Negotiation and Resistance Point - 6335 Words

Fill in the Blank Questions 1. Distributive bargaining is basically a competition over who is going to get the most of a limited resource. 2. Whether or not one or both parties in a distributive bargaining situation achieve their objectives will depend upon the strategies and tactics they employ. 3. The resistance point is the point beyond which a person will not go and would rather break off negotiations. 4. The spread between the resistance points is called the bargaining range. 5. A positive bargaining range occurs when the buyers resistance point is above the sellers. 6. Alternatives are important because they give the negotiator power to walk away from any negotiation when the emerging deal is not very good. 7.†¦show more content†¦T F 34. The more you can do to convince the other party that his or her costs of delay or aborting negotiations will be costly, the more likely he or she will be to establish a modest resistance point. T F 35. The first step for a negotiator completing a distributive bargaining negotiation is to obtain information about the other partys outcome values and resistance points. T F 36. In calculated incompetence, the negotiator is intentionally given false or misleading information to reveal to the other party. T F 37. Selective presentation can be used to lead the other party to form the desired impression of your resistance point or to open up new possibilities for agreement that are more favorable to the presenter than those that currently exist. T F 38. Studies indicate that negotiators who make low or modest opening offers get higher settlements than do those who make extreme opening offers. T F 39. Parties feel better about a settlement when negotiations involve a progression of concessions. T F 40. If a major concession has been made on a significant point, it is expected that the return offer will be on the same item or one of similar weight and comparable magnitude. T F 41. A small concession late in negotiations may indicate that there is little room left to move. T F 42. It is important to signal to the other party with either behavior or words that theShow MoreRelatedIntegrative and Distributive Negotiations1059 Words   |  5 PagesIntegrative and Distributive Bargaining Whether a negotiation involves working together toward a goal or working against one another to win, each party must use a strategy to reach a solution. The differences of distributive bargaining and integrative bargaining are parallel. The ways in which one method is competitive and the other is cooperative is described and related to a well-known case involving basketball player Juwan Howard. Distributive Bargaining In a competitive bargaining situationRead MoreSluggers Come Home1475 Words   |  6 PagesWith the development of society, more and more people are aware of the importance of negotiation. Progressively choosing a negotiation strategy may generate more advantageous bargaining outcomes. Many important negotiation strategies are involved in the video â€Å"sluggers come home† and here we explain which negotiation strategy has been adopted in the different situations of this case.   Ã‚   In the preparation stage of this case, Brabara makes an offer and she intends to rent the baseball playground.Read MoreRobust Routers Job Offer Negotiation1187 Words   |  5 Pages In the simulation involving a negotiation over a job offer at Robust Routers, I played the role of the human resource director; Leigh Bultema, and my partner played the role of Joe Tech; the recent MBA graduate seeking permanent employment with the technology company. Joe is not in agreement with the terms of the original offer and would like to negotiate the terms of certain issues within the bargaining mix. One key issue Joe is negotiating is the relocation to Robust Routers headquartersRead MoreThe Hybrid Strategy And Tactics For Sell My Bike1000 Words   |  4 Pagesdelves upon the learnings and tactics that could be leveraged in future negotiations and some adjustments made as part of this negotiation. Overall the report discusses the following tactics of negotiations: finding a bridge solution, assessing other part resistance point and managing other party’s impression, use of sweeteners, invention of options for mutual gain and hallo effects in perception. Strategy Tactics As this negotiation is a combination of both distributive and integrative. I choose aRead MoreMgmt3721 Negotiation Skill1686 Words   |  7 PagesIntroduction This essay explains the negotiation rationale behind the role of Excalibur Engine Parts Company. Several important issues of the negotiation were chosen to be explained in more details here. They included the goals, strategies, tactics chosen, resistance point, target point, opening offer, concession plan, why certain questions would be asked and answered and an analysis of the other party. Excalibur Engine’s goals According to Zetik amp; Stuhlmacher (2002), each negotiator has uniqueRead MoreExcalibur Plan1628 Words   |  7 PagesNegotiation Plan – Excalibur Engine Parts As the VP of Sales for Excalibur I am required to negotiate with Knight Engines Inc to come to an agreement for a rush order of 8000 pistons within two weeks. It is in my personal interests to deliver a substantial profit to Excalibur for the benefit of shareholders. However, negotiating a deal with Knight may be the only chance for Excalibur to avoid a major loss in this quarter. Consequently, I aim to secure a profitable contract but am willing to tradeRead MoreNegotiating Essay example1017 Words   |  5 PagesJetta today for no less than $4,700, which is what I need to put a down payment on the Subaru. If I am unable to sell to the party I am negotiating with, the Subaru dealer said he would buy it for $4,400, but I think I can get more than that. Negotiation Arrangements: The buyer I am negotiating with is Carole Meriwether. We have agreed to negotiate at 6:30 pm in BAH because it is neutral territory. We both felt that it would be in our best interest to negotiate somewhere where we both felt equallyRead MoreNegotiation Checklist1042 Words   |  5 PagesThe Negotiation Checklist is a list that helps to prepare you for negotiation. The list consists of four parts: you (the negotiator), the other party (them), the situation or environment, and the relationship between the parties. According to Tripp, â€Å"The well prepared negotiator knows the playing field and the players, is seldom surprised, and can promptly capitalize on opportunities.† In the first part of the negotiation checklist, self-assessment is necessary in order to determine what youRead MoreNegotiation and Team Owner1259 Words   |  6 Pagesmanager. c. The name of the commentator? The commentator in the video is Dr. Margaret Neale. d. Which character recently earned an MBA? What was his or her role in the story? Carla has recently earned an MBA and her role is aid in negotiation. 2. Why is there no team in the Morgan Hills stadium? The teams owner was died and the heirs sold team. 3. The Narrator says, â€Å"no one should accept a deal that makes him or her worse off,† Yet, she says, this often happens. Give two reasonsRead MoreNegotiation by Lewicki1690 Words   |  7 Pages Book Summary of Negotiation by Roy J. Lewicki, David M. Saunders, and John W. Minton Citation: Negotiation, 3rd edition, Roy J. Lewicki, David M. Saunders, and John W. Minton, (Boston: Irwin McGraw-Hill, 1999). This Book Summary written by: Conflict Research Consortium Staff Readers will find this textbook on negotiations to be broadly accessible and very informative. The third edition has been substantially updated and revised to reflect current negotiations research. Thirteen chapters are

