WRITE-UP ON CONSTRUCTION PRODUCTIVITY AWARDS Essay

WRITE-UP ON CONSTRUCTION PRODUCTIVITY AWARDS - Essay Example As our organization has grown, we've thought about it not like a challenge but as just another thing to plan and construct. Most companies worry about growth: Idealistic founders are afraid that, as the company grows, their influence will decline or their values will be forgotten or that they will become the new Enron. But we at TeamBuild think that this is an engineering problem just like building a house. A solid foundation is one that can endure building across all sorts of sizes, and our business and organizational model makes us capable of that challenge. TeamBuild prioritizes teamwork and camaraderie at every stage of its processes and every part of its internal culture. This is the most important way we enhance productivity: By making sure that every single one of our members is providing their own unique skill set, we guarantee that the whole is far, far greater than the sum of its parts. Our corporate social responsibility initiatives are a source of great pride, and we also think that they're just good business. Our team-building philosophies are integrity, teamwork, environmental care, commitment and quality. Our recent changes to our business model demonstrate this ability to change, adapt and create new options for growth. In 2006, we formed a High Performance Team or HPT with senior management and top members. The idea was to expand our organizational house by dividing into three teams and embrace three initiatives: Strategic alliances, people and in-house subcontractors. Top management set the stage by putting down the vision, the mission to complete it, the goals to complete that mission and to provide benchmarks to measure that success, and a model (attached as the figure, 'Teambuild House'). Our vision is to become a leading integrated service provider through process innovation and strategic alliances. For the communities we serve, the customers who seek out our assistance, and the people who will end up living in or working in the buildings we provide, we feel that we owe being as integrated as possible and providing as many different services as possible: A one-stop-shop. Our work on projects like Cerelia Vista, the Canadian International School and the Marina Bay Golf Course show that appeal of that mission. By being integrated service providers, we were able to create architecturally appealing designs. We were able to make sure that each of our customers got the exact solution for their needs and organization. Productivity is guaranteed when the producer is capable of handling every element of a project in-house. We avoid the â€Å"mythical man-hour† this way too: All of our team members are up to date on all of our projects. We are proud that we were able to design complex buildings for complex needs without needing to bring in excessive outside help. By aiming to be the best integrated service provider, we guarantee long-term productivity and profitability. Why hire many companies when you can hire one? Why risk worrying about each new contractor and sub-contractor being qualified, bonded, and ready for the task? If one company can handle the task, how much easier is that for the customer? We feel that, when the customer only needs to worry about one thing, providing us with the information to complete their goals, we serve their needs to the utmost. Our mission is threefold. First: We aim to deliver quality products and services to our customers. Many people think of construction and project design as a â€Å"hard† task, with very little need for interpersonal skills. We instead think that the process of providing products, the completed building, is inextricable from and intertwined with the process of providing services. We provide our customer many services. We give them ease of mind. People don't just want a good

Conduct some independent research on a controversial public policy (at Essay

Conduct some independent research on a controversial public policy (at any level of government) addressing some aspect of techno - Essay Example Even the First Amendment is deemed insufficient to protect citizens’ rights to information access (Halperin 1985, 114). Concerns have risen to surface regarding who decides which information is to be made available to the public. Even after reforms and expansion of the law had taken place, most agencies cannot release information within the twenty-day median timeline. In addition, two questions still linger on every information request that gets filed: (1) what information should be released; and (2) what information should be withheld (Martin 2008, 60). As a public affairs professional, I acknowledge the precarious situation policymakers and federal agencies are forced to deal with. There is a fine line between what can be disclosed and what needs to be hidden. This is a balancing act that policymakers need to deal with whenever the handling of information is involved in every bill that gets debated on the halls of the legislative. On the other hand, federal agencies need to carefully interpret and understand the laws which govern the processing and releasing of requested information by the public. Braman (2009) showed how much information technology has changed how the United States Constitution protects civil liberties and democratic processes. On the other hand, Rich (2011) disclosed how national security concerns may affect how citizens’ right to privacy might be violated.

