Nursing Gender Stereotype Essay Example | Topics and Well Written Essays - 1250 words

Nursing Gender Stereotype - Essay Example Nuns and lay women have been helping to care for the sick even before the time of Florence Nightingale. It is only during her time that the first nursing school was established. Nursing thus became a profession. Coupled with Nightingales belief and fact that society has dictated women to care for the injured soldiers has cemented the nursing profession as a profession for women. This designation of the profession as "only for women" has changed over time. The three pictures of groups of nurses presented, depicts nurses over a vast period of time, will attest to this. The first is a picture of six nurses taken during Florence Nightingales time. The women are dressed all in white long gowns with what appears to be a nursing cap on their heads. The cap is quite larger than the common white nursing caps worn by nursing students of today. They look very neat with their hair fastened away from the face and tucked underneath their caps. Their white gowns cover their bodies and arms provide protection from contamination and also prevent them from coming into skin contact with their patients. Their gowns are all starched up seeing that it does not follow the contour of the body also serves to prevent dirt from sticking to it. They do not wear jewelry as this might only get in the way as they move about their business. Their faces bearing a serious and yet small smile shows that they mean business. They are ready to do their task. Not one wears a big smile probably because during their time women were supposed to be meek and reserved. The head held high a nd eyes looking straight at the camera shows confidence. They epitomize Florence Nightingales' Nurse as clean, neat, formal, confident, and competent. The picture also shows the bond that these women have. The way they are seated, with the women on the floor having their arm and elbow on the lap of the woman seated behind them and with the woman at the back sitting forward and placing her hands at the back of each nurse seated at her front shows the relation of togetherness at work and in service. The picture also shows that age is not an impediment to service. The picture shows women of varying ages. This disparity in ages is further emphasized for the youngest nurse, the one wearing a different headdress was made to sit beside the oldest nurse in the picture (2nd row extreme right of the picture). The second picture are the nurses of the late ninety's. It shows three women nurses and three doctors. The nurses are in scrub suits while two doctors are in doctors gowns and another has a stethoscope hanging around his neck. The ratio of doctors against nurses in the picture can be interpreted to show equal importance. Both are equally important in the field of caring and nursing a sick patient to good health. The nurses in the picture are easily identifiable by the scrub suits they are wearing. They are no longer encumbered with the lengthy, up to the neck and long sleeved gowns. They can move with ease and are more comfortable. Although no longer sporting the traditional white long gowns, they are as clean as ever with the help of

Reading and Thought Essay Example | Topics and Well Written Essays - 750 words - 1

Reading and Thought - Essay Example he writers of those ages also spent a lot of time writing the material and paying close attention to what they wrote as it was detailed and deserved to be carefully read and thought about. There was a lot of time for both reading and writing in those eras unlike today (Wreszin 109). I agree with the writer that the recent material being printed is not worth spending time which is even not available going over them and people are simply skimming through the material quickly not for knowledge but just as a form of courtesy and waiting for what will be written tomorrow. The thesis statement has reminded me of several personal experiences with the modern written material the first one of which happened two years ago. It was a particularly busy period in my office where I was an intern but as was my morning ritual, I had to see what was in the newspaper (a habit I have picked up from my parents). As usual the newspaper is flooded with a lot of information in different sections such as the local, national and international news, the lifestyle and gossip information columns as well as the fashion, obituaries, real estate, classifieds and lastly is the sports section. The information is simply overwhelming and requires a lot of time to go through it all, time which I did not particularly have that morning. I decided to skim through the information as I took the bus before I alighted at my destination to continue with my day which gave me around fifteen minutes to read through the whole newspapers. I decided to start with the news section and end with the lifestyle. What I skimmed through was not only boring but annoying to me. I am a television person and spend much of my free time watching the television or on the internet. I therefore read and watch a lot of news and the newspaper news was simply a repeat of almost all the news I had watched the previous night. The lifestyle section was also based on information I had seen spreading all over the internet especially

Developing Strategic Management and Leadership Skills

Developing Strategic Management and Leadership Skills TASK 1.1 Apart from its other management strategies, Virgin Atlantic has used Porters basic strategies to dwelling itself in the marketplace.  Ãƒâ€šÃ‚  Accordingly, a corporation positions itself by consuming its strengths.  Today, more and more people and collections are struggling to be known in the business arena.   With this objective, these supervisions had been able to adeptly and effectively adjust to the situation in the market place by using general strategies that enhanced their enthusiasm.   There are five different common strategies that a company can choose.   These include leadership, diversity, focused management and integrated cost leadership/differentiation.   Each standard strategy helps the company to establish and exploit a modest advantage within a particular competitive scope. By applying these assets, three generic strategies are resulted: leadership, strategic differentiation and focus (Johnson..Scholes.1997).   One of the strategies operated by Virgin Atlantic is its ability to professionally promote its brand names all over the marketplace. This strategic promotion has made the airline companies to continuously be known locally and internationally when it comes to travel fulfilment and convenience. Alternative strategy that can be recognised to Virgin Atlantic as a whole is its skill to value their customers.   Here, the company has been able to shadow other airline industry to cut their service cost while providing outstanding service to their target marketplace. Lastly, the ability to strategically line up modern technology and it business strategy is the most important strategy that can be involved to Virgin Atlantic. In contrast, the Virgin Atlantic has considered their neighbour airlines as its competitors. Due to the deregulation of the European Airline, many airlines have been talented to cope with the changes and make a tactical move of entering in this travel business. One of the industries that open its marketplace to the airline industry is the Virgin Atlantic. Virgin Atlantic is regarded as one of the UKs largest planned airline. It is known for being such because of the strategies executed by the management of the airline industry (Hitt, Ireland Hoskisson 2003). TASK 1.2 A companys strategy helps as the game plan management and is use to rod out a market position, manner its operations, attract and please consumers, compete successfully, and achieve structural objectives.   Thus, Total Quality Management (TQM) as a strategy is certainly appropriate for such situation.        Ãƒâ€šÃ‚     Ãƒâ€šÃ‚     Ãƒâ€šÃ‚     Total Quality Management is a viewpoint of management that is driven by the constant achievement of customer satisfaction though the nonstop improvement of all organizational procedures (Robbins, 1998).   It is a management viewpoint that seeks to integrate all organizational purposes such as finance, design, marketing, engineering, customer service production, customer service, and others to focus on achiving customer needs and organizational objectives (Hashmi.2000). It is known that every organizations main purpose is to stay in business, so that it can promote the steadiness of the community, generate products and facilities that are useful to customers, and provide condition for the satisfaction and growth of organization associates.   From this perception, it can be said that TQM strategy for accomplishing its normative outcomes is embedded in different management and leadership styles.      