Leadership and Employee Turnover in Hotel Industry

Leadership and Employee Turnover in Hotel Industry With the highest employee turnover rate, the hospitality industry need to encourage employees to voice their opinions, ideas, and any of their other concerns for improving performance and reducing employee turnover. The purpose of this study is to investigate the impact of different types of organizational culture and different leadership styles on employee voice in the hospitality industry. Hospitality human resource practitioners could modify their organizational culture and leadership style according to the results of the study, in order to encourage their employee voice. The results of this study could also contribute to the literature about factors that influence employee voice. Introduction As according to www.skagitwatershed.org Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills. Leadership is a process of getting things done through people. Leadership is not a science. So being a leader is an adventure because we can never be sure whether we will reach our goal at least this time. The touchdown drive may end in a fumble. The troop may have a bad weekend during the camporee. Or the citys citizens may not be convinced that the mayors policies are right. So these leaders have to try again, using other methods. But they still use the same process the process of good leadership (Orans, 1997). Employee Turnover As according to Wood (1992), defines employee turnover as the rate of change in the number of employees of a concern during a definite period commonly a month. In some other ways it is defined as a measure of the extent to which old employees leaves and new employees enter the service of the concern. Whereas in its sociological context employee turnover implies to a process of change in the size of the work force and this signifies the reasons, which cause this phenomenon to occur in any industrial unit. Employee turnover is in fact movement of employees in and out of firms and the main reasons could be voluntary or involuntary. Rationale Through the ages we have learnt that the only way to put the customer first in the hospitality industry is by putting the employee first. The rationale may not be very obvious, but it is certainly compelling. Satisfied employees lead to satisfied customers. Worldwide researches have suggested that employee turnover is among the highest in the hospitality industry. Studies have shown that average annual employee turnover range from around 60 to 300 % (Mehta, 2005). Hotels spend thousands every year for each new employee they must train to replace a seasoned worker who leaves. It is no longer a startling fact that the cost of losing an employee is between half and one-and-a-half times their annual salary. Background There are studies that support the fact that employees leave an organisation for many reasons, but two common causes are the quality of the selection system and the quality of leadership (Mehta, 2005). Arguably hotels support a culture that fosters dependence and relies on the traditional chain of command, and not all supervisors are good managers and good team leaders that leads high employee turnover. In the light of this proposition, the proposed research plans to examine as whether leadership leads to high employee turnover. The research will be conducted with reference to Delhi based hotels. AIMS AND OBJECTIVES The proposed research aims to examine as whether leadership leads to high employee turnover. The research is to be conducted with reference to Delhi based five star hotels. The research will attempt to accomplish following objectives: To examine the degree of employee turnover problem in hotels To identify and evaluate the foremost causes employee turnover in hotels To examine leadership role as causing employee turnover in hotels To investigate what are the causes for the high employee turnover in the hotels. To examine are what the consequences of the high employee turnover in hotels. To study how the reduce turnover and increase employee retention in hotels. RESEARCH QUESTIONS Are qualities of leadership foremost reasons of employee turnover in hotels? Is wrong leadership causes high degree of employee turnover in hotels? Structure of dissertation Author has divided the dissertation in five chapters, in the first chapter author has discuss about the aims and objectives of the report, research mythology in which he has used primary and secondary research. He has discussed about the limitations and background of the dissertation in this chapter. In the second chapter author has given a literature review discussing the meaning of employee turnover and its importance in todays world. Author has also explained leadership and employee turnover and how it can make a difference in successful and not so successful businesses. Also the author has shown different ways to measure employee turnover. Finally, the author has explained how employee turnover is making a difference in a hotel industry and their employee. In the third chapter author has done a research mythology discussing sampling techniques and sample size which is been used for a completion of the report. In the forth chapter author has done findings and analysis based on a q uestionnaire prepared by the author. And finally in the last chapter author has done his conclusion on the report. Literature Review This section presents the theoretical concepts in the context of above mentioned research aims objectives and research questions. Employee turnover is the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment (Abassi et al., 2000). The term turnover is defined by Price (1977) as: the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequently, managers refer to turnover as the entire process associated with filling a vacancy: Each time a position is vacated, either voluntarily or involuntarily, a new employee must be hired and trained. This replacement cycle is known as turnover (Woods, 2002). Most researchers (Kalliath and Beck, 2001; Kramer et al., 1995; Saks, 