The Persian Empire of Ancient Iran

The Persian Empire of Ancient Iran Irans history as a nation of people speaking an Indo-European language did not begin until the middle of the second millennium B.C. Before then, Iran was occupied by peoples with a variety of cultures. There are numerous artifacts attesting to settled agriculture, permanent sun-dried- brick dwellings, and pottery-making from the sixth millennium B.C. The most advanced area technologically was ancient Susiana, present-day Khuzestan Province. By the fourth millennium, the inhabitants of Susiana, the Elamites, were using semipictographic writing, probably learned from the highly advanced civilization of Sumer in Mesopotamia (ancient name for much of the area now known as Iraq), to the west. Sumerian influence in art, literature, and religion also became particularly strong when the Elamites were occupied by, or at least came under the domination of, two Mesopotamian cultures, those of Akkad and Ur, during the middle of the third millennium. By 2000 B.C. the Elamites had become sufficiently unified to destroy the city of Ur. Elamite civilization developed rapidly from that point, and, by the fourteenth century B.C., its art was at its most impressive. Immigration of the Medes and the Persians Small groups of nomadic, horse-riding peoples speaking Indo-European languages began moving into the Iranian cultural area from Central Asia near the end of the second millennium B.C. Population pressures, overgrazing in their home area, and hostile neighbors may have prompted these migrations. Some of the groups settled in eastern Iran, but others, those who were to leave significant historical records, pushed farther west toward the Zagros Mountains. Three major groups are identifiablethe Scythians, the Medes (the Amadai or Mada), and the Persians (also known as the Parsua or Parsa). The Scythians established themselves in the northern Zagros Mountains and clung to a seminomadic existence in which raiding was the chief form of economic enterprise. The Medes settled over a huge area, reaching as far as modern Tabriz in the north and Esfahan in the south. They had their capital at Ecbatana (present-day Hamadan) and annually paid tribute to the Assyrians. The Persians were established in three areas: to the south of Lake Urmia (the tradional name, also cited as Lake Orumiyeh, to which it has reverted after being called Lake Rezaiyeh under the Pahlavis), on the northern border of the kingdom of the Elamites; and in the environs of modern Shiraz, which would be their eventual settling place and to which they would give the name Parsa (what is roughly present-day Fars Province). During the seventh century B.C., the Persians were led by Hakamanish (Achaemenes, in Greek), ancestor of the Achaemenid dynasty. A descendant, Cyrus II (also known as Cyrus the Great or Cyrus the Elder), led the combined forces of the Medes and the Persians to establish the most extensive empire known in the ancient world. By 546 B.C., Cyrus had defeated Croesus*, the Lydian king of fabled wealth, and had secured control of the Aegean coast of Asia Minor, Armenia, and the  Greek colonies  along the Levant. Moving east, he took Parthia (land of the Arsacids, not to be confused with Parsa, which was to the southwest), Chorasmis, and Bactria. He besieged and captured Babylon in 539 and released the Jews who had been held captive there, thus earning his immortalization in the Book of Isaiah. When he died in 529**, Cyruss kingdom extended as far east as the Hindu Kush in present-day Afghanistan. His successors were less successful. Cyruss unstable son, Cambyses II, conquered Egypt but later committed suicide during a revolt led by a priest, Gaumata, who usurped the throne until overthrown in 522 by a member of a lateral branch of the Achaemenid family, Darius I (also known as Darayarahush or Darius the Great). Darius attacked the Greek mainland, which had supported rebellious Greek colonies under his aegis, but as a result of his defeat at the  Battle of Marathon in 490  was forced to retract the limits of the empire to  Asia Minor. The Achaemenids thereafter consolidated areas firmly under their control. It was Cyrus and Darius who, by sound and farsighted administrative planning, brilliant military maneuvering, and a humanistic worldview, established the greatness of the Achaemenids and in less than thirty years raised them from an obscure tribe to a world power. The quality of the Achaemenids as rulers began to