Northanger Abbey Characters Essay Example for Free

Northanger Abbey Characters Essay Second of which, it is also important to note that the social identity theory claims that every person enacts multiple identities that functions in every social context such as for instance, mother, professor, volunteer, that could be drivers of buying actions (p. 11). The behavioral decision theory that is under the umbrella of the social identity theory claims that choices of consumers are often made in accordance with their attribute values. Closely related to this is the attitude theory which emphasizes consumer expectancies and evaluations on a particular product belief (p. 11-12). The figure below presents consumer goals in terms of their buying preferences. It could be seen that the core reason that determines why such and such consumers buy certain products is primarily due to their life theme and values. In effect of these, their life themes and values deeply influenced how they are going to deal with their life projects, current concerns and consumption intentions. Finally, the benefits sought and the feature preferences are also considered as the end goal of the being and doing hierarchy. Figure 3:   A hierarchical model of consumer goals Source: Ratneshwar, Mick and Huffman (2000, p. 14) Life themes and values are the personal ideas of being and the highest goal in a persons framework. A terminal value is a belief that is considered as an end in itself such as freedom r wisdom. These types of values are like existential concerns that every customer has to deal with their daily lives which are rooted on their personal histories (p. 15). Themes and values in one’s life are the core conceptions of the self. These values are deeply embedded, interconnected and central in order to maintain integrity of the self-system. Corollary with this, these values are relatively stable and accessible as well and could be activated easily in almost any circumstance. As such it could be said that themes and values serve as a yardstick or standard guide to lower-order goals and actions (p. 17). Current concerns such as activities, tasks or quests are also vital in a consumers buying behavior. For instance, activities or life projects that a customer wants to engage into like gardening, being an animal rights advocate and the likes influences them to buy certain products that are in accordance to such goals (p.18). 2. 5 CSR and Purchasing Decisions The link between CSR and consumer purchasing decisions is something that has a direct relationship. It has been said by Varadarajan and Menon (1988) that it is very relevant for consumers to first be educated on a particular companys level of social responsibility before they could incorporate such on their pattern of behavior. This is important so that consumer purchasing decisions could be affected by the CSR programs that a company is employing. The notion of cause related marketing which is a way for companies to support non profit organizations by allotting a certain percentage of their sales to the former is one of the most effective way of doing the aforementioned (Mohr and Webb, 2001, p. 45). Albeit, it should be noted that although CSR has been highly exercised by most companies, the biggest inhibitor of the latters success is lack of consumer awareness on a particular companys CSR program. However even if this is the case, there is a growing evidence that a lot of consumers are desiring to know more about how companies conducts their businesses. The purchasing information that was given by Council on Economic Priorities in 1994 tells that consumer interest on CSR has been steadily growing (Mohr and Webb, 2001, p. 45). 2. 6 Customer Satisfaction and Customer Loyalty Customer satisfaction is difficult to understand and it is define in different ways. Many researchers argued that there is a difference between the customer satisfaction, which is gained from tangible products and intangible services. The difference is because of the intangibility of the services and the failure to separate production and consumption. Therefore, customer satisfaction from services and goods may come from and influenced by different factors. Hence, should be considered separately and differently (Veloutsou, C. et al, 2005). Two issues should be considered when looking customer satisfaction in services whether it is conceptualized or transaction specific or cumulative (Hoest, V. and Knie-Andersen, M. , 2004). Customer satisfaction has been perceived as not the sole determining factor for a loyal customer base (Griffin and Herres, 2002, p. 2). During the 1980s and the 1990s, the notion of customer satisfaction which is weighed in terms of providing quality customer service and excellence has been perceived as providing good financial results and repeat purchase. A study conducted by Forum Corporation (Stum and Thiry, 1991, p. 34) claimed that 40% of the customers who participated in the study claimed to be satisfied with a particular product found it easy to shift brands without any hesitation. As such, it has been perceived by Griffin and Herres (2002; p.4-5) that the true measurement that should be used in repeated business is Customer Loyalty. Customer loyalty focuses more on consumer behaviour than attitude. When a particular client is loyal to a brand, such a person is more particular in conducting purchase behaviour that is relatively more non random. A client who is loyal to a brand has developed a particular justified belief on which and what to buy from whom. More importantly, the notion of loyalty implies a purchase that occurs for a particular duration, which does not occur less than twice. Also, it could be significantly noted that the decision to purchase could be made by one or two or more individuals. As such, it could be the case that the decision making to buy a particular product could be a compromise, hence explaining one of the key reasons for ones loyalty for a particular unit. There are two important factors that are closely associated with brand loyalty and these are customer retention and total share of customer. The former describes the duration in which a particular company has the business of a client. The rate of customer share on the other hand is equivalent to the percentage of a customers budget that is spent with the firm. For instance, a company is said to have 100% share of a customers budget if the latter spends his or her entire budget with a particular firm. As such it could be said that customer retention and percentage of customers budget is very important; however, there might be instances wherein a customer is prevented by certain laws to purchase just from one vendor such as government accounts. Gustafsson and Johnson (2000; p.50) presented a model which would effectively measure customer satisfaction. Satisfaction in terms of the model is perceived as customers overall evaluation of the purchase and consumption experience with a product, service or provider†. The model presented by Gustafsson and Johnson (2000) appears to be different from transaction-specific portrayals of customer satisfaction that normally leads to repurchase. The model focuses on the importance of Customer Lens or the perspective of a customer on a particular brand, most especially how it benefits them. The lens of the customer will allow the organization to take a view of their product as it appears on the market place and not really how their organization perceives it (Gustafsson and Johnson, 2000, p. 5). It has been argued by Gustafsson and Johnson   (2000) that customers decisions to repurchase a particular product are deeply influenced by their overall purchase and consumption from a particular company or brand. In addition, customer satisfaction could pave the way for an enhanced reputation and an increase of brand equity for a particular organization. Such in turn could further attract customers that could have further increase the market share of a particular brand. 2. 7 The Body Shop International, PLC Values The Body Shop International PLC has five corporate values: Against Animal Testing, Support Community Trade, Activate Self Esteem, and Protecting our Planet (The Body Shop International plc a, 2007). 2. 7. 1 Against Animal Testing The company strongly advocated for the banning of the test of cosmetics on animals. In addition, the company prides itself due to its strict compliance of the internationally recognized Humane Cosmetics Standards (The Body Shop International plc b, 2007). As such it has been implementing a so-called fixed cut-off date to all of their ingredients. Such means, that the company does not and will never test their cosmetics on animals, hence calling it an immovable fixed date (The Body Shop International plc c, 2007). More importantly, the company has also assured that their products could also be suitable for vegetarians. This means that the company does not use any ingredient that is perceived to cause harm to animals (The Body Shop International plc c, 2007). In effect of this, the Body Shop has been awarded on 2006 as the Best Cruelty-free Cosmetics by the PETA (People for the Ethical Treatments of Animals). (The Body Shop International plc b, 2007). The advocate of Body Shop to ban animal testing is stretched even by the company supporting researches that could bring about alternatives against animal testing. In 2004, the Body Shop Foundation has awarded the Centre for Alternatives to Animal Testing at John Hopkins University ? 