1996) have attempted to answer the question of what determines peoples intention to quit by investigating possible antecedents of employees intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of employed included by the researchers and the lack of consistency in their findings. Therefore, there are several reasons why people quit from one organization to another or why people leave organisation. The experience of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organization; and job dissatisfaction make employees to quit (Firth et al., 2004). This clearly indicates that these are individual decisions, which make one to quit. They are other factors like personal agency refers to concepts such as a sense of powerlessness, locus of control and personal control. Locus control refers to t he extent to which people believe that the external factors such as chance and powerful others are in control of the events which influence their lives (Firth et al., 2004). Manu et al. (2004) argue that employees quit from organization due economic reasons. Using economic model they showed that people quit from organization due to economic reasons and these can be used to predict the labour turnover in the market. Organizational instability has been shown to have a high degree of high turnover. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa (Zuber, 2001). In organizations where there was a high level of inefficiency there was also a high level of staff turnover (Alexander et al., 1994). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organisations because with stable organizations they would be able to predict their career advancement. The imposition of a quantitative approach to managing the employees led to disenchantment of staff and hence it leads to employee turnover. Therefore management should not use quantitative approach in managing its employees. Adopting a cost oriented approach to employment costs increases employee turnover (Simon et al., 2007). All these approaches should be avoided if managers want to minimize employee turnover an increase organizational com petitiveness in this environment of globalization. Organizations valuable assets are its high performing employees; and when they start leaving, its an indication that the organization is in trouble.   It appears that organizational management does not care much when low performing employees leave the organization.   In other words, the employers have to understand the damages resulting from high performance employees leaving, and the benefits resulting from poor performance employees leaving. (Hong and Chao 2007, p. 216).Employees may stay longer in an organization if they are motivated and rewarded.   Studies show that a motivated employee is a productive employee; therefore, it is the responsibility of organizational leadership to ensure that all employees are productive.   To be productive means supporting the mission and vision of the organization. Employees may stay longer with organizations if they are well paid and motivated.   Management and leadership motivate and reward high performance e mployees in order to prevent them from leaving. Organizational management and leadership pay particular attention to high performance employees and the attention given them has made them less likely to leave.   The negative relationship between performance and turnover appears to be the major conclusive finding, indicating that high performance employees would be less likely to leave than lower performance ones. (Hong and Chao, 2007 p.217).   Losing high performance employees means higher costs of human resources in form of rehiring, training, and placement.   Management action may cause some low performing employees to leave an organization; this is due to the fact that such employees are viewed as liabilities and may not be contributing to the accomplishment of the organizational mission and vision.   In SLT, leadership effectiveness is thought to be enhanced if a manager uses the style of leadership that best matches the readiness, ability and willingness of subordinates and that a good match between leadership style and subordinate readiness leads to a higher level of subordinate satisfaction and performance. The four quadrants in SLT represent four basic leadership styles: high task and low relationship ; high task and high relationship; low task and high relationship; low task and low relationship, The central precept is that as the level of follower readiness increases, effective leader behavior will involve less structure and less socio-emotional support, A leaders task and relationship behaviors interact with subordinate readiness to significantly influence leader effectiveness, which is defined as the extent to which a follower demonstrates the ability and willingness to accomplish a specific task. According to Hersey et al. (1996), at the lower levels of readiness, the le ader needs to provide direction but with higher levels of readiness, followers become responsible for task direction. There is no one best way to influence people and leaders need to assess the readiness level and then use the appropriate leadership style. Thus, it is the follower who dictates the most appropriate leader behavior. In the high tech hotel industry, a work environment with proper implementation and management of technology is vitally important. Any great manager will agree that human resources still plays the most important role in any successful high tech hotel venture. Employees are the backbone of hotel industry, and they need effective leadership so that they will be motivated to do the best jobs they can do. Today, the high tech industry is beset by several factors that make it difficult to hire and retain good employees. The economy is down and the national unemployment rate is high. Good leadership, however, can inspire employees and motivate them to work harder at their jobs. The question is how. Leadership is not a random event. Rather, it is a dynamic process continually adjusted to an ever-changing environment. A great