Total Quality Management is a strategic procedure  for satisfying internal and external customers and dealers by integrating the business surroundings, continuous improvement, and come through with growth, progress, and safeguarding the cycles while changing organisational philosophy. Furthermore,  TQM is an array of management scheme throughout the organisation, geared to ensure that the organisation to continuously attain or exceed customer requirements. TQM places strong focus on process measurement and controls as means of continuous improvement (McNamara.1999).  Furthermore, Total Quality Management is extremely variable and adaptable. Although originally applied to manufacturing operations, and over the years only utilized in that area, TQM is now being recognised as a standard management appliance, just as applicable in service and public sector groups like the Virgin Atlantic airline industrie (Hashmi, -2004). The Total Quality Management (TQM) philosophy of management is customer-oriented. Hence, the Virgin Atlantic operations must be developed in order to gradually deal with the improvement of their operation through the on-going contribution of all employees in problem solving determinations across functional and hierarchical borders. TQM incorporates the concepts of service class, process management, quality declaration, and quality perfection. Therefore, they must be able to control all alteration processes with regards to their operations and services to better satisfy customer requirements in the most economical way. In applying total quality management to this particular airline procedure, they must be able to chain it with the core strategy of the industries. This does not mean that such airline companies must have entire variations. It is important that in application of the Total Quality Management to the Virgin Atlantic operations and services they must also consider that an suitable strategy should be used in order to employ a total quality operations and facilities that would satisfy all clients and customers. TASK 1.3 CHALLENGE 1 Cost Reduction Strategy To achieve its goal of having a reasonable position in the airline market, Virgin Atlantic uses a cost reduction strategy. Such cost reduction strategy trusts on five main aspects like contracting out services, fleet commonality, airport charges and route guidelines, managed staff costs and productivity and managed marketing charges. With their purchase of aircraft Boeing 787- 9, Virgin Atlantic has been able to gain capacity and decreases the average age of fleet which means savings on maintenance costs and evading the fit of European Union-conform equipment on old feet. The next factor under the cost reduction strategy of Virgin Atlantic is narrowing out services.   In this manner, aircraft handling, handling, ticketing, and other functions are contracted out by Virgin Atlantic to third parties. In addition, in order to limit their expenses engine and weighty maintenance are also contracted out whereas the staff of Virgin Atlantic carries out routine maintenance.   Another issue for the cost reduction strategy of the company is in terms of airport charges and route policies. Herein, Virgin Atlantic has made sensible choice of dealing with secondary and regional airports, where the traffic is not blocked and fees incomparably lower. Since Virgin Atlantic, is a true bonus for such airports, the airline company has a bargaining power which enables it getting  favourable  access fees. In addition, Virgin Atlantic provides only a point-to-point provision, thus, it has no cost concerning connecting passengers.   Furthermore, the company pays special focus to on-time departures because it means maximising aircraft use. Managing staff budgets and productivity is another factor used for reducing the cost for Virgin Atlantic. In this manner, the company pays its staff on modest salary but has set up a performance related pay structure which impulses employees to maximize the number of sectors flown daily. This way, Virgin Atlantic both controls productivty and keeps staff costs down. CHALLENGE 2 Critical Success Factors      Ãƒâ€šÃ‚     Ãƒâ€šÃ‚     Ãƒâ€šÃ‚     Although the company had encountered different difficulties, precisely in line with its cost structures, the company had been able to survive and grow in the market.   Virgin Atlantic implement different marketing strategy to make the company last in the competition and to be able to gain competitive position in the airline market.   It is said that the company was regarded recently as the most prompt airline between Dublin andLondon. And because of the strategy of the industry, Virgin Atlantic is now known as the second largest airline in United Kingdom having a network of over 57 routes in 11 countries and served by a number of fleet. In order to position itself in the marketplace the company continuously concentrates on driving own its costs to offer the lowest fares possible and remain profitable.   In addition, Virgin Atlantic offer minimum standards of service and very low prices for point-to-point, short haul flights.   The goal of Virgin Atlantic is to meet the needs of  travelling  at the lowest possible price.   The Critical Success Factors (CSFs) are as follows in airline industry: the strategic focus of having the lowest prices, being reliable within the marketplace, comfort and service and frequency.   It is noted that low-cost companies concentrate on this first critical success factor by trying to offer the lowest prices.   Although Virgin Atlantic has eliminated extras such as in-flight meals, advanced seat assignment, free drinks and other services, it still prioritizes features which remain important to its target market. Such features include frequent departures, advance reservations, baggage handling and consistent on-time services. TASK: 2 TASK 2.1 SWOT Analysis First is the Virgin Atlantic Strengths, there is no doubt that influence, values and legacy of Mr Bronson is one of their major strengths. Other advantage is that the business is privately owned which means they can manage the business well without the aid of following the governments restrictions. The business also set the good image and good marketing strategy which reflects in promoting each others business as part of the alliance. Since it is the first company that offers low prices, they also get a chance to lease the aircrafts. Another factor is the strong leadership team of the seniors who are qualified enough in leading the entire organization toward the competency. Second are the Weaknesses behind the Virgin Atlantic. Because of the different business try-outs of MR. Branson, he is also part of his businesss weakness. All of his proposed projects or business strategies affect his other business although it is successful and stable. Another weakness is the low return of cash flow because they offer low prices for the passengers and there is a high expenditure for maintenance of the aircraft and sustaining the quality of their service.     Ãƒâ€šÃ‚   Third are the Opportunities for the Virgin Atlantic. There are more cities open for another hospitality service and based on the smooth record of the airline, it is another success for them. Some of the large airline companies had experienced bankruptcy and it is a great opportunity and in addition, the European Union is on their side to support. Threats are the fourth analysis on the airlines. The rapid growth and change in the world economy is a factor of threat because of the New Airline Restrictions. Another is the competition and high prices on the cost of fuels, threats on the terrorism, over flight restrictions, and the new airline companies are the other existing threats. Other Strategy The possible strategies of the airline can be through the expansion of partnerships to broaden the service of the Virgin Alliance and start providing the quality of service in smaller markets. They can also try to invest in U.S. for there is a great possibility to capture the markets. Since the airline id popular because of their service offered, they can answer the needs of the customers in the cities where there is a large group of jetsetters and business class which is another advantage to increase the rate of return of the customers (2000). Although the advertising is effective, the company should make it more intense to stay well in the market competition. This will keep the airline be above the standard of their service. In addition, they can even try other marketing strategies. The existing credit cards can be valued and it is more applicable if the advertisement they will create is in the language the potential customers can understand. TASK 2.2 CLASSIC AIRLINE STRATEGIES Issue and Opportunity Identification Classic Airlines COULD