Overcoming Resistance to Change Essay Example for Free

Overcoming Resistance to Change Essay Overcoming Resistance Resistance is a normal and a perfectly natural reaction to change. Each person has their own amount they can take, but the reasons behind why employees resist in the first place may be surprising. According to these experts, the fear of moving into an unknown future state creates anxiety and stress, even if the current state is painful (Eroke, 2013). A complete understanding of the unique ways that resistance can be apparent is still needed because resistance to change has been acknowledged as an organizational difficulty for many years. If and when employees react to change in different ways, and if discrepancies in response result in different outcomes, identification of those expressions of resistance is a necessary step in the growth and execution of valuable change management strategies. After summarizing internal and external factors contributing to resistance to change, we will look at an example of this, identify the cause and develop a plan to overcome resistance. Internal and External Factors Contributing to Resistance to Change While internal and external factors certainly add to change responses, individuals can react more negatively to change than do others, regardless of the type of change. Individuals oppose beginning and completing self changing efforts, even when change is enviable or necessary. The interactions of these factors suggest inconsistency in individual behaviors, such that indefinite situations are most likely to bring to mind articulated perceptions, beliefs, behaviors, and attitudes. W hile global personality tests are probably not helpful in answering specific questions; an evaluation of outcome dispositions may capitulate greater projecting capability. There is little proof that points to individual disparities inclination to resist change. Conflict is stirred up by a variety of factors that include the environment, personalities; prejudices, appearances, etc. However, the inquiry of which individuals take action in what way, to which change situations, has not been sufficiently answered. The materializations of â€Å"resistance responses† within people and situations must be comprehended to allow management the opportunity to decide which plan can efficiently lessen resistance and if diverse strategies increase or decrease responses. An objective in the study of resistance is to identify individual responses to assist in forecasting probable variables. The more acquainted you are with your staff, the easier it will be to identify, assess, monitor, maintain, and execute change when needed. Example of Resistance to Change Based on Internal and External Factors At times employees felt they were being required to do more with less, or do more for the same pay which when this is the case, there is a huge resistance. Very rarely do you find good people that will go above and beyond for someone else or their company. In the restaurant business there are always tasks that need attention. There was a saying at one job â€Å"if you have time to lean, you have time to clean†. It is not all about serving food to guests and getting tipped for it. When someone does not show up for their shift, then that persons responsibilities are divided out amongst everyone. And when one of them is being asked to do side work that is not theirs, while getting paid such a low wage, there is not a positive reaction to say the least. As a waitress or server at most places, you only make 2-3 dollars an hour so when restaurant is slow and they do not make enough money to barely earn over minim um wage, it is extremely challenging to motivate them into doing manual labor for that amount of pay. Specifically, the most recent restaurant I managed, I relied heavily on the breakfast buffet and maintaining it during business hours as well as when we were closed. This buffet was important because most of the VIP rewards members only came for breakfast and their impression of the appearance, temperatures, and quality are being evaluated to possibly be turned in on comment card to corporate. Once this survey is completed online, these scores are then developed into a daily, monthly, and annual report that rates us on each department separately. A bad score decreases the points as a whole, makes the entire team look bad to corporate, and bad reviews can be seen by anyone, which can keep business from coming in and that will drop revenue. For some reason, we were not capable of securing this position longer than a few weeks which then it was being taken care of by any of the staff or management if they had a minute to help stock or clean it. This obviously is not going to be consistent for guests, appears disorganized or short staffed, and is a dangerous health hazard if someone is not taking temps every thirty minutes. Every single time someone did not show up to set up buffet, the staff and management jumped in to help, but it was like pulling teeth to get anyone to step in and do this job. Out of pure self interest each one of them would voice their opinion about how they do not make enough to do someone else’s job and it was not their job or they did not sign up for this. Resistance is an inevitable response to any major change. Individuals naturally rush to defend the status quo if they feel their security or status is threatened (Bolognese, 2002). I understand it is not their faults that it kept getting abandoned, but I also know how to be reasonable and work as a team. Most people are uncomfortable with change and will resist without giving much thought. Aside from self interest, Baack (2012) says, â€Å"differing assessments of the need for change occur whenemployees do not view a change as necessary, because managers and employees do not see eye to eye on the nature