disintegrate, however, after the death of Darius in 486. His son and successor, Xerxes, was chiefly occupied with suppressing revolts in Egypt and Babylonia. He also attempted to conquer the Greek Peloponnesus, but encouraged by a victory at Thermopylae, he overextended his forces and suffered overwhelming defeats at Salamis and Plataea. By the time his successor, Artaxerxes I, died in 424, the imperial court was beset by factionalism among the lateral family branches, a condition that persisted until the death in 330 of the last of the Achaemenids, Darius III, at the hands of his own subjects. The Achaemenids were enlightened despots who allowed a certain amount of regional autonomy in the form of the satrapy system. A satrapy was an administrative unit, usually organized on a geographical basis. A satrap (governor) administered the region, a general supervised military recruitment and ensured order, and a state secretary kept official records. The general and the state secretary reported directly to the central government. The twenty satrapies were linked by a 2,500-kilometer highway, the most impressive stretch being the  royal road  from Susa to Sardis, built by command of Darius. Relays of mounted couriers could reach the most remote areas in fifteen days. Despite the relative local independence afforded by the satrapy system, however, royal inspectors, the eyes and ears of the king, toured the empire and reported on local conditions, and the king maintained a personal bodyguard of 10,000 men, called the Immortals. The language in greatest use in the empire was Aramaic. Old Persian was the official language of the empire but was used only for inscriptions and royal proclamations. Darius revolutionized the economy by placing it on a silver and gold coinage system. Trade was extensive, and under the  Achaemenids  there was an efficient infrastructure that facilitated the exchange of commodities among the far reaches of the empire. As a result of this commercial activity, Persian words for typical items of trade became prevalent throughout the  Middle East  and eventually entered the English language; examples are, bazaar, shawl, sash, turquoise, tiara, orange, lemon, melon, peach, spinach, and asparagus. Trade was one of the empires main sources of revenue, along with agriculture and tribute. Other accomplishments of Dariuss reign included codification of the data, a universal legal system upon which much of later Iranian law would be based, and construction of a new capital at Persepolis, where vassal states would offer their yearly tribute at the festival celebrating the spring equinox. In its art and architecture, Persepolis reflected Dariuss percept ion of himself as the leader of conglomerates of people to whom he had given a new and single identity. The Achaemenid art and architecture found there is at once distinctive and also highly eclectic. The Achaemenids took the art forms and the cultural and religious traditions of many of the ancient Middle Eastern peoples and combined them into a single form. This Achaemenid artistic style is evident in the iconography of Persepolis, which celebrates the king and the office of the monarch. Envisioning a new world empire based on a fusion of Greek and Iranian culture and  ideals,  Ã¢â‚¬â€¹Alexander the Great  of Macedon accelerated the disintegration of the Achaemenid Empire. He was first accepted as leader by the fractious Greeks in 336 B.C. and by 334 had advanced to Asia Minor, an Iranian satrapy. In quick  succession,  he took Egypt, Babylonia, and then, over the course of two years, the heart of the  Achaemenid EmpireSusa, Ecbatana, and Persepolisthe last of which he burned. Alexander married Roxana (Roshanak), the daughter of the most powerful of the Bactrian chiefs (Oxyartes, who revolted in present-day Tadzhikistan), and in 324 commanded his officers and 10,000 of his soldiers to marry Iranian women. The mass wedding, held at Susa, was a model of Alexanders desire to consummate the union of the Greek and Iranian peoples. These plans ended in 323 B.C., however, when Alexander was struck with fever and died in Babylon, leaving no heir. His empire was d ivided among four of his generals. Seleucus, one of these generals, who became ruler of Babylon in 312, gradually reconquered most of Iran. Under Seleucuss son, Antiochus I, many Greeks entered Iran, and Hellenistic motifs in art, architecture, and urban planning became prevalent. Although the Seleucids faced challenges from the  Ptolemies