Solitary Confinement A New Idea Of Punishment And...

Solitary confinement commits an individual to small room closed off from the world; a room devoid of light and human interaction for nearly twenty three hours a day. Not only is the morose environment and isolation unhealthy, but it contributes to increased recidivism rates, sometimes referred to as the revolving door phenomenon. Although solitary confinement provides the staff and general prison population with safety, there are alternatives that can be used rather than continuing the revolving door with the cruelty, expensiveness, and ineffectiveness of solitary. Solitary confinement is by no means a new concept; it has been used throughout history as a way of punishment and maintaining order. For example, it was one of many punishments used in China during the Han Dynasty. It was also used in ancient Rome when Augustus exiled his own daughter, Julia, to an island in the Mediterranean, who was then later put into solitary confinement by her former husband, Tiberius. In Russia in 1744 Ivan VI was placed into solitary confinement at the age of four years old. Although it did not originate in the United States, it has become a growing controversy over the past few years. The wide spread practice of it began in the United states in the late 1700s . The Walnut Street Prison in Philadelphia was the first to start using it, primarily because the majority of the population in Philadelphia consisted of Quakers, a religious group that strongly believed in redemption. They sawShow MoreRelatedDrawbacks of Solitary Confinement1716 Words   |  7 PagesNot too many people know what Solitary confinement is or what it can do to a human being. Solitary confinement is a special form of imprisonment. The prisoner is confined in a small windowless unit completely isolated from any human contact. It is a form of punishment for behavior modification beyond incarceration for a prisoner and is used as an additional measure of protection from the inmate. The issue of solitary confinement is extremely controversial and is a complicated subject to decide onRead MoreEvolution And Development Of The Doctrine Of Punishment And Imprisonment During The Last 2000 Years Essay2403 Words   |  10 Pagescontemporary incarceration practices it is essential to understand the evolution and development of the doctrine of punishment and imprisonment during the last 2000 years. The current prison system is the product of the ideologies developed over this time. The core precepts that were developed were the rights of the victim to exact vengeance, state control and determination of punishment, deterrence through public spectacle, societal protection through the organisation of a penal system and finallyRead MoreThe Negative And Positive Impacts Of Solitary Confinement Essay2080 Words   |  9 PagesThe Negative and Positive Impacts of Solitary Confinement on Prisoners While it protects lesser criminals/guards from violent criminals, the negative and positive impacts of solitary confinement on prisoners. What is solitary confinement? According to the website Solitary Watch article â€Å"Solitary confinement is the practice of isolating people in closed cells for 22-24 hours a day, virtually free of human contact, for periods of time ranging from days to decades†. For most of us being alone for aRead MoreRehabilitation of the Felony Offender Essays1468 Words   |  6 Pagesthought was that education, faith, and solitary confinement would cause remorse and reform the offender (Whitney 780). Back then, the idea was that reforming the offender was more useful than punishment. This did not work too well, and many inmates had mental breakdowns or committed suicide. This continued to be the philosophy, but in the 1800s, inmate labor became popular. Some believed it would bring the prisoners moral redemption, while others just felt punishment was t he best option. Towards the endRead MoreIncarceration: Prison and Inmates10532 Words   |  43 Pagesauthorized by federal, state, and local lawmakers to arrest and confine persons suspected of crimes. The judicial system is authorized to confine persons convicted of crimes. This confinement, whether before or after a criminal conviction, is called incarceration. Incarceration is one of the main forms of punishment for the commission of illegal offenses. Juveniles and adults alike are subject to incarceration. Incarceration is the detention of a person in a jail or prison. The federal, stateRead MoreLife Without Parole By Victor Hassine3280 Words   |  14 Pagesthe fact that the nation cannot successfully manage a budget for the institution as well as manage the inmates? An inmate, Victor Hassine, provides insight as to what prisoners physically and mentally experience during incarceration as well as his ideas on the effects of prisons on inmates in his book, Life without Parole. Hassine begins his narrative as he is entering prison but this time as an inmate. Prior to his incarceration, Hassine was an attorney (Hassine, 2011). Even then as an attorneyRead MorePrison : The Cost Of Punishment3442 Words   |  14 PagesIs keeping inmates by the hundreds in prison cafeterias instead of cells becoming the norm? This is what a documentary, Life In Prison: The Cost of Punishment, asks. It explores the lives of incarcerated peoples in three California state prisons, portraying the dire consequences of prison overcrowding. As of 2013, the total prison population in the United States was 2,217,000. This is nearly five times the total of 1980, 503,586. The United States has the largest number of incarcerated people inRead MoreProvincial Jail10855 Words   |  44 Pagescontinues to evolve based on what society demands. Statement of the problem Problem Field Prisons and their many variants are built environments whose intended purpose is punishment, deterrence, rehabilitation and incapacitation Reasons [ (Reasons, C.E.;Caplan R.L., 1975) ]. Modern prison bases their design on the idea of punishment as our