Smart Materials - 1525 Words

A PAPER ON â€Å"SMART MATERIALS:A NEW TREND IN TECHNOLOGY† PRESENTED BY, SAHIL G. GOVINDWAR. . govindwar.sahil@gmail.com Contact No: 7709575108. BABASAHEB NAIK COLLEGE OF ENGINEERING, CIVIL ENGINEERING DEPARTMENT. PUSAD. . CONTENTS . Sr. No. | Title | Page No. | 1 | Abstract | 1 | 2 | Introduction | 1 | 3 | Classification | 2 | 4 | Advantages and Disadvantages | 4 | 5 | Applications | 5 | 6 | The future | 5 | 7 | Conclusion | 6 | ABSTRACT P.V.P Siddhartha instate of†¦show more content†¦It should be noted that some materials exhibit more than one of the above properties and It is better to use them in combination with conventional material. Sensing Materials 1. Optical Fibers: Fiber optic sensors with crack monitoring capability have been developed by Wolff and Messelier (1992), Ansari et al (1993); Voss and Wanser (1994).It is also used to detect moisture content. A sensor for moisture detection have been developed by Michie et al (1994). 2. Piezoelectric materials: Piezoelectric materials have two unique properties which are interrelated. When a piezoelectric material is deformed, it gives off a small but measurable electrical material it experiences a significant increase in size (up to a 4% change in volume). They are often used to measure fluid compositions, fluid density, fluid viscosity, or the force of an impact. In stress and pressure sensing, the PVDF materials have been found to give a better electrical response. Actuating Materials 1.Piezoelectric materials: A piezoceramic material can be used as a strain sensor by taking advantage of the direct piezoelectric effect that converts a mechanical action into an electric charge. But the same material can be also used for actuation applications by using the converse piezoelectric effect that.converts an electrical field into a mechanical strain. 2. Shape memory alloys: Shape memory alloys (SMAs) areShow MoreRelatedSmart Materials in Aerospace Industry6256 Words   |  26 PagesAerospace Materials Assignment Report Use of Smart Materials in Aerospace Industry List of Contents 1. Introduction 3 1. Purpose 4 2. Background 4 3. Scope 4 2. Types and Applications of Smart Materials 1. Piezoelectric Material 5 2. Shape Memory Alloys 14 3. Magnetostrictive Materials 20 4. Rheological Fluids 22 3. Discussion 25 4. Conclusion 26 5. References 27 Abstract This report will cover the different types of smart materials, andRead MoreSmart Materials, Kevlar And Armour-1630 Words   |  7 PagesSmart materials Kevlar and armour- 3Kevlar is formed in two main stages. The first stage is to produce the basic plastic, which is the base of Kevlar. This chemical is called poly-para-phenylene tereplthalamide. The plastic is then taken and strengthened. Kevlar is a pomaded, which means it is a polymer created by repeating amides over and over again. 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Callicles Gorgias Free Essays

Rebecca L. Hunt Stickiest Point #1 1. THE CLAIM: â€Å"The man who’ll live correctly ought to allow his own appetites to get as large as possible and not restrain them. We will write a custom essay sample on Callicles Gorgias or any similar topic only for you Order Now † –Callicles, Gorgias 491e-492a. 2. CALLICLES’ ARGUMENT: Callicles claims that one should fill his appetite as much as possible. Socrates’ view on a happy life requires self mastery which means that your appetites and emotions are controlled and you mind manifests order. Also, Socrates’ ideal happy person would not do what is morally wrong. Callicles argues that if you live a life like Socrates wants, you are living like a corpse or a stone. Callicles believes that â€Å"living pleasantly consists in this: having as much as possible flow in† (494b). To truly be happy, one needs to be constantly filling his appetite to the maximum capacity. This is not possible for many. The people who cannot fulfill their appetites are apparently embarrassed and â€Å"their own lack of courage leads them to praise self-control and justice† (492b). According to Callicles, the rules created by the weak â€Å"enslave† the more naturally gifted men. For the ones born into power, Callicles believes that they should defiantly feel shameful that they let the talk of the people and the laws that rule them stop him from filling his appetite. 3. CRITICISM: Callicles is wrong to think that one should fill his appetite constantly and to the fullest. This may seem like a pleasant life but it is defiantly not a fulfilling one. You need more goals and ambitions that are not just centered on what you want. . One could argue that everybody does not have appetites that are bad and selfish, but Callicles is defiantly referring to the self-indulgent ones. Callicles theory is similar to Darwin’s â€Å"survival of the fittest†. Both believe that the strongest creatures will rule and take over the weaker ones Callicles is also wrong in saying that the strong should do whatever they feel and the weak need to quit holding them back with rules. He believes that the â€Å"weak† create these rules because they are jealous and embarrassed at their own incompetence. It is not that the weak are jealous; they just want order in their cities. If the strong had the ability to do whatever they feel then many people would suffer. Why would a city want a majority of its citizens feel inferior to just a handful of, what I would call, bullies? This includes people born into power. Just because they are rulers does not give them the right to not have any kind of ethics or morals. They should actually do the opposite of what Callicles says and set an example for their people and lead good, self-disciplined lives. Smart people should have more of a right to rule the people, but only if they are trying to work for the greater good. They should not have ultimate power but I would rather a room full of smart, morally good men rule a city then selfish men constantly trying to always fulfill their own appetites. How to cite Callicles Gorgias, Papers

Transformational Leadership Essay Example