20 000 in order to support the universitys research in finding other ways to test cosmetics   (The Body Shop International plc b, 2007). 2. 7. 2 Support Community Trade Body Shops support for community trade focuses on the use of natural ingredients and handcrafted products from skilled people and was brought for a reasonable prize for more than 20 years on over 24 countries and 31 suppliers (The Body Shop International plc e, 2007). In another perspective, community fair trade provides workers in marginalized countries to earn a reliable wage that could help them build their futures (The Body Shop International plc d, 2007). More importantly, the community trade that Body Shop made from the aforementioned also provides the company the assurance that it has been purchasing ingredients in which they know where came from (The Body Shop International plc d, 2007). As such, it could be said that the company has been spreading not only its monetary assets but also its intellectual investments as well fairly among countries most especially to the ones which needed it most (The Body Shop International plc d, 2007). 2. 7. 3 Activate Self Esteem Body shop also deeply upholds basic feminist values. Their motto: Know your mind, love your body; communicates the individuality of all women and the disregard to false promises, hype, and jargons of cosmetics and a fixed standard of beauty (The Body Shop International plc f, 2007). More importantly, the body shop emphasizes the importance of self awareness, self-confidence, self-growth and self-acceptance. As such it deems self respect while focusing on diversity, acceptance and empowerment (The Body Shop International plc g, 2007). 2. 7. 4 Protecting our Planet Protecting the planet is the last among the five core values of Body Shop. This value is deeply connected on the advocate of the company in using natural ingredients. Body Shop believed that through the use of natural ingredients and through helping on the ban against cosmetic test on animals, they are helping to protect the environment (The Body Shop International plc h, 2007). Furthermore, Body Shop also supports the use of renewable sources through the use of Forest Stewardship Council certified wood products. I

Developing Teamwork in Project Management

Developing Teamwork in Project Management To achieve stated goals and objectives people in organizations work in teams. These teams go through various stages. The extent to which project leadership success or failure, relates to the stages of teams formation, in the pursuance of these goals and objectives are not clear cut as past researches have given divided opinion and bringing other factors in contention. This assignment will introduce the concept of team formation and project leadership and critically discuss the extent to which the stages of team formation relate to the success or failure of project leadership. Introduction To critically evaluate how the stages of team formation relate to the success or failure of project leadership, Tuckmans team building model which explain the five forming, storming, norming, performing and adjourning stages of the team formation (please see appendix 1) and Blanchards situational leadership model which explain the four leadership styles that a leader should adopt during the team development situations will be evaluated as the team behaviour and leadership style can be clearly seen in these two models. Tuckmans model emphasis that as the team develops, the leader changes leadership style. At the forming stage a successful leader follow a directing style which is similar to telling phase described in situational leadership model, at the storming stage leader coaches their team to come out from the conflict which is similar to the selling phase of the situational leadership style model, at the norming stage the leader facilitates its team to develop standards which is s imilar to the participating phase of the situational leadership model, at the performing stage leader delegate task to the members and almost detached which is similar to the delegating stage of the situational leadership model. Tuckmans team building model Blanchards situational leadership model Discussion The different stages of team building and their relation to the success or failure to the project leadership are explained as follow: Stage 1 Forming: At this stage the team initially formed, the team members meet each other; identify the purpose of the team, terms of reference and its composition. Team members endeavor to test each other, establish their personal identity and create an impression within the group with most consideration given to structure of the team, code of conduct, objectives, individual roles and responsibilities. If the team is more diverse, it is more difficult for the team to maneuver through as this stage takes longer. Therefore, in the formation of multicultural teams it is a particularly sensitive stage as it is characterized by commonality, courtesy, caution and confusion. To take the team to the performing stage leadership is crucial. Team members will not be comfortable if there is lack of clarity. If a leader could not direct the team members effectively, team would not able to reach the next stages of the team formation; therefore this stage does impact the success or failure of the project leadership. When team members truly consider that they are the part of a team, generally this stage is complete. Member competencies needed: Leadership competencies needed: Asking open-ended questions Maintaining equity and being fair Listening without making assumptions and judgments Helping the group to articulate its purpose and overriding goal Observing group patterns of communication Facilitating discussions Using inclusive communication patterns Intervening to include all Disclosing ones needs appropriately Stage 2 Storming: This phase of team development is typically marked by conflict between team members, criticism and tension. Conflict arises due to the competing approaches to obtain the groups goals, disagreements over responsibilities and appropriate task related behavior. Team members might disagree about who should be leading the team and how much power the team leader should have and can result in redefining of the teams overall goals and specific tasks. Team members are likely to individually decide their level of commitment to the group tasks and extent, to which they like the team tasks, therefore may resist the control imposed by the team. At storming stage the team members may begin to withdraw, therefore this stage relates to the success or failure of the project leadership. If leaders coach their teams effectively, teams can proceed to the next stage. Therefore this stage is a critical stage for the group survival and effectiveness as the conflict harms the team progress and negatively affects some interpersonal relationship. When teams control is no longer resisted by the team members and everyone in the team agree about who will lead the team, this storming stage is completed. Member competencies needed: Leadership competencies needed: Using inclusive language and behaviors Establishing an agreed-upon work plan Managing emotional expression Using mediation skills Giving and receiving feedback appropriately Using diverse methods of feedback and conflict transformation Stage 3 Norming: At this stage norms and expectations about what different members are responsible for doing are realize and develop as the team delineates task standards, develop intra group cohesiveness and establish standards, rules and regulations. Team members really start to feel their belongings to the team and the development of close ties with other team members. Therefore this phase of team development is characterized by: commitment, collaboration, cooperation and cohesion as team members attempts to mutually agree upon objectives and goals, accept different opinion and try to open exchange of information. Feeling of belongings and friendship to team, help to work towards team goals. At the norming stage the leader facilitates and enables their team to establish the standards and reach to the performing stage. By the end of this stage, standards to guide behavior in the group are agreed by the team members. This stage is similar to the participating stage of the situational leadership model. If the leader does not participate to establish standards, the team may develop their own standards and norms which may me contrary to the project overall objectives and lead to the project leadership failure. At this stage the major decisions are normally made by the team members jointly and the minor decisions may be delegate to the individuals. Member competencies needed: Leadership competencies needed: Demonstrating support on task and in relationships Reinforcing high standards for task Recognizing individual and cultural differences in how appreciation is shown Coaching where needed Stage 4 Performing: This is the stage at which real work is done, team members know their role and duties and performing their work according to the expectations. Team members concentrate on the achievement of common goals and objectives. Sometime it can take long to reach to the performing stage, in most cases when they are self-managed work teams. Team members make