predecessors did, such as severity and lack of privacy as well depravation of liberty. This implication of prison, however, leads to the heath of the inmates andRead MoreJuvenile Justice System Is Not The Punishment Of The Criminals3535 Words   |  15 PagesCommunity A Collaborative Action Plan to Reduce Recidivism in Englewood LuGary Davis Urban Community Development- PPA 505 Professor James L. Miles Sr. March 17, 2015 Overview â€Å"The chief problem in any community cursed with crime is not the punishment of the criminals, but the preventing of the young from being trained to crime† (Du Bois, 1903). Though W.E.B. Du Bois wrote this quote well over a century ago, it still reflects the truth we hold today. This is especially apparent when we examineRead MoreDeveloping Management Skills404131 Words   |  1617 PagesChapter-by-chapter activities, including built-in pretests and posttests, focus on what you need to learn and to review in order to succeed. Visit www.mymanagementlab.com to learn more. DEVELOPING MANAGEMENT SKILLS EIGHTH EDITION David A. Whetten BRIGHAM YOUNG UNIVERSITY Kim S. Cameron UNIVERSITY OF MICHIGAN Prentice Hall Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico

Tess of the DUrbervilles Compared to Jane Eyre - 2402 Words

The characters, Tess and Jane are both the main characters of the novels ‘Tess of the Durbervilles and ‘Jane Eyre, respectively. ‘Tess of the Durbervilles is based on the experiences of Tess. Whereas, ‘Jane Eyre is an autobiographical book about Jane. The two novels are based in the past when women were not considered as equal to men. The characters Jane and Tess are both women and so they are subject to discrimination and they both have a lot in common, for example both Tess and Jane are considerate and caring. Jane Eyres background is a sad one, at the beginning of the novel shes an orphan and living with her cruel aunt and cousins who continually persecute her. This prepares her for any future injustices targeted against her.†¦show more content†¦Rochester is unrequited and when Tess feels that shell never see Angel again after they separate. Their pessimism is most probably because of their past misfortunes. The fact that they learn from experience is shown when Jane mentions that it isnt wise to stand up to her aunt and cousins and when Tess becomes very cautious after the incident with Alec. Their inferiority complex is proven when Jane says that Miss Ingram is better than her and that Mr. Rochester will choose her and when Tess thinks that Angel is too good to like her. This is because of self-doubt. Their bottling up of feelings is shown when Jane hides her feelings of love from Mr. Rochester and when Tess respects Angels views and stays away from him. They are both very determined to do what they resolve to do. This is proven in Janes case when she stays away from Mr. Rochester even though it tears her apart. And in Tess case, she is determined to stay away from Alec Durberville. But both their determinations get exhausted after continuous attacks made by the world and circumstances. This is proven by Janes return to Mr. Rochester and Tess marriage with Alec. But this doesnt mean that they lack will-power, they have tremendous will-power but their emotions, which are intensified by time, and constant reminders of reality overpower and overwhelm them. Janes life on the whole is mostly dreamlike as she achieves and gets almost everything she wantsShow MoreRelatedVictorian Novel9605 Words   |  39 PagesVictorian novel, for the middle-class was a mixture of old values and images seen now through the prism of science: psychology, evolution, sociology. â€Å" Spiritual and temporal worlds are darkened by the shadows of change† and the country was something compared to the heart of revolutions, which referred to the English heydays in terms of urban, social and cultural changes. What were the most significant signs of progress? Firstly, it is worth mentioning the importance of the expansion of railways. In

MBA leadership and organisational behaviour at W L Gore Free Essays

string(99) " motivate employees in the global business world is a fundamental managerial and leadership skill\." Abstract This paper provides an exploration of leadership and organisational behavioural issues at W L Gore Company, which is the UK branch of a renowned US company. The introduction section of the paper includes details about the company’s performance and context industry setting. Moreover, the paper focuses on three major paradigms that are discussed in the literature review, such as management and leadership, motivation, groups and teams, and group leadership. We will write a custom essay sample on MBA leadership and organisational behaviour at W L Gore or any similar topic only for you Order Now Once these concepts are presented, the researcher moves onto a critical analysis of how these paradigms are applied in the organisational context of Gore. The paper concludes with a summary of major conclusions drawn from the case study of Gore and recommendations to improve the situation in the company. Introduction and Context Setting W L Gore has emerged as a company which succeeded to maintain high performance in the service industry regarding the manufacturing of Gore-Tex. The unique form of work organisation is designed to support employee creativity and contribution (Gore Official Website, 2014). As a result of the transformation of traditional management principles, Gore’s managers and leaders have developed a quite innovative platform for the company. Delivering continuous innovation within the organisation has become the primary principle of operating and communicating (Gilbreath and Karimi, 2012). Moreover, it has been emphasised that the company has implemented rules of transparency and fairness (Gore Official Website, 2014). It is apparent that teams are changing constantly, which means that the organisation adequately implements a vision of change. The operating teams are kept small because this is