leader is able to influence the behavior of individuals and groups. Harry Truman once said, Leadership is getting people to do what they dont want to do, and like it. In the past, a leaders personality or charisma was considered key. Leadership effectiveness also was defined in terms of attitudes. The most effective leaders were deemed to be those who placed the greatest emphasis on people and production. Today, this view has been modified. Now the leader needs to vary his style to fit the readiness of his subordinates. A leaders attitude is based on his concern for both his people and their productivity. Leadership behavior also is based on two dimensions: task behavior and relationship behavior. In attempting to lead, an individual always engages in each of these behaviors to some extent. Task behavior involves directing others telling or showing them exactly what to do and how to do it correctly. Typically, direction is characterized by unilateral communication, which may take the form of oral or written instructions expected to be carried out as dictated. Instructions to employees may be explained by saying, This is how you would do this. By contrast, relationship behavior is characterized by more supportive, facilitating actions and by bilateral communication among individuals. Here, direction typically involves dialogue between a manager and his subordinates or between co-workers. The number one reason an employee leaves a company is because of their manager. The leader that employees work for determine who sticks around and who hits the road. Employee turnover costs are substantial ranging from 150% to 250% of an employees annual compensation. That means to replace an employee that makes 100,000 it will cost the company 150,000 to 250,000. If you can reduce your employee turnover then clearly you will reduce your bottom line. Extraordinary leaders make a substantial impact on employee turnover and therefore, the bottom line. How to reduce employee turnover Few things in business are as costly and disruptive as unknowingly having the proverbial revolving door for employees to exit from. While there are many secondary and tertiary items that can influence an employees decision to leave, in this weeks column Ill address the one single factor which constitutes the overarching reason that drives a persons decision to leave their employer. à ¢Ã¢â€š ¬Ã‚ ¢ Leadership Continuity: Great companies have a clear vision, mission, and strategy, which are evangelized by a cohesive leadership team. A crisply articulated vision, and continuity of leadership creates an engaged workforce that understands the business model and key objectives of the enterprise. à ¢Ã¢â€š ¬Ã‚ ¢ A Planned Transition: Outstanding leadership teams set employees up for success and not for failure. They have an established on boarding process which puts forth an initial roadmap for a successful transition by clearly defining key performance indicators, business objectives, and other key metrics. à ¢Ã¢â€š ¬Ã‚ ¢ Compensation: Great leadership teams understand the value of tier-one talent, and are not afraid to pay-up in order to attract it and retain it. While todays column was a bit of an extemporaneous highlight covering only a few critical issues, I hope it clearly portrayed the value of leadership in employee retention and development. Now that so much is being done by organizations to retain its employees, why is retention so important? Is it just to reduce the turnover costs? Well, the answer is a definite no. Its not only the cost incurred by a company that emphasizes the need of retaining employees but also the need to retain talented employees from getting poached. The process of  employee retention  will benefit an organization in the following ways: Interruption of Customer Service:  Customers and clients do business with a company in part because of the people. Relationships are developed that encourage continued sponsorship of the business. When an employee leaves, the relationships that employee built for the company are severed, which could lead to potential customer loss. Turnover leads to more turnovers:  When an employee terminates, the effect is felt throughout the organization. Co-workers are often required to pick up the slack. The unspoken negativity often intensifies for the remaining staff. Goodwill of the company:  The goodwill of a company is maintained when the attrition rates are low. Higher retention rates motivate potential employees to join the organization. http://retention.naukrihub.com/importance-of-employee-retention.html A career in the hospitality industry can be both challenging and rewarding. The hospitality industry includes restaurant, hotel, and resort positions that cater to serving guests with a smile. However, the staff turnover is high in the hospitality industry, and anyone considering a management position within this segment should understand the reasons people leave their jobs. Common reasons for high turnover include: 1. Seasonality- Many hospitality positions are seasonal in nature. While lay-offs are a necessity for business survival, they are hard for workers who will receive minimal unemployment benefits. It can lead to understaffing during off-peak seasons which has a negative impact on employee morale. 