Social Engineering Is A Powerful Tool Used By Cyber Criminals

Social Engineering It is the manipulation of people through deception, lies, fabricated story and tricks. They influence and persuade people to obtain information with or without the use of technology. Social engineering is a powerful tool used by cyber criminals’ especially on seniors because of their level of trust. They aim at collecting your confidential information and later use it against you. Password, Account number – credit card, debit cards, employee ID, and full name, date of birth, email address, social insurance number, driver license number and telephone numbers are normally collected Knowing the person you are dealing with, and the tactics they use is important to overcome them, that is why user awareness and education is†¦show more content†¦Protection against Social Engineering †¢ Never give confidential information through emails, phones or to unknown person †¢ Don’t click on a website unknown to you or download or open email attachment from unknown senders. †¢ Before clicking on links in emails and on websites watch for misspellings, @ signs and suspicious domain names. †¢ Make it a habit to periodically check your bank statement to see if they are anomalies or fraudulent transactions. †¢ Use a strong password and personal verification questions. †¢ Reject requests for online tech support from strangers no matter how legitimate they may appear †¢ Avoid being greedy on the web for offers you have not made or responding to any offers made over the phone or via text messages. †¢ Pay attention to website URL. Sometimes online fraudsters make slight changes to URLs in order to direct messages to their own spoofed sites †¢ Secure your computer with anti-virus software and regularly update software and operating systems †¢ Verify that a lock icon is on your browser address bar when submitting payment or confidential information. †¢ Always shred and/or destroy prior to disposal sensitive and confidential information you do not need. †¢ Be suspicious of unsolicited emails †¢ Be cautious in situations where a party refuses to provide basic contact information †¢ Verify incoming checks and ensure clearance prior to transferring any money by wire †¢ Establish call-back procedures to clients and vendorsShow MoreRelatedSocial Engineering Is A Powerful Tool Used By Cyber Criminals1767 Words   |  8 Pagesinfluence and persuade people to obtain information with or without the use of technology. Social engineering is a powerful tool used by cyber criminals’ especially on seniors because of their level of trust. They aim at collecting your confidential information and later use it against you. Password, Account number – credit card, debit cards, employee ID, and full name, date of birth, email address, social insurance number, driver license number and telephone numbers are normally collected KnowingRead MoreComputer Security And Social Engineering3915 Words   |  16 PagesComputer Security and Social Engineering In terms of computer security, Social Engineering refers to the psychological manipulation of people in order to access confidential information. It is believed that it can be easier to trick people than to hack into their computing system by force. Social engineers gather personal information or gain access to computers by exploiting people’s natural tendency to want to trust others and be helpful. Some methods that are used by social engineers to gain informationRead MoreA Thesis On Computer Science Engineering9162 Words   |  37 PagesBOTNET FRAMEWORK A Thesis Submitted In Partial Fulfillment of the Requirements For the Degree Of MASTER OF TECHNOLOGY In Computer Science Engineering By CHANCHAL AHLAWAT (Enrollment no: 21341314013) Under the Supervision of Mr. ANCHIT BIJALWAN Uttaranchal University, Dehradun, Uttarakhand) To the Faculty of Computer Science Engineering UTTARANCHAL UNIVERSITY DEHRADUN May, 2015 CERTIFICATE Certified that Chanachal Ahlawat (21341314001), has carried out the research work presentedRead MoreThe Growing Problem of White Collar Crimes in India19963 Words   |  80 Pages people will lose faith in us†- Dr Radhakrishnan Methodology The research methodology used for the present research article is traditional Doctrinal research method. As most of the information can be sought form the available literature. So the researcher has chosen doctrinal method as method of research for the present article and has used books, journals, research articles for preparation of the same. Objectives of the study The main objectives of the researchRead MoreSocial Media6807 Words   |  28 PagesSocial Networks and their impact on Availability, Confidentiality and Integrity Musa Ramadhani Davenport University IAAS 667 - Legal and Ethical Security Topics Deanne Cranford-Wesley Table of Contents Abstract3 Introduction4 Problem Statement7 Literature Review8 Findings11 Military Families12 Identifying your social media users16 Common myths about Social Media17 Data leakage and non-disclosure17 Social Media Squatting18 A new generation of hackers18 The high cost of inaction19 Read MoreSocial Media And Its Effects On The Internet2870 Words   |  12 PagesAbstract Social networking websites are the most prominent websites on the Internet. Millions of people use them every day to interact and connect with family, friends, and loves who maybe far away or within big businesses organizations, and schools. Social networking websites like Twitter, Facebook, LinkedIn and Google Plus and Google Handouts seem to be the most popular websites on the Internet. Social networking privacy issues have ruled the headlines in the first half of 2011. With most social networksRead MoreCore Banking Solutions12901 Words   |  52 PagesOf Core Banking Solutions (CBS) Objectives of the Project Work: The major objectives of this project work are to: †¢ To evaluate the advantages and disadvantages of CBS over traditional banking system †¢ To explore the technology used in CBS with special reference to Shreyas Grameen Bank. †¢ To identify and discuss various issues related with the automization of Banks. †¢ To define various Core Banking Services provided by Indian Banks. †¢ To identify andRead MoreFactors Influencing Enhanced Data Security Essay9883 Words   |  40 Pagesgovernment body which regulates all operations of commercial banks, controls the monetary policies as well as revoking banking licenses. Cyber-crime- this refers to all attempts by hackers to access information, manipulate and transfer unauthorized data or information. Data breach- This is any access of information by unauthorized people ICT Department- this shall be used to describe the department within the corporate which deals with handling of data and managing MIS. Hacker- this is a person who knowinglyRead MoreA Study of How to Promote the Use of Mobile Payment4519 Words   |  19 Pages209KM Research Methods Project Proposal A study of how to promote the use of mobile payment This example is for discussion, not used as a model of good report Table of Contents 1 Title 1 2 Aim 1 3 Objectives 1 4 Background 2 5 Critical review of relevant literature 3 5.1. Basic Mobile Payment Types 3 5.1.1. Mobile Fees Account Payment 3 5.1.2. Bank Card Mobile Payment 3 5.1.3. Token based Mobile Payment 4 5.2. Mobile payment choice 5 5.3. Factors that influenceRead MoreThe Pros and Cons of Cloud Computing3785 Words   |  16 Pages(IS) to the client by slipping into the role of a CIO on the receiving side and a sales person on the giving side respectively. â€Å"Cloud† is more a term than a definition, much like â€Å"web 2.0†, which describes a conglomerate of modern, dynamic and social web services. CC refers to a concept where the user gets computing and storage capacity without owning it, everything happens beyond his senses, in the â€Å"cloud†. The concept dates back to the 60s where the ideas of global computing networks shed the

Police fragmentation free essay sample

The Nature of Policing in the United States will constantly change based on certain events that happen. The government will always look for ways to adjust, trying to make policing more efficient, fair, and effective. Unlike policing in other countries, the structure of policing in the United States is extremely fragmented. According to the Bureau of Justice Statistics, there are currently 21 ,OOO federal, state, and local law enforcement agencies in the United States. In different levels of the government, here are thousands of different agencies that are responsible for specific tasks. Due to a high amount of different law enforcement agencies, it will always raise a concern on what works and what does not work. In recent years, the structure of American policing has dramatically changed. In todays society crimes such as drugs, murders, rapes and cyber crimes are at an all time high and much care and respect has to be given to the chain of command. From 1980 to now law enforcement agencies have had to reform and reconstruct how day to day business is conducted. There must be clear and concise lines drawn as to who is in the chain of command so that proper actions can be taken when needed. Heightened awareness of new era crimes has drastically evolved in the last thirty years, factors such as gang activity, increased drug use and internet crimes have changed law enforcement as a whole leading to policy and procedure changes. In the 1980s and the early 1990s gang and drug activity became an epidemic and law enforcement agencies were forced to crimes. Although gangs already existed, they seemed to have become more widespread throughout the nation and they were even emerging in small ommunities. During this era the drug trafficking played a major role in the increased gang activity in already existing larger gangs it also played a role in the creation of many smaller gangs, and no drug has had as much of an impact. Other horrific events have shaped the way law enforcement is now structured, for example, the terrorist attack on 9/1 1 has had a major impact on policing. Immediately, the department of Homeland Security was created initially to protect American citizens from the possibility of terrorist attacks and ways to counter react to them during the ear of 2002. Law enforcement agencies at different levels of government have different responsibilities and tasks that they must accomplish. The local police are the most visible to the public and they include municipal police departments, county police departments, and county sheriffs. These departments have the broadest functions, enforcing criminal laws, maintaining order, and reducing conflict. According to the Bureau of Justice Statistics, there were approximately 14,000 municipal police forces in the United States. Based on the local level, there is also law nforcement at the county level. These agencies are titles sheriffs office, and these departments serve all three branches of law enforcement. They are responsible for providing bail, serving summonses, and other civil law matters. Like the local law enforcement agency, state law enforcement agencies are also divided into two categories. Almost half of the state law enforcement agency is mostly responsible for traffic enforcement on the state highways. The remainder generally has other law enforcement responsibilities. State level police agencies include U. S. ttorneys which erve as the nations principal litigators under the direction of the attorney general. Most states also include other law enforcing organizations with limited powers, such as harbor police, airport police, school district police, etc. In general, state agencies are responsible for providing police services in unincorporated areas and small towns. Over the years, federal law enforcement has expanded with the idea that many crimes span state border s. The government no longer thinks of crimes as being committed at a single location within a single state. There are about 70 law nforcement agencies at the federal level. At the federal level, the responsibilities are more specific and defined by federal law. They are authorized, typically by Congress, to enforce specific laws or attend specific situations. After 9/1 1, many FBI agents were switched from their traditional law enforcement activities to anti-terrorist initiatives. They possess authority that is given to them under limited parts of the United States Code. In November 2002, Congress enacted legislation to create a new Department of Homeland Security. Other agencies include the Department of Treasury, Department of Justice, Department of Transportation, etc. In general, they all these agencies were created in order to centralize the administration and coordination of many existing agencies. Reluctance of Congress to empower any one agency with too much federal law enforcement authority prevents a national police. The United States system of policing is very unique compared to other countries. Many people believe that the American system of policing is extremely fragmented and loosely coordinated, which leads it to being ineffective and agencies in the same geographic area. This may lead to lack of information sharing among different agencies and agencies may compete rather than cooperate among one another. Second, fragmentation of responsibility can also lead to crime displacement. Third, a serious problem of duplication of services arises. Patrick Murphy, former police commissioner in several American cities, also suggested that many small communities are policed by a small amount of untrained individuals. Murphy argues that the small police agencies should be eliminated and that larger police organizations should be consolidated. The fragmented nature of the American law enforcement agency causes poor communication, lack of cooperation between police agencies and poor coordination. This may even lead to victims and offenders to get away with the crime they committed. On the other hand, many people may argue that the highly fragmented state of policing may not be such a bad idea. Small police departments can also be very efficient, for example, it puts more officers on the street to perform usual police services. With many more smaller police agencies, they are able to deliver more personalized services, be more flexible, ustomize strategies and have local control. Separate law enforcement agencies with specific tasks, for example, counter-terrorist agencies will be able to focus on specific terrorist issues which make them more reliable. The fragmentation of police was created in order to centralize the administration and coordination of many existing agencies. Reluctance of Congress to empower any one agency with too much power prevents a national police. This allows officers to be more specialized in their specific tasks. As a result, there are two major remedies for fragmentation. Consolidation is an alternative to fragmentation in a sense of consolidating small agencies into larger ones. This can improve communication and cooperation between police agencies. Another alternative to police fragmentation is contracting. This will allow small agencies to contract with larger agencies for specific services, for example, the Jail system. With contracting small agencies with larger agencies, the coordination between the two forces can improve the way we deal with specific issues. In retrospect, the structure of United States policing has constantly changed over the years. Each major crime has caused the structure of our policing system to change and adapt to the problems that are being faced by the United States. It is critical that law enforcement continually work on effective strategies, strengthen capabilities, and maintain collaborative workable relationships within the communities they serve. Although, these law enforcement agencies may have different missions and operations they all attempt to coordinate law enforcement operations as closely as the law permits. Canterbury, Chuck. The Future of Law Enforcement in the United States of America.