considered an appropriate strategy to address the individual needs of each stakeholder (Gore Official Website, 2014). Team members at Gore are free to determine their objectives that are aligned with the organisation’s core values and mission. Therefore, leadership and organisational behaviour is properly developed at this company. The innovative work organisation of Gore implies that leaders are constantly working to embrace a culture of highly innovative and flexible principles of operation (Luthans and Youssef, 2007). Each employee in the organisation has a clear perspective of assigned roles and responsibilities, and this contributes to better organisational performance. The concepts that are used to analyse the case study of Gore refer to management and leadership, motivation, groups and teams, and group leadership. These paradigms are found useful in the discussion of leadership and organisational behaviour issues within the selected organisation (Gilbreath and Karimi, 2012). The purpose of this paper is to provide an analysis of how the paradigms of management and leadership, motivation and group leadership can be applied in the context of Gore (Lian and Tui, 2012). A section of literature review is included in order to expand individual perspectives into essential leadership and organisational behavioural issues identified in the company. In addition, the paper critically discusses the application of these three main theories to the case of the company. In an attempt to set the context of the case study, it is important to clarify that Gore is the UK branch of a US multi-national company that specialises in the manufacturing of the Gore-Tex textile. This is the product for which the company is widely known around the world (Rehman and Afsar, 2012). Moreover, Gore indicates a commitment to developing various products for next-generation electronics, for medical implants and for innovative fabrics (Gilbreath and Karimi, 2012). The unique business strategy adopted by the company illustrates its dedication to innovation which is obvious in all organisational processes. Literature Review Management and Leadership In the leadership development world, substantial confusion exists regarding the relationship between management and leadership. Many individuals tend to use these concepts in an interchangeable manner, while others consider them as separate categories in the business field (Lian and Tui, 2012). Researchers have emphasised the necessity that management and leadership should be balanced in contemporary organisations (Sharma and Jain, 2013). Although the two concepts do not imply the same thing, they are closely linked. While managers are more likely to focus on systems and structures as well as administer specific rules and procedures, leaders are focused on innovation and change within the organisational context. Leaders also consider the importance of people and the development of their skills in a proper direction (Northouse, 2007). In the modern business environment, employees do not simply expect that their managers should assign them specific tasks but they also seek a purpose pe rtaining to those tasks. Managers try to organise employees in order to expand organisational efficiency along with the idea to develop talent and inspire achievement (Sharma and Jain, 2013). The emergence of the ‘knowledge worker’ is a significant tendency in most organisations. Such change requires that employees should not be managed. It becomes apparent that the main objective of combining management and leadership in companies is to lead individuals, with the utmost goal to expand the strengths and knowledge of each employee (Rowe, 2007). Management and leadership are fundamental for the delivery of high quality products and services. A common rule has been identified in terms of expecting that good managers should possess adequate leadership skills, while good leaders are recognised as those professionals who need an array of management skills to increase their effectiveness (Gilbreath and Karimi, 2012). Leadership is mostly based on the concept of creating a strong sense of mission and vision, while management refers to the idea of getting things done. One of the conditions for good management practices is that both managers and team members should be selected on the basis of merit (Sharma and Jain, 2013). The balanced involvement of individuals is an important element of management and leadership concepts that are applied in modern organisations. It has been argued that management is mostly about making decisions (Rowe, 2007). Planning is an essential tool for both management and leadership, as professionals in these fields are expected to anticipate unplanned events in a relevant manner by considering the needs and interests of all stakeholders in business (Moynihan and Pandey, 2007). Motivation Demonstrating adequate knowledge of how to motivate employees in the global business world is a fundamental managerial and leadership skill. You read "MBA leadership and organisational behaviour at W L Gore" in category "Essay examples" Motivation is referred to as a set of factors that cause individuals to select specific behavioural patterns from other alternatives (Burton, 2012). In organisations, employee performance is affected by motivation and the precise work environment. It can be suggested that motivation is a significant determinant of performance. There are different historical views of motivation as presented in the management literature (Moynihan and Pandey, 2007). The premise of scientific management is that work normally emerges with inherently unpleasant characteristics for the majority of employees. As a result, their income is more important than the specificity and nature of their job. Furthermore, the human relations movement stressed the impact of social process es that occur in organisations (Gilbreath and Karimi, 2012). For instance, this management philosophy illustrates the principle that the individual