progress towards common goals and feel comfortable working within their roles. This phase is marked by consideration among members, creativity challenge and group consciousness. At this stage the team morale is high and team has a good ability to focus on the task as relationship issues have been resolved. At the performing stage the team may produce another successor leader. At this stage the team members does not need assistance and instructions, but they need delegated tasks from the leader. Therefore at this stage leader delegates, observes and almost detach, this stage is similar to the delegating stage of the situational leadership model. This is the main stage where actual work will take place; delegation of wrong tasks to wrong person may lead to project leadership failure. Member competencies needed: Leadership competencies needed: Adapting and changing Establishing a process for incorporating change and renewal Including new members Sharing leadership Stage 5 Reforming or Adjourning: At this stage a task force teams disbands after the fulfillment of its goals or due to poor performance. But some teams are permanent (ongoing work teams), therefore may not reach to the adjourning stage and often remain to the performing stage. This final stage can be characterized by communication, closure, compromise and consensus. The adjourning phase is not the main task of developing a team, but this stage is very relevant to the team members. Stage Leadership Activity Forming Direct the team and establish objectives clearly by negotiating ground rules. Storming Establish process and structure, and work to smooth conflict and build good relationships between team members. Generally provide support, especially to those team members who are less secure. Remain positive and firm in the face of challenges. Explain forming, storming, norming and performing idea for people to understand why conflicts occurring, and that things will get better in the future. Teaching assertiveness and conflict resolution skills. Norming Help the team take responsibility for progress towards the goal by arranging a social, or a team-building event. Performing Delegate as far as possible. Once the team has achieved high performance, the aim now is to have as light a touch as possible by focusing on other goals and areas of work. Adjourning When successfully achieved the objectives time should be taken to celebrate the achievements. The above table clearly depict the relation between the stages of team formation and successful project leadership, the reverse will mean failure. 4. Conclusion Teams are formed because they can achieve far more than their individual members can on their own, and while being part of a high-performing team can be fun, it can take patience and professionalism to get to that stage. Effective team leaders can accelerate that process and reduce the difficulties that team members experience by understanding what they need to do as their team moves through the stages from forming to storming, norming and, finally, performing. Successful project leadership should realize that not all teams and situations will behave in the way depicted by Tuckman. However, in using this approach, the leader should not attempt to force situations to fit it but make sure that people dont use knowledge of the storming stage as a license for boorish behavior. There are some drawback with Tuckmans team formation modal as it does not talk about the time teams do spend and should spend in different project and external environment does not take into account. Paper 2 Critically evaluate of the dynamic between Task, Team and Individual as related to managing a project successfully. Abstract People in organizations work in teams in achieving stated goals and objectives. The extent to which project success relates to the management of task, the individuals and the teams formation in the pursuance of these goals and objectives are not of equal proportion and need to be well judged and balanced by the leader. This assignment will use John Adairs Action Centre Leadership model to related the dynamic between task, individuals and team; critically discussing the extent to which these three needs are related to the management of a successful project. Introduction One person cannot handle whole project, he/she need other individuals an effective team to successfully complete the project. An effective team is a team who has high commitment, is highly appreciated by upper management, is always ready (adaptive) to change open to new ideas and always achieves its goals. Bailey and Cohen (1997: 4) considers a team as a collection of individuals who are interdependent in their tasks, share responsibility for outcomes, see themselves and are seen by others as an intact social entity, embedded in one or more larger social systems and who manage their relationships across organizational boundaries. Adairs Action Centred Action (ACT) model will be used to find the dynamic between task, team and individual as relate to managing projects successfully, as this model identifies three core interrelated functions, which explain the management and leaders core management responsibility. These three core function consist task: achieving the teams goal. team: developing and building your team, so that its ever more effective. individual: helping individuals develop their full potential in the workplace. Discussion Davis (2001) identified three factors, which can determine whether the team is effective or not, such as: The people (individual) within the team: Effective team determining factor for individual aspect include personal job satisfaction, low or no conflict and power struggles, having job security, appreciation by management and mutual trust of colleagues. The organizations rules and culture: includes the people do thinks and believes of the individuals. The tasks to be completed: including appropriate leadership, team involvement in decisions, appropriately skilled team members, challenging work, goals and objectives. According to Davis (2001) it is easy to appreciate the impact of organizational rules and job tasks on each other and on people (individual), but it is much more difficult to understand the impact of individual-related factors on other factors of successful teams of a successful project. Individual related factor such as trust is a major component in forming an effective working team that achieves results. Leaders/ managers are primarily responsible for creating trust. Adair (1997) describe the best leaders is who balance the task, team maintenance, and individual needs. Balancing task, team and individual Adair found that effective leaders pay attention to three areas of need for members of the team: those relating to the task, to the team itself and to individual team members with emphasis on variation with all three interdependent variables. Teams can be more effective for making decisions effectively and quickly than the traditional hierarchical structure according to the large body of research (Thompson 2008). As group members come and go, due to turnover, promotions, hiring and other reasons; therefore resulted over time change in teams, goals, group tasks etc (George et al. 2008). Teams can be classified on the basis of size, organizational level, composition, potential contribution to organizational performance, objectives, permanent versus temporary. According to Colloquia et al., there are 5 general types of teams such as work teams, management teams, parallel teams, project teams and virtual teams. Leadership is the ability to affect human behaviour to accomplish a mission, the act of influencing people to set and achieve goals (McGraw, 2009). Great leaders are visionary people who are able to achieve results using people. They exhibits authority in themselves and exhume confidence in their team members. Some leaders are democratic, allowing team members to express their opinions. Some are dictatorial, explaining what they want from their teams to the team members to execute. All styles have opportunity and challenges and may be used in certain circumstances. Team leaders must also realise that there are different types of human traits that can be exhibited among team members. These traits rarely have advantage over others as they are complementary. It is the duty of an effective team leader to identify the trait in individual members of his or her team and know how to use the qualities to advantage. All these traits have the qualities which effective team leaders can exploit and none is better than the other. Tasks are those activities that need to done in order to achieve the desired goals and outcome. Leader can help to facilitate these tasks by planning the work, allocating the resources, checking performance and reviewing progress. Team maintenance relates to maintaining good relation and building team spirit, training the group, maintaining discipline. Individual needs can be satisfied by attending to personal problems, training the individual, giving them status and praise, meeting their needs and reconciling conflicts between group needs. To achieve the task, management should make it clear who is going to do what, proper delegation of responsibilities, everyone is clear about the objectives, is adequate authority delegating to the team, are working conditions right for the group, have the time planned affectively, who