Leading Lovers Dreamers Into Musical Delight by The Tallest Man On Earth free essay sample

AUSTIN, Texas After a lovely afternoon perusing the vibrant clothing racks of Buffalo Exchange and eating a scrumptious mushroom quiche from Mother’s Cafe Garden, a vegetarian restaurant, my friend Grace and I took our vegan Chocolate Mocha Torte and blueberry pie to go, making our way to Antone’s Nightclub on 6th Street in Austin, Texas. When we arrived to the venue, a decent sized line snaked around the side of the building with folks shouting questions from their cars about who it was we were all waiting to see. Various college-aged looking kids with hipster glasses and granola thermals yelled back, â€Å"THE TALLEST MAN ON EARTH!† We were all visibly stoked to see the little known folk hero. Bon Iver drummer Sean Carey opened the evening with his own band, S. Carey. Their gentle, Local Natives-esque harmonies felt somewhat out of place among the talkative Antone’s crowd, yet Carey’s own sweet falsetto floated over the clashing, melodic instrumentals. We will write a custom essay sample on Leading Lovers Dreamers Into Musical Delight: by The Tallest Man On Earth or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page His band-mates were all excellent musicians, especially the bassist who pounded his bass with a passion. When he closed his eyes you could feel every note created from his fingers. However, the set as a whole was dull and I found myself glad that it was so brief. Every song sounded like it was cut from the same pattern: a slow build, expansive, wispy singing, and then a breakdown to end it all. The only interesting part of their short set was when the bassist and Carey went cuckoo for long seconds (minutes?), ripping at the strings and banging on the low tom, both sticks slamming on the drum skin. I have heard that their album All We Go is an impressive showcase of cinematic ambiance, and even if I didn’t love them live in a nightclub, I am not against the idea of giving S. Carey another listen on a listless, placid day. After S. Carey stripped down, an older man with an enormous belly walked on stage. To my surprise and confusion, the man pushed up his glasses and began to read an original poem about dew and a praying mantis. It was incredibly bizarre, and I was relieved when the moment was over and he left the club. It was uncomfortable seeing a possibly unstable man recite poetry to a buzzy crowd, but what can one say? It’s Austin and they keep it weird. Finally, after my feet began to ache in my boots, a small man leapt up onto the stage like a little, nimble, Swedish elf. Kristian Matsson, handsome in a James Dean fashion, simply walked across the stage making the crowd go wild and he bashfully grinned at the whistles and hollers. While tuning one of his four guitars, he moved from left to right looking out into the sold out mass, gazing into bright eyes with a perplexed, open-mouthed stare. He muttered self deprecating jokes into the microphone eliciting chuckles before suddenly transforming into his hyperbolic moniker: The Tallest Man on Earth. His songs speak of murder, dreamers, nature and love with a voice that elicits endless comparisons to Bob Dylan. He is a poet and vandal. The Tallest Man on Earth’s presence takes up the entire stage with his incredible finger-picking guitar work anchoring the attention of anyone within hearing distance. On that Saturday night, Matsson was in top form. He blazed through well loved tunes, and slipped easily into newer material that almost every fan could already mouth the words to. There were sing-a-long gems such as â€Å"I Won’t Be Found†, â€Å"King of Spain†, and â€Å"The Gardner†Ã¢â‚¬â€œwhich upon closer reading reveals a dark message, and soul-quenching ballads such as â€Å"You’re Going Back† where a single profanity cut through the air with a strangled pain.He performed â€Å"Where Do My Bluebirds Fly?† the best that I’ve ever heard it, but the darn sweetest moment was when Matsson’s fiancee, Amanda Bergman (aka Jaw Lesson), accompanied him on stage for a duet of â€Å"Thrown Right at Me† where, for the duration of the song, Matsson’s attention was completely focused on his woman. The night came to a close after a double song encore with a feeling of communal adoration all around. It was sad to see The Tallest Man On Earth walk off the stage knowing he’d have to go around the world before he could come back to Austin, Texas for another show. But I’ll be waiting.

Essay on 1What Is Literature

Essay on 1What Is Literature Essay on 1What Is Literature FIRST YEAR NOVEL COURSE LECTURE 1 Definition of literature and characteristics of a literary work WHAT IS LITERATURE? ï‚ž Literature can be generally defined as any written work that is produced for an artistic purpose, rather than merely to communicate information . A literary work, therefore, often has certain characteristics that distinguish it from other forms of writing. These characteristics will be outlined in the following slides. 1. LITERATURE IS FICTIONAL ï‚ž Most works of literature are fictional: they tell about imaginary or unreal people, places and events. In fantasy fiction, for example, human beings fly, perform magic remain young, travel through time, and live happily ever after. ï‚ž Even historical literature, which is based on actual events, is fictional. It includes characters, 2. LITERATURE IS AESTHETIC ï‚ž Literature is aesthetic as it gives a sense of pleasure to the reader. ï‚ž This pleasure rests in the way authors use literary conventions, such as metaphor, symbolism, irony , suspense, and poetic language to enhance and communicate ideas. 3. THE LANGUAGE OF LITERATURE ï‚ž The medium of literature, whether oral or written, is language. ï‚ž Authors of literature use language in special ways. One of those ways is an emphasis on connotative rather than denotative meanings of words. ï‚ž For example, scientists use THE LANGUAGE OF LITERATURE-CONTINUED ï‚ž In contrast, writers of literature use language connotatively: they emphasize the emotional

