Student Essays (145 words) - Mobile Phones, New Media, Telephony

Mobile Communication 2020 People Can Touch Each Other While Communicate Their Mobile Phones Mobile Phones Will Be Smaller Than Current Models oNo Battery Image: GSM Phone With Battery And Battery Crossed By Red Cross oNo Lcd Screen Image: Iphone Screen Crossed By Red Cross oNo Keypad Image: Blackberry Keyboard Crossed By Red Cross More Efficient Features oPolar Energy Resource +2V, -2V Image: Globe And Illustration About Polar Voltage oProjector Will Create 3D Imagine Image: 3D Hologram Created By Mobile Phone. oTake Commands By Speaking Image: Nice Woman Speaking Thru Mobile Phone. Some Information About How People Sense Something? oWhat Happening In Finger Trips Image: Skin Model Photo oHow Transmitting Senses Image: Transmitting Senses To Brain Additional Equipments oElectronic Bracelet Simulate Senses Like People Touch Something Image: Bracelet Create Electronic Waves oSensors Will Sense The Behaviors Of People Distance Between Hand And 3D Hologram Warm Of Hand, Who Touch The Hologram Conclusions

How to Write a Self-Critique Essay

How to Write a Self-Critique Essay Writing a Self-Analysis Essay What is a self-critique essay? How to start a self-analysis essay Tips on how to start How to write an outline How to write a thesis for a self-critique essay How to write an introduction Tips on how to write an introduction and thesis How to write body paragraphs Tips on body writing How to finish a self-critique essay Tips on conclusion writing Tips on revision Self-critique ssay sample While writing any essay, it is indeed crucial to understand what you are writing about. Many students find essay writing rather challenging due to the difficulty of comprehending what the task necessitates. Additionally, essay writing requires you to be well-equipped with effective writing skills. Different essays serve different purposes and for a student to be able to handle any paper, there is a need to first understand the type of paperthey are writing. This means, one ought to understand the structure of a paper, the goal or objective, and the topic. Thus, this article seeks to explain how to write a self-critique essay. What is a self-analysis essay? First of all, one needs to understand what a self-critique essay is as well as its features. A self-analysis essay is a type of writing which requires you to think logically and honestly about yourself and your work. This essay necessitates that you critically reflect on yourself and your aptness as a writer. Although writing a self-critique essay may pose a challeng; its features are similar to that of any other essay. These include: The introduction: this is where you basically introduce yourself to your audience. Moreover, this is where you also come up with the central theme of your paper. The thesis: it carries the argument or your topic of discussion. The body: this is where you clearly and briefly explain to your audience your objectives, strengths and weaknesses, and your accomplishments. Additionally, you can state your passions. The conclusion: this is where you briefly produce a summary of your article. How to start a self-critique essay When writing a self-critique essay, it is indeed important to know its main features. This makes it easy for you to familiarize yourself with what you are writing about. To start writing a self-critique essay, consider the following tips. Tips on how to start Select a topic. To start writing a self-critique essay, you first need to select a topic. This will enable you to know and understand what you are to write about. Create a clear outline. This simplifies the writing process and enables your essay to have a smooth and easy flow. Develop a strong thesis statement. This carries the argument in your paper and guides your audience through the rest of your essay. How to write an outline Writing an outline for a self-critique essay is much easier if you clearly comprehend what your assignment exactly requires. Having an outline simplifies the writing process and therefore, developing one is important. It makes your paper have a consistent flow. An outline of an essay entails an introduction, a thesis, the body and the conclusion. How to write a thesis for a self-critique essay A thesis statement is indeed important when writing a self-critique essay. Establishing one is fundamental as it presents your topic to your reader(s). Moreover, it carries the argument in your topic. Through the thesis, you inform your audience how you have performed in your recent work other than just talk much about yourself. Additionally, a thesis helps to guide your reader(s) through your entire essay. How to write an introduction To write the introduction, begin with a strong hook which seeks to capture the attention of your audience. This makes them motivated and want to read more about your article. Writing the introduction of a self-critique essay is much easier if you fully comprehend what the topic requires. Tips on how to write an introduction and a thesis While the introduction familiarizes your audience with your article, the thesis statement seeks to carry the argument in your topic. To learn how to write the introduction and thesis for a self-analysis essay, put the following tips into consideration. Begin with a strong hook. This helps capture the eye of your reader(s) and make them want to read more. Be clear and specific in your introduction. Your audience ought to know that you fully comprehend what you are writing about. Have a clear and precise thesis statement. This helps present your topic to your reader(s) and also guide them through the entire essay. Establish a thesis statement which clearly shows the progress of your work to your audience. How to write body paragraphs The body of a self-critique essay is essential as it seeks to provide your audience with detailed information about yourself. Moreover, this is where you build up your thesis. Below are some tips to consider when writing the body of a self-critique essay. Tips on body writing Begin each paragraph with clear and precise sentences. This makes it easier for your reader(s) to read your writing and also comprehend and familiarize themselves with what you are writing. Outline detailed information about yourself and what you do. For example, a student. This will enable your audience to know much about you. Outline your strengths and weaknesses. This helps your audience know much about you and the hardships you encounter. State your objectives. This seeks to inform your audience what you are striving to accomplish. Use transitional sentences. This enables your audience to understand that the next paragraph talks about a different thing. Mind your choice of words. This will enable you to formulate sentences easily and make the writing process much simpler. How to finish a self-critique essay When concluding a self-critique essay, it is crucial to note that you are briefly summarizing the information on your paper. Providing too much information can make it difficult for you to come up with a conclusion. To easily develop a conclusion, ensure the information you have provided in your paper is clear and precise. To write a conclusion of a self-critique essay, consider the following tips. Tips on conclusion writing Restate your main point. Provide a summary of your main points and focus much on the stronger one(s). Conclude your article with a statement which poses a challenge to your audience. This makes them think much about themselves and reflect on your statement. Tips on revision The vitality of writing a perfect essay is that you provide your audience with quality work. Going through your paper once you are done with writing is important as it helps you correct some of the errors you made. The revision phase helps you to modify your article and make it unique. Below are some tips to consider when revising your self-critique essay: Certify that the information you have provided is about you and what you do. Ensure that your introduction begins with a strong hook which captures the attention of your audience. Confirm that your body paragraphs begin with clear and brief topic sentences. Ensure that they also provide the required information to your audience. Guarantee that your conclusion is brief and poses a challenge to your reader(s). Self-critique essay sample How I developed as a writer Since I joined high school, I was very eager to finish and join college. Life in college seemed much interesting since my peers used to enjoy themselves however they could. This made me yearn to join college more and more as the days went by. When I finally did, my enthusiasm came to a standstill. At first, I thought that it was a dream but I later realized it was the reality. Life in college was not that simple as some of my friends had made it appear to be. Though there is a lot of freedom, assignments usually keep on piling up. Moreover, essay writing was an obligatory task and each one of us was expected to be well-equipped with the necessary writing skills. This posed a big challenge to me since I did not have a passion for essay writing. In high school, essay writing was not a compulsory task unlike in college. At times, the remarks I would get from my professor made me feel like I would not make it out of campus. The only option that hoarded my mind was quitting. However, I sat down and decided to think about how I would make it in college and how I wanted to enjoy my college life. Varying options kept presenting themselves and I had to decide on which ones to settle for. Once I had noted down my goals, I resolved to take essay writing as a challenge. Additionally, it is through challenges that one modifies themselves. The remarks I got from my professor did not deter me from achieving my goals but rather persuade me to try much harder and to never give up. This instilled in me the urge to achieve. With time, I came to improve and my professor was quite impressed with my progress. However, I still needed to improve or develop in some other areas. Slowly, I grew and developed as a writer. My professor became impressed with my writings and even asked me to assist other students. This made me feel a bit satisfied with my advancement. Then, I even started writing for an essay writing company. While in college, money is an essential commodity and asking for it from our parents is often beyond us. Therefore, my essay writing skills helped me to cover some of my expenses. In conclusion, a journey that began with so many challenges soon became easy. I can surely say that I have grown in not just my writing but also in other aspects of life.