commands a fleet of more 375 jets that serve 240 cities with more than 2300 daily flights. In the 25 years since it inception, Classic Airlines has grown to an organization of 32000 employees, and it earned $10 million on $8.7 billion in sales (Simulation, 2009). Classic in no stranger to the challenges that plague todays airlines. Increased uncertainty about flying has affected industry stock prices across the board, and Classic has seen a 10% decrease in share prices. The airline has been operating under a microscope watch, subject to scrutiny from all sectors. In addition, the raising cost, particularly of fuel and labor has limited Classics ability to compete for the valued frequent flier. To alleviate this problem, Classics Board of Directors recently mandated a 15 percent across-the-board cast reduction (Simulation, 2009). Although Classic has charge the company to implement a cost reduction, they must still find a way to increase its frequent flier program with methods that will demonstrate a measurable return on any investment. Stakeholder Perspectives/Ethical Dilemmas Classic stakeholder perspectives are to increase profitability and market share. It must also strengthen its programs and competitive position, while reducing their costs. The ethical dilemma that Classic Airline is facing is the morality of the company. The union representative has steered Classic relatively clear of major obstacles in an increasingly volatile union climate. However, they are concerned that Classic will be unable to meet its current and future obligations to its employees on their importance to the organization (Simulation-2009). This can become an ethical dilemma since must union work with contracts and not meeting their obligation can cause a legal problem as well. Frame the Right Problem This Airline aspires to remain a competitor in the industry. Their goals are to reduce cost and increase customer satisfaction. Furthermore, the company needs to increase sales and target customers that left to other airlines. Scorecards measurements will give results of marketing strategies in order to see if results are favourable. Describe the End-State Vision Airlines will implement marketing strategies to entice existing customers and new ones by delivering quality service and introducing better Classic Rewards programs. Utilizing more the CRM system will help monitor area that require improvement and deliver products that customer wants. To implement the changes a timeline will be put in place. The first half of the year improvement to the CRM system will take effect. This produce statistics needed to see results when the second half of the year new products, programs, and savings are implemented. TASK 3.1 Identify and Assess Risks Virgin Atlantic identified the need to improve their Classic Rewards program. The step that companies recently take in the new-product process to provide a needed focus for ideas and concepts developed in later stages. This statement help one understand that there a several steps to a new product that a company needs to take. Within those steps, many risk are taken that can affect stakeholders and different areas of the company, such as the budget of the company, Changes require new budgeting that a company might not have. Identify the Alternatives and Benchmarking Validation They need to identify alternatives for marketing strategies to help increase customer satisfaction, retain their loyal customers, acquire new cliental, decrease cost, raise morale, and establish new programs or enhance existing ones. To accomplish this, they need to perform benchmarking validation, with other companies, such as British Airways (BA). Some of BAs experiences can help set Classic Airlines in the right direction. To accomplish the changes Virgin Atlantic needed, the executive vice president and chief marketing officer should announce the expanded role of BAs marketing department with the establishment of an Innovation and Strategy group comprised of the following functions: Research and Development, Strategic Insights and Innovation, and Operations Innovation (Restaurant new resource, 2006). They also need to indicate that they have completely retooled and reinvigorated their development process, and their product pipeline is filled with a wide array of exciting options, this was accomplished by creating a single team responsible for driving and enhancing innovation at all levels. Evaluate the Alternatives Airlines marketing strategies were to increase customer satisfaction. As a result, this will increase profit, retain customers, and acquire new ones. Comparing to BAs, they were decreasing revenues, customer satisfaction, and certainly not acquiring new customers. In fact, the ones that stayed with Classic were flying less. Another alternative solution suggests is that they may want to get better CRM system that will help then products reports that tell them where they stand. These reports can segment for different elements such as customer evaluations, customer trends, and customer flying habits. Identify and Assess Risks They identified the need to improve their Classic Rewards program. The step that companies recently take in the new-product process to provide a needed focus for ideas and concepts developed in later stages (Kerin, R A, 2006). This statement help one understand that there a several steps to a new product that a company needs to take. Within those steps, many risk are taken that can affect stakeholders and different areas of the company, such as the budget of the company, Changes require new budgeting that a company might not have. TASK 4.1 Analysis on the future existence The airport dominance has grown competitive in the hospitality industry of every country. Accommodating this competitive growth is the role it plays in the helping the economy to survive. There is always a different philosophy in every business venture in the heads of the entrepreneurs and airlines are a huge investment that still on the case-to-case basis for survival. In addition, there is a regulation that is strictly implemented in the market which makes the competitive advantage hard to catch. The specific strategy that can be applied is out of interest in finding dominant position. This is the evolving issues for the changes that might happen inside an organization. The similarities, differences and crossing out of the unlikely process and procedures are the continuous methods applied in the intermediate term of the companys existence. Sustainable Competitive Advantage The Virgin Airlines outrageous connection to media gave the business a huge market competency advantage. The accessibility to the media such as television, radio, and even newspapers gave the business and the other business under the Virgin Group give the opportunity to promote each other. The leadership of Mr Richard Branson gave an incredible impact on this matter. TASK 4.2 MrBranson incorporated the business under the certain criteria or conditions.it should be in high quality; the business should promote innovation; provide a good value for the money; it should introduce a kind of challenge to existing alternatives; and it must be also with the sense of fun. Virgin Atlantic started back in 1984 with a single 747-200 and flying in route of London to New York. Aside from the gasoline, the business was fuelled with two ideas to offer low price and have a better service. Passengers are the treated as visitors and the business thought of the things to serve better meals, offer more entertainment, create fun, and acquire smiling and enthusiastic flight crews. For over the years, the airlines shook the industry with the project for innovation to provide the quality of service and entertainment. The airline is the first to offer two choices of meals, even in economy class, and spa-services. Thus, they became the industry most favourite in airlines and second largest long-haul carrier on the route of London to New York. The leadership of Mr Branson is felt by all of his flight crews and supports them in every step they create. The ingredients to success that Mr Branson formulated is first, he is unafraid to failures and instead of sticking with one you know, he proposes the idea of making great things if an entrepreneur knows one business, then he will know any business. Another is to focus on his employee and staying the course as if in placing the control over the business. The different entered businesses of Mr Branson are not all successful and there are many problems which are different on the leaders idealistic mind. Even if the Virgin Group failed at the other invested business, they still keep the values which is unique than the other organizations. Conclusion The Bransonism, taken from the name of Mr. Branson, believes in the idea that if the company grows larger and larger, the leader should treat the people working under him as human beings and as essential players of the organization. Moreover, he believes that a business will fail if he doesnt give it try for failures are the start of great things. And a leader should find the people who are good at motivating the others and getting the best out of people.  