buy custom Health Issues Faced by Australian Women essay

purchase custom Health Issues Faced by Australian Women article Foundation and Introduction The exploration paper will dig into the medical problems that ladies face from all around the globe, explicitly Australia. Viciousness against ladies despite everything stays one of the genuine and unavoidable issues that influence people, networks, and furthermore the social textures of the social orders that individuals live in. A gander at the Australian populace uncovers that one in each three ladies matured over 15 years experience a type of physical attack, while over portion of all ladies in Australia have had in any event one physical or rape in their life. The personal brutality that happens in relationships is the primary supporter of death, disease and inability causes detailed among the Victorian ladies matured 15 to 44 years. It is assessed that the majority of this viciousness happens in homes among the wedded couples with the guys being forceful towards their accomplices, thus making genuine wounds the ladies (Vic Health 2009, p.16). There are additionally different sorts of viciousness that ladies get outside marriage, for example, savagery by the relative, a family companion, an associate at work, a colleague, or even an outsider. This sort of mens brutality towards ladies happens over all the general public, both in the private and the open area. This sort of viciousness is far reaching, efficient, and it is additionally socially settled in; thus, it is being perceived as the universes most unavoidable human rights infringement. Savagery against ladies basically implies any kind of demonstration of sex based viciousness that may result in, or prone to cause, a physical, sexual or the mental damage or some enduring to the lady, including demonstrations of dangers, pressure or the self-assertive hardship of the freedom, may it be in broad daylight or the private life (Open Element 1995, p. 32). Brutality against ladies has some huge and frequently decimating outcomes to the people in question, which may incorporate crimes, suicides, destitution; social, mental, and physical medical issues. In the exploration led in 2009, the monetary expense of mens savagery against ladies and furthermore their youngsters was assessed to be around $13.6 billion in Australia alone, a figure that was very disturbing. The reasons for viciousness against ladies are very perplexing, and it is concurred by numerous individuals that this brutality causes some sort of sex imbalance. It is expressed that savagery against ladies is a type of critical social instrument wherein ladies are constrained into subordinate situations when contrasted with the men (Marcus 2007, p. 27). Effects of Gender Violence The savagery that ladies get has impacts on their physical and the psychological prosperity. It realizes massive misery, devastates families, harms the communitys picture, and furthermore diminishes the open door for the casualty to carry on with a satisfying and important life. This dread alone may modify the womans conduct, influence her sentiments of individual security contrarily, consequently constraining her capacities in taking an interest completely in social exercises, when contrasted with men. With regards to the private accomplice sort of savagery, it prompts some physical wellbeing impacts that may in the end add to death, incapacities, and furthermore ailments among the Victorian ladies matured beneath 45 years. The drawn out impacts of the physical sort of savagery incorporate agony and weakness, sensitivities and respiratory issue issues, bosom malignant growth, eyeight issues, and in any event, hearing challenges. Furthermore, the ladies who are casualties of the clos e accomplice viciousness additionally get the opportunities of contracting explicitly transmitted contaminations and furthermore, somewhat, experience unnatural birth cycles, when contrasted with those ladies who don't experience such kinds of brutality (The National Council 2007, p. 12). Brutality additionally builds the odds of casualties having poor psychological well-being and prosperity. The ladies who have encountered sexual orientation brutality experience the ill effects of poor psychological well-being impacts, for example, discouragement and tension. A few examinations done around the Melbourne region show that such ladies are determined to have sorrow. Brutality against ladies may likewise bring about self destruction, mental clutters, fears, and furthermore post-awful pressure issue. The investigations directed in 2005 on the Victorian ladies found that: I) Approximately one in each three survivors of rape encountered a few changes in their eating/dozing propensities, home security, and recreation exercises. This was a consequence of the feelings of trepidation or the wounds brought about by brutality against them. ii) Approximately one in each five ladies casualties of sexual orientation brutality have changed their work or study schedules in view of the wounds dispensed on them by the occurrence (Mouzos 2004, p.11). The Current Situation and Mechanism to Reduce Violence against Women The ladies who face sex savagery from their life partners wind up being deceived with the youngsters as well and frequently move out looking for shelter. They become destitute, which implies the loss of the family home, autonomy, systems, social help, and assets for tutoring of the youngsters. The exploration directed by FACHSIA somewhere in the range of 2005 and 2006, among the individuals living in Melbourne state (Victoria city), found that ladies represent 42 percent of the absolute populace looking for convenience, while a 60 percent of these ladies had come up short on their rough life partners at their unique family homes. A similar exploration firm had before done research on the absolute number of ladies looking for convenience in the period somewhere in the range of 2003 and 2004, whereby it detailed 33 percent of the ladies populace to have fled from their male life partners. This figure is practically twofold, consequently demonstrating the disturbing circumstance with se x based viciousness against ladies. Considering this, a few measures must be set up to lessen such cases (Vic Health 2004, p. 13). As a result of the disturbing ascent in instances of sexual orientation brutality, the Victorian Law Reform Commission directed some family viciousness venture in 2008. The outcomes concocted a severe proposal to ensure the people in question. As indicated by the outcomes, on the off chance that where an accomplice is vicious, he ought to be the one to leave the family, yet not the person in question. The Commonwealth Office that manages the womens issues has likewise recognized two sorts of help to the ladies who are casualties of abusive behavior at home. Such help is: I) Provision of the sheltered, secure and reasonable lodging to the ladies casualties of sex brutality, and ii) Provision of the individualized and open-finished help, which incorporates the effort benefits that shield the ladies and their kids from the brutal world for whatever length of time that they are deprived for it (Community Indicators 2004, p. 23). The Possible Options for the FFuture Outcome Equity and the legitimate framework are one of the primary driver for the expanded sexual orientation brutality against ladies. It is accounted for that the Melbourne state legitimate framework demoralizes ladies from looking for lawful mediations. The lawful framework here necessitates that ladies should create confirm and be interviewed before they can benefit from outside assistance. This issue intensifies numerous womens sentiments of misuse. Another factor that disturbs the issue is that the culprits of rapes that wedded ladies may report are not generally indicted. Be that as it may, just around three percent of the sexual cases announced are resolved through questioning, particularly in the little youngsters (Australian Bureau of Statistics 2005, p. 28). The legal framework and the administration likewise don't give individuals the assurance they require. The proof for this is found in the report led on the Melbourne state organization. The Safety Survey demonstrated that 20 percent of the ladies that were going to report the viciousness cases had just gotten some limiting requests before, were all the while being exploited since no successful move was made. The investigation likewise raised a few worries on the time required for such cases to arrive at courts, put something aside for the discourteous and harming treatment that these ladies wind up accepting in courts. This debilitates numerous ladies from looking for equity since they dread being misled further. The investigation likewise proceeds to express that when the administration puts more accentuation on securing ladies, particularly through improving the equity framework and guaranteeing unforgiving punishments to culprits, the figures of revealed savagery cases will withou t a doubt decrease to about 2 percent in ten years to come (Department of Health and Aging 2009, p. 19). Suggestions Genuine changes must be actualized by the Australian government in their legal frameworks. This will guarantee equity is completely conveyed to the people in question and, thus, the vicious accomplice will be rebuffed for his activities. Some dread will likewise be dispensed on the culprits since they may avoid the brutal punishments anticipating them in courts. The examination done on Melbourne city (Victoria State) additionally discovered that there were no free, lawful guides present for ladies, which thus made ladies avoid courts because of the high expenses of the lawful framework. It, in this manner, is suggested that the Australian government ought to in any event present some legitimate guides in the framework to enable the helpless ladies to get equity. At long last, new approaches, enactments, and systems should be set up to guarantee there is feasible lodging for ladies and youngsters. The proof for this is found in a little exploration led in the Victorian families that indicated that remaining in their particular homes without a doubt helped the ladies in arranging and settling on increasingly considered decisions concerning their fates. Subsequently, the fundamental issue in giving more strategies is to guarantee that ladies keep up their homes for whatever length of time that conceivable. Another suggestion that the administration needs to survey is the brutality law act. This demonstration ought to expressly incorporate the rejection request that fills in as a potential mediation against the sexual orientation based cases that happen in families. After every one of these measures are set up and bec

Twilight 12. BALANCING