of Egypt  and from the growing power of Rome, the main threat came from the province of Fars (Partha to the Greeks). Arsaces (of the seminomadic Parni tribe), whose name was used by all subsequent Parthian kings, revolted against the Seleucid governor in 247 B.C. and established a dynasty, the Arsacids, or Parthians. During the second century, the Parthians were able to extend their rule to Bactria, Babylonia, Susiana, and Media, and, under Mithradates II (123-87 B.C.), Parthian conquests stretched from India to Armenia. After the victories of Mithradates II, the Parthians began to claim descent from both the Greeks and the Achaemenids. They spoke a language similar to that of the Achaemenids, used the Pahlavi script, and established an administrative system based on Achaemenid precedents. Meanwhile, Ardeshir, son of the priest Papak, who claimed descent from the legendary hero Sasan, had become the Parthian governor in the Achaemenid home province of Persis (Fars). In A.D. 224 he overthrew the last Parthian king and established the Sassanid dynasty, which was to last 400 years. The Sassanids established an empire roughly within the frontiers achieved by the Achaemenids  [c, 550-330 B.C.;  with the capital at Ctesiphon. The Sassanids consciously sought to resuscitate Iranian traditions and to obliterate Greek cultural influence. Their rule was characterized by considerable centralization, ambitious urban planning, agricultural development, and technological improvements. Sassanid rulers adopted the title of shahanshah (king of kings), as sovereigns over numerous petty rulers, known as  shahrdars. Historians believe that society was divided into four classes: the priests, warriors, secretaries, and commoners. The royal princes, petty rulers, great landlords, and priests together constituted a privileged stratum, and the social system appears to have been fairly rigid. Sassanid rule and the system of social stratification were reinforced by Zoroastrianism, which became the state religion. The Zoroastrian priesthood became immensely powerful. The head of the priestly class, the  mobadan  mobad, along with the military commander, the  eran  spahbod, and the head of the bureaucracy, were among the great men of the state. Rome, with its capital at  Constantinople, had replaced Greece as Irans principal Western enemy, and hostilities between the two empires were frequent. Shahpur I (241-72), son and successor of Ardeshir, waged successful campaigns against the Romans and in 260 even took the emperor Valerian prisoner. Chosroes I (531-79), also known as Anushirvan the Just, is the most celebrated of the Sassanid rulers. He reformed the tax system and reorganized the army and the bureaucracy, tying the army more closely to the central government than to local lords. His reign witnessed the rise of the  dihqans  (literally, village lords), the petty landholding nobility who were the backbone of later Sassanid provincial administration and the tax collection system. Chosroes was a great builder, embellishing his capital, founding new towns, and constructing new buildings. Under his auspices, too, many books were brought from India and translated into Pahlavi. Some of these later found their way into the literature of the Islamic world. The reign of Chosroes II (591-628) was characterized by the wasteful splendor and lavishness of the court. Toward the end of his  reign  Chosroes IIs power declined. In renewed fighting with the Byzantines, he enjoyed initial successes, captured Damascus, and seized the Holy Cross in Jerusalem. But counterattacks by the Byzantine emperor Heraclius brought enemy forces deep into Sassanid territory. Years of warfare exhausted both the Byzantines and the Iranians. The later Sassanids were further weakened by economic decline, heavy taxation, religious unrest, rigid social stratification, the increasing power of the provincial landholders, and a rapid turnover of rulers. These factors facilitated the Arab invasion in the seventh century. Data as of December 1987Source: Library of Congress Country Studies Corrections *Jona Lendering  points out that a 547/546 date for the fall of Croesus is based on the  Nabonidus Chronicle  whose reading is uncertain. Rather than  Croesus  it may have been the ruler of Uratu. Lendering says the fall of Lydia should be listed as the 540s. **He also advises that cuneiform sources start to mention Cambyses as sole ruler in August 530, so the date of his death the following year is wrong.