Virgin Airlines has expanded and reached the United States, Asia, and South Africa. Only Mr Branson set sights in building the domain in United States if he can tear down the barriers blocking foreign-owned airlines from offering routes the United States. Developing strategic management and leadership skills Developing strategic management and leadership skills The field of management deals with organizations. Our society could not exist or improve its present status without managers to guide it organizations. Thirty years ago, Peter Drucker, a noted management authority, proclaimed that effective management was becoming the main resource of developed nations, and that it was the most needed resource of developing nations. Functions of Strategic Management 1. Planning 2. Organizing 3. Leading 4. Controlling Planning is considered to be the central function of management because it sets the pattern for the other activities to follow. Planning means defining goals for future organizational performance and deciding on the tasks and use of resources needed to attain them (Richard Daft). Planning encompasses four elements:  · Evaluating environmental forces and organizational resources  · establishing a set of organizational goals  · Developing strategies and plans to achieve the stated goals  · formulating a decision-making process Organizing is the managerial function of making sure there are available the resources to carry out a plan. Organizing involves the assignment of tasks, the grouping of tasks into departments, and the allocation of resources to departments (Richard Daft) Managers must bring together individuals and tasks to make effective use of people and resources. Three elements are essential to organizing:  · developing the structure of the organization  · Acquiring and training human resources  · Establishing communication patterns and networks Leading is another of the basic function within the management process Leading is the use of influence to motivate employees to achieve organizational goals (Richard Daft). Three components make up the leading function:  · Motivating employees  · Influencing employees  · forming effective groups The final phase of the management process is controlling. Controlling means monitoring employees activities, determining whether the organization is on target toward its goals, and making correction as necessary (Richard Daft ). Three basic components constitute the control function:  · Elements of a control system  · Evaluating and rewarding employee performance  · controlling financial, informational, and physical resources Improving Organizational Performance The performance is a global concept the represents the results of human activities. Organizational performance is the way in which an organization tries to be effective (Ricky W. Griffin). An organizations performance can be measured in many different ways. The most common ways are in terms of efficiency or effectiveness. If organizations are using their resources to attain their goals, the managers are effective. Finally, productivity is the level of output of goods and services achieved by the resources of an organization (Ricky W. Griffin) Effectiveness, efficiency, performance, and productivity are all important concepts for managers and organizations. Communicating and Implementing Change This work advances a stronger conceptual and empirical understanding of two broad, conceptual communicative treatments for implementing change: programmatic and participatory. These theoretical approaches are elucidated respectively through established communication models, activities, and strategies advanced by previous scholarship within the communication and business disciplines. This article concludes with potential strategies for advancing for research in this arena. Developing and Leading High Performance Team High performing teams at all levels are essential for achieving outstanding organizational performance. This is especially so in situations of rapid or major change and during crises. Each team should have: 1. Common vision, objective and direction. 2. High standards. 3. Mutual respect, trust and accountability. 4. Individual sense of responsibility. 5. A sense of team identity. 6. High motivation and team energy. Definitions of Leadership Mintzbergs observations and research indicate that diverse manager activities can be organized into ten roles. For an important starting point, all ten rules are vested with formal authority over an organizational unit. From formal authority comes status, which leads to various interpersonal relations, and from these comes access to information, which, in turn, enables the manager to make decisions and strategies. The figurehead role: Every manager must perform some duties of a ceremonial nature. These activities are important to the smooth functioning of an organization. The leader role: This role involves leadership. The leader role encompasses relationships with subordinates, including motivation, communication, and influence. The liaison role: in which the manager makes contacts inside and outside the organization with a wide range of people: subordinates, clients, business associates, government, trade organization officials, and so on. The monitor role: This role involves seeking current information from many sources. The disseminator role: In their disseminator role, managers pass information to other, both inside and outside the organization. The spokesperson role: In their spokesman role, managers send some of their information to people outside the organization about company policies, needs, actions, or plans. The entrepreneur role: In his entrepreneur role, managers search for improvement his unit to adopt it to changing conditions in the environment. The disturbance handler role: This role involves responding to high-pressure disturbances. The resource allocator role: In their resource allocator role, managers make decisions about how to allocate people, budget, equipment, time and other resources to attain desired outcomes. The negotiator role: The negotiations are duties of the managers job. These activities involve formal negotiations and bargaining to attain outcomes for the managers unit responsibility. Followership The Courageous Follower is a contemporary classic that redefines the power and responsibility of followership, the role of many who must support, confront, engage, foster, and leverage the talents and wisdom of their leaders. Direct versus Indirect Leadership The direct leadership is about giving dictations to your people and maybe enforcing yourself as a leader while the Indirect type of leadership has to do with like having thousands of followers without even possessing the role of leadership. The indirect leadership has to do with influencing others and making them your followers indirectly by inspiring them through the character, charisma etc. Leadership is not about ruling people like subjects and taking it for granted; its about presenting you as someone who people think should be followed for guidance. Its about winning the minds and hearts of people. 1.2 Management and Leadership Style Autocratic Autocratic leadership can be said to be synonymous to dictatorship where only one person has the authority over the followers or workers. Their decision has to be taken as the golden rule and should never be questioned. They plan out everything and order their subordinates to work according to their rules. For instance, if a company has an autocratic leader as the Managing Director, the employees in the company would have to work as per the rules set down by him. Bureaucratic This style of leadership follows a close set of standards. Everything is done in an exact, specific way to ensure safety and/or accuracy. You will often find this leadership role in a situation where the work environment is dangerous and specific sets of procedures are necessary to ensure safety. Charismatic Charismatic Leaders, who are building a group, whether it is a political party, a cult or a business team, will often focus strongly on making the group very clear and distinct, separating it from other groups. They will then build the image of the group, in particular in the minds of their followers, as being far superior to all others. The Charismatic Leader will typically attach themselves firmly to the identify of the group, such that to join the group is to become one with the leader. In doing so, they create an unchallengeable position for themselves. Laissez-Faire Laissez faire style