12. Adjusting â€Å"Billy!† Charlie called when he escaped the vehicle. I moved in the direction of the house, alluring to Jacob as I dodged under the yard. I heard Charlie welcoming them uproariously behind me. â€Å"I'm going to imagine I didn't see you in the driver's seat, Jake,† he said disapprovingly. â€Å"We get allows right off the bat the rez,† Jacob said while I opened the entryway and flicked on the patio light. â€Å"Sure you do,† Charlie snickered. â€Å"I need to get around somehow.† I perceived Billy's resounding voice effectively, regardless of the years. Its sound caused me to feel unexpectedly more youthful, a kid. I headed inside, abandoning the entryway open me and turning on lights before I hung up my coat. At that point I remained in the entryway, observing tensely as Charlie and Jacob helped Billy out of the vehicle and into his wheelchair. I pulled out of the path as them three rushed in, shaking off the downpour. â€Å"This is a surprise,† Charlie was stating. â€Å"It's been too long,† Billy replied. â€Å"I trust it is anything but an awful time.† His dim eyes flashed up to me once more, their appearance incomprehensible. â€Å"No, it's extraordinary. I trust you can remain for the game.† Jacob smiled. â€Å"I feel that is the arrangement †our TV broke last week.† Billy grimaced at his child. â€Å"And, obviously, Jacob was on edge to see Bella again,† he included. Jacob glared and dodged his head while I retaliated a flood of regret. Perhaps I'd been excessively persuading on the sea shore. â€Å"Are you hungry?† I asked, moving in the direction of the kitchen. I was anxious to get away from Billy's looking through look. â€Å"Naw, we ate not long before we came,† Jacob replied. â€Å"How about you, Charlie?† I brought behind me as I fled around the bend. â€Å"Sure,† he answered, his voice moving toward the receiving area and the TV. I could hear Billy's seat follow. The flame broiled cheddar sandwiches were in the griddle and I was cutting up a tomato when I detected somebody behind me. â€Å"So, how are things?† Jacob inquired. â€Å"Pretty good.† I grinned. His excitement was difficult to stand up to. â€Å"How about you? Did you finish your car?† â€Å"No.† He grimaced. â€Å"I still need parts. We obtained that one.† He pointed with his thumb toward the front yard. â€Å"Sorry. I haven't seen any†¦ what was it you were looking for?† â€Å"Master cylinder.† He smiled. â€Å"Is some kind of problem with the truck?† he included abruptly. â€Å"No.† â€Å"Oh. I just pondered on the grounds that you weren't driving it.† I gazed down at the container, pulling up the edge of a sandwich to check the base side. â€Å"I got a ride with a friend.† â€Å"Nice ride.† Jacob's voice was respecting. â€Å"I didn't perceive the driver, however. I thought I knew a large portion of the children around here.† I gestured reservedly, holding my eyes down as I flipped sandwiches. â€Å"My father appeared to know him from somewhere.† â€Å"Jacob, would you be able to give me a few plates? They're in the cabinet over the sink.† â€Å"Sure.† He got the plates peacefully. I trusted he would let it drop now. â€Å"So who was it?† he asked, setting two plates on the counter close to me. I murmured tragically. â€Å"Edward Cullen.† Incredibly, he chuckled. I looked up at him. He looked somewhat humiliated. â€Å"Guess that clarifies it, then,† he said. â€Å"I asked why my father was acting so strange.† â€Å"That's right.† I faked a guiltless articulation. â€Å"He doesn't care for the Cullens.† â€Å"Superstitious old man,† Jacob mumbled faintly. â€Å"You don't think he'd express anything to Charlie?† I was unable to help asking, the words turning out in a low surge. Jacob gazed at me for a second, and I was unable to peruse the articulation in his dim eyes. â€Å"I question it,† he at last replied. â€Å"I think Charlie reprimanded him really great last time. They haven't spoken much since †today around evening time is kind of a get-together, I think. I don't think he'd bring it up again.† â€Å"Oh,† I stated, attempting to sound impassive. I remained in the receiving area after I completed the food to Charlie, professing to watch the game while Jacob gabbed at me. I was truly tuning in to the men's discussion, looking for any sign that Billy was going to rodent me out, attempting to consider approaches to stop him in the event that he started. It was a taxing night. I had a great deal of schoolwork that was going fixed, yet I was reluctant to disregard Billy with Charlie. At last, the game finished. â€Å"Are you and your companions returning to the sea shore soon?† Jacob asked as he pushed his dad over the lip of the edge. â€Å"I'm not sure,† I supported. â€Å"That was fun, Charlie,† Billy said. â€Å"Come up for the following game,† Charlie supported. â€Å"Sure, sure,† Billy said. â€Å"We'll be here. Have a decent night.† His eyes moved to mine, and his grin vanished. â€Å"You fare thee well, Bella,† he included truly. â€Å"Thanks,† I murmured, turning away. I set out toward the steps while Charlie waved from the entryway. â€Å"Wait, Bella,† he said. I flinched. Had Billy gotten something in before I'd gone along with them in the front room? In any case, Charlie was loose, despite everything smiling from the unforeseen visit. â€Å"I didn't get an opportunity to converse with you today around evening time. How was your day?† â€Å"Good.† I faltered with one foot on the main step, looking for subtleties I could securely share. â€Å"My badminton crew won each of the four games.† â€Å"Wow, I didn't have any acquaintance with you could play badminton.† â€Å"Well, really I can't, however my accomplice is truly good,† I conceded. â€Å"Who is it?† he asked with token intrigue. â€Å"Um†¦ Mike Newton,† I let him know hesitantly. â€Å"Oh no doubt †you said you were companions with the Newton kid.† He livened up. â€Å"Nice family.† He pondered for a moment. â€Å"Why didn't you ask him to the move this weekend?† â€Å"Dad!† I moaned. â€Å"He's sort of dating my companion Jessica. Furthermore, you realize I can't dance.† â€Å"Oh yeah,† he mumbled. At that point he grinned at me contritely. â€Å"So I get it's acceptable you'll be gone Saturday†¦ I've made arrangements to go angling with the folks from the station. The climate should be genuine warm. In any case, on the off chance that you needed to put your outing off till somebody could go with you, I'd remain at home. I realize I disregard you here too much.† â€Å"Dad, you're doing an incredible job.† I grinned, trusting my help didn't appear. â€Å"I've never disapproved being separated from everyone else †I'm an excess of like you.† I winked at him, and he grinned his crimped looked at grin. I dozed better that night, too worn out to even think about dreaming once more. At the point when I woke to the pearl dark morning, my state of mind was joyful. The strained night with Billy and Jacob appeared to be innocuous enough now; I chose to overlook it totally. I found myself whistling while I was pulling the forward portion of my hair once more into a barrette, and later again as I avoided down the steps. Charlie took note. â€Å"You're sprightly this morning,† he remarked over breakfast. I shrugged. â€Å"It's Friday.† I rushed so I would be all set the second Charlie left. I had my pack prepared, shoes on, teeth brushed, however despite the fact that I raced to the entryway when I was certain Charlie would be far out, Edward was quicker. He was holding up in his sparkly vehicle, windows down, motor off. I didn't stop for a second this time, moving in the traveler side rapidly, the sooner to see his face. He smiled his warped grin at me, halting my breath and my heart. I was unable to envision how a blessed messenger could be any increasingly sublime. There was nothing about him that could be enhanced. â€Å"How did you sleep?† he inquired. I thought about whether he had any thought how engaging his voice was. â€Å"Fine. How was your night?† â€Å"Pleasant.† His grin was diverted; I had an inclination that I was feeling the loss of an inside joke. â€Å"Can I ask what you did?† I inquired. â€Å"No.† He smiled. â€Å"Today is still mine.† He needed to think about individuals today: increasingly about Ren?â ¦e, her diversions, what we'd done in our available time together. And afterward the one grandma I'd known, my couple of school companions †humiliating me when he got some information about young men I'd dated. I was eased that I'd never truly dated anybody, with the goal that specific discussion couldn't keep going long. He appeared as astounded as Jessica and Angela by my absence of sentimental history. â€Å"So you never met anybody you wanted?† he asked in a genuine tone that made me wonder his thought process. I was hesitantly legit. â€Å"Not in Phoenix.† His lips squeezed together into a firm stance. We were in the cafeteria now. The day had sped by in the haze that was quickly getting daily practice. I exploited his short delay to take a nibble of my bagel. â€Å"I ought to have let you drive yourself today,† he reported, with reference to nothing, while I bit. â€Å"Why?† I requested. â€Å"I'm leaving with Alice after lunch.† â€Å"Oh.† I flickered, confounded and disillusioned. â€Å"That's alright, it isn't so far of a walk.† He scowled at me anxiously. â€Å"I'm not going to make you walk home. We'll go get your truck and depart it here for you.† â€Å"I don't have my key with me,† I moaned. â€Å"I truly wouldn't fret walking.† What I disapproved was losing my time with him. He shook his head. â€Å"Your truck will be here, and the key will be in the start †except if you're apprehensive somebody may take it.† He chuckled at the idea. â€Å"All right,† I concurred, pressing together my lips. I was almost certain my key was in the pocket of some pants I wore Wednesday, under a heap of garments in

Comparing Societies Weakness from the Perspective of Two Authors :: Compare Contrast Comparison

Looking at Societies Weakness from the Perspective of Two Authors Song Travis and Ellen Goodman are the two scholars from various foundations with various encounters, however they share a typical supposition. The two authors discover a shortcoming with in our general public. In the article In Groups We Shrink From Loner’s Heroics Travis communicates his perspectives on social orders shortcoming. He accepts our shortcoming lies in the absence of crisis reaction in gatherings. In the article Countering the Culture of Sex Goodman feels the shortcoming is absence of sexual instruction given to adolescents. Despite the fact that the two of them have various conclusions, they speak to a solid case for the two sides. In Carol Tavris’ article, In Groups We Shrink From Loner’s Heroics, there is data about a social concern. Tavris feels that society doesn't react to crises the equivalent in bunches as they do separately. â€Å"Something happens to people when they gather in a gathering. They think and act uniquely in contrast to they would all alone. The vast majority, on the off chance that they watch some fiasco or peril all alone †a lady being cut, a walker pummeled by an it-and-run driver †will at any rate call for help; many will even hazard their own security to mediate. Be that as it may, on the off chance that they are in a gathering watching a similar threat, they hold back.† (Tavris, 17) Even however individuals were gotten through, indistinguishable test the ones who were in the gathering environment didn't react as much as the individuals who where alone. â€Å"In one investigation in conduct brain science, understudies were situated in a room, either alon e, or in-gatherings of three, as arranged a crisis happened: Smoke started pouring through the vents. Understudies who were on there own normally faltered a moment, got up, looked at the vents and afterward went to report what surely appeared to be a fire. Be that as it may, the understudies who were sitting in gatherings of three didn't move. They stayed there for six minutes, with smoke so thick they could scarcely observe, scouring their eyes and coughing.† (Tavris, 18) Travis utilizes well known model, for example, Rodney King, who was beaten by 4 cops while before 11 different officials, and Kitty Genovese, who was repediatly wounded to death before her 38 neighbors. Tavris accepts that individuals ought to be increasingly responsive in bunches then they as of now are. Ellen Goodman’s article, Countering the Culture of Sex, is an article that portrays an alternate point of view of cultural defect.

