SEO title Positive and negative effects of global Essays - Culture

SEO title: Positive and negative effects of globalization in developed countries.H1: The concept of globalization. What can be described in globalization essay?One of the key processes in the development of the global economy at the turn of the XX-XXI centuries is the progressive globalization. The attitude towards effects of globalization from all the inhabitants of our planet is very ambiguous, and sometimes, diametrically opposite. This is due to different points of view on the consequences of globalization processes, in which some people see a serious threat to the world economic system, while others see a way to further economic progress. The globalization essay is a very popular assignment in higher institutions, as well as topics on negative effects of globalization, positive effects of globalization, globalization in business, positives and negatives of globalization in developing countries, the impact of globalization. Globalization is a process of global economic, polit ical and cultural integration, the main characteristics of which are the global division of labor, human and productive resources, as well as the standardization of economic and technological processes and the convergence of cultures of different countries. There are positives and negatives of globalization in developing countries, that can be described in your globalization essay.H2: Effects of globalization in developing countries. Executive summary. There are positive and negative effects of globalization. One of the biggest threats and effects of globalization may be mass unemployment. The potential increase in unemployment is due to the fact that a number of TNCs of highly developed countries transfer their enterprises and branches to countries with low wages. In addition, companies in the developing countries of the world stop producing unprofitable products and go on to produce goods that require the use of highly skilled personnel. The next impact of globalization is rel ated to the mobility of the workforce. The mass migration of the population, which acquires global rice, turns into a serious source of aggravation of the socio-economic situation in the world. According to the UN, 20 million people emigrate every year in search of work and better living conditions, and the total number of migrants in the world is already about 175 million people. A large number of highly qualified personnel migrate to the United States, Canada, the United Kingdom, France, South Africa, Australia, where the share of immigrant professionals is up to 20%. There are many globalization essays based on that theme. The inflow of cheap labor from outside exacerbates competition in the labor market of developed countries, which complicates relations and causes the growth of nationalism in these countries. The negative effects of globalization of freedom of movement of labor are recognized as a potential threat, and now, it's quite realistic in most European countries, par ticularly in France, where the number of Muslim migrants exceeds 8 million people, and in Germany, with almost 7.5 million people non-Germanic origin. Therefore, almost all States are gradually introducing certain forms of control over the free movement of labor. Meanwhile, the most trained and highly skilled workforce is highly mobile and is able to find its market niche effectively. In a globalized world, all countries are trying to attract talented professionals and skilled workers, giving them visas and entering their market. H3: Positives and Negative of Globalization. Globalization, as one of the main natural processes, has negative aspects and positive effects of globalization. Talking about the effects of globalization, let's start with the benefits of globalization:1. Due to globalization, the possibilities of mankind are diminished, and all aspects of its life are taken into account, as well as foreign trade and foreign investment.2. Conditions for the harmonization of international relations are created. 3. Effects of globalization contribute to the deepening of specialization and the international geographical division of labor. 4. In its conditions, resources are much distributed, which ultimately promotes an increase in the average standard of living of the population.5. Benefits of globalization can be represented in economies of scale, which potentially can lead to lower prices, and hence sustainable economic growth.6. Globalization in business enhances competition, stimulates the comprehensive development of new technologies and disseminates them among the countries of the world.7. Positive effects of globalization are determined by the economic benefits, which are gained through the use

