Job Role Studied Structural Engineer

Questions: 1. a) What is the main purpose of this job? b) Identify (eg everyday activities/responsibilities) that you have to do for this job and give an example for each. 2. Identify 5 Transferable Skills (eg communication, teamwork see Description of Skills document for other examples) used in this job and give an example of how each skill is demonstrated, Do Not include tasks, job specific skills, or personal attributes (eg patience, empathy, honesty, trustworthy) in this section. 3. What are the entry requirements for this job? (eg degree level/disciplines, other qualifications, alternative routes etc) 4. Where would you find these jobs advertised? (Please identify 3 vacancy sources, be specific eg website links, name of journals, newspaper name). Answers: 1. a. Main purpose of this job: Structural engineering is one of the most important branches of civil engineering which deals with heavy structures like tall buildings, bridges etc. Structural engineers play the main role in the large-scale construction projects. Mainly these structural engineers have to take the responsibility towards the safety, durability and economic condition of the important projects. b. 5 tasks of structural engineers: Design The primary duty of the structural engineers is to design some important structures which need more safety. These engineers mainly design the structures including all types of loads, stresses, and other important safety factors to make the construction easy for the site engineers. Structural engineers add the potential ingredient of design and durability in the design of various construction structures like that of high risers or bridges that need to be withstand a lot of various forces. The engineers have the ability about incorporating the technology to properly support beams, columns and foundations. Investigation Before commencement of work, the structural engineers investigate, verify and perform a survey in the project site to calculate the quality of the soil for the demand of the future projects. Communication Structural engineers possess good communication and project management skills for the development of a project. Generally structural engineers need to communicate with other members of the project team like environmental scientists, architects, soil engineers, site engineers. Sometimes they need to help the government for their self-inspection which relates to their projects. Management Sometimes structural engineers need to manage the project site environment. Mainly structural engineers need to take the responsibility of delivery of construction materials and other tools to maintain the progress of the project. Sometimes structural engineers also supervise and manage the labour problems in the project site. Training Safety is one of the most important factors in the modern project site. For this, the structural engineers must be trained and should be provided with adequate knowledge regarding safety for their work. Generally, an undergraduate degree in civil engineering or any other equivalent degree is necessary before making career in structural engineering. 2. 5 Transferable skills: Creativity Creativity of structural engineers is an inborn talent. Every structural engineer needs to be creative to perform in designing their projects. Creative skill for structural engineers is as important as their designing methods. Commercial awareness Structural engineers need to perform their duties in the various sectors like public sectors or government organization. So, it is important for the structural engineers to find their best suitable place of working for their own needs. Team working Team work is essential in every sector of work in civil engineering. Structural engineers need to take part in the team work with other structural engineers and also the other important personnel of the project in order to execute it efficiently. This team work helps the structural engineers to produce an efficient design for the project. Mathematical skills Mathematical skills are essential for every project; so in the case of structural engineering, it is not something exceptional. Structural engineers need to design their project plans with the help of latest design method like matrix analysis, and other modern structural engineering software which requires good mathematical knowledge for operating. IT skills In this modern period, it is essential to have the knowledge of IT. In the field of structural engineering, it is important to have IT skills to generate extra advantage and do the job within the time allotted. Nowadays the complex designs are solved with the help of latest design software like Staad Pro. , Revit, E-Tabs and the drawing is done through Computer- aided design (CAD). 3. Entry requirements for Structural Engineering Generally, a graduate civil engineer is eligible for choosing his or her career as structural engineer. A degree in other engineering discipline can be deemed able to make his career as structural engineering, but this will be a tougher task than a civil engineer. 4. Advertisement for Structural Engineering jobs. A. Indeed - https://www.indeed.co.uk/Structural-Engineer-jobs B. London jobs - https://www.londonjobs.co.uk/jobs/construction/civilstructuralengineering C. The Structural Engineer Jobs - https://jobs.thestructuralengineer.org/ 5. List of resources References Anon, (2016). [online] Available at: https://www.prospects.ac.uk/structural_engineer_job_description.htm [Accessed 1 Feb. 2016]. Anon, (2016). [online] Available at: https://targetjobs.co.uk/careers-advice/job-descriptions/279117-structural-engineer-job-description [Accessed 1 Feb. 2016]. Anon, (2016). [online] Available at: https://www.ncejobs.co.uk/article/structural-engineers-roles-and-responsibilities [Accessed 1 Feb. 2016]. Anon, (2016). [online] Available at: https://www.randstad.ca/job-seeker/areas-of-expertise/engineering/structural-engineering-jobs [Accessed 1 Feb. 2016]. Anon, (2016). [online] Available at: https://www.prospects.ac.uk/structural_engineer_entry_requirements.htm [Accessed 1 Feb. 2016]. Anon, (2016). [online] Available at: https://www.indeed.co.uk/Structural-Engineer-jobs [Accessed 1 Feb. 2016]. Anon, (2016). [online] Available at: https://www.londonjobs.co.uk/jobs/construction/civilstructuralengineering [Accessed 1 Feb. 2016]. Anon, (2016). [online] Available at: https://jobs.thestructuralengineer.org [Accessed 1 Feb. 2016].