Short-Term and Long-Term Post-MBA Goals Personal Statement

Short-Term and Long-Term Post-MBA Goals - Personal Statement Example   I set my long term goal to become such a mayor-a leader of change, devoting myself in refocusing a service government which fulfills its responsibilities on economic regulation, market supervision, social management and public welfare based on service. Furthermore, I aspire to bridge my city from landlocked West China to the global stage. To get prepared for such a vision, I set my short-term goal to become a strategist, stepping up to the senior executive assistant after completing my MBA. I will serve as the chief strategic officer in my hometown and a strategic partner to the mayor, creating, communicating, executing, and sustaining the city's strategic initiatives. For me, the strategy is more than forging new city developments, working relationships, and synergies across government functions; it also involves establishing greater transparency and accountability. The Chinese government thirsts for a new generation of government... My step up into government requires further preparation to learn to balance my business philosophy with my government mission. In this regard, Columbia Business School serves as the best venue to achieve both as it offers holistic education. I admire the educational institution's innovative approach to learning because I believe that the latter should evolve in order to accommodate the emerging needs of students and the international business arena. By becoming a venue for active learning, entrepreneurial training, and bridging research and practice, I believe that Columbia Business School will equip me with the necessary knowledge and skills which will enable me to attain both my short term and long term goals. T

Art21 Blog Post Essay Example | Topics and Well Written Essays - 250 words

Art21 Blog Post - Essay Example She uses her painting to educate others on gender and social, political condition in her country. She plots her work in advance and takes long in her paintings making sure that they are produced to perfection. She also includes different characters in her paintings based on materials and color. Viewers should learn various principles from her line of work. Foremost, she does not take advantage of her job to strive economically but instead has an emotional connection to her paintings. She takes her time while preparing paintings since there are hidden messages in her paintings. She also promotes American cultural history through her paintings on American folk-art traditions Viewers can easily recognize the artist due to her work. Information can be gathered from her painting where she has been featured in the power category of artists. She uses her work to provide knowledge and increase awareness to her viewers. She claims that one has to let the portraits come up automatically without forcing anything. Consequently, her work has been featured in various museums in the U.S providing her viewers with breathtaking scenes in her

Arguments For And Against National Minimum Wage

Arguments For And Against National Minimum Wage Supply of labour is elastic and can be moved across the region at the same wage. When minimum wage goes down firms can recruit more labour but as seen in below chart when its go up, it move from E1 to E2. That means at the set new minimum wage firms can only afford E2 number of labours. In UK, demand of skilled labour and supply of skilled labour does not reach equilibrium. Skilled labour from European Countries has been migrated in the UK to fill the gap in between. Over the past couple of decades migrated skilled labours supply increased which result in unemployment. Source: LPC estimates based on ASHE with supplementary information, low-pay weights, UK, April 2006 To get the skilled workforce in action, government has to decide a minimum wage at which they are happy to migrate and work in the UK. As UK is short of skilled labour, government decided fair minimum wage rate which keeps changes every year and increased by some percentages, to get the skilled labour motivated and provide them with the good intensives. Source: http://www.guidance-research.org/future-trends/logistics/info/printAll?lang=en, 25th September 2010 If demand of labour is relatively inelastic as per the above diagram then reduction in employment is less than if demand for labour in terms of employers is elasticity in accordance with the changes in wage level. NATIONAL MINIMUM WAGE In UK national minimum wage set  £ 3.60 in 1999. This law has been aim to remove poverty in long term as a result of that we can see from a graph below, constant growth in the National Minimum Wage. Source: http://www.poverty.org.uk/01/index.shtml, 22nd September 2010 ARGUMENTS FOR THE NATIONAL MINIMUM WAGE Arguments in favour of National Minimum Wage suggest that it may have a more ambiguous effect on employment. Dolado et al (1996) Social Arguments: Government Evidence suggests that the minimum wage has had a small positive impact on public sector finances. Which means more jobs, result in increase employment in various parts like full time, part time and self employed. As it has positive impact on public sector more jobs in full time and part time can be seen in the below table. Source: http://www.guidance-research.org/future-trends/education/printAll?lang=en, 25th September 2010 If the firm is paying National Minimum Wage then it has an incentive to raise productivity of employees. This result in investment rise in personnel. Social injustice and unequal pay distribution among the society is the key reason of the poverty, in order to equally divide income across the society. As income increases, the government gets more income tax and national insurance so that it can spend it for its expenditures. The better trained are the workforce, the higher the reward for everyone. Economic Arguments: To 1.5 million jobs benefited in