Performance Enhancing Drugs in Sports Essay Example | Topics and Well Written Essays - 1500 words

Performance Enhancing Drugs in Sports - Essay Example The drama of performance on world scene is so overpowering that athletes sometime fall in the controversy of doping (use of performance enhancing drugs) in sports. A winning athlete is the star of the public eye just as a politician, musician or a literary figure and their image is a delicate balance training, character and publicity. When athlete resorts to taking performance enhancing drugs, they not only hurt themselves but in turn set in motion a chain of events that destroys the sport each time a new case surfaces. The controversy which has been built around athletic doping or use of performance enhancing drug to maximize sport performance can be traced back to 490 BC in the legendary marathon run by Feidipides, which made him a superhero at the cost of his life (Savulescu, et al. 2004). Performance enhancing drugs has been reported to be used even since the Greeks started the Olympics in 776 BC. Olympic athletes were believed to have used herbs and mushrooms in an attempt to improve their performance. However, it was not until the early 19th century that the problem became a menace to the sport. Today, the thrust for winning is so high that there are reports that performance-enhancing drugs have been used in college, high school and junior high/middle school athletics around the world (Kidsource OnLine, 1996). The desire to outperform the other competitors at any cost is so demanding. The performance oriented athletics with result at its core is fuelled by different levels of drugs which enhance shot-term and long-term performance. The progress in technology offers greater lure to administering different levels of biological intervention. ... The progress in technology offers greater lure to administering different levels of biological intervention. The health and the fitness should be the core of rational judgment rather than emotional euphoria of success. The use of doping takes away the human element of ethics and honesty in sports. An athlete stoops down to the level of an animal with no reason, choice or judgment. Some of the performance-enhancing drugs are dangerous; they have multitude physical, mental and emotional side effects ranging from short-term to long-term. Anabolic steroids are associated are associated with a range of side effects, including heart attacks and liver cancer. Some doping substances are permitted in low doses like alcohol and caffeine. Another form of doping is blood doping either by blood transfusion or use of the hormone erythropoietin. In recent times tetrahydrogestrinone(THG) and modafinil are causing controversy throughout the sporting world. The number and variety of drugs use by athletes are rather alarming. Substances used as ergogenic aids are meant to primarily increase size, endurance and strength of the athletes. Performance increasing drugs also include beta-adrenoceptor blockers and beta-adre noceptor agonists, calcium-channel blockers, diuretics, growth hormone and growth hormone stimulants, non-steroidal anti-inflammatory drugs, iron, theophylline and in some situations, vitamins (Lajis, N.D.). These substances used to boost athletic performance, increase strength and improve appearance present a serious health risk. Use of enhancement drugs violates athlete's autonomy. Besides, such illegal acts questions their confidence, morals, ethics and takes away

The discussion on austerity measures Assignment

The discussion on austerity measures - Assignment Example However, consistently high government deficit can be detrimental for the economy in the short run owing to the fact that the government will have to borrow in order to finance government deficit. (Nellis & Parker, 1996). There are two methods through which the government can actually finance its deficit i.e. it can either impose more taxes or have to borrow domestically or from the international organizations such as IMF and World Bank. Similarly having the higher government debt would ultimately put pressure on the government because most of the government revenue would go towards the servicing of the debt. Further, a higher quantum of government debt creates crowding out effect thus reducing the amount of credit available for the private sector. The lack of credit available to the private sector will therefore ultimately increase the interest rates in the economy and therefore invariably affecting the level of investment into the economy. The lack of investment therefore can furthe r result into the lack of capital formation and the economy may not be able to grow according to the estimates. The above laws therefore are critical owing to the fact that they outline the maximum limits to which economic variables such as government debt as well as the deficit can relate to the gross domestic product. Keeping both these economic variables therefore within a certain range will allow the governments to keep the detrimental affects of these economic variables under control. Data published recently indicate that the government deficit as a percentage of the GDP in EU area is 6.3% whereas the government debt is almost 80% of the GDP1. Countries with largest government deficits included Greece, Ireland, UK, Spain and almost all other major economies of the EU. Countries like Ireland and Greece received support from the EU whereas there is growing discussion about the Spain’s ability to repay its sovereign debt owing to higher government debt. Further, UK has init iated austerity measures in order to control the government expenditure so that the government debt can be rationalized. UK’s government deficit in almost 11.5% suggesting that the economy may not be in good shape and there is a greater need to implement economic strategies which can actually allow the country to remain within economic soundness. The higher ratios of the government debt as well as the government deficit therefore may suggest that the economies may require external support in order to keep themselves solvent. Thus the rules outlined clearly provide the best estimates for the countries to keep their debt and deficit within certain percentage to avoid such economic issues. 2) The circular flow of income suggests that there are three players in the economy i.e. the households, firms and the government. The national income which is generated in the economy therefore is generated with the interaction of these three economic entities. The exact relationship between these components therefore can be described in following equation: Y= AD= C + I + G The above relationship assumes that there is no external trade with other countries. However, if we introduce the trade with the external world, the above relationship will be : Y = AD= C+I+G+X X= Total exports – Total Imports The components of aggregate demand include the consumption, investment, government expenditure assuming that there is no foreign trade. The circular flow of income therefore suggests that the goods and services produced by the firms are consumed by