Pragmatics in Comedy free essay sample

Pragmatics in Comedy I. Introduction. Aim. The aim of this paper is to see how characters in various shows flout, violate and infringe Grice’s four maxims in order to create humour. The shows I will be using are Little Britain, Bottom and Blackadder. Terminology. Herbert Paul Grice is considered one of the founders of the modern study of pragmatics, which deals with expressed meaning and implied meaning, in other words what is said and what is meant. Grice claimed that there are two kinds of implicature, in other words the part of an utterance that is meant but not strictly said out loud: conventional implicature and conversational implicature (Thomas 1995:57). Since this paper treats comedy it will mainly focus on conversational implicature. Grice’s four maxims are, if not rules, but way of means to allow us to say things indirectly in order to avoid discomfort when saying uncomfortable things or to imply something without having to actually take a direct stand or viewpoint. We will write a custom essay sample on Pragmatics in Comedy or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page By strictly following the maxims, the conversation in question is pretty straight forward and it is not hard to find the implicature. On the other hand, when one flouts one is more indirect and therefore generates an implicature. Grice’s four maxims are: Quantity: Information. Not too much, nor too little. Quality: Truth. Do not lie. Relation: Relevance. Stick to the topic. Manner: Clarity. Be brief and orderly and avoid obscure expressions. Here the Cooperative Principle, which was also introduced by Grice, very important. The Cooperative Principle means that we assume that the person we are talking to speaks in good faith and has no intention of lying. So, when someone says something we know is untrue, as for example in Thomas’s example of the ambulance driver getting vomited on and exclaiming: â€Å"Great, that’s really great! That’s really made my Christmas! † (Thomas 1995:55) We know that hardly anyone enjoys getting vomit all over them so we search for an implicature, what the ambulance man really meant, in this case that Christmas was more or less ruined. This would be a failure to observe the maxim of quality since it was intentional; we do know, or at least hope that the ambulance man did not enjoy the situation. Grice was most interested in situations where the speaker deliberately fails to observe a maxim, not with the intention of deceiving or lying but rather to make the listener look for a meaning that is different from the expressed meaning. This is tied in with the conversational implicature and the process is called â€Å"flouting a maxim† (Thomas 1995:65). Another example of flouting the maxim relation would be as following: A: Do you know what time it is? B: The bananas are looking fresh today. A very blunt example but clearly show how the maxim of relation (and also manner by bluntly ignoring the question) is flouted since the listener does not give an answer that is at all relevant to the question. The implicature here could be â€Å"I have no idea, let’s talk about something else† or perhaps that the listener is ashamed of not owning a watch. Grice also speaks of â€Å"violating a maxim† (Thomas 1995:72), which is the intentional failure to observe a maxim in order to mislead someone. Jenny Thomas gives the best example with the cheating wife who assures her husband that she is not seeing another man, while in fact she is seeing another woman (Thomas 1995:73). When violating a maxim, the utterance often contains a truth in order to mislead the hearer from the truth. And lastly Grice speaks about infringing a maxim (Thomas 1995:74), which stems from the speaker’s unintentional failure to observe a maxim, thus generating undesired implicatures. This is most common when the speaker is a learner of a foreign language or is suffering from a cognitive impairment of some sort. II. Method. I have chosen various TV shows and a movie and analysed some of the funny parts of the dialogue from a pragmatic point of view. In order to do this I have used Thomas Jenny’s book Meaning in Interaction- an Introduction to Pragmatics (1995). III. Analysis Firstly I will be looking at flouting of the maxims. Bottom was a British show about the daily lives of two very disturbed people, the sexually frustrated and really awkward Richard Richard and the alcoholic and violent Edward Elisabeth Hitler. While this show relied more on slapstick and cartoonish violence similar to Tom Jerry, it also relied heavily on conversations between the two flatmates. In this scene, Richard and Eddie are visiting the local pornography store, probably for the very first time and Eddie goes up to the shop assistant. Eddie: This is a sex shop isnt it? Shop Assistant: Yes. Eddie: [slaps money down] Ill have five quids worth then! Shop Assistant: Very droll sir, Ive never heard that one before. Eddie: Havent you? Shall I tell it again? Shop Assistant: No thank you sir, Id rather have a pineapple inserted violently into my rectum. Eddie: Youve been working here too long mate. This scene starts with Eddie asking a very obvious question, implicating that his is his very first time in a sex shop. When the male shop assistant confirms this, rather tiredly, Eddie wants sex for five pounds. The flouting of a maxim lies in the shop assistants answer â€Å"Very droll sir, I’ve never heard that one before. † This of course indicates that he has indeed heard it more times that you can count, which is the implied meaning; at the same time he needs to keep a polite air about him since after all Eddie is a customer. This is flouting the maxim of quality- we all know he has heard that joke a million times before. But Eddie, probably due to years of drinking and most likely his being drunk in this scene, completely misses the implicature. Thus the shop assistant’s functions as an infringement which leads Eddie into assuming that the shop assistant actually enjoyed the joke and wants him to repeat it. In answer to that, the shop assistant here informs Eddie about the violent pineapple option. Again, Eddie misses the true point and assumes that the shop assistant is of the perverted variety since he is, after all, working in a porn shop. The pineapple phrase flouts the maxims of relation and quantity. The shop assistant also flouts maxim of quality by giving a longer answer than yes or no, while he also flouts the quantity maxim by giving Eddie a little bit too much information on what he would rather do, which was unfortunate in that setting since it is easy to believe, what with stereotyping and all, that he would actually enjoy sticking a pineapple in himself. If the shop assistant would have wanted to observe the maxims he would have answered â€Å"Yes I’ve heard that before† and then just simply â€Å"No† to the other question and thus preventing Eddie from assuming weird things.

