduction of chilli indicates a prior preference for spicy food. In Thailand, people were seasoning their food with ginger and peppercorns  [2]  . This preference for spicy food might be an indication of local conditions that made the region more susceptible or accommodating of spicy food. Economically, the chilli pepper export industry contributes very little to the region. In Southeast Asia, the largest producers of chilli peppers are Indonesia and Thailand. Together with India and China, these 2 countries exported 22.4 tonnes of chilli peppers in 2003, accounting for 67.8% of global chilli exports valued at US$9.5 billion. However, the figures indicate that only a small amount of chilli was actually exported because most of it is consumed locally within the region itself  [3]  . Therefore, the high domestic consumption of chilli in the region despite the economic contribution of chilli exports is an indication of the importance of chilli to the Southeast Asian region. In many Southeast Asian countries today, chilli is distributed in its fresh form, dried form or powder form. In Singapore, fresh chillies are often located in supermarkets and wet markets whereas dried chillies and chilli powder can be found in small proprietary shops like the ones in Little India. Before the introduction of modern technology into the region, chilli was dried or ground up in order to keep it from spoiling. As a result, the most common forms of chillies used in local recipes call for dried chillies and chilli powder. Today, the continued demand for dried and powdered chillies despite the availability of fresh chillies indicates the extent to which these forms of chilli have become entrenched in Southeast Asian cuisine. The way Southeast Asians prepare food today is a testament to the legacy of the past. Without modern refrigeration technology, the hot and humid weather in the region causes food to spoil quickly. However, the addition of a spice like chillies acts as a preservative to the food and prevents it from going bad as fast  [4]  . Furthermore, the use of chillies in food preparation can mask the taste of mud in certain ingredients like kang kong or river fish, thus making them taste more palatable. Southeast Asians were already using ginger and peppercorns as well as different types of spices in food preparation before the 1500s so they were able to adapt to the introduction of chillies fairly easily. Modern Southeast Asians retain the traditional method of preparing food with chilli despite technological improvements. The popularity of chillies in Southeast Asian cuisine can be attributed to the prevalence of rice in the region and the biological effects of chilli consumption. The consumption of chillies can help to make starch-based foods more appetising and rice is the most commonly consumed staple food in Southeast Asia  [5]  . Therefore, Southeast Asians probably started introducing chillies into meat and vegetables because it made the rice they were eating taste better. Furthermore, the consumption of chillies has several biological effects on the human body. When ingesting chillies, the capsaicin induces perspiration by increasing body temperatures. This leads to a cooling effect in the body, which is desirable in a hot tropical region like Southeast Asia. There are also claims that chillies can cure common ailments like colds and diarrhoeas  [6]  . The capsaicin in chilli peppers has also been found to promote endorphin release in the human brain in order to deal with the burn of sp icy food, thus making a torturously spicy meal paradoxically pleasurable  [7]  . In Britain, researchers were looking into the popularity of curry in the United Kingdom and they concluded that the reason curry had grown so popular was because the spice in the curry caused increased heart rates after consumption, essentially functioning as an aphrodisiac  [8]  . Thus, the prevalence of rice in addition to the biological effects of consuming chilli can help explain its popularity in Southeast Asian cuisine. The Effects of Globalisation on SEA Identity My earliest memories of chillies are of helping my mother prepare rempah for mutton curry as a boy. Pounding chilli padis with a stone mortar and pestle brought tears to my eyes and I could not understand why people would want to eat spicy food. As I grew up, chillies slowly began part of my diet and one of my favourite burgers was the McSpicy from McDonalds. Among my group of friends, the ability to consume large amounts of chillies became a point of pride. I am sure my experience parallels that of many Singaporeans and even that of people living in neighbouring countries. This is because has now become synonymous with the regional identity of Southeast Asia. Within Southeast Asia, the idea of chilli being an integral part of native cuisine has taken root in the form of specialty chillies invented by the various ethnic groups. In a Singaporean hawker centre, dishes come with chilli accompaniments ranging from Hainanese Chicken Rice chilli to Malay sambal goreng to the freshly cut chilli peppers soaked in soya sauce. Even the Peranakans have their own unique durian belacan. Although I did not know it at that time, the rempah I helped my mother prepare is actually a Malay recipe unique to Singapore and Malaysia  [9]  . Ethnic cultures in Southeast Asia can now define themselves by the way they eat their chillies because most of them have formulated unique ways of preparing it. The role of chillies has become so entrenched in the Southeast Asian mindset through its pervasiveness in cuisine that it has entered the regional lexicon. In Southeast Asia, the most famous variety of chilli is the birds eye chilli, which is better known as chilli padi to Singaporeans and Malaysians. Thai chilies can also be referred to as cabe rawit in Indonesia, phrik khi nu in Thailand and siling labuyo in the Philippines  [10]  . With people in different countries creating their own names for the same kind of chilli, the introduction of chilli into the Southeast Asian lexicon reflects the extent to which it has become a part of Southeast Asian life. In fact, Southeast Asians use the term chilli padi in a non culinary context as slang for a female who is small in stature but feisty in nature, stemming from the commonly held belief that the smallest chilli peppers are the hottest chilli peppers. With the increasing influx of Southeast Asian immigrants to Western countries, Westerners are exposed to Southeast Asian cuisine. As Southeast Asians use more spices and chillies as opposed to salt and pepper, Westerners have come to view chillies as a defining aspect of Southeast Asian cuisine. Westerners often use the spiciness of food and the excessive use of chillies to determine whether the food they are eating is authentic Southeast Asian cuisine. A Filippino restaurant in the Amsterdam had to introduce large amounts of chilli to cater to the preconceived notions of Dutch customers  [11]  . This Western notion of chilli being an integral part of Southeast