2. Organizational culture Leadership If an organization does not possess a positive culture, the work environment will be unpleasant. With other considerations, this adds to the reasons why employees quit. 3. Labor Pool -The labor pool for the hospitality industry is often untrained, unskilled workers. Higher skilled workers are harder to find, and even those workers are vulnerable as they seek better opportunities. Many employees are young, students, or using hospitality jobs as a fallback or stepping stone to other careers. This increases the chances of turnover. http://www.helium.com/items/1912987-staff-turnover-in-hospitality Five Leadership Fundamentals He then realized that his job as manager became very simple. To motivate high performance and, at the same time, ensure employee satisfaction within his group, he just needed to:   Provide employees with a clear sense of where were going and why. Make sure they have the necessary resources to get their job done. Be attuned to their professional needs and try to provide them with assignments that meet these needs (not always easy but still attainable). Regularly meet with them both formally and informally to give and get feedback on whats going on. Get out of their way and, at the same time, be available when needed. What are the leadership qualities that make all this possible? First and foremost the leadership qualities that build and create a change readiness culture are totally focused on understanding and reverse-engineering the critical disconnects between organizational leadership and management, and the rest of the non-management employees. These disconnects can be summarized as an organizational management and leadership that is detached from direct feedback from the frontline and the human consequences of their decisions. This is all about moving away from the prevalent transactional leadership style with its reward and punishment mechanisms to gain compliance, and moving towards facilitative leadership that engages directly with the informal networks and aspects of the organization. This isnt so hard for organizational leadership to take on board and enact once they realize that in so doing they are dealing directly with the crustacean rock bottom root causes of resistance to change whilst simultaneously unleashing a flood of new innovations and solutions. Implicit or Informal Theories of Employee Turnover Employers and employees share some common causes of employee turnover in India. Among demographic factors, the majority of Singaporeans hold the view that the young and more educated change jobs more often than the old and less educated. Labour shortage (or perceived alternative employment opportunities) and job-hopping among the uncontrollable factors stand out in the perceptions of most people as important factors causing turnover (Debrah, 1993;1994). Further, most Indians consider satisfaction with pay, a controllable factor, one of the most important causes of turnover intention (Debrah, 1994; Koh Goh, 1995). We do not propose any hypotheses on implicit theories of employee turnover. However, we would like to explore to what extent these implicit theories are valid. Specifically, how much of the variance in the turnover model do age, level of education, perceived alternative employment opportunities, job-hopping, and satisfaction with pay explain? If these factors explain a lot of unique variance, we can say that there is a lot of truth in implicit theories on employee turnover held by Indians. METHODS Sampling and Data Collection Data were collected using a questionnaire that contained measures of job satisfaction (satisfaction with pay, satisfaction with nature of work, and satisfaction with supervision), organizational commitment, organizational justice (distributive and procedural), job-hopping, perceived alternative employment opportunities, and turnover intention. In addition, the questionnaire included questions on demographic characteristics of the respondents. The Ministry of Labour, India, publishes quarterly resignation rates by occupations and industries. These quarterly resignation reports provided us the starting point. Both manufacturing and services sectors are important for the Singapore economy. Consequently, we included industries from both manufacturing and services in our sample. Within each sector, we selected one industry with the highest resignation rates and the other with the lowest resignation rates over the last four years. In the manufacturing sector, the food and beverage industry had the highest resignation rates and the marine and shipping the lowest. On the other hand, in the services sector, the retail industry had the highest resignations and the banking the lowest. Employee turnover in hotels has received substantial attention from both academics and managers. Much of this attention has been focused on understanding its causes. Implicit in this approach is the assumption that turnover is driven by certain identifiable characteristics of workers, tasks, firms, and markets, and that, by developing policies to address these characteristics, managers might reduce the occurrence of turnover in their respective organizations. Moreover, Van Vianen, Feij, Krausz, and Taris (2004) distinguished between two motives for turnover; push and pull. Push motives are related to dissatisfaction with ones current work situation, whereas pull refer to available opportunities to improve ones career opportunities on the external labour market. Nevertheless, the job satisfaction-turnover relationship is not stable across different organizations, or that satisfaction may relate more closely to immediate or short term variables such as daily effort, rather than longer term variables such as turnover intention (Ajzen Fishbein, 1977). The research may point out that there are some problems in the hotels in recent years on the employee turnover; generally speaking, employees leave the hotels for some common reasons, such as they are not satisfied with their positions of salary. Pavesic and Brymer (1990) confirmed dissatisfaction with income, mainly in relation to the number of hours worked, to be a primary reason for managers with hospitality administration degrees leaving the hospitality industry. Although the most significant reason is that they want to seize more space for position and trainings. There is unsuitable for the promotion and management system in hotels. Hotels have taken the employee satisfaction system in order to catch up with large scales. While hotels are not marketable enough to compete with other larger scales because of some systematically reasons. In this study, hotels are very cooperative with us, and the management complies with our requirements. Therefore, this research is for the managem ent of the hotel to find out the problems and to solve the problem.