Dartmouth Supplement Essay Samples

Dartmouth Supplement Essay SamplesThe most popular site of Dartmouth College's website has a quiz and a supplement essay samples with discussion on top of it. One can test their knowledge with the help of these guides.In this dissertation guides, students can answer a quiz. To help students to know their performance, there are both short and long answers to the questions. Students have an option to use or not use the supplementary essays to improve their performance.Moreover, they have a sample essay to learn about the topic. The different chapters are used to highlight different points. These supplemental essays can be useful to learn and clarify points from Dartmouth's dissertation guide.Supplementary essays also bring out the ideas that cannot be found in a dissertation. Such essays help students get clear answers to different types of essays. Here, you will find the directions and basic elements of a dissertation so that you can make it appealing to the reading public.Supplement is a synonym for a supplement. It can be taken from any resource you want.Supplement may also be taken from Harvard University. In this college's review essay sample, students get a short essay on a particular topic. They have an option to take and add essays or respond to the question. They also have an option to revise a work-in-progress at any time.The Supplement is a component that students should know well. As the name implies, it is a supplement that is added to the dissertation. There are also many other supplement sites available that offer different supplements as well. A student can go through those sites to know about different types of supplements and to know about certain programs and guidelines of those sites.

Leader Philosophy

Leader Philosophy Introduction Ray (2006) observes that each organization in the current operational environment requires leaders who are holistic. This is because organizations not only operate with constrained resources, but also within an increasingly competitive and challenging environment. A substantial number of managerial theorists and experts argue that organizational leadership is crucial for success in organizations.Advertising We will write a custom essay sample on Leader Philosophy specifically for you for only $16.05 $11/page Learn More Effective organizational leadership is often drawn from the personalities and behaviours of organizational leaders. This means that organizational leaders are the determinants of the orientation of leadership in any given organization. Therefore, the value of leadership in an organization and the successful attainment of organizational goals through organizational activities are often facilitated by organizational leaders. In orde r to effectively facilitate organizational functions, organizational leaders ought to possess or rather adhere to a number of leadership principles. A combination of key leadership principles is a vital source of leadership philosophy. Leadership principles are a combination of character traits, resounding personalities and even behaviours that help organizational leaders to propel their organizations toward greater heights. There are numerous examples of leaders in the corporate world, who have utilized leadership principles and helped organizations to gain stronger corporate positions (Ray 2006). In this paper, it is argued that leadership principles are the main pillars upon which effective organizational leadership is built. This paper explores five key principles of leadership that can be utilized by an organization to build a leadership philosophy. The paper justifies the leadership principles by borrowing from behavioural theories, as well as founded examples of corporate lea ders who have utilized the principles to build legacies in corporate leadership. Linking leadership to leadership principles Before exploring leadership principles, it is vital to understand leadership from the perspective of an organization. Leadership is a combination of methods of management, which guides a given organization by offering it a given direction. This implies that leadership is not an event, but an activity. It entails the continuous combination of methods of overseeing the operations of an organization. In this case, methods refer to the series of practices that can be equated to the principles of leadership. Therefore, organizational leaders must be proactive in overseeing the processes and functions of the organization through the application of diverse principles of leadership. According to the behavioural theories of leadership, organizational leadership entails the management of people with diverse personalities.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Therefore, the application of a single principle can hardly result in the successful implementation of organizational objectives. Leadership, especially when it applies to an organization, entails the management of people, processes and assets. Therefore, leaders ought to possess a combination of different principles of leadership, which helps them to capture the critical attributes of leadership in the organization. Of greater significance is the ability of the leader to combine the diverse principles of leadership. Organizational leaders must be vigilant enough and know the most appropriate time to focus on a given principle of leadership. This is because organizations undergo various cycles, thus a given cycle in the performance of an organization may require a deeper application of a certain principle of leadership (Ray 2006). The principles of leadership are often attained th rough the leadership behaviours or traits of a leader. Leadership traits are vital for the development of leadership principles and effective leadership. This is the reason why some organizations prosper, while others do not perform remarkably. When they are effectively developed, leadership principles act as a basis on which organizational leaders implement the functions of the organization. In other words, leadership principles encourage best practice in the utilization of organizational resources to discharge organizational functions. When this is done, the leadership of an organization comes out as the main benchmark tool for organizational performance. This is how the leadership philosophy is derived from organizational leadership. The ability of a leader to set and enforce a given practice in the organization depends upon the principle of leadership that is set and used by the leader. Therefore, it can be said that the quality of leadership in an organization is a summation of the various principles of leadership that are embraced by the leadership of the organization. Therefore, leadership