Asian cuisine is being fed back into Southeast Asia through the process of culinary globalisation. The McSpicy from McDonalds which actually created for the Singapore market in order to cater to the perceived Southeast Asian preference for all things spicy. I could not find this burger in any of the McDonalds outlets I visited in the UK or Europe. In regional promotions, Canadian Pizza combines a typically Italian dish like pizza with spicy local food like curry chicken to create a unique hybrid in the form of Chicken Curry Pizza. The idea of chilli in Southeast Asian cuisine has become so intertwined with Southeast Asian identity that multinational local tastes. The role of chilli has also gained importance in the context of defining the personal identity of Southeast Asians. In many Southeast Asian communities, the ability to tolerate chilli-based food or even relish the taste of chilli peppers is the ultimate, albeit informal, rite of passage to adulthood. My experience with spicy food is not unique. Southeast Asian children are used to tomato sauce as a condiment because they cannot tolerate the capsaicin in chillies but as they grow up, they will be steadily exposed to chilli-based foods. The act of eating spicy food in Southeast Asia thus takes on a ritual symbolism in shaping personal identity since the ability to consume spicy food becomes an indication of adulthood. Anthropologists think that the consumption of overly-hot foods may also be an expression of ancient mating behaviour where the male seeks to impress a prospective mate with feats of physical endurance  [12]  . In this light, the consumption of chilli-based cuisine in Southeast Asia goes further into the shaping of male identity because it allows men to display their machismo through non-violent social means. Over time, as chillies have integrated into SEA cuisine, they have steadily evolved and come to define the very notion of what it means to be Southeast Asian. Uneven and Non-Linear Globalisation in SEA Globalisation and trade brought the chilli pepper into Southeast Asian and continued globalisation is spreading the notion of spicy Southeast Asian cuisine to Western countries. However, the effects of culinary globalisation in terms of chilli pepper usage have not been even across the region. Also, the influx of technology and modernity to Southeast Asia is also changing the role of chillies in Southeast Asian cuisine dramatically. Northern Vietnam and the Philippines stand out as culinary anomalies in SEA should we choose to define Southeast Asian cuisine by chilli consumption. Tourists to these regions are often surprised to realise that the food is much less spicy that that of other Southeast Asian regions. This can be explained by their relative proximity from trading areas. Northern Vietnam is located away from the most active Southeast Asian ports and thus, most of its culinary heritage can be traced to the less spicy cuisine of Southern China. Philippines is located far from its Southeast Asian neighbours and this separation created a different culinary heritage. Despite the introduction of chilli peppers in the country by the Spaniards  [13]  , the local populace never really took a liking to the ingredient and its proximity from other Southeast Asian countries limited cross-cultural exchange of culinary influences. Therefore, the effects of culinary globalisation are actually uneven across the regi on if we determine them by chilli pepper usage. Biologically, there is reason to believe that Southeast Asians might be biologically less inclined to consume chilli. Recent studies have indicated that Asians 25% more likely than people of other races to be supertasters  [14]  . Supertasters are more sensitive to certain tastes and Asians would therefore be more prone to experiencing the burn of capsaicin through chilli consumption. When Southeast Asians are given a choice between spicy food and non-spicy food, Southeast Asians today might be more inclined to choose non-spicy food out of preference despite the so-called Asian preference for chilli-based cuisine. Therefore, the role of chilli of shaping identity in Southeast Asia today will be reduced since not all Southeast Asians will define themselves by how much chilli they can eat in one sitting or how spicy the food they cook is. The presence of non-SEA cuisines in many Southeast Asian countries today gives the locals a wider variety of food to choose from. The influx of fast food chains like McDonalds and Canadian Pizza into Southeast Asian countries exposes locals to western food like hamburgers, pizzas and pastas. While these fast food chains might occasionally introduce chilli-infused dishes to cater to the Southeast Asian palate, they mostly serve typical western fare that is much less spicy. With the availability of a wider variety of food, Southeast Asians are not restricted to their normal spicy cuisine and some people might choose to abstain from spicy food and eat less spicy western fare instead. The reduction in the amount of chilli consumed by locals reduces the importance of chillies to the local diet and identity. With improved technology, the problem of food spoilage in hot and humid Southeast Asia becomes a non-issue. With technological advances like refrigerators and freezers, globalisation has changed the way we store our food. Today, Southeast Asian cooks are able to obtain the freshest ingredients from different parts of the world and store them for extended periods of time. They no longer have to use chilli peppers to extend the lifespan of food to keep it from rotting in the tropical heat. In places like hawker centres and restaurants, chilli is often served separately from food so that people can choose the amount they want to eat whereas in the past, it would have been used in the cooking of the food to prevent it from spoiling. Therefore, globalisation has made the use of chilli in Southeast Asian cuisine today purely a matter of preference and no longer one of necessity to prevent food spoilage. Conclusion By observing how the role of chilli peppers in the Southeast Asian region has come to shape regional and personal identity, we see the effects of globalisation and trade in the region. At the same time, the effects of globalisation are uneven because Northern Vietnam and Filipino cuisine do not share the same characteristics. Its effects are also non-linear in that the role of chilli peppers is now being reduced today because of the influx of Western influences and technology. Therefore, it may be inaccurate to view the heritage of Southeast Asia in terms of the chilli pepper because the effects of the chilli pepper in the region have waxed and waned over the last few centuries. Instead, we should view the heritage of Southeast Asia through the lens of globalisation because it is an on-going process that has continually affected the region throughout the years and it will continue to shape and change the region, redefining both the personal and regional identity of Southeast Asians.