Power Factor Correction Using Boost Converter Technique Engineering Essay

In any setting the standards of relationship working with kids, youthful grown-ups and grown-ups are the equivalent. It is significant I fabricate I a relationship with them so they feel good in my organization. This relationship extra time will permit them to confide in me and support powerful correspondence. While building this relationship it is imperative to recollect things that are critical to them as people on an individual level, their family life or a leisure activity they appreciate. This will give them that I have set aside some effort to hear them out. A few elements I manage without pondering while others require somewhat more exertion on my part. Powerful correspondence occurs from numerous points of view and is a key factor to creating associations with youngsters and grown-ups. To fabricate a constructive relationship I should show regard, I ought to effectively tune in to people’s conclusions. I additionally need to show thought and set aside some effort to comprehend that issues outside school are happening in their life, this could influence their conduct or that they are carrying on of character. We will compose a custom article test on Clarify the standards of relationship working with kids, youthful grown-ups and grown-ups or on the other hand any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page At the point when I am offering data to others I have to guarantee that I am sure about key focuses. This is significant with kids who battle to keep up data and consideration. By keeping up a comical inclination where conceivable can urge a person to unwind and ease pressure, particularly in the event that they are having a troublesome home life or encountering a difficult time of their life. On the off chance that they are encountering a troublesome time it is essential to be accommodating. I should likewise recall that various foundations and societies will have various perspectives and points of view on issues, qualities and convictions. I should be aware of these consistently. Correspondence can breakdown from multiple points of view, maintaining a strategic distance from somebody can prompt doubt, which thus ruins the relationship that has required such a great amount of work to manufacture.

Free Essays on George Washington As A Military Leader

George Washington was conceived on his father’s home in Westmoreland County, Virginia, on February 22, 1732. He was the oldest child of a wealthy Virginia rancher, Augustine Washington, by his subsequent spouse, Mary Ball. The Washington family was slid from two siblings, John and Lawrence Washington, who emigrated from Britain to Virginia in 1657. The family’s ascend to unassuming riches in three ages was the aftereffect of consistent application to cultivating, land purchasing, and advancement of nearby businesses. Youthful George appears to have gotten the greater part of his tutoring from his dad and, after the father’s demise in 1743, from his senior relative Lawrence. The kid had an enjoying for arithmetic, and he applied it to securing an information on studying, which was a aptitude extraordinarily sought after in a nation where individuals were looking for new terrains in the West. For the Virginians of that time the West implied essentially the upper Ohio River valley. For an incredible duration, George Washington kept up an unmistakable fascination for the improvement of these western grounds, and every once in a while he obtained properties there. George grew up to be a tall, solid youngster, who exceeded expectations in outside interests, enjoyed music and dramatic exhibitions, and was a play cumbersome with young ladies yet attached to moving. His main impetus was the desire to pick up riches and greatness and to progress admirably whatever he set his hand to. George Washington was the primary leader of the United States and one of the most significant pioneers in United States history. His job in picking up freedom for the American settlements and later in bringing together them under the new U.S. national government can't be overestimated. Working against incredible challenges, he made the Continental Armed force, which battled and won the American Revolution out of what was minimal more than an furnished horde. Following an eight-year battle, his plan for triumph carried last thrashing to the English at Yorktown, Virginia, and power... Free Essays on George Washington As A Military Leader Free Essays on George Washington As A Military Leader George Washington was conceived on his father’s domain in Westmoreland County, Virginia, on February 22, 1732. He was the oldest child of a wealthy Virginia rancher, Augustine Washington, by his subsequent spouse, Mary Ball. The Washington family was slid from two siblings, John and Lawrence Washington, who emigrated from Britain to Virginia in 1657. The family’s ascend to unassuming riches in three ages was the aftereffect of consistent application to cultivating, land purchasing, and improvement of neighborhood businesses. Youthful George appears to have gotten the greater part of his tutoring from his dad and, after the father’s demise in 1743, from his senior relative Lawrence. The kid had an enjoying for arithmetic, and he applied it to obtaining an information on looking over, which was a ability enormously sought after in a nation where individuals were looking for new grounds in the West. For the Virginians of that time the West implied mostly the upper Ohio River valley. For an amazing duration, George Washington kept up a distinct fascination for the improvement of these western terrains, and now and again he procured properties there. George grew up to be a tall, solid youngster, who exceeded expectations in open air interests, enjoyed music and showy exhibitions, and was a play cumbersome with young ladies however partial to moving. His main impetus was the aspiration to pick up riches and greatness and to progress admirably whatever he set his hand to. George Washington was the principal leader of the United States and one of the most significant pioneers in United States history. His job in picking up autonomy for the American settlements and later in bringing together them under the new U.S. government can't be overestimated. Working against extraordinary troubles, he made the Continental Armed force, which battled and won the American Revolution out of what was minimal more than an outfitted crowd. Following an eight-year battle, his structure for triumph carried last destruction to the English at Yorktown, Virginia, and power...