principles are the key determinants of the nature and quality of leadership in most organizations (Ray 2006). Leadership principles Leadership is a quality of management that is developed by organizational leaders. Organizational leaders develop their leadership competency by applying certain principles of leadership in their organizations. There is a wide range of leadership theories that have been theorized and discussed by a large number of leadership theorists.Advertising We will write a custom essay sample on Leader Philosophy specifically for you for only $16.05 $11/page Learn More Self-awareness According to Greg and Roni (2012), one of the most critical principles of leadership is self-awareness. Leaders must create conditions upon which organizational success is founded. One of the means through which such conditions are created is t he development of self-confidence by the leader. Self confidence is a behavioural trait of leadership that has been widely adopted by leaders in the seemingly challenging organizational environment. Self-awareness implies that a leader should be fully aware of his or her personality and use the personality to drive the organization to success. It can be likened to the ability of leaders to take risks while making investments. Confidence is one of the key features self-awareness. Confidence aids a leader to understand the essence of convincing organizational leaders to take risks of investing in certain courses. Organizational leaders are critical assets in as far as the formulation of critical organizational decisions is concerned (Greg Roni 2012). This is what can enable them instil belief in organizational members and other stakeholders of the organization that they are leading. It is argued that confidence plays a great role in the success of the leader. However, this only comes true when the leader himself understands the essence of confidence in their success, as well as the success of other members in the organization. Confidence helps a leader to look at challenges from a positive inclination. A leader ought to pay full attention to all the people, processes and situations in the organization in which he or she is leading. Confidence in the leader becomes stronger when the leader pays attention to all people, processes and situations within the organization (Greg Roni 2012). When the leader successfully handles several situations in the organization, the confidence of the leader grows (Tamkin et al. 2010). The quality of self-awareness grows from the organizational leader to the organizational teams throughout the organization. A substantial number of outstanding organizational leaders are often reported to spend most of their time with organizational teams. By virtue of spending time with organizational teams, talking to them, organizational leaders help instil courage and confidence in the organizational members. This inspires organizational members to increase their input when discharging their roles and duties in the organization. Richard Branson, who is one of the most renowned leaders in the corporate world, is reported to spend most of the time talking to and sharing experiences with organizational teams. Being a master of communication, Branson keeps informing the employees of the tasks they are supposed to discharge.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Branson has perfected this principle of leadership is such a way that his physical presence instils determination among the employees of the Virgin Group. This quality even goes beyond the employees of the company. Branson exudes the confidence of the organization among the media and the wider corporate world. Through the practice of the quality of the principle of self-awareness, Branson has come out as one of the most confident leaders. He has managed to attract the attention of the media and the customers, thereby enhancing corporate growth and expansion of the Virgin Group of Companies (Leadership Resource Group 2012). Visionary evangelism The second principle of organizational leadership is visionary evangelism. Organizational success lies in the ability of the organization to develop a vision and mould organizational activities towards the fulfilment of the organization’s vision. The vision of the organization is the foundation for success in the organization. According to James and Lahti (2011), organizational vision often depicts the idealized future state of that organization. The vision of an organization has a long impact on the long-term existence and performance of an organization than organizational strategies. Organizational strategies are founded on the vision of the organizations. This justifies the need for organizations to develop visions. More often than not, the vision of an organization is formulated by the leadership of that organization. To this effect, therefore, it is the responsibility of organizational leaders to communicate the vision of the organization both internally and externally. For any leader to be successful, he must be in a position to see beyond the normal or prevailing operations of the organization. This implies that the leader must be able to see the organization from the past, present and future. From this argument, it can be said that one of the most daunting tasks of organizational leadership is leading the organization into the future. This can only be attained when the leader of an organization crafts a sound vision for the organization. Therefore, visionary evangelism begins with the development of the vision (Lahti 2011). Zaccaro and Banks (2001) observed that a substantial number of organizations in the contemporary corporate world have been revising and readjusting their visions so as to capture the prevailing , as well as the probable future challenges. This point emphasizes on need for organizations to develop sound visions. The development of a sound vision could be a simple task. However, the main hurdle lies in the ability of the organization to communicate and implement organizational activities in line with the vision. This is what often separates the leadership of an organization from the other. The most pressing question that ought to be asked is how the leader of an organization can improve the image and the position of the organization through being the main advocate o f the organization’s vision. The first thing that should be done by the leader of an organization is to master the vision of an organization. An organizational leader frequently communicates with the public about the organization. The vision of an organization is a symbolic factor in the building of the culture of an organization. Through the embrace of the vision of an organization, the organizational