Ethics Essay Example | Topics and Well Written Essays - 500 words - 18

Ethics - Essay Example register required knowing the numbers item numbers for grains and produce; the customers were supposed to write them down, but many of them neglected this rule, and as such it was dependent on the cashier to either memorize or run and find the number when the customer forgot. Subsequently, during the busy periods the lines got long, and I had to rely on Joyce to help me with the item numbers. In addition to the item numbers, she helped me out with all the small things about the job that you don’t learn in training – which were the important managers, when to pretend you’re working hard, and when to slack off. Over the first few weeks we became very close and Joyce introduced me to her family. She had two daughters she was taking care by herself, as her husband had left her a few years earlier. One day Joyce came in visually distressed and wouldn’t tell me what was wrong. During our break I ate with her and finally got her to tell me the problem. She told m e that she had come on difficult times of late, as her husband had stopped paying child support and she was facing eviction from her apartment. Joyce was considerably older than me and I didn’t have much experience in these situations, but I felt very bad for her situation, and consoled her and told her that I’m sure things would be all right. The next day I worked Joyce was in and she seemed better. I noticed that she was much more standoffish than she had previously been, and I thought that maybe she just didn’t want to discuss what she told me before. During one of the busy periods one of Joyce’s daughters came through the checkout line, and I noticed Joyce not charging her for a number of items and place them in a bag. I wasn’t sure if I had seen the incident accurately, so I chose not to say anything. The next day I worked I watched Joyce closely and noticed that during the same time her daughter came through again, and Joyce similarly didn’t charge her for the items. At this point I was

Art History of Egyptian Painting Style Term Paper

Art History of Egyptian Painting Style - Term Paper Example In the Justinian mosaic, King Justinian is seen to be wearing the same imperial robes as Jesus Christ. The point of the mosaic is to evidently depict Justinian as Christ's envoy on earth, and to show him as a creditable successor to Constantine. This depicts his power both in the State as well as the Church. Justinian is seen in the main altar of the church, the most holy part, further depicting his authority. Justinian, thus, exercises his power over the priest, perhaps even signifying his holiness, which is seen through the halo. Giotto’s works exhibited a different spirit of realism. He broke away from Byzantine art.   His was a more personal and realistic way of viewing a painting. His concern was more human emotion and dramatic art. To make the latter more effective, Giotto placed his figures in space more practically conceived than painters before him. Also, he used shadows more efficiently to generate a sense of the figures. In the Madonna Enthroned Giotto produced depth by layering the attendant angels, with the angels in the fore blocking the vision of the angels behind. Leonardo’s stylistic innovations are more apparent in The Last Supper, in which he re-fashioned a conventional theme in a completely new way. He groups the apostles in units of three framing Christ in the center. Christ is calm while the others are gesturing animatedly. Through the weightiness of the figures and the magnitude of the scene, Leonardo da Vinci reintroduced a style founded a generation earlier by Masaccio. The Mona Lisa, easily Leonardo da Vinci’s most famous work, is known for the mastery of technical innovations as well as the mysteriousness of its celebrated smiling subject. Sfumato and chiaroscuro are evident here. Leonardo da Vinci is a master of both. Sfumato (smoked) is a deftly atmospheric haze or effect produced by delicate transitions between areas of color. This technique is particularly evident in the delicate gauzy robes worn by the subject and in her mysterious smile. Chiaroscuro (light and dark) is the skill of modeling and defining forms by the use of contrasts between shadow and light.

How Collaborative Communication to Promote the Satisfaction and Dissertation

How Collaborative Communication to Promote the Satisfaction and Loyalty of Franchisees - Dissertation Example Hong Kong is a country that has established several multinational businesses, mostly franchises from mother companies based abroad. It is necessary that cultural dimensions of various individuals and groups involved in franchise businesses be studied so that franchisers and franchisees have better understanding of each other as well as the business itself. Such collaborative communication borne from this understanding is believed to bring about satisfaction and loyalty of franchisees, hence, more success in the business, and more profit for the franchise. Qualitative methods such as questionnaires and focus group discussions of stakeholders from various franchise businesses in Hong Kong will be used in this study to determine if consideration of such cultural dimensions has an impact on satisfaction and loyalty of franchisees and net profit of the businesses. Chapter 1 Introduction/ Rationale Today, more than ever, businesses come in various forms. This is especially true with intern ational businesses. Some companies expand by having more branches both locally and internationally. Ownership of these branches may either be retained by the original owners or sold as franchises to new owners but still under the same company name and operations, but different management. In cosmopolitan places such as in Hong Kong, businesses thrive well. This includes franchises of established businesses which may be based abroad. This naturally makes the franchise a multinational/ multicultural business venture. Problem Statement Like in most multicultural settings, communication between people from different cultures may pose to be a hindrance in the smooth flow of operations. There are many factors to consider here. One is cultural differences which may cause misinterpretations in communication. People may hold different belief systems and practices which may seem offensive to others without meaning to. This may spell trouble between the communicating parties and may be a cruci al point in business transactions if it is not resolved. Negative consequences may escalate if miscommunication persists. It may adversely affect the business, possibly the relationship between the contracting companies involved, and the financial aspect of the business. This study will explore how collaborative communication in international settings can promote satisfaction and loyalty of franchisees and study its moderating effect on the net profit of franchise businesses in Hong Kong. Importance of the Study This study will contribute much to the field of international business especially in the area of intercultural communication. Being aware of factors that may cause conflicts and misunderstandings between parties coming from different cultures may be considered a start in the resolution of such issues. These need to be resolved right away because if not, then it may gravely affect the business relationship they share. Scope and Delimitation The scope of this study covers indi viduals involved in the franchise businesses in Hong Kong and their international business associates in the franchise. Data will be completed by email to facilitate dissemination and collection. The responses will delimited to the views of the participants and although they may represent the views of their own companies, the conclusion will not be generalized to the whole