Relationship Between Leadership Style and Employee Engagment

Relationship Between Leadership Style and Employee Engagment Introduction Organizational effectiveness is essential in todays fast growing organizations where competitiveness is the main feature of the contemporary business. Leadership is the main determinant of organizational effectiveness and is the major identifier of an engaged workforce. The most common leadership style is the Traditional leadership style which is administered in almost all companies of the Petroleum Sector in Egypt with its public companies, joint companies and even part of the investment companies, a leadership style enforcing the concepts of power and authority. The traditional leadership style aims to keep things the same and doesnt promote the engagement of the employees that is not part of their job descriptions and emerges as a result of personal choices. The leadership style applied in the petroleum companies needs to evolve from the traditional approach. It needs to apply leadership styles where the leader is capable of transforming and developing his employees behaviors and benefiting from their efforts would achieve positive contribution to overall organizational effectiveness. This should be through adopting an attitude that supports and enhances motivation and performance of his followers allowing them to exceed their own expectations optimizing their performance to achieve such effectiveness. In some cases, transactional leadership is administered where the leader promotes compliance of his followers through both rewards and punishments and is not looking to change the future. This type of leadership focuses on getting the work done by their followers. Transactional leadership works within the organization culture through management by exception to maintain status quo and stress corrective actions to improve performance. Whereas, the transformational leadership changes the organization culture through its behaviors where the leader affects the followers sense of identity and motivation aiming to achieve performance beyond expectations and employee engagement hence contributing to the main objective which is the organizational effectiveness. Leadership style is a strategic tool that needs to be practiced on a large span to assure employee engagement in order to comply with the surrounding dynamic environment. Statement of Research Problem The leadership style administered in the Egyptian petroleum companies is a traditional one enforcing the concepts of power and authority. This traditional style doesnt promote the engagement attitudes of the employees that are not part of their job descriptions that emerge as a result of personal choices. The leadership behaviors need to evolve to support the behaviors of leaders who are capable of transforming and developing their employees behaviors and benefiting from their efforts would achieve positive contribution to overall organizational effectiveness. Thus, the problem of this study can be stated in the following statement: What is the relationship between the leadership style and employee engagement? Research Objectives The main research objective is to investigate the leadership behaviors that are able to develop employees engagement by: Analyzing the reality of petroleum companies (area of the study) regarding the leadership style used in these companies and whether it has a relationship with employee engagement or not. Using the appropriate behavioral methods to acquire and maintain employees engagement. Providing some recommendations to the responsible people in the petroleum companies regarding what should be done to enhance the relationship between the employees and their supervisors or leaders that would be guiding for future studies on the effect of leadership behaviors both transactional and transformational on employee engagement. Research Importance The academic importance: This research will be an addition to the academic research because there is scarcity in the research topic, transactional and transformational leadership, and dealing with these leadership styles in the petroleum companies. The empirical importance: The empirical importance of this research lies in providing the petroleum companies with the results and the recommendations of the research that can be implemented for maintaining employee engagement aiming to achieve organizational effectiveness. Conclusion Transactional and transformational leadership are considered contrasting leadership styles even though the leader may use both styles of leadership at different times and different situations. Transactional leadership is an exchange process where the leader exchanges rewards for efforts of the subordinates or followers and this in turn allows the leader to punish the subordinates or followers if the task is not accomplished. Whereas transformational leader encourages his followers to make decision, he empowers them and allows them to grow on the individual basis and also among teams by coaching and mentoring them. Transformational leadership and the reward approach of the transactional leadership have a positive influence on employee behaviors, emotions and performance. They have a positive impact on organizational teams, organizational commitment, effectiveness and employees satisfaction in addition citizenship behaviors. For organizations to survive in the rapid competing world, they have to maintain an engaged workforce. Employee engagement will result in high levels of performance and low levels of turnover in organizations. Employee engagement eliminates job stress and is strategic tool leading to job satisfaction, organizational commitment, less turnover and organizational citizenship behaviors. As the literature review shows that the study variables have been covered in many industries and countries around the world, yet it hasnt been given much