October 2001 through increase in NMW which as a result increase the aggregate wage bill by upto 0.11%. The following year nearly 1 million people in fewer jobs are benefited. Actually the solid increase in 2001 is supported by small increase in previous year 2000 and another small increase in following year 2002. Over 90,000 jobs secured by 18-21 year olds in October 2001 and labour market is slightly relieve in following couple of years. Below chart shows % of jobs paying at or below national minimum wage and size of the firm. Source: LPC estimates based on ASHE with supplementary information, low-pay weights, UK, April 2006 ARGUMENTS AGAINST THE NATIONAL MINIMUM WAGE Arguments against the National Minimum Wage rely on a neoclassical framework. Card Krueger (1995) Social Arguments: For certain industries, increase in National Minimum Wage NMW means increase in marginal cost so they try to redundant employees and cut the hours of existing employees which results in increase number of unemployed. The higher the national minimum wage is marginal cost for hiring new employee considerably more. Another issue is Pay-leap frogging, mean expert workers in the field command higher wages in order to maintain the difference between their wages and national minimum wage. Cost of living varies from region to region, for example renting 3 bedroom house in London wont cost you same as renting it in outside London. And NMW is set the same across the UK. So cost of living in London is higher and still they are getting paid similar NMW as other parts of the country. In the time of recession company go for recruiting experienced workers rather than recruiting fresher, because fresher requires training and firms try to cut such costs by recruiting experienced workers. Majority firms subject to particular region and if the employees are not happy with their wages then they just move on. According to the economist, High benefits and low pay leads to a culture where people manipulate the system and stay on benefits. As minimum wage increase by  £0.13, many forms choose to have office in the UK and set up manufacturing plant in some other country like Bangladesh or import directly from china. The minimum wage is still less than one can get through the benefits. Everything ends with the consumer and he doesnt have anything to spend then everyone is going in loss. Millions of potential jobs dont exist because of government rules which also includes minimum wage. Get rid of majority of them and as a result, firms start hiring people like anything and the problem of unemployment would go away. Minimum wage is equal for everyone, which means unskilled labour worth of  £2.00 an hour must be paid  £5.93, same as the skilled labour who are worth it. There was a famous example a few months ago in the US. A teacher was complaining about being paid too little but emphasized that she was a teacher for the children and not for the wage. Well, you cant have it both ways. Either you do it for the love of it, or you do it for the wage. When you know the wage is low, you can always choose a different career. Economic Arguments: In 2004, 520 companies were surveyed which shows result that the NMW increase has considerable effect in terms of costs and the most harm done in large firms such as 5 hours cut a week, it means 40 hours full time employee has to work 35 hours a week. As per new minimum wage, working 37.5 hours a week gets you  £11563.50/ year which is after Tax and NI receivable around  £9903.02, which is not good enough to live a standard life. CONCLUSION After discussing arguments in favour and against the national minimum wage, from the social point of view increase in NMW is necessary; for living fairly standard life. The life style here in London and in Bangladesh cannot be compared because the market is totally different here. Thats from the societys point of view but from the business point of view; it is investment in people at the end of the day which motivates labour and increasing the productivity which helps firms to earn more profit. With this conclusion I am in favour of increase in the national minimum wage. REFERENCES: BOOKS Bazen, S. (2000), the impact of regulation of low wages on inequality and Labour market adjustment Lloyd, C., Mason, G., Mayhew, K. (2008) Low wage work in the UK Russell Sage Foundation Manning, A. (2003), Monopsony in Motion Blais, A., Cousineau, J. and McRoberts, K (1989) The determinants of Minimum wage rates, Public Choice Boeri, t. and Burda, M. (2009), Preferences for Collective vs. Individualized Wage Setting, The Economic Journal, forthcoming. Silbermann, J. and Durden, G. (1976) Determinining Legislative Preferences On the Minimum Wage: An Economic Approach, Journal of Political Economy, Vol. 84(2), pp. 217-229. ONLINE http://ivythesis.typepad.com/term_paper_topics/2009/06/the-impact-of-national-minimum-wage-on-uk-labor-market-and-uk-economy.html, 20th September 2010 http://www.suffolkobservatory.info/sda_pdf/workforcedeprivation.asp, 21st September 2010 http://www.guardian.co.uk/money/audio/2010/oct/01/focus-podcast-minimum-wage-audio, 21st September 2010 http://www.lowpayunit.org.uk/minwage/campaign.shtml, 22nd September 2010 http://money.howstuffworks.com/personal-finance/budgeting/minimum-wage.htm/printable, 22nd September 2010 http://news.bbc.co.uk/1/hi/6211250.stm?lsm, 23rd September 2010 http://www.ukbusinessforums.co.uk/forums/showthread.php?t=174645page=3, 23rd September 2010 PART B TREND EXTRAPOLATION Extrapolation can be defined as to conclude the future from the past history, assuming that the technological change is in steady stream and will continue now. Statistical Cure Fitting As name suggests, this method using statistics data for forecasting, such as Indianapolis 500 mile race data as per shown in the below graph: The beginning of the World War 1 Indy race cars have exponentially increased to get pole positions. In the graph above, two