How Solar Flares Work and the Risks They Pose

How Solar Flares Work and the Risks They Pose A sudden flash of brightness on the Suns surface is called a solar flare. If the effect is seen on a star besides the Sun, the phenomenon is called a stellar flare. A stellar or solar flare releases a vast amount of energy, typically on the order of  1 Ãâ€" 1025  joules, over a broad spectrum of wavelengths and particles. This amount of energy is comparable to the explosion of 1 billion megatons of TNT or ten million volcanic eruptions. In addition to light, a solar flare may eject atoms, electrons, and ions into space in what is called a coronal mass ejection. When particles are released by the Sun, they are able to reach Earth within a day or two. Fortunately, the mass may be ejected outward in any direction, so the Earth isnt always affected. Unfortunately, scientists arent able to forecast flares, only give a warning when one has occurred. The most powerful solar flare was the first one that was observed. The event occurred on September 1, 1859, and is called the Solar Storm of 1859 or the Carrington Event. It was reported independently by astronomer Richard Carrington and Richard Hodgson. This flare was visible to the naked eye, set telegraph systems aflame, and produced auroras all the way down to Hawaii and Cuba. While scientists at the time didnt have the ability to measure the strength of the solar flare, modern scientists were able to reconstruct the event based on nitrate and the isotope beryllium-10 produced from the radiation. Essentially, evidence of the flare was preserved in ice in Greenland. How  a Solar Flare Works Like planets, stars consists of multiple layers. In the case of a solar flare, all layers of the Suns atmosphere are affected. In other words, energy is released from the photosphere, chromosphere, and corona. Flares tend to occur near sunspots, which are regions of intense magnetic fields. These fields link the atmosphere of the Sun to its interior. Flares are believed to result from a process called magnetic reconnection, when loops of magnetic force break apart, rejoin  and release energy. When magnetic energy is suddenly released by the corona (suddenly meaning over a matter of minutes), light and particles are accelerated into space. The source of the released matter appears to be material from the unconnected helical magnetic field, however, scientists havent completely worked out how flares work and why there are sometimes more released particles than the amount within a coronal loop. Plasma in the affected area reaches temperatures in the order of tens of million Kelvin, wh ich is nearly as hot as the Suns core. The electrons, protons, and ions are accelerated by the intense energy to nearly the speed of light. Electromagnetic radiation covers the entire spectrum, from gamma rays to radio waves. The energy released in the visible part of the spectrum makes some solar flares observable to the naked eye, but most of the energy is outside the visible range, so flares are observed using scientific instrumentation. Whether or not a solar flare is accompanied by a coronal mass ejection is not readily predictable. Solar flares may also release a flare spray, which involves an ejection of material that is faster than a solar prominence. Particles released from a flare spray may attain a velocity of 20 to 200 kilometers per second (kps). To put this into perspective, the speed of light is 299.7 kps! How Often Do Solar Flares Occur? Smaller solar flares occur more often than large ones. The frequency of any flare occurring depends on the activity of the Sun. Following the 11-year solar cycle, there may be several flares per day during an active part of the cycle, compared with fewer than one per week during a quiet phase. During peak activity, there may be 20 flares a day and over 100 per week. How Solar Flares Are Classified An earlier method of solar flare classification was based on the intensity of  the  HÃŽ ±Ã‚  line of the solar spectrum. The modern classification system categorizes flares according to their peak flux of 100 to 800 picometer X-rays, as observed by the GOES spacecraft that orbit the Earth. Classification Peak Flux (Watts per square meter) A 10−7 B 10−7 – 10−6 C 10−6 – 10−5 M 10−5 – 10−4 X 10−4 Each category is further ranked on a linear scale, such that an X2 flare is twice as potent as an X1 flare. Ordinary Risks From Solar Flares Solar flares produce what is called solar weather on Earth. The solar wind impacts the magnetosphere of the Earth, producing aurora borealis and australis, and presenting a radiation risk to satellites, spacecraft, and astronauts. Most of the risk is to objects in low Earth orbit, but coronal mass ejections from solar flares can knock out power systems on Earth and completely disable satellites. If satellites did come down,  cell phones and GPS systems would be without service. The ultraviolet light and x-rays released by a flare disrupt long-range radio and likely increase the risk of sunburn and cancer. Could a Solar Flare Destroy the Earth? In a word: yes. While the planet itself would survive an encounter with a superflare, the atmosphere could be bombarded with radiation and all life could be obliterated. Scientists have observed the release of superflares from other stars up to 10,000 times more powerful than a typical solar flare. While most of these flares occur in stars that have more powerful magnetic fields than our Sun, about 10% of the time the star is comparable to or weaker than the Sun. From studying tree rings, researchers believe Earth has experienced two small superflares- one in 773 C.E. and another in 993 C.E. Its possible we can expect a superflare about once a millennium. The chance of an extinction level superflare is unknown. Even normal flares can have devastating consequences. NASA revealed Earth narrowly missed a catastrophic solar flare on July 23, 2012. If the flare had occurred just a week earlier, when it was pointed directly at us, society would have been knocked back to the Dark Ages. The intense radiation would have disabled electrical grids, communication, and GPS on a global scale. How likely is such an event in the future? Physicist Pete Rile calculates the odds of a disruptive solar flare is 12% per 10 years. How to Predict Solar Flares At present, scientists cannot predict a solar flare with any degree of accuracy. However, high sunspot activity is associated with an increased chance of flare production. Observation of sunspots, particularly the type called delta spots, is used to calculate the probability of a flare occurring and how strong it will be. If a strong flare (M or X class) is predicted, the US National Oceanic and Atmospheric Administration (NOAA) issues a forecast/warning. Usually, the warning allows for 1-2 days of preparation. If a solar flare and coronal mass ejection occur, the severity of the flares impact on Earth depends on the type of particles released and how directly the flare faces the Earth. Sources Big Sunspot 1520 Releases X1.4 Class Flare With Earth-Directed CME. NASA. July 12, 2012.Description of a Singular Appearance seen in the Sun on September 1, 1859, Monthly Notices of the Royal Astronomical Society, v20, pp13, 1859.Karoff, Christoffer. Observational evidence for enhanced magnetic activity of superflare stars. Nature Communications volume 7, Mads Faurschou Knudsen, Peter De Cat, et al., Article number: 11058, March 24, 2016.

Reaction essay Assignment Example | Topics and Well Written Essays - 250 words

Reaction essay - Assignment Example The Holocaust Memorial is therefore symbolic of the murdered Jews that is why it was aptly named â€Å"Memorial for the Murdered Jews of Europe† (Michael Blackwood Productions, Inc., n.d., par. 2). I think that the ‘ort’ was a good idea to provide visitors and guests with the crucial information relating to the museum. This is necessary especially for people in future generations who could not have been appropriately informed of the historical events that transpired during this time. I still believe that the title is the most appropriate one given that even those who died of old age or disease in concentration camps also fall within this category; since they would not have been forced to be in these camps in the first place if the intention were not to murder them. Their dying of old age or of disease were just a matter of consequence. affirmation that people of the United States detest what had happened during the holocaust. Likewise, there is a need to commemorate the Jews who died and might have relatives who died during this time to manifest unity in remembering them. No national monument for the victims of slavery and genocide were erected in this country because it would not befit to show to the world that these discriminatory events and violations of human rights were actually perpetuated by people from this country. From the documentary video of Emmaly Reed, the viewers are given the prerogative to either believe what she is narrating or to dismiss this as virtually unsubstantiated (Cantrell, n.d. ). One could believe her given that there were other victims who relayed similar incidences and stories of harm that were apparently inflicted. On the contrary, given that she must have been two or three years old at that time, the events could not have been possibly remembered. Likewise, with the narration that she could have been subjected to various torture (hammering of nail on her skull or hanging and poisoning), given

Narration Essay Example | Topics and Well Written Essays - 750 words

Narration - Essay Example Try though it might, the flower could not determine from any of the sunbeams arriving outside its door when this ‘summer’ should arrive. In the way that nature speaks to itself, the sunlight sang a welcome to the flower until it opened itself up completely, revealing the special green stripes on white petals that made it unique, but not too proud. The sunbeam celebrated the arrival of the flower because it was the first and therefore symbolized the earliest beginning of summer, but quickly told the flower about the dreams of the summer and the many companion flowers it would have then. This enthusiastic welcome and sense of singularity gave the flower a psychological boost that gave it the fortitude to continue standing when the sunlight disappeared behind a cloud and the wind and weather returned. As had the sunlight, the words of the children again provided the flower with a psychological boost. This boost was so touching that the pain of being broken at the stem did not register in its awareness. Any residual pain it might have felt was erased by the warm hands and the pressing of soft lips against its petals. There was a young girl of indeterminate age living in the house who decided upon a specific boy to be her summer romance. However, this boy was engaged in his studies far away. To convey to him her feelings, the girl wrapped the flower up in some pieces of wood fiber on which were written several verses presumably of romantic sentiment. The flower experienced the darkness as if it was again within the seed. This was not an agreeable experience for the flower as it traversed through the postal system, but the journey was not long and soon, the letter in which the flower was enclosed was opened by the boy. The next time the flower saw the light of day, the boy was no longer happy but was angry. He grabbed up the verses that had enclosed the flower and burned them. The flower could not understand why it