consideration in the Arab world. This is why the researcher finds that it is a must to conduct this study in the petroleum sector where she works. Research Variables and Operationalization 1. Research Variables: Independent Variables Transformational Leadership Transactional Leadership Dependent Variables Employee Engagement 2. Variables Operationalization Independent Variables The leadership styles in this study: transformational and transactional leadership, are evident but dont replace each other as processes, and the same leader may use both types of leadership at different times in different situations. (Yukl 1998) The researcher chooses two of the leadership style for this study as follows: Transformational Leadership: attempts to create emotional links with its followers and inspires higher values (Bass, 1999). Transformational leadership meets the higher order needs of employees (Yusof and Shah, 2008). Also, transformational leadership refers to the leader motivating the follower beyond self-interests. It raises the followers level of maturity and ideals for achievement and the well-being of others, the organization and the society (Hakan 2008). Transactional Leadership: places an emphasis on exchanging rewards for accomplishment (Burton and Peachey, 2009) Transactional leadership focuses mainly on the physical and the security needs of followers. The relationship that evolves between the leader and the follower is based on exchange and reward systems (Bass and Avolio, 1993). Dependent Variable Employee Engagement is the benefiting of organizational members themselves to their work roles; in engagement, people employ and express themselves physically, perceptually and emotionally during role performances (Kahn, 1990) Employee engagement refers to the individuals involvement and satisfaction as well as enthusiasm for work (Harter et al., 2002). Proposed Research Model Independent Dependent Employee Engagement Transactional Leadership Transformational Leadership Research Hypotheses Based on the previous model, we can develop the following hypotheses that try to express the relationship between study variables: H1 There is a strong positive significant relationship between transactional leadership and employee engagement. H2 There is a strong positive significant relationship between transformational leadership and employee engagement. Source of Research Data (Sample) Primary data The researcher collected the primary data from the research sample of 236 employees working in Suez Oil Company by using 30 items questionnaire. Secondary data Secondary data is collected from organizational records from the HR department in the company. Research Variables Instruments In this study, the researcher conducted the questionnaire based on two main research instruments: Multifactor Leadership Questionnaire Transactional and transformational leadership was measured using 20 items from the Multifactor Leadership Questionnaire (MLQ 5X rater form) on a Likert 5 point scale. The components of leadership dimensions derived from the MLQ 5X rater form questionnaire Transactional Transformational Utrecht Work Engagement Scale Employee engagement was measured using 10 items from Utrecht Work Engagement Scale (UWES) on a Likert 5 point scale. Research Population and Sample Population The population of present study is 1200 employees of Suez Oil Company, a petroleum company in the Egyptian petroleum sector. Sample The present study sample is a stratified random sample of 300 employees from all departments and job levels in the company. Statistical Methods/Techniques used in Data Analysis Cronbachs Alpha Split-half T-Test ANOVA Scheffe Test Correlations Regression Stepwise Research Results and Findings Validity and Reliability Questionnaire Validity: It means the ability of the questionnaire to measure what it is set for. Reliability of internal consistency: Calculation of correlation coefficients between each axis component phrases and questionnaire axis total marks. Calculation of correlation coefficients between questionnaire axis total marks and questionnaire total mark. First Axis: Transformational Leadership: Validity was calculated by using internal consistency through calculating the correlation coefficient (Person Correlation Coefficient) between each phrase mark and the axis mark (transactional leadership). The same is shown in the following table below: It is evident from the table that all correlation coefficients are indicating significance at (0.05 0.01) that shows it is close to one which means that questionnaire phrases are valid and consistent. Second Axis: Transformational Leadership: Validity was calculated by using internal consistency through using correlation coefficient (Person Correlation Coefficient) between each phrase mark and the axis mark (Transformational Leadership). The same is shown in the following table below: It is evident from the table that correlation coefficients are significant at (0.05-0.01), thus indicating validity and consistency of the questionnaire phrases. Third Axis: Employee Engagement: Reliability was calculated by using the internal consistency through calculating the correlation coefficient (Person correlation coefficient) between each phrase mark and the axis mark (Employee Engagement). The following table shows the same below. It is evident from the table that correlation coefficients are all indicating significance at (0.05-0.01) which shows it is close to one, thus indicating validity and consistency of the questionnaire phrases. Validity by using internal consistency between axis total mark and questionnaire total mark Validity was calculated by using the internal consistency through calculating the correlation coefficient (Person Correlation Coefficient) between each axis total mark (transactional leadership-transformational leadership-employee engagement) and questionnaire total mark, the following table shows the same below: Employee Engagement It is evident from the table that correlation coefficients are all indicating significance at (0.01), thus indicating validity and consistency of the questionnaire phrases. Reliability: Reliability means accuracy of the test in measurement and observation, non-contradiction to oneself, its consistency and elaboration, thus providing us of information about the examined person behavior, and it is the ratio between the mark variance on the scale indicating the virtual performance of the examined person. Reliability was calculated through: Cronbachs Alpha Split-half Reliability of the whole questionnaire It is evident from the above table that all reliability coefficients values: Alpha and Split-half coefficients are indicating significance at (0.01) thus indicating the questionnaire reliability. Description of the Study A comprehensive description of the study sample is shown in the following tables (from 6 to 9) and charts (from 1to 4), as follows: 1 Gender: Table (6) and chart (1) show distribution of the research sample according to the gender. Distribution of the research sample according to the gender 133 research sample individuals are male at the percentage of 56.4%, whereas 103 research sample individuals are female at the percentage of 43.6%. 