huck says essays

huck says essays Huckleberry Finn, an adventurous young boy, tells the tale of his own adventures. What was Mark Twain thinking? When Twain used Huck as the narrator of his book The Adventures of Huckleberry Finn it was a first. This first was ingenious he grabbed America and made them think what life was like to a young boy back in the day. As Huck moved down the Mississippi he told a wonderful story although it isnt exactly believable, the dialects that Twain used helped out, as well as added a humorous touch. The funniest part of this novel is how Huck tells his tales. Hucks tells a lot of stories on his way down the river that makes it hard to believe. When Huck is telling of the feud between the Grangerfords and the Shepardsons the feud is hard to believe because neither family knows what they are fighting for nor do they care. Finding this believable is hard to do because nobody except for Huck is telling the story and as people see others lying it gets harder and harder to see if they are telling the truth or not. Another time when it was hard to distinguish between true and false was when Huck talks of the ship that had been wrecked on the rocks. There were murderers on the ship supposedly, but it is again hard to believe that a young boy and a man, almost free, would get themselves into a situation like that and not want to get out of it immediately. Huck is a hard character to believe in, but Twain added the dialects to the story adding believability because then you can actually visualize the characters talking in the manner that the y do. The dialects that came out were very important to the story they added some believability to it. When Huck would say something it would come off as more truthful because it would sound like he knew what he was talking about, the same with Tom Sawyer. Tom could say something that he knew nothing about and could make people believe it. The dialect helped him out fro ...

Evaluation of the business strategy of a chosen company Assignment

Evaluation of the business strategy of a chosen company - Assignment Example In the second wave we can see concepts of standardization and mass production as center of attention of economist and scientist alike. These systems were basically focused on maximizing production and minimizing inputs. These concepts of mass production have their driving force in the massive increase in population over the last few centuries. With the massive increase in population the only route to success was to increase production and minimize cost. This was basically because technology in genetics was still not advanced, that meant you could not increase production from your raw materials and land many times over. The only control humans had at that moment was on machines, therefore they engaged in a massive mechanization of humans and production systems alike. This revolution was not only aimed towards manufacturing but services as well. This affected local shops and small businesses as they began to die out because they could not compete on price with machine inputs. This revo lution was psychological as well as economic people began to look alike, dress alike and think alike. In similar words individuality was slowly becoming obsolete and absent. Over time the second wave began to end as we reached the third wave practices of second wave were slowly abolished. The human society began to revert back to old practices and customs. One of the biggest signs of this reversion was birth control. Great emphasis was now being laid on keeping population in check. The concepts of standardization and mass production once again became obsolete. Emphasis was laid on individuality and personality once again. This information wave has triggered a ‘need’ in each human being to be different from others. Therefore in the present age the concept of small business catering to specific needs is once again in demand. These small businesses in management theory are usually termed SME (Small Medium Enterprise)

Islam Assignment Example | Topics and Well Written Essays - 1250 words

Islam - Assignment Example Other masters have also taken on social inequality, whereas sometimes putting their own lives on the line in their attempts to change political and social conditions for spiritual revival and improved living conditions. Sufism’s missionary activities have led to an increased number of their faithful. It is impossible to overstate the importance the spiritual education, as well as inculcation of such virtues as veneration of the prophet, faith in the love of God, piety, and trust in God. Sufism’s dhikr formulas are still preservative of their quieting and consoling power that it has on the illiterate. Persian literature and literature that influenced Persian literature is permeated by mysticism. This literature has aided millions by being a source of happiness. However, several modernists have argued against this literature because of its narcotic-like influence on the thoughts of Muslims. However, modern life and the effects of industrialization have caused a constant d ecline in Sufism’s influence in many states. People who attempt to show that mysticism and modern science conform have preserved the order’s spiritual heritage. This is because mysticism is central to the beliefs of the order. 2. Explain in detail the five pillars of Islam The five pillars of Islam are the most important Islamic pillars. These are five obligations that all Muslims are required to satisfy so as to live a responsible and good Islamic life. The first pillar is â€Å"Shahadah†, which is a basic statement that states that there is no God, but Allah and Muhammad is his messenger. This statement is the basic one in Islam with those who cannot recite the statement wholeheartedly considered as non-Muslims. Muslims who recite this statement proclaim that they will obey all Islamic commitments in their life; Allah is the only God, and Muhammad is his prophet; and that they accept the statement to be true. The second pillar of Islam is â€Å"Salat†, which are the obligatory prayers said by Muslims five times a day. Allah ordered that Muslims pray every day at five set times. These are; Salat al-fair, which is at dawn, Salat al-zhur, which is at midday, Salat al-‘asr, which is just before the sun sets, Salat-al-maghrib, which is said just following sunset, and Salat al-‘isha, which is said between midnight and sunset. Every Muslim tries to abide by the set times with even children encouraged to pray. The third pillar of Islam, Zakat, refers to the compulsory giving to charity of a particular proportion of a person’s wealth. Muslims as a form of self-purification and worship regard Zakat. It is not referent to charitable gifts from Muslims given out of generosity or even kindness; however, it refers to systematic offering of 2.5% of a Muslim person’s wealth every year for the benefit of poor people. Sawm is the fourth pillar of Islam with a requirement for all Muslims to fast on Ramadan. During the entir e period of Ramadan, every adult Muslim is required to give up various things, including sexual activity, smoking of any kind, as well as food and drink. The fifth and final pillar of Islam is Hajj. Once every year, there is a gathering in Mecca of diverse groups of Muslims praising Allah together in front of the Kaaba. It is meant for the promotion of sisterhood and brotherhood among Muslims to show that they are all equal