Transformational Leadership Essay Structure: Transformational Leader’s Effectiveness Abstract Many studies have been conducted on various leadership types and their effectiveness. James MacGregor Burns first introduced the transformation leadership concept in 1970. Other scholars have also published similar studies. Bernard Bass’s theory examines how leaders affect their followers and literally transform them. Three research studies were examined on transformational leadership, and its effectiveness. The first study proved employees pay close attention to whether leaders practice procedural justice (Leventhal, 1980; Thibaut Walker, 1975). The second study proved effective transformational leadership has a direct effect on the successful implementation of quality management in administrative service. The third study proved effectiveness of leadership is situational determined. Introduction Leaders today encourage followers to step out of their comfort zones, and take risks. Today’s innovation and global competition makes the status quo way of operation an endangered species. Leaders must possess the ability to persuade their followers to step out of their comfort zones, and take a leap of faith. They must be willing to follow their leaders into the unknown. This is accomplished by building trust, and making oneself vulnerable without knowing the outcome or how it will affect ones job. Leaders must have the skills, and ability to change, learn, adapt quickly, and positively as innovation dictates. There are four dimensions of authentic transformational leadership. They are charisma influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985; Bass Avolio, 1993). Transformational leader’s personal values are an unshakable force from within that drives them. We will write a custom essay sample on Transformational Leadership specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Transformational Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Transformational Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Their charisma is thought to be the most important aspect of transformational leadership qualities. These perceived values strengthen their ability to unite followers, and transform their beliefs to line up with their own (Bass, 1990; Burns, 1978; Deluga, 1988). Followers identify and aspire to be like these leaders. This luxury gives leaders the influence needed to set high standards for all to achieve. Transformational leaders provide vision and mission to others which instill organizational pride. Their expertise of the organizations tasks, earns them respect among their followers. It is their inspirational motivation that challenged followers to achieve the organizations goals. The leader’s intellectual stimulation complements their charisma. It is hear that high expectations and purpose are communicated in simplicity in an effort to generate creative solutions to problems. This platform allows their followers to question assumptions. They use, rationality, and logic to identify old problems. These problems are then examined from a different perspective to generate innovative ideas for improvement. A transformational leader’s individualized consideration is where employees are viewed as individuals. It is here they increase their employee’s awareness of the importance of their job. They coach them on achieving a better performance. Leaders also motivate their employees to work for the good of the organization instead of exclusively for their own personal gain. They then make employees aware of their individual needs for personal growth. They identify areas to target for development needed to obtain their own personal goals within the organization (Bass, 1985). In the wake of many business scandals there has been an out cry for the need of good leadership, with high morals. Authentic transformational leadership is characterized by its high morals and ethical standards in each of the four dimensions previously detailed. Followers engage in collectively pursuit of these leaders in ethical moral actions. Transformational leader literature has been linked to the long-standing literature on virtue, the moral character of Socratic and Confucian typologies, as well as modern Western ethical agenda. It is important that transformational leadership overcome the unethical pseudo transformational leadership images, which plagues organizations today. Pseudo-transformational leaders endorses only them self. Oppression of its followers, their ideas, and individualization is practice. Submission is enforced, and in some cases these leaders (Jim Jones) invent fabricated obstacles, and teach fictitious visions of superiority. These imaginary enemies instill fear into their followers of outsiders. Some Pseudo-transformational leaders are not so prevalent; they straddle the line of moral virtue. They make inspiring appeals and lead everyone to focus on the positive to maintain creditability with the unsuspecting followers they manipulate. They withhold information (Enron). In some instances they support a proposal in public while privately they may directly impede on its progress. This is done in an effort to postpone or continually delay its implementation. For a period of time pseudo-transformational leaders appear like saints, but are deceptive devils. They go through great lengths to prove to their followers their righteousness. This convinces many to believe they are following a transformational leader, unbeknownst to them they fund the masquerade created by these pseudo-transformational leaders, either until they are swindled out of all their money or until exposed by law enforcement agents. Even after their exposure they will still be able to convince some of their innocence, or justify their wrong doing as being right because of their superiority (Charles Mason). According to Kanungo and Mendoca (1996), transformational leaders are guided by unselfish values. They influence followers with empowerment rather than control. They strive to help their followers develop their own qualities. Authentic transformational leadership fosters moral values of honesty, loyalty and fairness. Values of justice, equality and human rights are a mark of their character. They are sincere leaders who strive to lead followers to attain the organizations objectives and goals. These leaders create vision for their followers, and implement strategies to help them accomplish their goals. Research on Transformational Leadership Effectiveness Three studies were examined to illustrate the effect transformational leadership has in particular situations and its effectiveness Transformation leadership style effect on procedural justice Employee relationships in procedural justice studies did not emphasize which leadership style would enhance procedural justice effects. It was not until recently when Judge Piccolo, and Ilies (2004) statement about the Ohio State factors of justice theory and its importance for future research did scholars begin to examine leadership style effects on justice issues. De Cremer (2004) introduced the leader fairness theory. It suggests that the effectiveness of procedural justice depended on the type of leadership style used to ratify the procedures (De Cremer Tyler, 2005). Transformation