2 Education: Table (7) and chart (2) show distribution of the research sample according to the education. Distribution of the research sample according to the education 126 individuals of the research sample are university degrees holders at the percentage of 53.4% followed by 71 individuals of research sample are high school certificates or less holders at the percentage of 30.1%, and the last 39 individuals of the research sample are postgraduates at the percentage of 16.1%. 3 Age: Table (8) and chart (3) show distribution of the research sample according to age. Distribution of the research sample according to age 74 individuals of the research sample whose ages ranging between 30 and 39 years at 31.4%, followed by 68 individuals whose ages ranging between 40 and 49 years at 28.8%, followed by 52 individuals whose ages were below 30 years at 22% and coming last 42 individuals aged 50 years and above at 17.8%. 4 Years of experience: Table (9) and chart (4) show distribution of the research sample according to years of experience. Distribution of the research sample according to years of experience 78 individuals of the research sample whose number of years of experience ranging between 11 to 16 years at 33.1% , followed by 63 individuals whose number of years of experience was above 16 years at 26.6% ,followed by 54 individuals whose number of years of experience ranging between 5 and 10 years at 22.9% , and the last 41 individuals with less than 5 years of experience at 17.4%. Description of Questionnaire answers Below is a detailed discussion (in figures and percentages) of sample individuals answers of the phrases in the questionnaire: Transactional Leadership 1 Provides assistance in exchange for effort: It is evident from the table that 55 individuals of research sample strongly agreed at 23.3%, whereas 110 individuals of research sample agreed at 46.6%, and 43 individuals of research sample were neutral at 18.2%, however, 28 individuals of research sample disagreed at 11.9%. 2 Very clear on the reward if goals are achieved: It is evident from the table that 115 individuals of research sample strongly agreed at 48.7%, whereas 78 individuals of research sample agreed at 33.1%, and 32 individuals of research sample were neutral at 13.6%, however, 11 individuals of research sample disagreed at 4.7%. 3 Express satisfaction when expectations are met: It is evident from the table that 65 individuals of research sample strongly agreed at 27.5%, whereas 132 individuals of research sample agreed at 55.9% and 39 individuals of research sample were neutral at 16.5%. 4 Concentrate attention on dealing with mistakes, complaints and failures: It is evident from the table that 69 individuals of research sample strongly agreed at 29.2%, whereas 101 individuals of research sample agreed at 42.8%, and 31 individuals of research sample were neutral at 13.1%, however, 25 individuals of research sample disagreed at 10.6% and finally 10 individuals of research sample strongly disagreed at 4.2%. 5 Keep track of mistakes: It is evident from the table that 54 individuals of research sample strongly agreed at 22.9%, whereas 85 individuals of research sample agreed at 36% and 41 individuals of research sample were neutral at 17.4%, yet, 34 individuals of research sample disagreed at 14.4%, and finally 22 individuals of research sample strongly disagreed at 9.3%. 6 Takes corrective action on mistakes: It evident from the table that 105 individuals of research sample strongly agreed at 44.5% ,whereas 80 individuals of research sample individuals of research sample agreed at 33.9% and individuals of research sample were neutral at 16.1% ,however,13 individuals of research sample disagreed at 5.55%. 7 Fails to interfere when problems become serious: It is evident from the table that 12 individuals of research sample strongly agreed at 5.1%, whereas 43 individuals of research sample agreed at 18.2% and 37 individuals of research sample were neutral at 15.7%, yet, 63 individuals of research sample disagreed at 26.7%, and finally 81 individuals of research sample strongly disagreed at 34.3%. 8 If it isnt broken dont fix it: It is evident from the table that 34 individuals of research sample strongly agreed at 15.3%, whereas 87 individuals of research sample agreed at 36.9% and 44 individuals of research sample were neutral at 18.6%, yet, 60 individuals of research sample disagreed at 25.4%, and finally 9 individuals of research sample strongly disagreed at 3.8%. 9 Waits for things to go wrong before taking action: It is evident from the table that 16 individuals of research sample strongly agreed at 6.8%, whereas 65 individuals of research sample agreed at 27.5% and 34 individuals of research sample were neutral at 14.4%, yet, 72 individuals of research sample disagreed at 30.5%, and finally 49 individuals of research sample strongly disagreed at 20.8%. Transformational Leadership 10 Goes beyond self -interest for the good of others: It is evident from the table that 43 individuals of research sample strongly agreed at 18.2%, whereas 129 individuals of research sample agreed at 54.7% and 33 individuals of research sample were neutral at 13.9%, yet, 17 individuals of research sample disagreed at 7.2%, and finally 14 individuals of research sample strongly disagreed at 5.9%. 11 Admired, respected and trusted: It is evident from the table that 122 individuals of research sample strongly agreed at 51.7%, whereas 73 individuals of research sample agreed at 30.9% and 41 individuals of research sample were neutral at 17.4%. 12 Display sense of power and confidence, willing to take risk: It is evident from the table that 45 individuals of research sample strongly agreed at 19.1%, whereas 64 individuals of research sample agreed at 27.1% and 81 individuals of research sample were neutral at 34.3%, yet, 11 individuals of research sample disagreed at 4.7%, and finally 35 individuals of research sample strongly disagreed at 14.8%. 