(Interpretive Essay on Women in the 19th Century)

(Interpretive on Women in the 19th Century) - Essay Example This is the period when work for a woman became different. This is attributed to the fact that women during the 19th century gained access to rights and even embraced working away from home, as opposed the prior concept of women always working at home. With regard to this, this essay will discuss some evolutionary cases in regard to women in the 19th century in relation to #87 Nickerson's Case, #89 Mercein vs People Ex Rel Barry, #96 Declaration of Seneca Falls convention, #136 Bradwell vs ILL, #137 Minor vs Happersett. Women’s position in the family during the 19th century and decency During this period, women were meant to respect the father as the head of the family as seen from the #89 Mercein vs People Ex Rel Barry. According to this case, Barry, the father of the infant expected to be granted more opinions and privileges on the infant more than the mother of the child. This is related to prior ways of handling issues of the family before 19th century. It is the judge Mer cein who changed this perception especially to individuals like Barry and made it clear that both the parents needed to provide custody for the child (Rife & Smith, 2002). Nickerson’s case is another evidence of what women not being considered to play important roles in the development of their children; this is related to biasness that was implicated on the mother of the child when handling issues on custody. This is also the period that women were not allowed to make any statements in the public, and the divorce laws always favored the man of the family, who was always considered to be the head of the family. Women in most instances could not make any contracts, appear in lawsuits as one of the witnesses in a case, or even initiate laws suits. During this period, most of the women who were now categorized to be in the working class category increasingly shunned marriage (Rife & Smith, 2002). Women’s rights in the 19th century in education Initially, women were meant not to proclaim self-independence as attributed to the fact that most of them were not allowed to go for proper education, thus not allowed into profession. It is through #96 Declaration of Seneca Falls conventions that women’s perception on being self-independent came out clearly. The year 1865, women were given an opportunity to pursue their careers, for instance, become doctors. This can be evidenced from the first woman to become a doctor, Elizabeth Garrett in the year 1836-1917. This is the period that she also managed to become the first female mayor of her town. Most of the female lawyers and dentists were produced during this period (Rife & Smith, 2002). It is through this convention that women could now be legitimate owners of some properties, serve in the juries as key decision makers and also the issue of voting rights was brought in to light during this period. As a result, women begun to have almost an equal power to men in the society. For example, the case base d on Seneca Falls convention, was mainly meant to address the major issues on women’s right. This mainly touched social issues, economic, religious and political. This followed that, in the year 1884 and the following years, most of the women were allowed to attend classes at Oxford University and also take their examinations seriously for the first time. Although they were given the opportunity to take their exami

