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. 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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. 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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. 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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.

The Song of Roland

The essay is a critical examination of good versus evil in The Song of Roland. This piece of literal work is one of the oldest arts from French literature. There are numerous versions which attest to how popular it was between 12th and 14th centauries. This poem has been seen to be a major example of chanson de geste, which celebrates the life of a hero.Advertising We will write a custom essay sample on The Song of Roland specifically for you for only $16.05 $11/page Learn More Additionally the story is based on the conflict and the warfare between the Christians and the Muslims in Spain. In order to experience good and evil, there must be heroes and villains. War is seen to be a great thing and even glamorous. However the cost associated with it is usually heavy especially for the heroes. On the other hand, the villains deserve no grief or compassion. Good is usually thought to be the will of God and in this case the Franks are deemed to represent good since they are moved by the will of God while the Saracens are seen to be evil. Due to this when they die there souls are taken to hell by the devil. For one to be evil can be as results of lack of knowledge making one to be deceived and to act against the will of God. In The Song of Roland, a proof that lack of knowledge leads to evil is summarized as follows â€Å"o est une gent ki unches ben ne volt. [This is a sort of which has never seen goodness]† (Haidu par. 7). The Christians while fighting with the pagans were of the opinion that they were on the right while the later were in the wrong. To the French, the pagans are evil and criminal individuals who have rejected Christ from whom all those things deemed good come from. For that matter they are to be confronted translating to a war between individuals who were fighting for God and Satan (Dominik 21). Similarly evil is depicted in several occasions in the poem. For instance we are told of the evil planned of King Marsi le who intends to convert into Christianity then become Charlemagne vassal. This is with a clear intention that once the later goes back to France Marsile will break the promise he made. Additionally, the plans Roland’s step father had when he was sent for a diplomatic mission was in itself an evil strategy to get rid of Roland who the formers saw to be a threat in terms of leadership. He thus planned with the Saracens that the rearguard of Charlemagne will be ambushed and this will be a perfect opportunity to get rid of Roland (Dominik 49). According to the poem, the reaction of King Charlemagne to drive the Saracens towards the river so that those who were not chopped would definitely be drowned although to them was good; it was an evil act in my humble opinion.Advertising Looking for essay on literature languages? Let's see if we can help you! Get your first paper with 15% OFF Learn More It is worth noting that all that are thought to be good will always thr ive in the end. It is no doubt that the all powerful God will intervene in time to ensure that those fighting for the good emerge as victors in the end. This can be exemplified when Thierry who was less strong than Pinabel managed to fight him in order to decide the case in which Roland step father was to be put to death (Haidu par.5). In my opinion the concept of good versus bad has been clearly brought out in the French oldest literature The Song of Roland. Works Cited Haidu, Peter. The Subject of Violence: The Song of Roland and the Birth of the State. Bloomington, Indiana: Indiana University Press, 1993.Print. Dominik, Mark. Holy War in The Song of Roland: The Mythification of History. Viewed on http://surj.stanford.edu/ This essay on The Song of Roland was written and submitted by user TexasTwister to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Amish and Australian Culture similarities and differences Essays