13 Talks about values and beliefs: It is evident from the table that 101 individuals of research sample strongly agreed at 42.8%, whereas 74 individuals of research sample agreed at 31.4% and 40 individuals of research sample were neutral at 16.9%, yet, 21 individuals of research sample disagreed at 8.9%. 14 Talks optimistically about the future: It is evident from the table that 100 individuals of research sample strongly agreed at 42.4%, whereas 81 individuals of research sample agreed at 34.4% and 55 individuals of research sample were neutral at 23.3%. 15 Motivate and inspire people around: It is evident from the table that 99 individuals of research sample strongly agreed at 41.9%, whereas 106 individuals of research sample agreed at 44.9% and 21 individuals of research sample were neutral at 18.9%, yet, 10 individuals of research sample disagreed at 4.2% 16 No public criticism: It is evident from the table that 52 individuals of research sample strongly agreed at 22%, whereas 71 individuals of research sample agreed at 30.1% and 44 individuals of research sample were neutral at 18.6%, yet, 39 individuals of research sample disagreed at 16.5%, and finally 30 individuals of research sample strongly disagreed at 12.7%. 17 Spends time coaching, mentoring and teaching: It is evident from the table that 98 individuals of research sample strongly agreed at 41.5%, whereas 46 individuals of research sample agreed at 19.5% and 42 individuals of research sample were neutral at 17.8%, yet, 31 individuals of research sample disagreed at 13.1%, and finally 19 individuals of research sample strongly disagreed at 8.1%. 18 Considers every employee as having different needs, aspiration and abilities: It is evident from the table that 84 individuals of research sample strongly agreed at 35.6%, whereas 64 individuals of research sample agreed at 27.1% and 52 individuals of research sample were neutral at 22%, yet, 23 individuals of research sample disagreed at 9.7%, and finally 13 individuals of research sample strongly disagreed at 5.5%. 19 Develops employees into Leaders: It is evident from the table that 83 individuals of research sample strongly agreed at 35.2%, whereas 99 individuals of research sample agreed at 41.9% and 38 individuals of research sample were neutral at 16.1%, yet, 16 individuals of research sample disagreed at 6.8% 20 Interaction with employees are personalized: It is evident from the table that 64 individuals of research sample strongly agreed at 27.1%, whereas 70 individuals of research sample agreed at 29.7% and 57 individuals of research sample were neutral at 24.2%, yet, 36 individuals of research sample disagreed at 15.3%, and finally 9 individuals of research sample strongly disagreed at 3.8%. Employee Engagement 1 At my work, I feel bursting with energy: It is evident from the table that 69 individuals of research sample strongly agreed at 29.2%, whereas 101 individuals of research sample agreed at 42.8% and 49 individuals of research sample were neutral at 20.8%, yet, 17 individuals of research sample disagreed at 7.2%. 2 I find the work that I do full of meaning and purpose: It is evident from the table that 71 individuals of research sample strongly agreed at 30.1%, whereas 82 individuals of research sample agreed at 34.7% and 46 individuals of research sample were neutral at 19.5%, yet, 29 individuals of research sample disagreed at 12.3%, and finally 8 individuals of research sample strongly disagreed at 3.4%. 3 Time flies when Im working: It is evident from the table that 88 individuals of research sample strongly agreed at 37.3%, whereas 73 individuals of research sample agreed at 30.9% and 22 individuals of research sample were neutral at 9.3%, yet, 39 individuals of research sample disagreed at 16.5%, and finally 14 individuals of research sample strongly disagreed at 5.9%. 4 When I am working, I forget everything else around me: It is evident from the table that 67 individuals of research sample strongly agreed at 28.4%, whereas 108 individuals of research sample agreed at 45.8% and 37 individuals of research sample were neutral at 15.7%, yet, 24 individuals of research sample disagreed at 10.2%. 5 My job inspires me: It is evident from the table that 58 individuals of research sample strongly agreed at 24.6%, whereas 93 individuals of research sample agreed at 39.4% and 39 individuals of research sample were neutral at 16.5%, yet, 30 individuals of research sample disagreed at 12.7%, and finally 16 individuals of research sample strongly disagreed at 6.8%. 6 When I get up in the morning, I feel like going to work: It is evident from the table that 81 individuals of research sample strongly agreed at 34.3%, whereas 84 individuals of research sample agreed at 35.6% and 41 individuals of research sample were neutral at 17.4%, yet, 21 individuals of research sample disagreed at 8.9%, and finally 9 individuals of research sample strongly disagreed at 3.8%. 7 I am proud of the work that I do: It is evident from the table that 82 individuals of research sample strongly agreed at 34.7%, whereas 94 individuals of research sample agreed at 39.8% and 60 individuals of research sample were neutral at 25.4%. 8 I can continue working for very long periods at a time: It is evident from the table that 64 individuals of research sample strongly agreed at 27.1%, whereas 86 individuals of research sample agreed at 36.4% and 43 individuals of research sample were neutral at 18.2%, yet, 25 individuals of research sample disagreed at 10.6%, and finally 18 individuals of research sample strongly disagreed at 7.6%. 9 To me, my job is challenging: It is evident from the table that 100 individuals of research sample strongly agreed at 42.4%, whereas 79 individuals of research sample agreed at 33.5% and 34 individuals of research sample were neutral at 14.4%, yet, 13 individuals of research sample disagreed at 5.5%, and finally 10 individuals of research sample strongly disagreed at 4.2%. 