Using Emotional Intelligence - Free Essay Example

ABSTRACT This investigation addresses the problem of leadership attributes variance in different levels of management. With the environment work force changing in terms of relationships the linkages of self perceived emotional intelligence traits of 52 individuals in junior, middle and senior management at Network Rail are gathered using the Trait Emotional Intelligence Questionnaire (TEIQue) developed by Dr.Petrides at UCL. The investigation exposed a lower level of Global emotional intelligence of senior management in comparison to junior and middle management. However the findings also showed that senior management outperformed on traits that are closely linked with Network Rails Leadership development framework. The other variations and patterns in the data bring up the topic of optimism bias, the neuroscience of change and overcoming the immunity to change. Recommendations outline the intentional change model that could be adapted in order to develop effective leadership traits and be linked with the current talent management programme at Network Rail. CHAPTER 1 INTRODUCTION 1.1 Project Overview This study will look for the existing evidence and links between emotional intelligence (EI) and Leadership development in the construction environment. This study will focus on the trait EI theory (Petrides Furnham, 2006) and look to establish common traits in leaders at Network Rail. The study will look for commonalities in terms of traits and competencies in the organisations leaders. The Trait Emotional Intelligence Questionnaire (TEIQue) (Petrides Furnham, 2006) has been selected post literature review for its ability to test for Emotional Intelligence traits that most closely link with what is defined as leadership in academic literature. A lot of interest has surrounded the concept of Emotional Intelligence, and the alleged links it has to improving an individuals ability be successful. Linking and harnessing EI to individuals and their leadership performance is hard to scientifically establish. The investigation focuses upon common attributes that can be developed. Trait Emotional Intelligence (TEI) does not necessarily seclude what Goleman (1998) describes as those EI abilities that you are born with, such as the ability to tune in-emotionally (emotional awareness) to others, and read how they are feeling (social awareness). But this investigation will aim to look at the harder factors of EI that can be developed for and provide added value and competitive advantages to organisations. The investigation of EI and Leadership aims to uncover value that can be used to develop leadership performance. The practical or applied focus is the construction industry. The discovery of the common traits will then be compared to what currently exists in Network Rails (NR) current leadership framework. Recognising that NR and most large organisations already do acknowledge the link between EI and Leadership, the investigation will look at the construction industry specifically. As the construction environment is described as one which is based on human interactions yet suffers from disputes, fierce competitiveness and fragmentation (Walker and Hampson, 2003). The study then into EI and improved Leadership performance would be relevant into helping overcome these barriers to improved working relationships. 1.2 High Level Project Plan Literature review of emotional intelligence models. Selection of EI testing survey. Milestone One à ¢Ã¢â€š ¬Ã¢â‚¬Å" rolling out EI test survey 15/06/09 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 19/06/09. Analysis of EI test results Assessment of leadership focus groups, survey and EI test results. Leadership framework analysis. Milestone Two à ¢Ã¢â€š ¬Ã¢â‚¬Å" Realisation of gaps that exist within the leadership framework and proposal of enhanced leadership framework 06/07/09. Milestone Three à ¢Ã¢â€š ¬Ã¢â‚¬Å" Draft Copy Complete à ¢Ã¢â€š ¬Ã¢â‚¬Å" 06/08/09. 1.3 Project Road map Chapter 1 has introduced the problem area that this research is looking to add knowledge to. The second half of chapter 1 will draw in the reader to the more specific problem area that this project is addressing, and how this problem will be researched. A review of the existing EI models and an effective approach for this investigation will be sought and shall be addressed in this chapter also. Chapter 2 will set out the research methodology that has been adopted for this research, considering the nature of the project and the relative social complexities and privacy issues associated with emotional intelligence tests will be addressed here. This will follow on to the actual analysis section, chapter 3 where a cross section of the results will be displayed, and quantitatively analysed. The results of the study shall be shown in chapter 4. The evaluation of the study and future recommendations or work will be concluded in chapter 5. 1.4 Literature Review 1.5 Introduction The scope of the literature review will define emotional intelligence from the various academic perspectives, distinguishing an accurate and succinct description of the term, which is considered relatively new. The Literature Review will compromise of the following: Brief History of EI A discussion of the current EI models and the attributes that are linked to them Focus: The elected EI Model TEIQUE. How EI is linked to improved leadership performance. Leadership Responsibilities. The need for EI competencies and Leadership in the Construction Industry. The current problems within Network Rail. 1.6 What is EI? Though the term EI has in recent years broadened, the original definition of EI is: The ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions, Salovey and Mayer (1990 pg 189). Popularised by Goleman (1995) in his books and speeches in recent years EI may give the impression of being a very new concept, psychologists have of course established its presence much earlier than this. A time line has been produced to give an idea of how EI has grown and expanded (Figure 1). In 1920 a psychologist named Thorndike referenced in Khilstrom and Cantor (2009) established three forms of intelligence one of them being social intelligence. Thorndike stated that this was the ability to function successfully in interpersonal situations. Gardner (1983) then proposed social intelligence as one of 7 multiple intelligences which actually mapped out the beginnings of EI by stating that social intelligence comprised of interpersonal and intrapersonal skills. Gardner (1983) believed however that we have multiple intelligences rather than a general intelligence and was clear on this notion. It was not until 1990 that the term emotional intelligence was first officially coined by Salovey and Mayer, their definition is still regarded as the most accurate description of EI. 1.7 The Problems with EI Currently Murphy (2006) critiqued the problems of Emotional Intelligence addressing the three common problems found on the subject. (1) EI is poorly defined and poorly measured (Locke, 2005, Eysneck, 2000 and MacCann et al, 2004). (2) EI is a new name for familiar constructs that have been studied for decades. (Locke,2005). (3) Claims about EI are overblown, (Landy, 2005). Though this investigation is not a study into the definition of EI, the reader must be made aware that EI is a contended description, and one that does receive positive and negative attention. EI is often linked to popular psychology which dilutes the validity of the concept adding value in organisational environments. It is this association coupled what Landy (2005) comments as the lack of measurability, providing weak evidence to suggest EI tests have any predictive value. This has caused many to completely dismiss its label, with Locke, (2005) adding that EI should be re-labelled and regarded as Emotional skills. 1.8 The various models of EI Since Savoley and Mayer first introduced the term EI, a few authors have expanded or taken a slightly different perspective on what constitutes as EI. These models do vary somewhat on how they define EI with stretching definitions that often encompass other related areas. Therefore EI does not have one set model that all academics can agree contains all the attributes that pertains to what is defined as EI. As this investigation is narrowing on the EI attributes and traits with leadership performance, the model that best-fits this particular study will be selected. Therefore a brief synopsis of EI models will be reviewed, and a set of attributes provided by a psychologist (Qualified Corporate Trainer) and Network Rails Leadership Development team will assist in identifying the correct model to follow. This will enable the administering of the survey to be appropriate for the organization and for the purpose of the research. Emotional Intelligence models are categorised into 3 areas, and this research will analyse a model in each of the following areas. Ability EI models Mixed models of EI Trait EI model 1.9 The ability EI model In 1997 Savoley and Mayer introduced a four branch model which has since transpired to involve the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). This four branch model pertains to the following: Perception, Appraisal and Expression of Emotion Emotional Facilitation of Thinking Understanding and Analyzing Emotions; Employing Emotional Knowledge. Reflective Regulation of Emotions to Promote Emotional and Intellectual Growth The ability test views EI as a form of intelligence, testing the participant on the above four branches, showing a score for each of the branches and a total EI score. The model has recently received quite mixed reviews with a recent study carried out by FÃÆ' ¸llesdal (2008) which details a study of 111 business leaders based in Norway. In this study business leaders were compared with how their employees described their leader; however no correlation of empathy to being effective leaders, or behaviors for transformational leadership were found. Three papers were completed, all questioning the validity of the MSCEIT, which critically lead to a questioning of the validity of the EI model in general. 1.10 Mixed models of EI Goleman (1998) originally developed this model and describes the mixed model of emotional intelligence as the bedrock for emotional competencies, which actually pertains to the ability to realise what another person is feeling, which Goleman boldly states is a skill that you are born with. He goes on to comment that emotional competence is quite different, this pertains to a personal and social skill set. This personal and social skill can lead to a superior performance in the world of work, and this skill can be learnt and developed to increase performance. The Mixed Model theory describes five domains of EI. Each area has its own set of behavioural attributes and describes these as EQ, unlike IQ which is difficult to change, emotional intelligence can be developed through education and training interventions (Goleman, 1995). 1. Knowing your emotions. 2. Managing your own emotions. 3. Motivating yourself. 4. Recognising and understanding other peoples emotions. 5. Managing relationships, i.e., managing the emotions of others. There are various measurement tools that are based on the Goleman model, the main model is termed The Emotional Competency Inventory (ECI), and later updated to the Emotional and Social Competency Inventory (ESCI). The second is Intelligence Appraisal, often taken as a self-report or a peer assessment termed a 360-degree assessment. 1.11 Trait EI model Trait EI is not to be confused with the first ability model presented, as this model concentrates on self-perception. It is recognising that behavioural disposition and self perceived abilities can be quite different, and by using a self report which in contrast to the ability based model can be scientifically tested much easier than the ability model which tests actual abilities rather than traits. This framework also known as Trait Emotional Self Efficacy (TESE) links well with personality tests. This model has been favoured by recent academics and especially critics of the ability model. The Trait EI model is credited with a more accurate testing rules than the ability model, which has been termed a psychometrically meaningless scoring procedure (Petrides, et al 2007). The Trait EI model is tested using the TEIQUE (Trait emotional Intelligence Questionnaire), the model is freely available and its open access status means that its transparency for testing welcomes scientific challenges. This approach the author feels is a positive step towards developing EI tests further to contributing to a more accurate construct of emotional intelligence. The Trait theory however does differ in its interpretation of EI, with the following differences outlined: Ability EI is defined as a cognitive-emotional ability that relates to emotions that are only measurable through what Petrides (2007) calls maximum performance tests. These tests are linked with extensive psychological emotional testing that requires large sample sizes. Indicating that tests currently established in the mixed models and ability models of EI really may not have much substantial predictive value, aligning the view point of Petrides and Furnham (2004) with Locke (2005). Rather trait EI describes what Petrides (2007) calls emotion-related behavioural dispositions and self perceived abilities, and can therefore be measured through self-report questionnaires. It is the focus on self perception of traits and leadership performance that allows this investigation to conclude a more accurate research hypothesis. The TEQUI has 20 variables with 15 traits grouped into four categories; this is explained in further detailed in the methodology chapter (3.8). 