Managing Communication in Business Essay Example | Topics and Well Written Essays - 2000 words

Managing Communication in Business - Essay Example This scenario strengthens the need for effective cross-cultural communication, which would bring synergy among the workers towards the achievement of common goals (Montana & Charnoy 2008). This paper attempts to understand the process of communication as affected by cultural differences, and how the barriers of communication can be tackled in order for the organizational goals to be achieved as planned. The concept of cross-cultural communication is actually nothing new, as stated by LeBaron (2003) in a study, where it is concluded that communication process is basically cultural, considering the ways that each person has learned to speak and to give nonverbal messages, each carrying the essential factors of context, individual personality, and mood that interacts with a variety of internalized cultural influences affecting the various choices in life. This concept is summarized by Edward T. Hall, a known expert of cross-cultural communication, in this statement: â€Å"Culture is communication and communication is culture† (Hall, 1959, p. 186). In an environment of multicultural diversity, it is quite a challenge to ensure proper understanding and smooth communication processes between and among the people who have to work together towards the achievement of common goals. LeBaron (2003) further explains that despite all the good intentions of communicators, miscommunication is always likely to happen, especially at instances where there are significant cultural differences between the communicators. According to Rogers, Hart and Mike (2002), cross-cultural or intercultural communication is an intricate web of several factors affecting each other, but mainly based on cultural differences or idiosyncrasies, thus the eventual serious study of it by communication experts in the late 1960s. Significant aspect of this field of study is the examination of

Employer branding definition Assignment Example | Topics and Well Written Essays - 750 words

Employer branding definition - Assignment Example Employer branding that had begun as an innovative advertising medium for organisations has now become an essential part of organisational strategy. Ambler and Barrow (1996) define employer branding as the package of functional, economic and psychological benefits provided by employment and identified with the employing company (cited in Barrow & Moseley, 2005, p.xvi). Ambler and Barrow (1996) assert that employer branding helps in focusing on organisational priorities, increasing productivity, improving recr4uitment, retention and commitment. This discourse explores different factors that necessitate employer branding and its benefits. A valued employer brand is preferred to money in current economy. Employers establish credibility through branding by adopting a myriad of practices and approaches, which includes a component of alignment of organisational values with HR strategies like employee satisfaction, employee motivation, trust, innovation, improved performance etc. Besides edu cating potential employees of the organisation’s policies and establishing a good image, employer branding also aims at employee retention by adopting practices that educate employees of organisational goals and commitment towards employees. Employee retention is extremely important for organisations because of the time and costs invested in employees’ recruitment, training, and other facilities. It is also important to save employees from competitors that are constantly looking out to attract the best talent through money and/or other benefits. It is generally recognized that intellectual and human capital is the foundation of competitive advantage in the modern economy (Berthon Ewing & Hah, 2005, p.152). In this perspective, job sculpting has emerged as a path by which people are matched to the jobs thereby giving considerable significance to their deeply embedded life interests. This way, organisations provide opportunities to their employees to pursue career goals of their interest, a great way to retain people (Findlay, 2008). Technological advances are driving employers to continuously seek innovation and higher expertise in order to tackle the global and local competition. Globalization has resulted in substantial decrease in available skills in the local markets; this has strengthened the need for employee retention, which organisations are achieving through employer branding. A comprehensive program for employer branding is the total reward system in which HRM entails a wide competitive proposition as developed by Towers Perrin. This four-quadrant model comprises of transactional rewards and relational rewards. Transactional rewards are given to employees in relation to pay packages and benefits like pensions, holidays, healthcare etc (Armstrong & Brown, 