need for contribution, importance and usefulness is more relevant than income in motivating employees (Mizuno et al., 2006). In line with the ideology of the human resource approach, individuals are determined to contribute to team effectiveness. Yet, organisations are required to establish a solid work environment that properly utilises all available human resources (Mizuno et al., 2006). The human resource approach is the most relevant approaches used by contemporary organisations regarding motivation. However, there are certain integrative approaches that provide a better conceptualised view of employee motivation, such as need-based, process-based and reinforcement-based models (Burton, 2012). Need-based approaches to motivation mostly focus on the aspects that motivate employees to select specific behaviours among others. Initially, a certain need or deprivation is identified in the organisational context, followed by drives to fulfil that particular need, actions and satisfaction (Morris, 2009). Maslow’s hierarchy of needs is the most widely used need-based approach, according to which people’s motivation is driven by their willingness to satisfy five distinct levels of needs. These are physiological needs, sense of security, belongingness, esteem, and self-actualisation as the highest need in the hierarchy to be satisfied (Mizuno et al., 2006). Individuals usually progress in terms of determining specific objectives and thus needs to meet in the process of such hierarchical organisation. Process-based approaches to motivation focus on how exactly motivation occurs in organisations. It is important to determine the way in which employees evaluate their own satisfaction once they have achieved their goals (Moynihan and Pandey, 2007). A common process-based approach to motivation is expectancy theory which was introduced by Victor Vroom. Expectancy theory indicates that motivation along with effort leads to performance which is directly linked to outcomes (University of Cambridge, n. d.). As a result, high performance may lead to high satisfaction of employees. Another process-based approach to motivation is identified as equity theory which was developed by J. Stacy Adams (Gilbreath and Karimi, 2012). The main assumption of equity theory is that upon the selection of particular actions to satisfy employee needs, individuals tend to evaluate the equity of the expected outcome. The equity element is important to maintain principles of accountability and transparency in t he workplace. Equity emerges as the firm belief that employees are treated in a fair and transparent manner which is relative to the treatment of other individuals in the workplace (Burton, 2012). Reinforcement-based approaches to motivation emphasise the impact of rewards on causing certain changes in individuals’ behaviour. For instance, such approaches are based around understanding that behaviour which arises from rewarding factors or consequences is more likely to be repeated in the future (Mizuno et al., 2006). Reinforcement contingencies reflect the emergence of possible outcomes that individuals may experience due to their specific choice of behaviour. Employees tend to select behaviour that can bring them immediate satisfaction and motivation to work in order to meet their personal and professional goals. Moreover, there are different approaches that have been implemented to provide reinforcement which is closely associated with motivation (Morris, 2009). A fixed-interval schedule has been found useful to reinforce employees at fixed intervals of time, irrespective of behaviour. A variable-interval schedule provides reinforcement at various times (Gilbreath and Karimi, 2012). Regardless of the specific way of providing reinforcement, it may be indicated that this technique is considered a valuable method to increase employee motivation. Groups and Teams, Group Leadership Research shows that effective leaders are expected to manage their responsibilities of being leaders and members of a team (Wu et al., 2010). It is important to ensure throughout the process that goals are realistic and measurable. It has been indicated that when groups and teams properly integrate their actions, the final result is improved performance. They have distinct roles in organisations, as the fulfilment of each role corresponds to collective goals and success (Val and Kemp, 2012). Team processes emerge as an adequate aspect of team performance. The formation of teams is necessary to facilitate the work of the entire organisation. Groups and teams are expected to perform in dynamic business environments. Therefore, group leadership appears an essential characteristic of effective team performance. Group leadership emphasises the necessity for leaders to define a proper team direction (Wu et al., 2010). The organisation of groups and teams should be done with the objective t o optimise progress at all organisational levels. Researchers have stressed the substantial amount of interdependence which exists among team members. Constant collaboration is required in the process of achieving specific team goals (Li et al., 2012). For instance, groups and teams devote their efforts and time to exchange important information and resources in companies. The adaptation of team interaction is usually flexible considering the specific conditions that are present in organisations. Highly efficient groups and teams are identified as individuals whose aim is to demonstrate dynamic collective performance (Boos et al., 2014). Promoting individual and collective flexibility is a main driver of team effectiveness. As a result, group leadership is noted for its impact on team effectiveness. This type of leadership provides a realistic framework to team members of how they can complete their collective tasks in an efficient manner (Wu et al., 2010). Leaders usually emphasise the necessity of collaboration and active communication among team members. Leader planning and coordination activities