1.12 EI as a core competency in organisations When it comes to improving organizational effectiveness, management scholars and practitioners are beginning to emphasize the importance of a managers emotional intelligence (Sosik Megerian, 1999 pg 367). Despite the shortcomings in establishing EI as a concept, this study recognises that EI is a core competency and the focus will be on what attributes of EI should be developed in order to contribute to improved leadership performance, and to use the findings to improve the current leadership framework in Network Rail. Organisations are starting to recognise the emerging role EI has in the workplace, (Fisher and Ashkanasy, 2000). An investigation completed by Cooper and Sawaf (1996) in to an Executives EQ has exposed evidence that Emotional intelligence is a pre-requisite in leadership and successful organisations should implement strategies to develop this core competency, in order to provide its workforce with a competitive advantage. This competitive advantage has a huge hidden immeasurable value (Cooper and Sawaf, 1996) which if nurtured correctly will ultimately lead to protect organisations working collaboratively for win-win scenarios. EI has not only been used in organisation training, but can now be seen in a variety of scenarios. Selling life insurance was seen as a delicate sales pitch, that often lead to low responses. However, with specific training given to shed a positive light on the subject, sales were positively effected as the quality of interactions improved with comfort levels increasing with clients, this study focused on the topic of self awareness (Druskat and Druskat, 2006). Kaplan et al (2001) comment that recurring blind spots in managers that are striving to attain higher levels of EI are setting unrealistic goals to subordinates, relentlessly striving, and ruthlessly driving others too hard is not an example of a leader with a good level of EI. Kaplan et al (2001) explains that the hunger for power and the need for recognition are also not traits that leaders with high levels of emotional intelligence should demonstrate. 1.13 Linking emotional intelligence with leadership development and performance This requires more thinking than the generic training that is currently delivered to an organisations employees, but a study on what attributes successful leaders tend to possess. The evidence that EI exists in leadership is not questioned with both Goleman, (1995) and Savoley and Mayer (1990) agreeing that it is the ability to combine emotional and cognitive capacities to handle lifes emergent circumstances (referenced in Higgs and McGuire, 2001) , coping with setbacks and dilemmas, and effectively interacting with others requires a form of intelligence. Goleman (1998) has commented that leaders have to make decisions about strategy, employees and situations. It is the leaders ability to make effective decisions that determine the performance of good leaders. Goleman has taken five components from the EI realm and listed them as integral these are: Self-awareness Communication influencing skills Commitment Integrity Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998 pg 95) outlines the importance of relationship management and the mistake of being task focused in the work environment. Sosik Megerian, (1999) carried out a study which addressed how self-awareness components can improve transformational leadership. Transformational leadership is defined by Burns (1978) as a process that assists leaders and followers to enable each other to advance to a higher level of moral and motivation. The study founded empirical support for EI being the foundation of leadership. Sosik and Megerian (1999) went on to comment that if leaders became more self-aware the implications of their own feelings and thoughts could be better managed and understood, and would lead to improved interactions with sub-ordinates. In Druskat and Druskat (2006) it was referenced that Spencer (2001) found that in a study of 28 construction project managers that EI competencies was most strongly related to their job success. Druskat and Druskat (2006) then supported this with a study carried out by Mount (2005) on 74 project managers which demonstrated that nearly 70% of Project managers put their success down to the emotional competencies of the individual. And Finally Butler and Chinowsky (2006) carried out a study in construction with 130 construction executives. Interpersonal skills and empathy were the two most important EI behaviours to be identified in this investigation. The key findings mentioned that additional attention during the development of construction industry executives would be favoured to overcome what the industry suffers with currently. 1.14 Examples of how competency development can bring positive change Self-confidence a form of self awareness is defined by Pryke and Smyth (2006) as having a strong sense of Self worth and capabilities. Although these attributes can often be wrongly identified with arrogance, it is the ability to inspire those around you to subscribe to an idea. This attribute was chosen alongside other emotional competencies to change a problem in an organisation. The problem related to staff retention, with the firm not managing to maintain its division presidents for no longer than two years. This new recruitment strategy hired based on self confidence characteristics, influencing skills and what is termed Inspirational leadership (Goleman, 1998). Though Goleman has not been transparent on what the recruitment questions were specifically, the results are clear. With retention dropping from 50% to 6% with using this new hiring process (Pryke and Smyth, 2006). Self-control is another form of self awareness, and relates to effective communication and integrity. Druskat and Wolff (2001) comment that self control is not a question of dealing with a necessary evil by dealing with emotions as they bubble up and then suppressing them as soon they appear. It is a process of consciously bringing emotions to the surface and understanding how they can affect others. Construction industry suffers with managing emotion in the work place Walker and Hampson (2003) have termed the Construction industry as one that is characterised by disputes, fierce competitiveness and fragmentation all major obstacles to development. With this environment regarded as fact by many practitioners and academics, the relationship approach is seen as an effective stance to deal with the pressures of this complex environment (Pryke and Smyth, 2006; Walker and Hampson, 2003). 1.15 Responsibilities of good leaders It is suggested that leaders that have emotional intelligence tend to align personal and subordinate goals to accomplish company goals. Belasco and Stayer (1993) have suggested responsibilities a leader should possess, the author has taken these suggestions and developed actions and traits in a waterfall format, as they are suggested steps that could be undertaken. 1.16 Leadership Traits and Trait Emotional Intelligence The following principals in the above system have been aligned with traits tested for in the trait emotional intelligence test (TEIQUE). For a full description of the TRAITS the official TEIQUE interpretation can be found in the appendix and a condensed version is found in section 2.8. 1.17 Current Problems at Network Rail The problem owner is of course NR, and the problem is the legacy attitude of the workforce, with the Q12 survey (a survey comprising of 12 questions to gather employee engagement) uncovering some very disheartening results. In 2003 the Gallup organisation reported that NR had fallen in the bottom quartile and stated they had never seen results this low before. With 30% of NRs 33,000 branded actively disengaged, indicating a lack of loyalty and/or allegiance to the firm and its aims and 50% not engaged (Gallup , 2006) it was clearly evident that this problem had to be addressed. With little progress made in 2006, NR introduced a cross-functional management team to implement a plan of change. This agenda addressed management behaviours, unions, communications, basic/root causes, benchmarking, best practices and analysis techniques (Warwick Business School, 2006). Furthermore NR introduced a Leadership Framework to provide guidelines for its middle and junior management (Managers Handbook, 2006). These values are implemented through annual reviews, corporate training and the American 360-degree anonymous peer review. A series of positive responses by the executives is a move in the right direction; however this dissertation wishes to expand on the leadership framework and make some sensible suggestions. Specifically leadership in project management, with NR considered the biggest employer of project professionals in the UK (Telegraph, 2008). 1.18 Chapter Summary This investigation therefore considers the current problem that exists within NR, and attempts to discover the self perceived emotional intelligence of its junior, middle and senior management. The next chapter will detail the correct approach that should be taken in order to administer this sensitive test. The current leadership framework though has been investigated at this stage has been brought into discussion in chapter 4 to explain some of the unexpected and expected results of the trait questionnaire. CHAPTER 2 RESEARCH METHODOLOGY The following chapter aims to discuss the research methods the author employed to answer the questions derived from the critical literature review. The over arching research question is: Does trait emotional intelligence increase with management seniority? With the following sub-hypotheses used to investigate this statement: H1 à ¢Ã¢â€š ¬Ã¢â‚¬Å" The Higher the position level and/or level of seniority the higher the Global Trait EI. H2 In the Self Control factors of trait EI the older individuals will score higher. H3 In the Emotionality factor of trait EI, females will score higher than males. 2.1 Previous Research The authors research builds empirically on previous work carried out within the area of Leadership and Emotional Intelligence. An indication as to what research was previously carried out will be given to give further justification to the research methods that were used. There have been a few studies in the area of emotional intelligence and leadership, with the majority of investigations implementing a single and multi strategy approach. The area of emotional intelligence and its effect on leadership in construction is quite limited with studies all adopting similar approaches. Authors such as Butler and Chinowsky (2006) and Walker (2003) conducted emotional intelligence surveys. Their research targeted a select management type within the construction industry enabling a statistical grounding for stronger analysis. The research discussed took a positivist approach but it can be seen as somewhat unreliable as the emotional intelligence surveys taken were not self perceived tests of emotion. The basis of their EI tests claims to test genuine EI rather than realistically outline that the tests taken are hypothetical in nature; and in reality if not tested using high performance test techniques then the tests are somewhat invalid (Petrides , 2003) with the potential for certain individuals to exaggerate or omit certain truths. This could lead to a weak correlation in EI data for various levels of management. Sunindijo et al (2007) used a mixture of quantitative and qualitative research methods completing direct interviews and EI tests developed by TalentSmart, with over 90 construction management executives. Due to the success of previous research methods outlined above, the author adopted a survey based methodology to gather primary research. Taking the format of Butler and Chinowsky (2006) by identifying various management types and using an emotional intelligence survey that calculated self-perceived EI, the survey selected TEIQUE (Petrides, 2003) recognises that individuals may wish to portray a positive impression (PI), or may have a skewed Negative Impression (NI) and also give varied answers measured by an Inconsistency Index (II). The trait survey has adopted a similar concept and additionally recognises that all traits are self perceived rather than indefinite EI scores. In keeping with Butler and Chinowsky (2006) Sunindijo et al (2007) and Walker (2003) the author distributed questionnaires to the target audience. The underlying assumptions of the research methods chosen formed the basis of the rest of the chapter. 