The Economical Environment of Senegal

The Economical Environment of Senegal Capital: Dakar Official language: French Territory : 196,723 kmsq. Populace: 13,711,597 (2009) approx Cash : CFA franc Head administrator: Souleymane Ndiaye President: Abdouyale Wade The territory that today is Senegal used to be a piece of the West African Empire of Mali, Ghana, and Tekrur. The nation takes its name from the waterway that runs along its northern and eastern outskirts, shaping the wilderness with Mauritania and Mali. A wonderful historical background from the Wolof individuals expresses that the name gets from the nearby term Sunugal, meaning our burrow kayak (everybody is in a comparable situation). The Republic of Senegal got autonomous in 1960 following three centuries of French frontier rule. Dakar, the capital since freedom in 1960, lies on the Cap Vert landmass, the most westerly point in Africa. Prior to freedom, Dakar was the capital of French West Africa , which included nine French-speaking West African states. Albeit dominatingly Muslim, Senegal is a lenient common express, whose people groups have lived respectively calmly for a few ages and have blended somewhat. Islam is a potential binding together factor. Wolof is the nation al language. Autonomous from France in 1960, Senegal got together with The Gambia to frame the ostensible confederation of Senegambia in 1982. In any case, the imagined combination of the two nations was rarely done, and the association was disintegrated in 1989. In spite of harmony talks, a southern dissident gathering inconsistently has conflicted with government powers since 1982. Senegal has a long history of taking an interest in worldwide peacekeeping. PESTEL ANALYSIS OF SENEGAL World of politics influencing Senegal These are the way and to what degree an administration mediates in the economy. In particular, political components incorporate regions, for example, charge arrangement, work law, natural law, exchange limitations, levies, and political security. It will additionally delineate how political variables shape the work after Senegal in advertise development in Senegal after advancement 1945? Its by Pointing out the political factors as a key component in the advancement of the work advertise since 1945. The adjustment in the work showcase is been for the most part molded by political factors as represented by four cases: The Union establishment : 1946 to 1956 The loi-framework :1956 to 1960 The early post freedom State approach: 1960 to 1980 The post independance State approach at the modification basic time: 1980 to 2000 The association establishment: 1946 to 1956 This strategy which influences the political components of Senegal comprises of 2 key issues- The absorptions constitution received in 1946. The augmentation of the speculation approach through the appropriation of the FIDES (Funds venture improvement economy society) The loi-framework : 1956 to 1960 A metropolitan France reaction to the developing kindness for decolonization in the universal network. It presented the breakdown of the French west organization and the extreme decrease of mechanical speculation. The significant outcome was the loss of significant markets for example guinea, Soudan and ivory coast and the expanding obsolescene of creation offices. The post independance State approach at the modification basic time: 1980 to 2000 The financial emergency that started in 1968, , just as the impacts of quick populace development and quickened urbanization profoundly aggravated the issue of an oversupply of jobless and underemployed specialists. The selection of basic change strategies prompted the withdrawl of the state from the work showcase in 1980. Accordingly we reason that the adjustment in the work advertise was controlled by political factors just as monetary elements. Financial condition influencing Senegal- It incorporates financial development, loan fees, trade rates and the swelling rate. Financial components incorporates tending to the fundamental issues experienced by Senegals economy: absence of differentiated yield, the wastefulness of ventures, the job of state in monetary action, and the over the top development of household shopper request. These issues have been somewhat tended to by programs concentrating on nourishment independence, angling, and the travel industry, and by reinforcing exceptional yield exercises. Undertakings, for example, the Manantali water system venture, the phosphate-to-manure recuperation venture, and the trawler modernization program are instances of what Senegal is doing inside this approach structure. In the zone of assembling, limit use improvement, gear modernization, and low-capital creation are underlined. Since 1994, the administration has gained ground in privatizing state-claimed ventures, lessening work expenses to improve intensity in the assembling division, and changing exchange by disposing of fare appropriations and exp elling limitations on certain key imports. Private monetary incomes represented generally 82% of (GDP) in 1999, yet exchange advancement had not advanced as much as arranged. Social condition It incorporates the social viewpoints and incorporates wellbeing cognizance, populace development rate, age dispersion, vocation mentalities and accentuation on security. The key issue is protected activity of the supplies. It additionally comprises of 1) Symbol definition: The general public truly which was sorted out into a pecking order of standings, an unbending structure where relatives of imperial lines and nobles governed over craftsman ranks and slaves. After autonomy, another arrangement of status measures developed. New methods for accomplishing riches, influence, and status were presented through the market economy and the improvement of the training framework. 