John Steinbecks East of Eden: Modern Biblical Story of Cain and Abel E

John Steinbeck's East of Eden: Modern Biblical Story of Cain and Abel " And Cain talked with Abel his brother: and it came to pass, when they were in the field, that Cain rose up against Abel his brother and slew him. And the Lord said unto Cain, ' Where is Abel thy brother?' And he said, ' I know not. Am I my brother's keeper?' And he said, ' What hast thou done? The voice of thy brother's blood crieth unto me from the ground. And now thou art cursed from the earth, which hath opened her mouth to receive thy brother's blood from thy hand. When thou tillest the ground it shall not henceforth yield unto thee her strength; a fugitive and vagabond shalt thou be in the earth.' And Cain said unto the Lord, ' My punishment is greater than I can bear. Behold, thou hast driven me out this day from the face of the earth, and from thy face shall I be hid. And I shall be a fugitive and a vagabond in the earth" (Genesis 4:8-1, KJV). The story of Cain and Abel is probably one of the most violent and unsettling stories of the Bible. It is probably the most unsettling because it tells the truth about mankind. Rejection is the one thing that all of mankind fears, and when one is rejected anger follows. With anger comes the need to commit a crime of revenge, and with this crime comes guilt. Almost everyone has experienced this in some way. East of Eden (1952) by John Steinbeck is a modern retelling of the biblical tragedy of Cain and Abel. The story is reenacted through the lives of two generations of the Trask family. Cyrus Trask, the patriarch of the family and his two sons Adam and Charles live on a farm in Conneticut. Charles cries out in anguish for his father's love, but his father ignores his cries and loves Adam best... ...il and do goodness. John Steinbeck writes, " We have only one story. All novels, all poetry, are built on the never-ending contest in ourselves of good and evil. And it occurs to me that evil must constantly respawn, while good, is immortal. Vice has always a new fresh young face, while virtue is venerable as nothing else in the world is" (415). In East of Eden, John Steinbeck creates this world of good and evil. All of the characters are faced with good and evil, and only one is able to triumph over evil. Cal is the representation of what everyone can be. It is possible for everyone to overcome evil if he or she decides to destroy the evil within his or her soul. WORKS CITED Steinbeck, John. Penguin Twentieth-Century Classics: East of Eden. New York: Penguin Books USA Inc., 1992. The Bible. King James Version. World Bible Publishers, Inc.

AP WORLD renaissance crash course

How does John Green define the Renaissance? It was an effloresce of arts. 3. Where do we commonly see the classical influences visually expressed in the Renaissance? The renaissance saw the rebirth of European culture after the dark ages and rushed in the modern are of secularism, rationality, and individualism. 4. Why are the scholars who worked with ancient Greek and Roman texts called humanists? What misconception has this name led to, and how is that misconception debunked by John Green? Because it implied that they were concerned with humans ether than the religious world.This led to the assumption that Renaissance writers, artists, and scholars were secretly not religious, but they actually were studying the humanities. 5. Which dates are most commonly associated with the Renaissance? Why do we not have a specific series of dates, or beginning and ending point? 1 5th and 16th century. We don't have specific dates because they weren't physically written down. 6. Why specifically , did Italy become the center of the Renaissance? Money 7. How and why did the Venetians become so rich? They exported textiles to the ottomans.They were expert sailors and shipbuilders, and merchants. They figured out ways to trade with Islamic empires which included the biggest economic power in the region, the ottomans. 8. Why were Florentine textiles so valuable? What were the two ways they acquired the meaner to make these textiles so valuable (be specific). The color remained vibrant Dyed with a chemical called alum Italians needed the alum but could only get it from the ottomans 9. In what way did the Islamic world contribute to the Renaissance? (Include specifics)The Muslim world was the source of many of the writings that the renaissance scholars studied. 10. Why is Copernicus so cool? What did he do? Because he was a lawyer and a doctor and could speak 4 different languages, he also discovered that the earth was not in the center of the universe. 1 1 . Why does John Green say the Renaissance didn't really happen? Most people didn't know about the renaissance because its art and learning affected only a sliver of the European population. Also the life expectancy went down in many areas of European during the renaissance.

A Framework for Thinking Ethically Essay

The article â€Å"A Framework for Thinking Ethically† analyzes the main concept of ethics. The authors explores the arguments of what ethics is and what ethic is not, why ethics is important, five sources of ethical standards, and advises a 10-step framework for making ethical decisions. First, this article helps identify what ethics is not. It points out that ethics is not based on the law and culturally accepted norms; it is neither religion nor a science; and it is not the same as peoples’ feelings. Moreover, the authors describe that many philosophers and ethicists around the world proposed five sources of ethical standards to help understand what ethics are based on. Secondly, the article identified the following five sources of ethical standards: the Utilitarian Approach, the Rights Approach, the Fairness or Justice Approach, the Common Good Approach, and the Virtue Approach. The authors state that using these five approaches helps peoples define what standards of behavior can be considered ethical. Once one puts all these approaches together, there are still problems to be solved. One of the problems is that it is almost impossible to agree to the same set of human and civil rights, and another is that the approaches to ethical behavior do not have the same explanation for particularly difficult situations. Finally, the authors recommend a 10-step process for making the ethical decision. This 10-step process include five activities; 1) Recognize the Ethical Issue, 2) Get the Facts, 3) Evaluate Alternative Actions, 4) Make a Decision and Test it, and 5) Act and Reflect on the outcome. Step 1 and 2 ask to consider the impact and repercussions of the decision. Step 3-5 stress getting all relevant information. Step 6 asks to evaluate the dilemma based on the different approaches. Step 7-8 forces to choose the best approach, and look at it objectively. Finally, Steps 9-10 urge the carefulness needed to implement the decision, and the honest reflection that must follow upon putting the decision to action. This 10 step process gives the decision maker a pragmatic way to debate, mull over, and thoughtfully consider when making ethical decisions.