10 I get carried away when Im working: It is evident from the table that 83 individuals of research sample strongly agreed at 35.2%, whereas 103 individuals of research sample agreed at 43.6% and 50 individuals of research sample were neutral at 21.2%. Hypotheses Testing There is a correlation between transactional leadership and employee engagement and a correlation between transformational leadership and employee engagement To test the developed hypotheses, a Pearson correlation method is used for figuring out the relationship between the study variables. The obtained results can be shown in the following table: Table (10) correlation matrix among transactional leadership, transformational leadership and employee engagement Employee Engagement 0.831** Transactional Leadership 0.924** Transformational Leadership ** p = à ¢Ã¢â‚¬ °Ã‚ ¤ 0.01 Table (10) shows a positive correlation among transactional leadership, transformational leadership and employee engagement at significance of (0.01) function. In other words, the better the transactional leadership perception is the better the employee engagement which supports H1and the better the transformational leadership perception is the better the employee engagement which supports H2. Demographic Analysis Transactional Leadership and Demographics: There are differences of statistical indication between the sample individuals marks average in transactional leadership according to the study demographics. T-Test was applied and the sample individuals marks were calculated by ANOVA in the transactional leadership, the following tables show the same below: Chart (5) differences in the sample individuals marks average in transactional leadership according to the gender Table (11) and Chart (5) show that T value was (20.931 ),it is a value statistically indicating significance at (0.01 ) in favor of females, as females marks average was ( 39.019 ) , whereas males marks average was ( 21.451 ), that means that females consider transactional leadership better than males. Total Table (12) shows that F value was ( 31.402 ) which is a statistically indicating significance at ( 0.01 ), that means that there are differences among the sample individuals in transactional leadership according to education. To verify the direction of the indication, Scheffe Test was applied for multiple comparisons. The following table shows the same below: Table (13) and chart (6) show no differences in transactional leadership between post graduate studies holders and university degree holders, whereas there are differences between post graduate studies holders and high school certificate or less holders in favor of post graduate studies holders significant at ( 0.01 ). There are also differences between university degree holders and high school certificate or less holders in favor of university degree holders significant at ( 0.01 ), whereas the average of marks of post graduate studies holders and university degree holders was (35.205) and (34.515) respectively, followed by high school certificate or less holders sample individuals at the average of ( 16.197 ) , post graduate studies holders and university degree holders came first as they had better perception of transactional leadership , while high school certificate or less holders came second. It is evident from table (14) that the value of T was ( 39.670 ) , it is a value indicating statistically significant at ( 0.01 ), thus indicating the differences among sample individuals according to age. To define the function direction, Scheffe Test was applied for multiple comparisons .The following table shows the same below. Chart (7) differences of sample marks in transactional leadership according to age Table (15) and chart (7) show that there are differences in transactional leadership between sample individuals aged 50 years and above and sample individuals aged 40-49 years ,30-39 years and those below 30 years in favor of the sample individuals aged 50 years and above with significance at (0.01), whereas there are differences between sample individuals aged 40-49 and sample individuals aged 30-39 in favor of sample individuals aged 40-49 years with significance at (0.05), whereas there are differences between sample individuals aged 40-49 and sample individuals aged below 30 years in favor of the first with significance at (0.01), whereas there are differences between sample individuals aged 30-39 years and sample individuals aged below 30 years in favor of the first with significance at (0.01). The average marks of the sample individuals aged 50 years and above were (42.000), followed by the sample individuals aged 40-49 at the average of (32.441) ,followed by sample individuals aged 30-39 at the average of (29.540) ,and sample individuals aged below 30 years at the

Psychology: Women And Territory :: Free Essays

Psychology: Women and Territory Basic psychology is the attempt to explain and understand significant issues in human behavior which can shed light on popular misconceptions. Desmond Morris and Naomi Weisstein explore two different psychological areas that are misunderstood by the public and some psychologists. "The invading army encroaching on national territory, the gang moving into a rival district, the trespasser climbing into an orchard, the burglar breaking into a house, the bully pushing to the front of a queue, the driver trying to steal a parking space, all of these intruders are liable to be met with resistance varying from the vigorous to the savagely violent"(P.256,257) These are all examples of the various ways in which people can violate someone's territory. The violation of a boundary can have serious consequences. For instance, a gang uses visual stimuli such as graffiti to illustrate a marked territory. The unreadable words to the average person mean nothing. A rival gang member may ignore these symbols of territory and hence, put their life in jeopardy. Territory is not just environmental, but it is also bodily. A person creates an imaginary bubble around them. This is considered their personal space. Some people are allowed into the bubble while strangers usually must stay outside. The bubble varies from culture to culture. A person in Europe will stand closer to a friend than an American would. The odd feeling that Americans experience in foreign countries when talking to local people is a common misunderstood concept. Naomi Weisstein's article Psychology Constructs the Female, explains the various misunderstanding that male psychologist have towards females. One the prominent psychologists of the sixties, Erik Erikson, explained his biased opinions that women primary function is the being a mother. "We must start with the realization that, as much as women want to be good scientists or engineers,

Ground Water Pumping Through Water Privatization Environmental Sciences Essay

