The Rise and Fall of The Ottoman Empire

The Rise and Fall of The Ottoman Empire Introduction The Ottoman empire was one the most successful empires and one of the most powerful civilizations of the modern period, it had many sultans that conquered many lands throughout Asia, Europe and Africa. The empire built was the most influential and the largest of the many Muslim empires. Their military and culture expanded over and into most of Europe. The empire lasted many years for it a strong janissary army and ruled many cities. The Ottoman Empire The Ottoman Empire stretched out from a small territory near Constantinople to overthrow and control the remnant of the Byzantine empire in the late thirteenth century, Successfully seizing the empire it centralized to a Sunni Islamic state. Suleyman the Magnificent (1494-1566) the greatest ruler of the empire expanded the empire to its greatest extent; at that time it reached from the Near East west to the Balkans and south to North Africa. Although the empire began to slowly shrink after Suleyman, it persisted until overthrown in the early twentieth century. Rise of Ottomans The Ottoman Empire conquered and expanded under its Sultan Selim I, who ruled from (1512 to1520). But his son Sultan Suleyman, he strove the Ottoman Empire to conquering many and most of its lands, Sultan Suleyman conquered great cities, and brought military machines, a lasting culture to the great Ottoman Empire. Most of the history of this empire lies on the achievements around this one ruler who was high minded and had lots of dignity and pride. Suleyman called was now called â€Å"The Magnificent† for his numerous achievements and was also named the â€Å"Law-Giver† for the laws he established as he conquered many cities. Suleyman ruled with self-respect and fairness according to the Ottoman political theory. In the Ottoman state, most of the power rested with the monarch. The Monarchs main idea was to establish justice, it meant shielding the poor and the helpless from shady officials and unfair taxation.The Sultan had a central bureaucracy, which was led by the Gr and Vizier, to be able to govern the Empire. He also had the authority to capsize the verdicts of the courts if he thought that the decisions were unjust. This did not put the Sultan above law instead he was chosen as the keeper of a lawful government and fair government.The Sultan was given the title of â€Å"Caliph† as well, meaning the supreme leader of Islam. When Suleyman became grew of old age, his two sons plotted to remove him from power and achieve access to the crown. The crown in the empire did not pass from father to son or to the next oldest brother but, it was given to the most worthy successor. Because of this, there was always a struggle for the crown. Once a successor was crowned, the other contenders were killed to eliminate any future competition as well as to have full control and restore order. This devilish practice was later removed and replaced by making the eldest son the heir and he should be kept insulated in a lavish imprisonment. Imperial Expansion: once the dynastic civil war was done, the determined Mehemed II the conqueror, who many people considered the real creator of the empire, brought in European artillery knowledge and took his newly built navy across Pera into an inlet of the Bosporus, to attack both the seaward and landward walls of Constantinople to conquer the city. He later renamed is Istanbul. Selim the Grim who created an Ottoman navy, which effectively captured Mesopotamia, Egypt and Syria by capturing these countries he was able to aquire the holy cities of Mecca and Medina. Suleyman the Magnificents reign was the main cause of the Ottomans expansion and its importance. He made his way through Europe conquering many places. The culture of the Ottoman Empire The Ottoman Empire evolved and expanded over several centuries, as the ruling organization of theTurksabsorbed, modified and adapted the cultures of many different dominated lands and their peoples. There was a powerful influence from the languages and customs ofIslamicsocieties. Throughout its history, the Ottoman Empire had large subject populations ofJews, and Byzantine Greeks, who were allowed a certain amount of independence under themilletsystem of the powerful Ottoman government. However, as the Ottomans moved further into the west and the incorporation of the Balkan and Greek populations progressed, the Turkish and Arabic-Persian-Greek influenced culture of its leaders, for itself to absorbed some of the culture of the conquered peoples. Islam in the Ottoman Empire When the Ottomans conquered Medina and Mecca, the Empire achieved speculative leadership privileges over mostly all the Muslim Sunni states. The Ulama helped the sultan by watching and accepting his actions under the Islamic law. Charitable foundations supplied schools and mosques. Ottoman Society Five classes were divided among the people of the Ottoman Empire: First, was the ruling class, all of who were linked to the sultan. Under the ruling class were the merchant class, which had a largely free form of government taxation and regulation. The Artisans were a separate class; they organized themselves according to guilds. The largest group in the Ottoman Empire was the peasant class. They farmed leased land. The leased land was passed along from generation to generation. The final groups were the pastoral people. They were clans and tribes who lived by their own rules under the guidance of their chiefs, who swore allegiance to the Ottoman sultan. Ottoman Law The legal system approved in the Ottoman law was the religious law over its subjects. The Empire always planned around a system of jurisprudence (the science of philosophy and law). Power in the Ottoman Empire revolved around the administration of the rights to land, which gave space for local authority to develop local crops. The Ottoman Empire aimed to permit the incorporation of religious and cultural different groups. Ottomans had different court systems: One for non-Muslims which appointed Jews and Christians to rule over their religious communities and another for Muslims, the sultan ruled these laws but he could also interfere with the court laws of non-Muslims if needed to. Army and Military ranks of the Ottoman Empire The Cavalry: Until the mid of the 18th century the spihai cavalry formed the most of the Ottoman armies, Numbered around fourty thousand men half of them were from European provinces. Regular timar fiefs supported one horseman, the larger zaemets were expected to equip mounted retainers. The Largest were the hass fiefs of the Sultans family, favorite ministers and viziers. Spihais lived in a village, work their own lands, and pay the peasants for most of their services and gained no salary. The Infantry: Infantry forces in the Ottoman state went by many confusing names, meaning that would change over the centuries. The first were azaps. Most of these were Anatolian Turks and in the beginning were only paid how long a campaign was. After a while they got regular salaries and they acted as garrison troops. The Gonulluyan which were called volunteer infantry, they could be Muslim or Christian, and were supported similarly like their neighbor villagers. The Voyniks were Balkan Christians, first recorded as the infantry followers of Christian siphais that fight under Murat I The Janissaries The janissaries were two institutions created by sultans of the Ottoman Empire and they were the military organization and civil service. This institution came from the practice by ottomans leaders in Anatolia of hiring prisoners as troops. During the conquest of the Balkans they took slaves which later became slaves of the sultan. These salves were Christian but were brought up as Muslims and were devoted to loyalty the sultan and islam. The better troops were enrolled in the palace corps, trained to become officials in