of the issue. Th ose with a low tolerance for change also tend to be resistant. It was challenging for everyone involved because most of them did not understand the nature or reason behind just doing what is asked of you regardless of how it may or may not affect you. The few that had been there many years were the first to help, but also the first to resist. They were all for customer service, pride in their company, and covering for someone as long as they were getting the credit. There were only a couple of employees who were willing to help, go out of their way, without expecting anything in return and those are the ones that were rewarded. Cause of Resistance Resistance will come in many dissimilar shapes and sizes, depending on your precise need. The cause for resistance can come from a variety of reasons, but the main cause behind this particular resistance was this position was not paid enough for the responsibilities that came with the position. Also, the labor involved was far more extensive than any other position in that department. Perhaps some other another reason may be because the buffet person was the low man on the totem pole, all by his lonesome, and getting stiffed by his or her own coworkers. This position was separated as far as opening and closing duties and had many items that contributed to the set up and break down which were placed in other parts of restaurant. The buffet person was usually not the person that â€Å"fit in† and almost always within a short period of time, they would request to be moved or they would find a different company to work for. Planned Approach for Overcoming Resistance Costs of training, risky score-cards, high turnover, unhappy guests and employees are enough of a reason to act on changing the way things have been failing. Upper management can determine who would be the best at changing this situation and making it a positive one that they can lead. Someone has to stand up and be responsible for holding people and themselves accountable and for this change to take place. Address the issue, acknowledge the conflict to employees and thank them for taking on extra work, but also engage with them in brainstorming to see if they may have something creative or valuable to assist in conquering the resistance. Once a new reasonable rate of pay has been distinguished, then a new set of responsibilities can be developed and split with the kitchen. There needs to be some way to mingle the two departments, which are separated by a line, so that this position is â€Å"included† with everyone else. Also, provide gift cards or free meals for adapting to c hange and moving forward during process. Set a goal for ninety days out to reevaluate, make transitions or changes and explain how the pieces fit together as a whole. Additional areas of resistance may surface so it is vital to recognize probable resistance points, as your development execution progresses. No matter which approach is used, managers should remember that change is often an unsettling process (Baack, 2012). Obtaining the preferred information to improve employees understanding of the organizations need for change is also one of the most significant steps in flourishing resistance management. A serious contemplation concerning the customization of your resistance management activities is relied upon the size of the change and the characteristics of the organization. When resistance has resulted in productivity loss and exhausted time and resources, it can be intimidating for the staff to rely solely on reactive procedures. Once the new changes have been implemented, closely maintained

Kaposi’s Sarcoma: Insights into its Understanding

Kaposi’s Sarcoma: Insights into its Understanding Abstract Kaposi’s Sarcoma (KS) is a common vascular tumor arising in human immunodeficiency virus (HIV) infected patients and is one of the 27 conditions designated by the Centers for Disease Control as an acquired immunodeficiency syndrome (AIDS) defining illness. Human herpes virus-8 (HHV-8), now called Kaposi’s sarcoma-associated herpes virus (KSHV), is a member of ÃŽ ³ herpes virus family and is considered to be the causative agent of KS. This review aims to discuss KS and its association with HIV/AIDS with an emphasis on oral features, the role of HHV-8/KSHV in causation of KS, and the current challenges faced in management of the disease. Key words: acquired immunodeficiency syndrome, human herpes virus-8, Kaposi’s sarcoma, Kaposi’s sarcoma-associated herpes virus Introduction In 1869, Helmut Kobner, a German physician, appears to have been the first to describe cases of metastatic cutaneous sarcoma. In 1872, the Hungarian physician, Moricz Kaposi, described an idiopathic, multipigmented, tumor-like lesion of the skin that eventually was named Kaposi’s Sarcoma (KS).1,2 During the 19th century, KS was considered a rare disease and by the early 20th century, an increased incidence was suggested.2,3 KS is now a common vascular tumor arising in human immunodeficiency virus (HIV) infected patients, and is one of the 27 conditions designated by the Centers for Disease Control as an acquired immunodeficiency syndrome (AIDS) defining illness.2,4 Human herpes virus-8 (HHV-8), also called Kaposi’s sarcoma-associated herpes virus (KSHV), a member of ÃŽ ³ herpes virus family, is considered to be the causative agent of KS.5 Clinical Features Based on epidemiology and demographics, there are four variants of KS: 1) Classic KS that is relatively benign and predominantly occurs in elderly men of Mediterranean, Eastern European, or Middle Eastern descent with a median age of > 70 years; 2) an Endemic or â€Å"African† form of KS that also occurs predominantly in men at a ratio of 3:1 with a peak median age of 35 to 39 years; 3) Iatrogenic or Post-transplant KS that may occur in HIV-seronegative immunocompromised