Evaluating the Value of the Multifactor Leadership

Evaluating the Value of the Multifactor Leadership The Multifactor Leadership Questionnaire (MLQ) is one of the most widely used instruments to measure leadership ability and behaviour in organisations and organisational studies. However this does not mean it is without flaws. This report will describe and discuss the MLQ and its main purposes. It will analyse leadership theories and the ways in which the test resonates with and conflicts with particular theories. In particular it will look at classic and contemporary leadership perspectives and theories and how it has been applied to the development of the MLQ and the Multifactor Leadership Model the questionnaire is based on. This report will show that while there are flaws in the design, construction, validity and practical application of the MLQ, it is a reliable tool when used in conjunction with other leadership selection and development tools and offers much promise in evaluating leadership ability and behaviours, follower reactions and situational attributes. In 1978, Burns proposed that leaders could be distinguished in terms of transactional or transformational leaders (Parry and Bryman, 2006, p 450). In his work, transactional leadership consisted of an exchange process between the leader and follower in which the leader offers a reward for compliance with his or her contract (Parry and Bryman, 2006, p 450) and is based on rewards and punishment. Transformational leadership on the other hand is the process of motivating followers or colleagues to do more than originally expected using charisma, influence and vision by transferring followers attitudes, beliefs and values, as opposed to simply gaining compliance (Parry and Bryman, 2006, p 450; Rafferty and Griffin, 2004, p 330). However, Burns proposed that a leader was either transformational or transactional, and that the two were at opposite ends of the spectrum. In the 1980s, Basss approach was able to draw heavily on Burns work, but hypothesised that successful leaders were transformational and transactional. Bass theory represented a combination of transformational, transactional and non-transactional laissez-faire leadership factors (Antonakis et al, 2003, p 264). Bass propositioned that transformational and transactional leadership styles are separate and independent dimensions that appear simultaneously (Tejeda, Scandura and Pillai, 2001, p 33) and that the transactional attributes would deliver the basic needs of an organisation, while the transformational attributes would foster change and encourage commitment. He believed that every leader displays each of the styles to some extent and called this the Full Range of Leadership Model (Bass, 1998, p. 7). However an effective leader would demonstrate transformational attributes more frequently then transactional attributes. Central to Bass research is the Multifactor Leadership Questionnaire (Hartog, Muijen and Koopman, 1997, p21). The MLQ is a leadership assessment tool that measures leadership behaviour and style. It is the primary measurement tool of research on the theory (Tejeda et al, 2001, p 34). In its most recent format, the MLQ is a short but comprehensive survey of 45 items which measures a full range of leadership styles (http://www.cornerstonecoaching.com.au/MLQ_Questionnaire.html, 20/09/2010).  The MLQ is designed to evaluate the factors that are related to leadership and how these factors determine the efficiency and effectiveness of a leader. It assesses the transformational leadership with five scales: 1) idealised attributes, 2) idealised behaviours, 3) inspirational motivation, 4) intellectual stimulation and 5) individualised characterisation (Muenjohn and Armstrong, 2008, p 5). Three scales are identified as characteristics of transactional leadership: 1) contingent reward, 2) man agement by exception: active and management by exception: passive and one scale for Non-leadership, laissez-faire (Muenjohn and Armstrong, 2008, p 5). It also assesses the outcome of leadership in terms of effectiveness and satisfaction. The current version of the MLQ (Form 5X) was developed based on the results of studies of the previous versions and the feedback of leadership scholars who revised the questionnaire (XXXXX IN Antonakis, Avolio and Sivasubramaniam, 2003, p 265) and is used widely in research and across organisations in leadership assessment and development. Leadership Theories and the Multifactor Leadership Questionnaire The Multifactor Leadership Model has become one of the most widely cited theory of leadership, and while Bass (Bass, 1990b, in Hartog et al, 1997, p19) claims that the transactional-transformational leadership model is a new paradigm, and does not replace or explain other models, the model does in fact integrate ideas from classic and contemporary theories of leadership. Up until the late 1940s, the trait-based approach dominated leadership approaches (Parry and Bryman, 2006, p 448). These theories isolated characteristics that differentiated leaders from non-leaders based on the premise that leaders are born, to an extent, and that the skills required are innate and are not developed over time. The Multifactor Leadership Theory is not a trait based approach however it is evident that there are certain traits exhibited that differentiate a transformational leader from a transactional leader or traits that are not considered as leadership qualities. For instance, confidence (question 25), pride (question 10), optimism (question 9), resiliance and enthusiasm (question 13) are seen as traits of transformational leaders. One question in the MLQ states my associates and followers trust me and exhibit the values I portrayà ¢Ã¢â€š ¬Ã‚ ¦ (www.mlq.com.au, accessed 21/09/2010). In this question, trustworthiness is a trait that is perceived as important for transformational leadership. In fact, Bass approach is based on the concept of the trait or characteristic of charisma. However what the MLQ does not do is state that leadership traits are innate, and that leaders cannot be developed. A key advantage of the MLQ is that it is a tool to assess leadership skills