simply means a delegate approach to leadership. Many researchers have found out that those children, who grow under laissez-faire leadership establishments, happen to be the less productive in any group. This was also reinforced by these children making more demands upon their leader, as researchers have come to ascertain, amidst showing little in terms of cooperation as well as the inability to work more independently. Persuasive Persuasion is an essential proficiency for all leaders, requiring you to move people toward a position they dont currently hold. You must not only make a rational argument, but also frame your ideas, approaches and solutions in ways that appeal to diverse groups of people with basic human emotions. Any direct attempt to persuade may provoke colleagues to oppose and polarize. Because persuasion is learning and negotiating process, it must include three phases: discovery, preparation and dialogue. Participative The participative leadership style, also known as the participative democratic leadership style, is a very essential factor in todays business sector, which does the job of creating and maintaining healthy relationships between the employees and their leaders. This is probably the best type of corporate leadership style that necessarily allows employees to give suggestions and take some of the crucial decisions, along with their manager. However, the final decision rests on the manager himself. Culture of Organization Organizational culture is an idea in the field of organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. Characteristics of Manager A good manager is the one who can manage his organization successfully and profitably. The characteristics of a best manager is he should be able to understand every team members strengths and weaknesses and utilize every members abilities at his/her best in the interest of the organization and motivate the staff, understand and acknowledge every staff members efficiency and reward them accordingly. A good manager is like the good leader who doesnt say do it but says lets do it. Adapting Management and Leadership Styles Leading is something we cant learn in the abstract. Weve got to do it. Theres not always a choice as to who well lead, and you have to be willing to change the how. The steady slugger who wants to be alone; the creative fireball whos frequently missing; the expert with personal problems; all has contributions to make. They need different approaches to bring out their best, and we have to adapt the way you lead. Chapter-2 Support Organizational Direction 2.1 Theories Transformation Leadership Theory Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of his followers through a variety of mechanisms. Transactional Leadership (Bennis, Bass) Transactional leadership is a term used to classify a formally known group leadership theories that inquire the interactions between leaders and followers. A transactional leader focuses more on a series of transactions. This person is interested in looking out for oneself, having exchange benefits with their subordinates and clarifies a sense of duty with rewards and punishments to reach goals. Charismatic Leadership (Weber, Corger, and kanungo) Max Webers conceptualization of charismatic authority as a force for change has had a profound influence on the ideas and research of social scientists for several decades. The article explores the impact of Webers conceptualization upon one particular group of researchers-the organizational behaviorists. Starting in the 1970s, they began to formulate theoretical models of charismatic leadership in organizational settings and undertook empirical investigations. Similarly to Weber, they saw charismatic leadership as a force for change in organizations. This article examines Webers conceptualization of charisma as a force for transformation; explores the extent of his impact on organizational research of the 1980s and 1990s; and draws attention to neglected areas of his theory that have important implications for future research. Contingency Theory (Feidler) The contingency model emphasizes the importance of both the leaders personality and the situation in which that leader operates. A leader is the individual who is given the task of directing and coordinating task-relevant activities, or the one who carries the responsibility for performing these functions when there is no appointed leader. Situational Theories Paul Hersey and Kenneth H. Blanchard5 (a co-author of the One Minute Manager) identified a three-dimensional approach for assessing leadership effectiveness: à ¢Ã¢â€š ¬Ã‚ ¢ Leaders exhibit task behavior (the extent to which leaders are likely to organize and define the roles of followers and direct the work) and relationship behavior. à ¢Ã¢â€š ¬Ã‚ ¢ The effectiveness of the leader depends on how his or her leadership style interrelates with the situation. à ¢Ã¢â€š ¬Ã‚ ¢ The willingness and ability (readiness) of an employee to do a particular task is an important situational factor. 2.2 Emotional Intelligence Emotional intelligence is the ability, capacity, skill or, in the case of the trait EI model, a self-perceived ability to identify, assesses, and controls the emotions of oneself, of others, and of groups. Different models have been proposed for the definition of EI and there is disagreement about how the term should be used. Despite these disagreements, which are often highly technical, the ability-EI and trait-EI models enjoy support in the literature and have successful applications in various domains. Constrainer and Enablers Some of the constraints that may affect the process improvement and change efforts are Cultural and Behavioral Factors, Organizational Structure, and Technology.    These factors influence incremental and fundamental improvement efforts.    The initiatives weaken because of a companys failure to consider these constraints, which in turn, limits success of the plan. The organizations, which are more inept to change, thrive on change.    Smaller organizations may have the same constraints if the environment is designed Studies on Emotional Quotient Golemans model outlines four main EI constructs: Self-awareness the ability to read ones emotions and recognize their impact while using gut feelings to guide decisions. Self-management involves controlling ones emotions and impulses and adapting to changing circumstances. Social awareness the ability to sense, understand, and react to others emotions while comprehending social networks Relationship management the ability to inspire, influence, and develop others while managing conflict 2.3 Applicability to Support Organization Direction Efficiency Efficiency in general describes the extent to which time or effort is well used for the intended task or purpose. It is often used with the specific gloss of relaying the capability of a specific application of effort to produce a specific outcome effectively with a minimum amount or quantity of waste, expense, or unnecessary effort. Efficiency has widely varying meanings in different disciplines. Reliability In general, reliability (systemic def.) is the ability of a person or system to perform and maintain its functions in routine circumstances, as well as hostile or unexpected circumstances. Innovation Innovation can therefore be seen as the process that renews something that exists and not, as is commonly assumed, the introduction of something new. Furthermore this makes clear innovation is not an economic term by origin, but dates back to the middle Ages at least and possibly even earlier. Adaption Adaptation is the evolutionary process whereby a population becomes better suited to its habitat. This process takes place over many generations, and is one of the basic phenomena of biology. The term adaptation may also refer to a feature which is especially important for an organisms survival. Human Resource Human resource is a term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals. This function title is often abbreviated to the initials HR. Organizations and Subunits An organization is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment. There are a variety of legal types of organizations, including: corporations, governments, non-governmental organizations, international organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives, and universities. A subunit is a subdivision of an official unit. Unit codes of subunits end in a non-zero number between -001 and -999. While official units represent official academic or administrative university entities, subunits are established to allow for more granular control over funds or workflow within the official unit. Subunits are typically associated with individuals, programs, or projects. Business start up versus Established Despite their similarities, start-up companies and established small