Ts Eliots Key to The Wasteland Essay Example for Free

Ts Eliots Key to The Wasteland Essay There is no question that fragmentation is an important motif throughout The Wasteland. The entire poem is an odorous potpourri of dialogue, images, scholarly ideas, foreign words, formal styles, and tones. The reader’s journey through this proverbial wasteland is a trying one, to say the least. Unless one is endowed with a depthless wealth of literary knowledge, Eliot’s cornucopia of allusions and overzealous use of juxtaposition may leave them in a state of utter confusion. Luckily, there is hope for the wearied reader. At the close of his poem, Eliot presents his readers with a small offering: â€Å"These fragments I have shored against my ruins†. This line, presented in the midst of seemingly nonsensical fragments, serves as a clue to Eliot’s intentions. Indeed, it is my belief that this line is the ultimate declaration of Eliot’s poetic project. Before I begin treating the aforementioned words as the magical key to unlocking The Wasteland, I believe it important to understand what they actually mean. What is speaker really saying in this infamous passage? There are two important dimensions to the line, one slightly more obvious than the other. Firstly, the speaker has something to proffer—fragments. So then, why are fragments—these illusive, nonsensical pieces of nothingness— something worthy of being shored? Secondly, the speaker is implying that, even in the face of madness or ruin, it is still possible to create art. Despite ruin, the speaker has a gift for the reader—fragments. So then, this leaves the reader with a burning question—why on earth are fragments something to be gifted? How can a fragment be seen as something of value, and what message was Eliot trying to convey to the reader through his use of these fragments? Firstly, Eliot used fragmentation in his poetry to demonstrate the chaotic, ruinous state of modern existence and to juxtapose a myriad of literary texts against one another. In Eliot’s view, the collective psyche of humanity had been completely shattered by the devastations of World War I and the decay of the British Empire. By collaging bits and pieces of dialogue together within one sprawling poetic work, Eliot was able to paint a vivid picture of the brokenness of humanity and the modern world. By barraging us with an onslaught of sensory perceptions, Eliot throws the reader into a state of confusion. Indeed, the first stanza of The Wasteland illustrates the point quite nicely: April is the cruellest month, breeding. Within the first seven lines of the poem, the reader is presented with a traditional, conventional poem that adheres to a set rhyme and meter. However, this feeling of normalcy doesn’t last long. Suddenly and without warning, the foreign, German words â€Å"Starnbergersee† and â€Å"Hofgarten† appear, robbing the reader of a sense of familiarity. Then, Eliot throws everything completely off-course in line twelve with the German phrase â€Å"Bin gar keine Russin, stamm aus Litauen, echt deutsch. † However, just as quickly as the poem dissolves into complete foreignness, it lurches back into the realm of convention. The above lines revert to a previous pattern with the use of â€Å"And I †, â€Å"And down †, â€Å"And when. † This return to convention seemingly restores a sense of order. There is a definite ebb and flow in The Wasteland—Eliot juxtaposes conventional poetic form with unconventional poetic form Likewise, he uses utilizes both the German and the English language. After the first few stanzas of the poem, readers are bound to feel jolted and somewhat overwhelmed by Eliot’s avant-garde poetic approach. Indeed, while reading The Wasteland, I myself am oftentimes overcome with the burning desire to scream heavenwards, â€Å"What on earth is going on here? † When I’m not grappling with incomprehensible German words, my mind is being twisted with oxymoronic, juxtaposed imagery. Fertility is tangling with death, tulips spring from dead earth, and winter is presented as a source of warmth—none of these images make any sense at all! To further the confusion, there seems to be a considerable lack of clarity throughout these opening lines. Despite my careful analysis, I am unable to draw a clear conclusion as to who is speaking and how many speakers are present! Not even twenty lines into the poem, and my psyche feels considerably damaged. However, I believe this—this damaged, broken feeling— is exactly what Eliot intended his readers to feel. Eliot takes his readers on a journey through the decay of the twentieth century. However, he doesn’t just tell them about it—he recreates the sensation within their minds. The meaning of the poem is not found in the words themselves—the meaning is found in the lack of apparent meaning. One of the aims of this poem is to make the reader feel confusion, feel conflict, and feel brokenness and cynicism. Instead of focusing on what the fragmentation means, it is beneficial to simply focus on the idea of fragmentation itself. The fragments and the chaos are a demonstration of brokenness. Another application of fragmentation in The Wasteland is to teach readers the importance of literary history. Eliot held a great respect and reverence for myth and the Western literary canon. Indeed, his work is packed to the brim with quotations and scholarly exegeses. Nearly every single line in The Wasteland echoes another academic work that is considered a canonical literary text. To illustrate just how dense The Wasteland can be, let us examine lines ninety-eight and ninety-nine from â€Å"A Game of Chess†: As though a window gave upon the sylvan scene 98 The change of Philomel, by the barbarous king 99 Just within these two lines, Eliot has referenced two important literary works. The words â€Å"sylvan scene† refer to Milton’s Paradise Lost, while the following line references Metamorphoses by Ovid. As you can see, you cannot throw a stone within The Wasteland without hitting an allusion. Even though Eliot makes his poem almost impossible to digest, he does throw his readers a bone by providing them with long, explanatory footnotes. These footnotes were written as an attempt to explain his references and to encourage readers to educate themselves by delving deeper into his sources. Because these echoes and references are presented to the reader as fragments, the text is almost completely inaccessible upon first read. Eliot very craftily provides readers with parts, rather than whole texts from the canon, forcing them to become active participants in the poem. If one is to truly understand what Eliot is saying, they must look to the canon! Another interesting technique employed by Eliot is his use of juxtaposition. Eliot takes fragments of literary and mythic traditions and mashes them up with scenes and sounds from modern life. As an example, let us examine the closing lines of the poem: London Bridge is falling down falling down falling down 426 Poi sascose nel foco che gli affina 427. Eliot goes from referencing a popular children’s song in line 426—â€Å"London Bridge Is Falling Down†Ã¢â‚¬â€to directly quoting The Divine Comedy in line 427. Line 428 mashes words from the ancient poem Pervigilium Veneris with the lines from nineteenth century Tennyson! So then, what is the point of this juxtaposition? It is my belief that Eliot was attempting to integrate the canon into contemporary poetry. He very careful inserted the most essential bits of the past into his modernist poem in an attempt at enlightening readers. The end result is a poetic collage thatserves as both a reinterpretation of canonical texts and a historical context for his examination of society and humanity. William Carlos Williams referred to The Wasteland as â€Å"the great catastrophe†. While I find it grim and depressing, I do not believe that it is entirely devoid of hope. In fact, I read the line â€Å"These fragments I have shored against my ruins† as a consolation of sorts.