and develop the leader into becoming more effective, efficient and transformational and show where development is required. From inception, the multifactor leadership model incorporated earlier behavioural approaches to leadership (Sashkin, 2004 in Antonakis, Cianciolo and Stenberg, 2004, p 175). Behaviour dimensions are actions that inspires by communicating a vision, actions that express considerations and behaviours that engage and challenge followers to think for themselves (Sashkin, 2004 in Antonakis et al, 2004, p 175). One of the best known approaches to behavioural leadership theories stems from research undertaken by a group of researchers at the Ohio State University. Stogdill and Coons identified two dimensions of leadership in their studies, referred to as consideration or employee-oriented leadership and initiating structure or production-oriented leadership (Antonakis, Cianciolo and Stenberg, 2004, p 7), not dissimilar to transactional, or task focussed leadership. It is important to note that unlike trait based approaches to leadership which focuses on characteristics that is perceived to make a good leader, behavioural approaches emphasise that behaviour can be changed, and through training, individuals can be better leaders. The MLQ is a tool that assesses current behaviour and can be used as a tool to assist in developing individuals to better leaders. In 1967, Fiedlar proposed a contingency model of leadership effectiveness which measured the leadership orientation of the person completing it (Fiedlar, 1967 in Parry and Byrman, 2006, p 449). The leader was either human-relations oriented, that is, considerate of the subordinates feelings and concerned with fostering good relations, or task-motivated (Parry and Byrman, 2006, p 449). Like Burns approach on transactional and transformational leadership, Fiedlar proposed that leaders were either human-relations oriented or task motivated, and could alternate depending on the situational factors. The MLQ however shows that for a leader to be effective, both task oriented attributes and transformation attributes needed to be displayed. The two were not co-dependent. The theory focuses on contingent reward as motivation, and is similar to transactional leader attributes. However, the theory highlighted that since a leaders personality does not change, it is instead necessary to change th e situational factors instead, such as task structure, position power or leader-member relations (Parry and Byrman, 2006, p 449). The MLQ is an assessment tool based on analysing a persons behaviours and attributes and developing or changing their behaviour to transformational leaders rather than transactional or non-leaders rather than the need to change the environment or situation. The multifactor model seems to stem from research conducted from the late 1980s onwards and the theories that became known as contemporary perspectives. One such example is leadership through emotional intelligence (EI). EI is consistently associated with good leadership and is the ability to understand and manage feelings, moods and emotions in self and others (Kupers and Weibler, 2005, p 369). The connection between emotions and transformational leadership was assessed by research conducted in 2001 by Palmer, Walls and Burgess by measuring emotional intelligence in 43 participants in managerial roles using the Trait Meta Mood Scale, and effective transformational leadership attributes were measured by the MLQ. It was found that there was a positive correlation between EI and transformational leadership, a factor that has not been missed by Bass, who declared that leadership is as much emotional and subjective as rational and objective in effect (1999, p 19 in Kupers and Weibler, 20 05, p 369). This and other research has suggested that EI is an important component of transformational leadership, and the ability to utilise transactional attributes when required. In fact, transformational leaders would need to use emotion to communicate vision to gain a response from their subordinates. It is interesting to note that the EI model became prevalent from 1980 onwards. Perhaps for this reason Bass and team insisted that their multifactor leader model was not based on previous classic models of leadership but asserted that there was a positive relationship between EI and transformational leadership. While this report does not propose that the multifactor model does not have any similarities to classic models, it is evident that the model has more similarity with contemporary models of leadership. Further correlations can be made between the multifactor model and the level 5 leadership model and inspirational leadership model. The level 5 leadership model is based on the premise that an effective leader exhibits attributes effective leadership, competent management, contributing team membership and a highly capable individual and can in addition demonstrate personal humility and professional will. Inspirational leadership is a combination of level 5 leadership and EI. Inspirational leaders selectively show their own weaknesses, dare to be different, rely on intuition and ability to read interpersonal cues and practice tough empathy. Attributes of the multifactor model, including inspirational motivations, simulation and consideration are similar to the concepts presented above. Effective leaders will also be transformational and transactional, therefore showing both competent manager and highly capable individual attributes. Strengths and Weaknesses of the Multifactor Leadership Questionnaire Practical Application The MLQ is essentially based on the premise that for a leader to be successful, transactional and transformational attributes need to be displayed. This has also made the test popular and valid in a variety of situations and environments, including structured, task oriented workplaces, such as manufacturing or in a professional services environment, where employee empowerment, charisma and visionary leadership are prevalent. In addition, it is essentially a 360 degree feedback tool, that is used not only to develop the leader but to identify the thoughts of subordinates, thereby