businesses can be dramatically different when it comes to funding. Established small businesses usually have modest profits and rarely become huge money makers. Start-ups, on the other hand, often have lofty ambitions and the possibility of becoming huge businesses in the future. Turnaround Leadership 1. Leadership during a turnaround is very different from business as usual leadership, find out how if differs 2. If you are not comfortable with this best practices leadership style, then you must find someone who is 3. This leadership style works but can lead to confusion and resentment, find out why Chapter-3 Assess Leadership Requirement 3.1 Assess Leadership Requirements The first and most basic prerequisite for leadership is the desire to lead. After all, becoming an effective leader takes hard work. If were not prepared to work hard at developing your leadership skills or if, deep down, were really not sure whether you want to lead or not, we will struggle to become an effective leader. Virtual Organization A virtual organization is not business as usual. It requires a new management approach and an incredible awareness of the issues and challenges that could cause its demise. In a recent focus group represented by twenty members of a single virtual organization, but located at numerous site locations, the following challenges were recorded: 1. Communication 2. Leadership/management 3. Knowledge transfer 4. Processes 5. Infrastructure Diversity The concept of diversity encompasses acceptance and respect. It means understanding that each individual is unique, and recognizing our individual differences.   These can be along the dimensions of race, ethnicity, gender, sexual orientation, socio-economic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies.   Globalization Globalization describes the process by which regional economies, societies, and cultures have become integrated through a global network of political ideas through communication, transportation, and trade. The term is most closely associated with the term economic globalization: the integration of national economies into the international economy through trade, foreign direct investment, capital flows, migration, the spread of technology, and military presence. Economic Climate General economic environment comprising of the attitude of the government and lending institutions toward businesses and business activity, attitude of labor unions toward employers, current taxation regimen, inflation rate, and such. E-Leadership E-leadership is no different from any other form of effective leadership except that in e-leadership you have no option but to be very good at it. It requires a high level of transformational leadership because of the highly participative nature of the e-world between E-organizations and e-customers and the interconnectedness between leader and follower with the ever-increasing reality of the blurred lines between the two. Mergers and Takeovers In  a general sense,  mergers and  takeovers are very similar corporate actions they combine two previously separate firms into a single legal entity. Significant operational advantages can be obtained when two firms are combined and, in fact,  the goal of most  mergers and acquisitions is to improve company performance and shareholder value  over the long-term. Restructuring Restructuring is the corporate management term for the act of reorganizing the legal, ownership, operational, or other structures of a company for the purpose of making it more profitable, or better organized for its present needs. Alternate reasons for restructuring include a change of ownership or ownership structure, demerger, or a response to a crisis or major change in the business such as bankruptcy, repositioning, or buyout. Restructuring may also be described as corporate restructuring, debt restructuring and financial restructuring. Integrity Leadership There is a connection between trust and integrity, but trust is a broader concept. People need to be competent to earn our trust, not just honest. To be a credible candidate for any job, a person needs the skills and personal qualities to be effective in the role. Integrity is also broader than honesty. In addition to being honest, leaders with integrity must behave ethically. A criminal could be honest while breaking the law. Partnership and Alliances The Managing Partnerships and Strategic Alliances programmed focuses on deepening your understanding of the strategic foundation, the governance structure and the dynamics of the collaborative process. The programmed discusses the problems and stumbling blocks in selecting, negotiating and managing alliances. Throughout this intensive programmed, both practical and theory are carefully balanced so that you learn not only the frameworks, but also the key behaviors and cross-cultural competencies that lead to collaborative success. Regulatory Compliance In general, compliance means conforming to a rule, such as a specification, policy, standard or law. Regulatory compliance describes the goal that corporations or public agencies aspire to in their efforts to ensure that personnel are aware of and take steps to comply with relevant laws and regulations. Interim Leadership Recognizing that management teams may lack experience in turning around a business, we introduce experienced turnaround professionals who can step into executive or advisory roles in the business, such as chairmen, CEOs, CFOs, chief restructuring officers, operations, marketing, human resources, non-executive directors and advisers/mentors to boards. Chapter-4 Plans of Leadership Skills 4.1 Development of Leadership Skills The leadership skill set in the book comprehensively covers the subject of managing people, from A to Z. It includes how to effectively deal with stress and 22 problematic workplace conditions and behaviors such as bosses, bureaucracy, negative attitudes and personality clashes. Whether we manage one person or thousands, these clearly defined leadership skills are your script for achieving excellence. Different Methods of developing leaders Great content delivered well is not enough to help individuals change their behaviors. Assuming good content and capable personnel, the structure of a learning initiative and the methods used to convey knowledge will either ensure success or guarantee failure. Self help and developmental activities Training Courses People need a reason to change. Establish new programs that reward the individuals that are ready to step up. When employees see the advantage of leadership they are going to change their behavior. These do not have to only have to be financial incentives. There are a variety of ways to reward employees. People love to be recognized. It is a good idea to show gratitude through having an employee of the month or posting success stories in the company news letter. Job Rotation Job rotation is an approach to management development where an individual is moved through a schedule of assignments designed to give him or her breadth of exposure to the entire operation. Job rotation is also practiced to allow qualified employees to gain more insights into the processes of a company, and to reduce boredom and increase job satisfaction through job variation. Seminars Sometimes the traditional approach has its place delivering learning to large or small groups. Some company uses this method as part of a wider blended learning initiative. By itself a group seminar is, in our view, an ineffective method of conveying learning. Executive Coaching High impact and participant focused; get one to one coaching right and you can transform individual performance great goals, great techniques, and great results. Mentoring Mentoring is to support and encourage people to manage their own learning in order that they may maximize their potential, develop their skills, improve their performance and become the person they want to be. Action Learning Physical activity can be a powerful medium for promoting learning. A team exercise, indoors or outdoors, can bring insights that hours of discussion would fail to reveal. The secret is in debrief and in designing activities to fit with the messages and objectives of an overall initiative. Self Directed Learning Self directed learning is a way of creating a situation where learning is owned by the individual and aligned with organizational needs. Individuals take responsibility for decisions about their learning and work with others to achieve it. Figure: The PRO Model of self-directed learning Reading Articles Reading is a means of language acquisition, of communication, and of sharing information and ideas. Like all language, it is a complex interaction between the text and the reader which is shaped by the readers prior knowledge, experiences, attitude, and language community which is culturally