Domestic Abuse Case Study

Domestic Abuse Case Study Abuse can be defined as to treat wrongfully or harmfully. There are different categories of abuse that have been recognized and within our case study there appears to be two distinct forms of abuse, domestic abuse and child abuse. These can be sub divided into terms of physical abuse, emotional /psychological abuse, and non-organic failure to thrive. Physical abuse is the intentional inflicting of physical injury or harm or deliberately not preventing harm occurring. The minimum physical signs seen in our study to both Mrs Black and James are bruising with suspect excuses for their appearance. Emotional abuse is the continual failure to meet basic emotional needs. Emotional development is stunted and well- being impaired. The emotional signs in our case study can be seen in James by his actions of being withdrawn and non-communicative. The behavioural sign to abuse taking place to James is his aggressive behaviour. The short term effects of physical abuse to James are bruising and pain. In the long term recurring injuries can result in secondary illness and complications, permanent scarring and disfigurement. His emotional effects in the short term are a fear of adults or others, withdrawal, poor relationship with his peers. The long term emotional effects for James could be low self esteem, depression, inability to form relationships. Abuse can arise for many reasons and there are a number of theoretical perspectives which may be useful in clarifying why the abuse has taken place. The Feminist perspective believes that gender and family roles gives approval to a culture of abuse. Consider the historical and stereotypical ideas of the family, with men, women and children having definite roles. With the men having power and control in the perspective of abuse. In James case he lives in a reconstituted family with the father figure being dominant and a heavy drinker. From a psychological perspective, alcohol misuse can bring mental health problems which may increase aggression in the person and so James is more at risk from abuse by his step father. The family dysfunction theory suggests that the family is not functioning due to family dynamics. The dysfunctioning family attempts to find alternative ways of coping. The relationship between the mother and James, involves a dependency of James on his mother. With other problems in James mothers life, this leads to increasing stress and the inability of his mother to cope and manage the situation within the relationship. The attachment theory state that significant separations of a child from the carer in the early years can have an effect on their emotional development and can lead to psychological and social difficulties in later life. With the loss of both his father and his sisters` father with whom he was close, may have contributed to his deterioration of his behaviour If a client begins to make a disclosure of abuse it is important to ensure privacy and confidentiality. It is necessary to show that listening skills are employed and that I remain calm and receptive. I must listen without interruption and make it clear that I am taking their disclosure seriously. I must only ask questions of clarification if I am unclear as to what the vulnerable adult is saying. It is important that I acknowledge their courage in coming forward and tell them that they are not responsible for the abuse. I must let it be known to them what I will do to help them and where possible get their consent to inform my line manager. I must speak to my client in comfortable and quiet surroundings. I would ask my client to sit down where I shall use SOLER techniques to aid in communication. Using the SOLER theory I would use the five basic components used in communication. I would sit squarely on at the table turned towards one another. I would adopt an open posture. I would s it so that we have regular but varied eye contact and that my client could see my facial expressions and gestures to aid in communication. This would also let him know that I am involved in the situation. I would lean forward slightly to convey to him that I am interested and committed to actively listen to him. This adhered to our organizations policy on Confidentiality and the Data Protection Act of 1998 allowing my client to voice his concerns without worry and protected his privacy. I would inform him that they are not responsible for the abuse. I must let it be known to him what I will do to help him and where possible get his consent to inform my line manager. It is important that I make an immediate record of what the vulnerable adult has said, using only their own words. This should be recorded in the Incident Book, clearly, accurately and legibly, and then reported to the Line Manager who is responsible for any further action. As we do not supply a care service, we are not required to register with the Care Commission, but we ensure all our policies and procedures meet their standards. As all clients under these standards are legally allowed an individualized care plan, we instead have an activity plan. The policy and procedures on abuse of our organisation are underpinned by the National Care Standards which were set up under the Regulation of Care (Scotland) Act 2001. This Act came about to regulate the care and social work force and set out the principals of good care practice. The Care Commission was set up under this Act to register, regulate and inspect all care services listed in the Act. It also established The Scottish Social Services Council (SSSC). (ref1)The SSSC has aims and objectives to protect the service users, raise standards, strengthen and support workforce professionalism. An example of the code of practice on abuse, of the SSSC is `to protect the rights and promote the interests of the service users and carers. Strive to establish and maintain trust and confidence of service users and carers. Promote the independence of service users while protecting them as far as possible from danger or harm. Respect the rights of service users and ensure that their behaviour does not harm themselves or others.` The policy for protecting vulnerable people within our organisation is achieved through the careful selection, screening, training and supervision of staff and volunteers. Under The Protection of Vulnerable Groups (Scotland) Act 2007 a code of good practice for vulnerable adults within our organisation has been developed which expects staff or volunteers suspecting or have had abuse disclosed must immediately report the concerns to their line manager and write up an incident report. The line manager will discuss the concerns with the person reporting the abuse; she will clarify the concerns and obtain all known relevant information. This will then be forwarded to the ap propriate local Social Work Department stating that it concerns vulnerable adult protection. In the absence of a line manager the concerns should be reported directly to the local Social work department and then inform the line manager as soon as possible. The social work department after investigation may have to inform the police to investigate further.(ref2) the primary role of Registered Social Workers is the protection and promotion of the welfare of children, vulnerable adults and the promotion of the welfare of communities in accordance with the Scottish Social Services Councils Code of Practice for Social Service Workers. (ref3)The social work department will work with the police to carry out joint enquires if necessary and organise case reviews and protection conferences. The police will keep safe from harm the individual who has been subjected to abuse and may call for a medical examination. They will examine and collect evidence, interview suspects, identify offenders and arrange cases for prosecution. The GP or hospital Doctor maybe involved giving medical evidence of abuse and treating the individual. Under our code of good practice in preventing abuse it is important that I avoid unobserved situations of one -to-one contact with a vulnerable adult. I must never invite a vulnerable adult to my home; I must never offer to take a vulnerable adult alone in my own vehicle, if it is necessary to do things of a personal nature e.g. toileting, I must have the consent and knowledge of the carers and my line manager, before doing any of the above. I must not engage or allow any sexually provocative games involving or observed by vulnerable adults. I must never make or allow suggestive remarks or discrimatory comments to be made to a vulnerable adult. I must not engage in or tolerate bullying, or inappropriate physical behaviour. I must respect all vulnerable adults regardless of age, gender, ethnicity, disability or sexual identity. I must avoid favouritism and singling out troublemakers. I must never trivialise abuse and never let allegations of abuse go unreported, including any made aga inst myself. The policy and procedures of our organisation adhere to the Protection of Vulnerable Groups Act (Scotland) 2007 by ensuring as a way of vetting and barring every volunteer and employee has undergone a Disclosure which shows any convictions. If any convictions suggest that abuse of our clients is a possibility then they would not be allowed to volunteer or be employed. Sources of support for workers in the field of preventing abuse can be provided by statutory, voluntary, and private or independent organisations. Statutory services have a distinct concern laid down by legislation e.g. social services and NHS. The voluntary sector is run on a non profit making basis and have arisen through a recognised need and reflect society`s feelings. E.g. Advocacy, Mencap. Private organisations make a profit but I am not aware of any private local organisation that supports vulnerable adults suffering abuse. Support can consist of Casework, by working on a one to one basis, by counselling again one to one, and by group work bring people together with shared issues to resolve problems together. (Ref4) Cultural values play a part in defining what is considered abusive conduct .What we in the UK consider abuse may not be considered abuse in another culture. For example, domestic abuse has only recently become abhorrent in the UK. As up until the 1970s/80s, domestic abuse was considered a marital problem and to be accepted, but today we have little tolerance for domestic abuse. But, today, ethnic minority women still run the risk of long periods of abuse and find it difficult to report, families expect women to put up with it, as ethnic women are considered their husbands property. Honour killings` are not unknown amongst ethnic minorities using religious text as justification. (Ref5)Female circumcision is another culturally accepted form of abuse, still practised in 28 countries in Africa. It is seen to control female sexuality and sex outside marriage. This is done to girls age range from 4 to 12. It usually takes place in un- hygienic conditions with potentially fatal conse quences. Sometimes, workers may have trouble accepting the motives of people who are involved in abuse. There may be the need to ask why and how can they have abused? Where they just bad or mad? Perhaps the workers values and beliefs make working with an abuser distasteful. However, a professional approach to working with an abuser must be taken. For those who work with abusers there is a need to understand why people abuse. Abusive behaviour can sometimes be the result of mental health problems, empathy deficit, brain damage or being abused themselves. By becoming the abuser they believe they are taking control, some even believe that they are not doing anything wrong and cannot stop themselves. When working with individuals who have abused it is important to be aware that they may go on to abuse again and as well as trying to treat the underlying cause for abuse their is a need to protect the community from the abuser. So, the use of risk assessments are important to keep safe when working with an abuser. ( Ref7) It is important to be able to understand probable risks and take appropriate action to reduce them. Effective communication and personal skills are useful to understand and reduce potential conflicts. Reflection on my own values and how they may affect my practice and awareness and understanding of the abusers cultural values and background is required to ensure awareness and intervention is e mployed when required. References. SSSC. (2009). Codes of Practice. Available: http://www.arcuk.org.uk/silo/files/791.pdf. Last accessed 09/02/2010. Stephen Smellie. (2005). Role of the Social Worker: Protection of Title. Available: http://www.unison-scotland.org.uk/response/swrole2.html. Last accessed 09/02/2010 Elizabeth Bingham +. (2009). Protection including safeguarding and management of risk.. In: HNC in Social Care. Edinburgh: Heinemann. 229. Mary Barnish. (2004). Domestic Violence: A Literature Review. Available: http://www.domestic-violence-and-abuse.co.uk/information/Cultural-Differences-in-the-UK.php. Last accessed 13/02/2010. Frances A. Althaus . (1997). Female Circumcision: Rite of Passage or Violation of Rights? Available: http://www.guttmacher.org/pubs/journals/2313097.html. Last accessed 13/02/2010. Kathryn Patricelli. (2005). Why do people abuse?. Available: http://www.mentalhelp.net/poc/view_doc.php?type=docid=8482. Last accessed 13/02/2010. Elizabeth Bingham +. (2009). Issues involved in protection from abuse. In: HNC in Social Care. Edinburgh: Heinemann. 217.

International criminal court Essay -- essays research papers fc

ICC and America   Ã‚  Ã‚  Ã‚  Ã‚  Over the past few years, the International Criminal Court (ICC or â€Å"the Court†) has been igniting controversy the world over. As more countries rallied behind it, more objections have been made, particularly from Americans, regarding what many view as fundamental flaws. I have chosen two papers to compare and contrast the different viewpoints taken by the authors when reflecting upon America’s involvement with the ICC. One calls for total rejection of the ICC, the other weighs the risks and benefits and calls for revision but acceptance.   Ã‚  Ã‚  Ã‚  Ã‚  The first article, entitled â€Å"National Constitutional Compatibility and the International Criminal Court†, is written by Helen Duffy and published in the Duke Journal of Comparative and International Law. The second article, entitled â€Å"Reasonable Doubt: The Case against the Proposed International Criminal Court†, is written by Gary T. Dempsey and published online at the Cato Institute website. Duffy’s article was published late in 2001, a contrast to Dempsey’s article which was published in 1998, just one day prior to the International Rome conference on July 17th that resulted in the establishment of the ICC. Many of the incongruencies in the ICC treaty that troubled Americans three years ago have yet to be brought into balance with American values. These two papers give similar, although at times slightly different, viewpoints on the issue. Dempsey criticizes the ICC before it has even been birthed into existence. â€Å"Specifically, the court threatens to diminish America’s sovereignty, produce arbitrary and highly politicized ‘justice,’ and grow into a jurisdictional leviathan.† He expresses his lack of faith in the Court’s ability to complement national governments and their respective judicial systems while refraining from infringing upon their sovereignty. He is explicitly clear in his position, stating in his paper that, â€Å"For those and other reasons, the U.S. Senate and U.S. House of Representatives should have sufficient grounds to†¦refuse to ratify and to fund the International Criminal Court.† Duffy brings the issue up, adding pertinent information concerning other government’s constitutions and how some other nations have gone so far as to amend their own constitution to accommodate their acceptance of the ICC’s regulations. â€Å"A small number ... ...ntradiction of terms. If the Court finds it unsatisfactory, doesn’t that imply that the Court already believes the authorities are not doing justice? How much â€Å"convincing† would they need? Duffy again points out the need for revision in the treaty.   Ã‚  Ã‚  Ã‚  Ã‚  Both papers share a similar overview from remarkably different viewpoints. Many of the somewhat extremist views that Dempsey takes are tempered through Duffy’s call for consideration and revision. As the ICC moves forward with the trial of Slobodan Milosevic and others to come, it is important to cooperate harmoniously with the rest of the world’s nations, seeking justice and guidance. At the same time, we must not lose sight of those rights and responsibilities that make us one of the greatest nations on earth. Works Cited â€Å"National Constitutional Compatibility and the International Criminal Court.† Duke Journal of Comparative and International Law. Helen Duffy. 2001. http://www.law.duke.edu/shell/cite.pl?11+Duke+J.+Comp.+&+Int'l+L.+5 â€Å"Reasonable Doubt: The Case against the Proposed International Criminal Court.† Gary T. Dempsey. 16 July. 1998. http://www.cato.org/pubs/pas/pa-311.html