the Ruling Institution. The rest were taught military education and later became part of the janissary army. They were known to be the best and most effective soldiers of Europe. The Decline of the Ottoman Empire One primary cause for the decline of the Empire was the decline of the Sultanate. The Sultanate was a powerful organization where the sultan would chose a capable successor from his many sons. Over periods of time the sultanate weakened gradually. The weakening of the empire began late in the ruling of Suleyman the Magnificent. Although he was the height of the Golden Age, Suleyman became less concerned with the affairs of state added to that his two qualified successors went against him, they were later executed. As Selim II became Sultan he did not have much experience in the running of the government. He was fond of physical pleasures rather than taking the governing responsibility seriously. After him the decline of the Sultanate continued. Because the brothers of the Sultans were restricted in the harem, they became incompetent. Another reason to the decline of the empire was that the Sultans deserted the tradition of training their sons in related affairs and government. The co llapse of the empire focused mainly on the corruption of the governments control over the empire. Added to this problem was the major factor which was the change in the balance of power. Because of the Ottoman military division called the janissary kept fighting and always conquering new lands and became the most powerful state in the world. As time passed the janissaries and their fighting methods became old-fashioned and no longer became a army that was unmatched. In the end, the Ottoman Empire collapsed, the government declined with the degeneration of the sultanate as well as the Ottomans failed to industrialize and the empire was destroyed when war overwhelmed it during World War I. Conclusion As stated above, the Ottoman Empire was the greatest and one of many empires that still leads influence and remembrance throughout history. It had many great leaders and each brought great changes through their reigns in the empire. The Ottoman Empire accepted many religions and brought in many cultures, their established laws caused people to move to its empire but in the end all great empires fail to maintain their strong and well built structure. Unfortunately the Ottoman Empire dealt with bad economic outcomes and fail leadership of its sultanate which caused its fall and collapse.

A Study on Employee Attitude and Leadership Behaviour

ABSTRACT The Research titled namely â€Å"A Study on Employee attitude & Leadership Style† is a research study conducted among various managers in different functional areas in Sify Software Limited & Everonn Education Limited. In this research study, the researcher has made an attempt to identify the various styles followed by leaders due to different behavior among employees. The study mainly focus on the various attitudes of employee’s in different groups and its impact of the performance if individual, group or team & organization. Further, the study also focuses on finding out the significant relationship between the attitude of employees and its impact of completion of module, work, deadlines, and target. This study is limited to the managers working at Sify Software Limited & Everonn Education Limited. The Researcher has proposed to use descriptive type of research & Analytical type of result. The Researcher has proposed to use descriptive type research, in order to collect the real facts from the respondent’s regarding the attitude of the employees. The Researcher has also proposed to use Analytical type of result to analyze the behavior of employees and its impact of deadline & productivity. Once the data has been collected from the respondents (Managers), the Researcher has proposed to use various statistical tools like Percentage Analysis, Weighted Average Method, Chi-Square Method, One-Sample Run Test, etc. , and in order to analysis the various types of behaviors, the researcher has also planned to use cause and effect of diagram. CHAPTER 1 INTRODUCTION 1. 1INTRODUCTION Employee values, attitudes, and leadership behavior play a very important role in enhancing employee work motivation and performance. Employee work values, attitudes and leadership behavior can carefully be adjusted to produce a strong impact on employee work motivation. It would, therefore, be interesting to examine the precise nature of their roles in influencing the intrinsic versus extrinsic motivation of employees. Individuals vary in their value systems. For example, achievement is a concern for the advancement of one’s career while concern for others may reflect caring, compassionate. Supervisory behavior may vary considerably in the same job situation. Behaviors such as encouraging other employees or helping others work on difficult tasks. A supervisory behavior may adopt democratic orientation or punishment when interacting with employees and thus may affect the work behavior. Though research on leadership styles, work values, and attitudes is concerned with finding the conclusions as to what specific leader behavior, work values and attitudes would produce a strong impact on employee work motivation and performance, no clear-cut conclusions have yet been rendered. It is, therefore, necessary to examine these issues, on a relative basis, which characteristics may act as more effective motivators in employee motivation and work performance. With such an understanding, management would better be able to use available motivational tools for their maximum impact on employee work performance. Thus the objective of this study is to examine the importance of values, attitudes and leadership behaviors in employee work motivation and performance. To gain a deeper insight into the exact nature of such influence, the roles of employee values, attitudes and leadership behavior in influencing intrinsic versus extrinsic motivation and performance are examined. Finally, the study explores the managerial implications of the findings and discusses the actions that might lead to improvements in employee motivation. VALUES, ATTITUDES AND EMPLOYEE WORK MOTIVATION The following description relates to values, attitudes, and employee motivation. VALUES Values are enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence (Rokeach, M 1973). Some basic values, which are expected to affect the attitude and work motivation of an employee, would logically include: Family: The extent to which the job offers family well-being to the employees Recreation: The extent to which the job offers recreational facilities to the employees A sense of accomplishment: The degree to which the person feels the job gives the person a sense of accomplishment after the job is done. Advancing at the company: The degree to which the person feels the job will create opportunities for advancement. Financial security: The extent to which the job offers financial security to person. Integrity: The extent to which the job provides information accurately and emphasizes impartiality and recognizes different points of view ATTITUDES Attitudes are not the same as values. Attitudes are evaluative statements –either favorable or unfavorable—concerning objects people, or events. It has been treated both as a general attitude and as satisfaction with five specific dimensions of job: pay, the work itself, promotion, opportunities, supervision and co-workers (Smith, Kendall, and Hulin, 1969; Balzer and Smith et al, 1990). The combined effects of these factors produce for the individual some measure of satisfaction and dissatisfaction (Herzberg, Mausner, and Snyderman, 1959). Definitions of these five dimensions of the job are given as under: Definitions of key Job Dimensions Job DimensionsDefinition Work SatisfactionThe extent to which an employee is satisfied with work, including