and socially situated. The reading process requires continuous practices, development, and refinement. Changing Methodology in Leadership This model around change leadership came to be when a man named Aaron Antonowsky was doing a health study. He study women and menopause in Israel and part of his study group were women who had been confined to concentration camps during the Second World War. Learning from Mistakes Simple: Mistakes that are avoidable but your sequence of decisions made inevitable. Having the power go out in the middle of your party because you forgot to pay the rent, or running out of beer at said party because you didnt anticipate the number of guests. Involved: Mistakes are that are understood but require effort to prevent. Regularly is arriving late to work/friends, eating fast food for lunch every day, or going bankrupt at your start-up company because of your complete ignorance of basic accounting. Complex: Mistakes that have complicated causes and no obvious way to avoid next time. Examples include making tough decisions that have bad results, relationships that fail, or other unpleasant or unsatisfying outcomes to important things. Developing Leadership versus Recruiting as Needed The concept of leadership competency development is discussed with an emphasis on the historical approaches versus contemporary requirements. Issues surrounding the notion of inherent leadership talent as compared with developing leadership capabilities are contrasted with the need for some systematic framework from which to address the leadership question. Council for Excelling in Leadership The Leadership Council is a group of business people who set aside a portion of their time to provide training and exchange ideas with both leaders and emerging leaders.   The faculty is distinct, as they are business leaders themselves.   They remain active in their respective industries and pursuits.   As such, they deliver real-world, essential leadership skills to excelling individuals and organizations. Management Diagnostic Tools A commercially available tool widely used internationally which covers an extensive range of management competences. Strengths: A genuine self-diagnostic and management and leadership tool, giving clear recommendations for future development. Significant experience from elsewhere can be drawn on. Weaknesses: Although various versions are available, the main MAP product can take up to 2 days to complete fully, involving in-depth discussions and reviews with trained facilitators. Costs are variable, depending on the numbers purchased and additional financial inducements some support agencies have provided. Leadership Competencies There are five leadership competencies: 1. Creates a compelling future 2. Inspires others to achieve 3. Learns and shares knowledge 4. Demonstrates a passion for customers 5. Delivers great performance Emotional Intelligence Emotional intelligence (EI) refers to the ability to perceive, control, and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while other claim it is an inborn characteristic. Social Intelligence

Marijuana Essay -- Agriculture Illegal Drugs Essays

Marijuana The third largest agricultural good in the nation and a ten billion-dollar industry has nothing to do with the agriculture we are use to. This good is Marijuana, an illegal drug. It is "the most widely used illicit drug in America" n(Gold v). In Florida alone, marijuana sales are greater than all businesses except tourism (Gold v). What is marijuana? Marijuana, a plant, known as Cannabis Sativa, labeled that by Carolus Linnaeus in 1753 (Grinspoon 1), is "one of nature's hardiest specimens" (Abel ix). It can survive in any climatic condition possible, and flourishes like weeds do. Marijuana acts like a weed, stealing all the sunlight and nutrients around it. The soil needed for growing marijuana for its intoxicant, is dry thin soil, along with horse or cow manure (Grinspoon 40). It can grow to be from three to twenty feet at maturity (Abel ix), and grows at a rapid speed. Germination of the plants occurs simultaneously. Life shows six days after planting, and after two weeks, strong h ealthy leaves should have grown (Grinspoon 40). The marijuana plant is dioecious, which means that it grows separate male and female plants. The male plant is usually taller than the female plant, and dies after its flowering cycle (Abel 4). The female plant is bushier and "secretes a resin that covers the flowering tops and nearby leaves" (Abel 5). This resin is secreted by glandular hairs that are found on the leaves and is used to protect the marijuana plant from water loss (Gol...

North and South

At the onset of the American Civil War, following the secession of the South from the Union to create the Confederate States of America, the North and South were two completely different worlds in terms of their way of life. Simply put, each region had a different goal for itself, had moved in a very different direction over the past 100 years since the end of the Revolutionary period. When the Civil War began in 1861 the two armies that would meet in battle after battle throughout the turbulent, bloody years of the Civil War were as different as any two groups could be, despite the fact that they were from the same country, in terms of their geography, their politics, and their military, all of which were contributing factors in the ultimate outcome of the war itself. The geography of the two regions of the United States can be linked to perhaps the major difference in terms of the two sides. In the North, where climates were colder, summer’s were shorter, and the productivity of small farming was low, industrialization became a major part of their way of life. People in the north mostly lived in towns or cities, and their livelihoods depended on going to work everyday at a factory or within some industry. They were used to taking orders and fulfilling them on a deadline. In the South, with their warm climate and long growing seasons, farming became a way of life. They lived an agrarian lifestyle, and therefore became more independent in terms of their views and thoughts. They had never had to answer to someone telling them what to do in the way that factory workers in the North did, which led to free-thinking and a sense of strong-willed independence. Their geography affected the way they thought and felt about themselves, and this would be an extremely important factor in the Civil War. The political climates of each region were affected by the types of mind sets that each group developed because of their ways of life. In the North, the prevailing idea was to create a strong and centralized federal government that would supercede any of the politics of the individual states. The view was that the federal government would have to be stronger than the states so that the country could create a higher power, so to speak, in government that would establish rules, regulations, and laws that all states had to abide by. Basically, the North wanted the government to be a mini-version of working for a business in the North–people not questioning the decisions of the federal government, and instead simply obeying. This idea went against everything the agrarian, independent South stood for. Besides the institution of slavery, the issues went much deeper as southerners felt that only a local, state government could really know the issues and problems for their individual states, and only a state government was best to deal with it. The secession from the Union to create the Confederate States of America just prior to the Civil War is a perfect example of how serious the South was about this. Militarily, the North and the South were very different as well. The North had three-times the population of the South, which meant many more soldiers to help the Union cause if the war was long and drawn out. In the North people were used to taking orders and blindly following them; in the South, people were much more independent-minded. The North also had one major advantage, the fact that they were industrialized and could quickly open and run factories to supply the army with any necessities, including arms and ammunition. This created a major divide in the two armies, that would end in a Union victory. The North and South were two completely different places, despite the fact they resided in the same borders. Their differences were too large to overcome without a war, and the Civil War was the cumulation of the politic and social bickering that had been happening for years. It is hard to imagine the South winning in light of so much stacked against them, and the North was simply better prepared due to their way of life and their industry to fight a long-standing war. Works Cited Nelson, Rebecca, ed. The Handy History Answer Book. Detroit: Invisible Ink, 1999. 105-110.