Father-Daughter Relationships in Sidney’s The Countess of Pembroke’s Ar

Father-Daughter Relationships in Sidney’s The Countess of Pembroke’s Arcadia, Marlowe’s The Jew of Malta, and Shakespeare’s The Merchant of Venice Justification for the subjugation of females to males during the sixteenth century came from a variety of sources. Ranging from the view that God gave Adam authority over Eve as penalty for the fall, to a belief in the superiority of a husbands’ physical strength over that of his wife, attempts at rationalization of the restricted freedom of women came from every direction.1 Puritan reformers also believed that Eve was God’s gift, given to Adam ‘to consummate and make up his happinesse.’[1] From this perspective, we can easily make the mental adjustment necessary to embrace the view of women as property that could be ‘given in marriage, taken in battle, exchanged for favours, set as tribute, traded, bought, and sold.’[2] With this viewpoint in mind, it is interesting to move into a consideration of the father-daughter relationships presented in Sidney’s The Countess of Pembroke’s Arcadia, Marlowe’s The Jew of Malta, and Shakespeare’s The Merchant of Venice to analyse how this viewpoint limited the freedoms of daughters. To begin our exploration of father-daughter relationships in the context of patriarchal control, we must first examine how males viewed and represented daughters within the texts. In The Old Arcadia, Pyrocles as Cleophila not only ‘praises’ Philoclea in fragmented body parts (as opposed to a whole person), but also compares these parts to military instruments of war. ‘Her loose hair be the shot, the breasts the pikes be / Scouts each motion is, the hands the horsemen’ and ‘her cannons be her eyes.’[3] Although this comparison situates Philoclea in the degra... ...53-7. [10] Oxford English Dictionary Online [11] Singh, 153. [12] The Merchant of Venice, III.ii.83-96. [13] D. Lucking, ‘Standing for Sacrifice: The Casket and Trial Scenes in ‘The Merchant of Venice,’ University of Toronto Quarterly (Spring 1989):355-75, quoted by J.G. Singh, in A Feminist Companion to Shakespeare, ed. Dympna Callaghan (Malden and Oxford: Blackwell Publishers Ltd, 2000), 150. [14] The Jew of Malta, II.iii.52-3. [15] II.iii.289. [16] The Old Arcadia, 101. [17] The Old Arcadia, 102. [18] The Old Arcadia, 5. [19] The Jew of Malta, II.iii.228-232. [20] The Jew of Malta, II.iii.304-6. [21] The Merchant of Venice, I.ii.22-5. [22] II.v.56-7. [23] The Jew of Malta, III.iii.39-42. [24] The Jew of Malta, II.iv.1-4. [25] The Merchant of Venice, III.i.31-33. [26] The Old Arcadia, 360. [27] Dusinberre, 124.