opportunities for creativity and task variety, allowing an individual to increase his or her knowledge, changes in responsibility, amount of work, security, and job enrichment (Balzer and Smith et al, 1990; Smith et al, 1969) Pay SatisfactionThe extent to which an employee forms an attitude toward pay based on perceived difference between actual pay and the expected pay. Expected pay is based on the value of perceived inputs and outputs of the job and the pay of other employees holding similar jobs or possessing similar qualifications (Balzer and Smith et al, 1990) Supervision SatisfactionThe extent to which an employee is satisfied with his or supervision, as measured by consideration and employee-centered actions of the supervisor and the perceived competency of the supervisor by the subordinate (Balzer and Smith et al, 1990, Herzberg et al, 1957) Satisfaction with promotionsThe degree to which an employee is satisfied with the Company’s promotion policy, including frequency of promotions, and the desirability of promotions (Balzer and Smith et al, 1990, Herzberg et al 1957) Co-workers’ SatisfactionThe work-related interaction and the mutual liking or admiration of fellow employees (Bazler and Smith et al, 1990, Smith et al, 1969, Alderfer, 1969) Overall Job SatisfactionThe extent to which an individual’s desires, expectations and needs are fulfilled by employment (Szilagi, Sims, and Terrill, 1977) 1. 2INDUSTRY PROFILE As the study is applicable only for e-Learning industry let us have a brief introduction about the software industry below. The current e-learning boom in India has added to the existing woes. Standards apart, the industry hangs on the edge where processes and players are dubious. Much of this blame can be put on the Indian government’s inability to put together a regulatory body. Unregulated and unstructured, the e-learning industry in India is likely to wreck havoc for the global e-learning industry as small vendors pile up huge â€Å"learning garbage† for clients worldwide. E-learning in India has come of age. Two decades and the nation already cherish several global e-learning players on its soil. This can be attributed to some basic reasons like cheap human resources, a large pool of English-speaking workforce and ‘business discounts’ offered by the central and state governments. Although exact figures of the size of the industry is not available, a conservative estimate shows the offshore e-learning industry at about $150 million in 2004-05, up almost by 200 percent in the last two years. In spite such impressive figures, the e-learning industry in India remains mired with a plethora of issues. Some of these issues include lack of uniform e-learning standards and workplace practices, and the lack of adequate human resources to power the spiraling upward growth. These concerns apart, government apathy has also bolstered fly-by-night e-learning entrepreneurs who eye quick bucks and increasingly deliver ‘learning garbage’ to a global clientele. Smaller vendors in India have setup e-learning business houses with paltry investments of a few thousand dollars – in the hope of getting a sizeable pie of the global e-learning business. Most of these short-term vendors run their shows from North India – from places in and around the National Capital Region of Delhi. The modus operandi for these vendors is simple. They rent in a couple of rooms in an urban area and advertise for resources in job websites and newspapers. Writers, designers and technology professionals – mostly unskilled – are hired by the dozens. The average salary of the employees ranges anything between $100 to $400 and the working hours stretch well over 72 hours per week. Next, these companies setup small sales calling teams to call up international clients asking for work. The sales pitch is often exaggerated and boasts of a few â€Å"big names†. To show their experience, these vendors cull-out a few odd CBT’s from other companies or ‘steal’ courses through their contacts. The basic quality that behooves a standard e-learning company is absent in these companies. Proprietors remain ignorant of even the most basic information that is essential to run the show. A Java programmer, for example, is asked to hone his skills in C++ or any other program since he is responsible for all ‘programming’ needs. Almost anyone who walks in for the position of writers is employed as an ‘instructional designer’, primarily because they can be asked to work for lesser salaries on the pretext that they lack instructional designing experience. Vendors also rely on these writers to validate the learning content for authenticity even when content validation remains the domain of the expert, the Subject Matter Expert (SME). The writers and designers are instructed to download content from Internet websites and ‘rewrite’ them before using it. A basic ignorance of the Internet medium on the part of the owners means that the writers are often confused with the content because no single idea or information on the Internet appears consistent. E-learning processes are virtually absent in these companies. All that offers a direct benefit to the proprietor becomes part of the practiced processes. A Project Manager, for example, may be required to recruit people, review e-learning courses, undertake marketing activities, and do just anything that catches the fancy of the owner. In some companies, it was observed that programmers were asked to work as typists. The motto: no resource should sit idle. Employees who work for more than 9 hours a day are neither paid additional remuneration nor are given facilities like cabs and food for their late stay and long hours of work. As an e-learning professional once remarked, â€Å"employees in these fly-by-night ventures reminds one of the rampant practice of human slavery in Africa and Arabian countries a few centuries back. Professional torture apart, these employees are also subjected to extremely inhuman conditions of work – congested workplace, outdated computers, stinking toilets, and the same paltry salary year after year. Employees in these companies too appear to have resigned to their fates – partly because their poor education that doesn’t stand them in good stead for jobs in big e-learning MNCs and also because most do not have a professional competence in English language. This phenomenon is rarely reported by any section of the Indian media, perhaps due to ignorance or for fear of antagonizing the international fraternity. The abysmal condition and the unplanned e-learning sector, however, have both a positive and a negative side to it. The positive side is that these e-learning ventures help to reinforce the fact that there is no alternate to quality, and quality comes from the big guys, not the fly-by-night operators. The flipside is that the employees in tiny Indian -learning ventures rarely get the exposure to standard work processes and world-class e-learning products thereby subjecting themselves to professional impairment. Unfortunate for the Indian e-learning industry, at a n era of globalization and information revolution, Indian laws too have failed to contain these IT hawks. While the existing labour laws do have provisions against inhuman practices in the private workplace, in practice they remain a mirage. Most of the employees neither have the financial resources to chase litigation nor are they willing to ‘waste’ their time. The Southern part of India presents a striking contrast to the North. Recent years have seen a rapid and strategic development of global e-learning companies in the South, in places like Bangalore and Chennai. Several global players have also setup their centers in Pune, Mumbai and Hyderabad. Not surprising, the South has become a favorite e-learning destinations for serious e-learning players because of the absence of the mayhem so rampant in the Northern part of the country. Although