Approximately 30 % of full worldwide land country includes populated waterless and semi-arid countries. The major obstruction to socio economic development in these countries is Water deficits. The indispensable political orientation for the allotment of H2O resources are effectiveness, equity, and sustainability, with the enterprise of give the extreme advantage for society, environment and economic system, at the same clip as to keep sensible allotment amid assorted countries and people. Sustainable economic development in waterless and semi-arid countries relies a batch on sustainable H2O resource direction. The limpid allotment of H2O resources needs a many-sided balance between demand and supply, in assorted economic sectors peculiarly athwart sub-areas in waterless and semi-arid clime countries. Regional development planning demands to integrate economic aims with issue including historical, technological, and natural resource restraints. Jointly, these factors consequence public distribution, economic construction and paradigm of ecology and hence, the extent of H2O distributed for these intents in waterless and semi-arid countries. Regional community, economic and ecological unsimilarity necessitate particular sustainable development schemes in state of H2O scarceness. This survey assesses the feasibleness of different techniques for supplying fresh H2O to arid parts of the universe.BackgroundBrisk industrialisation, urbanisation, and population growing in waterless states are exerting lifting force per unit area on local H2O governments and H2O contrivers to satisfy the emergent ur ban H2O demand. Since handiness of conventional beginnings of fresh H2O deficiencies for imbibing usage, saltwater H2O desalinization, in accretion to partial groundwater resources, are the main H2O supply beginnings for urban use. In last two decennaries, urban H2O emphasis has increased well, owing to fast urbanisation and industrialisation, population growing and development in life criterions.Facts and FiguresWith a surging mean growing rate of over 3.4 % the population amplified from around 17.688 million in 1970 to 38.52 million in 1995. It is predicted to acquire to 81.25 million in 2025. The urban population is anticipated to go up from 60 % in 1995 to over 80 % in 2025. Curriculum has been made for improved escape control in webs of domestic H2O. They have been besides incorporated for effluent intervention and usage once more for industrial and irrigation usage. Water management-related ordinances and Torahs have been designed, numbering those to diminish H2O demands and l osingss. Uncontrolled escapes add well to shoal water-table formation and contagious disease of shoal and deep aquifers. The utmost pumping from local aquifers to accommodate the turning urban H2O demand effects in significant turn down in H2O degrees. This is declining in groundwater quality. At adequately brawny pumping rates the demand is tried to be fulfilled, leads to stream flow depletion. With a changeless addition in urban demand for H2O and sanitation, confront to accommodate these demands are lifting. To building more, dearly-won desalinization workss would be hard. The difference can be resolve with the preliminary portion of new and modern statute law and institutional actions. This can besides be done by taking on advanced techniques in water-demand decrease, effluent reuse sweetening and decrease of H2O production, intervention and distribution costs.Land Water Pumping through Water denationalizationWater denationalization was taken on in 1989 by Margaret Thatcher's authorities. It privatized ten once public regional H2O and sewage companies in Wales and England in the class of disinvestment. In chorus the economic regulative bureau OFWAT was shaped. The Drinking Water Inspectorate ( DWI ) was positioned in 1990 to look into H2O safety and quality. Water denationalization since so is a controversial issue in England and Wales. A survey by the Public Services In ternational Research Unit ( which is affiliated with trade brotherhoods ) , that opposes denationalization in 2001 declared that duty amplified by 46 % in existent footings in the first nine old ages and investings were reduced Operating net incomes have doubled ( i.e.+142 % ) in eight old ages and public wellness was endangered by cut-offs for non-payment. Denationalization helped subscribe off the industry ‘s & A ; lb ; 4.95 billion debt. Privatization editorialist disputed in 1997 that infrastructure-mainly sewers-were non equal. Besides, OFWAT was blamed of non measuring company public presentation with marks. The critics said that OFWAT has chosen net income over supplying a assured degree of services. Conversely, a World Bank article disagree that the reforms six old ages after and before denationalization investings were $ 17b and & A ; lb ; 9.3bn severally which has certainly risen after denationalization brought about conformance with strict imbibing H2O criterions. Besides headed to a higher quality of river H2O. There are besides 16 largely smaller H2O merely companies in England and Wales that have been in private owned since the nineteenth century. In Scotland and Northern Ireland H2O and sewage services have remained in public ownershipDesalinationTo turn saltwater into imbibing H2O, the first large-scale desalinization works for domestic and industry usage in the UK opened on Wednesday 2 June 2010. Facts and Figures The desalinization workss ‘ capacities vary from 1000 to 789 864 m3/day. In 1990 and 1997, the universe desalinated H2O production was approximately 33 % for the entire domestic and 38 % for industrial demand. By 2025, desalinization production is predictable to be about 54 % of the entire domestic and industrial claim. The Ro workss need mechanical energy formed by pumps those work on electricity. About 3.5-9 kWh is necessary to fabricate 1 M3 of desalinated saltwater. The energy demand depends on the salt degree of the H2O input. Besides depends on efficiency of pump and the procedure design. A single-stage works of high efficiency degree, needs around 4 kWh/m3 and 0.5-2.5 kWh/m3 to bring forth 1 M3s of sensible quality H2O from saltwater and salty groundwater. The usage of a low-pressure membrane reduces the energy ingestion by 25-40 % , particularly when utilizing low-salinity H2O.DamDams are made to incorporate H2O, halt implosion therapy and bring forth hydroelectric powe r. Dams make available a H2O supply for irrigation, domestic demands and industrial application. Lakes and reservoirs are made since 19thcentury in UK. The most important resource for constructing a dike is funding. In the UK, the figure of immense dikes grew quickly during the nineteenth century from around 10 to 175. By 1950, the rate of growing about doubled. After 1950, building positioned itself at a rate of 5.4 dikes per twelvemonth. the UK today has a amount of 486 dikes. In Europe, the entirety of dike is lifting easy. The basic ground being that appropriate sites are going less and environmental concerns go turning.Large dikesThe six biggest reservoirs are positioned in the Volga river system in Russia. The two largest are Kuybyshevskoye ( 6450 km2 ) and Rybinskoye ( 4450 kilometer ) . Spain ( approx. 