2) Symbol of social separation During the pioneer period, almost all the benefits created by the biggest firms went to outsiders and the neighborhood respectability. The nationalization programs drove by the administration after autonomy supported few residents who went into another opposition for status and force. 3) Social Welfare and change programs: Poor financial administration has prompted the mediation of the International Monetary Fund and the World Bank in State projects and arrangements. Two many years of basic alteration programs have diminished government spending in all open area exercises, including social administrations. Urban and rustic occupants have embraced innovative endurance systems, that have helped them adapt to troublesome occasions. 4) Infant rate-People esteem youngsters significantly. A youngster is viewed as neighborhood property, thus kid care obligations are shared. Abandonment of newborn children is uncommon, and the quality of family bonds restricts the requirement for institutional consideration of vagrants. 5) Child raising and instruction: By the time a youngster is five or six years old, the person is shown acceptable qualities and behavior. A kid ought to welcome older folks, help guardians with family unit errands, keep away from foul language, and tune in to the insight of seniors. In their initial years, young men and young ladies play together. As they develop more seasoned, sex jobs become all the more forcefully characterized, with the young ladies staying more with their moms to learn family tasks. Mechanical ENVIRONMENT: It incorporates mechanical perspectives, for example, RD action, computerization, innovation motivating forces and the pace of innovative change. They can decide hindrances to passage, least proficient creation level and impact redistributing choices. Moreover, mechanical movements can influence costs, quality and prompts development. The African Regional Center for Technology, with 30 part states, has its central command in Dakar. Most research offices in Senegal manage agrarian subjects. Dakar has habitats for mining and clinical research and an examination foundation on African nourishment and sustenance issues. An organization of research for oils and oilseeds is at Bambey. The Senegalese Institute of Agricultural Research, with home office at Dakar, works a national focus of agronomical research at Bambey, a national lab of domesticated animals and veterinary research at Dakar, an oceanographic focus at Dakar, and various other specialized offices all through the nation. The University Cheikh Anta Diop at Dakar, established in 1949, has resources of medication and drug store and of sciences, and research foundations in psychopathology, uncleanliness, pediatrics, sustainable power source, applied tropical medication, applied arithmetic, wellbeing and advancement, natural science, adontology and stomatology, applied atomic innovation, and the educating of science, material science, and innovation. The University of Saint Louis has an applied arithmetic unit. Different offices for logical preparing incorporate a polytechnic school; a universal school of sciences and veterinary medication, speaking to 13 French-talking nations, at Dakar; and an organization of nourishing innovation at Dakar. In 1987-97, science and building understudies represented 21% of school and college enlistments. In a similar period, four professionals and three researchers and designers for each million individuals were occupied with innovative work. Biological/ENVIRONMENTAL FACTORS- Societies are very various in moral lessons or convictions and fluctuate in numerous biological viewpoints like atmosphere, topography, populace size, and social association. The Wolof culture is an African clan situated between the northwestern territories of the Senegal and Gambia streams. This whole territory has a tropical atmosphere and a level scene. The atmosphere is normally dry and the Wolof individuals by and large rely upon wells for their water needs other than agribusiness. The Wolof individuals are a predominant gathering in Senegal. Most of the Wolof is Muslim and is exceptionally strict. They are provincial residents and every town may comprise of somewhere in the range of 50 to 150 individuals. Albeit French is the fundamental language spoken in Senegal, the Wolof language is very famous. The division of work depends on societal position and sex. The Wolof perceives the patrilineage plummet among towns. The Wolof authoritative structure is portrayed by two-sided plum met. The Wolof