2.2 Research Philosophy and Strategy In order to extend on existing social interpretations found within the literature, a philosophy for this investigation has been used. The concept of empiricism was seen as a relevant philosophy to adopt, as the research findings add to the current body of knowledge (Remenyi et al 1998, pg 31). The questioning nature of this investigation however aimed to have a perspective of realism recognising that research questions can be interpreted quite differently. With Fisher et al (2004) commenting that the subjective nature of research and the inevitable role of values in it should be considered carefully. A primary attribute of realism is that it is common for researchers findings to complement existing explanations. Using this philosophy and drawing on existing presumptions and assessments, the author is able to validate which can be transferred easily. The TEIQUE survey was the ideal as its philosophy and theme married well to the concept of realism and positivism. As the developer of the survey does take the following notion working with an observable social reality and that the end product of such research can be the derivation of law like generalisations, similar to those produced by the natural sciences (Remenyi et al, 1998). However as this investigation is one of very few in the construction industry, the realism aspect is emphasised as the appropriate philosophy. With this form of study often brandished as fuzzy, the pre-existing frameworks in Networks Rails organisation alongside networks, concepts, hypothesis and theories (Czeller, 2003) are used to create theoretical predications concerning peoples experiences (Bryman and Bell, 2003). 2.3 Research Approach An inductive approach is appropriate due to the perspective of theory being the outcome of research (Bryman and Bell, 2003). The deductive approach has been disregarded subject to criticism due to the nature of the methodology being rigid, and the inability to construct any alternative explanations. The author wishes to build on the current body of knowledge. With concepts explored such as; ? The relationship between self perceived emotional intelligence and leaders in an organisation. ? The possibility of traits of emotional intelligence in junior, middle and senior management varying. ? The gaps in this trait analysis to form recommendations for a review of the leadership framework at Network Rail. Thus implementing research methods that can build understandings on these current theories was fitting. However if new issues and understandings arose then they can still be discussed and placed within context. 2.4 Data Collection Methods The data collection method applied was a questionnaire. The advantages and disadvantages of using this research method discussed further on in the chapter. The single method approach was chosen as it incorporated complementary research, with a questionnaire that is tried and tested in many organisational environments. The TEIQUE questionnaire was aimed at three groups of management in the infrastructure investment arm of Network Rail. The groups were junior, middle and senior management. The data collection commenced during the early parts of June, with 100 papers based surveys being administered by the author. The distribution of the questionnaire aimed for a 60% response rate with an even split of junior, middle and senior management. The potential issue is that as Network Rail is a pyramid organisation, the number of senior and middle management is far fewer than junior, and thus could be reflected in the response split. To avoid this happening, more surveys have been distributed specifically to senior and middle management, as they would be more inclined to ignore surveys due to time commitments. 2.5 Justification of questionnaires The use of an emotional intelligence survey and short questionnaire was down to two major reasons. Initially in order to carry out an emotional intelligence test successfully, the participant had to meet certain criterion which was driven from the literature review and forums that the author attended (see appendix for further details). In particular the author chose to use an Emotional Intelligence test that was well respected, recognised by the EI consortium and that could be distributed with limited financial costs. The use of the TEIQUE survey has enabled the author to meet the objectives of the literature review, with its open source approach and internal support from the UCL Psychology department. The questionnaire distributed also provided the author with the ability to test self perceived EI rather than pronounce actual EI performance. This test provides more reliable results, and counters the arguments of others that label EI as an un-testable set of traits. The survey can also be distributed quite easily to a variety of people within the sample population. 2.6 Focus Group The author also did attend a focus group and master class related to emotional intelligence and Leadership as a Network Rail representative. The Appendix shows the content for the focus group, with attendees from engineering and construction related industries, the feedback from this session was invaluable and provided a research focus for this investigation. As the focus group was attended by numerous representatives from public and private organisations it was facilitated by external consultant in the British Council offices. Here issues and preconceptions of the opinion of EI in organisations allowed the author to tailor the format of the questionnaire to not cross personal boundaries and preserve anonymity. The self-administrating questionnaire format was deemed by the focus group as the most appropriate method to test for self perceived EI. The assistance of the focus group was the most feasible approach to gain the information needed to answer the proposed research questions. 2.7 Advantages and Disadvantaged of Questionnaires The use of questionnaires was approved by Network Rail co-ordinators. As they commented they could easily be administered and required minimal explanation and could be done quickly, this allows for a higher response rate. Due to the privacy of the questionnaire the respondents did not need to be concerned of protecting their image or trying to give an unnatural positive impression. The questionnaire was personal and the nature of EI is to try and dig deep with its questioning. However there is a downside to distributing questionnaires and this surrounds the issues of data quality, Gillham, (2000) commenting that surveys are often completed hastily and carelessly. To reinforce this point further it was commented by Bourque and Fielder (2003) that, impersonal questionnaires given to strangers can only expect a 30% response rate. A problem that was countered by being present when administering the questionnaires, so respondents knew what the purpose of the study was and to build some rapport with the teams that participated. With the TEIQUE survey being tried and tested, questions concerning the validity of the format or the quality of the questions asked are countered by the reputation and the number of industries that this survey has been taken in. With no opened-ended questions vague answers are not an option, enabling the author to test for the competencies and traits of the work force. To summarise although the distribution of the questionnaires was not as time consuming as first imagined, the processing was. With a large data entry task proving to be quite intensive as it required accuracy and concentration with large amounts of surveys to process. 2.8 The TEIQUE Method The questionnaires used is a 153-item questionnaire providing an in-depth self assessed trait analysis of your own emotional intelligence. Participants were chosen carefully, with network rail being a British Based organisation; all participants were based in the UK and thus avoiding confusion arising from variations in cultural understanding of the terms (Sanchez and Villanueva, 2007). Sanchez and Villanueva, (2007) Comments that the TEIQUE method has quite an impressive psychometric track record in a number of studies carried out by Freudenthaler et al 2008, and Mikolajczak et al 2007). The survey is structured and has multiple choice questions using a 7 point Likert scale, which is scheduled to last between 15 to 20 minutes. TEIQUE is split into 20 variables which look to assess 15 traits, 4 factors and what is termed a Global Trait EI score (like a general EI score comparable to Bar-on overall EQ score). A brief description of the these facets are displayed above in table 4. CHAPTER 3 ANALYSIS 3.1 Outline of the Data Collection In total 100 questionnaires were distributed, the response rate from this was moderately successful with 60% returning the survey. With eight questionnaires in the sample regarded as void with key questions and even whole pages left blank, the actual usable sample was 52%. Interviews were conducted at the Infrastructure Investment arm in Network Rails Melton street office in Euston. 3.2 Demographic and TEIQUE Findings Findings are displayed from the TEIQUE and about you survey, this section will point out the results variations. The gender split was dominated by male participants. It was commented in the focus group attended by the author that a two third split was to be expected in Network Rails project professional environment. The income categories were found to be spread in respect to the age categories with the age bracket of 17-35 with the largest number of participants. Associations between the two categories and the self perceived global EI , is discussed later in the chapter. The participants of the survey are reflective of most pyramid organisations with far less senior management. Senior, Middle and Junior Management and their self perceived Sociability, Emotionality, Well-being and Self- Control traits have been compared. These results indicate middle management is the group to have scored the highest self perceived ability in three of the four categories. Well being, Self Confidence and Emotionality are three of the four emotion intelligence factors that they seem to be performing in, with junior management scoring the highest in sociability. These results however dont line-up with a more in-depth trait analysis of the groups, and indicate a strenuous link to H1 and H2. 3.4 Full Trait Analysis The full trait analysis will look at the 15 individual traits that make up the TEIQUE assessment. The full names and their descriptions in accordance with what is published can be found in the appendix, however for ease of reading the graphs the acronyms are listed below. The full trait analysis delves more into depth about the original purpose of this investigation, allowing the author to single out traits that are directly linked with good leadership. We can see that when looking at the above trait scores at junior level the highest scoring trait is Relationships at 5.04. This is infact the only trait that junior management has attained a score of higher than 5 in. With rather low scores in Impulsiveness and emotional control, which is somewhat expected with junior management. The higher scores in middle management link to the Trait of happiness, relationships, and Optimism scoring 5.53, 5.38 and 5.17 respectively. With low scores in emotional expression (4.33) and Adaptability (4.45). Senior management scores have a wider variance with extremly low Self percieved adaptability trait at 3.78 but a string of rather good scores in Emotional Expression, Social Awareness, Emotional Appraisal of self and others, Relationships and Assertiveness. Scoring rather high in these traits very much supports that good leaders must possess traits that link to there social environment and them selves. 3.5 Hypotheses Testing The overall investigation was to assess whether leaders within Network rail possessed a high level of Trait EI. The Trait Emotional Intelligence test was used to test the following Hypotheses: H1 à ¢Ã¢â€š ¬Ã¢â‚¬Å" The Higher the position level and/or level of seniority the higher the Global Trait EI. H2 In the Self Control factors of trait EI the older individuals will score higher. H3 In the Emotionality factor of trait EI, females will score higher than males. The following hypotheses were also designed to be tested, but as respondents were heavily weighted to one side or another they were not included. These hypotheses were: H4 Numbers of years of experience in the project profession. H5 Whether these workers are based in office or on-site. H6 Workers that are part of NR and those that are external contractors. Originally the hypotheses that are now disregarded were aimed to discover whether an individuals environment and experience also affected their abilities to perform as leaders. The Infrastructure Investment arm at Network Rail however did not have many employees that fell into the above categories. 