leader helps an organization to gain a given identification in the market and the industry in which the organization operates (Zaccaro Banks 2001). Lussier and Achua (2010) opined that there are several known organizations that have portrayed the ability of leading through vision. One such example is notable in the leadership of Apple Incorporated under the leadership of Steve Jobs. During his tenure as the leader of the company, Jobs managed to instil the culture of innovation through crafting and enforcing the vision, which entailed creativity and innovation. Steve Jobs was at the centre of every activity in the organization, which was meant to propel the organization towards meeting its key objective of driving the market through innovation (Daft Lane 2008). Responsibility One of the most ignored, yet a critical principle of organizational leadership is responsibility. The principle of responsibility is closely related to accountability. The two qualities work in close relation. Responsibility in leadership begins with the search for ways through which the performance of an organization can be enhanced. It then trickles down to the acceptance of blame and correction, when the decisions or strategies hit the tough end. Therefore, responsibility is an elaborate quality of leadership. It entails the establishment of the workable strategies for the organization, as well as accountability for the outcomes of the strategies that are applied in the organization. The question of responsibility in leadership resonates from the fact that leaders are trusted wi th both the human and material sources of organizations. Therefore, they are supposed to account for the existence and application of these resources in organizational work and the subsequent outcomes (Epitropaki Martin 2005). This can be likened to the exercise of auditing in organizations, where organizational leaders often require explaining how they utilized organizational resources in meeting organizational objectives. However, sometimes the principle of responsibility in leadership is mistaken with the vice of covering up the negative aspects of organizational performance. This is a critical area of leadership basing on the argument that organizational leaders are supposed to be ambassadors of their organizations. Any person who is given the responsibility to spearhead a certain course becomes the main championing factor for that course (Hinrichs et al. 2012). The rationale behind the action of failing to expose aspects of negative performance within organizations is that the y may taint the image of the organization among the public. Therefore, any practices with such an intention could as well be termed as an act of irresponsibility in leadership. Responsibility calls for a complete observation and explanation of processes and actions taken by the organization. Risks and uncertainties are often accepted by organizations. As organizations keep operating, they can hardly avoid risks. Risks cause organizations to sway from their plans, thus they may fail to meet some of the goals. The essence of true responsibility in leadership is portrayed at the time when organizations are facing difficulties (Smith Sharma 2002). During this period, most leaders tend to dissociate themselves from the happenings. The sense of true leadership and the quality of responsibility is replicated at a point where organizational leaders are willing to stand the organization. Leaders are supposed to explain the causes of the wrong happenings and try to devise solutions to such s ituations (Hinrichs et al. 2012). According to Masi and Cooke (2000), empowerment is not only a responsibility of a leader, but also an important tool through which organizations attain desired relations between organizational leaders and their subordinates. The quality of a leader is often determined by the organizational employees. Employees or subordinates value leaders who engage them in leadership. The embrace of the culture of empowerment by organizational leaders helps to attain participatory or inclusive leadership. This is a behavioural tactic of organizational leadership. It creates the sense of ownership within the subordinates. Subordinates are motivated by the fact that they are given knowledge and responsibility to administer organizational factors. For quite a long time, organizations have used the quality of empowerment to manage performance. The practice of empowerment enhances the relationship between leaders and the subordinates. Empowerment can also begin by the virtue of the establishment of workable relationship between a leader and the employees. Such relationships result to psychological empowerment. This form of empowerment increases the level of employee commitment to the organization (Masi Cooke 2000). The other form of empowerment that is perhaps the most valid form of leadership in the contemporary times is offering employees autonomy and resources. Modern leadership values the equipping of organizational subordinates with all the desired resources and the necessary additional support, including skills and leaving the subordinates to discharge their duties, devoid of a lot of supervision. Employees are often left to work on organizational projects without much subordination from the leadership. Under such a case, organizational leadership only comes in at the latter stages, probably to assess the work that has been done by organizational employees (Masi Cooke 2000). This is the most desired principle of leadership that has been u sed by the leadership of organizations such as Microsoft Corporation. In Microsoft, Bill Gates believes in the principle of empowering organizational teams, which leads to invention. Empowerment is a principle that has proven to be effective in leading project work within organizations. The main challenge with the enforcement of subordinate empowerment is that organizations’ subordinates may take advantage of this, thereby failing to discharge organizational functions as required (Bednarz 2011). Tamkin, Pearson, Hirsh and Constable (2010) ascertained that true leaders believe in the growth of people and the organization though performance. One of the fundamental functions of organizational leadership is to spearhead the performance of tasks within the organization. However, this may be disputed by people who see leadership as an aspect of ensuring that the set processes and procedures are followed by organizational members. While this has some sort of truth, it is termed as a n archaic perspective of exercising leadership. The prevailing environment of management calls for transformational and transactional leadership. Transformational leadership dwells on bringing about change (Mannarelli 2006). Change