2006). This is a comprehensive framework for implementing effective employer branding proposition that facilitates employee retention and also motivates employees through engagement, lea rning and development thereby enhancing employee commitment and organisational performance. Moroco and Uncles (2008) conducted a qualitative research to assess characteristics of successful and unsuccessful employer brands; this study identified certain HR metrics, employment experience, and alignment between HR and marketing as the core indicators for successful employer branding. HR metrics graded against industry standards or average determine success of employer brand include percentage of job offers accepted; number of applicants per role; average length of tenure; average staff turnover; and level of staff engagement. Considering employment as a product offered to employees, their experience with employment is dependent upon organisation’s culture, policies and processes. Further, marketing and HR functions play a significant role in providing the best employment experience through psychological contract between employees and the organisation. From HR perspective, emplo yer branding aids in job satisfaction, employee motivation, employee

Case Study Of Meningococcal disease Essay

Case Study Of Meningococcal disease Essay As a paramedic attending a patient it is important that all presenting conditions, signs and symptoms are adequately assessed using the tools available to paramedics. Along with the assessment a thorough history must be obtained to identify the main presenting problem so appropriate management and treatment can be implemented. Through the limited information provided it has been determined that the patient is presenting with signs and symptoms of meningococcal disease. Patient presentation of meningococcal disease will generally present with typical triad of symptoms such as fever, intense headache and altered conscious state. However one of the clearest and most important signs of meningococcal is the petechial or purpuric rash on the trunk and limbs. Other signs and symptoms of meningococcal are joint pain, photophobia, general malaise and lethargy, hypotension and/or tachycardia (Victorian Department of Health, 2009). Meningococcal disease has two main clinical presentations which are meningitis which is an inflammation or infection of the meninges and affects the cerebrospinal fluid within the subarachnoid space. The second presentation is septicaemia which is a systemic infection present in the blood caused by an infection which started in another part of the body (Harris, Nagy Vardaxis, 2006). Meningococcal disease can occur at any age with babies and young children under the age of five at most risk, it should be noted that susceptibility decreases with age however there can be a secondary peak of infection which occurs in adolescents and young adults aged between 15 24 years of age (Victorian Department of Health, 2009). As our patient is presenting with the classic signs and symptoms of meningococcal disease and is within the relevant age group for increased susceptibility it is important that as paramedics we treat the patient in accordance with the clinical practice guidelines keeping the pay off principle in mind. Meningococcal disease can result in death from cardiovascular failure or increased intracranial pressure. Treatment of meningococcal in accordance with Ambulance Victoria Clinical Practice Guidelines is to confirm meningococcal septicaemia by confirming a purpuric rash, headache, fever, joint pain, altered conscious state, hypotension and/or tachycardia. Ceftriaxone is to be given either intramuscularly or intravenously and is considered as a chemoprophylaxis for meningococcal as it has excellent activity against Neisseria species. Neisseria meningitides is the bacteria which causes meningococcal infection (Ambulance Victoria, 2009). Differential Diagnoses Encephalitis is a viral infection of the brain which may occur after an infection such as chickenpox, measles or influenza. Clinically there is little difference between encephalitis and meningococcal disease as they both present with a headache, fever and altered conscious state, however a patient with encephalitis will have seizures and paralysis and no purpuric rash. Further investigations at hospital such as a CT scan, lumbar puncture and spinal fluid analysis is required to definitively diagnose a patient with suspected encephalitis. (Cameron, Jelinek, Kelly, Murray, Brown, 2009) Subarachnoid haemorrhage a patient presenting with a subarachnoid haemorrhage will be complaining of a severe headache and may present with an altered conscious state with lucid intervals, neck stiffness and abnormal pupils. Syncope and seizures are common along with hypertension and bradycardia. As our patient is not presenting with seizures, abnormal pupils, hypertension or bradycardia then as paramedics