How to Write Politically Persuasive Essay Topics

How to Write Politically Persuasive Essay TopicsPolitical persuasion is a very delicate affair; it requires you to deal with the reader very carefully. Some concepts which you would have to make use of are different from others.You must be able to hit on each and every point of the body. The short letter should be written well and concisely to catch the reader's attention. The best way to hit the point that you are trying to make is to pick up some of the most salient points that the reader may be thinking.It is best to write each and every point in a persuasive essay topics using the latest technologies. Your point must be conveyed in a very short line, without losing the readers' interest.In writing persuasive essay topics for the political persuasion, you must also make use of the latest technology. You can use articles, articles of news, web content and other such articles to give more impact to your piece. In addition, it would be beneficial to create news items or articles whic h are related to your topic. These will increase the exposure to your pieces and you will end up in attracting more people.Although political, persuasive essay topics are considered quite impressive, it is always important to ensure that the arguments in your essay are accurate. You must do the homework in order to check on the accuracy of your ideas. If you are not aware of the current issues then do not hesitate to read articles and opinion pieces.Writing persuasive essay topics does not mean that you will be seen to be politic, even if you are making use of the right concepts. Try not to glorify the nation. You must also not use one single idea to represent your entire argument.Since the use of the computer is so easy today, it is definitely possible to create persuasive essay topics with the use of the internet. There are several websites which offer you all types of online tutoring services.

Analysis Of The Of A Fragile Wavering Candle Light

Sebastian Hurd Candidate no.:4250 IGCSE Reading Coursework SEC Compare and contrast the ways in which ‘Disabled’ and ‘Out,Out-‘ focus on youth and death. ‘Out, out, brief candle! Life’s but a walking shadow, a poor player that struts and frets his hour upon the stage, and then is heard no more’. This image in Shakespeare’s Macbeth of a fragile wavering candle light is a metaphor for how fragile and brief the free spirit of life is. ‘Out, Out-‘ is a poem by Robert Frost that describes the accumulation of events that leads to the death of a young boy that has lost his life under unfortunate circumstances. Additionally, ‘Disabled’ by Wilfred Owen describes a wounded soldier’s life that had drastically changed as of a result of the†¦show more content†¦Brevity and fragility is shown through how this form reflects that the boy’s life ends after a short read for the reader and how it ended very bluntly. This shows us that the boy’s life is short whereas death is unexpected for him as it is sudden and quickly over. The use of setting emphasises this idea. The ‘sunset far into Vermont’ where the poem is set is timeless unlike the short and blunt life of the boy. The reader may see the scenery as a sign of the prospect of life but this idea is quickly diminished. Furthermore, the repetition of conjunctions at the beginning of the eighth to tenth line such as ‘and’ and ‘as’ shows the routine of the boy’s life and that he knows what is expected of him. It is as if there he has memorised his list of chores and he is reading them off in his head. Fragility is shown through how his death is unsuspected and how abruptly it came on him despite it seeming he had experience and is accustomed to his job. ‘Disabled’, however, uses stanzas which are very similar in size that switch from his experiences before and after the war. This use of this regular form reflects brevity and fragility as it shows the contrast of his former happy life to his ‘dark’, ‘grey’ new life. This allows the reader to compare and contrast his life before and after the war which in the course of the soldier’s life is very brief. After the war, the soldier looks