is brought about through the continued observation of practices and making adjustments that are meant to improve the quality of performance. Leaders are assessed in terms of the amount of change that they bring about during their tenure. A sound leader has to be able to master the ability of each person within his circle of leadership. Different people have different abilities. This is because the ability of an individual is determined by a number of things among them the level of skills, the quality of resources and personal motivation among others. Through group and individual engagement with people, a leader becomes able to unlock the full potential of people. This aids to nurture the long-term value of the people in the organization, thereby enhancing the performance of the organization. Outstanding leaders learn how to mould the performance of people through the creation of growth opportunities. This often begins with the creation of trust between the leader and the people. When there is no trust in the leader, it becomes difficult for organizational leaders to create a learning environment (Tamkin et al. 2010). Communication is also a critical concept of leadership. Therefore, an outstanding leader must learn how to foster communication in the organizations. It is argued that communication is a critical concept of conveying messages to the subordinates. Through communication, the leader also gets feedback from the subordinates. Of relevance in organizational communication is the fostering of a communicating organization. By a communicating organization, it means that the leader has to open the channels of communication between him and the subordinates. At the same time, there must be communication between the subordinates as t his is one way through which the subordinates improve in the discharge of their duties. The offer of trust, which is one of the vital elements of encouraging performance in organizational teams, begins with communication. Outstanding leaders must go up to all odds to ensure that they foster interaction within the organization. Communication is the link through which trusting relationships are formed in the organization. Trusting relationships encourage honest interactions that are quite fruitful for the organization (de Vries, Bakker-Pieper Oostenveld 2010). As mentioned earlier, outstanding leaders must encourage open communication. Open communication here means that there should be clear channels of communication, where the leader can give instructions and receive feedback from the people. This implies that the gaps that can prevent organizational subordinates from communicating to the leader must be sealed. However, open communication is the quality of leadership, which only wor ks in organizations that embrace democratic principles of leadership. However, it has been observed that most organizations are adopting the democratic principles of leadership. Also, organizations that are still old to bureaucracy encourage feedback communication (Tamkin et al. 2010). Conclusion Leadership is a critical determinant of success in every facet of management. It is argued that leadership is an attribute of management, which is developed by a leader. This paper has explored the principles of leadership that can be used to develop a leadership philosophy by a leader. Leadership principles that have been explored in this paper include the pursuance of open communication, growth of people through performance, empowerment of self and subordinates, exercising responsibility and accountability, the embrace of visionary evangelism, and the exercise of self-awareness. In the paper, it has been observed that leadership is something that is developed through the combination of di verse attributes of management. In other words, it argues that no single attribute can form satisfactory leadership. This makes leadership a comprehensive exercise, thereby calling from the combination of different principles of leadership. As noted in the discussion, leadership principles are developed from the behaviours and traits of leaders. Therefore, there are a substantial number of leadership principles that can act as a basis upon which a leader can develop a sound leadership philosophy. These leadership principles interact, thereby enabling the leader to attain a desirable leadership philosophy. Reference List Bednarz, T 2011, Fostering an empowered organization. Web. Daft, RL Lane, PG 2008, The leadership experience, Thomson/South-Western, Mason, OH. de Vries, RE, Bakker-Pieper, A Oostenveld, W 2010, ‘Leadership = Communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes’, Journal of Business Psychology, vol. 25 no. 3, pp. 67–380. Epitropaki, O Martin, R 2005, From ideal to real: A longitudinal study of the role of implicit leadership theories on leader–member exchanges and employee outcomes, Journal of Applied Psychology, 90, pp. 659–676. Greg, CA Roni, R 2012, Self-awareness and the evolution of leaders: The need for a better measure of self-awareness, Journal of Behavioural and Applied Management, vol. 14 no. 1, pp. 2-17. Hinrichs, KT, Wang, L, Hinrichs, AT Romero, EJ 2012, ‘Moral disengagement through displacement of responsibility: The role of leadership beliefs’, Journal of Applied Social Psychology, vol. 42 no. 1, pp. 62-80. James, K Lahti, K 2011, ‘Organizational vision and system influences on employee inspiration and organizational performance’, Creativity and Innovation Management, vol. 20 no. 2, pp. 108-120. Leadership Resource Group 2012, Successful Leadership Sir Richard Branson. Web. Lussier, RN Achua, CF 2010, Leadership: Theory, application, skill development, SouthWestern/Cengage Learning, Australia. Mannarelli, T 2006, Accounting for leadership: Charismatic, transformational leadership through reflection and self-awareness, Accountancy Ireland, vol. 38 no. 6, pp. 46-48. Masi, RJ Cooke, RA 2000, Effects of transformational leadership on subordinate motivation, empowering norms, and organizational productivity, International Journal of Organizational Analysis, vol. 8 no. 1, pp. 16-47. Ray, TK 2006, Principles of leadership: Leadership management, Futurics, vol. 30 no. 1, pp. 52-71. Smith, PAC Sharma, M 2002, ‘Developing personal responsibility and leadership traits in all your employees: part 2–optimally shaping and harmonizing focus, will and capability’, Management Decision, vol. 40 no. 9, pp. 814-822. Tamkin, P, Pearson, G, Hirsh, W Constable, S 2010, Exceeding expectation: the principles of outstanding leadership. Web. Zaccaro, SJ Banks, DJ 2001, ‘Leadership, vision, and organizational effectiveness.’ In Zaccaro, S.J. and Klimoski, R.J. (eds.), The nature of organizational leadership, Jossey-Bass, San Francisco, CA, pp. 181–218.