Leadership Styles and International Teams Essay

â€Å"The only definition of a leader is someone who has followers† Peter Drucker This definition, from Peter Drucker has been a great inspiration source. It generates a lot of interrogations and guides us all along this document. It’s brief, clear and amazingly relevant. How to define a leader without thinking about the persons who permit to consider them as leader? It’s sometimes difficult to understand how some leaders became such important because of our disagreement with their idea, or actions. Dictators are the perfect example to illustrate it. There were, and are a â€Å"kind† of extreme Leaders. But we have to recognize their extraordinary charisma and skills to rise crowd. Technically speaking, they can be considered as model even if they abuse of this personal power to satisfy their own desires and needs (regardless laws and needs of the many). But this ethical problem brings us another question, what’s the difference between an efficient and a good leader? We think it’s only a question of moral and an efficient leader can’t be consider as a good one historically speaking. More generally, leadership implies influencing employees to voluntarily pursue organisational goals. Thanks to his charisma, a leader is able to achieve goal (or to make them achieve by others) whereas a manager is able to, thanks to his knowledge and his capacity to organize. But it’s also possible to be both of them, because managing is a skill that everyone could acquire. Not Leadership, which is a quality issued from your personality. So we have to question ourselves: What is a good leader? And try to become the best as possible thanks to your personality? Firstly, we are going to present the different leadership styles management we grouped in 6 categories. Then, we are going to study how to be a good leader in an international team context and finally the particularities of leading an international team. I/ Leadership styles 1. Autocratic leadership styles The leader defines roles and tasks; he takes unilateral decision without consulting any members of the team. He imposes actions to be taken. He expects immediate execution without objection. The autocratic leader doesn’t care about others’ opinion or suggestions. The leader decides for everything and everybody has to execute his decisions. Moreover he keeps as much power and decision-making authority as possible. This is a one-way communication: â€Å"I tell, you listen†. Skills used for this leadership style: influence, performance and initiative When to use autocratic leadership style? * When quick decisions need to be taken or there is a limited time for decision making. For example a competitor rival decided to launch suddenly its new product * When there is no need to team agreement * When high-level of management is needed and the need of motivation is not critical. * When new and untrained staff does not know which tasks to perform or steps to follow in the company. In fact sometimes the company hasn’t got time to form an employee or to explain to him what he has to do exactly in the firm What are the limits of the autocratic leadership style? * Employees are expecting to simply follow the orders, and they are not given any explanations. * Employees have little opportunities to give suggestions even if it is for the welfare of the organization. * Passive resistance of the team: disinterest, disagreement. Lack of motivation and desire. * Some people tend to use this style for yelling, using demeaning language, and leading by threats and abusing their power. * Sometimes this is not the authoritarian style which is used but unprofessional style called â€Å"bossing people around† which is worst and abusive and has no place in a company Example : The autority of Chritine Lagarde Christine Lagarde, 56 years old and currently director of the International Monetary Fund, is classified 9th in the ranking of women with the greatest  power in 2012 according to Forbes Magazine. She is now the woman of power par excellence, she is recognized by all for her natural authority, intelligence and effectiveness. She presides over the destiny of many countries. Christine Lagarde is not afraid to confront the economic crisis and to take important decisions, this is why she has got the surname of â€Å"Iron Lady of the global economy.† 2. Coaching leadership styles The coaching leader defines employee’s roles and tasks but he considers all their inputs and suggestion. He asks for ideas before he makes the final decision: a team engaged with feedbacks a good way to develop team members. The coach spends time with his employees and helps them to develop their strengths and skills, in line with their career. He seeks individual autonomy and building competent teams. This can have long-term benefits for the company, the leader and also the employees. This is a two way communication style between the decision of the coaching leader and the suggestions of the employees, the goal is to help and assist employees Skills used for this leadership style : Listening skills, development of others, awareness of emotions, empathy When to use the coaching leadership style? * Help an employee to improve his productivity, to develop his resources, to be more effective in autonomy. * To create a team and accelerate the performance of this team in the future * To increase the organization’s productivity, growth and the business results in a long term period * To provide guidance and to develop a long-term strength because if the employees receive the right support, the right help, it will be positive for them and for the leader. The company will be more effective What are the limits of the coaching leadership style? * Difficult to implement * It does not provide immediate results. * This style is difficult to implement because it is a guideline but at the same time the employee has got autonomy * This style does not work with employees who expect a precise list of tasks to execute (and therefore expect the micro-management) We did a case study of the coaching style of Richard Branson and his company : The Virgin group. It is set out in the Annex. 3. Participative leadership style This style involves the leader including one or more employees in the decision making process. The leader wants to create a team with his employees without hierarchy. He encourages the staff to participate at the decision making process : â€Å"What do you think?†. The leader keeps staff informed about everything that affects their work. He can organized some brainstorming to reap ideas or criticism a project. Moreover this style enhances the creativity and the innovation; it allows the company to benefit from collective intelligence. Using this style is a sign that the leader respect his employees, it allows them to become part of the team and allows the leader to make better decisions. If there is a problem, the staff will be involved in the solving process: â€Å"Let’s go to work together to solve this† Skills used for this leadership style: Teamwork and collaboration, conflict management, influence, empathy When to use democratic style? * Leaders want to encourage team building and participation. * Leaders want staff to be involved in decision-making and problem-solving processes. * Leaders want to provide opportunities for personal development and job satisfaction. * If the team must agree with a decision and is responsible for the outcome. * When the leader needs to use the skills and knowledge of his team in order to come up with decision. * When the leader is new and wants to have information on his team. What are the limits of the participative leadership style? * It is inefficient when it comes to getting quick results * It is inadequate in times of crisis * An employee very efficient can be impatient waiting the opinion of the community to proceed, and in contrast: evasive employees, who prefer not to be involved, may create problems. * Participative time consuming process of decision-making and today â€Å"time is money† Example : The participative style of Steve Jobs Jobs believed in his employees’ creativity comes from spontaneous meetings : â€Å"You run into someone, and ask what they are doing, you say ‘Wow,’ and soon you are cooking up all sorts of ideas†. Steve Jobs infused Apple employees a belief that they could accomplish anything, he enjoyed working with teams who trusted in themselves, who saw themselves as winners. He believed in team’s collaboration. Moreover he commented that â€Å"if a building did not encourage innovation, you lose the magic sparked by serendipity† 4. Laissez-faire/Delegating/ Free Rein/Hands off Styles Style Description: Laissez-faire leaders allow followers to have complete freedom to make decisions concerning the completion of their work. Team members control the day-to-day decisions and involve the leader when needed. It is key that the team understands when to get the leader involved. It requires the leader to trust people and their skills, and give the maximal freedom to team members. It allows followers a high degree of autonomy and self-rule, while at the same time offering guidance and support when requested. The laissez-faire leader using guided freedom provides the followers with all necessary materials to achieve their aims, but does not participate in decision making directly unless the followers request. It is said that the Laissez-faire leadership style, or we may call delegating/free rein/hands off styles, may be the best or the worst leadership style. If the leader just simply follows the meaning of â€Å"hands-off†, doesn’t involve participation or intervention at all, when he /she leads his or her followers, this style of leadership might become the worst. The two words laissez-faire and leadership are absolute direct opposites. The French term laissez-faire was originally used relative to mercantilism, and is defined in economics and politics as an economic system that functions best when there is no interference by government, and is considered a â€Å"natural† economic order that procures the maximum well-being for the individual and extends to the community. Leadership is defined as an interactive process that provides needed guidance and direction. Leadership involves three interacting dynamic elements: a leader, a follower(s) and a situation. The leader’s role is to influence and provide direction to his/her followers and provide them needed support for theirs and the organization’s success. This free leadership style is based on the premise that the leader and the team have a common goal, have a close and reliable relationship. Through the free leadership style, leaders show a high degree of trust and recognition to the team members, including loyalty and professional skills. Thus, the enthusiasm for the work of the team members is stimulated, and the team can work efficiently. Therefore, the primary factors that affects this leadership style, is the relationship between the team leader and members. When the team shares the same target and the common direction, and the leader has full confidence in his/her own team members, it may be assured to the team members to have free rein to carry out the project and the free style of leadership can be possible to be applied from the beginning to the end. When the members and the leader do not have a unified goal, or the team does not have a common direction or the same target to reach, the team members will take advantage of thi s free style leadership for its own sake, harming the interests of the whole team or making a violation of the leader. Because the free rein leadership style gives high degree of autonomy to the team members, and it is an expression of trust in the team members, including the affirmation of loyalty, expertise etc, once the atmosphere of freedom is broken in the leading process, or the relationship between the leader and the team was broken, there will be conflicting, affecting freedom leadership style until the relationship is restored again. Therefore, the implementation of the free style of the leadership, attention should be focused on that the goal is the same, as well as a close relationship with team members. Suitable Group: When the team is highly capable to analyze de situation and have a clear idea of the situation to be taken in a particular situation. * For example, this style can often be found in teams of professionals, such a team of doctors or engineers, as they form to achieve a goal or solve a problem. * When a close monitoring of a decision is not necessary. * When leaders have full confidence in team members. Unsuitable Group: Not suitable for employees with lower-skills and experience. Free members who are free to take their own decisions can lack of motivation. Moreover, there is no way to check if they do the right thing, this can lead to poor productivity. Decisions can have negative impact on the whole result. 