will cover the absent person, is there adequate resources to complete the tasks. In building and maintaining the team, management should make it clear is the size of the team is correct, are the right people working together, are the rules seen to be reasonable, is the team motivated to achieve the tasks, is the conflict dealt properly, does the team accept the objectives do the team knows about the expected standards of performance. In developing the individual, management should make it clear that have the targets been agreed and quantified, does the individual know about their contribution to work, overall result, does the individual got sufficient authority to achieve the task delegate to them and has adequate provisions been made for retaining and training team members. According to the Hackman (1987), there are 3 primary definitions of team success, and these relate to the task, social relations, and individuals. A successful team completes its task. While completing the task, team members develop social relations that help them work together and maintain the team. Teamwork should help to improve an individuals social and interpersonal skills. Mullins (2010:369) suggests that the action taken by the leader in any one of these area of need will affect one or both of the other areas of need with the ideal position been the complete integration towards the achievement of all three. However, building the team and satisfying individual needs are considered to be part of leadership whilst achieving the common task involves the process of management. According to Robbins (1998) Individual behavior have key variables, which make up individual difference. Every individual has their own attitudes, personality, values, talent, ability to learn, motivation factors, perceptions. Different nature of these variables (attributes) make individual different. Attitude is the judgment an individual make about events and people. This judgement can be positive or negative. Basic values influenced attitude and attitude affect the individual behaviour. Sometime attitudes can change, while values are unlikely to change. Values: Values are the general belief about what is good and bad. Values affect the individual behavior and attitude and difficult to change. Personality: Individual act and behave in a particular way, which called personality. Personality can be learned and inherited. Talent: Talent means the intelligence and ability of the individual. Level of persons talent will depend on how those people perform their job. Ability to learn: This is related to the change in behavior based on experience and getting new ideas. Motivation: Motivation means willing to do something with inspiration, not by force. Different individual have different motivating factors, such as money, name and fame etc. According to Bowditch et al the motivation of team members of joining a team, strongly influence cohesiveness of the team and the members productivity. Perception: Different people give different meaning to what they see around them; therefore people perceive things in different ways. By Knowing about individual differences leaders can understand why individual respond differently. Leaders should appreciate that it is difficult to change values, therefore they may be try to change attitude. As attitude affect behavior, which affect job performance and motivation. The key learning point from these different factors is that if leader want to get best from their team he should appreciate that individuals need to be treated differently. There is also Myer-Briggs model (1956) which effective team leaders have to contend with. This model is about personality types. Myer-Briggs identified four ways people differ from each other. These are: the way they think; the way they view; the way they feel/perceive and the way they see things. Team diversity include language difference, cultural difference, background difference, qualification difference, class, age, sex and experience also have effects in a team which the leader must manage. Mckenna and Maister draw attention on the importance of group leader establishing trust among the group by helping them understand the behaviours that build trust (Cited in Mullins, 2010). Successful project management will require the following list of common tasks for each of the three management responsibilities so that leaders will balance their resources appropriately. Task:Â  Establish deadlines for project tasks, and explain the quality standards expected. Team:Â  Ensure that everyone in the team has the skills and training to accomplish the final goal Individual:Â  Help define each individuals role within the team and agree the tasks they are responsible for. Task:Â  Clearly state the final goal of the team. Team:Â  Monitor team relationships, and resolve conflicts where necessary. Individual:Â  Appropriately praise and reward individual team members for their contribution to the team. Task:Â  Ensure everyone understands the resources, people, and processes that they should be using Team:Â  If team will be working in smaller teams, appoint a leader for each team, and ensure that he/she is effective and properly trained. Individual:Â  Ensure that one on one time is spent with each member: identify their strengths and weaknesses, their needs, and any special skills they can bring to the team. Task:Â  Create a detailed plan for how the group is going to reach their final goal. Team:Â  Work on keeping the team motivated with high morale. Individual:Â  If any team members seem to be lagging behind, coach them until they are back on track. Task:Â  Identify the purpose of the team and communicate team members. Team:Â  Identify the style the team will be working in (very formal, relaxed, etc.) Individual:Â  Ensure each team member has the skills to perform his or her role successfully. Give regular feedback on the teams performance. 4. Conclusion Leaders have many responsibilities when it comes to managing their teams. And, its easy to get so focused on one area that the others slip by the wayside, leading to an unbalanced, poorly-functioning group. ACL model states that leaders must balance the actions they take across all three key areas if they want their project to succeed. The areas are interdependent; if a leader focuses too much on one area and neglects the other two, then the group will experience problems. The leaders do not necessarily have to divide their efforts equally across these but balance according to the situation and over time. Using a tool like Action Centered Leadership can help any leader stay on top of the most important responsibilities, and keep the group working efficiently, happily, and productively. John Adairs simple Action-Centered Leadership model provides a great blueprint for leadership and the management of any team, group or organisation. Good managers and leaders should have full command of the three main areas of the ACL model, and should be able to use each of the elements according to the situation. Leaders who are able to achieve the task; building the team and develop keeping the right balance, gets results, builds morale, improves quality, develops teams and productivity, and is the mark of a success. References and Bibliography: Adair, J (1997), cited in Management Extra Leading Teams; page 43 Bailey and Cohen (1997), cited in Halverson B. Claire; Trims S. Aleel: Effective Multicultural Teams-Theory and Practice, page 4 Belbin R. Meredith: Team Roles at work; 2nd Edition, page 122 Belbin, M. (2004) Management Teams Why They Succeed or Fail? 2nd Edition. Oxford: Elsevier Butterworth-Heinemann. ISBN 0 7506 910 6. Colquitt A., Jason; Lepine A., Jeffery; Wesson J., Michael: Organizational Behaviour (2nd Edition) Daniel Levi: Group Dynamics for Teams (2nd Edition) page 20 George M., Jennifer; Jones R., Gareth; Understanding and managing organizational Behaviour (5th Edition.); 2008 Harvard Davis (2001), cited in Management Extra Leading Teams; page 7 Hondon (2002), cited in Managing People in Organizations Contemporary Theory and Practice by Dr Jeremy Adams. Making the team: a guide for managers / Leigh L. Thompson. (3rd Edition) Mullins J., Laurie (2010): Managing and Organizational Behaviour (8th Edition), Marx, K. and Engels, F. (1947) The German Ideology. New York: International Publishers. Oyedele, O (2010) Team Management: Lessons from the Leadership Styles of Successful Team Managers, Glasgow Caledonian University, June 2010 Robbins (1998), cited in Management Extra Leading Teams; page 7 Thompson, L. (2008). Leading high impact teams. Team leadership survey from the Kellogg School of Management Executive Program. Evanston, IL: Northwestern University, cited in Making the team: a guide for managers/ Leigh L. Thompson. (3rd Edition)

Child Labour in India