the same Indian laws apply to all states across India, security and infrastructure is usually better in the Southern states than in the North. Consequently, most of these global giants are reluctant to setup their operations in the North for obvious reasons: lax security, incompetent e-learning resources, and rampant corruption. However of all the paraphernalia, one primary reason that dissuades the big names in e-learning from setting bases in North India is the abysmally poor skill-sets of the workforce here. In an era of cut-throat competition, generalized skills fetch little or paltry returns. In the past companies like Tata Interactive Services, Brainvisa, Sify e-learning and Accenture have all failed to locate substantial trained workforce from the North for its setups in the South. Amidst all the rigmarole, smaller global clients seeking ‘cheap’ e-learning courses remain unconcerned about the operatives of these vile businessmen. The only thing that seemingly matters for them is ‘cheaper products’, even if it comes in poor quality or if the employees who developed them are subjected to inhuman practices. Its time that global clients shed their ignorance and act responsibly by seeking detailed credentials from smaller e-learning vendors in India on their HR processes, employee welfare schemes and workforce competence. Failing to do this will not result in the development of shabby e-learning courses. The state of e-learning in India, particularly the frenzy in North India, remains a serious concern for the industry. Either the law of the land has to haul-up the desperados or wait till the hawks eat up the industry for the worse. A regulatory authority is essential now, if the industry is to survive and prosper. Money-eyed hawks can’t be allowed to have a field day. If they hang around for long, the death of the industry in India is imminent. 1. 3 COMPANY HISTORY 1. 3. 1 SIFY SOFTWARE LIMITED Sify eLearning was formed in December 2000. With over 8 years of experience in the training domain and our speciality in Instructional Design and Interactive Multimedia Content Development, we have developed over 5000 hours of learning content comprising Web based training (WBT), Computer based training (CBT), and Instructor Led training (ILT) courses. We have close to 300 employees located in our offices in India, the US, UK, and the Middle East. In India, Sify's offices are located in Chennai, Delhi, Mumbai, and Bangalore. Sify eLearning, which ranks among the top three eLearning Services providers in India, is a part of Sify Technologies Ltd. (NASDAQ:SIFY), with a revenue of US$150 million in 2008. Sify Technologies (www. sifycorp. com) is a pioneer and leader in the Internet, networking, and e-Commerce services in India and serves more than 1500 corporate and 600,000 retail consumers. We are proud to be the preferred eLearning vendor to many Fortune 100 companies. 1. 3. 2EVERONN EDUCATION LIMITED Everonn is one of the leading educational companies in India. Everonn today is the largest VSAT education network in the World. Everonn is listed in both the NSE and BSE. With a firm belief that technology-enabled learning can truly nullify social and economic boundaries, Everonn’s achievements have helped millions of students achieve their dreams. From its pioneering VSAT-enabled virtual and interactive classrooms to its emphasis on offering only the highest-quality content to students, Everonn’s quest for excellence has enabled the company to repeatedly break new grounds in the Indian education industry. Everonn’s commitment to a better standard of education is the guiding principle behind all its activities, from making Pre-school toddlers school ready to enhancing the employability of college students and providing the best entrance exam guidance in the nation. 1. 4PROBLEMS IDENTIFIED The Research titled namely â€Å"A Study on Employee attitude & Leadership Style† is a research study conducted among various managers in different functional areas in Sify Software Limited & Everonn Education Limited. In this research study, the researcher has made an attempt to identify the various styles followed by leaders due to different behavior among employees. The study mainly focus on the various attitudes of employee’s in different groups and its impact of the performance if individual, group or team & organization. Further, the study also focuses on finding out the significant relationship between the attitude of employees and its impact of completion of module, work, deadlines, and target. This study is limited to the managers working at Sify Software Limited & Everonn Education Limited. 1. 5NEED FOR THE STUDY The need for the study is to bring out the various attitude of employee in different groups and its impact on the performance of individual, group or team & organization. This research study is restricted to employees working in Sify Software limited & Everonn Education Limited. Generally employees working in any software companies are from different background in the sense they are from different regions, different culture, language, belief, Qualification, religion, communities etc. , which generally varies from the employees working in other sectors. This difference in attitude of employees is a very big challenge for software companies since it leads to many conflicts among the employees that affect the conducive working environment of the organization. In this study the researcher mainly focuses on changes in attitude of employees and the level of impact on their performance. Further the researcher has made an attempt to analyze the change in leadership behavior due to changes in employee attitude. In addition, the study will also be helpful in finding out the significant relationship between the attitude of employees and its impact on completion of module, work, deadlines, and target. 1. 6OBJECTIVE OF THE STUDY 1. 6. 1PRIMARY OBJECTIVE 1. To study the changes in attitude of employees and the behavioral changes of leadership at Sify software limited & Everonn Education Limited. 1. 6. 2SECONDARY OBJECTIVES 1. To identify and analyze the relationship between employee attitude and leadership behavior in Sify Software Limited & Everonn Education Limited. 2. To analyze the level of impact of leadership behavior on the team and performance of team. 3. To find out various ways to improve the attitude of people towards organizational commitments. 4. To identify the relationship between the attitude of employees and their performance towards their job. 1. 7SCOPE OF THE STUDY The study may help to find out the style to be adapted by leadership that may help them to effectively control the attitude of employees and also it helps to influence the workers and to extract work from them. This study may show the various characteristics of employees and its impact on the performance. Generally employees working in any software companies are from different background in the sense they are from different regions, different culture, language, belief, Qualification, religion, communities etc. , which generally varies from the employees working in other sectors. This difference in attitude of employees is a very big challenge for software companies since it leads to many conflicts among the employees that affect the conducive working environment of the organization. In this study the researcher mainly focuses on changes in attitude of employees and the level of impact on their performance. CHAPTER 2 LITERATURE SURVEY 2. 