5. Psychological Leadership Style Style Description: Leaders of this style occupy a special position in any group. A psychological leader motivates group, encourages and supports his /her group members, and takes care of the emotional needs of group members. For example, in a sport team, when a member begins, the leader might ask, â€Å"How do you like to be supported? Would you like us to be verbal with our encouragement? Would you like us to be quietly attentive and add our ideas when asked? Or what?† In this leadership style, the leaders play the role of spiritual pillar. He/she is the team leader, team representatives, and even the role of technology source. They are supposed to be all-powerful, all-knowing, invulnerable, incorruptible, indefatigable and fearless. The Leader is responsible for failure or success. He/she is the superman/superwomen or the guilty. If the President of the United State shows weakness, sickness or fear, the effect shows themselves soon in the stock market, as well as in political cartoons and letters to newspaper editors. So the leaders need to have a high degree of personal charm and quality, attract team members to work around him. This leadership mode, the team leader is the charm of the team, the team members to be able to join the team under the team leadership to become the pride. Therefore, in this case, because of the charm of the leaders, the team was able to attract a large number of talents to enrich the team’s strength. The team will gradually grow under the leadership and guidance of the leader. In this team, the centripetal force of the team depends entirely on the personal charm and personal abilities of the team leader. The team leader is like a magician. He continues to attract the attention of the team members, and unites the team members closely. However, this model of leadership has such serious dependence on the leader that any wrong decision of the leader’s will result in the error of the team direction. Moreover, the excessive authority of the leader also causes that no one can supervise or correct the errors of the leader. What’s more, once the leader leaves the team, the entire team will face the situation of losing its pillar and vitality. For example, Steve Jobs for the Apple team is not only an  effective leader, but also a psychological leader. Early, Jobs’ personal creative spirit brought vitality to the whole team. Later, for the reasons of the Board, Steve Jobs left Apple. As a result, the Apple operating nosedived and even faced a closure. And then, Jobs was hired to Apple once again. Thanks to his leadership, i series products were developed, and Apple came b ack to life. Since the death of Steve Jobs’, Apple product ideas have been questioned, because Apple lost its original creativity and vitality. Suitable Group When members are â€Å"ready†, this is the most effective leadership style. For example, when employees already know their weaknesses and hope to improve their performance, the employees are aware of the need to cultivate new capabilities for self-improvement. Unsuitable Group: When the team members refuse to learn or refuse to change their work. As a matter of fact, this style of leadership has an influence on the mind of the team member. If the members are not willing to accept inwardly, it is impossible to make the style of leadership work. 6. Situational Leadership Styles Style Description: The situational leadership theory is developed by Paul Hersey and Ken Blanchard. According to this theory, there is no single â€Å"best† style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the individual, group or the situation. We can take some daily example to explain: because we know some people are always late, when we tell them the time to meet, we will make it earlier than others; on the first day of a new colleague, we try not to get angry with him/her, especially he/she is nervous. The Hersey-Blanchard Situational Leadership Model contains two fundamental concepts: leadership style and maturity level. Leadership style According to this theory, the leadership style, or we can also call the behavior pattern, includes directive (task) behaviors and supportive (relationship) behaviors. – Directive (task) behaviors: lead members to achieve the goal in one-way communication, like a commander of the group. Using methods as below, 1. Provide direction guiding, pointing out the direction of the team effort 2. Setting targets & telling members how to achieve them 3. Using evaluation methods & time lines to help members to get correct information 4. Defining roles, assigning responsibilities to each group member – Supportive (relationship) behaviors: help group members in two-way communication, like a coach in the team, these behaviors may include: 1. Asking for resources, raise funds, gaining time for the group 2. Solving Problems for the group, including technical problems, social relation problems, etc. 3. Encouraging members, listening to their thoughts, paying attention to their emotions, boosting their moral. Paul Hersey and Ken Blanchard classified all leadership styles into 4 behavior types, named S1 to S4: S1: Telling – is characterized by one-way communication in which the leader defines the roles of the individual or group and provides the what, how, why, when and where to do the task; S2: Selling – while the leader is still providing the direction, he or she is now using two-way communication and providing the socio-emotional support that will allow the individual or group being influenced to buy into the process; S3: Participating – this is how shared decision-making about aspects of how the task is accomplished and the leader is providing less task behaviors while maintaining high relationship behavior; S4: Delegating – the leader is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress. Maturity Levels According to the individuals or the group, the suitable leadership style is to be chosen. The Hersey-Blanchard Situational Leadership Theory identified four levels of Maturity M1 through M4: M1: They still lack the specific skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task. M2: They are unable to take on responsibility for the task being done; however, they are willing to work at the task. They are novice but enthusiastic. M3: They are experienced and able to do the task but lack the confidence or the willingness to take on responsibility. M4: They are  experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task. Developing people and self-motivation A good leader develops â€Å"the competence and commitment of their people so they’re self-motivated rather than dependent on others for direction and guidance.† (Hersey 91)[6] According to Hersey’s â€Å"the situational book,†[7] the leader’s high, realistic expectation causes high performance of followers; the leader’s low expectations lead to low performance of followers. According to Ken Blanchard, â€Å"Four combinations of competence and commitment make up what we call ‘development level.'† D1: employees are low in competence and high in commitment. D2: employees are described as having some competence but low commitment. D3: employees who have moderate to high competence but may lack commitment. D4: employees are the highest in development, having both a high degree of competence and a high degree of commitment to getting the job done. Advantages of Situational Leadership 1) The outstanding reliability. This model has been proved to be an effective method of leadership. Many enterprises tend to use this theory to train leader. 2) The situational leadership theory can be widely applied. It is developed for all types of team. Compared to other leadership styles, which focus only on a specific type of team, situational leadership theory has greater adaptability. 3) Situational leadership model is easy to grasp and apply. On one hand, the concept of situational leadership model is easy to understand, on the other hand, it can tell clearly what to do and what not to do in various contexts. 4) Situational leadership model emphasizes the flexibility of the leader. A successful leader knows how to adjust their leadership characteristics according to the characteristics of the team, to enhance the team’s efficiency. 5) Situational leadership model concerns not only about the leaders but also about the team members. The team members would be more confident and comfortable in their work. Disadvantages of Situational Leadership 1) In practice, it is not easy to classify the subordinates’ level. 2) How to match the actual style of situational leadership? Situational leadership model is just a general leadership style type. How to operate in practice to achieve the goal, it has not been specifically defined. 3) It is not mentioned, how much the demographics will influence the application of the different leadership styles. 4) Lack of support from the empirical analysis. So far there are just a few surveys or researches done to justify the assumption. II/Leadership Styles in Managing International Teams International: Managers as a team leaders How to be a good Leader that is the question? A leader is not a friend, not a tyrant but a fair man and a fair business man. His work consists in managing international teams, diverse cultures and personal differences. He has to distinguish himself as a reference, because working groups need leaders. Moreover, in a whole interdependent business world, Globalization has imposed as a global and required attitude and not only an economic reality any more. But there are different styles of leadership reflecting the diversity of the world. That is why, a leader has to find fundamental tools and establish a strong vision for successful leadership. He has to inspire, motivate and lead a whole team. And do not forget to adapt to different ideals to follow the same road map. It is an everyday-job. 1/ How are perceived Foreign Leaders? First to underline a global vision of Leadership, we need to know how are perceived foreign leaders in the different countries? Is everyone has the ability to be a leader? Is there only a global leader or a huge amount of domestic leaders? All these responses could help us to understand all the difficulty to be a leader and also the stake to be culturally savvy in order to manage an international team. Let us have a look on different domestic leaders: * In Gallic culture: A leader should be a strong authority figure with a high degree competence. * In French culture: The French follow a competent leader, the follow the highest position. The French managers are integrated within an authority network, pyramid of differentiated power  (hierarchical). * In German culture: Germans respect competence rather than personality with both individual work and collective work. Indeed creativity and rational outlook are essential for a career success mostly in an entity organized as a network of individual. * In American culture: Americans evolve in an autocratic system. They advocate worker participation in management decisions. * In Scandinavian culture: They need a participative Leader, Mostly for sharing data and information within the organization. * In Japanese culture: Japanese respect social positions, age and status. Indeed, Japan has a close proximity, and a culture built around the extended family (fundamental element of life in th e Far East) with symbols as the village, the rice field and so on. They points out the cooperative ethos of the East. Eastern culture allows people to play in any way that will benefit the team, encouraging the spirit and score goals. Japan for instance encourages innovation and enterprise with a shared vision of the nation. Communication and information sharing are cornerstones of the Japanese corporation through report for instance. * In British culture: Instructions disguised as request with a fairness attitude are crucial qualities for Leaders (interpersonal and subjective view in an organization where there is a network of relationships and where things get done through influence). * In Spanish culture: Courage and decisiveness with ability to solve issues are the best leaders’ requests. * In Italian culture: Personal relationships are fundamental (family model), recognizing personal confidence of the owner. In addition, The West prefers a culture based on smaller units, encouraged to think for them and to be self-sufficient, to encourag e competition. These differences are reflected in the management practices. Westerns need for hierarchical organizations with multiple layers of management perpetuating feelings of exclusion, isolation and competition. Westerners assign people through positions and tell workers what they can or cannot do whereas they argue that group cohesion is crucial to productivity and their systems of reward are based on individual effort, and appraisal systems viewed with cynicism because they are open to favoritism. They are Individualists and for them competitive culture prevails. 