Child Labour in India The International Labour Organization estimates that there are 218 child labourers in the world (ILO, 2006). In 1991, there were approximately 11.3 million child labourers in India, with 2 million of those children working in highly dangerous situations (2004). However, as of late 2000 the ILO states that there are now 10.4 million child labourers in India. It important to stress that these children are working because they do not have a choice, Mummun Jha argues more specifically that, they come not from the well-off households but from marginalized sections that are already the hardest hit, such as the children of the poor, the lower castes, and the female (2009, p. 217). In India, there are a variety of complex social and economic factors for why children are working. These reasons can include: a lack of access to education and unemployed parents (Venkatanarayana, 2004). Commonly, poverty is said to be the cause of child labour, yet it can also be a result of child labour as well. Zubair Kabir argues that a cycle of poverty can exist within child labour and India is no exception (2003). Thus, this keeps children in India in a disadvantaged state because they are denied access to education and as a result, will not learn any new skills for a higher paying job (Kabir, 2003). In addition to the lack of education, child labour can pose serious health risks to children. They are often exposed to unsanitary and dangerous situations because employers will not provide basic health measures due to the low-income employment child labourers commonly do and the lack of governmental regulations that exist (2003). Due to children working in the low-income sector of the workplace, this decreases the value of work for adults and thus, adult unemployment rises. With poorly paid, unskilled children working in unsafe conditions, these children will become the future generation in India; and therefore, child labour continues the cycle of poverty (2003). Another important social factor that causes child labour in India is the deeply ingrained cultural values that have existed for decades (Kabir, 2003). Often girls are left out of statistics regarding child labour because sometimes they do not work in the formal sectors of child labour such as factories; rather they participate in domestic labour (Das Mishra, 2005). Mummun Jha states that there is an abundance of poverty in India and thus the, Situation is worsened by the fact that for the poor families in India, alternative sources of income are non-existent. There are no social welfare systems as those in the West. There are fewer sources of bank loans, government loans, or other credit sources. What is available is usually for the relatively better off (2009, p. 211). India has passed some legislation regarding the well being of children. India did sign the Universal Declaration of Human Rights in 1948 and the United Nations Convention on the Rights of the Child in 1989 (Jha, 2009). However, the Indian government has not signed off on Convention 138 on Minimum Age (1973) and Convention 182 on the Worst Forms of Child Labour (1999) which to the ILO is considered very progressive in regard to the law against child labour (2009). The Indian government maintains due to their decentralized style of government, only the individual states in India have the constitutional power to change the law regarding the minimum age (2009). As a result, millions of Indian children are working illegally (2009). I feel passionate about eliminating child labour in my lifetime and I feel educating individuals, especially youth about the effects of child labour is crucial in achieving this goal. In this paper, I will argue that child labour is a detriment to the development of less economically developed countries because it prevents access to education, especially to young girls, it risks the health of young children, and decreases the value of adult work; thus weakening the economic growth of a country by perpetuating poverty. Theoretical Backing: W.W. Rostows theory on the stages of economic growth provides a justification for why child labour exists today. Rostow presented a model of economic growth in the 1960s and it provides a theory on why some countries developed economically while others did not, in his book called The Stages of Economic Growth (1960). Rostow would make the argument that child labour is necessary for some countries to industrialize as there were some forms of child labour during the Industrial Revolution in Europe (Venkatanarayana, 2004). Further applying Rostows theory of economic development to child labour, another possible explanation for why it still exists today is because LECDs are employing child labourers in order to compete with multi-national corporations and other more economically developed countries. Most countries employing young children are stuck in Rostows second stage known as pre-conditions for take-off, which can be characterized by a need to develop a surplus of wealth in order to increase investment in transportation, communication and natural source exploitation (1960). Whereas, many other industrialized countries are in Rostows final stage of economic development known as mass consumption, which can be characterized by a growing demand for consumer goods and services, incomes being greater than necessary for buying essentials and an increase in investment by society in health, education and social programs (1960). As a result, Rostow would make the argument that child labour is necessary for economic development in LEDCs, and in order to move through the stages of development, from pre-conditions for take-off to mass consumption (Rostow, 1960). Research and Analysis: Child labour is detrimental to the development of less economically developed countries because it presents a barrier to the education system for children in India. Many scholars and activists now see a direct relationship between education and child labour (Jha, 2009, 210). Traditionally, education was only accessible to the upper caste levels (2009). Furthermore, old, cultural values still exist in India today; for example, education is not thought of for people in the lower castes, in particular females (2009). Kumar Das and Sarojini Mishra (2005) focus specifically on the economic effects of child labour on girls in India. Das and Mishra state that child labour for young girls is related to the deeply ingrained cultural factors such as, caste, religion, family type and size. Thus, girls belonging to the lower caste acquire little to no education and as a result are forced into child labour to help her family financially. Das and Mishra also highlight that much of the research done on child labourers in India focuses on children forced to work in factories; whereas many young girls are experiencing child labour in the informal work sector, such as working at home, but are still exploited (2005). Das and Mishra conclude that better understanding of the causes, consequences of child labour, the labour market and emphasis on the importance of primary school for girls in India is crucial for eliminating child labour (2005). Similar to Das and Mishra, studies conducted by Rubiana Chamarbagwala (2008), provides evidence that the overall increase of availability of primary education in India will not only increase the number of children attending school, but it will also decrease the chances of girls and boys working in factories. It is important to point out that a simple increase in the availability of education in India would not solve the number of young girls who watch their brothers go to school while they work in the unpaid labour force, and are still being exploited. Unlike other literature focused on child labour in India, Chamarbagwala states that governmental policies should be implemented that will increase the economic benefits of education, and thus provide an incentive for families to send their children to school rather than to work. Mitesh Badiwala argues for a solution for the lack of access to education due to child labour. He states that even if the schools in India are good, the economic benefits out weight the educational benefits for Indian parents and as a result poverty raises the dropout rates (1998). Therefore, India should implement compulsory schooling for children. It is also important to point out that with children in school, the availability of jobs for adults will increase. The idea of mandatory school requires policies to be enacted and these policies can help provide funds for the primary school system (1998). In addition, Badiwala points out that this idea of compulsory education worked for the Indian state of Kerala, which spends a lot of money on education and has the highest literacy rate in the country (1998). Recent research conducted by the International Labour Organization (2009), has stated the most recent global economic crisis that occurred in 2008 could increase the number of girls in child labour. The ILO reports approximately 100 million girls worldwide are involved in some of the worst forms of child labour today. In addition, the report says this is especially evident in families that place higher importance on educating the boys of the family, which can be attributed to the traditional values embedded in India (ILO, 2003). As the global crisis affects LEDCs, families will start to prioritize what children go to work and to school. In addition, the ILO states that the financial crisis would decrease the national education budget and thus, affect the importance of education to already financially disadvantaged families. Child labour can have various devastating effects on the health of child labourers. A study carried out by Occupational Medicine (2006) studied different groups of child labourers in various LEDCs. Yet, only conclusive evidence was found amongst child labourers in India. The goal of the study was to determine whether child labour had any effect on the final height of child labourers. While