Mystery Stories Sesay Essay

Choose three of the short mystery stories we have studied. In the three you have chosen write about how successful the authors have been in describing the creation of atmosphere, memorable characters and vivid settings. We have been studying four mystery stories, written before 1900. ‘The Beryl Coronet’ ‘The Adventure of the Engineers Thumb’ ‘The Speckled Band’ All written by Sir Arthur Conan Doyle. ‘The Monkeys Paw’ written by W. W. Jacob’s. Three of the stories feature Sherlock Holmes, the famous Victorian detective solving the case. I have chosen to write about ‘The Monkeys Paw’ ‘The Speckled Band’ and ‘The Adventure of the Engineers Thumb’. All three stories feature memorable uses of atmosphere, characters and setting. The characters play an important part in the mystery stories of setting the mood. In ‘The Speckled Band’ and ‘The Adventure of the Engineers Thumb’ the villain’s and victims are very obvious. In ‘The Speckled Band’ the villain is Dr Grimesby Roylott who is step father to Helen Stoner and her late twin sister Julia Stoner. When Helen Stoner first went to meet Sherlock Holmes she told Holmes about her stepfather Dr Gimesby Roylott. Since the death of the twins mum Dr Grimesby Roylott had changed from an outgoing man who like to exchange visits with neighbours into a man that locked him self in his house and only came out to argue with people. Dr Grimesby Roylott was a violent and angry man ‘He is a man of immense strength, and absolutely uncontrollable in his anger’ Holmes can see this by the marks on Helen Stoners wrist where Dr Grimsby Roylott had grabbed hold of her wrist very tightly. When he was practising in India he killed a man ‘In a fit of anger, however, cause by some robberies which had been perpetrated in the house, he beat his native butler to death, and narrowly escaped a capital sentence’ Dr Grimsby Roylott is capable of killing someone and he would do it again if there was a good enough reason, a reason maybe like inheritance. Helen Stoner believes that Dr Grimesby Roylott has been come an angrier man because of all the time he spent in India. Violence of temper approaching to mania has been hereditary in the men of the family, and in my stepfather’s case it had, I believe, been intensified by his long residence in the tropics’. Helen Stoner is the daughter of Dr Grimesby Roylotts late wife. Helen is a very timid woman who is about to be married. She is very scared of her stepfather because of his anger. Helen is always bailing out Dr Grimesby Roylott when he has money problems. Helen was extremely close to her late twin sister, Julia Stoner. Julia was murdered by her stepfather, Dr Grimsbey Roylott â€Å"she died just two years ago, and it is her death that I wish to speak to you about† Helen was not sure what caused Julia’s death. Helen and her sister Julia didn’t like living with their stepfather, they could not live a normal life he was a very evil man â€Å"you can imagine from what I say that my poor sister Julia and I had no great pleasure I our lives† because of their stepfather and his temper. A very memorable character in two of the stories, â€Å"The Speckled Band† and â€Å"The Adventure of the Engineer’s Thumb† is Sherlock Holmes. He is memorable in â€Å"The Speckled Band† because he’s not afraid or intimidated by anything. When Dr Grimesby Roylott went to 221B Baker Street to tell Sherlock Holmes to back off and leave his stepdaughter alone, he bent the poker and threw it in to the fire and said â€Å"I am a dangerous man to fall foul of! † and Sherlock also knew Dr Grimesby Roylott had killed before and was capable of doing it again Sherlock just laughed and said â€Å"He seems like a very amiable person†. He didn’t feel threatened of worried about Dr Grimesby Roylott. Sherlock is also a extremely clever man he could tell when Helen got to his rooms how she travelled just by a few spatters of mud on her coat. â€Å"There is no mystery, my dear madam,’ ‘the left arm of your jacket is spattered with mud in no less than seven places’†. He also managed to solve the mystery of Julia’s death and the whistling Helen had been hearing with minimum clues. Sherlock Holmes is a memorable character in â€Å"The Adventure of the Engineer’s Thumb†, but he isn’t as memorable is this story as he is in â€Å"The Speckled Band† because in â€Å"The Speckled Band† he works out all the clues and solves the mystery but in â€Å"The Adventure of the Engineer’s Thumb† He is given all the clues he just has to put them all together to get the conclusion. In ‘The Adventure of the Engineers Thumb’ the villain is Colonel Lysander Stark. He is very thin and pale man of middle size. Although he was very thin he was bright eyed and had a brisk step. Colonel Lysander Stark is a sneaky, evil German man. â€Å"Mr Hatherly? † said he, with something of a German accent†. Lysander Stark has killed before â€Å"Fritz! Fritz! She cried in English remember your promise after the last time. You said it should not be again†. Elsie and Lysander Stark know each other very well so Elsie knows his real name, Fritz. Victor Hatherly is the victim he is very weary of Colonel Lysander Stark because when they first met Lysander Stark ask a very weird question â€Å"I have it from the same source that you are both an orphan and a bachelor, and are residing alone in London†. Lysander Stark asked this because then he knew for certain that if anything happened to him no one would know he was missing or even in fact dead. After Lysander Stark had asked this question Victor became increasingly careful of what he said around and to Lysander Stark. Victor Hatherly ignores Elise when she tells him â€Å"I would go. I should not stay here. There is no good for you to do†. Victor ignores Elsie because he needs the money that Lysander Stark is paying him. Victor’s brain is telling him that he shouldn’t be there and that he should go but chooses not to listen to his brain because he wanted the money. But I am of a headstrong nature, and the more ready to engage in an affair when there is some obstacle in my way†. Elise is a very young and weary woman. She is constantly bossed about by Lysander Stark. She is fully aware of what he is capable of and knows what’s going on. She tells Victor to go and get far away from the house because she knows something bad is going to happen. But he doesn’t listen to her so she has to take care of him ‘â€Å"Come! Come! ’ she cried breathlessly. ‘They will be here in a moment. They will see your not there. Oh, do not waste the precious time, but come†Ã¢â‚¬â„¢. She is trying to hide victor because she cares for him and doesn’t want to see him be hurt. In â€Å"The Monkeys Paw† there is no obvious villain but you could say that Sergeant Major Morris is the protagonist because he is the one that introduces ‘The Monkeys Paw’ and delivers various warnings that the Whites do not head. â€Å"If you keep it, don’t blame me for what happens. Pitch it on the fire again, like a sensible man† he’s all most guaranteeing that something bad is going to happen because he says that when it does don’t blame him. So he knows ‘The Monkeys Paw’ is not a good thing Mrs White is the one that wants to keep â€Å"The Monkeys Paw† and keep the wishes â€Å"I want it,’ she said quietly. ‘You’ve not destroyed it? ’† She wanted ‘The Monkeys Paw’ so she could get her son back . She thought that if the first wish was granted that the second one would be to â€Å"we had the first wish granted,’ said the old woman, feverishly; ‘why not the second? ’†. She wanted the second wish granted because she wanted to bring her son back from the dead. Mr White just wanted to get rid of â€Å"The Monkeys Paw† because he knew it would only cause trouble and more harm than good â€Å" Good God, are you mad! he exclaimed when Mrs White asked where ‘The Monkeys Paw’ was. He just wanted to get rid of it. Herbert is very sceptical about ‘The Monkeys Paw’ he doesn’t believe that the wishes are true â€Å"how could wishes be granted in these days? And if they could two hundred pounds hurt you, father† he’s saying that wishing for the two hundred pounds could mean that Mr White might have to sacrifice something important to him, which is exactly what happens when Herbert dies and they get the compensation.