Criticisms of Plato’s Theory of the Forms Essay

Plato’s theory of forms, also called his theory of ideas, states that there is another world, separate from the material world that we live in called the â€Å"eternal world of forms†. This world, to Plato, is more real than the one we live in. His theory is shown in his Allegory of the Cave (from The Republic, Book VII), where the prisoners only live in what they think is a real world, but really it is a shadow of reality. According to Plato, to the prisoners in the allegory and to humanity in the material world â€Å"truth would be literally nothing but shadows† and he believes us to be as ignorant as the people in the cave. Plato followed the belief that in order for something to be real it has to be permanent, and as everything in the world we live in is constantly changing, he assumed there must be something else. In his eternal world of forms, there is an ideal form of every object there is in this world. Plato answers the question â€Å"what is beauty?â⠂¬  by discovering the essence of true beauty. The reason one recognises something has being beautiful is because we have an innate knowledge of something that is beauty, i.e. we know of the form of true beauty in the eternal world of forms, and everything we see compares to that. Something is only beautiful if it shares characteristics with the form of beauty in the other world. The most important form is the form of the good, portrayed by the sun in the allegory of the cave. Aristotle was Plato’s main critic and was once a pupil of Plato. Aristotle and many other philosophers who came after Plato criticised Plato’s view that these ideal forms had an independent existence. Many people believe that there must be something to which we compare all objects and something that makes something what it is and not something else. But that doesn’t mean that it exists separate from our bodies. Plato does not prove, or even try and prove that these perfect forms are self-evident. It is Plato’s disability to prove this that causes people to criticise his theory. As Aristotle was one of his pupils, he does not totally reject Plato’s theory but argues that it may not be the only logical reason towards how something is classified. Another criticism made by Aristotle. Linked to the previous one is that Aristotle does not believe that there can be an ideal form of Disease, or  Dirt, or anything bad. If these things are unwanted then how can there be a perfect form of these? A perfect form of disease would be one that does not harm anybody, and doesn’t cause death or suffering. Some concepts fit Plato’s system in better ways than others. For example, mathematical concepts are easier for us to understand than others. How are we to know what the ideal dog is like? Is it tall, short, fat, or skinny? The perfect form of a circle fits into his theory as we know what a perfect circle would be like. It is hard to believe that there is a perfect form of a piece of paper, or a plastic bag. But, as can be seen, this criticism is again not totally dismissing Plato’s theory but is finding loopholes in it. Another problem with his theory, which is again related to the last, is how far the ideal form relates? Plato does not make it clear whether the perfect form in the other world is very specific or whether it isn’t. If we take for example a dog; is the form in the eternal world of forms just an ideal animal, or an ideal dog? Perhaps it goes further to the breed of dog, or even whether it is male or female. As Plato doesn’t elucidate this, we could go on and on until we have a form of every animal, so a shortsighted, over-weight, female dog. This means that the forms are no longer universal and therefore end up having no meaning. If both Aristotle and Plato were aiming to reach the highest from of the good then they should both agree on how to reach it. Plato claims that the highest form of the good is like the sun, â€Å"seen only with an effort†, and is the one thing that makes other things the way they are as it is â€Å"the universal author of all things†¦and the immediate source of reason and truth in the intellectual†. Goodness is something that cannot be defined, when asked, different people have different ideas about what is good, or right and wrong, whereas if everybody was asked to point to the sun they all would. This disproves his theory as not everybody has a true understanding of the Form of the Good. Plato fails to set out his theory clearly and allow the reader to realise it is a theory. Nowhere in his dialogues does he state that he is describing a theory of forms, and so people may have misunderstood his writing s and he  may not have meant it to be a theory at all. He has elements of his theory in many different dialogues and is inconsistent. In Book I of the Metaphysics Aristotle claims that Plato had a â€Å"system† to the effect that â€Å"the many sensibles which have the same name exist by participating in the corresponding Forms.