Essay GIG The Book to Help Decide Your Major - 1314 Words

You are a freshman entering college with wide eyes and a bright smile, curious to the intricacies of the new world by which you seem to be encompassed. Upon entering your first day of your first English class, the teacher holds up a piece of literature encased in lively yellow binding. It is a book that is used as required reading material for that class. The first thing that you note is that the book looks far less intimidating than some of the other published documents you are forced to acquire during your first semester at the university. And, unlike the others, this one will be of some use to you later on in life. It can provide you a sense of direction in your current stint of utter confusion. This book is known as GIG. More than†¦show more content†¦That, in turn, will give you a broader collection of options to consider. Ergo, your major search should become easier. When thinking of the chapters to include in my new version of GIG, I had to keep two main areas of focu s in mind. I had to include chapters that seem to be relevant to the reader in some aspect while also captivating the reader’s attention. It is hard to find that balance in a majority of the chapters. A lot of them seem to be long winded and boring, while others just seem to be irrelevant, meaning; the knowledge does not interest the average reader simply because it does not pertain to them. Hence, I wanted to pick my chapters based on the job titles that both interests the reader and relates to them. To me, those chapters are Bodies and Souls, Children and Teachers, Sellers and Goods, Internet Related Jobs, and Government and Lawyers. These chapters take you along on another’s journey that readers can appreciate for its applicability to their own lives. A baby is born, calm and still, taking in the wonders of the new world. Down comes a gloved hand, patting the rear of the babe to produce a wailing noise. You are that baby, and you were just touched by the hand of a h ealer. Everyone, you included, has encountered a doctor, nurse, or some other form of medical personnel at some point in their lives. For the most part, our first encounter is at birth. Ergo, the firstShow MoreRelatedThe Current And Future Structure Of The Music Industry2891 Words   |  12 Pageslaid out in the following manner: Source: (Dustry, 2015) PART 1 - Labels, publishers and the Live Sector. Labels Firstly the focus of this report will be on the roles and the position of music labels. There are two types of music label; a â€Å"major† label and an â€Å"indie† (independent label). A music label is a separate entity which will supply an agreement between the artist and the label for a certain number of tracks to be recorded, manufactured and sent out. Usually this agreement is in theRead MoreEssay On Opening A Business1548 Words   |  7 Pageson your vision eventually. Make sense of something that will constrain you into movement, says Holdford. 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You came up with a great idea for a new mobile phone application that you think will make lots of money. Your business plan won second place in a local competition, and you are using the $10,000 prize to support yourselves as you start your company. a. Identify the keyRead More65 Successful Harvard Business School Application Essays 2nd Edition 147256 Words   |  190 Pagesrequire up-to-date materials and inspiration to match the current environment. While this book includes the latest application essays, which are updated regularly by the ad... missions committee, it retains several essaysfrom the first edition of the book because of their uniqueness as well as to reflect typical question topics that may reappear in future admissions applications. It is worth noting that this book is created by The Harbus News Corporation, an independent nonprofit entity, not the HarvardRead MoreChapter 6 – Analyzing Business Markets23838 Words   |  96 PagesChapter 6 – Analyzing Business Markets True/False Questions 1. SAP is a German software company that helps businesses automate their finance and management systems. True (easy) pp. 101–102 2. Organizational buying is the decision-process by which organizations establish and satisfy their needs for goods and services. True (moderate) p. 102 3. Mining, manufacturing, banking, and distribution services are all considered part of the business market. True (easy) p. 102 4. Schools and