individuals, long term users of steroids and cytotoxic drugs, and individuals with autoimmune disorders; and 4) AIDS-associated KS. Although the four variants of KS are distinctive, they share similar clinical and histologic features, suggestive of common pathogenesis.5 In contrast to classic KS, which is often limited to the extremities, AIDS-associated KS frequently involves the muco-cutaneous regions of the head and neck as primary sites, and visceral involvement is also present.6 Muco-cutaneous lesions of the head and neck region, occur in estimated 10% of AIDS patients.7 The oral cavity is frequently involved with the hard and soft palate, gingiva, and tongue being the most common sites.8,9 The prevalence of oral KS varies from 0-12% in Africa, and from 0-38% in United States and Europe.10,11 A high prevalence of oral KS was demonstrated in 18.6% of a group of HIV-infected patients in Zimbabwe. Since the advent of AIDS, KS has become more frequent in both the genders, the male to female ratio changing from 19:1 to 7:1, particularly in East Africa.12 On the basis of clinical appearance, AIDS-associated KS is classified into six major overlapping types: patch, plaque, nodular, telangiectatic, infiltrative, and florid.1,3,13,14 Oral lesions appear as red to purple macules, papules, or nodules that may ulcerate and cause local destruction.9,15 Although the clinical behavior of AIDS-associated oral KS is rather unpredictable, majority of the cases represent aggressive disease and have associated disseminated cutaneous and visceral lesions.16 Slow growing oral tumors are generally associated with patients who have no additional complicating opportunistic infections.17 Differential Diagnosis Early lesions of KS may be difficult to distinguish from ecchymoses, nevi, dermatofibroma, and lichen planus.18 Nodular or plaque like lesions overlying mucosa should be biopsied to rule out bacillary angiomatosis, hemangioma, pyogenic granuloma, angiosarcoma, or lymphangiosarcoma.18,19 Histopathology The cellular origin of KS is difficult to determine as lesions typically exhibit multiple cell types. The tumor is mainly composed of undifferentiated mesenchymal cells and spindle-shaped cells.20-23 The spindle cells, considered the tumor element, are of mesenchymal origin and have features that resemble both endothelial and smooth muscle cells.22,23 The tumor cells may be derived from cells of either lymphatic or venous differentiation.17,22 Also, biopsies of KS feature numerous slit like vascular channels and may present extravasation of erythrocytes, hemosiderophages, eosinophilic hyaline inclusions, and inflammatory infiltrate.9,20,21 The histogenesis of the spindle cell component, believed to be the KS tumor cell, remains controversial; although many studies favor an endothelial cell origin.22-24 Another highly debatable issue is whether KS is a clonal â€Å"neoplastic† lesion, or whether it is â€Å"reactive† and polyclonal. Most of the evidence suggests that many KS lesions are hyperplastic and polyclonal in nature, but that either these lesions contain a small proportion of clonal, neoplastic tumor cells that are difficult to identify and culture, or some of these polyclonal lesions may undergo full transformation during disease progression, probably when an actively proliferating cell acquires genetic alterations that provide a selective advantage, leading to the emergence of a truly neoplastic clone in the minority of cases of KS.24 Role of HHV-8/KSHV HIV Multiple agents, including cytomegalo virus, hepatitis-B virus, human herpes virus-6, HIV, and Mycoplasma penetrans, have been suspected in the past as causing KS; but none of these have been clearly shown to present in most cases and to have a causal association with KS.24 Thus, although an infectious origin has long been suspected, it was only in 1994 that HHV-8/KSHV was first detected in KS specimens.25 KSHV is now considered the causative agent of AIDS-associated, classic, endemic, and iatrogenic KS. In addition, it is also believed to be the causative agent of primary effusion lymphomas (body cavity based lymphomas),26 multicentric Castlemans disease,26,27 and possibly oral plasmablastic lymphomas.28 Serological studies have indicated that unlike other human herpes viruses, KSHV is not ubiquitous.26 The seroprevalence of KSHV is low in the United States and parts of Europe (ranging from 0 to 20%), rising in Mediterranean countries to reach levels greater than 50% in some geographic regions of Africa.12 In North America and Europe, primary infection with KSHV mainly occurs among adult homosexual men and is transmitted principally via sexual contact; the KSHV seroprevalence being associated with the number of sexual partners and sexual practices.12,26 Transmission of KSHV via saliva has also been documented.29 In African populations, KSHV infection seems to occur largely before puberty through casual family and community contacts; oral secretions being a potential vehicle of non-sexual horizontal spread; vertical transmission of KSHV being insignificant.12,26 A recent study conducted in Malawi, Africa, has also shown that, apparently, healthy people in regions where KSHV is endemic can be infected by multiple strains.30 However, it is still unclear if this reflects a simultaneous co-infection by several KSHV strains, reactivation of latent strains, or super infection.30 KSHV is lymphotropic and is more closely related to Epstein-Barr virus and herpes virus saimiri than to other herpes viruses.5,27 The KSHV genome contains several genes related to cellular genes involved in cell proliferation and host responses that probably contribute to viral pathogenesis.26,31 The pathogenesis of AIDS-associated KS is multifactorial and involves KSHV, altered expression and response to cytokines, and stimulation of KS growth by HIV