child labour is known to have other negative health effects such as exposure to harsh chemicals, unsanitary conditions, and the potential for serious injuries; whether growth is affected by child labour is still considered controversial. Occupational Medicine focuses on the idea that child labour can directly or indirectly affect the health of children. For example, It has been assumed that the chronic physical strain of work on growing bones and joints could lead to stunting, spinal injury and lifelong deformations, (2006, 1). However, growth could be indirectly affected by the strain on already w eak bones and joints due to malnourishment. Malnourishment in child labourers is caused by long hours working and unsanitary conditions, essentially child labourers do not get all of the required nutrients for healthy development while working in factories. The study concluded that among the children studied in India, there was evidence that child labour did affect the final height of the child labourers. This is an example of negative long term health effects for child labourers and it is problematic because these children represent the future of India. Child labour is detrimental to the development of India economically because child labour devalues the work done by adults. Basu and Van support this by suggesting that child labour is competing with adult labour in India and the relationship is unhealthy economically (1999). Basus studies show that when adult wages rise or unemployment falls, the incidence of child labour tends to fall. Hence, if we are seriously concerned about child labour, we will have to improve the economic condition of the adult worker, (1999, N.P.). In comparison, Augendra Bhukuth and Jerome Ballet (2006) focus on whether child labour is complementary to adult labour, in particular the brick kiln industry in India. The report states that parents are aiding child labour in the brick kiln industry because children are often found working alongside their parents. Unlike almost all other literature on child labour, this study focuses on how child labour is used to increase the price of labour, because an employer is getting an entire familys labour. This helps to increase household productivity because the whole family works together to earn a living. While it is importance to decrease the debt owed by families in LECDs, the study fails to acknowledge the psychological damages a child will face due to the intensive labour they experienced during childhood. Sebastian Braun (2006) examines the relationship between child labour and foreign direct investment (FDI). One would think that FDI would be attracted to countries with child labour due to the increases in profits made as a result of the low wages earned by workers compared to developed countries. However, strong evidence points to less FDI flowing to countries that have child labourers, due to young children making up the labour force. To foreign investors child labour reflects poorly on an economy, because the labour force is in fact young children. Therefore, to improve the chances of receiving FDI and thus improving the economy, countries such as India, should eliminate all forms of child labour and employ adults only. If FDI is deterred based on child labour, then LEDCs employing children are continuing the cycle of poverty and decreasing chances of economic growth because they will not receive foreign investment. Conclusion: In conclusion, the economic development of less economically developed countries is only negatively impacted by child labour. In regards to school, child labour is preventing access to education. In India young girls attend school less than boys, due to traditional values still prevalent in the country today (Das and Mishra, 2005). Chamarbagwala argues that governmental policies should be implemented that specifically enhance the economic benefits of sending children to school; thus giving families an incentive to send their children to school in India (2008). Badiwala claims there is potential for compulsory education to help eradicate child labour in India; pointing to the Indian state of Kerala as an example (1998). In regards to the health of child labourers, there is evidence that states that child labour affects the final height of an Indian child, among various other serious short and long term effects (Occupational Medicine, 2006). Sadly, there are few studies that state the health effects of child labour on young girls working in the domestic or unpaid labour force. Lastly, one of the most detrimental effects child labour has on the economic development of a country is the fact that child labour devalues the work done by adults (Basu and Van, 1999). Basu and Van argue that only when the economic situation is improved, will child labourers cease to exist (1999). Furthermore, an interesting study conducted by Bhukuth and Ballet states that sometimes parents continue the problem of child labour by having their children work alongside them in the brick kiln industry (2006). Moreover, it has been proven that child labour can be harmful economically because it decreases the countrys chance at attracting foreign direct investment (Braun, 2006). As a result, child labour is damaging to the economic development of a less economically developed country because it presents a barrier to the education of children, it risks the health of child labourers short and long term and continues the cycle of poverty by devaluing the work done by adults.

Nicotine Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  In the world today, Nicotine is one of the most frequently used addictive drugs. The impact it has on society is like no other. It is one of more than 4,000 chemicals found in the smoke of tobacco products such as cigarettes, cigars, and pipes. This addictive drug is the primary component in tobacco that acts on the brain.   Ã‚  Ã‚  Ã‚  Ã‚  Tobacco can be found two ways, it can be dried brown leaves of various sizes or it can be a grown form of tobacco. When extracted from the leaves, nicotine is colorless, but quickly turns brown when exposed to air. It then becomes a poisonous, pale yellow, oily liquid with a pungent odor and acrid taste. The amount of nicotine contained in tobacco leaves ranges from 2% to 7%.  Ã‚  Ã‚  Ã‚  Ã‚  There are four ways in which you can use tobacco. They are cigarette smoke, dry or wet snuff, and chewing tobacco. The cigarette smoke is inhaled through the mouth. Most cigarettes in the US contain 10 milligrams or more of the nicotine. Since most of the nicotine is destroyed by the heat of burning the actual concentration of nicotine in smoke is low. So, when inhaling the smoke you actually only take in 1 to 2 mg of nicotine per cigarette. Nicotine is absorbed through the skin, lining of the mouth and nose, or by inhalation in the lungs. Depending on how the tobacco is ta ken, nicotine can reach peak levels in the bloodstream and brain rapidly. Cigarette smoking, for example, results in quick dis...

The History of the Coffeehouse :: essays research papers

The first coffeehouse the world had ever seen was founded in Constantinople, just becoming Istanbul in 1475. It was such a huge success that right after it opened, two more appeared. So began a fascination with coffee that would last 300 more years. The reason the first coffeehouse did not open in, say, England, was location. Since Turkey was only a quick sail away from the original brewer of coffee, Arabia, traders could get the coffee to the city with minimal effort. The Europeans were completely out of the coffee trading loop until coffee began to make it’s way into the hands of Venetian traders, leading the Italians to be the first Europeans to found coffeehouses. Slowly, coffeehouses came to open in England as well, the first opening in 1652. However, there was still the problem of transporting all that coffee from Turkey or the Middle East, a costly business. This problem was solved when the Turks, defeated in battle, left sacks upon sacks of the flavorful beans behind i n parts of Europe. This created an abundance of coffee houses in Vienna, where there was large amounts of this left-behind coffee. Eventually, the storehouses began to run low on coffee, now very much in demand with the Europeans. You may be wondering, why didn’t they just grow some coffee? First of all, the merchants who sold the beans knew this, and sold the beans in non growing conditions (such as already ground up.) Secondly, people did try to grow coffee- but on European soil, the beans that were usable floundered and died. If they managed to get usable coffee beans at all, (it was illegal to get them) you wouldn’t have nearly enough to support even the smallest coffeehouse for a week. The Dutch trading companies knew all this, but they came up with a new, radical notion- why not get some beans, but grow them not in Europe but in the East Indies! So the Dutch smuggled a small amount of un ground or processed coffee beans out of the Arabian port of Mocha, then shipped them to Ceylon and the East Indies for cultivation. 30 years later, a French naval officer named Gabriel De Clieu sailed for the Caribbean island of Martinique. When he arrived, he happened to be carrying some un cultivated coff ee beans. (We’ll never know how those got there.) He casually sold it to the locals, unwittingly starting one of the world’s largest coffee producers.