we may be able rule out a subarachnoid haemorrhage however it is strongly recommended that further investigations at hospital occur to definitively rule out a subarachnoid haemorrhage (Caterino Kahan, 2003). Heat Stroke is when the bodys core temperature is above 40Â °C. A patient will present with an altered conscious state, high body core temperature, tachycardia and anhidrosis. A rash may be present due to the blockage of sweat glands. Based on the information provided our patient is exhibiting a fever and further investigation such as obtaining a detailed history of activities (prolonged heat exposure) and taking a tympanic temperature would need to undertaken to rule out possible heat stroke (Caterino Kahan, 2003). CVA/Stroke there are two classifications of stroke. The most common stroke is the ischemic stroke which occurs when cerebral blood flow is interrupted and the second most common is hemorrhagic stroke. The patient will present with a headache, decreased conscious state, progressive deficits such as parethesias, visual disturbances and numbness. Information provided indicates that our patient does not have progressive deficits however as paramedics we would rule out stroke by referring to using the FAST stroke assessment on the patient (Kahan Ashar, 2009). Anaphylaxis is a severe overwhelming systemic allergic reaction which presents with urticaria, angiodema, nausea and vomiting, respiratory distress, poor perfusion and altered conscious state leading to loss of consciousness. A thorough history from the patient would indicate any past history of allergies or anaphylactic reactions. As our patient has no past history and limited clinical presentations of anaphylaxis, then treatment of the patient should be in accordance with the main presenting problem (Caterino Kahan, 2003). Migraine/headache a patient suffering from a migraine will present with dull and deep pain which is exacerbated during movement of the head. The patients conscious state is not affected and the patient will often have a past history of the illness (Cameron et al., 2009). Assessment Tools Kernigs sign and Brudzinskis sign are to be used in conjunction with each other in determining meningism. However it should be noted that these signs are only present in 50% of suspected adult cases. Kernigs sign is performed with the patient lying supine with legs raised and the knee is to be extended. Failure to extend the knees is considered to be a positive sign of meningism due to the spasming of the hamstrings. Brudzinskis sign is when the head is flexed causing the thighs and knees to also flex. These signs are thought to be caused by irritable motor root nerves which pass through the inflamed meninges causing tension in the roots (Cameron et al., 2009). The Meningitis Research Foundation and the Joint Royal Colleges Ambulance Liaison Committee in the United Kingdom have developed an identification and management protocol of meningococcal septicaemia for ambulance personnel. The protocol starts with the assessment of airway, breathing, circulation and conscious state and then includes exposure and observation which is a simplistic secondary survey that primarily looks for a rash. The protocol states that the rash will be purpuric and will not fade or blanche if a glass is pressed firmly against rash, the rash will remain visible through the glass. Other signs and symptoms are given such as raised respiratory effort, tachycardia, poor capillary refill, vomiting/nausea, painful joint and limbs as often not all signs and symptoms will be present. Management of the patient with suspected meningococcal septicaemia in accordance to the protocol is as follows: High flow oxygen (assisted ventilations as required) Load patient and transport to nearest hospital. Give benzylpenicillin in transit (Infant 300mg, small child 600mg, large child adult 1200mg) Treat for shock during transport with a bolus of crystalloid (children 20ml/kg and adult 250ml bolus). Re-assess vital signs before repeating dose. It should be noted that no more than 3 boluses of crystalloid for children and a maximum of 2 litres for adults. Alert hospital of patient and give relevant history. Benzylpenicillin commonly known as penicillin G is used as it is an antibiotic considered to be the gold standard of penicillin to be used for the treatment of group B streptococci, non- ÃŽÂ ² lactamase producing staphylococci (Meningitis Research Foundation, 2008). Conclusion As paramedics this assignment highlights the importance of obtaining a thorough past history, current history and chief complaint, vital sign statistics and any other relevant information such as temperature, medications and secondary surveys to ensure that an accurate assessment of the patient can occur. A thorough assessment allows the paramedic to implement the right management and treatment for the patient until they reach definitive care and treatment at a hospital.