2/ What are Leaders’ tasks and Attributes to manage an international team? A leader has moved his/her perceptions of the game to win. He needs to know how to change in order to improve the efficiency of his/her team. And in the same time,  leaders have to assess his/her followers’ perceptions of the game’s boundaries, rules and definition of success, because conditions in the global market place are forcing reevaluating the meaning of teamwork, global partnership or e ven alliances. That is why leaders have to take into account the right signal. But how to read the right signals? Misinterpreting the wrong signal, they could lose business opportunities. That is why Observing, Searching and underlying cross-functional, cross-cultural issues in multinationals teams help improving team efficiency. Sometimes it requires other additional qualities: * Flexibility * Sense of humor * Patience * Sensitivity * Ability to check assumptions * Willingness to listen to others * Curiosity * Respect for difference * Trust in the ability of effective teams to outperform individuals It is more or less difficult according to leaders’ origins. Indeed for Americans it is really difficult, because they have different professional outlooks and backgrounds. And personal leading qualities are innate or acquired, sometimes, imposing to pay a role in order to achieve key requirements. Exposure to other countries can just as easily reinforce ethnocentrism as counteract it. International managers can learn many of the skills they need, which are the following and adopt key behaviors: a) Applying good judgment It is about becoming aware of diverse assumptions, spelling them out and checking to see if others share them. That is to say learn to confront without alienating, clarify without prejudging, give and receive feedback without being defensive, centralize information, belief, feel, perceptions and broadcast it. Moreover it requires checking behaviors and showing example, because Leaders have to be models. b) Reading cross-cultural cues It depends on high context gestures, facial expressions, tone of voice, nonverbal cues. It implies do homework on the culture in advance (dos and taboos), be prepared â€Å"spend hours in polite conversation before getting down to business in Japan or Mexico†. Indeed, that knowledge on different cultures is a bonus to capitalize on. Understand the difference between personal or cultural values, norms to adapt for Multinationals negotiations’ which differs according each corporate culture and history. Multinationals leaders have to develop ambiguity managing training courses and experience to be the most flexible as possible. They need to use their intuition and rationality to separate personal biases from probable facts. c) Finding a guide not to be manipulated but well-oriented A guide is a model figure that is followed. A Leader needs to be a guide and to the fit the corporation culture. It also infers sometimes becoming coaches or mentors, but not friends. Indeed a lack of proximity could reach a lack of efficiency and rigor. d) Reflecting as well as acting The international team leader has to be a model and act as one. Because of difference in players and game strategies they must make time to reflect as well as to act because they want long-run results. Moreover the mix of personnel is becoming increasingly international that is why they need to create an environment that rewards openness, frankness, engagement and teamwork. Do either one-to-one or group discussions to be more productive and have more creative results. The international team leader must decide when to use groups, how to compose them and how to orchestrate meetings so that power plays are controlled and personalities balanced. Adapting and changing, if necessary, from one-to-one management to an effective orientation in the global market place. HR staffs must build up their expertise to meet teamwork challenge. e) Modeling the process †Teamwork begins at home†. Leaders first examine their own internal capabilities and then buy or Make a flexible mobile cross-culturally competent team of professionals. f) Selecting the right people Through a set of international assignment criteria tailored to specific culture helps ensure success abroad, developing company-specific and country-specific personal profiles. g) Considering with shareholders Common decisions on the best objectives and elements for international human resources have to support plan through code signing. h) Training modification  With package courses leaders have to make sure people discuss their perceptions on what they actually see. Build the idea of differences because of gender, culture, organizations, age, personal learning styles. Indeed, when people work in groups, they need to make sure members are from a variety of backgrounds in order to cultivate diversity to teach people how to act and react without forgetting developing working rules that will allow each people equal air time. Furthermore, they have to encourage international managers to bring in actual team problems for discussion, role playing and reflection is substantial. Teamwork must be a driving value within the company and be appropriately rewarded. And HR Staff should develop an internal communication network, so that each employee is aware of how different teams work, what they accomplish and what knowledge and expertise they can share. Means as proper selection, training, support and incentives will get international teams outperform individuals. But how can we recognize the leader in any case? There is a practical test: take the right to apply sanctions, reward, put his/her veto, overriding individual’s decisions about corporation structure. i) Leaders’ Tasks (ability required):  * Simplify: Leaders have to resolve value conflicts among his/her followers. * Link action to vision: Leaders need to clarify and explain shared goals versus actions required in order to put a strategic and co-working framework. * Be different: Leaders must distinguish himself/herself from his/her followers (authority, hierarchy framework). They need to think to the answer of the following question:  « How do you see you leader?† Indeed, followers need believing in a â€Å"winner†, sometimes without any sympathy synonymous with expertise and success managing multinational teams. We can emphasize that leaders distinguish themselves with the following drivers balancing between firmness and severity: *  Expertise: depending on experience, knowledge and understanding of the world. * Personal qualities: energy, persistence, memory and insight. * Track record: past performance, reputation and ability to dealing with a situation nobody had faced before. * Vision: Traduce the corporate strategy; broadcast the road map of the group integrating followers through his/her presence. That is to say put image on action, identifying key common values and beliefs in order to the whole team can fell involved in. Inspire that vision giving an identity of each one linking through staff loyalty, implying the same aspirations. The leader’s vision need to be promoted throughout the organization and sustained thanks to every-day actions, with change if required. * * Have a vision: learn to communicate a vision to people, your team can follow: * Communicate it * Believe it * Follow it * Model it * Be passionate: Passion is contagious: â€Å"take your passion and make it happen† * Be a great decision maker: be quick, committed, analytical and thoughtful. * Be a team builder: let one of your team members to take responsibilities, don’t micromanage and make you available if questions arise. * Be a life-long learner: the world is changing and new resources become available every day. Leader must be aware of new technologies and to share it with your staff. * Communicate clearly: remember you have diverse listeners, make sure you tell everyone in the same way, the same message. * Give an expect respect: to earn respect, give it, and get it. * Be knowledgeable: leaders must be aware of everyday changes in business and discuss about it within the team, answer to up-to-day questions/concerns. * Be organized in order your staff be. Be exemplary. * Be positive: think positive to motivate and work in a positive and efficient way. Conclusion: To sum up, we have defined a leadership profile. Leaders are individuals who help create options and opportunities. They help identify choices and solve problems. Leaders build commitment and coalitions. They do this by  inspiring others and working with them to construct a shared vision of the possibilities and promise of a better group, organization, or community. Leaders engage followers in such a way that many followers become leaders in their own right. The varied demands of an increasingly complex world often require that leadership be shared by many of the members of a group, in ways appropriate for different situations. Be Aware, Be different! III/ Intercultural management: Leading an international team The last half century has seen enormous change impacting the way we work. The world is shrinking with advances in information technology playing a crucial role in facilitating the global expansion of organizations. International teams are now a common phenomenon with many large organizations structuring their workforce according to function rather than geography. Successful organizations do not hesitate to move their talents around the world to ensure that they have the right skills and knowledge in the right location when necessary. But what does it take to manage such a culturally diversified and geographically dispersed team? What is an international team? The increase – both in organizational global mobility and in individual migration –means that, most large organizations now employ a multicultural workforce. It is not unusual to find traditional teams made up of members from a number of different countries. These team members work for the same organization and may share the same profession, but the fact that they do not share the same cultural background provides them with a different view of the world. As a result, they think and behave differently to each other. Virtual teams are also on the rise as international organizations embrace new technologies to enable geographically dispersed teams to work together cost-effectively and efficiently. This virtual and remote working of members from different cultures and across different time zones doesn’t come without challenges. Cultural generalizations It would be wrong to suggest that team members from one specific cultural background always behave in the same way. Of course, personality, upbringing, previous experiences and a host of other factors all impact their behaviors. Any team bringing different personalities and experiences  together can face frustrations and challenges. However, researches have shown that values and attitudes tend to differ according to one’s cultural background resulting in different work practices and behaviors. * Do team members prefer to work on individual projects or pool their ideas and resources? * Is it acceptable to show emotion during conflict? * Should they be expected to stay late or take work home in order to finish a project? * Is it ok to interrupt a meeting to take an important phone call? Members of