The Importance of Physical Fitness Essay -- Exploratory Essays Researc

The Importance of Physical Fitness Are you sick of gasping for air just after a quick trip up the stairs or feeling overly fatigued after a ten minute game of catch with your son? Maybe it is time you get busy and get in shape. What does it really mean to be physically fit? This is a question many of us ask ourselves when we set out to look better and feel better about ourselves. I personally don't know one person in this world that longs to be fat and out of shape. When you finally get off the couch, put the snacks back in the cupboard and decide it is time for you to get in shape, you usually head toward the gym first. Eating right and exercising are the two things that usually come to mind first in order to "get fit." There are however more than just a couple of things one must do to get in shape. Physical fitness is to the human body what fine-tuning is to an engine. It enables us to perform at our highest levels. Fitness can be described as a condition that helps us look, feel and do our best. More specifically, it is: "The ability to perform daily tasks vigorously and alertly, with energy left over for enjoying leisure-time activities and meeting emergency demands, and is a major basis for good health and well-being." ("Fitness...") Physical fitness involves the performance of the heart and lungs, and muscles of the body. And, since what we do with our bodies also affects what we can do with our minds, fitness somewhat influences qualities, such as mental alertness and emotional stability. ("Fitness...") As you undertake your fitness program, it's important to remember that fitness is an individual quality that varies from person to person. It is influenced by age, sex, heredity, personal habits, exercise and ... ...sition has never been a great measurement of sports performance. Lean muscle mass seems to be related to the performance in sports where the ability to generate maximal force is required. Good body compostion is essential for health. In order to achieve good body composition one must eat right and exercise to the best of their ability. (Quinn) Hopefully after learning a little bit more about physical fitness and what it takes to accomplish it, you can go play with you son or daughter and maybe have a little fun while doing it. Without all that wheezing to make it up the stairs you can get more done during your day and still have energy left over for yourself. I hope this information can help you get a jump start on your new exercise program. Don't forget to use all five of the components. These will help you with every aspect of your program to become more fit. The Importance of Physical Fitness Essay -- Exploratory Essays Researc The Importance of Physical Fitness Are you sick of gasping for air just after a quick trip up the stairs or feeling overly fatigued after a ten minute game of catch with your son? Maybe it is time you get busy and get in shape. What does it really mean to be physically fit? This is a question many of us ask ourselves when we set out to look better and feel better about ourselves. I personally don't know one person in this world that longs to be fat and out of shape. When you finally get off the couch, put the snacks back in the cupboard and decide it is time for you to get in shape, you usually head toward the gym first. Eating right and exercising are the two things that usually come to mind first in order to "get fit." There are however more than just a couple of things one must do to get in shape. Physical fitness is to the human body what fine-tuning is to an engine. It enables us to perform at our highest levels. Fitness can be described as a condition that helps us look, feel and do our best. More specifically, it is: "The ability to perform daily tasks vigorously and alertly, with energy left over for enjoying leisure-time activities and meeting emergency demands, and is a major basis for good health and well-being." ("Fitness...") Physical fitness involves the performance of the heart and lungs, and muscles of the body. And, since what we do with our bodies also affects what we can do with our minds, fitness somewhat influences qualities, such as mental alertness and emotional stability. ("Fitness...") As you undertake your fitness program, it's important to remember that fitness is an individual quality that varies from person to person. It is influenced by age, sex, heredity, personal habits, exercise and ... ...sition has never been a great measurement of sports performance. Lean muscle mass seems to be related to the performance in sports where the ability to generate maximal force is required. Good body compostion is essential for health. In order to achieve good body composition one must eat right and exercise to the best of their ability. (Quinn) Hopefully after learning a little bit more about physical fitness and what it takes to accomplish it, you can go play with you son or daughter and maybe have a little fun while doing it. Without all that wheezing to make it up the stairs you can get more done during your day and still have energy left over for yourself. I hope this information can help you get a jump start on your new exercise program. Don't forget to use all five of the components. These will help you with every aspect of your program to become more fit.

The two heroes of industrialization

The Two Heroes of Industrialization During the late 1800s, many people began to start their own companies. Two of the most famous entrepreneurs, Andrew Carnegie and John D. Rockefeller, were the most renown of these people. Their success is seen through all the things that are named after them – the Carnegie Library, Carnegie Hall, Carnegie Mellon University, Rockefeller Foundation, Rockefeller Center, and many more. Though they may seem very much alike, these two businessmen share differences as well.Despite the fact that Andrew Carnegie and John D. Rockefeller gained their position in two diverse ways, they both had illustrious companies with discontented workers. These industrialists certainly got to where they were in two very different ways. Carnegie is famous for going from â€Å"rags to riches. † He defines the American Dream. Starting out as an immigrant, he worked for the Pennsylvania Railroad Company. He was then promoted, and was able to buy stock. From the i nvestment money, he started his own company – Carnegie Steel Company.From there, he went on to be a ealthy entrepreneur and philanthropist. Rockefeller, on the other hand, achieved his position In a more realistic way. Together with other people, he formed illegal trusts. Luckily, it proved to be a success. His wealth came from his famous company, Standard 011 Company. After the founding of his company, he sold oil for low prices In order to drive out his competitors, then once he had a monopoly, he would raise the price again. Rockefeller proves to be model for economic success. Since these Industrialists had large companies, they needed workers to run them.Carnegie and Rockefeller did not pay them much, or else It wouldnt be profitable. The workers had six to seven day work weeks, no holidays or vacations, and had to come to work on sick days. The Injuries were common, for many of the workers were Inexperienced. The laborers at this point were unsatisfied, and had to stand up for themselves. They formed labor unions In order to fight the companies. A few people died because of the attack between the workers and companies. Carnegie and Rockefeller both went through laborers' complaints, dissatisfaction, and aggression.These two businessmen reached their economic success In unlike ways, yet both had eminent companies and displeased workers. Without their efforts, the world wouldn't be where It Is right now. Thanks to them and their contributions, many companies, colleges, and organizations have been established. Rockefeller, on the other hand, achieved his position in a more realistic way. success. His wealth came from his famous company, Standard Oil Company. After the founding of his company, he sold oil for low prices in order to drive out hisSince these industrialists had large companies, they needed workers to run them. Carnegie and Rockefeller did not pay them much, or else it wouldn't be profitable. come to work on sick days. The injuries were co mmon, for many of the workers were inexperienced. The laborers at this point were unsatisfied, and had to stand up for themselves. They formed labor unions in order to fght the companies. A few people These two businessmen reached their economic success in unlike ways, yet both wouldn't be where it is right now. Thanks to them and their contributions, many

Explore the ways in which Frayn presents the character of Keith in Spies Essay

Frayn presents the character of Keith in Spies through the protagonist Stephen’s recollection of their childhood adventures as best friends. Keith is shown as aware and confident in his knowledge and status, with an imagination so seemingly limitless to the point of violence. Despite this, Frayn evokes sympathy from the reader by portraying Keith for what he truly is: a young boy who uses the spying game as a means of escape from what appears a normal, but harsh upbringing. Frayn presents Keith in relation to Stephen, within the context of their friendship. Through their contrasting characteristics and family backgrounds their personalities are created. Frayn’s use of Stephen as a subservient yet contented friend highlights Keith’s dominance: â€Å"He [Keith] was the leader, and I was the led.. He was the officer corps†¦ I was the Other Ranks, and grateful to be so.† Frayn’s use of repeated sentence structure emphasises the divide in status of the two. The relationship is presented as balanced by both Stephen and Keith’s contentedness of the power imbalance. Stephen is ‘grateful’ to follow Keith, who enjoys being leader. Keith’s dominance and power over Stephen is made evident, especially as Frayn presents Keith, in Stephen’s eyes, as somewhat of a god: â€Å"One single heroic deed, to lay at Keith’s feet in the morning.† This image that is portrayed is that of a sacrifice, an offering to compensate for what Stephen feels are his inadequacies, and his betrayal of Keith’s trust. Frayn also makes it evident that Keith’s assumed superiority above other children comes from his awareness of his status in society. Again Frayn uses Stephen’s memory as a framework to subtly inform the reader of Keith’s social status. In Stephen’s memory they are ‘socially colour-coded-’ Keith’s ‘yellow and black’ uniform immediately identifies him as coming from the ‘right’ school. Keith does not talk to other children in the Close, only to Stephen, whom he can easily manipulate. Frayn demonstrates Keith’s insensitivity as he patronises Stephen with â€Å"Go home if you’re bored, old bean,† a term Keith’s father uses on him to signal a punishment. Frayn clearly uses this phrase to demonstrate Keith echoing his father’s threat  towards him, this time it is directed at Stephen. In this case, however, the punishment Keith intends for Stephen is not a caning, but the humiliati on of appearing like a child in their pretend adult spying game. Through Keith, Frayn demonstrates the power of a child’s imagination. From the outset he introduces Keith as an imaginative boy who leads fantastic ‘expeditions’ like investigating murderer-neighbours. This idea is further developed by Frayn with, â€Å"My mother†¦ is a German spy.† This shows Keith’s awareness of his mother’s unusual and deceptive behaviour, with the war as a backdrop adding realism to his game. Frayn shows Keith’s imagination as an escape from his ‘perfectly ordered bedroom’- a reflection of his father’s strict control of the house. Frayn employs the use of Keith’s father’s character to create fearsomeness within Keith’s character himself. The reader empathises with Stephen’s feeling of terror at Keith, as Frayn creates apprehension at Keith’s arrival into the boys’ den and the iconic ‘bayonet’ is taken out. In contrast with Barbara Berrill’s perception of it as simply and more importantly, realistically, a ‘carving knife’- in Keith’s hands tension is immediately created: portrayed as an echo of Mr Hayward through learned behaviour, Keith is capable of inflicting physical pain and violence, and does so. He makes a dismissive comment to Stephen, â€Å"If you think that hurt, you don’t know what hurting is.† One the one hand this could be interpreted as Keith’s typical undermining of Stephen’s feelings, challenging him to act like the brave, invincible adult Keith perceives himself to be. On the other hand , it could be read as a cry for help, suggesting that for Keith, physical pain from his father is more bearable than being restricted of his freedom to be what he truly is: a child. In Keith Frayn shows a lost childhood, exploring within it the idea of secrets of what seem ‘normal’ and flawless in the surface, presenting imagination as a way to violence, and alternatively, a means of escapism from a harsh world.