leaders have the ability to articulate a shared vision, intellectually stimulate employees, and provide individual differences for employees (Brown Keeping, 2005). This paper will provide evidence as to whether transformational leadership and procedural justice interact in affecting employees’ response. According to Burns (1978), transformational leaders embrace moral values, justice equality, and respectful treatment of their followers. These leaders increase their followers’ moral development. Followers focus on important principles such as justice and equality (Brown and Trevino, 2003). From this we can conclude that transformational leaders should increase the influence of procedural justice as well. Another factor of transformational leadership is the ability to motivate their followers to go beyond self-interest and focus on the common interest of the organization (Bass, 1998; Yukl, 1998). This implies that transformational leadership creates a collectivistic environment and attitude among their followers. Studies show that the more employees identify with the organization the more likely procedural justice will influence their behavior. The analysis suggests that transformational leadership style heightens employee’s awareness of justice issues and a strong sense of group identification which make it a good moderator for procedural justice. Theories of procedural justice have strong emotional consequences (Tyler and Smith, 1998). Procedural injustices bring into being feelings of anger, rejection, and resentment which can influence a wide range of negative emotions (DE Cremer, 2004). In the first study the focus was on how procedural justice and transformational leadership style effects the self-esteem and emotions of followers. The two theories studied are Hypothesis 1) Leader’s transformational behavior and procedural justice interact, such that the effects of procedural justice on followers’ negative emotions are stronger when the leader is high in a transformational style rather than low. Hypothesis 2) Leader’s transformational behavior and procedural justice interact, such that the effects of procedural justice on followers’ self-esteem are stronger when the leader is high in a transformational style rather than low. The author conducted three studies to test these theories. In the first study, 69 Dutch men and women, undergraduate students participated. The results showed that procedural justice influenced participant negative emotions more, if the leadership style was high in transformational behavior. Fairness of procedures affects both personal and collective self-esteem. Fairness in the work environment signals to employees that they are respected, that how they feel matters, because they are valued. Employees with good self evaluations have higher self-esteem (Leary, 2001). In the second study, 57 Dutch men and women undergraduate students participated. The results showed in the high transformational leadership negative emotions were significantly influenced by procedural justice; however for a low transformational leader this was not the case. In the third study, the employees’ perception of their supervisor’s procedural justice and transformational leadership style was examined and the effective responses were measured by means of organization based self-esteem. HRM managers handed out questionnaires at random to 575 male and female civil servants to participate. A total 257 were returned, yielding a response rate of 45%. The results show that procedural justice was affected only when the leader was high in transformational leadership style. The results from the scenario experiment, laboratory experiment, and the organizational survey confirmed the influence of procedural justice and transformational leadership style interaction has a pr onounced affect on their follower’s emotions, and self-esteem. Employees pay close attention to whether leaders use correct and fair procedures when making decisions and allocating outcomes i. e. procedural justice (Leventhal, 1980; Thibaut Walker, 1975). According Burns (1978) transformational leaders encourage followers to embrace moral values, justice, equality, in turn this increase their awareness of fairness and justice, which increase the influence of procedural justice. Transformation leadership effect on quality The second study was conducted at The University of Missouri-Rolla (UMR). UMR received the Missouri Quality Award in 1995 after four years of quality management implementation. UMR was the first public research university in the nation to win this award, and was chosen because of its receipt of the quality award for practicing quality management. The study was conducted by Hirtz, P, D. from University of Missouri-Rolla, Murray, S. L. from University of Missouri-Rolla, and Riordan, C. A. from Central Michigan University, were the effects of leadership on quality was examined. The objective of this study was to identify what relationship existed between the leadership style of administrative service heads, and the perceived implementation level of quality management? The focus was on transformational leadership, transactional and non-transactional leadership styles effectiveness and their effect on quality. The multifactor leadership questionnaire (MLQ) by Bass and Avolio (1995) was administered to nonacademic administrative and service departments at the University of Missouri-Rolla. The campus mail system was used to distribute the surveys to 438 employees in 29 departments. Each survey was coded to guarantee the confidentiality. There were one hundred-nine surveys returned completed constituting 24. 9 % response rate. 24 department leaders consisting of 8 females, and 16 males were included in the study. Each survey determines the leadership style of the department’s manager along with a quality management self-assessment survey to determine the level of quality management implementation. The theories studied Hypothesis 1) Consider the incidence of beneficial leader behaviors (idealized attributes, idealized behaviors, inspirational motivation, intellectual stimulation, individualized consideration, and contingent reward) would be positively related to quality management departmental behavior (leadership, information and analysis, strategic planning, human resource development and management, process management, customer focus/satisfaction, and overall total quality score). Hypothesis 2) Consider the incidence of dysfunctional leader behaviors (management-by-exception—active/passive and laissez-faire) would be negatively related to quality management. The results of the survey support the first