different cultural groups will answer these and other questions differently. Academic researchers such as Geert Hofstede and Fons Trompenaars have shown that cultural behaviors vary according to a series of dimensions on which we can place the countries of our colleagues. Key cultural dimensions include: * Hierarchy vs. egalitarianism * Groups vs. individuals * Relationship vs. task * Open vs. hidden displays of emotion * Degree of comfort with uncertainty and risk * Work/life balance * Attitudes to time and space * Attitudes to nature and the environment Understanding that individuals belonging to different cultural groups have varying attitudes to these dimensions can help us understand how and why our colleagues and team members sometimes do things differently. For example, a team member from a hierarchical culture such as India tends to be more deferent to their manager and expects approval for each piece of work before moving on to the next stage. Conversely, team members from more egalitarian cultures such as Australia or the USA are usually much more comfortable working autonomously. Management versus Leadership The purpose of management is to make people effective, motivate them, operate and communicate a strategic process. It is the hardest! Whilst Leadership is setting a new direction the entity will follow. Leaders are spearheads. Leadership complements management. But both deal with human aspects that require: self-awareness, to understand differences, accept and value them. This is a sum up of each one’s responsibilities: Leaders| Managers| * Cope with change * Set a new direction of that change * Align people * Motivate people by satisfying basics (human needs)| * Cope with complexity * Develop capacity to achieve its plans by organizing and staffing * Enquires controlling and problem solving * Budget and plan| Leading international teams: a Global Leader Definition proposed by Mendenhall and al in 2008: â€Å" Global leaders are individuals who effect significant positive change in organizations by building communities through the development of trust and the arrangement of organizational structures and processes in a context: involving multiple cross-boundary stakeholders, multiple sources of external cross-boundary authority, and multiple cultures under conditions of temporal, geographical and cultural complexity†. Managers of international teams need to take time to improve their own global cultural knowledge and sensitivity in order to understand the different expectations, priorities and behaviors of their team members. Intercultural training and/or coaching can help managers to develop the knowledge, skills and strategies to manage an international team more effectively. Taking the time to learn about other cultures and becoming more ‘culturally curious’ is invaluable for anyone new to managing an international team. The real challenge is to pre-empt challenges and frustrations that may arise in an international team and to harness the positives in order to create synergy from the culturally diverse team members. Managers may need to adapt their usual leadership style to maximize the potential of an international team. What has been successful with domestic teams may not always work as well with an international team. Planning, scheduling, trust criteria, expectations of delegation, feedback and regularity of contact will be viewed differently according to the culture of the individual. Good international managers need to adapt their style to take these differences into account. Managers also need to consider different ways of making team members feel valued as an important part of the team. For some cultures being valued as a person is not so  important as long as their work is respected. Other cultures are more holistic: they want to be liked by their manager and appreciated as a person and want to receive credit for the tasks they complete. So spending time getting to know team members is essential in the early stages in order to understand the skills and knowledge each individual brings to the team and how to bring out the best in each of them. When the manager form an international team, he needs to be clear and explicit and always uses documents ground rules and processes with input from all the team players to avoid ambiguity at a later stage. Good relationships between the team leader and members are essential but not enough on their own. Team members also need to get on well with each other, even if the team is geographically dispersed. Providing opportunities for team members to share knowledge and experience – whether through informal forums or more formal meetings, team building events or training programs – will allow the team to build rapport and trust, making it easier to work effectively as a unit. To finish, Global Leadership differs from Domestic Leadership. Indeed Domestic leadership lacks of connectedness. A global leader implies a global scope with a management perception, a relationship management and a self-management. It requires cultural sensitivity. A leader has to create relationship, hit the bottom line and merge a common vision and common goals. Global Leadership versus Domestic Leadership The increase of competent global leaders has become a key success factors in International Companies. Indeed, implement global strategies keeps on developing the number of constraints. Global talent leads to Global leaders and require understanding differences between global and domestic leadership stakes. Global leaders are distinctive in their scope, their mindset moreover they need to be culturally aware. The difference between global and domestic leadership infers additional complexity. In other words, Global Leaders need to cope with: * Multiplicity of issues across a range of diverse dimensions, for instance with different customers, legal procedures, regulation and competitors. * Interdependence among lots of stakeholders from different culture, countries that is to say with different polices, economies and environmental systems. * Ambiguity in interpreting relationships, cues and signals at the appropriate situation. * Flows in  terms of transactions, sharing information, v alues patterns and the last but not the least the organization structure. Ghemawat (2008), a Harvard Professor emphasizes the challenges of global operations linked with the complexity of operating abroad. He noted 4 difficulties: * Cultural issues as language customs, religion and ethnicities. * Administrative and political issues as laws, trading blocs or currencies. * Geographical issues as physical distances, time zones. * Economic issues as income levels, cost of natural and human resources, infrastructure or information. But Caliguiri, an expert in careers recognized in the Business area, in 2006 claimed the experience approach according to that global leaders distinguish through their researches and his or her definition of what leaders do through their tasks and positions. It is a ground approach, much more every day practical. He highlighted the following stakes to be a global leader: * Work with colleagues from other countries * Interact with external clients from other Countries * Interact with internal clients from other countries * Sometimes communicate using a second language * Manage and motivate geographically dispersed and diverse employees and teams * Develop strategic business plans on a worldwide basis * Manage a budget on a worldwide basis * Negotiate in other countries or with people of different nationalities * Manage foreign suppliers and vendors * Manage risk on a worldwide basis To conclude those leadership’s skills need to be assess to improve and develop talent and management processes. Because develop talented people and effective global leadership is definitively a competitive advantage for multinational companies. Different communication styles Good team work is all about good communication. Even in a monocultural team, frustrations can occur all too easily when messages are misinterpreted and communication breaks down. Individuals from different cultural backgrounds usually favor different communication styles varying in terms of directness, formality, and use of silence, non-verbal signals and the levels of information shared. A useful concept is Edward T. Hall’s ‘high and low context’, which illustrates how relationships impact communication and the balance between verbal and non-verbal communication. A ‘high context’ communicator will have a more indirect, implicit style and will rely more on the shared knowledge and experience than a ‘low context’ communicator. It is easy to predict a ‘low context’ team member’s frustrations with a colleague who seems unable to get to the point and ‘tell it like it is’. Asian cultures tend to be much more comfortable with silence rather than Western cultures in which it is more common to fill silences or sometimes to even talk over the person who is already talking. How does this impact an international team meeting and what can the team manager do to ensure that everyone’s opinion is heard? A clear agenda and meeting protocols are essential and the team manager needs to have the skills and awareness to interpret individual reactions and to guide the discussion to enable everyone to contribute. It is really important asking for individual updates or switching roles at each meeting so that different people lead or take the minutes are simple ways of ensuring that all voices are heard. Coping with conflict Successful international teams need to be comfortable with conflict and ready to resolve any disputes quickly. Cultural groups that place more importance on the group than on the individual are usually less comfortable with conflict as they value harmony and saving face. This is in contrast to those from individualist cultures who focus more on task than relationship and are usually open in expressing any disagreement. They don’t view disputes as personal but simply as something to be resolved in order to get the best results for the project or task. Example: French colleague who seemed to be extremely critical of his colleague’s presentation but then gave very good feedback to his manager afterwards. He was challenging his colleague to stretch his thinking and to explore other options and possibilities but this didn’t mean he thought it was a bad presentation. For a Western manager working with Asian team members it is important to allow them the opportunity to discuss any areas of conflict individually rather than in front of the team as this would potentially cause them to lose face or  induce others to lose face. So, the way leaders manage international teams, cope with conflict, organize and orchestrate team can depend on the organization of the firm and its cultural origin. Moreover, we can distinguish the Horizontal Leadership (Obama) and the Vertical Leadership (Sarkozy). Horizontal Leadership| Vertical Leadership| * Hierarchical organization * Mechanistic * Controlling resources * Chain of command * Span of control * Knowledge is power| * Flat organization * Organic * Sharing resources * Coordinating * Unlocking potential * Knowledge creation| Conclusion: Now more than ever, there is a great opportunity for international collaboration through international teams. Whether it’s a single project or a long-term assignment, by taking a proactive approach to recognize the potential challenges of international teams, organizations can reap the benefits and create an international structure that ensures that their top talents are utilized to the best of their abilities and efficiency. International team leaders need to step back from usual assumptions and methods and put themselves in the shoes of their colleagues from other cultures. Re-evaluating what has worked well in the past, taking time to understand the preferences of each team member and finding common ground for all, will help to form a united and effective international team. Be a global leader, manage an international team is definitively an every-day job dealing with the hardest: human factors. Conclusion So, we have seen how important the leadership in the actual world is. No matter what is its form, it’s generally a real pro for a team. Managing an international team is a hard task that leadership can simplify. It’s necessary to understand that Leadership styles management are listed and defined, but it’s complicated to