technological innovations and ideas are shown quite clearly in the data. One of them cars out of the two was a rear-engine car. The first car of this sort appeared firstly in 1961. The qualifying speeds for Indy race cars were about 150mph which a hard target to achieve. In 1964 a rear-engine car won a pole position for the first time attaining close to 159mph. Limit Analysis All growth has some kind of limitation whether it is recognised or unrecognised. Sooner or later, projections must replicate the improvements that may even get close to the limit but mustnt exceed the limit. The trend of lower temperature is inadequate, of course by an absolute zero. For example, a movement of growing energy conversion efficiency cant exceed to 100%. The trend is presented in the below chart: The trend line looks and analysis aspects of the larger field of development. The trend line attempts to extend the boundaries of the data points beyond their regions in the timeframe. For Example is recently US and China relation, which looks in curve graph like below: Source: http://www.sublimeoblivion.com/2010/08/18/underestimating-china/, 25th September 2010 Some common types of trend: Constant trends  are those where there is no net increase or decrease. Polynomial trends  are those best modeled by a polynomial equation. They may be second-order (quadratic) equations of the formy  =  ax2  +  bx  +  c, resulting in a parabolic shape: Consensus Methods The method is a set of values for significant familys abilities to pay for colleges. From last couple of years, trend line shows decrease in variance in need analysis. The participating corporation believe that the agreed opinion approach, when applied in a consistent manner, serves to decrease or reduce the indifferent results that threaten the long-lasting tradition of awarding help on the basis of need. The desire and the need to serve for the greater good, rather than serve individual academic or institutional needs and capabilities have required some areas to be compromised, but 568 Group strongly believes, the consequential methodology remains true to both the institutional and professional principles and aspects that underlies its co-operative efforts. For example, student wish to study in university, university go through the savings through the applicants family. Lets say the university fee per year is  £30,000 and familys income per year is  £ 50,000. In which parents have to sign the statement that they are going to fund for their childs accommodation, fees, travel and other required expenses. Family need to demonstrate their household expenditure to show that they can spare  £ 30,000 each year plus other expenses comes through the education loan or scholarship from university. In total of all have to be reached  £30,000 a year plus other expenses like travel. Through simple diagram below I can understand consensus method better way.

Lead and Manage a Team Within a Health and Social Care Setting

The features of effective team performance are set out in Brian Tuckman’s phases of team development theory, ‘Forming, Storming, Norming, Performing. ’ This outlines the phases that a team will go through in order to become effective and reach maturity. At the ‘Forming’ stage of team development individual roles and responsibilities are unclear and each member of the team is concerned to avoid conflict with each other. From this point the team will go through the ‘Storming’ phase which is when they start to conflict as individuals put forward ideas which will be challenged by others in a bid to gain power and position over others. After this the ‘Norming’ phase follows and it is at this point that individual roles are defined and accepted and ground rules and conduct are agreed. After each of these stages the team then reaches the ‘Performing’ stage which is where they are all working towards the same shared goal. This theory shows that for all teams to be effective each individual needs to be clear on their role, responsibilities and shared end goal. This is achieved through positive leadership, utilising the skills of the team and addressing weaknesses to make the team more effective. The challenges experienced by developing teams are often due to organisational change. Staff may be resistant to change such as moving to join a new team or working with people they do not know. A health and social care organisation needs to identify the skills and knowledge that are required for the service plan and recruit staff according to this to ensure that the diversity and skill mix needed is met to fulfil the service outcome. Newly appointed staff should complete an induction that ensures they understand and comply with the organisations values and objectives and their role and support systems should be clarified as quickly as possible to ensure they can contribute as quickly and effectively as possible to the team. An established team experiences different challenges to a developing team. They may have more difficulty maintaining staff enthusiasm and momentum. To overcome these challenges the organisation needs to be aware of changes to workload and conflict between individuals to resolve issues quickly before they impact on other staff and then service users. Also feedback should be given to staff in order for them to maintain or improve performance levels and recognition should be expressed for good work to maintain a high level of staff morale. Once momentum is built then it is easier to maintain and helps staff to remain enthusiastic and continue o communicate and trust their colleagues and manage their time efficiently and keeps them orientated to the important work tasks. Challenges to effective team performance can be overcome by the organisation being clear about the values and objectives in relation to staff and service users and communicating these and the time frame in which these are expected to be achieved. Support should be given to