hypothesis that effective transformational leadership has a direct effect on the successful implementation of quality management in administrative service. The results in the second hypothesis support the theory that passive leadership styles negatively impact efforts of quality management. Transformational leadership universal effectiveness In the third study the focus is on weather transformational leadership is effective universally, and determines how situational moderators limit its effectiveness. The author examines several situational aspects; leader-member relations, task structure, leader position power, follower ability level, and follower authoritarianism, and concludes that effectiveness of leadership is situational determined. Burns (1978), Bass (1985) believe that transformational leaders motivate employees to perform by transforming their attitudes, to strive to achieve the organizations goals. A total of 157 civil servants at one of the engineering services agency branches responded to the survey at a 76 % rate of return. All participants were assured their confidentiality. Each survey included the Multifactor Leadership Questionnaire- 5X (MLQ), developed by Bass and Avolio (1989). It consisted of 60, five-point scale items to measure transformational leadership. This MLQ measure is a social-report of the employees perceptions of their leaders transformational behavior. Two individual motive pattern measurements were used: (1) growth need strength, and (2) need for autonomy. Growth need strength was assessed using the standardized twelve-item scale developed by Hackman and Oldham (1974). Need for autonomy was assessed using nine items of the Edwards Personal Preference Schedule (EPPS) (Edwards, 1953). The theories studied Hypothesis 1) Whether the follower motive patterns influence the effectiveness of transformational leadership. Hypothesis 2) Whether transformational leadership is more appropriately viewed from individual-level analysis or a multi-level analysis. The results from the first hypothesis revealed that some followers are more receptive to transformational leaders. The study also reveals that situational moderators contribute to the prediction of outcome variables beyond that of leadership behaviors alone. Transformational leaders may be more effective in some environments than they are in others. Transformational leaders in this study were more effective with followers with high growth need strength, compared to followers with low growth need strength. Followers with higher independence rate their leaders as more transformational and are seen by the leader as being more effective in their units. The results from the second hypothesis revealed that transformational leadership is effective in individual and multi-level analysis. Evidence proved that transformational leadership includes behaviors that are apparent with some consistency to all group members. However, it can be applied to some followers more than to others. This supports the individualized consideration behavior of transformational leadership style. Conclusion Further research of how situations affect the effectiveness of transformational leadership is needed. It is clear in this test that quality management programs supported by top management’s commitment to the programs success in turn ensure the programs success. Transformational leaders have unshakable morals, and beliefs, and their ability communicate the organizations vision of the future, allow employees to support and adopt those convictions as their own. Transformational leadership invigorates exploration of innovative ideas that will improve the organizations as well as employees performance. This stimulates an environment that is adoptive to the change which is imperative for the organization to sustain their position in the global market among competitors. The implementation of having top management lead with compassion to promote change directly impact employees self worth to the organization which create loyalty and the diligence needed for them help the organization achieve its goals. This research supports the hypothesis that transformational leadership is positively related to the successful implementation of quality management in administrative service. It also supports the position that passive styles of leadership negatively impact the implementation of quality management. Investments in top manager leadership needed to development into transformational leadership promote higher performance expectation that in turn transcend throughout the organization. The charisma of transformational leaders inspires their followers to emulate them. This will allow the rapid spread of transformation leadership style; which creates a quality conscious organization committed to achieving the organizational goals. Transformational Leadership Essay Example Transformational Leadership Essay Structure: Transformational Leader’s Effectiveness Abstract Many studies have been conducted on various leadership types and their effectiveness. James MacGregor Burns first introduced the transformation leadership concept in 1970. Other scholars have also published similar studies. Bernard Bass’s theory examines how leaders affect their followers and literally transform them. Three research studies were examined on transformational leadership, and its effectiveness. The first study proved employees pay close attention to whether leaders practice procedural justice (Leventhal, 1980; Thibaut Walker, 1975). The second study proved effective transformational leadership has a direct effect on the successful implementation of quality management in administrative service. The third study proved effectiveness of leadership is situational determined. Introduction Leaders today encourage followers to step out of their comfort zones, and take risks. Today’s innovation and global competition makes the status quo way of operation an endangered species. Leaders must possess the ability to persuade their followers to step out of their comfort zones, and take a leap of faith. They must be willing to follow their leaders into the unknown. This is accomplished by building trust, and making oneself vulnerable without knowing the outcome or how it will affect ones job. Leaders must have the skills, and ability to change, learn, adapt quickly, and positively as innovation dictates. There are four dimensions of authentic transformational leadership. They are charisma influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985; Bass Avolio, 1993). Transformational leader’s personal values are an unshakable force from within that drives them. We will write a custom essay