give advice about how leading because the person you are in relation with will impact a lot your leadership style. It will sometimes be more efficient to be â€Å"autocratic† whereas it was useless in a previous similar situation. The leader, to be the best as possible need  to be a good manager and also mix all the different leadership styles in order to take the best from each one. Even if it’s pretty idealistic, this is the advice we would give in order to be a good manager. But is a good leader enough to manage an entire company? Tables des Matià ¨res â€Å"The only definition of a leader is someone who has followers†1 I/ Leadership styles2 II/Leadership Styles in Managing International Teams International: Managers as a team leaders12 1/ How are perceived Foreign Leaders?12 2/ What are Leaders’ tasks and Attributes to manage an international team?13 a)Applying good judgment14 b)Reading cross-cultural cues14 c)Finding a guide not to be manipulated but well-oriented15 d)Reflecting as well as acting15 e)Modeling the process15 f)Selecting the right people15 g)Considering with shareholders16 h)Training modifications16 i)Leaders’ Tasks (ability required):16 Conclusion:18 III/ Intercultural management: Leading an international team18 What is an international team?18 Cultural generalizations19 Management versus Leadership20 Leading international teams: a Global Leader20 Global Leadership versus Domestic Leadership22 Different communication styles23 Coping with conflict24 Conclusion:25 Bibliography, Videos sources and Study Case27 Bibliography, Videos sources and Study Case http://www.youtube.com/watch?v=Y47qRvPHoVU http://www.youtube.com/watch?v=hPfRKu05bkQ&feature=related http://www.youtube.com/watch?v=ptKNVsf7b9Y&feature=related http://www.youtube.com/watch?v=FCtfV8tspho http://www.communicaid.com/cross-cultural-training/culture-for-business-and-management/leading-across-cultures/index.php http://www.ehow.com/info_8210591_cross-cultural-leadership-styles.html http://www.legacee.com/Info/Leadership/LeadershipStyles.html Hersey, P. and Blanchard, K. H.. Management of Organizational Behavior 3rd Edition– Utilizing Human Resources. New Jersey/Prentice Hall, 1977 Blanchard, Kenneth H., Patricia Zigarmi, and Drea Zigarmi. Leadership and the One Minute Manager: Increasing Effectiveness through Situational Leadership. New York: Morrow, 1985 Ronald Goodnight. Encyclopedia of leadership: Laissez-faire Leadership. Sage Publication, 2004 Study Case: Richard Branson Basic Example for Leadership 1. How it all began Sir Richard Branson is one of the world’s most eminent, creative, innovative and highly successful entrepreneurs of all time with a net worth of over $4.2 billion. Being the very epitome of a true business leader, he has gone through numerous difficulties to be able to found the Virgin Group, establishing a unique approach to leadership, which has attracted quite many followers all over the world. He has proved himself as the master of serial entrepreneurship, perfecting his one of a kind leadership style over the years. Born in 1950 and educated in Stowe in the United Kingdom, Richard Branson’s first business venture was setting up a Student Magazine at the age of sixteen. This was initiated after his final decision to drop out of school, most probably due to the hardships he had faced in his earlier childhood, caused by his having been diagnosed with dyslexia. However, despite Branson’s poor academic performance, in 1970 he founded Virgin as a mail order record retailer, which later turned into one of the most well-known brands in the world. During the following years, Virgin Records was established, which signed such prominent artists as Mike Oldfield, the Sex Pistols, the Rolling Stones, etc. The Virgin brand continued to grow during the next decades as Branson expanded his enterprise by founding the  Virgin Atlantic Airways, and also starting a Virgin record label in America. With around 200 companies in over 30 countries, the Virgin Group has now expanded into leisure, travel, tourism, mobile, broadband, TV, radio, music festivals, finance and health and through Virgin Green Fund his company is now investing in renewable energy and resource efficiency. Moreover, in 2005, the Virgin Galactic, a space tourism company, came into existence, where the intention is to eventually reach orbital trips around the globe as well as go to the Moon. Branson has been named a â€Å"transformational leader† in the field of management, with his maverick strategies and his stress on the Virgin Group as an organisation driven on informality and information, one that is bottom-heavy rather than strangled by top-level management. 2. The unique personality behind the face of Richard Branson Being a great leader is not an easy task to be achieved, and there is a certain set of personal characteristics, which are intrinsic to Richard Branson himself and make him the unique entrepreneur he is. Firstly, passion is of essential priority for the successful fulfillment of various tasks. It is the quality, which gives you the stimulus to further improve the performance of your company and develop your business ideas. Hence, Branson should definitely be considered a real passionate leader due to his incessant striving for perfection and sincere commitment to contributing to people’s welfare. On the Virgin Group’s corporate website it is mentioned that the company is â€Å"giving birth† to other firms as well as â€Å"holding their hand† through their development, as this pinpoints the exceptional supportive attitude of the company towards its staff. Secondly, the next personal characteristic of paramount importance happens to be courage in the form of having the guts to take risks and initiatives. One emblematic decision of Branson – to switch bank due to poor support and advice for Virginia records – led to the company’s ultimate survival. Additionally, there are many examples of Branson, jumping into different ventures such as is the case with the space tourism-related Virgin Galactic. This enterprise was extremely risky and brave, yet very profitable as well. Despite the substantial uncertainty involved, Branson has showed several times he is excellent in risk management as well. When starting a new venture, he usually shares the risk with other investors, but also makes sure the risk is minimized doe each  party. Thirdly, creativity along with having knowledge of the business you are in is a combination of personal features, which are fundamental in being a great leader. There is no denying Richard Branson’s extraordinary creativity, given the variety of industries his businesses operate in. From airlines to record labels, he has managed to build a steady empire. What is more, he has a profound knowledge of not only the business he runs, but the existing competition as well, which has led to a constant incr ease in the company’s profits. Fourthly, in spite of having insight into different situations, it is also very important to be frankly motivated to do the right thing. Branson has shown the world his open and kind nature to create something he is proud of. Actually, he mentions this as his underlying philosophy of business – to do something for the sake of improving other people’s lives, not merely making money. Another positive feature of his – adaptability – has also helped him in achieving this task, as he is now engaged in numerous environmental initiatives and research. 3. Branson’s leadership style Management is about doing things right, leadership is about doing the right thing, says Peter Drucker. Sir Richard Branson has developed his outstanding leadership style through the years and has proved it actually works. It can be best described as participative leadership. He makes sure to involve his subordinates as well as other stakeholders in the decision-making process in order to be able to extract various constructive opinions, which would aid to the flourishing of the business. Branson himself outlines that one cannot be a good leader unless he genuinely likes people. As a result of this, his leadership style is based on a few very simple and down-to earth rules, and namely: * Smile. Everything gets much easier if you show a friendly face. * Have fun at work. * Believe in your ideas, employees and colleagues. As we can see, Branson puts a serious emphasis on human resource management. He strives to find people, who have innovative ideas and are determined to give 100% to achieve their goals. He insists that all of his employees should be company-oriented, sharing common values, co-operating with one another in their work to beat up competition. Consequently, the human  resource management system is built, so that the staff is constantly motivated and encouraged to improve his/her performance, being given certain benefits such as bonuses, profit sharing or any kinds of promotion available. 4. Branson’s leadership qualities A magnificent businessman, an inquisitive person, a truly caring human being, Sir Richard Branson possesses a set of leadership qualities, which only few entrepreneurs in the world have. It is his leadership abilities which make him stand out and have helped him build his empire of businesses. I shall mention the quintessential ones in order to analyze his image much better. First of all, Branson claims he has learnt his management skills through trial and error since founding his first business when he was sixteen. Nowadays, his main efforts are concentrated into achieving an effective time management. He divides his days equally between trouble shooting, new projects and promoting his businesses. He is regarded as a genius at handling and preparing PR activities and is never afraid of being in the limelight. Next, another skill of his is the ability to delegate work to his co-workers and management staff, leaving them to get a stake in the business and try to develop it as much as they can. He surely spends a great deal of time to build a certain business, but he also wants to recruit such people, who would be able to run it without him, thus taking a step back. Moreover, Richard Branson is famous for his belief that if one looks for the best, he will get the best. He is really precise when it comes to hiring potential employees. After a thorough selection has been conducted, he gets them to stay in the company regardless of the mistakes they may make. He is more likely to bring specific people into another venture where the person is more likely to perform well according to his/her capabilities, than just fire them. With his likeable personality and professional leadership style, Sir Richard captures everybody’s attention with his openness to people and devotion to their well-being. He considers failure as an unfortunate occurrence when leaders avoid the reality of business. What is one of his guiding principles is that one has to trust the people with whom he works and learn from their mistakes. Blame, bitter accusations and recriminations are pointless. Another leadership quality to be highlighted is Branson’s striving to bu ild tight interaction between managers and employees. He  encourages his staff to write to him with whatever suggestions they come up with, which would be of benefit to the future success of the company. He assumes that motivational strategies extend to innovative ideas, so he tries to listen to as many propositions as possible and offer his professional feedback. The development of a bond with his team is an essential part of his everyday work. Following this feature, Sir Richard also gives his all to inspire people to think as if they were entrepreneurs themselves, and to treat them as adults. He believes that in order to make workers perform better, they should be given more responsibilities, which inevitably activates their self-conscience. Last but not least, one of Branson’s main positive leadership characteristics is that he sees no one way to run a successful business, because what works well today, may not work at all tomorrow. This adds up to the point of trial and error mentioned above. Branson considers there are no strict rules to be followed – just do what you believe is the best for you. When one makes a mistake, he stands up and learns how to avoid it in the future. He wittily mentions that this is the recipe for success and above that it deprives one from the unpleasant want to scream at the sight of a bullet points list.