† This quote from Aristotle’s work suggests that Plato did have a theory of forms but this is not believed by all people. None of these criticisms totally disallow Plato’s theory but argue against it and suggest other possibilities. Although there are many critics of Plato there are also many people who follow him, and even in this day and age Plato’s ideas are understood and followed and he has ended up being one of the most influential philosophers although his Theory of Forms is slightly over the top and hard to understand. To a certain extent these criticisms are valid, but in other ways they are not. In my opinion they are valid as far as criticisms are concerned but are not valid if they are meant to oppose Plato’s theory. In my view they are invalid to go up against Plato’s theory of forms because they do not supply us with any other options but simply point out the flaws of his arguments. For example, Aristotle’s criticism that these ideal forms do not have to exist independently from this material world is valid. But he does not give us a reason why it is impossible for them to be self-evident or explain to us how they could exist in this world. This causes the criticisms to be less valid in my view as there is no significant reason for Plato’s theory to be untrue. Likewise with the second criticism about how there cannot be an ideal form of dirt. I believe there can be. Just as good things can have ideal forms, bad things also must have something to which we compare them. The form would produce a definition of disease and there is no reason why this cannot exist. When Plato talks about something ideal, he does not mean it is ideal in the context we want it and need it, but just that it is the form to which we will compare things and it is the perfect form of a bad thing. Although people criticise Plato’s because it is hard to believe that there is an  ideal form of some things that aren’t mathematical concepts, it doesn’t mean they are not true just because we don’t understand it. I therefore, do not think that this criticism is valid, as I do not see a reason why it cannot be true. One criticism I do think is valid is that Plato does not make it clear about whether the ideal form is of a certain animal, a species or breed. But, Plato may not have thought it necessary to make this clear to us as he may have thought it obvious. This, however, is really giving Plato the benefit of the doubt, and so I think this is a valid criticism. Even if Plato and Aristotle were both aiming for the same thing, in my view it does not mean they have to do it in the same way. Aristotle did believe many of the things Plato taught him, but just expanded his ideas a bit more. I do not believe this to be a valid criticism as there are always many ways to reach an end and not everybody has to follow the same path to reach their goal. Plato criticises his own theory a few times but eventually reaches answers to the things he criticised. This can either cause other people’s criticisms to be more valid or less valid depending on the way you look at it. Often, when people criticise their own work before somebody else does, it lowers the value of the criticism as it shows Plato already knew people would criticise him for that. On the other hand, it makes me think that there is reason to criticise if he himself criticises his theory. This causes later criticisms of his theory to be more valid. There are many reasons for the criticisms to be valid, and many why they are not. I personally think that most of them are not valid and if even nowadays many people believe Plato’s theory then there must be some truth in it. Bibliography *Foundation for the Study of Religion – Libby Ahluwalia *Plato – R.M.Hare *Philosophy: an Introduction – Mel Thompson *Encarta – Plato

How Leaders Manage Conflicts For The Success Or Failure Of...

Hunt, Tourish, and Hargie (2000) state that â€Å"communication is the process most central to the success or failure of an organization† (pg. 120). Conflict is â€Å"composed of certain elements such as disagreement, opposition, and disharmony. Conflict is an inevitable phenomenon in social lives where people interact†¦the presence of conflict is inevitable and natural† (Ustuner and Kis, 2014, pg. 27). Although conflict and communication go hand in hand in educational settings, there is an absence of literature that investigates the relationship between the two as they relate to education managers (Hunt et al., 2000, pg. 120). Purpose Gossip, inefficiencies, and differing beliefs can create conflict in educational settings, where red tape and policies can make it difficult for leaders to intervene and manage conflict. The purpose of this study is to determine how leaders manage conflict in educational settings. The main focus questions of the study are: What communicative strategies are most effective for preventing and managing conflict in a school setting? What does conflict look like in a school setting? Once conflict is present, what tools and/or strategies does the leader draw upon to manage it? Do these strategies differ based on the type of conflict present (e.g. gossip, apathy, et cetera)? Theoretical Framework â€Å"Each educational organization, like other organizations, is composed of people with different personalities, perceptions, attitudes, value judgments, personalShow MoreRelatedInterpersonal Skills : Interpersonal And Social Skills1682 Words   |  7 Pageswhich help a leader work effectively with peers, superiors, and subordinates to achieve the goals of an organization (Adair, 2009). A