Amish and Australian Culture similarities and differences Essays Amish and Australian Culture similarities and differences Paper Amish and Australian Culture similarities and differences Paper Essay Topic: The Breadwinner There are many obvious differences seen from an outside perspective of Amiss and Australian society, but when looked at in more detail similarities in structure, roles and decision making appear. The Amiss society comes from a line of strict tradition and tight knit farming communities, whose values have changed little over time whereas as Australia is a post-industrial society which is constantly advancing in technology, culture and (something about the rights of women). The Amiss society is one that is much closed off and segregated from the wider world, their almost non-existent reliance on the society around them has limited their exposure to outside influences. The whole base of their identity is generated by an unwavering faith in God, as a result of this religion touches all aspects of their daily lives. The Orotund, a set of guidelines for religious Amiss living, dictates not only what they can wear but the way in which they perform tasks such as what tools can be used to plough your farm and what foods you can put in your meals. Although religion is an influential part of Australian society it takes nothing to the extent of the Amiss people with the Orotund. Australia is a widely multicultural society which cultures and values are derived from those of the people who migrated there, the variety in restaurants, religion and clothing style a direct reflection of the many influences brought to Australia. The essence of Amiss society is simple and mono-influential, a path to god, whereas the essence to Australian society is influenced by the many us vestures within. Due to the only influence of religion, the Amiss hinge all decision makings on the practices of the Rounding. It is perceived that the decision made by God, is the righteous and moral path and every decision is cogitated with the help of the lord. Consulting something or someone before decision making is seen in both societies as an Amiss person might consult their parents, the bishop or minister to find the virtuous decision, an Australian person would also consult a trusted person whose experience they value such as a parent or grandparent. The difference seen in decision making stems from how the societies allocate the responsibility of decision making. Amiss society have a strict hierarchy system that denotes the power from God to bishop then ministers, deacons, men, women then children. This dictation of power changes the life of a family as the father is solely responsible for the decision making within the household and male ministers and bishops make the decisions they think will benefit the community and please God. This is not reflected in Australian society as it values the importance Of the right to make decisions that affect oneself and the freedom of choice. Although many thing may influence a person in Australian societys session, money, partners and family, there is no authority that can make a decision for you, a husband doesnt make decisions for a wife and the church doesnt make a decision for you. This is seen as a critical necessity in Australian society, as liberation and rights are a value cherished by all but is not viewed as fundamental value in Amiss society. Authority in Amiss society also comes under the umbrella of religion, the Orotund dictates who has the power and authority and in what areas it can be exercised. Only men are allocated positions of power and there are no requirements for training Geiger education or theological training. This idea is not returned at all in Australian society, since the 1945 womens right movement women in Australia have been gaining power not only in the home but in the workplace and the business world and the liberation of women is seen as one of the proudest moments in Australian history for women. Ministers and Bishops in Amiss society are nominated by members of the church and chosen in a process that incorporates divine intervention and do not require any training for these positions, this may be a result of the low level of conventional cooling as well as the prohibition on high school and college education. This however is thoroughly encouraged in Australian society as higher level Of qualifications lead to generally higher regarded jobs and people are elected in positions of power based on their qualifications and appeal to the people. Amiss society is based on humbleness and simplicity and believe power will lead to pride and the abuse of power and Australian is a more liberal society denoting power based on qualification and democracy. Power and Authority is closely linked to the roles in an Amiss society. Within the household a man s the breadwinner, in charge of decisions and daily running of the family within the rules of the Orotund. He and his sons run the business or the farm while the women cook, clean and watch over small children during the day. This is not unusual to the Australian household, up until the revolution of womens rights the Amiss family structure mirrored that of an Australian family. Traditionally the Australian husband went out and provided for the family while the wife stayed home and catered to his needs. In modern Australia this is no longer custom, Australia has grown to a very anthropometry society with the rise of different home situations not seen in the Amiss community such as single parents and same sex couples. The roles have changed with many more women in the workplace and the slow acceptance of stay at home dads, it has become a choice made by each family and many variations are seen. When observed thoroughly in micro, mess and macro levels Amiss and Australian societies have fundamental similarities including historical gender role allocation and the influences for decision making.

Concept Clarification Essay Example | Topics and Well Written Essays - 1750 words