increasing accuracy, acceptance, better understanding of performance and gaps in performance and indicates the leadership skills an individual needs to develop to be effective. Based on the results, ineffective leaders can be differentiated from effective leaders. Furthermore, its successful application in a variety of organisations is highlighted by the fact that it has been translated in other languages to decrease the language barrier or cultural implications. What it does not take into account however, is other cultural implications such as preferred or required leadership style or social factors, and research has revealed that different cultures place value certain leadership styles and behaviours to a greater extent than others. Certain cultures for instance, may not value individualise d consideration for instance as much as the cultural norms of collectivist societies in China or India for instance, so attributes valued in the multifactor model may not be ideal in certain cultures. In a study by Shahin and Wright (2004), they highlighted that cooperation and coordination were important for social integration among people in Egypt, stemming from social culture and its dependence on Islam (Shahin and Wright, 2004, 9 203). The MLQ does not take into account social culture and cultural implications and for this reason further questions were added measuring social integration. Shahin and Wright (2004) also noted that the form in which char ismatic leadership portrayed in the Egyptian context has a strong element of authoritarianism (p 504). The leadership style exhibits strong elements of transactional leadership behaviours, where contingent reward and management by exception are required to ensure subordinates perform (Shahin and Wright, 2004, 9 504). Therefore the ideal measurements of the MLQ needed to be customised to suit the context. In addition Validity and Design As noted above, key to the multifactor model is based on the premise that the theoretical background stems from classic and contemporary leadership, and is based on developing leaders, not that leaders are born. The MLQ is widely accepted and used and extensive research has been conducted that highlights its validity and reliability to measure management behaviour and performance (Agle, 1993; Carless, Mann and Wearing, 1995; Lowe, Kroek and Sivasubramaniam, 1996). It has emerged from a through and rigorous research process over the past fifteen years (Whitelaw, 2001, p 1). Part of its success in implementation in todays business world is its success in integrating emotional intelligence into the attributes of transformation leaders. Based on the results, training, support, mentoring and coaching can be provided to the leader. It would be very difficult in criticising the MLQ in terms of its application, as the multifactor leadership questionnaire (MLQ) is widely used in academic research and also a broad range of different organisations across many cultures (Anatonakis et al, 2003; Krickbride, 2006). The evidence of this is the fact that the MLQ has been translated into ten different languages, and has extensively been used in organisations globally in the following sectors in many sectors such as training, consulting, financial and insurance institutes, law firms, hospitals, mining and manufacturing businesses, media, government, marketing, gaming industry, defence, retail, property businesses, education etc. However, research (House, 1997) reveals that different cultures vary immensely in the value they give to certain leadership styles and behaviours. This may lead to a problem in the potential application of the MLQ as leadership behaviour that is valued by the MLQ (e.g. individualised consideration t owards subordinates) might violate certain cultural norms of collectivist societies e.g. India and Japan. Furthermore, a research conducted by Connelly, Zaccharo, Threlfall, Marks and Mumford (2002) reveals that questionnaires like MLQ in which subordinates and peers provide evaluation, fail to measure certain types of leadership skills, as they might be less observable e.g. knowledge, problem-solving and judgement capabilities.   The ***** provides valuable insights into the effectiveness of public organizations, especially on the point that the criteria are multiple, shifting, and conflicting (Rainey, 2003) The MLQ is capable of measuring the extent to which leadership is ***** considerate, providing the ***** with support, mentoring, ***** coaching (*****, p. 5). Established ***** (Bass). In addition, the MLQ: *****. Differentiates effective and ineffective leaders ***** all organizational levels; 2. Assesses the effectiveness ***** an entire organizations leadership; 3. Is valid ***** cultures ***** types of organizations; *****. Is ***** to administer, requires 15 minutes to complete; 5. Has ***** extensively ***** and validated; 6. The MLQ provides the best relationship ***** survey data to organizational outcome; and, 7. The MLQ has become ***** benchmark measure of Transformational Leadership (***** *****) The data developed from the ***** to date have been shown to highly correlate with ***** with effectiveness, performance, ***** satisfaction (Bass, p. 83). In addition, the feedback of MLQ results can also be used for mentoring, counseling, coaching, and training; MLQ scores might also be used profitably to identify executives to head ***** ventures (Bass, p. 84). Theoretical background is based on developing leaders, not that leaders are born EI aspects present in MLQ Plenty of research and used widely, accepted 360 degree feedback, tool to identify the thoughts of subordinates practical application design validity Weaknesses of Multifactor Leadership Questionnaire Cultural factors e.g. org culture Environmental factors, economy (crisis) Type of organisation e.g. manufacturing organisation might need diff style of leadership to professional services firm Reliance on honesty Self-evaluation Does not consider variance in thought or ideology Some questions may not apply in certain situations Opportunities and Threats of the Multifactor Leadership Questionnaire practical application design validity Conclusion