Beyond Pythagoras Essays

Beyond Pythagoras   Essays Beyond Pythagoras   Essay Beyond Pythagoras   Essay I have been asked to investigate Pythagorean triplets where the shortest side is an odd number and all the three sides are positive integers. A pythagorean triple is a set of integers (a,b,c) that specifies the lengths of a right angle triangle aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in which a is the shortest side b is the middle side and c is the hypotenuse. The first set of triples (3,4,5) which has already been proved to satisfy Pythagorass theory. I have also been given two other pythagorean triples (5,12,13) and (7,24,25) I will now prove these to satisfy Pythagorass theory aà ¯Ã‚ ¿Ã‚ ½ = 5à ¯Ã‚ ¿Ã‚ ½ =25 bà ¯Ã‚ ¿Ã‚ ½ = 12à ¯Ã‚ ¿Ã‚ ½ =144 cà ¯Ã‚ ¿Ã‚ ½ = 13à ¯Ã‚ ¿Ã‚ ½ =169 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =25+144 =169 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (5,12,13) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. aà ¯Ã‚ ¿Ã‚ ½ = 7à ¯Ã‚ ¿Ã‚ ½ =49 bà ¯Ã‚ ¿Ã‚ ½ = 24à ¯Ã‚ ¿Ã‚ ½ =576 cà ¯Ã‚ ¿Ã‚ ½ = 25à ¯Ã‚ ¿Ã‚ ½ =625 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =49+576 =625 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (7,24,25) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. I am now going to put my results in to a table so that I can predict more values: a b c 3 4 5 5 12 13 7 24 25 I will now predict the next two values in the table so I can work out a general formula for this pythagorean family. By using the differencing method I can see that a has a difference of 2 between each pythagorean triplet I predict the next two a values to be 9 and 11 From the table I can also see that there is a quadratic sequence for the b value so I predict the next two values to be 40 and 60 Also from my table, I can see the c value is b+1 so my two next predictions Im going to prove are: a b c 9 40 41 11 60 61 aà ¯Ã‚ ¿Ã‚ ½ = 9à ¯Ã‚ ¿Ã‚ ½ =81 bà ¯Ã‚ ¿Ã‚ ½ = 40à ¯Ã‚ ¿Ã‚ ½ =1600 cà ¯Ã‚ ¿Ã‚ ½ = 41à ¯Ã‚ ¿Ã‚ ½ =1681 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =81+1600 =1681 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (9,40,41) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. aà ¯Ã‚ ¿Ã‚ ½ = 11à ¯Ã‚ ¿Ã‚ ½ =121 bà ¯Ã‚ ¿Ã‚ ½ = 60à ¯Ã‚ ¿Ã‚ ½ =3600 cà ¯Ã‚ ¿Ã‚ ½ = 61à ¯Ã‚ ¿Ã‚ ½ =3721 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =121+3600 =3721 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (11,60,61) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. My table now looks like this: a b c 3 4 5 5 12 13 7 24 25 9 40 41 11 60 61 When looking at the table I found a pattern so I am going to prove if it will work. 3à ¯Ã‚ ¿Ã‚ ½ =9 -4-5 (3,4,5) 5à ¯Ã‚ ¿Ã‚ ½ =25 -12-13 (5,12,13) 7à ¯Ã‚ ¿Ã‚ ½ =49 -24-25 (7,24,25) 9à ¯Ã‚ ¿Ã‚ ½ =81 -40-41 (9,40,41) 11à ¯Ã‚ ¿Ã‚ ½ =121 -60-61 (11,60,61) aà ¯Ã‚ ¿Ã‚ ½ = b+c aà ¯Ã‚ ¿Ã‚ ½ = b+b+1 aà ¯Ã‚ ¿Ã‚ ½ + 2b+1 Now to prove if it will work for Pythagoras aà ¯Ã‚ ¿Ã‚ ½ aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ = (b+1) à ¯Ã‚ ¿Ã‚ ½ bà ¯Ã‚ ¿Ã‚ ½ aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ = bà ¯Ã‚ ¿Ã‚ ½=2b+1 b+1à ¯Ã‚ ¿Ã‚ ½ aà ¯Ã‚ ¿Ã‚ ½ = 2b + 1 aà ¯Ã‚ ¿Ã‚ ½-1=b 2 Pythagoras theory is satisfied So now with 5 triplets that I have proved I will now find a general formula to find other pythagorean triplets in this family. By looking at the table its obvious that the formulae for a is a=2n+1 Im now going to find the general formulae for the b and c value. (b+1) à ¯Ã‚ ¿Ã‚ ½ = (2n+1)à ¯Ã‚ ¿Ã‚ ½ + b bà ¯Ã‚ ¿Ã‚ ½+2b+1 = 4nà ¯Ã‚ ¿Ã‚ ½+4n+1+bà ¯Ã‚ ¿Ã‚ ½ bà ¯Ã‚ ¿Ã‚ ½+2b-bà ¯Ã‚ ¿Ã‚ ½ = 4nà ¯Ã‚ ¿Ã‚ ½+4n+1-1 2b = 4nà ¯Ã‚ ¿Ã‚ ½+4n b = 2nà ¯Ã‚ ¿Ã‚ ½+2n c = 2nà ¯Ã‚ ¿Ã‚ ½+2n+1 I now have the formulae: a =2n+1 b = 2nà ¯Ã‚ ¿Ã‚ ½+2n c = 2nà ¯Ã‚ ¿Ã‚ ½+2n+1 I am now going to prove that these formulae work aà ¯Ã‚ ¿Ã‚ ½ = (2n+1)à ¯Ã‚ ¿Ã‚ ½ ) bà ¯Ã‚ ¿Ã‚ ½ = (2nà ¯Ã‚ ¿Ã‚ ½+2n)à ¯Ã‚ ¿Ã‚ ½ ) cà ¯Ã‚ ¿Ã‚ ½ = (2nà ¯Ã‚ ¿Ã‚ ½+2n+1)à ¯Ã‚ ¿Ã‚ ½ = aà ¯Ã‚ ¿Ã‚ ½ = (2n+1) (2n+1) 4nà ¯Ã‚ ¿Ã‚ ½+2n+2n+1 4nà ¯Ã‚ ¿Ã‚ ½+4n+1 bà ¯Ã‚ ¿Ã‚ ½ = (2nà ¯Ã‚ ¿Ã‚ ½+2n) (2nà ¯Ã‚ ¿Ã‚ ½+2n) 4n +4nà ¯Ã‚ ¿Ã‚ ½+4nà ¯Ã‚ ¿Ã‚ ½+4nà ¯Ã‚ ¿Ã‚ ½ aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ = 4n + 8nà ¯Ã‚ ¿Ã‚ ½+8nà ¯Ã‚ ¿Ã‚ ½+2n+1 cà ¯Ã‚ ¿Ã‚ ½ = (2nà ¯Ã‚ ¿Ã‚ ½+2n+1) (2nà ¯Ã‚ ¿Ã‚ ½+2n+1) 4n + 4nà ¯Ã‚ ¿Ã‚ ½+2nà ¯Ã‚ ¿Ã‚ ½+ 4nà ¯Ã‚ ¿Ã‚ ½+4nà ¯Ã‚ ¿Ã‚ ½+2n+2nà ¯Ã‚ ¿Ã‚ ½+2n+1 4n + 8nà ¯Ã‚ ¿Ã‚ ½+8nà ¯Ã‚ ¿Ã‚ ½+2n+1 I will give an example of how to use the formulae for the 10th as the nth term: a =2n+1 =21 b = 2nà ¯Ã‚ ¿Ã‚ ½+2n = 220 c = 2nà ¯Ã‚ ¿Ã‚ ½+2n+1 = 221 the 10th pythagorean triple in this pythagorean family is (21,220,221) I am now going to investigate the 2nd pythagorean family. I will get this by doubling the values of the first family. (3,4,5) = (6,8,10) (5,12,13) = (10,24,26) (7,24,25) = (14,48,50) (9,40,41) = (18,80,82) (11,60,61) = (22,120,122) Using the internet for research I found out that there are in-between values so these are the pythagorean triples I have for this family now: (6,8,10) (8,15,17) (10,24,26) (12,35,37) (14,48,50) (16,63,65) (18,80,82) (20,99,101) (22,120,122) I will now prove that Pythagoras theorem holds for some of these pythagorean triplets. aà ¯Ã‚ ¿Ã‚ ½ = 6à ¯Ã‚ ¿Ã‚ ½ =36 bà ¯Ã‚ ¿Ã‚ ½ = 8à ¯Ã‚ ¿Ã‚ ½ =64 cà ¯Ã‚ ¿Ã‚ ½ = 10à ¯Ã‚ ¿Ã‚ ½ =100 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =36+64 =100 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (6,8,10) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. aà ¯Ã‚ ¿Ã‚ ½ = 8à ¯Ã‚ ¿Ã‚ ½ =64 bà ¯Ã‚ ¿Ã‚ ½ = 15à ¯Ã‚ ¿Ã‚ ½ =225 cà ¯Ã‚ ¿Ã‚ ½ = 17à ¯Ã‚ ¿Ã‚ ½ =289 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =64+225 =289 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (8,15,17) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. aà ¯Ã‚ ¿Ã‚ ½ = 10à ¯Ã‚ ¿Ã‚ ½ =100 bà ¯Ã‚ ¿Ã‚ ½ = 24à ¯Ã‚ ¿Ã‚ ½ =576 cà ¯Ã‚ ¿Ã‚ ½ = 26à ¯Ã‚ ¿Ã‚ ½ =676 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =100+576 =676 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (10,24,26) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. I am now going to find a general formula for the 2nd pythagorean family that I will name the b+2 family. From the values I have I know a = 2n+4 by using the differencing method I will now work out the b and c values. (b+2) à ¯Ã‚ ¿Ã‚ ½ = (2n+4)à ¯Ã‚ ¿Ã‚ ½ + b bà ¯Ã‚ ¿Ã‚ ½+4b+1 = 4nà ¯Ã‚ ¿Ã‚ ½+16n+16+bà ¯Ã‚ ¿Ã‚ ½ bà ¯Ã‚ ¿Ã‚ ½+4b-bà ¯Ã‚ ¿Ã‚ ½ = 4nà ¯Ã‚ ¿Ã‚ ½+16n+16-4 