1REVIEW OF LITERATURE ?Attitudes are not the same as values. Attitudes are evaluative statements –either favorable or unfavorable – concerning objects people, or events. Employee values, attitudes, and leadership behavior play a very important role in enhancing employee work motivation and performance. Employee work values, attitudes and leadership behavior can carefully be adjusted to produce a strong impact on employee work motivation. It would, therefore, be interesting to examine the precise nature of their roles in influencing the intrinsic versus extrinsic motivation of employees. ?Leadership Theory & Leadership Styles: Leaders and followers each have different traits, values and levels of motivation. Theories that explain leadership effectiveness in terms of situational moderator variables are called contingency theories of leadership (Yukl 2006). Fiedler’s (1964) contingency model of leadership effectiveness is contingent upon the interaction of leadership style and situational favorableness (Liu et al. 2003). Thus, leader effectiveness is the product of many variables related to the followers, the task, and the organization (Tatum, et. al. , 2003). Transformational leadership theory emphasizes longer-term and vision-based motivational processes (Bass & Avolio, 1997; Liu et al, 2003) and attempts to capture the emotional and symbolic aspects of leadership, helping researchers understand how leaders influence followers and motivate them to make self-sacrifices, putting the needs of the mission or organization above materialistic self-interests (Yukl, 2006). Researchers have found that most managers believe there is no single universal style of leadership applicable in all situations (Yun, Cox, and Sims, Jr. , 2006; Lord et al. , 2001). For example, a task-oriented leadership style may be most appropriate where a job involves psychologically immature or inexperienced workers; whereas, a relations-oriented leadership style may be most appropriate where workers are highly experienced and can be trusted to work autonomously (Tatum, et. al. , 2003). ?Group Types: Yukl (2006) defines several types of teams that can be found within an organization; two such teams include: Functional and Cross-Functional. Yukl (2006) provides the following about each team: â€Å"Functional teams are characterized by members of an organization with specialized jobs but are all part of the same basic function (e. g. maintenance, quality, etc. ). These teams operate for a long duration of time with membership that is relatively stable. Cross-Functional teams are characterized by members from a combination of functional subunits (e. g. quality, production, sales, and maintenance) working together on projects that require joint problem-solving skills. These teams operate until their task is completed. Membership may be stable over the life of the team or it may change as some functions increase/decrease in importance†. Leadership Credibility: Credibility is the foundation of leadership, and employees want their leaders to be honest, inspiring, competent, and forward looking (Kouzes and Posner, 2000). The credible leader must be seen as well informed and worthy of belief (Stoner, 1989). Credibility n urtures collaborative, cooperative relationships where employees assume responsibility for accomplishing work-related objectives voluntarily (Gabris & Ihrke, 1996). For credibility to exist there must be trust between leader and follower (Kouzes & Posner, 2000). Leadership credibility deals with perceived believability toward the leader-supervisor as someone an employee can trust in a supervisor-subordinate relationship (Gabris & Ihrke, 1996). Organizational Justice: Organizational justice theory is intimately tied to leadership and decision processes (Tatum, et. al, 2003) and is based on the idea that a set of justice rules is used by individuals to evaluate fair treatment; and the extent to which those rules are satisfied or violated determines perceptions of justice or injustice (Mayer, et al. , 2007). Procedural justice refers to the perceived fairness of the methods used to make organizational decisions (Tepper, et. al. , 2006; Bauer, et al, 2001). In procedural justice, employ ees are concerned about whether the decision process is fair and the process used to determine the outcome was just (Fernandes & Awamleh, 2006). Perceptions of fair procedures enhance employee acceptance of organizational outcomes (Latham & Pinder, 2005), lead to organizational commitment (Lind & Tyler, 1988) and satisfaction at the individual level (De Cremer, 2007). Shared perceptions of justice at the group level are positively related to satisfaction and commitment to the organization (Mayer, et al. , 2007). Just outcomes signal to employees that they are valued by the organization (Tyler & Lind, 1992). Individuals experience procedural injustice when they are denied voice and decision control (Tepper, et. al. , 2006). Interactional justice is defined as the interpersonal treatment people receive as procedures are enacted (Bies & Moag, 1986; Colquitt, 2001). Interactional justice is concerned with how information is communicated and whether individuals affected by a decision are treated with respect and dignity (Fernandes & Awamleh, 2006). ?Group Commitment: Commitment is believed to affect organizational performance (Fiorito, et al. , 2007) and outcomes such as job satisfaction (Williams & Hazer, 1986). Commitment is strongly influenced by leadership (Kouzes & Posner, 2000). When employees feel unfairly treated, they may respond affectively with low commitment (Latham & Pinder, 2005). The effect of leadership style on group interaction depends on both the consistency of the leadership style and the attitude group members have toward the leadership style (Kahai, Sosik, & Avolio, 1997). Describing the task in a way that links it to member values and ideals, explaining why a project or task is important, involving members in planning strategies for attaining the objectives, and empowering members to find creative solutions to problems (Yukl, 2006). If members see leadership as legitimate, they should remain more attached to the team and exert more effort to benefit it (Colquitt, Noe, & Jackson, 2002). ?It is readily accepted that organizational change impacts employees in a variety of ways (French, Bell, & Zawacki, 2000). Consequently, the impact of organizational change on employee attitudes has received considerable research attention (e. g. Gardner, Dunham, Cummings, & Pierce, 1987; Griffin, 1997; Lines, 2004; Saari & Judge, 2004; Schweiger & DeNisi, 1991). Research indicates that employee attitudes are related to how individuals perceive or react to change (Mossholder, Settoon, Armenakis, & Harris, 2000). This is important since positive perceptions of change can enhance the implementation of these organizational initiatives (Lines, 2004; Armenakis, Harris, & Feild, 1999). In this study, employee attitudes are investigated when organizational change is caused by the introduction of new technology. As depicted in Figure 1, salient attitudes of interest include job satisfaction, organizational commitment, intent to turnover, and job stress. The most-used research definition of job satisfaction is by Locke (1976), who defined it as â€Å". . . a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences† (p. 1304). Implicit in Locke’s definition is the importance of both affect, or feeling, and cognition, or thinking. When we think, we have feelings about what we think. Conversely, when we have feelings, we think about what we feel. Cognition and affect are thus inextricably linked, in our psy-chology and even in our biology. Thus, when evaluating our jobs, as when we assess most a nything important to us, both thinking and feeling are involved. Continuing this theoretical development, Judge and his colleagues (Judge & Bono, 2001; Judge, Locke, Durham, & Kluger, 1998) found that a key personality trait, core self-evaluation, correlates with (is statistically related to) employee job satisfaction. They also found that one of the primary causes of the relationship was through the perception of the job itself. Thus, it appears that the most important situational effect on job satisfaction—the job itself—is linked to what may be the most important personality trait to predict job satisfaction—core