Management Of Critical Learning Samples †MyAssignmenthelp.com

Question: Discuss about the Management Of Critical Learning. Answer: Introduction The reflective journal is prepared to focus on how a proper organizational structure that is maintained can help in making a business profitable and all these are assessed to obtain relevant skills, experiences and knowledge during the management of critical learning. The business organization whose functions and processes are assessed during the management of critical learning is Simply Indian restaurant in New Zealand. From the various types of business, the sole trading business is effective because it has been managed by a single owner and the profit or loss achieved is not shared with anyone as well. It is easy for sole trading company to manage human resources and keep the operations organized (Clar, 2015). Host organization/ Industry client According the case report, the topic revolved around the concepts of strategic management at Simply Indian, New Zealand. By assessing the internal and external environment of the organization, it has been found that Simply Indian restaurant is a well-known place that offers good quality Indian cuisine to people of New Zealand. The organization has been offering good quality food items including few Indian specialties such as fish curry, Indian snacks, lamb korma, mutton korma, etc. which are quite astonishing and can fulfill the tastes of the customers. The restaurant is found at 225 High Street, Lower Hutt Central 5010 in Wellington, New Zealand (Howarth Fredericks, 2012). It offers a fine dining experience to its customers though the restaurant faced various weaknesses including the improper management and lack of ability to control the costs of business operations with ease (Simplyindian.co.nz, 2017). Situation reflection As the report focuses on the various aspects of strategic management, so I have obtained a lot of skills and expertise about how strategies are managed and how it can help in delivering the best quality services to the people. The immense level of knowledge gained could help me to manage the human resources and customers properly as well as manage learning through studying at a cooperative education organization. Through the management of learning, I have managed to identify the various issues like lack of controlling costs of operations and management of human resources. There were also complaints from the customers regarding allergy towards some ingredients that had been used to prepare good quality food items. Due to this, they even showed rough attitudes to the restaurant staffs. There could also be an issue during the closing hours, when a group of customers might visit the restaurant and place orders for the food items that might take the most of time to get prepared (Kerzner, 2013). From my critical thinking, I have learned how to manage strategies properly and keep close relationships with the customers to ensure customer satisfaction and establishment of positive brand image effectively. First critical learning experience From my experiences and the learning materials that I have followed at the cooperative education organization, I obtained relevant knowledge about the occurrence of issues like rude behaviors shown to the customers by the restaurant staffs at Simply Indian, New Zealand. I have learned about how to manage good communication and create a good working culture, where people can work as an unit and deliver best quality services to people. Simply Indian, being one of the most popular restaurants that offer fine dining experience must maintain a clean and proper workplace where the staffs can greet the customers politely and ensure that their needs and requirements are kept fulfilled efficiently too (Kolb, 2014). Second critical learning experience Through the learning process at the cooperative education organization, I have also obtained skills to improve the brand image of an organization and it is possible by enabling proper marketing and promotional activities. I have also understood that involvement of social media can help companies to reach more customers and promote business at a faster rate too. I personally think that it can increase web traffic and improve online presence for Simply Indian too (Moon, 2013). Third critical learning experience The third critical learning experience is achieved by me through understanding of various ways of managing resources properly and even ensures that the raw materials, supplies and food ingredients are in stock. This would facilitate the production process and allow the company to keep its customers satisfied and ask for me. I have obtained good leadership skills and how to establish a good culture for making the staffs work in coordination and satisfy the customers. As a leader, I think that training and developmental sessions will be needed to motivate them and make them perform to their potential (Paterson Chapman, 2013). Personal growth My personal growth has been facilitated by obtaining knowledge about leadership, critical thinking skills and this has helped me to handle critical situations. The things that I have learned at the cooperative education organization will enhance my learning experience and allow me to grow and succeed in the future. Reflections on feedback from academic supervisor By obtaining the feedbacks of academic supervisor, I have identified my areas of weaknesses and understood that several areas of referencing and in texting have been done inaccurately by me. I identified the errors and searched the literature section, furthermore put the commas and full stops in the right place (Ross, 2014). This would help to search for relevant information and data with the help of author name presented as references in the topic. Future Career Direction and Preparation for future I understood the roles and responsibilities properly to conduct market researches properly by studying at the cooperative education organization. The activities that I managed as a sales and marketing manager were not satisfactory, so I focused more on the analysis of market conditions and conduct market surveys to understand what the customers actually wanted. To progress in my career, I need further training so that the areas of weaknesses are overcome and I do possess enough expertise and knowledge to become successful in the future (Simplyindian.co.nz, 2017). Work Ready Curriculum Vitae Career objectives I want to remain creative, innovative and dynamic to conduct market research and become a successful marketer and leader in the future Special skills Communication and interpersonal skills, Leadership skills, skills of being creative and dynamic Professional experience Name of organization: New Zealand Association for Cooperative Education Duration of work: October 2014 to present Position: I used to study at the cooperative education organization to manage integrated learning and this helped me to learn the various aspects of leadership and skills to conduct market research with ease and effectiveness. All these skills and attributes obtained by me would help me to progress in my career and perform to my potential as an effective leader to keep the workforce motivated and encouraged and deliver great quality services to ensure customer satisfaction. References Clar, M. (2015). What is reflection? Looking for clarity in an ambiguous notion.Journal of Teacher Education,66(3), 261-271. Howarth, R., Fredericks, J. (2012). Sustainable SME practice: A reflection on supply-chain environmental management intervention.Management of Environmental Quality: An International Journal,23(6), 673-685. Kerzner, H. (2013).Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Kolb, D. A. (2014). Experiential learning: Experience as the source of learning and development. FT press. Moon, J. A. (2013).Reflection in learning and professional development: Theory and practice. Paterson, C., Chapman, J. (2013). Enhancing skills of critical reflection to evidence learning in professional practice.Physical Therapy in Sport,14(3), 133-138. Ross, M. (Ed.). (2014).The Arts and Personal Growth: Curriculum Issues in Arts Education(Vol. 1). Elsevier. Simplyindian.co.nz. (2017). Simplyindian.co.nz. Retrieved 11 October 2017, from https://www.simplyindian.co.nz/