4b = 4nà ¯Ã‚ ¿Ã‚ ½+16n+12 b = nà ¯Ã‚ ¿Ã‚ ½+4n+3 c = nà ¯Ã‚ ¿Ã‚ ½+4n+5 I now have the formulae: a =2n+4 b = nà ¯Ã‚ ¿Ã‚ ½+4n+3 c = nà ¯Ã‚ ¿Ã‚ ½+4n+5 I am now going to prove that these formulae work aà ¯Ã‚ ¿Ã‚ ½ = (2n+4)à ¯Ã‚ ¿Ã‚ ½ ) bà ¯Ã‚ ¿Ã‚ ½ = (nà ¯Ã‚ ¿Ã‚ ½+4n+3)à ¯Ã‚ ¿Ã‚ ½ ) cà ¯Ã‚ ¿Ã‚ ½ = (nà ¯Ã‚ ¿Ã‚ ½+4n+5)à ¯Ã‚ ¿Ã‚ ½ = aà ¯Ã‚ ¿Ã‚ ½ = (2n+4) (2n+4) 4nà ¯Ã‚ ¿Ã‚ ½+8n+8n+16 4nà ¯Ã‚ ¿Ã‚ ½+16n+16 bà ¯Ã‚ ¿Ã‚ ½ = (nà ¯Ã‚ ¿Ã‚ ½+4n+3) (nà ¯Ã‚ ¿Ã‚ ½+4n+3) n +4nà ¯Ã‚ ¿Ã‚ ½+3nà ¯Ã‚ ¿Ã‚ ½+4nà ¯Ã‚ ¿Ã‚ ½+16nà ¯Ã‚ ¿Ã‚ ½+4n+12n+3nà ¯Ã‚ ¿Ã‚ ½+12n+9 n +8nà ¯Ã‚ ¿Ã‚ ½+22nà ¯Ã‚ ¿Ã‚ ½+24n+9 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ = n + 8nà ¯Ã‚ ¿Ã‚ ½+26nà ¯Ã‚ ¿Ã‚ ½+40n+25 cà ¯Ã‚ ¿Ã‚ ½ = (nà ¯Ã‚ ¿Ã‚ ½+4n+5) (nà ¯Ã‚ ¿Ã‚ ½+4n+5) n + 4nà ¯Ã‚ ¿Ã‚ ½+5nà ¯Ã‚ ¿Ã‚ ½+ 4nà ¯Ã‚ ¿Ã‚ ½+16nà ¯Ã‚ ¿Ã‚ ½+20n+5nà ¯Ã‚ ¿Ã‚ ½+20n+25 n + 8nà ¯Ã‚ ¿Ã‚ ½+26nà ¯Ã‚ ¿Ã‚ ½+40n+25 I will give an example of how to use the formulae for the 10th as the nth term: a =2n+4 =24 b = nà ¯Ã‚ ¿Ã‚ ½+4n+3= 143 c = nà ¯Ã‚ ¿Ã‚ ½+4n+5= 145 the 10th pythagorean triple in this pythagorean family is (21,220,221) I am now going to investigate the 3rd pythagorean family. I will get this by tripling the values of the first family. (3,4,5) = (9,12,15) (5,12,13) = (15,36,39) (7,24,25) = (21,72,75) (9,40,41) = (27,120,123) (11,60,61) = (33,180,183) I will now prove that Pythagoras theorem holds for these pythagorean triplets. aà ¯Ã‚ ¿Ã‚ ½ = 9à ¯Ã‚ ¿Ã‚ ½ =81 bà ¯Ã‚ ¿Ã‚ ½ = 12à ¯Ã‚ ¿Ã‚ ½ =144 cà ¯Ã‚ ¿Ã‚ ½ = 15à ¯Ã‚ ¿Ã‚ ½ =100 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =81+144 =225 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (9,12,15) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. aà ¯Ã‚ ¿Ã‚ ½ = 15à ¯Ã‚ ¿Ã‚ ½ =225 bà ¯Ã‚ ¿Ã‚ ½ = 36à ¯Ã‚ ¿Ã‚ ½ =1296 cà ¯Ã‚ ¿Ã‚ ½ = 39à ¯Ã‚ ¿Ã‚ ½ =1521 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =225+1296 =1521 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (15,36,39) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. aà ¯Ã‚ ¿Ã‚ ½ = 21à ¯Ã‚ ¿Ã‚ ½ =441 bà ¯Ã‚ ¿Ã‚ ½ = 72à ¯Ã‚ ¿Ã‚ ½ =5184 cà ¯Ã‚ ¿Ã‚ ½ = 35à ¯Ã‚ ¿Ã‚ ½ =5625 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =441+5184 =5625 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (21,72,35) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. aà ¯Ã‚ ¿Ã‚ ½ = 27à ¯Ã‚ ¿Ã‚ ½ =729 bà ¯Ã‚ ¿Ã‚ ½ = 120à ¯Ã‚ ¿Ã‚ ½ =14,400 cà ¯Ã‚ ¿Ã‚ ½ = 123à ¯Ã‚ ¿Ã‚ ½ =15,129 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =729+14,400 =15,129 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (27,120,123) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. aà ¯Ã‚ ¿Ã‚ ½ = 33à ¯Ã‚ ¿Ã‚ ½ =1089 bà ¯Ã‚ ¿Ã‚ ½ = 180à ¯Ã‚ ¿Ã‚ ½ =32,400 cà ¯Ã‚ ¿Ã‚ ½ = 183à ¯Ã‚ ¿Ã‚ ½ =33,489 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ =441+5184 =5625 aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ so Pythagorass theory holds for (33,180,183) because they satisfy the condition of aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½=cà ¯Ã‚ ¿Ã‚ ½ in a right angled triangle. I am now going to find a general formula for the 3rd pythagorean family that I will name the b+3 family. From the values I have I have used the differencing method to find out that a = 6n+3 I will now work out the b and c values. (b+3) à ¯Ã‚ ¿Ã‚ ½ = (6n+3)à ¯Ã‚ ¿Ã‚ ½ + b bà ¯Ã‚ ¿Ã‚ ½+6b+1 = 36nà ¯Ã‚ ¿Ã‚ ½+36n+9+bà ¯Ã‚ ¿Ã‚ ½ bà ¯Ã‚ ¿Ã‚ ½+6b-bà ¯Ã‚ ¿Ã‚ ½ = 36nà ¯Ã‚ ¿Ã‚ ½+36n+9-9 6b = 36nà ¯Ã‚ ¿Ã‚ ½+36n b = 6nà ¯Ã‚ ¿Ã‚ ½+6n c = 6nà ¯Ã‚ ¿Ã‚ ½+6n+3 I now have the formulae: a = 6n+3 b = 6nà ¯Ã‚ ¿Ã‚ ½+6n c = 6nà ¯Ã‚ ¿Ã‚ ½+6n+3 I am now going to prove that these formulae work: aà ¯Ã‚ ¿Ã‚ ½ = (6n+3)à ¯Ã‚ ¿Ã‚ ½ ) bà ¯Ã‚ ¿Ã‚ ½ = (6nà ¯Ã‚ ¿Ã‚ ½+6n)à ¯Ã‚ ¿Ã‚ ½ ) cà ¯Ã‚ ¿Ã‚ ½ = (6nà ¯Ã‚ ¿Ã‚ ½+6n+3)à ¯Ã‚ ¿Ã‚ ½ = aà ¯Ã‚ ¿Ã‚ ½ = (6n+3) (6n+3) 36nà ¯Ã‚ ¿Ã‚ ½+18n+18n+9 36nà ¯Ã‚ ¿Ã‚ ½+36n+9 bà ¯Ã‚ ¿Ã‚ ½ = (6nà ¯Ã‚ ¿Ã‚ ½+6n) (6nà ¯Ã‚ ¿Ã‚ ½+6n) 36n +36nà ¯Ã‚ ¿Ã‚ ½+36nà ¯Ã‚ ¿Ã‚ ½+36nà ¯Ã‚ ¿Ã‚ ½ 36n +72nà ¯Ã‚ ¿Ã‚ ½+36nà ¯Ã‚ ¿Ã‚ ½ aà ¯Ã‚ ¿Ã‚ ½+bà ¯Ã‚ ¿Ã‚ ½ = 36n +72nà ¯Ã‚ ¿Ã‚ ½+72nà ¯Ã‚ ¿Ã‚ ½+36n+9 cà ¯Ã‚ ¿Ã‚ ½ = (6nà ¯Ã‚ ¿Ã‚ ½+6n+3) (6nà ¯Ã‚ ¿Ã‚ ½+6n+3) 36n + 36nà ¯Ã‚ ¿Ã‚ ½+18nà ¯Ã‚ ¿Ã‚ ½+36nà ¯Ã‚ ¿Ã‚ ½+36nà ¯Ã‚ ¿Ã‚ ½+18n+18nà ¯Ã‚ ¿Ã‚ ½+18n+9 36n + 72nà ¯Ã‚ ¿Ã‚ ½+82nà ¯Ã‚ ¿Ã‚ ½+36n+9 I will give an example of how to use the formulae for the 10th as the nth term: a = 6n+3 =63 b = 6nà ¯Ã‚ ¿Ã‚ ½+6n = 3660 c = 6nà ¯Ã‚ ¿Ã‚ ½+6n+3= 3663 the 10th pythagorean triple in this pythagorean family is (21,220,221)

MBA leadership and organisational behaviour at W L Gore The WritePass Journal

MBA leadership and organisational behaviour at W L Gore Abstract MBA leadership and organisational behaviour at W L Gore ). Moreover, it has been emphasised that the company has implemented rules of transparency and fairness (Gore Official Website, 2014). It is apparent that teams are changing constantly, which means that the organisation adequately implements a vision of change. The operating teams are kept small because this is considered an appropriate strategy to address the individual needs of each stakeholder (Gore Official Website, 2014). Team members at Gore are free to determine their objectives that are aligned with the organisation’s core values and mission. Therefore, leadership and organisational behaviour is properly developed at this company. The innovative work organisation of Gore implies that leaders are constantly working to embrace a culture of highly innovative and flexible principles of operation (Luthans and Youssef, 2007). Each employee in the organisation has a clear perspective of assigned roles and responsibilities, and this contributes to better organisational performance. The concepts that are used to analyse the case study of Gore refer to management and leadership, motivation, groups and teams, and group leadership. These paradigms are found useful in the discussion of leadership and organisational behaviour issues within the selected organisation (Gilbreath and Karimi, 2012). The purpose of this paper is to provide an analysis of how the paradigms of management and leadership, motivation and group leadership can be applied in the context of Gore (Lian and Tui, 2012). A section of literature review is included in order to expand individual perspectives into essential leadership and organisational behavioural issues identified in the company. In addition, the paper critically discusses the application of these three main