represent part of the overall concept of group leadership. Group leadership suggests a solid element of facilitating the actions of groups and teams. The group efforts mostly matter in this process in terms of shared responsibility and accountability. The laissez-faire style is a relevant approach to group leadership, as emphasised by some researchers. It is commonly described as a ‘hands-off’ method, in which the group is provided with the resources which are necessary for the completion of a particular project (Li et al., 2012). However, group members are free to complete the outlined tasks with virtually no direct involvement by the group leader. In this case, the group leader serves a major facilitating function in the sense of being available to answer appropriate questions and motivate team members (Gilbreath and Karimi, 2012). Another approach to group leadership is identified as the abdacratic style, in which the group leader has no authority over team members. Even though this model of group leadership enhances individual and group creativity in organisations, it has been considered insufficient to perform major corporate tasks (Morris, 2009). The autocratic approach to group leadership places importance on a central process for making decisions in companies. The main leadership responsibility in this approach is usually given to a group of managers (Wu et al., 2010). They are held accountable for the decisions they make. Employees are free to discuss any suggestions or recommendations for improvement with their managers as part of this flexible approach to group leadership. Another style associated with team performance and group leadership is the democratic approach to leadership (Mizuno et al., 2006). This approach refers to extensive freedom and flexibility granted to employees who feel empowered to initiate certain activities in the workplace. The most proper utilisation of this method is in situations where different individuals indicate a high level of group shared responsibility for the actions of team members. The key decision-maker within the group tends to act as a facilitator of team goals and effectiveness. Critical Evaluation of Leadership and Organisational Behavioural Issues at Gore The fact that Gore is extensively focused on innovation at all organisational levels is indicative of the presence of strong leadership skills in the company, which along with good management practices have contributed to its success over the years (Gore Official Website, 2014). Considering that leaders replace managers to deliver high levels of innovation shows a strong commitment to an innovative corporate culture which aims at expanding the potential of employees and increasing the organisation’s capacities to differentiate the products and services it provides. This is important in achieving a substantial competitive advantage (Mizuno et al., 2006). The model of blending management and leadership can help individuals clarify specific categories or practices that help businesses prosper with time. At Gore, all employees communicate in a free and open manner which is an essential requirement to maintain a flexible, innovative corporate climate. In turn, employees are empower ed to expand their knowledge and responsibility (Boos et al., 2014). They clearly know that their opinion and practical contribution to the company is highly valued, and as a result, they devote their time and resources to demonstrate their capabilities in practice. Gore’s managers and leaders work together to improve organisational efficiency and productivity which would not have been possible without adopting an integrated and holistic approach to management and leadership (Gore Official Website, 2014). The company provides adequate examples of the role played by the ‘knowledge worker’ in the organisation’s procedures, plans and activities. Such type of employees is known for being able to boost productivity in organisations. Engaging the right people at Gore is crucial for its optimal performance throughout the years (Cicero et al., 2010). The ability to make commitments and keep them is a strong differentiating factor that has helped the company maintains a solid market presence. In addition, it has been indicated that the levels of employee motivation at Gore are high considering their constant engagement in different organisational activities, with the purpose to contribute to organisational excellence and success (Li et al., 2012). The specificity of work at Gore as well as the present relationships between the company and employees shows that employee motivation cannot be identified with the principles of scientific management (Cicero et al., 2010). The impact of human relations movement is quite strong at this organisation because all employees are motivated not by monetary rewards but by the necessity to be recognised for their contribution. Based on the performance of employees at Gore, it can be concluded that process-based approaches to motivation are mostly applicable. Motivation at this company is perceived as process oriented in the sense that employees are extensively focused on how they can participate in various processes to expand their knowledge and competencies (Gore Official Website, 2014). Gore’s employees act upon certain expectations in terms of motivation. This means that they clearly know that their actions will produce important results for the company, and thus their motivation is outcome based (Gilbreath and Karimi, 2012). In addition, the company’s employees try their best to ensure that they remain flexible and open to new suggestions for improvement within the organisation. It can be suggested that Gore has succeeded in building trust through the consistent engagement of teams. Therefore, the model of teams and group leadership corresponds to the specific business environment in this organisation (Li et al., 20120. The core activities of the team are important for achieving initially set goals for organisational