self-evaluation. Evidence also indicates that some other personality traits, such as extra-version and conscientiousness, can also influence job satisfaction (Judge, Heller, & Mount, 2002) In the research literature, the two most extensively validated employee attitude survey measures are the Job Descriptive Index (JDI; Smith, Kendall, & Hulin, 1969) and the Minnesota Satisfaction Questionnaire (MSQ; Weiss, Dawis, England, & Lofquist, 1967). The JDI assesses satisfaction with five different job areas: pay, promotion, coworkers, supervision, and the work itself. The JDI is reliable and has an impressive array of validation evidence. The MSQ has the advantage of versatility—long and short forms are available, as well as faceted and overall measures. Another measure used in job satisfaction research (e. g. , Judge, Erez, Bono, & Thoresen, in press) is an updated and reliable five-item version of an earlier scale by Brayfield and Rothe (1951). All of these measures have led to greater scientific understanding of employee attitudes, and their greatest value may be for research purposes, yet these measures may be useful for practitioners as well. In practice, organizations often wish to obtain a more detailed assessment of employee attitudes and/or customize their surveys to assess issues unique to their firm. ?Job satisfaction is one of the most extensively researched work-related attitudes (Loscocco & Roschelle, 1991). Saari and Judge (2004), however, observed that HR practitioners lack thorough knowledge of job satisfaction and related antecedents. Job satisfaction is operationally defined as an individual's assessment of the degree to which their work-related values have been achieved (Locke, 1969; Locke, 1976). Research suggests that organizational change has a discernable impact on job satisfaction (see, for example, Ferguson & Cheyne, 1995) which is associated with organizational citizenship behaviors that are beneficial to organizational effectiveness (Organ, 1990). ?Organizational commitment is also a frequently studied job attitude (Lines, 2004; Loscocco & Roschelle, 1991). Definitions and conceptualizations of the organizational commitment construct are numerous and diverse. Morrow (1983) observed at least 25 different conceptualizations of organizational commitment. Despite this diversity, O'Reilly and Chatman (1986), among others, suggest that psychological attachment to an organization is a theme underlying most conceptualizations of organizational commitment. Of particular interest in this study is the relationship between affective organizational commitment and reactions to the organizational changes since individuals with high levels of affective commitment tend to exert extraordinary effort on behalf of an organization (Porter, Steers, Mowday, & Boulian, 1974). In addition, individuals with high levels of affective commitment are likely to remain with an organization because they want to remain with the organization (Porter et al. , 1974), not because they have no other alternatives or because of social pressure. CHAPTER 3 RESEARCH METHODOLOGY 3. 1PROPOSED METHODOLOGY 3. 1. 1FOR EMPLOYEES The Researcher has proposed to use Qualitative and Analytical type of research. The Researcher has proposed to use Qualitative type of research, to assess the behavior of various employees in different teams which has an impact on overall performance of the team. The Researcher has also proposed to use Analytical type of result to analyze the effect of behavior on their individual performance towards their relationship with peers etc. 3. 1. 2FOR MANAGERS To assess the changes in leadership behavior due to changes in employee attitude, the Researcher has used the same Qualitative and Analytical type of research design. 3. 2RESEARCH DESIGN The research design is the blue print for fulfilling objectives and answering questions of specific research problem. A research design is purely and simply the framework a plan for a study that guides the collection and analysis of the data. The research designs used in this project are listed below. 3. 2. 1 DESCRIPTIVE RESEARCH To describe the characteristics of certain groups e. g. users of a product with different age, sex etc. , to determine whether certain variables are associated e. g. , age and usage of a product. 3. 2. 2 ANALYTICAL RESEARCH To analyze the behavior of employees and its impact of deadline & productivity. 3. 3DATA COLLECTION METHOD In this study the researcher has proposed to use both Primary and secondary data. 3. 3. 1PRIMARY DATA Primary data will be collected through a structured Questionnaire from the target respondents.

Different Generations Speak Different Languages Essay

Different generations in the same country speak different â€Å"languages†? Sounds impossible, but it is indeed the case. Consider situations in which your mother does not understand what you say to your classmates, situations in which you cannot figure out what your mother refers by a simple abbreviation and situations in which your father cannot reflect your undertone of some words. Different generations speak different â€Å"languages†, causing conflicts and misunderstandings. According to the passage â€Å"What can words do and cannot do†, words have denotative meanings and connotation meanings. Denotative meanings are meanings defined by the dictionary, which cause little misunderstandings. On the other hand, connotative meanings are associated with personal experiences and are likely to cause conflicts. But in the context of communication between different generations, there are both likely to evoke misunderstandings. Some connotative meanings of words are so widely recognized by a certain generation or group of people, that they consider these meanings as denotative meanings. But these meanings are unknown to other groups and are not included in the dictionary. The word, â€Å"net†, for example, may mean â€Å"a trap made of netting to catch fish or birds or insects† in your grandfather’s dictionary but means â€Å"a computer network consisting of a worldwide network of computer networks that use the TCP/IP network protocols to facilitate data transmission and exchange† when you talk to your friends meet on the â€Å"net†. From this aspect, language of different generations do differ in the conception of words. Different generations may be confused by denotative meanings, not to mention by connotative meanings. â€Å"The connotative meaning of a word is the associations and overtones people bring to it. †¦When we hear a word, the thoughts and feelings we have about that word and about the person using it determine what that word ultimately means to us. † (â€Å"What can words do and cannot do†,Weaver, Understanding Interpersonal Communication, pp. 230-333 ) Consider the word â€Å"news† perceived by different generations. Your grandfather may reflect news as titles in printed newspaper or radio messages while your father form in his head the television correspondent and you, a teenager thinks of web-sites. These difference in language is brought by the development of social and technology. Words and phrases have their life cycle, there are times when certain words and expressions thrive and time when they die. It is not uncommon that older generations tend to use words, phrases and expressions that are seldom used by younger generation. Moreover, young people have the tendency to make expressions short. For example, instead of saying â€Å"good morning†, they say â€Å"morning†, instead of â€Å"lots of laughs†, they type â€Å"LOL† and so on. So next time when talking to your grandmother, use less abbreviations. Difference languages spoken by different generations giving rise to unavoidable misunderstanding, so bearing in mind that different person has varied perception of words and may not understand what you mean. Don’t be bothered to interpret in detail what you mean to be fully understood by other generations.