James Joyce’s Araby Essay

James Joyce’s â€Å"Araby† is a story short in length, but long in impact. The unnamed narrator in the story is on the verge of some great discovery, betwixt and between childhood and the world of adults. The playmates with which he interacts, the aunt and uncle that hold dominion over him, and the crush he develops on the pretty sister of a friend are all described through his eyes. While he describes the action, he does so in a wisdom that seems beyond his years, being idealist and innocent and at the same time knowledgeable and jaded. Though the journey the protagonist makes is real, simple, and common, the way the journey is portrayed makes it verge on the mythic and the main character garners many heroic attributes in the tradition of Joseph Campbell’s monomyth. American writer Joseph Campbell was well known not only for his defining of the hero and the hero’s journey, but also his appreciation and admiration for the work of James Joyce. In the work of Joyce, he saw many of the critical elements that comprised the hero’s journey or the monomyth, which added impact to an otherwise simple coming-of-age story. Instead of being just a simple trip to the bazaar, the protagonist of Joyce’s â€Å"Araby† is forced to endure many of the trials and events that befall all heroes. Campbell helped define what makes a hero in his 1949 book The Hero with a Thousand Faces, by stating: â€Å"A hero ventures forth from the world of common day into a region of supernatural wonder: fabulous forces are there encountered and a decisive victory is won: the hero comes back from this mysterious adventure with the power to bestow boons on his fellow man† (30). In other words, Joyce’s protagonist in â€Å"Araby† has enacted multiple parts of the mythic initiation of the hero-redeemer, who, according to Campbell, undergoes separation, initiation, and returns with a boon for his people. According to Martha Fodaski Black, â€Å"In ‘Araby’ the boy separates himself from the other Dubliners, undergoing the trials and tests of the often hostile environment of the Dublin streets at night; the main character has his moment of ironic enlightenment at the bazaar†¦although the boy does not return to his people, the story is itself the boon that Joyce brought to the Irish† (129). Even despite not fitting Campbell’s definition of the hero’s journey to the letter, there remain many aspects of it that are too glaring to ignore. The narrator in â€Å"Araby† personifies youthful idealism, fantasy, and confusion, which at first seems to negate the status as a hero embarking on a hero’s journey. However, when viewed through the eyes of Campbell, the trip to the bazaar for the young man, as well as the overwhelming desire that precedes it, are parts of the hero’s journey. The call to adventure is put forth by Mangan’s sister, who originally places the idea into the head of the young man about the bazaar. While she cannot go to the bazaar, he promises that he will go and return with something from the bazaar, which is very similar to the concept of the boon for the people. With his intense feelings, adolescent and confusing as they may be, the narrator is presented with a task that he feels obligated to complete, no matter the costs. This becomes his all-consuming passion, and every other aspect of his life in the story takes on a whole new meaning, becoming a mythological quest for something magical and transcendent. Even in his everyday tasks the narrator creates something fantastic, and making his way through the crowded streets carrying groceries he sees a different romantic reality: â€Å"I imagined that I bore my chalice safely through a throng of foes† (Joyce 31). The way he romanticizes his friend Mangan’s sister goes far beyond the realm of reality, though he has little idea why he feels like he does. When she finally becomes reality and speaks to him, he is overwhelmed by it. Yet, he confronts adult reality with full force, following the urges brought on by his burgeoning sexual awareness. By, going on the quest to Araby, his idealism and fantasy are replaced with the cold realization of adulthood and the reality of the world around him. All of the other characters in Araby simply support the narrator’s rising consciousness and often fit the Campbell’s definition of helpers, and sometimes as tests and enemies to be overcome. The narrator’s aunt and uncle act as surrogates for authority figures, and their contradictions, but he still appeals to them after he receives his original call to adventure. Their authority comes to bear on the narrator when he waits for his uncle to get home to go to the bazaar with him, only to be let down when he fails to show up on time. The waiting could be a test for the narrator, and he manages to pass despite the anxiety and trepidation it caused. The pious and fair aunt is complimented with the partially irresponsible but benevolent uncle, and though their help is limited and largely debatable, their gentle support finally allows the narrator to make it to the bazaar. However, unlike the supernatural helpers in many myths, the helpers in â€Å"Araby† are very human, and it is collectively the fault of the narrator’s uncle and aunt that he got to the bazaar so late; though they are also the reason he was able to go, showing the control that authority has over all and their important position in his life. Once the boy is allowed to go on his journey alone, more elements of the hero’s journey come into play. The train ride that the boy embarks upon can be seen as Campbell’s crossing of the threshold to adventure. The ride itself is something that the boy must endure in order to get to the world he wishes to find, yet another test in a series of tests. However, once at the bazaar, the boy’s heroic journey takes a disheartening turn, as he realizes that much of his youthful excitement and anticipation for the journey were misinformed. He finds more tests and trials in the special environment of the bazaar, contending with ignorant clerks that do not merit his respect or business, though this is nothing more than a statement of childish innocence being replaced with the harsh reality of adulthood. In the end, the most important part of the narrator’s hero journey is not actually making it to the bazaar, nor retrieving the item he promised to Mangan’s sister, but it is the actual knowledge he gained because of the journey. Despite the help of some characters and the opposition of others, the narrator was able to grow in his knowledge and appreciation of the adult world. In initiating the boy’s hero’s journey, Mangan’s sister is the most important character in the story, not so much for who she is but what she is. She is the symbol of the narrator’s idealized view of life. She is everything romantic to him, while she most likely has no idea that he feels this way. Other than the narrator, all of the characters view the world as it is, realizing the obligations of life are more important than idealized fantasies; Mangan’s sister cannot go to Araby because of her convent’s retreat, the uncle tends to his own affairs before the narrator’s, and the aunt only wants to see him safe and happy. When the bazaar turns out horribly for the narrator, he realizes that his romantic view of the world was not only wrong, but may have even been vain because of he failed to see the world like everyone else did. He realizes that the reality of his life and the people in it were far more simple than he imagined, a sentiment that clearly marks his transformation from child to man: â€Å"From the vantage point of maturity the narrator can realize that the aunt and uncle perhaps once possessed an awareness of the romantic, and awareness that has since been clouded by the drabness of North Richmond Street† (Cockelreas & Logan). The ultimate irony of the boy is that to finally achieve adulthood, he was robbed of his joy and his imagination and received only painful revelation in return. Joseph’s Campbell’s heroic journey can be seen in many works of literature, from the common myths of ancient times to the modernist writing of James Joyce. Whether it is the complex story of a human fighting supernatural elements or the simple story of a boy going to a bazaar, any character can be construed as a hero and the journey heroic. Works Cited: Black, Martha Fodaski Shaw and Joyce: â€Å"The Last Word in Stolentelling. † Gainesville: University of Florida Press, 1995. Campbell, Joseph. The Hero with a Thousand Faces. Princeton: Princeton University Press, 1949. Cockelreas, J & Logan, D. â€Å"The Ironic Narrator in James Joyce’s ‘Araby’. † Writing Essays About Literature. A Literary Rhetoric. New York: Holt, Rinehart and Winston, 1970. Joyce, James. â€Å"Araby. † Dubliners. New York: Penguin Books, 1967.