Tuberculosis is A Global Disease Essays -- Disease TB International

Abstract Tuberculosis is a deadly disease that is now affecting our world and the people living in it in a horrible way. Due to many factors such as poverty, HIV/AIDS, and lack of health care, many third world and developing countries have been left very vulnerable to tuberculosis. It is affecting a large part of these countries and is leading them deeper into poverty and sickness. The effort to help these countries against tuberculosis has only been slightly effective against this widespread and destructive disease. Tuberculosis is an infectious disease that affects one third of the world's population. The most infected areas are developing counties or third worlds countries such as Africa, India, Pakistan, and East Timor. Tuberculosis has been affecting people for millennia. Despite all of mankind's medical advances, TB is a global pandemic. This pandemic is caused by a number of factors such as poverty, HIV/AIDS, lack of health care, lack of knowledge, and new drug resistant strains. Globally, TB is second only to HIV/AIDS as a cause of illness and death of adults, accounting for nearly nine million cases of active disease and two million deaths every year (WHO declares TB an emergency in Africa Para 4). Microscopic droplets spread TB when an infected person talks, coughs, laughs, sneezes, or sings. It usually takes prolonged exposure with an infected person to become infected. In the United States, tuberculosis, compared to the rest of the world, is not as widespread. In 2003, a total of 14,871 tuberculosis (TB) cases (5.1 cases per 100,000 population) were reported in the United States. In addition, in 2003, foreign born people were recorded for 53.3% (7,845 cases) of the national case total, and 25 states reported th... ... public-private efforts, and expand community participation in tuberculosis control activities. Although counties have made efforts to fight this disease, they are unable to overcome this pandemic (WHO declares TB an emergency in Africa Para 7). Works Cited Mwinga, A. Drug Resistant Tuberculosis in Africa. 2001. New York Academy of Sciences. 1 Aug. 2007. 06>. Projects in Africa. 2005-7. Target Tuberculosis. 1 Aug. 2007. . Trends in Tuberculosis. 19 March 2004. Morbidity and Mortality Weekly Report. 1 Aug. 2007. . WHO Declares TB an Emergency in Africa. 2007. World Health Center. 1 Aug. 2007. . Tuberculosis is A Global Disease Essays -- Disease TB International Abstract Tuberculosis is a deadly disease that is now affecting our world and the people living in it in a horrible way. Due to many factors such as poverty, HIV/AIDS, and lack of health care, many third world and developing countries have been left very vulnerable to tuberculosis. It is affecting a large part of these countries and is leading them deeper into poverty and sickness. The effort to help these countries against tuberculosis has only been slightly effective against this widespread and destructive disease. Tuberculosis is an infectious disease that affects one third of the world's population. The most infected areas are developing counties or third worlds countries such as Africa, India, Pakistan, and East Timor. Tuberculosis has been affecting people for millennia. Despite all of mankind's medical advances, TB is a global pandemic. This pandemic is caused by a number of factors such as poverty, HIV/AIDS, lack of health care, lack of knowledge, and new drug resistant strains. Globally, TB is second only to HIV/AIDS as a cause of illness and death of adults, accounting for nearly nine million cases of active disease and two million deaths every year (WHO declares TB an emergency in Africa Para 4). Microscopic droplets spread TB when an infected person talks, coughs, laughs, sneezes, or sings. It usually takes prolonged exposure with an infected person to become infected. In the United States, tuberculosis, compared to the rest of the world, is not as widespread. In 2003, a total of 14,871 tuberculosis (TB) cases (5.1 cases per 100,000 population) were reported in the United States. In addition, in 2003, foreign born people were recorded for 53.3% (7,845 cases) of the national case total, and 25 states reported th... ... public-private efforts, and expand community participation in tuberculosis control activities. Although counties have made efforts to fight this disease, they are unable to overcome this pandemic (WHO declares TB an emergency in Africa Para 7). Works Cited Mwinga, A. Drug Resistant Tuberculosis in Africa. 2001. New York Academy of Sciences. 1 Aug. 2007. 06>. Projects in Africa. 2005-7. Target Tuberculosis. 1 Aug. 2007. . Trends in Tuberculosis. 19 March 2004. Morbidity and Mortality Weekly Report. 1 Aug. 2007. . WHO Declares TB an Emergency in Africa. 2007. World Health Center. 1 Aug. 2007. .