performance. Gore has adopted a promising philosophical paradigm because it has persistently relied on prospects of developing the people (Wu et al., 2010). The lack of strict rules in the company implies that managers and leaders are oriented to ensuring a flexible culture in which employees have an opportunity to develop and share their voice in the company’s policies and procedures (Gore Official Website, 2014). It has been recognised that the company can function better without written rules. It can be more effective when all team members are enabled to participate actively in changing certain practices within the organisation. Gore’s philosophy of sharing values has been properly developed to reflect the company’s focus on introducing successful initiatives. Trust is one of these shared values making employees function as one whole (Morris, 2009). Innovation has become the norm, and the exploitation of new information technology has led to a better understanding of the dynamic relationship among all stakeholders. Teams set specific targets themselves, and this serves as a basis for their motivation to perform better in the long term (Mizuno et al., 2006). The sense of engagement of all team members in the projects introduced by leaders is evident throughout the organisation which has maintained a competitive position in the industry. Gore has been devoted to maintaining such culture of shared values. An important norm adopted by the organisation refers to the structure of a culture that energises associates. The expected outcome is the formation of effective teams, implying that the concept of group leadership is mostly relevant to the specific circumstances in which the organisation functions (Cicero et al., 2010). Sustained business success has become achievable because the company has placed importance on developing and enhancing its culture in a flexible way. The implementation of high performance practices shows that the company is results oriented in the sense that leaders introduce a framework of change and innovation with the presumption to achieve adequate results (Gilbreath and Karimi, 2012). As mentioned, traditional management practices are not valued at Gore because of its innovative direction presented by leaders. The pursuit of group objectives indicates high levels of motivation in the company whi ch employees accept as an opportunity to prove they are capable to fulfil their responsibilities. The replacement of management directives and rules with forms of constant, open communication has become one of the determining factors for Gore’s success. Research indicates that organisational communication is interrelated to better organisational efficiency and productivity (Morris, 2009). Regular communication also facilitates associates to share their ideas and insights into the performance of the organisation. The result is the formation of a flexible corporate culture that motivates employees to grow and develop in their area of expertise (Gore Official Website, 2014). When providing employees with freedom, they tend to demonstrate an intrinsic belief that they should deserve the trust of their managers and leaders. The company is constantly seeking new improvements in order to defend its prestigious image as an innovator in the field. The valuable contribution that employees make to the company is an indicator of the successful strategies implemented by leaders (Mizuno et al., 2006). Continuous innovation and success are the two main drivers of the organisation’s performance. Conclusion and Recommendations This paper focused on the exploration of major leadership and organisational behavioural issues in the context of Gore Company. The main conclusion drawn from the case study of this organisation is that it has a unique form of organisation when it comes to work responsibilities and employee relations (Gore Official Website, 2014). Gore has emphasised that constant communication and employee participation in work processes are fundamental for the success of the company. The paper also illustrated that leaders have been continuously introducing a culture of innovation which contributed to the substantial success of the organisation (Li et al., 2012). Therefore, another important conclusion that was derived from the critical evaluation of Gore’s case study is that the model of group leadership has proven efficient and reliable to improve employee productivity and motivation. However, it is important to provide specific recommendations to improve the situation in the company in terms of enhancing the group leadership model. The company should analyse its strengths and weaknesses in order to explore all relevant parameters of leadership (Wu et al., 2010). Being natural and humane in practice is an important condition to improve the performance of all stakeholders within the organisation. Humanity serves as an inspiring element as well as allows individuals to base their decisions on organisational reality (Cicero et al., 2010). Understanding of corporate unwritten rules is also fundamental for the future growth of the organisation. Team discussion should be encouraged along with training opportunities that can expand individual performance. Consistency and integrity of leaders’ actions are expected in the process of improving the company’s rules and principles which are applied in practice (Li et al., 2012). Individuals should have a clear id ea of any shortcomings pertaining to leadership and organisational behavioural issues in the company so that they can act accordingly to attain better performance indicators. References Boos, M., Pritz, J., Lange, S. and Belz, M. (2014). ‘Leadership in Moving Human Groups’. PLoS Computational Biology, vol. 10(4), pp1-9. Burton, K. (2012). ‘A Study of Motivation: How to Get Your Employees Moving’. Thesis. Indiana University. Available at: http://www.indiana.edu/~spea/pubs/undergrad-honors/volumn-6/Burton,%20Kelli%20-%20A%20Study%20of%20Motivation%20-%20How%20to%20Get%20Your%20Employees%20Moving%20-%20Faculty%20Cheryl%20Hughes.pdf [Accessed: 7 August 2014]. Cicero, L., Pierro, A. and van Knippenberg, D. (2010). ‘Leadership and Uncertainty: How Role Ambiguity Affects the Relationship between Leader Group Prototypicality and Leadership Effectiveness’. British Journal of Management, vol. 21(2), pp411-421. Gilbreath, B. and Karimi, L. (2012). ‘Supervisor Behaviour and Employee Presenteeism’. International Journal of Leadership Studies, vol. 7(1), pp114-131. Gore Official Website (2014). About Gore [online]. Available at: http://www.gore.com/en_gb/ [Accessed: 6 August 2014]. Lian, L. K. and Tui, L. G. (2012). ‘Leadership Styles and Organizational Citizenship Behaviour: The Mediating Effect of Subordinates’ Competence and Downward Influence Tactics’. Journal of Applied Business and Economics, vol. 13(2), pp59-96. Li, Y., Chun, H., Ashkanasy, N. and Ahlstrom, D. (2012). ‘A Multi-Level Study of Emergent Group Leadership: Effects of Emotional Stability and Group Conflict’. Asia Pacific Journal of Management, vol. 29(2), pp351-366. Luthans, F. and Youssef, C. M. (2007). ‘Emerging Positive Organizational Behaviour’. Journal of Management, vol. 33(3), pp321-349. Mizuno, M., Yamada, Y., Ishii, A. and Tanaka, S. (2006). ‘A Human Resource Management Approach to Motivation and Job Stress in Paramedics’. International Congress Series, vol. 1294, pp167-170. Morris, R. J. (2009). ‘Employee Work Motivation and Discretionary Work Effort’. Thesis. Brisbane Graduate School of Business. Available at: http://eprints.qut.edu.au/31725/1/Robyn_Morris_Thesis.pdf [Accessed: 7 August 2014]. Moynihan, D. P. and Pandey, S. K. (2007). ‘The Role of Organizations in Fostering Public Service Motivation’. Public Administration Review, vol. 67(1), pp40-53. Northouse, G. (2007). Leadership Theory and Practice. London: Sage Publications. Rehman, M. and Afsar, B. (2012). ‘The Impact of Paternalistic Leadership on Organization Commitment and Organization Citizenship Behaviour’. Journal of Business Management and Applied Economics (5), pp1-12. Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications. Sharma, M. K. and Jain, S. (2013). ‘Leadership Management: Principles, Models and Theories’. Global Journal of Management and Business Studies, vol. 3(3), pp309-318. University of Cambridge (N. d.). Vroom’s Expectancy Theory [online]. Available at: http://www.ifm.eng.cam.ac.uk/research/dstools/vrooms-expectancy-theory/ [Accessed: 6 August 2014]. Val, C. and Kemp, J. (2012). ‘Leadership Styles’. The Ontario Journal of Outdoor Education, vol. 24(3), pp28-31. Wu, J. B., Tsui, A. S. and Kinicki, A. J. (2010). ‘Consequences of Differentiated Leadership in Groups’. Academy of Management Journal, vol. 53(1), pp90-106. How to cite MBA leadership and organisational behaviour at W L Gore, Essay examples

Caspar David Friedrich Example For Students

Caspar David Friedrich Biography To begin with, Caspar David Friedrich  is one of the leading figures that represent the German Romantic movement. Although he lived and worked in the nineteenth century, Friedrich is still remembered, and his creative legacy hasn’t been forgotten. The majority of researchers continue studying the artist’s challenging path to a great success of this prominent artist. Such a vivid interest and amusement that have arisen in the public mind may be caused by a great significance of this painter for the development of German Romanticism. Generally speaking, the notion of German Romanticism can be defined as an exciting artistic, musical, intellectual, and literary movement that reached its peak at the beginning of the nineteenth century. As a result, Caspar David Friedrich  managed to become a famous  painter  that had been recognized by the individuals from all corners of the world. The German artist  had a unique understanding of art that helped Friedrich develop the unequaled characteristic style of his drawings.  In turn, Friedrich believed that a truly gifted artist  should paint  not only the images gleaned by his physical eyes but also the pictures that arise in his mind. What is more, the German painter  said that â€Å"if he sees nothing within him, then he should also refrain from a painting  that which he sees before him; otherwise, his pictures will be like those folding screens behind which one expects to find only the sick or the dead.† Outline1 Biography of a Leading Figure of German Romanticism2 Friedrich’s Key Ideas in Painting2.1 List of Famous Paintings Created by Caspar David Friedrich2.2 â€Å"The Wanderer Above the Sea of Fog† and â€Å"The Abbey in the Oakwood† Biography of a Leading Figure of German Romanticism Early Years Caspar David Friedrich, a prolific artist that represented German Romanticism movement, was born on September 5th  in 1774. Being born in the city of Greifswald, currently known as the University and Hanseatic City of Greifswald, the young Friedrich did not enjoy a happy and careless childhood. The reason for his deprived childhood is his early familiarity with death, loss, and grief. Firstly, when Friedrich was seven years old, his mother Sophie Dorothea Bechly passed away. Having reached the age of thirteen, the teenager witnessed the death of his brother Johann Christopher who fell into the frozen lake and drowned. Some historians suppose that Johann Christopher lost his life while trying to shield Caspar David from danger. Apart from that, when Elizabeth died in 1782, the young painter  experienced another great loss that made him suffer deep grief over the death of his sister. A number of researchers argue that all the personal tragedies experienced by the artist  in the e arly years had a significant impact on his career in the field of art. Middle Years Since 1790, the young Friedrich had studied the disciplines of literature and aesthetics with the Swedish scholar Thomas Thorild at the University of Greifswald. At the beginning of the same year, Johann Gottfried Quistorp began to teach the fundamentals of art to the young