theories to the case of the company. In an attempt to set the context of the case study, it is important to clarify that Gore is the UK branch of a US multi-national company that specialises in the manufacturing of the Gore-Tex textile. This is the product for which the company is widely known around the world (Rehman and Afsar, 2012). Moreover, Gore indicates a commitment to developing various products for next-generation electronics, for medical implants and for innovative fabrics (Gilbreath and Karimi, 2012). The unique business strategy adopted by the company illustrates its dedication to innovation which is obvious in all organisational processes. Literature Review Management and Leadership   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In the leadership development world, substantial confusion exists regarding the relationship between management and leadership. Many individuals tend to use these concepts in an interchangeable manner, while others consider them as separate categories in the business field (Lian and Tui, 2012). Researchers have emphasised the necessity that management and leadership should be balanced in contemporary organisations (Sharma and Jain, 2013). Although the two concepts do not imply the same thing, they are closely linked. While managers are more likely to focus on systems and structures as well as administer specific rules and procedures, leaders are focused on innovation and change within the organisational context. Leaders also consider the importance of people and the development of their skills in a proper direction (Northouse, 2007). In the modern business environment, employees do not simply expect that their managers should assign them s pecific tasks but they also seek a purpose pertaining to those tasks. Managers try to organise employees in order to expand organisational efficiency along with the idea to develop talent and inspire achievement (Sharma and Jain, 2013). The emergence of the ‘knowledge worker’ is a significant tendency in most organisations. Such change requires that employees should not be managed. It becomes apparent that the main objective of combining management and leadership in companies is to lead individuals, with the utmost goal to expand the strengths and knowledge of each employee (Rowe, 2007). Management and leadership are fundamental for the delivery of high quality products and services. A common rule has been identified in terms of expecting that good managers should possess adequate leadership skills, while good leaders are recognised as those professionals who need an array of management skills to increase their effectiveness (Gilbreath and Karimi, 2012). Leadership is mostly based on the concept of creating a strong sense of mission and vision, while management refers to the idea of getting things done. One of the conditions for good management practices is that both managers and team members should be selected on the basis of merit (Sharma and Jain, 2013). The balanced involvement of individuals is an important element of management and leadership concepts that are applied in modern organisations. It has been argued that management is mostly about making decisions (Rowe, 2007). Planning is an essential tool for both management and leadership, as professionals in these fields are expected to anticipate unplanned events in a relevant manner by considering the needs and interests of all stakeholders in business (Moynihan and Pandey, 2007). Motivation   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Demonstrating adequate knowledge of how to motivate employees in the global business world is a fundamental managerial and leadership skill. Motivation is referred to as a set of factors that cause individuals to select specific behavioural patterns from other alternatives (Burton, 2012). In organisations, employee performance is affected by motivation and the precise work environment. It can be suggested that motivation is a significant determinant of performance. There are different historical views of motivation as presented in the management literature (Moynihan and Pandey, 2007). The premise of scientific management is that work normally emerges with inherently unpleasant characteristics for the majority of employees. As a result, their income is more important than the specificity and nature of their job. Furthermore, the human relations movement stressed the impact of social processes that occur in organisations (Gilbreath and Karim i, 2012). For instance, this management philosophy illustrates the principle that the individual need for contribution, importance and usefulness is more relevant than income in motivating employees (Mizuno et al., 2006). In line with the ideology of the human resource approach, individuals are determined to contribute to team effectiveness. Yet, organisations are required to establish a solid work environment that properly utilises all available human resources (Mizuno et al., 2006). The human resource approach is the most relevant approaches used by contemporary organisations regarding motivation. However, there are certain integrative approaches that provide a better conceptualised view of employee motivation, such as need-based, process-based and reinforcement-based models (Burton, 2012). Need-based approaches to motivation mostly focus on the aspects that motivate employees to select specific behaviours among others. Initially, a certain need or deprivation is identified in the organisational context, followed by drives to fulfil that particular need, actions and satisfaction (Morris, 2009). Maslow’s hierarchy of needs is the most widely used need-based approach, according to which people’s motivation is driven by their willingness to satisfy five distinct levels of needs. These are physiological needs, sense of security, belongingness, esteem, and self-actualisation as the highest need in the hierarchy to be satisfied (Mizuno et al., 2006). Individuals usually progress in terms of determining specific objectives and thus needs to meet in the process of such hierarchical organisation. Process-based approaches to motivation focus on how exactly motivation occurs in organisations. It is important to determine the way in which employees evaluate their own satisfaction once they have achieved their goals (Moynihan and Pandey, 2007). A common process-based approach to motivation is expectancy theory which was introduced by Victor Vroom. Expectancy theory indicates that motivation along with effort leads to performance which is directly linked to outcomes (University of Cambridge, n. d.). As a result, high performance may lead to high satisfaction of employees. Another process-based approach to motivation is identified as equity theory which was developed by J. Stacy Adams (Gilbreath and Karimi, 2012). The main assumption of equity theory is that upon the selection of particular actions to satisfy employee needs, individuals tend to evaluate the equity of the expected outcome. The equity element is important to maintain principles of accountability and transparency in t he workplace. Equity emerges as the firm belief that employees are treated in a fair and transparent manner which is relative to the treatment of other individuals in the workplace (Burton, 2012). Reinforcement-based approaches to motivation emphasise the impact of rewards on causing certain changes in individuals’ behaviour. For instance, such approaches are based around understanding that behaviour which arises from rewarding factors or consequences is more likely to be repeated in the future (Mizuno et al., 2006). Reinforcement contingencies reflect the emergence of possible outcomes that individuals may experience due to their specific choice of behaviour. Employees tend to select behaviour that can bring them immediate satisfaction and motivation to work in order to meet their personal and professional goals. Moreover, there are different approaches that have been implemented to provide reinforcement which is closely associated with motivation (Morris, 2009). A fixed-interval schedule has been found useful to reinforce employees at fixed intervals of time, irrespective of behaviour. A variable-interval schedule provides reinforcement at various times (Gilbreath and Karimi, 2012). Regardless of the specific way of providing reinforcement, it may be indicated that this technique is considered a valuable method to increase employee motivation. Groups and Teams, Group Leadership   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Research shows that effective leaders are expected to manage their responsibilities of being leaders and members of a team (Wu et al., 2010). It is important to ensure throughout the process that goals are realistic and measurable. It has been indicated that when groups and teams properly integrate their actions, the final result is improved performance. They have distinct roles in organisations, as the fulfilment of each role corresponds to collective goals and success (Val and Kemp, 2012). Team processes emerge as an adequate aspect of team performance. The formation of teams is necessary to facilitate the work of the entire organisation. Groups and teams are expected to perform in dynamic business environments. Therefore, group leadership appears an essential characteristic of effective team performance. Group leadership emphasises the necessity for leaders to define a proper team direction (Wu et al., 2010). The organisation of groups and teams should be done with the objective to optimise progress at all organisational levels. Researchers have stressed the substantial amount of interdependence which exists among team members. Constant collaboration is required in the process of achieving specific team goals (Li et al., 2012). For instance, groups and teams devote their efforts and time to exchange important information and resources in companies. The adaptation of team interaction is usually flexible considering the specific conditions that are present in organisations. Highly efficient groups and teams are identified as individuals whose aim is to demonstrate dynamic collective performance (Boos et al., 2014). Promoting individual and collective flexibility is a main driver of team effectiveness. As a result, group leadership is noted for its impact on team effectiveness. This type of leadership provides a realistic framework to team members of how they can complete their collective tasks in an efficient manner (Wu et al., 2010). Leaders usually emphasise the necessity of collaboration and active communication among team members. Leader planning and coordination activities represent part of the overall concept of group leadership. Group leadership suggests a solid element of facilitating the actions of groups and teams. The group efforts mostly matter in this process in terms of shared responsibility and accountability. The laissez-faire style is a relevant approach to group leadership, as emphasised by some researchers. It is commonly described as a ‘hands-off’ method, in which the group is provided with the resources which are necessary for the completion of a particular project (Li et al., 2012). However, group members are free to complete the outlined tasks with virtually no direct involvement by the group leader. In this case, the group leader serves a major facilitating function in the sense of being available to answer appropriate questions and motivate team members (Gilbreath and Karimi, 2012). Another approach to group leadership is identified as the abdacratic style, in which the group leader has no authority over team members. Even though this model of group leadership enhances individual and group creativity in organisations, it has been considered insufficient to perform major corporate tasks (Morris, 2009). The autocratic approach to group leadership places importance on a central process for making decisions in companies. The main leadership responsibility in this approach is usually given to a group of managers (Wu et al., 2010). They are held accountable for the decisions they make. Employees are free to discuss any suggestions or recommendations for improvement with their managers as part of this flexible approach to group leadership. Another style associated with team performance and group leadership is the democratic approach to leadership (Mizuno et al., 2006). This approach refers to extensive freedom and flexibility granted to employees who feel empowered to initiate certain activities in the workplace. The most proper utilisation of this method is in situations where different individuals indicate a high