3.6 Hypotheses Testing Analysis The H1 of the global trait EI score given in the TEIQUE survey has proven the authors hypotheses to be in inversely correct. The results actually displays that the more junior a manager is, the higher the total global EI score is. Although the variance between the figures is quite narrow, we can see quite obviously that a junior manager is generally displaying a more balanced level of EI. Although when comparing the individual trait analysis we can see that the true profile is quite different, with junior management only having one trait with a score over 5. Though the scatter graph is showing quite a wide spread of results, with quite a weak correlation. There does seem to be a loosely related correlation with age, as though born before the 1970s would not score below 3.5 (the national average) and quite a number of junior born after this date do seem to be scoring below this level. However as the result is not really showing a strong enough correlation, further statistical analysis may not uncover any more details. This hypotheses does reflect a positive correlation with the above graph, indicating that overall women do score higher in the trait of have emotionality with an average score of 5.05 compared to for 4.9 for men. This however is not reflected in the Global EI score (figure 14) below, where we can see than males have generally performed better on average over all the trait scores. CHAPTER 4 RESULTS 4.1 Hypotheses Testing Results The hypotheses results may not provide a strong set of arguments to indicate that leaders in Network Rail have a strong sense of high self perceived emotional intelligence with no scores falling in the region of 6. But the results do show some very interesting relationships in the individual trait analysis, with senior management selecting traits that interlink with more emotional management which links well with what NR presents as attractive attributes which it recommends leaders should strive to attain in its framework. This does not line up directly with results found in the full trait analysis. In the full trait analysis we can see that middle management have clearly out performed both groups in self perceived Trait EI. With the 3.5 score regarded as the national average, the score for over 9 traits of the 15 fell above 5.0 , which supports H1 but does not provide enough evidence to indicate age is a determining factor. 4.2 Results on the four factors of Trait EI It can also be seen that middle management (figure 8) have scored higher in emotionality, well-being and self confidence, with senior management not topping the scores on any of the 4 general factors of Trait EI. A number of reasons for this will be discussed (Chapter 5 Conclusion). Junior management did top the scores in sociability, which could indicate two things that junior management may lead a more social lifestyle or are perceived to do so, and so this could have been an optimism bias answered according to their social position. What provides interesting debate is that the senior management scores are the lowest in well-being, emotionality and sociability. Though the scores are not below national average, H1 predicted results to be above middle and junior management. Speculatively this result is also supported by the Adaptability scores of the various management levels. In Figure 16 below we can see that junior and middle management have a much higher score than senior management. As management resists this trait somewhat and hence not recognising them selves as highly adaptable, developing emotional intelligence training the existing leadership framework may not drive optimum results in senior management, but would achieve a positive change in junior and middle management. 4.3 Results on the Full trait analysis The full trait analysis results directly feed into the recommendations for an improved leadership framework at Network rail. This analysis enables a much more focused discussion of what qualities senior management currently possess. Senior Management did have very high scores in some individual traits (briefly identified in 4.4), upon further inspection (figure 17) we can see here that scores of over 5 are dominated by middle and senior management. Finally Senior management although having the most amount of scores over 5 had less score winners with five high scores compared to nine in middle management. The highest scores were in: Emotional expression. Self-motivation. Social awareness. Emotional appraisal of self and others. Assertiveness. These results more closely support the original aims of this investigation. Uncovering that senior management often regarded as successful leaders in organisations recognise them selves as possessing key emotional intelligence traits that more obviously link to their success. For a further description on petrides (2007) interpretation of the above traits please refer to the appendix where each trait is described according to the TEIQUE interpretation. When looking at the original key traits of a leader in the literature review presented by Belasco and stayer (1993) we can see that all of the above traits were in-advertedly linked by the author. It could be linked with maslows hierarchy of needs in that a more middle manager has achieved the basic, safety and psychological needs yet now seeks to fulfill the esteem phase of the pyramid. With the responses of middle management having self percieved relationship, empathy and emotion management traits all linking to Esteem for middle management. This theme continues with senior management looking to fulfill the self-actualisation phase. Self-actualisation directly links with emotional appraisal of self, social awareness of self, self motivation and emotional expression traits that senior management has come out with high scores in the TEQUI test. 4.4 Network Rail Leadership Framework Gap Analysis The above Leadership framework and its function within the business were exposed to the author during a formal interview with HR manager Lindsey Perry. The framework is used as part of every employees annual review; this is done by first selecting a focus with the manager and employee selecting six capabilities from the above 12 to work on. It is stated by HR that bands 1-4 should be focused on the developing aspect of leadership skills. Table 6 shows network rails interpretation of understanding others, maximising potential and building teams in relation to the TEIQUE traits and scores. We can see from the trait score totals for middle and senior management are positive. With middle management scoring higher on understand others and building teams and senior management scoring highest on maximising potential. These scores reflect the theoretical predictions in chapter 2, and support the theory somewhat, but still indicates that middle management have a stronger leadership performance than senior management. CHAPTER 5 CONCLUSION The focus of this dissertation was to investigate the linkages of self perceived emotional intelligence traits in junior, middle and senior management. Reviewing the scores and analysing the obvious strengths and development areas of each category, the author started with a literature review to established the linkages of EI and Leadership, the problems in construction and some of the problems suffered in Network Rail. The TEIQUE survey was selected and used to effectively measure the self perception of the participants rather than stretching the truth by stating that this is the indefinite emotional intellect level of certain groups. The speculative possibilities and patterns that have emerged are quite interesting and make for relevant further research and discussion in this chapter. 5.1 Summary of Results in relation NR issues and Theory The unexpected results could be for a number of reasons, the below issues are again pulled from the NR Intranet in what is titled succession planning at NR with the title What are the obstacles to developing talent management programs for succession planning? Taking points one and two directly relate to the theory of Belasco and Stayer (1993) in the leadership development cycle (1.15) where it stated that people development is key in achieving optimum leadership performance. We can see that although NR has a dedicated and inspiring system in place to analyse for these skills at annual review stages, the system relies on leaders in the organisation to display good management behaviour. During the focus group session held at the British Counsel, employee engagement was raised as a huge driver of performance. One of the values that drive this is management behaviour. Management behaviour is said to be contagious, with followers mirroring their leaders, this mirroring effect of management behaviour could be an explanation for poor employee engagement. More over, in a recent discovery in behavioural neuroscience the identification of mirror neurons is found to be widely dispersed in areas of the brain (Boyatzis and Goleman, 2008). This discovery supports the concept that followers mirror their leaders, and it may only be finely tuned leaders that use their intuition to drive this trait to provide a positive impact. Relating this to NRs current problem of low employee engagement (Gallup, 2006), we can see that NR a relatively new organisation that was built on a system of older values, in inheriting some of this legacy it may of retained the visions of its predecessor t hrough this mirroring affect. Overcoming this immunity to change is a challenge, but one that looks to have been positively dealt with by middle management out performing senior management on 9 out of the 15 traits. The 1970s was an era of successful economic boom, with firms receiving unprecedented profits, increasing sales, and rising employment. However some economists (Hamel and Prahalad, 1996) and psychologists (McKee et al, 2008) commented that investment of these profits back into developing the workforce was relatively low. Awareness surrounding talent management investment in leadership meant a huge supply problem of great leaders (McKee et al, 2008). 5.2 Global EI scores The Global EI scores for the research was highly unexpected, with junior management scoring the highest and senior management scoring the lowest. The global EI score has a direct correlation to self motivation and adaptability, with these facets not being processed in any other part of the TEIQUE they are seen as pillars to the Global EI score (Petrides, et al 2006). The fact that adaptability is one of senior managements lowest scoring facets leads the author to conclude that the Global EI score has significantly been affected by the low score. Another conclusion that could be drawn is linked with dysfunctional management traits. A subject discussed by Blohowiak (2009) that suggests that leaders may possess what psychologists refer to as dysfunctional characteristics that drive them to improve their leadership performance in a work environment. The un-natural push to develop traits that can be used to lead others (Blohowiak, 2009) may have a number of effects on the employees. The emerging affect is that although senior management perceive themselves to possess the ability to emotionally read subordinates and are very capable of emotionally expressing themselves they also perceive themselves to have a low level of adaptability. Adaptability in leadership could be perceived as a weakness in certain environments, especially if adaptability extended to mean that your opinions have can easily be persuaded. Business Psychology Consulting (2009) state that there comes a point when every leader has to say, my way or the highway. This may of lead senior management in Network Rail into fostering the perception that being adaptable is not necessarily a good trait and can negatively affect performance. Roberto (2005) comments that dysfunctional political behaviour is rife within most leadership roles and it can be this influence that drives dysfunctional characteristics within senior management. 5.3 Recommendations The following research recommendations have been suggested: Further research on the leadership competency gap, building on this investigation as evidence for change. Analysis on specific traits in EI show a certain levels of management to be very competent in some areas, and then lack in others giving an unbalanced EI score. Further research on how a Trait EI specialist facilitator could help correct this in-balance would add value to businesses. How the neuroscience of change can allow best practice sharing rather than provide a negative impact. The author has also classed the practical recommendations for Network rail as actions that can be planned now or in the near future. Adapting a corporate leadership development structure, providing routes for junior management. Adapting the Intention to change (figure 20) a model to encourage engagement and development. Encouraging positive management behaviour to actively display elements of the leadership framework. With the author being a previous employee of the organisation General Electric, it is evidently clear that the leadership and talent management provided there has been through decades of improvement and investment. Clear routes for leaders to grow and thrive in are mapped out for the employees. Providing space for development, networks for employees to explore, across international locations. This created an environment of management behaviour that was positive, pro-active and added value. Network Rail an organisation one-tenth the size of GE has addressed points three and four (Table 7 à ¢Ã¢â€š ¬Ã¢â‚¬Å" problems at NR) in talent management as an area for further development and could adopt a similar approach to developing talent within the organisation. Facilitating change and analysing the competencies needed for the leadership gap calls for further research into what practically can be done to develop authentic leadership, allowing minds to be fired up for future (Gardner, 2007). McKee et al (2008) comments that in becoming a resonant leader an individual should strive to develop there emotional intelligence, renew relationships and sustain effectiveness. Emotional Intelligence development has been suggested to solve the competency gap in leadership (Volhardt, 2009) and this intentional change model is recommended as the type of model that NR could adapt to develop EI. Intentional change embraces plans and vision. A model that acts as a talent management system for NR, one that allows its potential leaders to nurture there development and creates a movement towards positive management behaviour change, requires an environment where habits can develop in a relatively safe and nonjudgmental environment (McKee et al, 2008). REFRENCES Belasco, James A. Stayer, Ralph C. (1993) Flight of the Buffalo: Soaring to excellence, learning to let employees lead. NY: Warner Books, Inc. BRYMAN, A., and BELL, E., 2003. Business Research Methods. Oxford: Oxford University Press. BOURQUE. B. L., and FIELDER, P. E., 2003. How to Conduct Self-Administered and Mail Surveys. USA:Sage Publications Incorporated. Butler, C. Chinowsky, P. S. (2006). Emotional intelligence and leadership behavior in construction executives. Journal of Management in Engineering, 22, 119-125. Burns, James MacGregor (1978) Leadership. NY: Harper Row Business Psychology (2009) Dysfunctional patterns in leadership www.businesspsychologistconsulting.com/article%20dysfunctionalpatterns%20in%20leadership.html (last accessed 06/09/09) Blohowiak, D (2009) Dysfunctional Leadership https://www.leadwell.com/db/1/4/23/ (last accessed 06/09/09) Cooper, R. K., Sawaf, A. (1996). Executive EQ: Emotional intelligence in leadership and organizations. New York: Perigee B ooks. Druskat, V. U., Druskat, P. D. (2006). Applying emotional intelligence in project management. In S. Pryke and H. Smyth (Eds.) The management of complex projects: A relationship approach (pp.78-96). Oxford, UK: Blackwell. Druskat, V. U. Wolff, S. B. (2001). Building the emotional intelligence of groups. Harvard Business Review,79(3), 81-90. Eysenck, M.W., Keane, M.T.