trans-activation protein (tat).32,33 KSHV is a necessary, but solely not a sufficient cause of KS.34 It encodes protein homologues of interleukin-6, chemokines of the macrophage inflammatory protein family, cell cycle regulators of the cyclin family, and anti-apoptotic genes of the bcl-2 family.26 The HIV tat protein can promote the growth of spindle cells of endothelial origin, but only in presence of inflammatory cytokines.32,33 The synergistic relationship between inflammatory cytokines and HIV tat protein, when combined with the immunosuppression associated with AIDS, may provide an explanation for aggressive nature of AIDS-associated KS compared to relatively non-aggressive, classic Mediterranean form in which the HIV tat protein does not play a role.33 The sequence of events creating the inflammatory angiogenic environment has been described by Dezube 33 as follows: 1) circulating KS progenitor cells and cells latently infected with KSHV seek sites of pre-existing inflammation; in the case of oral KS, pre-existing inflammation may include acute and/or chronic periodontal disease sites; 2) exposure to inflammatory cytokines such as interferon-ÃŽ ± (IFN-ÃŽ ±) results in differentiation of latently infected cells into KS-like spindle cells and induces KSHV reactivation; 3) reactivation of KSHV leads to expression of potentially pathogenic genes such as viral interleukin-6 that in turn, can activate vascular endothelial growth factor and induce angiogenesis; 4) viral lytic replication in the same cells activates inflammation, which also may play a role in angiogenesis; 5) the creation of inflammatory-angiogenic environment increases the availability of infectable cells, i.e. endothelial and KS spindle cells, which are then included in the development of the lesion; 6) cells also become responsive to HIV tat protein; and 7) the HIV tat protein augments the inflammatory-angiogenic state by the increasing angiogenic activities of basic fibroblast growth factor, IFN-ÃŽ ±, and vascular endothelial growth factor by mimicking the effects of the external matrix proteins fibronectin and vitronectin and by increasing the expression of matrix metalloproteinases. Prognosis and Management The prognosis of patients with AIDS-associated KS is often related to factors other than the tumor burden itself. In 1989, the AIDS trial council group devised the TIS staging system, based upon the extent of tumor (T), the status of immune system in terms of CD4+ T-cell count (I), and the presence of other systemic HIV-related illness (S).12 At present there is no treatment for AIDS-associated KS. Treatment is thus directed towards the elimination, or at least reduction of cosmetically unacceptable lesions, pain, and edema, as well as the relief of symptoms caused by visceral involvement.33 Local therapy may be effective for limited disease, but systemic therapy is required for disseminated KS.33 Highly active anti-retroviral therapy (HAART) is useful in the management of AIDS-associated KS, as it will reduce the HIV viral load and raise the CD4+ T-cell count, both of which contribute to the pathogenesis of KS. Recent reports have described a reduced incidence or regression of KS in HIV-infected individuals treated with HAART that includes at least one protease inhibitor. Both in vivo and in vitro studies have demonstrated that protease inhibitors have a direct anti-angiogenic, anti-KS, and anti tumor activity at concentrations likely to be present in the blood of treated individuals. HAART causes fall in KSHV levels in the blood presumably because of a reduction in HIV proliferation, HIV/KSHV-mediated oncogenesis, and HIV-induced immunosuppresion.12 Older approaches of managing oral KS have included local irradiation, intralesional injections of vinblastine and 3% sodium tetradecyl sulphate, laser therapy, surgical excision, cytotoxic therapy with vinca alkaloids (vinblastine, vincristine, and vinorelbine), bleomycin, anthracyclines, paclitaxel, and liposomal anthracyclines. However, only five agents are commonly used for the treatment of KS: alitretinoin gel for topical therapy, and liposomal daunorubicin and oloxorubicin, paclitaxel, and IFN-ÃŽ ± for systemic therapy.12 The strong angiogenic component of KS makes it particularly suitable for treatment with drugs that act as anti-angiogenic agents such as thalidomide and newer agents such as matrix metalloproteinases and IM-862. Based upon the apoptotic and anti-proliferative activity of iron chelation on KS cells, it is also suggested that withdrawal strategies may be effective. Several retinoid compounds have also been tested in clinical trials for KS, with a response rate of 23-37%.12 Direct antiviral approaches targeting KSHV have been proposed. In vitro studies have shown that KSHV is very sensitive to cidofovir, moderately sensitive to ganciclovir and foscarnet, but only weakly sensitive to acyclovir. However, the efficacy of cidofovir in vivo has yet to be proven. IFN-ÃŽ ± may inhibit infection or reactivation by KSHV. Single agent therapy with IFN-ÃŽ ±, is associated with significant toxicity, but when in combination with anti retroviral agents it may have some application for disseminated, but non-rapidly progressive KS.12 Conclusions Studies pertaining to KS suggest epidemiologic patterns that are consistent with a sexually transmitted agent, before a viral agent HHV-8/KSHV was identified, and that it is strictly not an opportunistic infectious agent related to HIV/AIDS-associated KS. Immune suppression along with genetic and/or environmental factors may interplay in variable combinations in the eventual causation of KS. Currently, a wide array of treatment modalities for KS, are aimed at elimination of cosmetically unacceptable lesions, reduction of unsightly edema and lymphadenopathy, and to alleviate symptoms caused by systemic involvement.