Qué es USCIS, qué hace y cómo contactar con una oficina

Quà © es USCIS, quà © hace y cà ³mo contactar con una oficina El Servicio de Inmigracià ³n y Ciudadanà ­a de los Estados Unidos (USCIS, por sus siglas en inglà ©s) es la agencia federal encargada de gestionar todos los trmites relacionados con la inmigracià ³n legal. Todos los migrantes legales deben hacer trmites con el USCIS, al igual que los ciudadanos americanos que desean pedir los papeles para un familiar. Por esta razà ³n, es importante conocer cules son los trmites de los que se ocupa USCIS, dà ³nde estn ubicadas sus oficinas,  cà ³mo contactar para obtener informacià ³n y, finalmente, en quà © consiste la verificacià ³n de antecedentes penales (background check, en inglà ©s) que realiza esta agencia y cà ³mo saber lo que esta agencia sabe de cada migrante. Qu hace USCIS y cules son los tiempos de espera en sus trmites USCIS se ocupa de asuntos muy variados. Por ejemplo, es el organismo que estudia y aprueba o deniega las solicitudes de tarjeta de residencia permanente, conocida  como green card, por peticià ³n de un familiar o de una empresa. USCIS gestiona las solicitudes de adquisicià ³n de la ciudadanà ­a estadounidense por naturalizacià ³n o la aprobacià ³n de visas temporales de trabajo. Tambià ©n se encuentra dentro de las competencias de USCIS aprobar permisos de trabajo (EAD, por sus siglas en inglà ©s), programas especiales de proteccià ³n a migrantes como, por ejemplo, VAWA para và ­ctimas de violencia domà ©stica, TPS, para ciudadanos de paà ­ses en situacià ³n de catstrofe humanitaria, o DACA, para jà ³venes indocumentados que llegaron a Estados Unidos siendo nià ±os. Asimismo, USCIS gestiona el programa e-verify para determinar que una persona est autorizada para trabajar legalmente en Estados Unidos. Por à ºltimo, entre otros trmites  frecuentes tambià ©n destacan la gestià ³n de los casos de asilo afirmativo, los de adopcià ³n internacional y  las solicitudes de advance parole, para permitir salir de Estados Unidos y su regreso sin problemas. En cuanto al tiempo de demora para que USCIS apruebe o deniegue un trmite hay que decir claramente que no hay una respuesta à ºnica, ya que depende del tipo de trmite. En su pgina oficial se pueden verificar tiempos aproximados, una vez que se sabe el centro que gestiona el trmite y el nombre del documento del tipo de peticià ³n o solicitud. Por ejemplo, I-130 para el caso de peticiones de un familiar, N-600 para la naturalizacià ³n, etc. En todo caso es necesario destacar que si se trata de una peticià ³n de familia donde hay un là ­mite  de solicitudes que pueden ser aprobadas por aà ±o fiscal, como es el caso de todas las peticiones de residentes o en las peticiones de ciudadanos para hijos mayores de 21 aà ±os o casados o para sus hermanos hay que esperar ms. Es decir, hay que esperar a que exista cupo para lo cual es ms indicativo verificar las fechas que publica el Departamento de Estado cada mes en el Boletà ­n de Visas. En relacià ³n a los trmites que se realizan con USCIS, se debe  recordar que todos los formularios oficiales son gratis y pueden descargarse de su pgina oficial, incluso admitià ©ndose casos de e-file. Adems, en ciertos casos es posible solicitar una exencià ³n para no pagar la tarifa que requiere el caso. Asimismo, se debe  insistir que todos los documentos que se presentan en espaà ±ol, como por ejemplo, las partidas de nacimiento o matrimonio, deben ir acompaà ±ados de una traduccià ³n al inglà ©s, que debe ser certificada. Por à ºltimo, tener en cuenta que cuando el USCIS deniega una peticià ³n es posible apelarla en algunos casos. Oficinas de USCIS y cmo obtener informacin En la actualidad, USCIS cuenta con ms de 19.000 empleados repartidos en aproximadamente 200 oficinas, algunas de las cuales se encuentran ubicadas fuera de los Estados Unidos. Desde el punto de vista orgnico, el USCIS pertenece al Departamento de Seguridad Interna, conocido en inglà ©s por sus siglas de DHS. Lo importante es enviar los formularios y la documentacià ³n de apoyo a la direccià ³n correcta, que va a depender de dos factores: el tipo de solicitud y el lugar en el que se reside habitualmente. Todos los formularios especifican claramente este punto, y tambià ©n se establece una distincià ³n segà ºn el tipo de envà ­o: ordinario o urgente. Tambià ©n es posible solicitar informacià ³n del USCIS. Si es de carcter general, se puede acudir a una de sus oficinas locales con servicio de atencià ³n al pà ºblico, aunque es recomendable que se abstengan de esto los migrantes indocumentados. Otra opcià ³n para no esperar es realizar una cita previa mediante el sistema de INFOPASS. Si la pregunta que se desea realizar es sobre un caso concreto se puede marcar  a USCIS al 1-800-375-5283 para lo cual es necesario tener a mano el nà ºmero de caso, que se puede encontrar en la carta en la que USCIS notifica que ha recibido los papeles para una peticià ³n o solicitud. Asimismo, con esa informacià ³n es posible obtener informacià ³n và ­a Internet. En qu consiste la verificacin de antecedentes penales que realiza USCIS Para realizar los trmites, USCIS pide frecuentemente datos biomà ©tricos, como foto y huellas dactilares de la persona para quien se solicita un beneficio migratorio. Esos datos le sirven para verificar los posibles antecedentes penales de una persona. Es lo que se conoce en inglà ©s como background check. Esto consiste en cotejar las huellas digitales con las bases de datos de otras agencias federales y tambià ©n enviarlas al FBI para determinar si la persona que solicita el beneficio migratorio ha sido arrestada o detenida en el pasado y, en caso afirmativo, la causa. Adems, se envà ­a informacià ³n biogrfica a otro departamento del FBI para que lleve a cabo la verificacià ³n del nombre para determinar si la persona es un delincuente, se tiene sospechas sobre ella o se le considera un riesgo para la seguridad de Estados Unidos. Todas las personas con un expediente presente o pasado en USCIS que desean saber cul es su contenido pueden solicitar dicha informacià ³n mediante lo que se conoce como FOIA. El formulario a llenar es el G-639. La direccià ³n a la que se debe enviar es: U.S. Citizenship and Immigration ServicesNational Records Center, FOIA/PA OfficeP.O. Box 648010Lees Summit, MO 64064-8010 Cmo evitar problemas con USCIS y fraudes En asuntos migratorios es fundamental llenar bien los formularios de peticià ³n y enviar a tiempo la documentacià ³n de apoyo. No es necesario usar los servicios de un abogado pero es recomendable, particularmente en los casos que no estn claros y pueden dar lugar a interpretacià ³n.   Datos sobre buenos abogados de inmigracià ³n pueden obtenerse en la base de datos de AILA. Tambià ©n se recomienda verificar la reputacià ³n de un abogado en el BAR (colegio de abogados) del estado. Finalmente, tambià ©n se puede obtener informacià ³n para buenas referencias o letrados pro bono en asociaciones de defensa de los intereses legales de los migrantes. Debe desconfiarse de los llamados notarios, que no pueden ejercer como abogados en Estados Unidos y de todas las personas que prometen resultados porque supuestamente conocen a alguien dentro de USCIS. Esos casos son fraudes. Finalmente, USCIS no se dedica a juzgar casos migratorios ya que eso es competencia de las cortes y del Board de Apelaciones (BIA, por sus siglas en inglà ©s). Tampoco se ocupa de arrestos ni de ejecutar deportaciones ni de guardar la frontera, que es competencia de ICE y la CBP. Este es un artà ­culo informativo. No es asesorà ­a legal.