Concept Clarification - Essay Example There is a wide gap in the physical structure and mental capability between those who are 60 and others aged 90. Not everyone who is 60 disappears into oblivion right away. There are those enjoying exuberant health and actively involved well into their 90s. But not everyone, however, is so fortunate. In the light of the fast economical changes taking place, the issue most important after environment is health care for the aged, particularly those who are left alone, and have nowhere to go. Fear of failing health and deteriorating physical abilities make them prone to fall and injuries. Morbid fear of being unable to move and look after oneself portentously lurk. The possibility of better handling the situation through counseling and improving balancing abilities through exercises must be explored and actively pursued. It will be a healthy world where the elderly are energetic and active so that their wisdom and experience could be put to good use for the society at large. Given the opportunity, there could be no doubt the elderly would be only too happy to immerse themselves in activities which guide them in the art of health-promoting self-care behavior, self-efficacy, and self-care agency. Use of research instrument such as Health-Promoting Lifestyle Profile II Scale (HPLP II), Self-Rated Abilities for Health Practices Scale (SRAHP), Exercises of Self-Care Agency Scale (ESCA), provide invaluable inputs into the causes and effects and raise awareness and self-esteem of the anxious elderly. Inter-personal health promotional behavior and activities among long-term elderly married couples, important and necessary in view of its ubiquity, to analyze relationship quality, perceived barriers, perceived self-efficacy, and social support by means of regression analysis to detect the factors that need to be addressed for better health. A healthy aging social segment reflects good health for society in general. Antecedents The problem of homelessness originates with the individual as well as the social system. Individually the reasons for homelessness set in with any or all of the factors such as broken family background, domestic violence, level of education, ethnicity among others. Structurally, at the society level, lack of facilities, unemployment, poverty, poor income, lack of accommodation facilities, among other factors contribute to homelessness. Homelessness is one of the debilitating causes for quicker deterioration of health for older adults. It is more common in urban situations where accommodation eludes those with little or no income. Biological factors contributing to physical changes begin to weaken the body muscles and joints leading to the fear of falling. In such situation, it is doubly damning if the individual is already beset with homelessness. At times, even standing up without support gives way and the person falls. Health promotional concepts have been emerging ubiquitously with encouraging response from the people of all age groups. Pender's Health Promotional Model (HPM) is particularly noteworthy because of it meticulous approach and provisions for treatment. Pender's Health Promotional Model (HPM), introduced in 1987, seeks to identify individual characteristics and experiences before considering commitment to a plan

Tourism Industry Research Paper Example | Topics and Well Written Essays - 5250 words

Tourism Industry - Research Paper Example It was gauged to be 60.4% free. Starting a business requires 63 days compared to a world average of 48 days. Acquiring licenses is relatively easier than shutting down a buiness.However, the national regulatory environment exercises considerable control over the freedom to start, operate and close a business venture. Financial freedom is a measure of banking security as well as the extent of government intervention. State ownership of financial entities like banks and insurance companies has adverse effects on the free functioning of the market. On the financial front there is substantial State interference in the UAE.There are restrictions on foreign ownership(with a cap of 49% on foreign stake)of companies listed on the stock exchange, while some companies prohibit foreign ownership altogether. There are 21 domestic banks and 26 foreign banks currently and no new bank licenses have been issued since the mid eighties. The insurance sector has been closed to foreign companies since the late eighties, currently there are 47 insurance companies nearly half of them are foreign. The capital market is relatively developed with two stock exchanges. There is skepticism about foreign ownership and financial policies are restrictive. Investment freedom-30% Investment freedom is essentially an evaluation of the free flow of capital, especially foreign capital. Foreign investment in UAE is subject to constrains. It is mandatory for a UAE national to hold 51% ownership in every company, except the ones located in the free zones. Foreign investors do not receive national treatment. There are limitations on land ownership also, with the Non Gulf Co-operation Council nationals being barred from owning lands.Furthermore; only 22 out of 53 stocks on the UAE stock market are open to foreign investment. However there are no controls on current transfers, foreign exchange access or repatriation of profits. Because of excessive controls, the investment climate in UAE is deemed adverse to foreign investments. Freedom from Corruption-62% Includes an assessment of the prevalence and degree of administrative and judicial corruption at the government level. Corruption is prevalent though not in a significant degree. The UAE was ranked 38th out of 158 countries in the Transparency International Corruptions Perception in 2005. Taxation Environment-99.9% It is a measure of the burden of individual and corporate taxes as well the proportion of tax revenue of the government to the total GDP. The UAE taxation regime is reasonably conducive for business growth. There is no income tax and no federal level corporate tax; however the tax structure for foreign banks and oil companies is different. Foreign oil companies are liable to pay a 55% corporate tax whereas a 20% corporate tax is levied on foreign banks. The Government imposes a rental tax and a 7%-12% federal level value added tax is being contemplated. Tax revenue of the