1200 ) , Turkey ( approx. 610 ) , Norway ( approx. 364 ) and the UK ( approx. 570 ) have largest figure of reservoirs.Environmental Issuesa figure of environmental issues are raised by Reservoir building in both edifice and completion phases. On shuting the dike, the H2O degree in the reservoir rises, ensuing in cardinal alterations in the country inundated with the H2O. Like loss of farming area, flooded colonies and the groundwater tabular array raised. Once the reservoirs are made, two sorts of environmental jobs take topographic point: Make the reservoir inappropriate for its intent. Algae and toxic substances in them make imbibing H2O inappropriate. Evoke ecological weakening of the river system, peculiarly downstream of these reservoirs. Large dikes break off the natural permanency of a river. Reservoirs alter the hydrological rhythm, therefore raising many other ecological effects like go forthing fewer engendering sites for migratory fish. Additionally, reservoirs grasp suspended affair largely sand fluxing into them. This decreases the suspended affair weight to make downstream and in the terminal to the sea. Lack of sand at the sea pilots coastal eroding.DecisionConstructing dike is really dearly-won and besides gives rise to a figure of environmental issues as discussed above. Ground H2O pumping and H2O privatizing besides has risen many inquiries refering to H2O degree and environment concerns vis- & A ; agrave ; -vis net income devising. The best option which should be taken in front by authorities is H2O Desalination. Though the one clip investings are high but the job of H2O allotment can be limited with its supplies. Commissariats to bring forth biofuels for the Thames desalinization works have been done, s till till they are place energy ingestion will stay an issue.RecommendationAll the above treatments focus on carry throughing the demand by one method or the other. Still other manner is to convey down the domestic and industrial demand. Legislation ought make more work to stop leaking pipes and diminish the mean H2O usage of clients by repairing more H2O metres and better publicities activities.

Moneyball Essay

The film Moneyball was based on the bestselling non-fiction book by financial journalist Michael Lewis, the film tells the true story of how Beane and his youthful economics-whiz assistant turned around the fortunes of the Oakland Athletics by using a new approach called â€Å"sabermetrics†. This involved using statistics to analyze how many times players stayed â€Å"on base† (thereby increasing their likelihood to score runs), rather than relying on the traditional method of valuing players’ batting average. This new approach allowed Beane to ‘buy’ players he could actually afford, and take on the top major league teams using a different strategy than they did. The first thing about Moneyball to analyze is what makes Billy Beane a leader. As we discussed in class, he had a vision and he worked for it creating a bold plan, believing in his vision, and having the resolve to see his plan through. Billy Beane redoubled his efforts to make his vision a success. He traded players who had the wrong attitude and met face-to-face with the remaining players to explain his direction over and over. Beane’s resolve and persistence paid off, and the A’s went on to win 109 games that year. What’s the leadership lesson? Well, it helps to take note that Moneyball is not strictly a baseball story. It is also a story of rapid change in leadership in the business world. In the film Beane changes from participative to autocratic to paternalistic leadership styles. Analyzing this movie from the leadership aspect you can see that not all leadership models apply to every single case, evidence shows that Beane at the beginning used participative leadership style. The baseball establishment is mostly appalled by Billy’s novel approach to team selection, including his own coaches. The manager accused him of denigrating what scouts have done for 150 years, and ruining the team. He also faces a major blocker to success: Art Howe, the team manager. Art decides who takes the field and, having not bought into the approach, refuses to field players who might make the approach work. In this part Beane realizes that a participative approach won’t give him the result that he was looking for and he changes to an autocratic approach to get results. Consequently, Billy takes swift action by selling two more of his best players, one to prevent Art from meddling with team selection, and one because he’s a disruptive influence in the dressing room. Things didnt go well and when the team starts badly, the critics feel vindicated. Only then does Billy understand that he made a mistake because first he hasn’t committed himself 100% to his own approach, and second he failed helping others to buy into it. Autocratic leaders need to communicate. When Beane realized that, he started to open up to the people who are being affected by his decisions, sharing his strategy, and recruiting others to do the same. And finally we can see the last change of leadership to paternalistic style when Billy Beane is seen to learn some important management lessons himself during the course of Moneyball. When we first see him, he has a strict policy of distancing himself from players, which he thinks earns him greater respect and makes it easier to let players go when necessary. Yet gradually Beane learns that he can accomplish more, and inspire others, by actually talking to his team and letting them in on his unusual strategies. Here he is getting closer to his players – explaining the approach, getting by and building team spirit. He even encourages other potential leaders within the team. â€Å"You’re smart, you get what we’re trying to do here,† he tells an ageing, cynical but talented player.