Formula Mass (Weight) Versus Molecular Mass

Fomula mass and molecular mass are two values that express the size of a molecule. Do you know the difference between formula mass and molecular mass?The formula mass (formula weight) of a molecule is the sum of the atomic weights of the atoms in its empirical formula. The molecular mass (molecular weight) of a molecule is its average mass as calculated by adding together the atomic weights of the atoms in the molecular formula. So, since the definitions differ according to whether you are using the empirical formula or molecular formula for a molecule, its a good idea to understand the distinction between them. The molecular formula indicates the type and number of atoms in a molecule. The molecular formula of glucose is C6H12O6, which indicates that one molecule of glucose contains 6 atoms of carbon, 12 atoms of hydrogen, and 6 atoms of oxygen. The empirical formula is also known as the simplest formula. It is used to indicate the mole ratio of elements present in a compound. The empirical formula of glucose would be CH2O. The formula mass and molecular mass of water (H2O) are one and the same, while the formula and molecular mass of glucose are different from each other. The formula mass (formula weight) of glucose is 30 (either no units or else grams per mole), while the molecular mass (molecular weight) is 180.156 g/mol. Whenever you see a molecular formula where you can divide the subscripts by a whole number (usually 2 or 3), you know to expect the formula mass will be different.

Business Research Methods and Tools Essay - 997 Words

Assignment One BUS642 Business Research Methods and Tools August 27, 2012 What is business research? Why should there be any question about the definition of research? â€Å"Business research is a process of planning, acquiring, analyzing, and disseminating relevant data, information, and insights†¦in ways that mobilize the organization to take appropriate actions that in turn, maximize performance.† (Cooper, amp; Schindler, 2011, p.4) Research is a planned and systematic process of inquiry and discovery providing decision makers with information and insight to more accurately answer proposed questions concerning business decisions thus lowering possible risk associated with those decisions. There should be questions on the definition†¦show more content†¦Basic research is about understanding the various processes between memory, learning, and knowledge. It is about finding information simply to find information. While it may become applied later, it is not sought out for its application to current events. The question of whether a salesperson should be paid salary or commission as a basic research question would be; would the sales people be better motivated to sell if they were paid by commission or salary. An applied research will go into further detail of the basic question. It might suggest if we pay our salespeople salary or commission, would customer satisfaction drop? Another example would be, if a salesperson is performing subpar in sales, would changing the person pay from salary to commission improve the person’s sales? Would our salespeople’s attitude change toward customer if we pay them salary instead of commission?, would be another example. A sales force manager needs to have information in order to decide whether to create a custom motivation program or purchase one offered by a consulting firm. What are the dilemmas the manager faces in selecting either alternative? 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Effect of Fashion on Teenagers - 848 Words

... [said in a girly voice and spoken really fast] Well Hi there! My name’s Isla. I like to wear revealing clothes, flunk out of maths, call everything hot, say like like 365 times a day and wear a CM thick layer of make up that takes an hour to apply every day. [said on a monotone with my nose blocked.] Salutations. My name is Isla; but you can call me Cyber Queen, I’m the third gamer in New Zealand to defeat the level 64 boss. [said in a low American gangsta voice/accent.] Sup ma homey G. The names I-dog. In my spare time I enjoy low riding baggy jeans, wearing backwards caps, and thinking I’m too cool for you. [said in a low depressed voice]My name is Misery. I like to sit in corners and cut myself, and just†¦show more content†¦It may be that this girl isn’t very confident. She may find herself giving in to the pressure from her friends to dress like them. Sometimes trends like that eat away at your personality until there’s nothing left except for what everyone else in your clique wants you to be. Fashion is a funny thing. It makes us work so hard to be something we’re just... not. If you look through any magazines you own, you’ll probably find that any of the women in there are of the same build. Tall, elegant, really creepy skinny, tanned... I’m sure you know the type. Isn’t this a horrible example for anyone reading them? because fashion doesn’t only apply to clothing. It applies to bodies as well. From a young age, whenever we see pictures of people of billboards, and on advertisements, we are brought up to think that everyone has to look like Johnny Depp, or Jessica Alba. We’re brought up to think that there’s only one way to look. This is not fair, and not true. There’s something I find really hilarious. There’s a new style that was started not long ago, called scene kidds. 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The Impact Of Social Media On Perception Of Customer In UK Retail Indu

Questions: 1. Identify a business research topic.2. Define the research questions for the identified problem or opportunity.3. Select the appropriate research methodologies and techniques to use for the research project.4. Describe the research process. 5. Describe data collection and analysis methods.6. Describe expected research outcomes. Answers: 1.Introduction and Background The retail industry of UK has faced major adverse effects due to the impact of the global recession. However with the advancement of technology in the promotional campaign the industry has been able to boost its performance. The social media has been used as a reliable medium of marketing for the retail industry of UK that helps to change the perception of the customer and also raise the awareness[1]. Tesco is the largest retail company of UK and third largest in the world. The company uses the strategy of social media marketing to raise the level of brand awareness among the people of UK and also maintain a healthy relationship with the existing customers. The social media marketing could provide huge opportunity for promoting the business of the retail industry[2]. 2.Research questions The purpose of the research questions is to fulfill the objective of the research that will help the researchers to address the issues of the research work. The research question also contributes to select the perfect methodology and techniques that are needed to be used for the research work and provide guidance to all the steps of research methodology. Having healthy relationship between the aim and research questions is important. In this case, the research questions need to identify the opportunities that exist for social media marketing in the retail industry of UK. Following are the research questions: What is the importance of the social media marketing in modern context of the retail industry? What are the strategies that are taken by Tesco to make maximum use of the social media marketing? What will be the impact of social media marketing on the customers of Tesco? What are the ways that can be used by Tesco to improve the strategy of social media marketing? 