Friedrich. Four years later, the gifted youngster managed to enter the renowned Academy of Copenhagen, which was regarded as the prestigious educational institution. Being a student of this much-celebrated academy, Caspar David had a great opportunity to study under the famous professor Christian August Lorentzen. In addition, Jens Juel, a famous landscape painter shared his knowledge and the gained precious experience with the young Friedrich. Advanced Years At the age of 34, Caspar David Friedrich  created one of his first major paintings. At present, we know this particular masterpiece as ‘The Cross in the Mountains† that was introduced to the society in 1808. Two years later, he was offered the opportunity to become a member of the Berlin Academy. In 1818, a prolific artist  had married Caroline Boomer, a gentle and unassuming woman that delivered three children in the future. In 1835, Friedrich suffered a stroke at the age of 53. Respectively, the artist was not able to move the limbs as a result of a specific form of paralysis caused by a stroke. .uc892b0d0065ad7ee937456af87e463e5 , .uc892b0d0065ad7ee937456af87e463e5 .postImageUrl , .uc892b0d0065ad7ee937456af87e463e5 .centered-text-area { min-height: 80px; position: relative; } .uc892b0d0065ad7ee937456af87e463e5 , .uc892b0d0065ad7ee937456af87e463e5:hover , .uc892b0d0065ad7ee937456af87e463e5:visited , .uc892b0d0065ad7ee937456af87e463e5:active { border:0!important; } .uc892b0d0065ad7ee937456af87e463e5 .clearfix:after { content: ""; display: table; clear: both; } .uc892b0d0065ad7ee937456af87e463e5 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc892b0d0065ad7ee937456af87e463e5:active , .uc892b0d0065ad7ee937456af87e463e5:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc892b0d0065ad7ee937456af87e463e5 .centered-text-area { width: 100%; position: relative ; } .uc892b0d0065ad7ee937456af87e463e5 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc892b0d0065ad7ee937456af87e463e5 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc892b0d0065ad7ee937456af87e463e5 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc892b0d0065ad7ee937456af87e463e5:hover .ctaButton { background-color: #34495E!important; } .uc892b0d0065ad7ee937456af87e463e5 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc892b0d0065ad7ee937456af87e463e5 .uc892b0d0065ad7ee937456af87e463e5-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc892b0d0065ad7ee937456af87e463e5:after { content: ""; display: block; clear: both; } READ: Heinrich HeineA prominent German physician and natural philosopher Gotthilf Heinrich von Schubert mentioned that Friedrich suffered from the regular mood swings. In one of his publications, this philosopher wrote that â€Å"Caspar David Friedrich  was  indeed  a  strange  mixture  of  temperament,  his moods ranging  from the gravest seriousness to the gayest humor; but anyone  who  knew only  this  side  of  Friedrichs personality,  namely his deep melancholic seriousness,  only knew half  the  man.†Ã‚  The prominent representative of German Romanticism movement passed away in 1840. Friedrich’s Key Ideas in Painting Needless to say, that Caspar David Friedrich  had a unique style that distinguished him amount the other representatives of this particular art movement. At first glance, it may seem that the artist created the pictures that depicted simple landscapes and the beauty of nature. However, it should be mentioned that Friedrich managed to transform the  ordinary and unremarkable forests, hills, and dales into the places that could be regarded as ‘the wonderlands’. The reason for this issue is the symbolic meaning given by the artist  to every element depicted in his paintings. In this case, it can be concluded that the Romantic painter took significant efforts to connect with the potential viewers emotionally. Apart from that, the key feature of Friedrich’s unique style was his tendency to infuse the  drawings  with a deep religious and spiritual significance. The majority of his  drawings  implies a certain visual minimalism created by means of subtle color palettes. What is more, the German artist embraced the romantic notion of ‘sublime’. Usually, this concept refers to the issue of infinite power represented by the painter.  A detailed description of Friedrich’s artworks  can be found in the following sections of this writing. List of Famous Paintings Created by Caspar David Friedrich As it was already mentioned, Friedrich put a great emphasis on the landscape painting due to his special attitude towards nature. A list of the most famous his drawings includes: â€Å"Monastery Graveyard in the Snow (Cloister Cemetery in the Snow)† – (1817-1818); â€Å"The Wanderer Above the Mist† (1817-1818); â€Å"The Cross of the Mountains† (perhaps 1814); â€Å"The Monk by the Sea† (1809); â€Å"Giant Mountains Landscape with Rising Fog† (1809-1810); â€Å"The Stages of Life† (1835). â€Å"The Wanderer Above the Sea of Fog† and â€Å"The Abbey in the Oakwood† The picture entitled â€Å"The Wanderer Above the Sea of Fog† is a great example of Friedrich’s unique painting  style. In this case, a wanderer depicted in this particular work of art conveys the meaning of the unknown future. Furthermore, the main idea of this painting  has a strong relation to the concept of self-reflection developed by Immanuel Kant, a renowned German philosopher. Another masterpiece is â€Å"The Abbey in the Oakwood† that was created between 1809 and 1810. In the center of this drawing, Friedrich embodied the ruins of the Gothic church, and in the foreground, you may notice a newly dug grave. While creating this artwork, the artist drew a parallel between the destructive character of the Thirty Years War and the challenges faced by German soldiers as a result of this armed conflict. In fact, they were forced to use the churches of Greifswald as barracks. In turn, the newly dug grave may symbolize the fading hopes for Germany’s reb irth. Pic. 2 – â€Å"The Wanderer Above the Sea of Fog† Pic. 3 – â€Å"The Abbey in the Oakwood†