those who are capable of sharing the organisations objectives so they can become committed to ensuring that the service outcomes are met. If this is not done then it can be difficult to maintain effective team working. Dawes and Handscomb performed a review on team leadership in 2005 and suggested that these difficulties stemmed from competing professional interests. In different settings they reviewed the relationship between team working and care outcomes and it was found that within a long term care setting the care outcomes required effective team working to be met. It is considered that management styles can be divided into three categories. * Autocratic- characterised by individual control over all decisions and little input from group members. Paternalistic- a type of fatherly managerial style typically employed by dominant males where their organizational power is used to control and protect subordinate staff that are expected to be loyal and obedient. * Democratic- a style in which members of the group take a more participative role in the decision making process. A leader can be anyone who has the ability to influence other members of a team. It is considered that a manager and a leader are different but they are complementary to tasks being carried out. Management styles will change to reflect the stage of development the workforce’s stage of development. When starting a new team a manager will have to be clear about setting goals, establishing rules and assigning responsibility and then taking on the more troublesome tasks of organising resources, motivating and creating a cooperative team. As the team develops then roles can be delegated and appropriate support provided. Doing this enables the team to become more confident and the style of management and leadership changes so team members begin to take on more leadership functions. The primary focus of a leader is to develop and maintain trust between the service user and the staff. The service user will look at the staff to establish with them character and competence. If these two characteristics are met then this develops trust with the service user. Character relates to motive and intent, whether the staff are working towards the same objectives. Competence relates to skills and results, whether the staff are able to care for the service user and meet the objective set by the organisation. Staff that are registered with professional bodies have accountability and are answerable for their actions. They are accountable by law for meeting the standards and objectives that are set out for them. Even when staff are working towards a common goal, conflict can still arise. This can be due to different personalities, communication styles, sense of priorities and changes to workload. Trying to prevent conflict is best practice so a manager should try to build an environment that is supportive, positive and stable to try and reduce the likelihood of conflict developing. If conflict does develop then a manager should try to: * Address it at the earliest opportunity. * Keep the discussions positive. Look at what can be done to resolve the conflict. * Encourage the team to focus on the problem, not the person. Encourage honest dialogue between the team, welcoming different points of view that do not create blame. Each individual should be allowed to voice their point of view and also listen to and respect each other’s views. * Ask each individual to accept ownership of their part of the problem. * Discuss a variety of options before settling on an agreement that is based on o bjective criteria that will resolve the conflict. Conflict does not always necessarily have to be a bad thing, as if it is dealt with constructively, can lead to increased productivity, development of new ideas and personal development of team members.

Research of the Tingunee Essay - 689 Words

Research of the Tingunee Meghan Shmunes Cultural Anthropology Professor Pappas June 9 2013 Shmunes 1 After receiving this grant, I cannot wait to go study the people and culture of Tingunee. Before I embark on this journey to the Tingunee of the lower Quebin river valley though, there are some important things I must make sure I do first. There has been no known visitors to Tingunee or any research conducted on their culture, so I will need to take extra precaution with the basic stages I need to complete. Upon my return, I will hope to be the first person to have a basic understanding of the Tingunee culture. Cultural anthropology is the study of people within a particular culture and†¦show more content†¦I plan to answer questions about subjects including marriage, local government, gender roles, religion/ religious beliefs; more specifically the role females play. I will be figuring these questions out by collecting data within the community and to do so properly, I will need to have an emic approach. An emic approach is how the Tingunee people think, perceive other people, how they behave, and how they imagine and explain things. I decided to take the emic approach over the etic approach because the etic approach would involve me emphasizing what I think is important about a culture after interpreting it and because the Tingunee people have not been studied before, I want other people to know their culture and thought processes without including my opinions. An emic approach will allow me to be a part of the community while taking in information without bias. After being amerc ed in the community with my emic approach, I will be able to determine what distinct cultural characteristics separate this culture from the rest. I plan on interviewing individual people, both male and female, to get different perspectives on everyday life within the tribe and the roles each individual plays in the community. Being a female myself will have advantages when talking to Shmunes 3 the females of the Tingunee tribe. I hope to

12 Literary Quotes for Wedding Speeches