The Effects of Affirmative Action on Law Students and Lawyers :: Lawyers African American Essays

The Effects of Affirmative Action on Law Students and Lawyers Given the opportunity, do African Americans with lower undergraduate test scores and grades succeed in law school? Does admitting African Americans with lower test scores and grades than other racial groups into law schools have a good or bad effect on American society? On one hand it can be argued these students grab the opportunity and use it. Making more African American lawyers is healthy for American society. The presence of more African American lawyers itself means the concerns of their community will be heard and represented in society. Seeing successful African American lawyers will prove to frustrated African American high school students that this really is the land of opportunity in which success is available to those who work hard. On the other hand it can be argued poorly qualified undergraduates drop out of law school or just learn just enough to pass the bar examinations after several tries. This process has a very bad effect on society. By giving prefere nce to less qualified African American students the result is lawyers of poor quality. Poor quality workers produce poor quality work, which in the long run is not good for society. People point to the 1980’s as an example where poor quality American automobiles were rejected by buyers who turned to higher quality Japanese cars. The article â€Å"The Scandal of the Law Schools† by Stephan Thernstrom in the December 1997 issue of Commentary presents both sides of this debate. This article takes information from a study by Linda Wightman favoring preferences and uses it to make the author’s points against preferences. Although this article clearly opposes racial preferences, it does include enough of Linda Wightman’s arguments that a reader is left at the end to make up his/her mind of what the truth is or what needs further study. Commentary is a magazine published by the American Jewish Association and has an objective of trying to unify by publishing a variety of articles of different views. The American Jewish intellectual community has the reputation of being liberal, but this magazine has a history of being conservative. As a historically oppressed minority itself, the American Civil Rights Movement and Dr.

Oedipus is Deserving of his Suffering :: essays research papers

Question: Sir John Sheppard comments that Oedipus behaves normally, commits an error in ignorance and brings suffering upon himself. He declares that "Oedipus suffers not because of his guilt, but in spite of his goodness.† What is your opinion of this comment? I disagree with this statement. To a certain extend, I think Oedipus’s suffer is what he deserved. No one can be held fully responsible for actions committed under some kind of external constraint, and for the case of Oedipus, such constraint might be exerted by god. But it does not mean that Oedipus suffers not because of his guilt, but of his goodness, because Oedipus is responsible for those actions which are not performed under constraint. Oedipus has choices, but every time he chooses the wrong one even he knew that the one he chose will turn out to be bad. He still chooses this road to certain extend, is because of his arrogant pride. I think the events of the play are Oedipus fault. Oedipus makes important mistakes or errors in judgment that lead to this ending. His pride, blindness, and foolishness all play a part in the tragedy that befalls him. Oedipus's pride leads to the story's tragic ending. He is too proud to consider the words of the prophet Teiresias, choosing, instead to rely on his own investing powers. Teiresias warns him not to pry into these matters, but pride in his intelligence leads Oedipus to continue his search. Oedipus thinks he can change fate. He just tries to ignore it, because he counts on his own ability to root out the truth. Oedipus is a clever man, but he is blind to the truth and refuses to believe Teiresias's warnings. He suffers because of his hamartia. I t is this excessive pride fuels his own destruction. I would just say Oedipus is a tragic hero. Foolishly he leaves his home in Corinth without further investigating the oracle's words. à ¼ The vanity of Oedipus is latent when he travels, against warnings, to the oracle of Delphi. His inflated notions of his stature as ruler directly question the authority of the gods. He goes to the oracle then leaves without an answer. Finding out his true father is important because he has just been told he will kill his father. Oedipus is not intelligent about the way he conducts himself.

Covey 7 Habits Analysis

I have always been a firm believer that there are many different types of leaders. To be a leader you must have natural ability, and have the ability to listen and grow. Being in many leadership roles and positions has helped me to become the best person that I can be. Looking at leadership and management however opened my eyes to a new concept. I had never before realized how much the two go hand in hand. I feel the two words are synonymous in some aspects. My Leadership and Management style helped me to realize what kind of natural skills I have as a leader, and what kind of defined skills I have as a manager.My â€Å"Lamp† chart really was split between the two entities. I always thought that I was much more of a leader than a manager. Come to find out I have skills in both sides that compliment one another. My Leadership style consists of many components, but the main two are my creating abilities and my empowering abilities. I feel that these two are the natural traits th at I have, and they are things that I have expanded on the more I learn about others, and myself. I have always been a creative person, the one with the ideas and new concepts.This has allowed me to be an effective leader in my positions to find other ways to do things, and to be successful at implementing new ideas. I also have the ability to empower those around me. What this means is to get people excited and willing to do whatever it takes to accomplish the goal or task we may face. I do this by believing in those around me and giving others the tools they need to lead themselves. My management style however is a bit different. I believe management skills are learned unlike leadership traits.Through the positions I have held on campus, in high school, an in the work place I have learned to become more responsible and in turn some vital managerial skills. Through my â€Å"LAMP† I have come to realize my top two managerial skills are organization, and I am very job centered . I have not always been an organized person, and still believe that there is much room for improvement. With