Amelia Earhart Family Tree

Amelia Earhart Family Tree Back to Generations 1-3 Fourth Generation (Great-Grandparents of Amelia Earhart): 8. David EARHART was born in Dec 1789 in York, Pennsylvania. He died on 3 Jun 1848 in Leechburg, Armstrong County, PA and is buried in Oakdale Cemetery, Davenport, Iowa. David EARHART and Catherine ALTMANN were married on 3 Sep 1814 in Blacklick Township, Indiana County, Pennsylvania. 9. Catherine ALTMANN was born on 12 Jun 1789 in Pennsylvania. She died on 15 Mar 1870 in Davenport, Iowa. David EARHART and Catherine ALTMANN had the following children: i. Phillip EARHART was born on 28 Mar 1815 in Indiana County, Pennsylvania. He died on 24 Dec 1904.ii. John EARHART was born on 12 Sep 1816 in Indiana County.4 iii. Rev. David EARHARTiv. Henry EARHART was born on 3 May 1819 in Pennsylvania. He died on 9 Sep 1906.v. Lucy EARHART was born on 7 Feb 1821 in Indiana County. She died on 1 Jun 1907 in Atchison, Atchison County, Kansas.vi. Daniel EARHART was born on 14 Oct 1822 in Indiana County. He died on 13 Jul 1916 in Clinton, Ohio.vii. William EARHART was born on 3 Apr 1824 in Indiana County. He died on 10 Apr 1866.viii. Samuel EARHART was born on 7 Oct 1825 in Indiana County. He died on 27 Apr 1851 in Davenport, Iowa.ix. Joseph EARHART was born on 10 Mar 1827 in Indiana County, Pennsylvania.x. Mary EARHART was born on 6 Mar 1830 in Indiana County. She died on 16 Mar 1899.xi. Robert Nixon EARHART was born on 9 Apr 1833 in Indiana County. He died on 29 Jul 1907 in Davenport, Iowa. 10. John PATTON was born btw 22 July 1793 and 21 July 1794 in Indiana County, Pennsylvania.  He died on 21 Jul 1836 in Somerset, Somerset County, Pennsylvania  and is buried in Ankeny Square Burial Ground, Somerset.   11. Harriet WELLS was born between  9 Apr 1800 and 8 Apr 1801 in Somerset, Somerset County, Pennsylvania.  She died on 9 Apr 1890 in Somerset  and is buried in Ankeny Square Burial Ground, Somerset. John PATTON and Harriet WELLS were married and had the following children: 5 i. Mary Wells PATTON 12. Isaac OTIS was born on 26 Sep 1798 in Saratoga Springs, NY. He died of an accidental injury on 12 Mar 1853 near Prairieville, Barry County, Michigan. 13. Caroline Abigail CURTISS was born on 20 Aug 1808.  She died on 12 Mar 1883 in Kalamazoo, MI. Isaac OTIS and Caroline Abigail CURTISS were married in 1826 in Homer, Cortland County, New York and  had the following children: 6 i. Judge Alfred Gideon OTISii. Charles E. OTISiii. George L. OTISiv. Ephraim A. OTISv. Isaac Newton OTISvi. Stephen OTISvii. Mary OTISviii. Louise OTISix. Lilly OTISx. Curtiss OTISxi. Arthur OTIS 14. Gephard HARRES was born on 11 Jun 1801 in Brunswick, Lower Saxony, Germany. He died on 31 May 1863 in Atchison, Atchison County, Kansas  and is buried in 1863 in Laurel Hill Cemetery, Philadelphia, Pennsylvania.   15. Maria GRACE  was born on 2 Aug 1797 in Germantown, Pennsylvania.  She died on 17 Sep 1896 in Atchison, Kansas. Gephard HARRES and Maria GRACE were married on 17 Oct 1824 in Philadelphia and  had the following children: 7 i. Amelia Josephine HARRESii. Elizabeth HARRESiii. George HARRESiv. Eliza HARRESv. John Henry HARRESvi. Charles Gebhard HARRESvii. Mary Ann HARRES was born on 29 May 1830 in Philadelphia, PA.  She died on 30 Apr 1909 in Atchison, Kansas.