level of group shared responsibility for the actions of team members. The key decision-maker within the group tends to act as a facilitator of team goals and effectiveness. Critical Evaluation of Leadership and Organisational Behavioural Issues at Gore   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The fact that Gore is extensively focused on innovation at all organisational levels is indicative of the presence of strong leadership skills in the company, which along with good management practices have contributed to its success over the years (Gore Official Website, 2014). Considering that leaders replace managers to deliver high levels of innovation shows a strong commitment to an innovative corporate culture which aims at expanding the potential of employees and increasing the organisation’s capacities to differentiate the products and services it provides. This is important in achieving a substantial competitive advantage (Mizuno et al., 2006). The model of blending management and leadership can help individuals clarify specific categories or practices that help businesses prosper with time. At Gore, all employees communicate in a free and open manner which is an essential requirement to maintain a flexible, innovative corp orate climate. In turn, employees are empowered to expand their knowledge and responsibility (Boos et al., 2014). They clearly know that their opinion and practical contribution to the company is highly valued, and as a result, they devote their time and resources to demonstrate their capabilities in practice. Gore’s managers and leaders work together to improve organisational efficiency and productivity which would not have been possible without adopting an integrated and holistic approach to management and leadership (Gore Official Website, 2014). The company provides adequate examples of the role played by the ‘knowledge worker’ in the organisation’s procedures, plans and activities. Such type of employees is known for being able to boost productivity in organisations. Engaging the right people at Gore is crucial for its optimal performance throughout the years (Cicero et al., 2010). The ability to make commitments and keep them is a strong differentiating factor that has helped the company maintains a solid market presence. In addition, it has been indicated that the levels of employee motivation at Gore are high considering their constant engagement in different organisational activities, with the purpose to contribute to organisational excellence and success (Li et al., 2012). The specificity of work at Gore as well as the present relationships between the company and employees shows that employee motivation cannot be identified with the principles of scientific management (Cicero et al., 2010). The impact of human relations movement is quite strong at this organisation because all employees are motivated not by monetary rewards but by the necessity to be recognised for their contribution. Based on the performance of employees at Gore, it can be concluded that process-based approaches to motivation are mostly applicable. Motivation at this company is perceived as process oriented in the sense that employees are extensively focused on how they can participate in various processes to expand their knowledge and competencies (Gore Official Website, 2014). Gore’s employees act upon certain expectations in terms of motivation. This means that they clearly know that their actions will produce important results for the company, and thus their motivation is outcome based (Gilbreath and Karimi, 2012). In addition, the company’s employees try their best to ensure that they remain flexible and open to new suggestions for improvement within the organisation. It can be suggested that Gore has succeeded in building trust through the consistent engagement of teams. Therefore, the model of teams and group leadership corresponds to the specific business environment in this organisation (Li et al., 20120. The core activities of the team are important for achieving initially set goals for organisational performance. Gore has adopted a promising philosophical paradigm because it has persistently relied on prospects of developing the people (Wu et al., 2010). The lack of strict rules in the company implies that managers and leaders are oriented to ensuring a flexible culture in which employees have an opportunity to develop and share their voice in the company’s policies and procedures (Gore Official Website, 2014). It has been recognised that the company can function better without written rules. It can be more effective when all team members are enabled to participate actively in changing certain practices within the organisation. Gore’s philosophy of sharing values has been properly developed to reflect the company’s focus on introducing successful initiatives. Trust is one of these shared values making employees function as one whole (Morris, 2009). Innovation has become the norm, and the exploitation of new information technology has led to a better understanding of the dynamic relationship among all stakeholders. Teams set specific targets themselves, and this serves as a basis for their motivation to perform better in the long term (Mizuno et al., 2006). The sense of engagement of all team members in the projects introduced by leaders is evident throughout the organisation which has maintained a competitive position in the industry. Gore has been devoted to maintaining such culture of shared values. An important norm adopted by the organisation refers to the structure of a culture that energises associates. The expected outcome is the formation of effective teams, implying that the concept of group leadership is mostly relevant to the specific circumstances in which the organisation functions (Cicero et al., 2010). Sustained business success has become achievable because the company has placed importance on developing and enhancing its culture in a flexible way. The implementation of high performance practices shows that the company is results oriented in the sense that leaders introduce a framework of change and innovation with the presumption to achieve adequate results (Gilbreath and Karimi, 2012). As mentioned, traditional management practices are not valued at Gore because of its innovative