Digital Television :: essays research papers fc

Digital Television   Ã‚  Ã‚  Ã‚  Ã‚  On November 1, 1998 computer companies, television makers, broadcasters, and program suppliers have made a transition from analog to digital television. When the FCC passed a law forcing the networks to change from an analog broadcast to a digital broadcast, all the above mentioned industries have been scrambling to get a jump on their competition.   Ã‚  Ã‚  Ã‚  Ã‚  The picture and sound qualities of digital TV broadcasts are the best on Earth. However, at this moment cost remains a big problem. You can spend anywhere from $6,000 to $10,000 at the present time (Booth 80). Once the cost is driven down over the next few years, the average citizen will be able to experience the advantages of digital TV.   Ã‚  Ã‚  Ã‚  Ã‚  Digital TV will allow for a wider screen display, like those screens in movie theaters, and a sharper picture. What causes this perk is the fact that digital signals have a higher bit rate. This allows for more bits to be transmitted into the TV (cable, antenna, or satellite). The more bits a TV can transmit, the better the picture or screen resolution. The digital TV signal can carry as many as 19.4 megabits of data, which means a broadcaster can mix multiple programs of varying bit sizes onto a single channel. Say you’re watching a football game, since one camera view only uses up so many bits, you can select a different camera angle while watching the same game on the same channel. It is possible for a network, like NBC, to show two different programs at the same time on the same channel. Conceivably, if the president in on, you can watch regular scheduled programming.   Ã‚  Ã‚  Ã‚  Ã‚  With the introduction of the digital TV, the introduction of WebTV is upon us. One will be able to surf the internet through the television instead of using their computer. That is how the computer industry is involved in the digital TV. What companies like Sony and Microsoft hope to do is combine the TV and PC into one unit. They believe they can diminish the lines between consumer electronics and computers. Ultimately, both companies would like to make things more convenient and interface both industries. This will force computer companies and television makers to get on the ball and compete with these two corporate giants.   Ã‚  Ã‚  Ã‚  Ã‚  What will the transition to digital TV be like? Like any new radical product transition, the changeover will take some time.