“A Merchant of Venice” Essay Essay

In the play The Merchant of Venice, Shakespeare reveals Portia’s character in a variety of different ways. She seems to have multiple personalities, and it is very difficult for one to conclude whether she is kind or cruel. For example, she could be said to be prejudiced and sly, while also very caring. Portia is quick to judge others on appearances and first impressions. In scene II, when Portia is discussing her suitors with Nerissa, she explains all of the traits she doesn’t like about each of them. She even suggests placing a glass of wine on one of the incorrect caskets; so that the German suitor would choose it and she wouldn’t have to marry him. In fact, she does not seem to like any of the suitors that have visited, except for Bassanio, whom she remembers with fondness: â€Å"I remember him well, and I remember him worthy / of thy praise† (1.2.114-115). In addition, when consulted about the Prince of Morocco, she makes it clear to the reader that â€Å"if he had the condition of a saint / and the complexion of a devil, I had rather he should / shrive me than wive me† (1.2.124-126). This is extremely racist, especially since she hasn’t even spoken to him yet when she states this. She just immediately assumes that she would not marry him because of his dark skin, even if he had a wonderful personality. Also, Portia makes it known that she does not like people of the Jewish faith, and was extremely rude to Jessica when she first arrived in Belmont. During this scene, Portia warmly welcomes each man, but treats Jessica as if she were invisible. When Jessica tells the group that she had  heard him [Shylock] swear To Tubal and to Chus, his countrymen, That he would rather have Antonio’s flesh Than twenty times the value of the sum That he did owe him. (3.2.283-287) Portia completely ignores this piece of information, and continues talking to Bassanio as if nothing had been said. She cannot seem to accept people if they are slightly different from herself. Portia shows signs of being sly and somewhat cold-hearted. She manages to get to Venice and trick all of the men in the courtroom into thinking she is a man. Then, she craftily turns the whole bond plot around and saves Antonio from death, finding two loopholes in the bond. One of these is that Shylock cannot shed any of Antonio’s blood and the other is that he may not take any more or less than a pound of flesh. In the same scene, she decides to test her husband’s loyalty to her by convincing him to give her the ring that had been a symbol of their love, telling him that she â€Å"will have nothing else but only this† (4.1.430). Bassanio was eventually persuaded into giving up the ring to this ‘doctor’. This was very cold-hearted of her; she should have trusted Bassanio, given that he is her husband. This trick complicated their marriage, for she now probably feels like she cannot trust him. It was a cruel trick I think, and very sly. Portia loves Bassanio very much and cares for him and his friends. While it seems that Portia wants to accuse her husband of being disloyal, she still wants to help him in what ever way she can. At first, when she hears of the bond between Antonio and Shylock, she offers to â€Å"Pay him six thousand, and deface the bond; / double six thousand, and then treble that, / before a friend of this description / shall lose a hair through Bassanio’s fault† (3.2.298-301). When she discovers that money will not solve the problem, she risks getting caught and, accompanied by Nerissa, follows the men to Venice disguised as a male doctor. In the courtroom she stands up to Shylock and turns the bond to Antonio’s advantage, eventually causing Shylock to lose a lot of money and become terribly embarrassed. All of this she does out of love for Bassanio. Even though she has never met Antonio, she is very eager to help him out since he is a friend of her beloved husband. However horrible Portia may seem to be in terms of prejudice and how she doesn’t trust her own husband, she still is very loving to those she  actually likes. She can very well be described as two-faced: on the one hand she is sly, prejudiced and lacking in trust of her husband, yet on the other hand she is a kind and loving woman. It is this complex personality that makes her such an interesting character in Shakespeare’s The Merchant of Venice. Bassanio may want to get to know all of her sides before committing himself to a woman whom he barely knows.

Followership and Model I and II

The model of followership presented by Goffe and Jones indicates the significance of three emotions which an individual produces in a person which leads them to follow him. These three emotions are summarized as given below. (a) The first emotional response an individual evokes is that of a feeling of   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   significance or importance. Thus leaders who create an impression in people that they matter will be able to obtain even the, â€Å"heart and soul† of their followers.    This is not just a response of blind adulation. It flows from an appreciation by   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   the leader not just their personalities but also their work. Thus the follower will    give loyalty and even implicit obedience. (b)   The second response is that of a feeling of community, a sense of belonging to an organization where the leader creates unity of purpose around the work   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   which they all do. The leader is one who the follower sees as having created a   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   feeling of the community. (c)   The third emotional response is the feeling of buzz, an excitement which is   Ã‚   created by the sheer presence of the leader. His energy and enthusiasm is   Ã‚  Ã‚   contagious.   