that being said my organizational skills have vastly improved while in college and it is due to the roles I have had within clubs and organizations, and most importantly my fraternity.Organization didn’t come easy for me, but I realized to become an effective manager I needed to be organized, this directly translates to being an effective leader as well. Poor organization can lead to loss of credibility and that is something I try to stay away from. I am also very job centered. This means I like to know what needs to be done, by whom, and with a set date. If I have all of that I am able to delegate and get jobs finished in a timely manner. Being job centered really means I like to have defined roles.Who’s doing what is a big deal for me, especially in managerial and leadership positions. Now the question is are Leadership and Management the same? I think not. T here is a reason that the two are separated on the test. Both Leadership and Management skills are vital when taking any role or position of power. The differences lie in how you take charge and take control. Leadership skills I feel are things you are born with. Leaders also are people who are highly revered, someone who you look up to or want to be.While Managerial skills can be taught if enough hard work and effort is put in. Yet managers sometimes are not revered as a role model because for the most part they tend to be your boss and make less of a personnel connection. This is why I feel having defined skills in both areas can make you the most effective person you can be. Being a great leader allows you to connect with people, excite people, and build credibility. While being a good manager means you delegate well, you stay organized and on task, and you oversee/stay on top of those whom you are managing.According to Kotter in the article What Leaders Do â€Å"Management is a bout coping with complexity. Leadership, by contrast, is about coping with change. † Good management is what keeps chaos from occurring. Kotter talks about how management is a major component in consistency and profitability if we look at it from a business aspect. This article describes how management is all about the complexities and how to good managers cope. â€Å"More change always demands more leadership. † (pg.. 86 Kotter. ) Things are ever changing today. This is why leadership as a practice has now become so important.Kotter talks about the abilities of leaders to run with the change and make things work with little room for discrepancy or chaos. A good leader is someone who can roll with the punches, figure out a new plan of action, and take charge all at once. Leadership is something that takes courage to make the tough decisions when something arises. The two styles although different do go hand in hand. When looking at Leadership and Management in relation to the Greek community we see how vital it is to have students who exemplify both qualities.When obtaining a Leadership role within a Fraternity or a Sorority you are taking a lot of responsibility. To run a Greek house you must have the support and respect from all members, otherwise you can accomplish nothing. Fraternities and Sororities were built on the basis that we share the same goals and aspirations, it is the Leaders job to remind everyone that so they are able to carry on together. Leadership skills also come in handy when relating to your members. If you approach them as a manager instead of their leader they may lose that connection with you.With that being said the Managerial side of running a Chapter also is very important. I like to think of this as the work side. When managing a Greek house you must always be on top of the logistical or behind the scenes work that many members never really get a chance to see, whether it be connecting with nationals, working with hou sing corp. , or going to IFC meetings. This is where being a manager plays a big role because with all of this work organizational skills, delegation, and planning all must take place otherwise mayhem could occur.Once things get out of hand it is hard to pull them back, that is why staying on top of everything as a manager is just as important as being the leader that everyone wants to follow. Another way to look at leadership and management in daily life is Stephen Covey’s book The Seven Habits of Highly Effective People. The book looks at how to be the most effective person you can be. The steps you need to take to do so is also a major component in the book. The 7 Habits prepares you to change your outlook on what it really means to be effective, and in turn what it takes to be a leader.Habit one is Be Proactive. Sounds pretty self-explanatory but when you look more in depth you can really learn a lot from this habit. Being proactive is the root to being effective. It is t he first step away from dependence towards independence. Being proactive means taking initiative, getting things done, and overall taking control of your life. When you become proactive you take responsibility for your choices. You learn what it means to really take accountability and get things done. Being proactive really is all about getting yourself to do what needs to be done and being accountable for that.I have personally seen myself start to be more proactive the older I get. I was a huge procrastinator when I was younger and was always rushing to get things done. Now by being more proactive I have found time to do others things and take on more responsibilities as a leader. Habit two is, begin with an end in mind. This boils down to setting goals. Whenever starting a project or taking something over know what you want to achieve when you begin. This is very important in measuring success. If you have a goal you have a target you are trying to reach.The more solidified the g oal the more prepared you can become while trying to achieve it. To begin with an end in mind is like setting a personal goal or mission statement that can be applied to everything that you do, thus knowing what you can and want to achieve. I find habit two extremely insightful. I have always been an activator, someone who loves to start things and get them off the ground, my problem sometimes is once I start I don’t know where to go. This habit is really on that I connected with because I feel it can help me solidify what I want to do and where I want to go when starting any project in my life.Habit three is put first things first. In other words it is to prioritize by importance rather than urgency. Many times people get caught up and procrastinate, leaving them behind and always rushing to catch up on due dates. In the book there is a chart called the time management matrix, which shows four quadrants. The ideal quadrant is two, if you are living in this