EHR3007 Essay Example | Topics and Well Written Essays - 2000 words

EHR3007 - Essay Example The organizational structure will determine the firm’s ability in distributing the activities and how it coordinates the operations (Maguire, 2003, p.11). The organizational structure and design that is adopted by a given organization will greatly determine the performance and the final achievement of the organizational objectives. The kind of relations that is developed among all the stakeholders of the organization is very essential in ensuring that organizational objectives are set that are aimed at satisfying the needs of the stakeholders. There is need for the top management of a given organization to involve these other stakeholders in the development of policies that govern the operations within the organization. The way in which information is being passed from the top management down the hierarchy to the low-level implementers will influence the effective decision making process within the organization. A structure that has several layers may not allow for easy dissem ination of information between the low-level employees to the top managers. The paper examines the organizational structure that was seen at H.P, a business firm that deals in electronic products in the global market. An analysis is provided for various structural challenges that have been faced by the organization. The poor organizational structure that was seen in the organization in the late 1990s and the early 2000s had various negative impacts on the operations of the organization. The organization was seen to have certain strategies that were not developed according to the competitive nature of the current global market and the needs of some stakeholders. The appropriate organizational structures that can be adopted by the organization to avoid future challenges are also examined. Concepts like corporate governance that have been seen to be behind the successes of various organizations are suggested here as the best measures to be taken in managing the situation at this organi zation. 1. Overview of the organization Hewlett-Packard (H.P) is business firm in the United States that deals in electronic products in a global market. The firm was established back in 1939 by Bill Hewlett and Dave Packard both from Stanford University. The company initially produced a sound electronic device known as an audio oscillator. Various developments have been seen in the types of products produced by the firms and it currently supplies products like laptops and desktop computers, printers, servers and digital cameras (Case Study). The organizational structure at HP is a complex hierarchical one with various management levels. At the top of the hierarchy is the Chief Executive Officer (CEO) or the President. This is followed by executive vice presidents serving in different areas of jurisdictions (Hewlett-Packard, 2011). The individuals at this level include the Chief Technical Officers (CTO), Chief Financial Officer (CFO), the Chief Marketing Officer, the Human Resource Manager and others. There is also the level of the senior vice presidents followed by the vice presidents in the hierarchy. There are other managers at different levels like marketing managers, procurement managers, and sales managers down the hierarchy before

Implementation of Performance Management System in an organization Essay

Implementation of Performance Management System in an organization - Essay Example To achieve competitiveness, two things are very important i.e. managing the efficiency plus building employees skills, abilities, capabilities and behavior. To improve performance at the organizational level it is essential to create a culture and situation of continuous learning of employees and of the organization (van der Sluis, 2007). The Human Resource Development (HRD) is an evolving concept and it addresses the challenge of managing performance of employees for the organizations. HRD is an important developmental program to ensure that the organization has an institutionalized way of developing, utilizing and committing human resources in order to meet current and future organizational challenges (van der Sluis, 2007). ... Since the work requirements are changing, the traditional methods of training are inadequate to deal with the rapid change and increased complexity of work (Casey, 2005) thus, placing demands on organizations to facilitate new approaches to training (Garavan et al., 2002). Human resources are currently the foremost source of competitive advantage because all other potential competitive advantages (e.g. technology, capital, and products) can be either bought or copied (Burke and Cooper, 2008 and Pineda, 2010). At present, organizations are facing shortage of talented and adequately equipped employees with required skills and capabilities in order to reach at the eminent level of performance (Burke and Cooper, 2008). Rao (2002) for example is in favor of an â€Å"OCTAPACE† culture (openness, collaboration, trust and trustworthiness, authenticity, pro-action, autonomy, confrontation and experimentation) to create a HRD climate in the organization for improved performance. Organiz ations with better learning, training and development systems, reward and recognition, and information systems and quality orientation in terms of career planning, performance guidance and development, role efficacy, and reward and recognition systems promoted HRD climate (Hassan et al., 2006). From the figure, it can be said that Human Resource Development encompasses two key ingredients i.e. Training and Development (T&D) and Organization Development (OD). Training and Development focuses on individuals and then links with the organization whereas Organization Development basically focuses at the organization level first and then links with individuals. Additionally, there are