sample on Transformational Leadership specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Transformational Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Transformational Leadership specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Their charisma is thought to be the most important aspect of transformational leadership qualities. These perceived values strengthen their ability to unite followers, and transform their beliefs to line up with their own (Bass, 1990; Burns, 1978; Deluga, 1988). Followers identify and aspire to be like these leaders. This luxury gives leaders the influence needed to set high standards for all to achieve. Transformational leaders provide vision and mission to others which instill organizational pride. Their expertise of the organizations tasks, earns them respect among their followers. It is their inspirational motivation that challenged followers to achieve the organizations goals. The leader’s intellectual stimulation complements their charisma. It is hear that high expectations and purpose are communicated in simplicity in an effort to generate creative solutions to problems. This platform allows their followers to question assumptions. They use, rationality, and logic to identify old problems. These problems are then examined from a different perspective to generate innovative ideas for improvement. A transformational leader’s individualized consideration is where employees are viewed as individuals. It is here they increase their employee’s awareness of the importance of their job. They coach them on achieving a better performance. Leaders also motivate their employees to work for the good of the organization instead of exclusively for their own personal gain. They then make employees aware of their individual needs for personal growth. They identify areas to target for development needed to obtain their own personal goals within the organization (Bass, 1985). In the wake of many business scandals there has been an out cry for the need of good leadership, with high morals. Authentic transformational leadership is characterized by its high morals and ethical standards in each of the four dimensions previously detailed. Followers engage in collectively pursuit of these leaders in ethical moral actions. Transformational leader literature has been linked to the long-standing literature on virtue, the moral character of Socratic and Confucian typologies, as well as modern Western ethical agenda. It is important that transformational leadership overcome the unethical pseudo transformational leadership images, which plagues organizations today. Pseudo-transformational leaders endorses only them self. Oppression of its followers, their ideas, and individualization is practice. Submission is enforced, and in some cases these leaders (Jim Jones) invent fabricated obstacles, and teach fictitious visions of superiority. These imaginary enemies instill fear into their followers of outsiders. Some Pseudo-transformational leaders are not so prevalent; they straddle the line of moral virtue. They make inspiring appeals and lead everyone to focus on the positive to maintain creditability with the unsuspecting followers they manipulate. They withhold information (Enron). In some instances they support a proposal in public while privately they may directly impede on its progress. This is done in an effort to postpone or continually delay its implementation. For a period of time pseudo-transformational leaders appear like saints, but are deceptive devils. They go through great lengths to prove to their followers their righteousness. This convinces many to believe they are following a transformational leader, unbeknownst to them they fund the masquerade created by these pseudo-transformational leaders, either until they are swindled out of all their money or until exposed by law enforcement agents. Even after their exposure they will still be able to convince some of their innocence, or justify their wrong doing as being right because of their superiority (Charles Mason). According to Kanungo and Mendoca (1996), transformational leaders are guided by unselfish values. They influence followers with empowerment rather than control. They strive to help their followers develop their own qualities. Authentic transformational leadership fosters moral values of honesty, loyalty and fairness. Values of justice, equality and human rights are a mark of their character. They are sincere leaders who strive to lead followers to attain the organizations objectives and goals. These leaders create vision for their followers, and implement strategies to help them accomplish their goals. Research on Transformational Leadership Effectiveness Three studies were examined to illustrate the effect transformational leadership has in particular situations and its effectiveness Transformation leadership style effect on procedural justice Employee relationships in procedural justice studies did not emphasize which leadership style would enhance procedural justice effects. It was not until recently when Judge Piccolo, and Ilies (2004) statement about the Ohio State factors of justice theory and its importance for future research did scholars begin to examine leadership style effects on justice issues. De Cremer (2004) introduced the leader fairness theory. It suggests that the effectiveness of procedural justice depended on the type of leadership style used to ratify the procedures (De Cremer Tyler, 2005). Transformation leaders have the ability to articulate a shared vision, intellectually stimulate employees, and provide individual differences for employees (Brown Keeping, 2005). This paper will provide evidence as to whether transformational leadership and procedural justice interact in affecting employees’ response. According to Burns (1978), transformational leaders embrace moral values, justice equality, and respectful treatment of their followers. These leaders increase their followers’ moral development. Followers focus on important principles such as justice and equality (Brown and Trevino, 2003). From this we can conclude that transformational leaders should increase the influence of procedural justice as well. Another factor of transformational leadership is the ability to motivate their followers to go beyond self-interest and focus on the common interest of the organization (Bass, 1998; Yukl, 1998). This implies that transformational leadership creates a collectivistic environment and attitude among their followers. Studies show that the more employees identify with the organization the more likely procedural justice will influence their behavior. The analysis