Followers are willingly led by such leaders who provide them   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   excitement, challenge and a passion to live their lives. This may be called as    charisma but actually is much more than that. Argyris and Schon (Dick. Dalmau, 1990) have provided an understanding of the conscious and subconscious processes of reasoning. This fits in well with the emotional aspects of followership indicated by Goffe and Jones. Argyris Model II ideally fits into the theory of followership espoused by Goffee and Jones. In Model II, the leader provides a scope for double loop learning. This implies that there is open inquiry of issues thereby which people are placed in a position of significance and respond to a situation based on a community based pattern of involvement which is highlighted in double loop learning model of Argyris. The emotional feeling of a buzz created by a leader’s presence is heightened in the Model II for the leader provides inspiration. On the other hand, Model I is based on the single loop theory through which most leaders operate till they understood the advantage of the double loop theory (Argyris et al.   1985, p.   89). The excessive control exercised by the leader in Model I is not conducive to creating an emotional feeling of importance as well as a sense of belonging to a larger organization or establishment (Argyris, et al. 1985, p.   89). Power: How Its Meaning in Corporate Life is Changing Gary in his summary on the various views of power has provided us how perception of power has changed over the years. In the initial years it was the emotional response of charisma, the buzz that is categorized as the third factor by Goffee and Jones that was the essence of power in leaders. However gradually this perception has changed and power came to regarded as an issue for organizations productivity. This is the power used for creating a feeling of community of belonging and one which provided a unity of purpose. Thus we see a shift in power from Model I to Model II very gradually. Model II or the double loop theory propounded by Argyris is a power paradigm which can be associated with that advocated by David McCelland and David Burnham. Thus managers in this model were democratic and more willing to share their power with others with a view to creating a community feeling in the organization but one which was primarily driven towards achieving goals of the organization (McCelland. Burnham, 1995). James Hillman in his in depth analysis of power has indicated that there could be more elements or purposes to power than that indicated by the purely simplistic explanation of exercising coercive force. He provides a benign expression of power that of providing service to the organization (Hillman, 1995). While Model I denoted by Argyris has indicated power in its coercive function as defined by Hillman, for in it the leader will attempt to control unilaterally, the subsequent transformation indicates development towards Model II   (Argyris. 1985). Power in the Hillman model is to seek followership in which it is linked with the two emotions of making people feel important and creating a community feeling for achieving corporate goals. Ronald Heifetz indicates that power does not necessarily imply the ability to protect people from threat but to let them feel the threat through simulation and adaptation. This is the new model of power which is aligned to Argyris’ Model II wherein the protection offered by Model I which also includes protection of ones group of followers is done away with. By exposing followers to disorientation by the threats which are the essence of a new age, the 21st Century, it will lead people to transformations required to fit into the new age (Heifetz, 1994). The Living Company The Living Company is one which survives because leaders consider the company as a congregation of people and not as an organization which produces goods and services. Thus people are more valued than assets. This focus on the people is what makes these organizations perform consistently over a long period in some cases as the Sumitomo over the centuries. People are given importance which is due to them because they are working in the company efficiently and effectively. They provide a feeling of belonging to the organization such as Unilever and finally they have a series of leaders who define the trajectory of growth for individuals as well as the company. These leaders see themselves as shaping a human community The Living company follows the Argyris Model II with powerful double loop learning systems which effectively provides feedback, creates internal commitment as well as leads to informed decision making. This in turn continuously provides a perception of the deficiencies to the management which undertakes continuous improvements. This also leads to generation of new ideas and development of new businesses. Managing in the Cappuccino Economy The companies in the Cappuccino economy provide a high degree of importance to people even in junior positions by allowing them to make independent decisions. They are in turn spurred by the faith placed by the management in their abilities even for critical decisions which affect the company’s bottom line. On the other hand the non cappuccino companies do not provide such freedom to the management. The results achieved by these companies are of a higher order which is benchmarked by the rise in equity of these companies by the author. The top end companies of the Cappuccino economy follow Model II which comprises of empowerment and sharing in decision making right down to the last level. These companies also delimit control