direction presented by leaders. The pursuit of group objectives indicates high levels of motivation in the company whi ch employees accept as an opportunity to prove they are capable to fulfil their responsibilities. The replacement of management directives and rules with forms of constant, open communication has become one of the determining factors for Gore’s success. Research indicates that organisational communication is interrelated to better organisational efficiency and productivity (Morris, 2009). Regular communication also facilitates associates to share their ideas and insights into the performance of the organisation. The result is the formation of a flexible corporate culture that motivates employees to grow and develop in their area of expertise (Gore Official Website, 2014). When providing employees with freedom, they tend to demonstrate an intrinsic belief that they should deserve the trust of their managers and leaders. The company is constantly seeking new improvements in order to defend its prestigious image as an innovator in the field. The valuable contribution that employees make to the company is an indicator of the successful strategies implemented by leaders (Mizuno et al., 2006). Continuous innovation and success are the two main drivers of the organisation’s performance. Conclusion and Recommendations   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This paper focused on the exploration of major leadership and organisational behavioural issues in the context of Gore Company. The main conclusion drawn from the case study of this organisation is that it has a unique form of organisation when it comes to work responsibilities and employee relations (Gore Official Website, 2014). Gore has emphasised that constant communication and employee participation in work processes are fundamental for the success of the company. The paper also illustrated that leaders have been continuously introducing a culture of innovation which contributed to the substantial success of the organisation (Li et al., 2012). Therefore, another important conclusion that was derived from the critical evaluation of Gore’s case study is that the model of group leadership has proven efficient and reliable to improve employee productivity and motivation. However, it is important to provide specific recommendations to improve the situation in the company in terms of enhancing the group leadership model. The company should analyse its strengths and weaknesses in order to explore all relevant parameters of leadership (Wu et al., 2010). Being natural and humane in practice is an important condition to improve the performance of all stakeholders within the organisation. Humanity serves as an inspiring element as well as allows individuals to base their decisions on organisational reality (Cicero et al., 2010). Understanding of corporate unwritten rules is also fundamental for the future growth of the organisation. Team discussion should be encouraged along with training opportunities that can expand individual performance. Consistency and integrity of leaders’ actions are expected in the process of improving the company’s rules and principles which are applied in practice (Li et al., 2012). Individuals should have a clear id ea of any shortcomings pertaining to leadership and organisational behavioural issues in the company so that they can act accordingly to attain better performance indicators. References Boos, M., Pritz, J., Lange, S. and Belz, M. (2014). ‘Leadership in Moving Human Groups’. PLoS Computational Biology, vol. 10(4), pp1-9. Burton, K. (2012). ‘A Study of Motivation: How to Get Your Employees Moving’. Thesis. Indiana University. Available at: indiana.edu/~spea/pubs/undergrad-honors/volumn-6/Burton,%20Kelli%20-%20A%20Study%20of%20Motivation%20-%20How%20to%20Get%20Your%20Employees%20Moving%20-%20Faculty%20Cheryl%20Hughes.pdf [Accessed: 7 August 2014]. Cicero, L., Pierro, A. and van Knippenberg, D. (2010). ‘Leadership and Uncertainty: How Role Ambiguity Affects the Relationship between Leader Group Prototypicality and Leadership Effectiveness’. British Journal of Management, vol. 21(2), pp411-421. Gilbreath, B. and Karimi, L. (2012). ‘Supervisor Behaviour and Employee Presenteeism’. International Journal of Leadership Studies, vol. 7(1), pp114-131. Gore Official Website (2014). About Gore [online]. Available at: gore.com/en_gb/ [Accessed: 6 August 2014]. Lian, L. K. and Tui, L. G. (2012). ‘Leadership Styles and Organizational Citizenship Behaviour: The Mediating Effect of Subordinates’ Competence and Downward Influence Tactics’. Journal of Applied Business and Economics, vol. 13(2), pp59-96. Li, Y., Chun, H., Ashkanasy, N. and Ahlstrom, D. (2012). ‘A Multi-Level Study of Emergent Group Leadership: Effects of Emotional Stability and Group Conflict’. Asia Pacific Journal of Management, vol. 29(2), pp351-366. Luthans, F. and Youssef, C. M. (2007). ‘Emerging Positive Organizational Behaviour’. Journal of Management, vol. 33(3), pp321-349. Mizuno, M., Yamada, Y., Ishii, A. and Tanaka, S. (2006). ‘A Human Resource Management Approach to Motivation and Job Stress in Paramedics’. International Congress Series, vol. 1294, pp167-170. Morris, R. J. (2009). ‘Employee Work Motivation and Discretionary Work Effort’. Thesis. Brisbane Graduate School of Business. Available at: http://eprints.qut.edu.au/31725/1/Robyn_Morris_Thesis.pdf [Accessed: 7 August 2014]. Moynihan, D. P. and Pandey, S. K. (2007). ‘The Role of Organizations in Fostering Public Service Motivation’. Public Administration Review, vol. 67(1), pp40-53. Northouse, G. (2007). Leadership Theory and Practice. London: Sage Publications. Rehman, M. and Afsar, B. (2012). ‘The Impact of Paternalistic Leadership on Organization Commitment and Organization Citizenship Behaviour’. Journal of Business Management and Applied Economics (5), pp1-12. Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications. Sharma, M. K. and Jain, S. (2013). ‘Leadership Management: Principles, Models and Theories’. Global Journal of Management and Business Studies, vol. 3(3), pp309-318. University of Cambridge (N. d.). Vroom’s Expectancy Theory [online]. Available at: ifm.eng.cam.ac.uk/research/dstools/vrooms-expectancy-theory/ [Accessed: 6 August 2014]. Val, C. and Kemp, J. (2012). ‘Leadership Styles’. The Ontario Journal of Outdoor Education, vol. 24(3), pp28-31. Wu, J. B., Tsui, A. S. and Kinicki, A. J. (2010). ‘Consequences of Differentiated Leadership in Groups’. Academy of Management Journal, vol. 53(1), pp90-106.