quadrant you have your priorities in check and have some free time to enjoy life. Most people however live in quadrant one, which is crisis management and never having free time because of poor pre planning.I find this habit to be one of the more difficult ones to live by. In my â€Å"LAMP† planning was my lowest strength on the management side. I struggle with putting first things first because sometimes I literally do not put first things first. This is something since reading the seven habits that I know I need to work on for my own leadership and management needs. Habit four is think win-win. This chapter explains all the different types of people that are out there. It explains that some people are out there only working for the good of themselves and do not care if they push anyone down to get where they want.This chapter focuses on looking at life from the perspective of win-win. Therefore everyone is no worse off than before. If we always went into a deal looking for the best option fo r both parties then things would run a lot smoother. This habit teaches us that making the right call and doing the right thing will propel you further than if you are only looking out for your own self interest and nothing else. I feel that I am pretty acclimated with this habit. I have always been the type to seek mutual agreements on deals or trades.I feel that by both parties becoming better off there is more room for working together or trading again in the future. Someone who only looks out for themselves will end up burning many bridges and will have no one to rely on soon enough. Habit Five is seek first to understand, then to be understood. This means to listen to someone, really listen to someone. Habit five is all about understanding someone, fully listening and caring about what they say. In turn they will do the same for you. Empathetic listening is key when connecting and seeing where someone is coming from. This is a great characteristic to have as a leader.When someo ne feels like they are really being heard, then they will make a conscious effort to hear you out. This will in turn create an environment of complete unity and will make it that much easier to get things done when you can see from others points of views and they can see from yours. I feel that I have been getting better at understanding first then seeking to be understood. Many times during the beginning of my Presidency I would try to be heard first, what I noticed is that nobody listens when all you want is to be heard. Everybody has a voice and those voices need to have the opportunity to share.Once I learned this many people who I had never even connected with much before my term started coming to me for daily advice because I would actually listen to them. In turn I found myself with a mass support system within the house. Habit Six, Synergize. To combine the strengths of everyone in the group for cohesive and effective teamwork is what synergy is all about. You can also use s ynergy to bring all seven habits together as well. Once you can figure out a way to make them all work then the habits almost condense into one proactive effective lifestyle. To truly understand synergism you must understand and trust the process.The whole is greater than the sum of its parts is a great way to think about synergism. Working to combine the best attributes of people into one is very hard to do but with synergy you must trust others and trust yourself. Synergy can even be related to work, using synergistic energy to bring new ideas and methods is vital to keep things moving and to renew. I feel that because of my Leadership studies minor I have been able to see strengths in people and work together with them implementing my strengths to maximize the potential of the group and do the best job that we can.I also noticed that working as a team and feeding off of others ideas really gets the engines going, creating a better work environment and creating healthy competition . Habit 7, Sharpen the Saw. This is taking a step back, viewing where you are, your goals, and life and really taking the time to meditate and think of how you are effective, and more importantly how you can become even more effective. When you â€Å"Sharpen the Saw† you are taking the time to focus on you. This can even be things like working on your physical health and mental well being.This is very important because if you feel tired, overworked, or stressed it is time to re-evaluate everything and have a plan to better yourself. I like to think of sharpening the saw as if I am looking at my effectiveness and goals from an outsiders view and how I can grow to become a better leader. I feel that I do not take enough time to do this. , partially because I do not manage my time as well as I would like to, to really evaluate myself and how I am doing. I do find it is really difficult to revisit my strengths and weaknesses and how to improve them because I am too worried about how everyone else is doing.When looking at the seven habits and the move from dependence, to independence, and ultimately interdependence I see how the seven habits can really be effective. I found that the seven habits, if utilized correctly can really change your life. The book however in my opinion goes too in-depth about how to use the habits. I feel that it could be condensed, giving more information about the habit itself, and less about how to live your life. The habits should be interpreted by each person from their own standpoint because everyone will use them differently.The part of the book I connected with most was the circle of concern and the circle of influence. This really hit the nail on the head for me. I find myself worried about too much instead of figuring out ways to use my influence to change them. If I was less concerned, and more influential the problems I face would not be there in the first place. This is something I have tried to work on ever since readin g Covey’s book. I also have become more aware of myself. Habit 7 opened my eyes to the fact that I really do need to take care of myself more. By doing this I can effectively use the other six habits to my advantage.Overall I found the habits to be a guide for how to not only be a leader, but how to live life. The habits themselves are great tools to use in a leadership position or to just become a better person. The habits paired with my strengths and my management styles really all coincide. Now I just need to take what I know, take a step back and see how I can apply it to my everyday routine. I want to live like my favorite quote says, â€Å"Don’t count the days, make the days count. † Muhammad Ali. The only way to make the days count is hard work, effort, and the application of my strengths and the seven habits.