3.Research Methodology The methodology section of the research needs to have good alignment with that of the research questions. The entire outline of the research is mentioned in the research methodology section. All the process and techniques that need to be used for the research work need to be mentioned in the methodology section. The entire structure of the research work is described in the methodology section[3]. 4.Research process The research process is the most important part of the methodology that helps to address the reason for the selection of the research topic. The research approach and philosophy are all mentioned under the research process along with the data collection techniques and analysis. Research Approach There are two different types of research approach that can be used by the researchers to fulfill the objective. In case of the inductive approach, it is possible to describe the events related to the elements of the research. The description of the inductive research approach can be used to develop hypothesis related to the research topic and also test the present hypothesis related to the research topic and thereby develop a theoretical framework[4]. On the other hand, in case of the deductive approach can be used by utilizing the existing theoretical framework to fulfill the objective of the research. There is a formula that can be developed to establish relationship between the aim of the research and existing theories and hypothesis. The existing hypothesis can be tested using this approach, and a link can be established between all the variable elements of the research topic[5]. In this case, to study the impact of social media marketing on the UK retail industry, the researcher will use the deductive form of research approach. The wide range problems and issues that are related to the research can be added using the deductive form of research approach. In case of inductive form of research approach, there is a chance of biasness in the reflection and errors for interpretation of the data. The time constraints are one of the major issues in case of the deductive approach. The deductive approach will also help to identify the variables that are related to the use of the social media marketing. Moreover, there are huge amount of data that needs to be collected by the researcher, and the use of the deductive approach will help to reduce the errors in the data interpretation process. Research Design Three types of research design can be used by the researchers to facilitate the overall process of research. The exploratory form of research design helps to use all the proofs that exist in the theory of the research topic. This form of the investigation design will help to identify the relationship between the facts and situation of the events. The relationship between the cause and the effects of the research topic can also be developed[6]. There is also the descriptive form of research design that will help the researchers to describe in details about all the forms of events related to the research topic. In this case, the research will select the descriptive form of research design that will help to facilitate the information that exists about the impact of social media marketing in UK retail industry. The phenomena and the variables related to the research topic can also be linked with the help of this form of design[7]. The researcher can also use the mixed form of research design that uses both the deductive and inductive form of approach. This will help to allow the cross-validation of the data and have a clear concept of the use of the collected information. The mixed form of research will also help to deal with the general problems that are related to using the social media as the medium of marketing. The objective of the research can also be identified with the help of the mixed research design. 5.Data Collection Method The data collection method is the most important part of the research work. The accuracy and the chance of fulfilling the objective of the research are totally dependent on ways that are used by the investigators to collect the data[8]. The techniques that are used by the researchers to collect data are dependent on the research design and approach. There are two forms of techniques that can be used by the researcher to collect data. In case of the primary data, it is gathered from the surveys and interviews. The researchers will have to frame definite questionnaires in order to collect the data that is required for the research work. On the hand, the secondary form of data can be collected from the books and journal articles relevant to the research topic. The information that was collected by the previously done research can also be used as the form of the secondary research[9]. In this case, the quantitative form of primary data will be collected by conducting the survey of 100 customers of Tesco. The sample is selected using the non-probability technique, where 100 people were chosen from the group of customers, who shops regularly at the stores of Tesco. The surveyors will use the Likert scale to collect the response from the selected sample size. The researcher will also use the inclusion and exclusion criteria for the data collection methods. The customers of Tesco, who are regularly active on the social media platforms, will be included in the sample size and the people, who do not use the social media, are excluded. The qualitative form of data collection is done with the help of the interviews of 6 senior level managers of Tesco. The qualitative data that is collected will help the researchers to get the idea about the plan of the company about the use of social media marketing. Data Analysis The information that will be collected from the interviews of the managers will be interpreted using the qualitative data analysis. On the other hand, quantitative data analysis method will be used to interpret the data that will be collected from the surveys[10]. This will help the surveyors to identify the percentage of people, who got influenced by the social media marketing methods of Tesco. 6.Expected Outcomes The outcomes and the conclusion of the research work are made from the quantitative data analysis method. As the social media is one of the most important parts of the modern human life, the application of the social media marketing in Tesco is expected to give positive results by increasing the sales of the company. It is also expected that the awareness about the retail products will also be increased with the help of social media marketing. The satisfaction level of the customers can be at the high level as they are easily able to communicate with the representatives of the company and thereby able to raise the issues they are facing. The customers can also get detail information about all the desired products of Tesco. However, there can be negative effects that are expected from the application of the social media marketing. With the help of the social media platforms, many people can provide negative feedbacks that have the chance to reduce the reputation of the company[11]. Bibliography Erdo?mu?, ?rem Eren, and Mesut Cicek. "The impact of social media marketing on brand loyalty."Procedia-Social and Behavioral Sciences58 (2012): 1353-1360. Kumar, V., and Rohan Mirchandani. "Increasing the ROI of social media marketing."MIT Sloan Management Review54.1 (2012): 55. Moretti, Andrea, and Annamaria Tuan. "Social media marketing and relationship marketing: revolution or evolution? A first step analysis."Sinergie rivista di studi e ricerche(2014). Sadler, Rory, and Richard David Evans. "Social Media Strategies in the Retail Sector: Analysis and Recommendations for Three Multi-National Retailers." (2016): Article-No. Palmer, Mark, Geoff Simmons, and Katy Mason. "Web-based social movements contesting marketing strategy: The mobilisation of multiple actors and rhetorical strategies."Journal of Marketing Management30.3-4 (2014): 383-408. Marais, Hendrik C., and Magdalena Pienaar-Marais. 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