by the higher executives though given Argyris predictions once the companies grow, the instinctive response to control may come back. However by establishing training and coaching, Argyris has indicated that Model II skills can be built up in these companies on a continuous basis. The non Cappuccino companies on the other hand follow Model I; thereby they are unable to adjust to the changing circumstances lacking a double loop feedback. Empowerment : The Emperor’s New Clothes Empowerment implies enhancing an employee’s self worth which in turn will build his commitment to the organization. Thus a firm which demonstrates to an employee that he can control his own destiny, that he is important will get maximum commitment from him. On the other hand Argyris also indicates that the process of change itself does not make people feel important as it only indicates to them what change is required (Argyris, 1998).   It is change that is more important than the employee, thus he may not be fully committed to the process. Empowerment is many times inhibited by leadership in most organizations. These executives are control oriented, hence are unable to be seen as charismatic, â€Å"light houses†. He has also indicated that many people do not want to be empowered. They feel more comfortable in being led. Argyris also feels that it is performance per se which is the most important factor and not empowerment (Argyris, 1998). Thus some organizations in their enthusiasm for empowering the employee by making him feel important, tend to overlook the results that are produced by him. This empowerment is considered self defeating. Argyris Model I corresponds to external commitment that does not provide much leeway to employees to define their own goals and tasks. This thus does not profess empowerment (Argyris, 1998)   Control remains with the management or the higher leadership and employees are expected to merely follow the laid down norms. Argyris has advocated Model I for most routine jobs which may not entail too much empowerment. Such jobs are better performed through external commitment rather than internal. Argyris Model II corresponds to an organization which offers its employees internal commitment. This enables maximum participation by employees in the project in turn enhancing the way in which they are empowered. However implementing Model II as per Argyris is an extremely difficult and challenging process, hence many organizations profess rather than practice the same. Why Should Anyone be Led by You? Inspirational leaders are known to possess four basic qualities, they demonstrate willingly their own weakness, they rely on intuition for seeking the appropriate time for an intervention, empathize freely yet firmly with followers and are not afraid to demonstrate their own uniqueness. By showing to the followers that they have weaknesses as other men they convey a feeling of being human thereby building up a sense of community in the group. This also helps in establishing a common bond based on a feeling of want or need. The intuitiveness and unique differences that they demonstrate contributes to the charisma which creates a buzz about them and inspires other people. The demonstration of difference is also appreciated by followers as it indicates a spirit of adventure denoted by leaders as Sir John Harvey-Jones, CEO of ICI. By empathizing with their followers, the leaders indicate to them that they are an important facet of their lives, providing the led the sense of being of consequence, thereby inviting greater loyalty. The inspirational leader is also able to use the right quality amongst this at the most appropriate time. The last quality is what is most important for practical application as it enables leaders to practice leadership by being themselves rather than creating a faà §ade. The inspirational leader denotes Model II provided by Argyris which is evident from the fact that he is not only open to a double loop feedback but also welcomes it. He uses this to sustain and support the overall good of the organization. The leader in this case is willing to share control over his self with his followers which provides them a unique sense of empowerment building an infinite sense of loyalty. Leaders are also able to gain intuitive feedback of the system thereby contributing to the double loop of Model II. By being open, fair, transparent and appropriately empathizing with their subordinates, these leaders are the anti thesis of Model I organizations where leaders are aloof, directional and do not expect or welcome a feedback. Inspirational leaders thus seem to fit in ideally with a Model II organization. Reference:- Argyris, C.   (1985) Strategy, change & defensive routines.   Boston: Pitman. Argyris, C., Putnam, R., & McLain Smith, D.   (1985) Action science: concepts, methods, and skills for research and intervention.   San Francisco: Jossey-Bass. Dick, B., & Dalmau, T.   (1990) Values in action: Applying the ideas of Argyris and Schon.   Brisbane: Interchange. Heifetz, Ronald. (1994). Leadership without Easy Answers. Belkap Press. Hillman, James. (1995) Kinds of Power. Currency Books. McClelland, David. Burnham, David. Power is the Great Motivator. Harvard Business Reprint. Jan-Feb 1995. (Case Study) Gary, Loren. Power: How Its Meaning in Corporate Life is Changing. (Case Study) Goffee, Robert. Jones, Gareth. Followership. Harvard Business Review. (Case Study). Gues, Arie de. The Living Company. (Case Study). Shapiro, Eileen C. Managing in the Cappuccino Economy. (Case Study). Argyris, Chris. Empowerment : The Emperor’s New Clothes. Harvard Business Review. May-June 1998. (Case Study) Goffee, Robert. Jones, Gareth. Why Should Anyone be Let by You?   Ha rvard Business Review. September – October 2000.