(2000) Cognitive Psychology, 4th Edition. FÃÆ' ¸llesdal, H. (2008). Emotional Intelligence as Ability: Assessing the Construct Validity of Scores from the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). Unpublished Ph. D., University of Oslo, Oslo. Fisher, N.M Ashkanasy (2000), The emerging role of emotions in working life: An introduction, Journal of Organizational Behavior, Vol. 21 pp.123 129. Freudenthaler, H. H., Neubauer, A. C., Haller, U. (2008). Emotional intelligence: Instruction effects and sex differences in emotional management abilities. Journal of Individual Differences, 29, 105à ¢Ã¢ ‚ ¬Ã¢â‚¬Å"115. FISHER, C., BUGLEAR, J., LOWRY, D., MUTCH, A., and TANSLEY, C., 2004. Researching and Writing a Dissertation for Business Students. Harlow: Pearson Education. Finkelstein (2009) https://psychology.about.com/od/theoriesofpersonality/a/hierarchyneeds.htm (last accessed 06/09/09) Hamel, Gary and Prahalad, C.K. 1996. Competing in the New Economy: Managing Out of Bounds. Strategic Management Journal, 17(3): 237. Gallup, 2006, Network Rail 2005 Employee Engagement Q12 : Wave 4 Results, 27 January Goleman, D and Boyatzis, R (2008) Social Intelligence and the Biology of Leadership https://hbr.harvardbusiness.org/2008/09/social-intelligence-and-the-biology-of-leadership/ar/1 (last accessed 06/09/09) Goleman, D., What Makes a Leader? Harvard Business Review, November-December, pp. 93-102, 1998. Gardner, H (2007). Five minds for the future. Harvard Business School Press: Cambridge, MA. GILLHAM, B., 2000. Developing a Questionnaire. London: Continuum. Goleman, D. (1998). Wor king with emotional intelligence. NY: Bantam. Goleman, D. P. (1995). Emotional Intelligence: Why It Can Matter More Than IQ for Character, Health and Lifelong Achievement. Bantam Books, New York. Gardner, H. (1983). Frames of mind: The theory of multiple intelligences. New York: Basic Books. Higgs, M.J. and McGuire, M. (2001). Emotional Intelligence and Culture: An exploration of the relationship between individual Emotional Intelligence and Organisational Culture. Henley Working Paper Series, HWP 0113 Kaplan, E.M., and Cowen, E.L. (2001). Interpersonal helping behaviour of industrial foreman. Journal of Applied Psychology, 66, 633-638. Khilstrom and Cantor (2009) Social Intelligence https://socrates.berkeley.edu/~kihlstrm/social_intelligence.htm (last accessed 06/09/09) Landy, F.J. (2005). Some historical and scientific issues related to research on emotional intelligence. Journal of Organizational Behavior, 26, 411-424. Locke, E.A. (2005). Why emotional intelligence is an invalid concept. Journal of Organizational Behavior, 26, 425-431. MacCann, C., Roberts, R.D., Matthews, G., Zeidner, M. (2004). Consensus scoring and empirical option weighting of performance-based emotional intelligence tests. Personality Individual Differences, 36, 645-662. McKee, A, Boyatzis, R and F, Johnston (2008) Becoming a Resonant Leader Managers Handbook, 2006, Network Rail Mikolajczak, M., Luminet, O., Leroy, C., Roy, E. (2007). Psychometric properties of the trait emotional intelligence questionnaire: Factor structure, reliability, construct, and incremental validity in a French-speaking population. Journal of Personality Assessment, 88, 338à ¢Ã¢â€š ¬Ã¢â‚¬Å"353. Petrides, K. V., Jackson, C. J., Furnham, A., Levine, S. Z. (2004). Development of a Short Form of the Eysenck Personality Profiler via Structural Equation Modelling. In K. van Monford, H. Oud, A. Satorra (Eds.), Recent developments in structural equation modeling: Theory and applications. Dordrecht, NL: Kluwer Ac ademic Publishers. Petrides, K. V. Furnham, A. (2001). Trait emotional intelligence: Psychometric investigation with reference to established trait taxonomies. European Journal of Personality, 15, 425-448 Petrides, K. V., Furnham, A. Mavroveli, S. (2007). Trait emotional intelligence: Moving forward in the field of EI. In G. Matthews, M. Zeidner, R. Roberts, R. (Eds.). Emotional intelligence: Knowns and unknowns (Series in Affective Science). Oxford: Oxford University Press. Petrides, K. V. (2007) Lecture given on TEIQUE and Trait Emotional Intelligence at UCL. Petrides, K. V., Furnham, A. (2003). Trait emotional intelligence: behavioral validation in two studies of emotion recognition and reactivity to mood induction. European Journal of Personality, 17, 39à ¢Ã¢â€š ¬Ã¢â‚¬Å"75 Pryke, S.D. and Smyth, H. (2006) The Management of Complex Projects: A Relationship Approach, Wiley-Blackwell, Oxford Roberto, M (2005) Why Great Leaders Dont Take Yes for an Answer: The Leadership Challe nge https://www.whartonsp.com/articles/article.asp?p=390814 (last accessed 06/09/09) Remenyi, D., Williams, B., Money, A. and Swartz, E. (1998) Doing Research in Business and Management: An Introduction to Process and Method. London, Sage Publications. Sosik, J. J., Megerian, L. E. (1999) Understanding Leader Emotional Intelligence and Performance. Group Oraganization Management, 24 No.3, pp. 367-390. Sunindijo , R. Y. , Hadikusumo B. H. W. and Ogunlana, S. (2007) Emotional Intelligence and Leadership Styles in Construction Project Management. JOURNAL OF MANAGEMENT IN ENGINEERING. OCTOBER 2007. Sanchez, J. C. Villanueva, J. J. (2007). Trait emotional intelligence and leadership self-efficacy: Their relationship with collective efficacy. Spanish Journal of Psychology, 10, 349à ¢Ã¢â€š ¬Ã¢â‚¬Å"357. Salovey, P. Mayer, J.D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9(1990), 185-211. Walker, B (2003) Emotional Intelligence within the A/E/C Industry: A S tep toward effective collaboration. Msc Dissertation published at Virginia Polytechnic. Warwick Business School (2006) Bonus track: Leadership and vision in Network Rail. Walker D.H.T. Hampson K.D. editors (2003), Procurement Strategies: A Relationship Based Approach, Blackwell Publishing, Abingdon, Oxon

Shell Oil in Nigeria - 1174 Words

Shell Oil in Nigeria 1. What are some of the factors explaining why corruption and bribery are so high in Nigeria? Nigeria is considered to be one of the most corrupt countries in the world. Many different forms of corruption are familiar to Nigeria including political corruption, bureaucratic corruption, electoral corruption, embezzlement, and bribery. Corruption has even been said to be a viable enterprise in Nigeria due to the involvement of citizens, government officials, and private corporations alike. Two main factors help explain why corruption and bribery are so high in Nigeria, these factors include Nigeria’s complete dependence on the petroleum industry and profit-focused companies taking advantage of a less developed,†¦show more content†¦It ignited world-wide protests and criticisms of the industry. Financially Shell was not burdened by the lawsuit, but the light that was shed on what was going on would ultimately cause Shell increase investment to the community. Today Shell makes efforts to contribute to small businesses and education in Nigeria. 3. Was Shell taking advantage of weak local regulation? Shell was taking advantage of weak local regulation and using third party companies to funnel bribes to the Nigerian government. These bribes bought them many sources of preferential treatment including using government manpower to move ships, rigs, workboats, and other equipment throughout the country. Shell was also able to exploit the military and secured the use of military aircraft for quick movement of special goods. Bribes also allowed Shell to circumvent visa inspections and avoid having their employees deported for over-staying their visas. Many precautions were taken to cook the books and hide these bribes in case of an audit. One such precaution included drawing up fake invoices to create line items on the balance sheet to mask certain bribes. All of these actions taken by Shell are clear examples of how they took advantage of the weak government. A strong government with proper checks and balances would be much harder to manipulate. Bribery and other forms of corruption w ould be treated harshly in order to deterShow MoreRelated Shell Oil and the Exploitation of Nigeria Essays2221 Words   |  9 Pages Shell Oil and the Exploitation of Nigeria nbsp;nbsp;nbsp;nbsp;nbsp;Nigeria has been a country in political turmoil for a long time. The country was created in 1914 under British colonial rule and at that time it was considered a protectorate. It was not until 1960 that Nigeria received independence from the United Kingdom. One of Nigerias problems politically is that it has over three hundred different ethnic groups. The three largest of these are the Hausa-Fulani, Igbo, and Yoruba. 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Music in Different Cultures free essay sample

Culture Popular Music in its Many Facets In its broadest sense, popular music is an umbrella term referring to a vast range of commercially mass-marketed musical genres contrasting with classical or art music and intended for mass consumption (e. G. , rock, rock and roll, hip-hop, grunge. Heavy metal, rhythm and blues, punk, soul, techno, funk, rap, house). This wide- ranging term encompasses a plethora of musical styles involving various rhythms, vocal styles, Instruments, and technologies. Characteristically, popular music Is a lobar cultural phenomenon and an accessible form of commercial music aimed at a worldwide audience. Traditionally, British and American forms of popular music have tended to dominate the industry. Corresponding to social, economic, and technological change, popular music Is intimately linked to the identity of musicians, performers, or artists, as well as audiences and fans.Popular music Is ubiquitous; from shopping malls and advertising to gymnasiums/fleetness classes and political campaigns, popular music is a common feature of peoples everyday lives and a significant aspect of consumer culture. For fans and enthusiasts, popular music can e a leisure-time pursuit occurring on evenings or weekends; alternatively, It can constitute a lifestyle, or way of life (e. G. , Deadheads-?a group of fans of the American band Grateful Dead who saw the band at as many gigs and festivals as possible from the sass onward).For many people, the consumption of popular music Is a significant means of Identification, affiliation, and belonging. Different forms of popular music can create pleasure and excitement for some and moral panic and dread for others; it is a much debated and important realm of cultural life with significant implications for our understanding of consumer culture. Providing a concrete and tangible definition of what constitutes popular music has been the subject of much academic debate. As Richard Middleton contends, attempting to define popular music is riddled with complexities (1990, 3).Studies of popular commonly analyzed as a text, to sociological, which tends to focus on the social uses of popular music and the dynamic and interactive relationship between popular music, culture, and society. Popular music is commonly understood as bein g Intrinsically linked to popular culture. Sociological studies of popular music audiences tend to use either questionnaire-based survey methods; ethnographic approaches, such as participant observation and in-depth interviewing; or a combination of the two.Through survey research, tastes in popular music are understood as being shaped by a persons gender, age, social class background, and race/ethnicity. To a certain extent, sociological approaches to studying popular music stem from cultural studies, an offshoot of sociology developed primarily in the sass at the Centre for Contemporary Cultural Studies (CSS) in Birmingham, England, led by Richard Haggard and later Stuart Hall. A number of notable popular music theorists worked at the CSS, including Dick Hebrides, lain Chambers, AngelaMicrobes, and Paul Willis. A major focus of the CSS was the study of youth culture and subcultures analysis; subsequently, popular music was perceived as