leader must have the ability to relate well with followers. Effective leaders have self-awareness, as well as the awareness of those around them. The leader needs to be socially perceptive. A leader requires interpersonal skills to show emotional intelligence. It assists a person in understanding emotions and applying this understanding to daily tasks. A leader must alsoRead MoreDiversity and Avoiding Conflicts1628 Words   |  7 PagesIt is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that pr oductivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur. Many people and organizations view conflict as a negative, or something to be avoided. Yet conflict, differences, or disagreementsRead MoreVirtual Organization Behavior Framework1292 Words   |  5 PagesVirtual Organization Behaviour Framework There are main components to develop a virtual organization: (1) Virtual Worker A â€Å"multimedia personel† who have high competency in various applications of information technology, has a range of skills (multiskill), educated, and have a high knowledge. An effective person who have high adaptation skill, creativity, and innovation, to effectively manage variety of jobs. This kind of worker will have a success rate to survive, the success of creativity andRead MoreOrganizational Culture And Human Behavior1323 Words   |  6 Pagesunsuccessful. Therefore, it is imperative that organizations employ better ideas and novel methodologies and frameworks in managing projects (Murthy, 2014). A major factor of a project’s success is the behavior of the employees. Employee behavior is influenced by organizational culture and leadership. This paper will briefly explore the influence organizational culture and human behavior have on the success of projects, in particular projects plagued with conflict. First, this paper will discuss the influencesRead MoreAre You a Good Boss or a Great One1081 Words   |  5 Pageschallenges of their roles. Managers in new assignments start out as receptive to change but as the managers start to settle in an organization they lose their fear of imminent failure and often grow complacent. Most bosses reach a level of proficiency and stop there-short of what they could and should have become, they stop growing and improving. Most often managers underestimate how much time and effort it takes to keep growing and developing. However the real culprit is not managerial complacency but itRead MoreLack Of Strong Communication Skills1533 Words   |  7 Pagesyou communicate when a particular situation occurs. An effective leader doesn’t always bark out orders but is able to adjust the communication style in a way that will get the receiver to process and understand the information. Effective ways for the leader to develop their communication skills include an introduction to staff and the surgeons on the unit to increase familiarity. Provide opportunities for staff and the new leader to build a rapport. Another way to develop their communication skillsRead MorePolarity802 Words   |  4 Pagesattention.† (Beach Joyce, 2009, p.71). In order to manage a polarity, managers must first make the distinction between a problem and a polarity; problems are things that are solvable while polarities are manageable. A problem is solved using either/or thinking. A polarity is a manageable concern that focuses on two interdependent opposed right answers which require both/and thinking to be managed (Beach Joyce, 2009). Organizations can effectively manage polarities by realizing each opposite â€Å"pole† hasRead MoreConflict Between Conflict And Conflict Mana gement1164 Words   |  5 Pagesthat conflict in organizations is increasing as they become more complex, culturally diverse, and global. Conflict has been thought of as necessary at times to keep the wheels of progress turning. Therefore, concentration on conflict in organizations has went from strategies to try to eliminate it to managing it. One issue is training managers how to manage that conflict. Conflict can be detrimental or beneficial to the organization. In order to be beneficial, leaders must be able to manage it appropriatelyRead MoreManaging Liability Risk After Merger1355 Words   |  6 Pagesas a solution to the query by doing comparison of corporate strategy of mergers. Factors that lead to merger failures are misgauging strategic fit, cultural clash, communication gap, weak leadership and economic crisis by providing clear vision and putting together professional leadership team that focused management on success and winning the people’s commitment. It explains the failure of integration providing lesson that can be applied to corporation that are making change in management. ScreeningRead MoreEvaluation Of A Project Management Essay1293 Words   |  6 Pagesexcellent companies realize that project failures have more to do with behavioral shortcomings – poor employee morale, negative human relations, low productivity, and lack of commitment.† (377). Today, project managers are to focus on situational leadership, which is known to be effective in project management. Situational leadership refers to when the leader of the project must adjust his style of leadership to the team members’ personalities. Situational leader is known to be effective in project management