suggests that transformational leadership style heightens employee’s awareness of justice issues and a strong sense of group identification which make it a good moderator for procedural justice. Theories of procedural justice have strong emotional consequences (Tyler and Smith, 1998). Procedural injustices bring into being feelings of anger, rejection, and resentment which can influence a wide range of negative emotions (DE Cremer, 2004). In the first study the focus was on how procedural justice and transformational leadership style effects the self-esteem and emotions of followers. The two theories studied are Hypothesis 1) Leader’s transformational behavior and procedural justice interact, such that the effects of procedural justice on followers’ negative emotions are stronger when the leader is high in a transformational style rather than low. Hypothesis 2) Leader’s transformational behavior and procedural justice interact, such that the effects of procedural justice on followers’ self-esteem are stronger when the leader is high in a transformational style rather than low. The author conducted three studies to test these theories. In the first study, 69 Dutch men and women, undergraduate students participated. The results showed that procedural justice influenced participant negative emotions more, if the leadership style was high in transformational behavior. Fairness of procedures affects both personal and collective self-esteem. Fairness in the work environment signals to employees that they are respected, that how they feel matters, because they are valued. Employees with good self evaluations have higher self-esteem (Leary, 2001). In the second study, 57 Dutch men and women undergraduate students participated. The results showed in the high transformational leadership negative emotions were significantly influenced by procedural justice; however for a low transformational leader this was not the case. In the third study, the employees’ perception of their supervisor’s procedural justice and transformational leadership style was examined and the effective responses were measured by means of organization based self-esteem. HRM managers handed out questionnaires at random to 575 male and female civil servants to participate. A total 257 were returned, yielding a response rate of 45%. The results show that procedural justice was affected only when the leader was high in transformational leadership style. The results from the scenario experiment, laboratory experiment, and the organizational survey confirmed the influence of procedural justice and transformational leadership style interaction has a pr onounced affect on their follower’s emotions, and self-esteem. Employees pay close attention to whether leaders use correct and fair procedures when making decisions and allocating outcomes i. e. procedural justice (Leventhal, 1980; Thibaut Walker, 1975). According Burns (1978) transformational leaders encourage followers to embrace moral values, justice, equality, in turn this increase their awareness of fairness and justice, which increase the influence of procedural justice. Transformation leadership effect on quality The second study was conducted at The University of Missouri-Rolla (UMR). UMR received the Missouri Quality Award in 1995 after four years of quality management implementation. UMR was the first public research university in the nation to win this award, and was chosen because of its receipt of the quality award for practicing quality management. The study was conducted by Hirtz, P, D. from University of Missouri-Rolla, Murray, S. L. from University of Missouri-Rolla, and Riordan, C. A. from Central Michigan University, were the effects of leadership on quality was examined. The objective of this study was to identify what relationship existed between the leadership style of administrative service heads, and the perceived implementation level of quality management? The focus was on transformational leadership, transactional and non-transactional leadership styles effectiveness and their effect on quality. The multifactor leadership questionnaire (MLQ) by Bass and Avolio (1995) was administered to nonacademic administrative and service departments at the University of Missouri-Rolla. The campus mail system was used to distribute the surveys to 438 employees in 29 departments. Each survey was coded to guarantee the confidentiality. There were one hundred-nine surveys returned completed constituting 24. 9 % response rate. 24 department leaders consisting of 8 females, and 16 males were included in the study. Each survey determines the leadership style of the department’s manager along with a quality management self-assessment survey to determine the level of quality management implementation. The theories studied Hypothesis 1) Consider the incidence of beneficial leader behaviors (idealized attributes, idealized behaviors, inspirational motivation, intellectual stimulation, individualized consideration, and contingent reward) would be positively related to quality management departmental behavior (leadership, information and analysis, strategic planning, human resource development and management, process management, customer focus/satisfaction, and overall total quality score). Hypothesis 2) Consider the incidence of dysfunctional leader behaviors (management-by-exception—active/passive and laissez-faire) would be negatively related to quality management. The results of the survey support the first hypothesis that effective transformational leadership has a direct effect on the successful implementation of quality management in administrative service. The results in the second hypothesis support the theory that passive leadership styles negatively impact efforts of quality management. Transformational leadership universal effectiveness In the third study the focus is on weather transformational leadership is effective universally, and determines how situational moderators limit its effectiveness. The author examines several situational aspects; leader-member relations, task structure, leader position power, follower ability level, and follower authoritarianism, and concludes that effectiveness of leadership is situational determined. Burns (1978), Bass (1985) believe that transformational leaders motivate employees to perform by transforming their attitudes, to strive to achieve the organizations goals. A total of 157 civil servants at one of the engineering services agency branches responded to the survey at a 76 % rate of return. All participants were assured their confidentiality. Each survey included the Multifactor Leadership Questionnaire- 5X (MLQ), developed by Bass and Avolio (1989). It consisted of 60, five-point scale items to measure transformational leadership. This MLQ measure is a social-report of the employees perceptions of their leaders transformational behavior. Two individual motive pattern measurements were used: (1) growth need strength, and (2) need for autonomy. Growth need strength was assessed using the standardized twelve-item scale developed by Hackman and Oldham (1974). Need for autonomy was assessed using nine items of the Edwards Personal Preference Schedule (EPPS) (Edwards, 1953). The theories studied Hypothesis 1) Whether the follower motive patterns influence the effectiveness of transformational leadership. Hypothesis 2) Whether transformational leadership is more appropriately viewed from individual-level analysis or a multi-level analysis. The results from the first hypothesis revealed that some followers are more receptive to transformational leaders. The study also reveals that situational moderators contribute to the prediction of outcome variables beyond that of leadership behaviors alone. Transformational leaders may be more effective in some environments than they are in others. Transformational leaders in this study were more effective with followers with high growth need strength, compared to followers with low growth need strength. Followers with higher independence rate their leaders as more transformational and are seen by the leader as being more effective in their units. The results from the second hypothesis revealed that transformational leadership is effective in individual and multi-level analysis. Evidence proved that transformational leadership includes behaviors that are apparent with some consistency to all group members. However, it can be applied to some followers more than to others. This supports the individualized consideration behavior of transformational leadership style. Conclusion Further research of how situations affect the effectiveness of transformational leadership is needed. It is clear in this test that quality management programs supported by top management’s commitment to the programs success in turn ensure the programs success. Transformational leaders have unshakable morals, and beliefs, and their ability communicate the organizations vision of the future, allow employees to support and adopt those convictions as their own. Transformational leadership invigorates exploration of innovative ideas that will improve the organizations as well as employees performance. This stimulates an environment that is adoptive to the change which is imperative for the organization to sustain their position in the global market among competitors. The implementation of having top management lead with compassion to promote change directly impact employees self worth to the organization which create loyalty and the diligence needed for them help the organization achieve its goals. This research supports the hypothesis that transformational leadership is positively related to the successful implementation of quality management in administrative service. It also supports the position that passive styles of leadership negatively impact the implementation of quality management. Investments in top manager leadership needed to development into transformational leadership promote higher performance expectation that in turn transcend throughout the organization. The charisma of transformational leaders inspires their followers to emulate them. This will allow the rapid spread of transformation leadership style; which creates a quality conscious organization committed to achieving the organizational goals.

Strategic Management Example

Strategic Management Example Strategic Management – Coursework Example STRATEGIC MANAGEMENT Cost Leadership Strategies Cost leadership entails standardization by reducing costs. On the other hand, Strategic management enhances low-cost production for given levels of quality since the low-cost leadership targets broad markets (Peny 2013, p.45). The three primary cost leadership strategies used include competitive advantage strategy, differentiation strategy and focus strategy in the management of businesses and organizations (Hill, Jones & Schilling 2014, p.33). The essay focuses on BHP Billiton strategic report 2014, based the analysis of the three cost leadership strategies in the management of BHP Billiton Company. Consequently, in strategic management of cost leadership, only rare and valuable resources can be sources of competitive advantage (Porter 2010, p.2). In BHP Billiton Company, their ability to profitably transport their petroleum and minerals as valuable resources incorporate their competitive advantage strategy under cost leadership. Besid es, oil and minerals from BHP Billiton Company are rare and precious resources that enable standardization of costs hence incorporating competitive advantage in cost leadership management. Differentiation strategy entails the development of services and products that offer unique attributes (Barney 2001, p.41). The development of services and outputs allows for cost leadership by controlling costs of goods and services. In BHP Billiton Company, development of goods and services is through distribution and selling of products with regulation of financial risks associated with revenue in Market. Therefore, differentiation is a form of cost leadership that assists in the sale of products and services in the market Additionally, focus strategy narrows on a particular segment of cost leadership to achieve cost differentiation and advantage (Hitt, Ireland & Hoskisson 2014, p.22). Furthermore, the needs of a group or company become better by focusing entirely on a particular segment in man aging cost leadership strategy in the management of companies or groups. BHP Billiton Company focuses on improvement of productivity across all aspects of their businesses, hence enabling them to achieve cost advantages and differentiation in the market.BibliographyBarney, J. B 2001, Is The Resource-Based â€Å"View† A Useful Perspective For Strategic Management Research? Yes, Academy Of Management Review, 26, 1, pp.41-56. Hill, C., Jones, G., & Schilling, M 2014, Strategic Management: Theory: An Integrated Approach, Stamford, CT: Cengage Learning. Hitt., M., Ireland, D., R, & Hoskisson., R 2014, Strategic Management: Concepts: Competitiveness And Globalization, Stamford, CT: Cengage Learning.Peny, M 2013, Global Strategy, Stamford, CT: Cengage Learning.Porter, M.,E. 2010, Competitive Strategy: Techniques for Analyzing Industries and Competitors, Quick MBA, Internet Center for Management and Business Administration, Inc.