Argumentative Essay on Management

Argumentative Essay on Management Argumentative Essay on Management Example Argumentative Essay on Management: In the attempt to better the organizational performance, managers have opted to diversify their scope of managerial systems. Some of the main information systems currently used include the natural system, the open system and the rational systems. The rational system concentrates on the consequences and conditions of the organization’s production and general utilization of information. This managerial approach helps develop a detailed comprehension understanding of the manner in which information regarding accounting reflects and shapes organizational reality through the different methods of its application. The rational system is particularly different from the natural system because it attempts to include the introduction of a given information system both the events before and after capturing the dynamism of the characteristics. Researches done on information systems as used in organizations conclude that rational systems are static. They make an assumption that the all patterns of information applications are a response to the technical or environmental forces operating at that time. A dynamic approach incorporates the evolution of information systems as time goes by. Unlike the open system, the rational systems incorporate both past and present forces which could influence the implementation of a system. The natural approach of managing organization basically takes on board several theories in management. Unlike the other two, this type of approach towards management ensures that the employee values are the key drive in decision making. This concept of management is unique in a number of ways. One of them being that it does not equity human being to machines hence the need for the manager to develop policies that are more accommodative. It also establishes an optimum in the scope of control hence increasing employee motivation. Pay is not the only motivator of the employee hence the diversification of the remuneration package. Natural systems in management are one of the most commonly used forms of managerial and skilled employment approaches under the representative modes. Under this criterion the management’s function is conceptualized from a number of other system theories as the organizations strive to attain global recognition of its uniqueness in service delivery. Therefore, management is basically dependent on modeling the organization’s general identity. A natural system illustrates a parametrized managerial system that is structurally identifiable in case its production which corresponds to two variant parameter values is different from all inputs of a respective natural and dense subset of the overall composition of all admissible organizational inputs. In my opinion the most beneficial information systems are the natural systems. According to Flamholtz (1996), a natural system plays an extensive role in the saving of operational costs. The clarity and simplicity associated to its implementation and comprehension is a clear indicator of the efficiency of the managerial model. For instance, the employees are well motivated, self driven and work independently hence considerably reducing costs that could otherwise be used for supervisions. Similarly, through employee empowerment, the quality of service delivery by the organization is set to increase. In the long run, observing quality in service delivery in a great contribution to the organization’s reputation. Moreover, the manager benefits in popularizing the organization in terms of quality in performance. One of the most out right benefits is that of enabling the management to perform distinct information process processes necessary for the organization’s operations. These activities include evaluation, monitoring, control and prediction. At this point, the manager should appreciate that not all modeling systems are compatible to every other organization and hence the need to tailor such systems to adequately suit the subject organization. By extension the main determinant of the success of the manager is the ability to adapt, grow and survive in every aspect of managerial consideration. The management function is a direct product of the sound interaction of the organization’s environment and the management system in place (Endres Endres Chowdhury Alam, 2007). The manager benefits from this as the criteria as it offers a ground for effective communications with the employees. Of course there are diverse literature with regard to the managerial science and its respecti ve disciplines. They have different interpretations and definitions on the impacts of managerial systems depending on the organizational operations of different organizations. It will also direct its attention of the considerations of several sources of literature that concern the management function in a given organization. Another benefit of using the natural systems in management is that they help in modelling the organizational environment while at the same time responding to the key influence to the organisations (Gans, 1993). With respect to the human social organization, the natural managerial systems also address the issues of the consequential complexities. Here, the models are responsible for making the simplification of the managerial systems to ably adapt to the surrounding environments. Complexity in this dimension could mean the simplest composition of information that is necessary to comprehensively summarize an organizational process or status. For the concept of identifying structural complexity, this paper will sufficiently identify the benefits that a manager could achieve with the application of natural systems in the organization. In addition, it is clear that the more the system is integral, the higher the performance potential of the system adapting to the environmental determinant s of the organization (Foster Royce Doherty Meehan, 2009). Similarly, natural systems help in shaping the adaptive responses or the entire organization. This way, the manager is set to benefit from the structuring of the organizational behavior across all departments and transactions of the organization (Biilsberry, 1996). The definition of the organizational code of conduct and operation has a great role in the minimization of work place conflicts brought about by lack of clarity in organizational roles. Conflicts are generally a backward pull to the advancement of any organization because of the pollution of the work place environment it also leads to the devaluation of employee motivation. Natural systems of management greatly benefit the organization by increasing the performance of social and economic activities (Winston, 1988). This is achieved through clarity in definition of cultural evolution with reference to the potential capability of the managerial systems in place. The co-occurrence of formal and informal social networks that are inherent in organizations is another consideration. In any organization, sharing of tacit-to-tacit knowledge may be seen in some employee groups but not provocative in others. Therefore, some strong and informal social networks effectively facilitate the transfer of knowledge may embed in other formal structures and it is important to apply random methods of sampling to control organizational variables. Natural systems also tend to provide for a participatory approach towards decision making. There is a notable sense of self drive and self drive amongst the employees since they feel that they own the operational policies. In addition, the forums provided for by these systems go a long way in establishing all potential determinants that could influence the overall managerial system that is in place for any given organization (Kreitner, 2005). This way, the entire organization is involved in the process of decision making. This not only boost the motivation of the employees but also increases their productivity levels due to the fact that they feel they are part of the policy making panel in the organization. Participatory agent-based modeling, institution-based models, preference-based or rules of thumb decision models (experience), heuristic empirical rules, and calibration-based rules and evolutionary programming assumptions are example of natural systems decision making models tha t are empirical in nature and whose substantial efforts could be invested by a manager in organizational mechanisms and structuring of models of decision-making that are process-based to improve the performance of management function. Another benefit that can be tapped from the use of the natural systems is the generalization of individual information and knowledge through sharing of practices to the benefit of organization, and furthermore, to increase organization’s profitability. In addition, it is beneficial for the manager to possess the assumption that a knowledge management recommendation on information sharing is potentially positive and necessary (Karl Steven Drozdeck, 1991). Therefore, it is necessary for the manager to delineate between the constituent types of employees needed to employ efficient knowledge sharing strategies for maximum organization gain. In conclusion, this paper has examined all crucial influences that affect the operations of management in public sector organizations. Recently, most accounting systems have continually developed into being viewed as a technique of improving the overall efficiency and productivity of such sector organizations. Most critical-like management dynamics are composed of a curious mix that could be content or discontent, and it is for the same reason that they are constantly linked to the edge of organizational chaos (Ansari Eske, 1987). More precisely, this is a new role carried out by accounting systems in the organizations. Traditionally, accounting for information systems in the organizations was handled primarily for the purposes of fiduciary control. Whether those managerial systems could serve as an enhancement of efficiency in the organizations or not was not adequately addressed. Before management can be intensely and closely involved in the core functioning of the organizations, it is necessary to distinguish the specific results posed by the introduction of the natural managerial approach to the efficiency, cost and several other basic activities within the organizations based on the past. can write an argumentative essay on any Management topic. Our professional essay writers will help with writing your argumentative paper starting at $12/page.

Denvor Airport Case Essay Example | Topics and Well Written Essays - 4000 words

Denvor Airport Case - Essay Example The primary source for analysis of the project will be an article which was originally published as a Harvard Business School Case Study. After analysis of the planning and resource management capabilities of BAE in carrying out the Baggage Handling System and its consequences, workable recommendations will be made for further improvement in the company’s efficiency in the areas of planning, control and resource management. Performance of a project depends greatly on its planning and resource management capabilities since these capabilities play a vital role in success or failure of any project. The present study will strive to investigate the relationship between the planning and resource management capabilities of BAE Automated Systems Inc. in installation of an automated baggage handling system and the problems faced by the stakeholders in implementing the project which ended up into a failure. Thus, the focus of the study will be on planning and control aspects of the automated baggage handling system project. To analyze the planning and control aspects of the company it is important to understand what the project was and what expectations were attached with the completion of the project. The automated baggage handling system project was part of the greater Denver International Airport project. Denver International Airport (DIA) is considered to be one of the world’s largest airports. The DIA project was a huge and involved enormous construction and installation tasks. The construction began in 1989 but it was only in the 1992 that the Project Management Team (PMT) realized that an airport-wide integrated baggage-handling system should be included in the project in order to improve the efficiency of luggage delivery (p. 23). The objective of installing the new system was to improve ground time efficiency and to reduce the time which is spent in manual baggage sorting and handling. The

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Monopoly - Assignment Example Industries consume approximately 20%. Other than the effects of global warming, there is an emerging trend of water privatization by corporations. The private sector is providing water for profit basis. As a result, there has been a lot of destruction of water reservoirs in the ecosystem (Kalpakian 174). The global water crisis has resulted in tension in countries having a shared water system. Several countries striving for economic growth compete in claiming water sources leading to rivalry. In south Asia, the Ganges and Indus River are causing tension between India, Pakistan and Bangladesh (Kalpakian 176). Both Pakistan and India are constructing hydroelectric plant along Kishanganga River. Pakistan is weary that the Indian dams will inhibit adequate water flow to their site. This dispute between Pakistan and India has led to Pakistanis militant killing over 100 Indians. Water is important to both these nations. For Pakistan, the populous country relies on irrigation while India has many hydroelectric projects that are involved in harnessing electricity for industrial use. Moreover, in central Asia, there are also water disputes between Afghanistan, Kazakhstan and Uzbekistan who are fighting for control of the Syr Daria and Amu Daria Rivers. The Nile basin is also on dispute. The other Nile countries want a share of the Nile, which is currently in the control of Sudan and Egypt (Kalpakian 176). The tension arising in several countries because of competition of water poses a challenge. UNESCO advocates for non-confrontation resolution of conflicts. In addition, it advocates for the communal philosophy (Lee 231). This dispute resolution approach encourages the stakeholders of a common water source to come together in managing and development of that source. Mechanisms of conflict resolution regarding the water source are vital too. UNESCO dispute resolution in water conflict advocates for

Self-concept Essay Example | Topics and Well Written Essays - 500 words

Self-concept - Essay Example The casual factors include culture differences, gender differences, and personality differences. This paper looks at the relationship of these factors and their influence in the identity of a person. Self-consent, a construct also referred to as self-construct self-identity or self-perspective determines how an individual person perceives of own self in reference to a number of factors. The environment in which a person lives in by itself is a major determiner of the personality of the person and how the individual perceives own self. The people around a person that forms the society and the community influences how the person conceives personality. The behaviour of a person is likely to be aligned in accordance to the person’s culture and other people’s behaviour. Personally, Culture is probably the most influential factors that determine an individual’s self-consent. Culturally, I am obliged to be self-sufficient and independent. The normative imperative of this notion is that I am required to discover myself early enough to be in a position to be express my personal attributes. The cultural setting has defined the form of interaction that I need to conform to. Memberships of various groups or clubs, relationships with other people and their needs ought to come last in preference to personal needs. The society expects me to conform to the norms of the society, and be part of it. I rarely perceive myself as a part of the society, but rather individually and more separate from the society. Whether it is a good thing or a bad thing, personally, I cannot change this belief, but have to conform to it as long as am part of the society. Gender defines who a person is in reference to sexuality. Women and men are classified by their gender. The normality of the society to determine the strength of a person through gender is very influential to that person. A man is more independent than a woman,

Effect of Different Leadership Styles on Organisation

Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no Effect of Different Leadership Styles on Organisation Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no