Diversity Organizations Essay

For years throughout U.S. history women were not afforded the same rights that men were. Throughout history women were thought of being intellectually inferior to men and a source of evil and temptation (Women’s International Center, 1994). In early America women were not allowed to vote or work outside of their home and were ridiculed when they did. It was the culture of early America that women were to remain behind the men being in a supportive role but not to voice their opinions. Through much suffrage, it was not until 1848 that the women’s movement came to its beginnings. Focusing on the social, civil, and religious condition and rights women at the Seneca Falls Convention in New York began to express their rights and wants. Headed by Elizabeth C. Stanton and Lucretia Mott, it marked a new era for women in the United States. While the right for equality continued and the creation of the National Woman Suffrage Association (NWSA) by Stanton and Susan B. Anthony, it brought opposition of the 14th and 15th Amendments (extending citizenship rights and granting voting rights to freedmen) due to its exclusion of women (U.S. Office of Art & Archives, n.d.). By the 1920’s the struggle for equality was answered and the status of women had grown. On August 18, 1920, the right to vote was ratified by the 19th Amendment to the U.S. Constitution affording the right to vote for women. Today, women throughout the U.S. still fight for woman equality through established organizations. The National Organization for Women (a major source of protection on workplace equality and reproductive rights) has been at the forefront in support of women. With the assistance of so many organizations in the fight for women’s rights, that statuses of women are equally more today than that of years passed. Status of women i n United States history today The role and status of women has drastically changed throughout the decades. Women have taken a more responsible role outside of the home in joining the  workforce. From being one-third of the workforce in the late 60’s, they make up more than half of the force in the U.S. today. According to Center for American Progress (2014), women have also gained a considerable role within politics in the country with record numbers serving in congress (para. 1). With the fight to end gender discrimination by big insurance companies, women have solidified their economic security. Constructions of masculinity and femininity seen in society and media As American culture continuously evolves, so do the lines of male and female roles and functions. Society’s view of masculine and feminine roles has become embedded in the minds of people. From an employment standpoint, society views for example that doctors and lawyers are one of a masculine role whereas nurses, teachers or social workers would be more of a feminine role. The media’s portrayal is just as bias to the constructions of masculinity and femininity. An example in modern media would be that tattoos and a considerable amount of muscle mass would be viewed as one of a masculine trait. More often the depictions are movies; music videos and even in magazines. The role of a homemaker has been viewed for example as one of a feminine role. Although the depictions are in the mainstream, it has been a barrier broken down by both men and women taking on varied diverse roles. Status of GLBT people historically The GLBT community, throughout history has faced much discrimination and prejudice. The GLBT community has had it hurdles of being socially acceptable and still does today. In the United States, members of the GLBT community historically were a cultural minority. Through much oppression, the gay liberation movement of the 1970’s brought forth pride marches every June in the United States. During the 80’s socially the status of the GLBT community was decimated by the AIDS epidemic. This led to fear and ridicule being described as the, â€Å"Gay Man’s Cancer†. There has never been a more separation of social status with any other community than of the GLBT community. Status of GLBT people today Although America is widely divided today attitudes are changing rapidly in acceptance of gays and lesbians. With the growing approval of same-sex marriage, basic civil liberties and freedom of expression for the GLBT  community, the trend of greater tolerance is growing. Over the last two decades, same-sex marriage has risen in support with 11% approval in 1988 to 46% approval and rising today. The status of patriotism and service of GLBT members in uniform in the past resulted in the uncomfortable compromise of â€Å"Don’t Ask, Don’t Tell† (Morris, PhD, 2014). This crusade like movement ultimately abolished decades of military forms of discrimination and dishonorable discharges. Although there are a great many that seek to dissolve, it creates an opposition between both the hetero and homosexual communities. Social and political issues relevant to women and GLBT people in the U.S A political issue relevant to women would be health care reform. With the Affordable Care Act it provides advances for the women’s health issues. The current pending case on contraceptive insurance coverage is an endless debate women’s rights and health. An extraordinary and yet accomplished issue for the GLBT community is the recent strike down of Arkansas 2004 amendment prohibiting same sex marriage (Volsky, 2014). The original ban was in violation of the state constitution and the 14th Amendment of the U.S. Constitution. References Women’s International Center. (1994). Women’s History in America. Retrieved from http://www.wic.org/misc/history.htm U.S. Office of Art & Archives. (n.d.). The Women’s Rights Movement, 1848–1920. Retrieved from http://history.house.gov/Exhibitions-and-Publications/WIC/Historical-Essays/No-Lady/Womens-Rights/ Rainbo Organization. (2009). Organizations Fight for Womens Rights. Retrieved from http://www.rainbo.org/organizations-fight-for-womens-rights/ Sewall-Belmont House & Museum. (n.d.). Women’s History in the U.S. Retrieved from http://www.sewallbelmont.org/learn/womens-history-in-the-u-s/ Bader, E. J. (2014). Reproductive Justice and Women’s Equality: There is Some Good News!. Retrieved from http://www.truth-out.org/news/item/23588-reproductive-justice-and-womens-equality-there-is-some-good-news Volsky, Igor. (2014). Judge Strikes Down Arkansas’ Same-Sex Marriage Ban. Retrieved from http://thinkprogress.org/lgbt/2014/05/09/3436443/ju dge-invalidates-arkansas-b an-against-same-sex-marriage/ Morris, PhD, B. J. (2014). History of Lesbian, Gay, & Bisexual Social Movements. Retrieved from http://www.apa.org/pi/lgbt/resources/history.aspx Associate Program Material Diversity Organizations Worksheet Search the Internet for information related to the following: Women’s rights organizations Equality organizations Gay, lesbian, bisexual, and transgender (GLBT) rights organizations Note. You may also refer to the Internet Resource Directory of Racial and Ethnic Groups. Complete the following table with notes and thoughts related to your findings: Site Thoughts/Notes Ford Foundation (http://www.fordfoundation.org) Supports inequality & discrimination Network building for women & human rights organizations against discrimination & inequality Equality Now (http://www.equalitynow.org) campaigns to raise awareness by highlighting individual cases of pervasive and severe violations against women and girls calls for the repeal of all laws that discriminate against women in accordance with international and regional human rights standards Human Rights Campaign (http://www.hrc.org/) organization working to achieve equality for lesbian, gay, bisexual and transgender Americans represents a force of more than 1.5 million members and supporters nationwide mobilizes grassroots actions in diverse communities invests strategically to elect fair-minded individuals to office and educates the public about LGBT issues. Use your notes to aid in your responses to the questions below. You may need additional resources from the University Library to complete this activity. Write a 750 to 1,050- word paper answering the following questions: What has been the status of women in the United States throughout history? What is the status of women in the U.S. today? What are some examples of concepts or constructions of masculinity and femininity that you see in society and in media? Historically, what has been the social status of GLBT people? What is the status of GLBT people in the U.S. today? What are some social and political issues relevant to women and GLBT people in the U.S.? Provide citations for all the sources you use. Submit this Diversity Organizations worksheet and your paper as instructed by your facilitator.