central to adolescent resistance, understood as key to the development of sociology of y outh, and viewed as a crucial realm of youth consumption practices and identification. Thus, popular music research since the sass has tended to focus on teenagers and groups of youths that coalesce around particular music styles.Few academic studies of popular music existed pre-1970, and the subject received relatively little scholarly attention during the sass and sass, with the exception of aforementioned theorists that worked at institutions such as the CSS and key theorists such as Lawrence Grosser in the United States and Simon Firth in the United Kingdom. Since the sass, there has been a proliferation of survey research, theoretical material, and ethnographic work concerned with the production and consumption of popular music and particularly its reception in society.Thomas Edison invented sound recording in 1877 in the United States; as a result, the era of recorded music began. The emergence of many popular music genres during the twentieth century can be linked to technological advancements of the same period. The rise of recorded music together with more stringent copyright protection laws facilitated the development of the music business in capitalist society and more specifically the centralization of the American music publishing business and songwriters in an area of New York known as Tin Pan Alley in the late-nineteenth century.The Tin Pan Alley era initially specialized in ballads and novelty songs but later began to incorporate popular styles of the period, including ragtime, Jazz, and blues. Significant technological inno vations such as the widespread use of radio, the increasing quality and affordability of the gramophone, the introduction of the microphone in the sass, and the inception of amplification and electric recording paved the way for new musical styles to emerge, such as rhythm and blues and rock and roll, leading to surge in popularity of record buying, particularly in Britain and America but also on global scale.Theodore Adorn, a critical theorist and leading member of the Frankfurt school in Germany, coined the term culture industry in his critique of mass culture that made specific reference to popular music. The majority of Adorns account is based on his views of popular music produced in the Tin Pan Alley era and repetitive, and unequivocally contrasts with serious music: A clear Judgment concerning the relation of serious to popular music can be arrived at only by strict attention to the fundamental characteristic of popular music: standardization.The whole structure of popular music is standardized even where the attempt is made to circumvent standardization. (1941 , 302) Thus, in Adorns view, popular music fails to negate the dominant social order, encompass an oppositional stance, or express critical thought. Instead, popular music is rigid and mechanical. This is unlike serious music, which is non-standardized, and [every] detail derives its musical sense from the concrete totality of the piece (1941 , 303-305). For Adorn, popular music is not only standardized, but also it standardizes responses and reactions on behalf of the listener.It promotes habituated impulses and leaves t he listener devoid of spontaneity. Moreover, popular music entails pseudo- individualizing, referring to the idea that cultural products intended for mass consumption, such as hit songs, are undifferentiated in their musical frameworks. The listener is merely given an illusion of choice in regard to the types of popular music they can appreciate and listen to. Adorn contends that the standardization of popular songs leads to compliant consumers because songs are heard in accordance with other standardized popular songs.Essentially, popular songs do their listening for them. Simultaneously, pseudo-individualizing propagates compliant consumers because the audience is made to forget that this is the case, the listener misled into thinking that what they listen to is new and is not listened to for them, or pre- digested (1941 , 308). The effects of standardization and pseudo-individualizing on the listener are, according to Adorn, escapism and diversion: Listeners are distracted from the demands of reality by entertainm ent which does not demand attention either (310).During the twentieth century, a vast number of musical genres and styles emerged, particularly during the postwar period. Critics of Adorns work have commented on his tendency to ignore the rise of rock and roll and ensuing popular music genres that could be considered to negate the dominant social order and offer non-standardized musical frameworks (Firth 1983). The first solid-body electric guitars were mass produced in the sass, such as the Less Paul Gibson and the Fender Esquire.The electric guitar was a crucial instrument in the development of rock and roll in the sass and subsequent genres such as rock and its various offshoots in the sass and sass (e. G. , progressive rock, psychedelic rock, blues rock). The electric guitars sound was increasingly distorted and modified and led to genres such as heavy metal and punk, which entailed a do-it-yourself (DID) ethos and emphasized that anyone could pick up an instrument, regardless of skill, and become a pop star.In the sass and sass, sampling technologies and digitization led to the emergence of genres such as rap and hip-hop and electronic dance mus ic (EDM) genres, such as house, techno, and trance to name a few. The organization of the popular music business entails a number of major and independent labels. As of 2010, there are four major record labels that dominate the industry and popular music output internationally: Warner Music Group, Electric Musical Industries Ltd. MI Group), Sony Music, and Universal Music Group. Popular music is an international multimillion dollar industry that has been dominated by the ore recently, Japan and Europe. Sociologists of popular music have made several attempts to theorize the production of popular music and the organization of the music industry. Richard Peterson (1976) proposes a production of culture perspective in his analysis of the development and organization of the music business during the postwar period.Peterson and David Berger suggest that the period 1948 through 1973 is characterized by cyclical phases of concentration in the music industry and outbursts of competition and diversity driven by consumer demand. In a later study, Peterson (1990) identifies six factors that constrain or assist he production of popular music: organizational structure, industry structure, occupational careers, markets, technology, and law or regulation. Howard Becker coined the term art world to refer to the social organization of people involved in the sphere of art production, commission, promotion, and sale.This term has been appropriated into popular music studies by theorists such as Firth (1996), who contends that three art worlds exist within the music industry: the art music world, the folk music world, and the commercial music world. Historically, popular music has been consumed in a multitude of ways. The consumption of popular music may entail purchasing recorded music on vinyl, cassette tape, or compact disc (CD); listening to the radio; watching music videos on television channels, such as MET; home tape/CD recording; and more recently, downloading music from the Internet.Simultaneously, people ma y read the music press, go clubbing, or see bands perform live at gigs and concerts. The popular music press, including Melody Maker and the New Musical Express (NAME) in the United Kingdom and Rolling Stone in the United States, has played a major role in the popular music charts, propelling bands and artists to major chart success and influencing young people with regard to the latest music and fashion trends. During the postwar period, popular music has been viewed as central to teenage consumption and identity formation.From moods to rockers, punks to clubbers, the consumption of popular music is widespread and has become increasingly diverse as popular music genres have evolved. Sociological readings of popular music have tended to focus on the social uses of popular music, particularly in relation to the collective action of people forming music scenes and using music as a means of identification and expression of a sense of self. In the sass, subcultures theorists, such as Paul Willis, gave attention to popular music consumption as a signifier of a groups style, outlook, and focus.Willis advocated a structural homology evaluation concerned with how far, in their structure and content, particular items parallel and reflect the structure, style, typical concerns, attitudes and feelings of the social group (Willis 1978, 191). Thus, for Willis and other subcultures theorists, it was argu ed that a fit was evident between specific fashions and styles-?in respect to popular music and clothing-? and a groups identity and coloratura values and beliefs.A crucial concern for subcultures analysts was the issue of Juvenile deviance and resistance and the various ways British working- class youth cultures used music and associated fashion styles and cultural practices to express themselves (see Hall and Jefferson 1976). Hebrides seminal study of punk culture in Britain focused primarily on these issues and exemplified the homology between the consumption of popular music and particular social groups. Popular boys of the sass and punks of the late sass were understood as representative of this view.The consumption of popular music was recognized as being symbolic of a persons social class background, gender, and race and ethnicity. It was viewed as a highly significant realm of culture, defining assemblages of individuals bound by their affiliation to a particular musical style and coupled with style, dress and appearance, recreational drug experiences, and cultural practices. Subcultures theory has incited numerous criticisms since its inception during the sass.Some of these include its focus on groups of young males and neglect of girls and their relationship with youth subcultures, its inherent rigidity and fixedness, and the apparent absorption of so-called underground subcultures into the mains tream. Sarah Thornton attempts to rework the term into her analysis of dance music cultures in Britain by using the phrase club cultures and discussing the significance of subcultures capital in the EDM world. In contrast to subcultures approaches, the use of the term scene featured in many popular music studies of the sass onward endeavoring to redefine popular music communities.Will Straw uses the term to describe that cultural space in which a range of musical practices coexist, interacting with each other within a variety of processes of differentiation, and according to widely varying trajectories of change and cross-fertilization (1991 , 373). A music scene is created as coalitions and alliances coalesce around musical styles, convey a sense of purpose, and form boundaries signifying who is in and out and therefore forming and maintaining social groups (373).The term scene denotes an increasing sense of fluidity in music cultures, and Andy Bennett provides an interpretation of urban dance music communities in Britain that takes into account the necessity for less rigid accounts of groups of popular music fans. Bennett coins the term neo-tribes to describe groups of young dance music fans. He suggests that the club setting can be viewed as one of the many forms of temporal engagement through which neo-tribal associations are formed because it provides a space for expressions of togetherness based on articulations of fun, relaxation, and pleasure.Clubbing appears to be regarded less as a singularly definable activity and more as a series of fragmented, temporal experiences as clubbers move between different dance floors and engage with different crowds. References Researching popular music requires numerous theoretical and methodological approaches due to its fast-changing and progressive nature. The focus on youth cultures in studies of popular music is now being questioned as academics have begun to recognize the longevity of popular music genres and aging popular music fan base.Similarly, concerns with popular music consumption as representative of cultural values and a form of political resistance have been challenged by research that concentrates on the significance of popular music in our everyday lives to influence moods and offer routine (e. G. , De Nora 2000). The rise of disc Jockey (DC) culture and subsequent blurring of the production and consumption of popular USIA in accordance with technological developments have led to an increase in studies of clubbers and EDM fans, which contest the privileging of rock music and live gigs in traditional popular music research.Defining popular music is highly problematic, and there has been a blurring of popular forms of music and classical in groups such as the Three Tenors. Certainly, it is vital to note that what constitutes popular music is subjective and often culturally and historically dependent. Major contemporary concern within popular music research and the popular music industry is the impact of the Internet on producing and consuming popular music. On one hand, some perceive the Internet as a threat to the music business involving dramatic financial losses due to piracy and peer-to-peer file sharing.