Internet Technology, Marketing, and Security Research Paper - 1

Internet Technology, Marketing, and Security - Research Paper Example Basically, social media marketing involves the use of social media such as Facebook, YouTube and Twitter to market products and services. Given the personalized nature of the social networks, social media marketing provides marketers with the ability to personalize their advertising in a way that meets the needs of the targeted audience and hence is a bet means of advertising (Smith, 2010). The use of social media marketing has gained a lot of recognition in the recent past due to the various flexibilities and the increased number of audience that comes with it. Social media marketing is considerable cost effective in comparison to other traditional modes of marketing. The moment an advertisement has been operationalized over the social media, it becomes easy to woo customers to do many things, including making orders, placing recommendations or visiting the website of the marketer. Because the social media is already an attraction, marketers do not need to market their products and services directly, but take advantage of the influence of the social media to attract customers to their products and services (Mangold & Faulds, 2009). ... People only visit such websites when they are interested in them. However, the case with social media is different. People frequent them to cat up with friends, watch new videos or post status update. In the process, however, they can click on advertisements that concern them. Social media marketing, is thus initiated by the users themselves and the marketer only has to post the advert while leaving the rest to the potential customers (Kaplan & Haenlein, 2010). Advantages and Disadvantages of Social Media Marketing Most businesses have adopted the use of social media marketing because of the benefits that come with it, particularly the increased ability of organizations to build brand recognition. Organizations have adopted social media marketing because it allows them build their brands and their businesses. It gives them ability to eavesdrop while pressing the big digital ear up against the computer screen (Kaplan & Haenlein, 2010). Social media marketing provides a rare opportunit y of getting immediate feedback about products and services and their performance in the market. Besides, they provide organization with more information about their competitors and other information relevant the performance of the organizations. Organizations that take their time to response and correct all the concerns about their products are in a good position to harvest huge benefits from social media advertising (Drury, 2008). However, like all other good things, social marketing has a downside. Among all the advertising channels, social marketing offers the longest odds. Social marketing becomes a tall order because of the channel itself. It is big and very authoritative, but not under the marketers direct and absolute control. In some

Government Control Essay Example | Topics and Well Written Essays - 750 words

Government Control - Essay Example The various laws and acts issued by the government to control the content of television and Internet for safeguarding the interest of children viewing have also been analyzed. The Internet today is one of the fastest and cheapest modes of transmitting information. It was initially build up as an international network. The main purpose was to establish a mode of networking among scientist and university professors worldwide. The US first amendment and information management; in the context of electronic data interchange is a popular ground for debating the government control on the Internet. (Davenport, p 59) There are however, certain risks involved with the use of Internet. Hacking is one of the predominant cyber crimes that involve breaching the electronic defenses to access restricted information. Children are the most likely victims to the risks involved with the Internet. Exposure to websites with adult content is one of the chief concerns. The presence of certain sites that may influence activities like writing threat letters or mails is another cause for concern for parents. The measures employed by the government to control such things are one of the topics of discussion undertaken. Television is yet another section of the information systems management that involves vulnerabilities. ... Government control on Internet usage: The US constitution does not provide for any legal protection of personal information. The restrictions that can be applied are limited and do not extend beyond the protection of information from plausible government infringement. The First amendment constitutes for protection of press and speech, overriding on protection of privacy. (Congressional Research Service, 2001) It has been reported that federal government is finding the fight against cyber crime to be more challenging than anticipated. Former executive director of National Cyber Security Division at DHS, Jerry Dixon had observed that more trained personnel at the local and state level is required to address the rising number of cyber crimes. Federal agencies are referred to regarding the computer security cases, since many of the cases are beyond state and even country boundaries. A bill in the US senate is one of the many steps undertaken by the government to guard the loopholes that is often exploited by criminals for their activities. (Search Security, 2003- 2008) The Identity Theft Enforcement and Restitution Act, 2008 makes it easier for prosecuting hackers and others convicted of cyber felony. The law offers the flexibility to federal courts to prosecute the accused, if the latter and the victim live in the same state. The new law also broadens the definition of cyber extortion. (The Washington Post, 1996 - 2008) The CRS reports on Internet security measures undertaken by the government involve the passing of the USA Patriot Act. The Act serves to enhance the Internet monitoring process of various law enforcement