Unbiased and Biased Estimators

Unbiased and Biased Estimators One of the goals of inferential statistics is to estimate unknown population parameters. This estimation is performed by constructing confidence intervals from statistical samples. One question becomes, â€Å"How good of an estimator do we have?† In other words, â€Å"How accurate is our statistical process, in the long run, of estimating our population parameter. One way to determine the value of an estimator is to consider if it is unbiased. This analysis requires us to find the expected value of our statistic. Parameters and Statistics We start by considering parameters and statistics. We consider random variables from a known type of distribution, but with an unknown parameter in this distribution. This parameter made be part of a population, or it could be part of a probability density function. We also have a function of our random variables, and this is called a statistic. The statistic (X1, X2, . . . , Xn) estimates the parameter T, and so we call it an estimator of T. Unbiased and Biased Estimators We now define unbiased and biased estimators. We want our estimator to match our parameter, in the long run. In more precise language we want the expected value of our statistic to equal the parameter. If this is the case, then we say that our statistic is an unbiased estimator of the parameter. If an estimator is not an unbiased estimator, then it is a biased estimator. Although a biased estimator does not have a good alignment of its expected value with its parameter, there are many practical instances when a biased estimator can be useful. One such case is when a plus four confidence interval is used to construct a confidence interval for a population proportion. Example for Means To see how this idea works, we will examine an example that pertains to the mean. The statistic (X1 X2 . . . Xn)/n is known as the sample mean. We suppose that the random variables are a random sample from the same distribution with mean ÃŽ ¼. This means that the expected value of each random variable is ÃŽ ¼. When we calculate the expected value of our statistic, we see the following: E[(X1 X2 . . . Xn)/n] (E[X1] E[X2] . . . E[Xn])/n (nE[X1])/n E[X1] ÃŽ ¼. Since the expected value of the statistic matches the parameter that it estimated, this means that the sample mean is an unbiased estimator for the population mean.

Special educational needs and additional educational needs Essay

Special educational needs and additional educational needs - Essay Example To meet these difficulties and help the children gain a normal life, Special and Additional Education Systems have been set up (Directgov, n.d.). Till date, Special Education Needs (SEN) and Additional Educational Needs (AEN) were meant to be synonymous but recently the term AEN is accepted to have an appropriate sense in this case. But anyhow, the objective of both the terms remains similar, i.e. providing the additional and special education to the children those who are needful. As such it becomes very necessary to understand where a child shall face problems in the learning process and identify them as soon as possible. One feature thereby, is that the children learn in a much decelerated speed when compared to other children at the same environment (Oldham Council, n.d.). With the prime objective to provide every child with SEN to attain their optimum potential in education and adulthood, the government of UK has laid down proper laws and educational systems. Such as, law of discrimination, funding and many more (Teacher Net, 2010). The concept and belief of SEN have stated traditionally that the best way to understand the special need of children with disabilities is by comparing their behaviour with other majority of children of the same age. Concisely, the factor of individual difference can state the needs of these children and also suggest a scope for their benefit. Although with a recent argument it has been concluded that more than individual differences the special needs of such children can be efficiently assessed when unsuitable environmental conditions are presented in front of a child. The basic problem with the approach of individual differences is that it is focused on the assumption that, differences that lie on the individual basis is not always appropriate as individual differences stand upon some active rudiments, i.e. biological and behavioural

The phenomenon of global jihad will cease with the elimination of Essay

The phenomenon of global jihad will cease with the elimination of Al-Qaeda. Discuss - Essay Example This is a possible act and one that shall bring in a great deal of tolerance and reason within the different affairs of the world. What is required now is a concerted effort to set things right and avoid the talk of global jihad because it is based on mere falsification and nothing else. This paper shall discuss the very reasons why Al-Qaeda has been instrumental at creating severe problems for the different regions of the world and what possible ideological claims could be made to thwart the essence of global jihad which has meant nothing else but tyranny for the 7 billion people in this world. Global jihad’s basis comes from the discussion of understanding that it is something which will create animosity within the people because there are fanatics and extremists which believe in the dictum of Al-Qaeda nonetheless. They are of the view that Al-Qaeda is a force to reckon with and that it has been playing a good role at instilling positive vibes about the Muslim religion in th e world, which is a thinking that is based on no grounds at all. Al-Qaeda has produced leaders like Osama bin Laden, Mullah Omar and others who are the source of tension and terror within the minds and hearts of the people. When the extremists think about jihad, they believe that these so-called leaders are their messiahs, which is not the case at all. However making these extremists understand the reality seems to be a very difficult task because they have been brainwashed at a very young age, and thus lack the skills to think on their own and analyze things which are important and make reason to them. If Al-Qaeda is disbanded today and the extremist leaders are caught either alive or dead, this issue will cease to exist in a very quick way. This is the reason why the allied forces are bent upon doing their best to exert the best possible force to stamp their authority and rid the world of the nuisance that exists with the name of Al-Qaeda. The Talibans who are the people that unde rstand the philosophy that terror can win them anything in this world, and that if they do their best, they can attain any heights only if they have the Muslim philosophy in their hands. The element of terrorism seems to be the only main highlight for their related understanding levels, which is a shame at the end of the day. What the Al-Qaeda and Taliban supporters should comprehend is the fact that the world has all forms and types of people living within its folds, and thinking of these people as the followers of the religion of Islam, and that too which is not accepted by these extremists yet coined in their own peculiar way is madness to the maximum possible levels (Rid 2010). There must be a definitive definition of what extremism is and what it does not entail, because this seems to be a significant factor when one comprehends the good and the bad, and the right and the wrong. It shall bring in the debate of global jihad within the fray and put an end to the discussions that center on the premise of bringing a change which is for the entire world, as the extremists dictate through their actions and terror activities. Al-Qaeda has to come to an end to bring about a change, which is there for the benefit of all and sundry, and which shall bring in a lot of incentives