Sup. Natl In Macbeth Essays (745 words) - Characters In Macbeth

Sup. Nat'l In Macbeth ?Supernatural Forces in Macbeth? In Shakespeare's Macbeth, specific scenes focus the readers' attention to the suspense and involvement of the supernatural. The use of witches, apparitions and ghosts are an important element in making the play interesting. Examining certain scenes of the play, it can be determined that as supernatural occurrences develop, Macbeth reflects a darker self-image. Macbeth experiences his first strange encounter of the supernatural when he meets the three witches in act one, scene one. After learning of his prophecies to become king, Macbeth states, ?Glamis, and Thane of Cawdor: The greatest is behind (still to come).? (1.3.117-118). Shakespeare uses foreshadowing, a literary technique, to suggest to his readers the character Macbeth will suffer a personality change. Macbeth also implies his first notions of plotting an evil scheme by this comment. After the prophecies of the witches revealed the fate of Macbeth, the quest of the throne will be his next vi ctory. ?The witches reveal a fate for Macbeth and imply that a part of what will come to him must come, but they reveal no fate of evil-doing for him and never, even by suggestion, bind him to evil doing. ?, states literary critic Willard Furnham. Furnham declares the only power the witches obtain over Macbeth, is the power of insinuation. By offering to Macbeth the idea of power, the witches push Macbeth to the next level of greed and evil which was non-existent prior to the encounter. The murder and death of King Duncan initiates Macbeth's second encounter with the supernatural when he witnesses a floating dagger. As Macbeth awaits the signal to make his way up the stairs, he sees the floating dagger and proclaims, ? Come, let me clutch thee. I have thee not, fatal vision, sensible (able to be felt) to feeling as to sight, or art thou but a dagger of the mind, a false creation, proceeding from the heat-oppressed brain (2.2.33-38). This apparition confuses and frightens Macbeth. He can not comprehend how he can see something and not be able to touch it. ?Thou leads me the way I was going; and such an instrument I was to use. And on thy blade and hilt, drops of blood which was not so before. There's no such thing. It is bloody business which takes shape.? (2.2.43-49) Here, Macbeth begins to question whether his mind is playing tricks on him. The situation seems quite coincidental considering he is minutes from murdering a man with a similar weapon. He states the apparition is due to the bloody business about to occur. The dagger symbolizes the point of no return for Macbeth. If he chooses the path in which the dagger leads, there will be no turning back. Macbeth fears Banquo for his prophecy is to father kings, so Macbeth proceeds to plot the murder of his once friend, which spurs yet another brush with the supernatural. Macbeth attends a banquet at which he witnesses the ghost of his dead friend. (3.4.37-145) The fortunes of the three witches sparked Macbeth' s desire to murder Banquo and caused him to dig himself into a deeper hole. Macbeth's guilt and fear combined drive him to darker and more evil actions in an attempt to cover his past misdeeds. ?What man dare, I dare. Approach though like the rugged Russian bear, the armed rhinoceros, or th' Hyrcan tiger; Take any shape but that (Banquo) and my firm nerves shall never tremble.? (3.4.100-104) Macbeth is terribly frightened by the bloody ghost haunting him and is angered that the ghost revealed it self to him. His guilt causes him to proclaim he could take on a rhino, tiger or any other wild animal, but not Banquo's ghost. After his encounter with the ghost, Macbeth proceeds to visit the witches one last time to insure his security. After this last visit, Macbeth becomes overconfident and a tyrant, which cause his downfall. The use of supernatural in Macbeth, is a major factor in the suspenseful nature of his work. Without the witches, apparitions and the ghost, Macbeth could not have reached his downfall. The use of supernatural in Macbeth caused Macbeth to become a darker and more evil person with each

Times Have Changed Essays - Educational Psychology, Adolescence

Times Have Changed Essays - Educational Psychology, Adolescence Times Have Changed Times have changed dramatically in the past thirty years. The style of living, the sizes of families, and education have all changed dramatically. During the fifties, sixties, and most of the early seventies teenagers were thinking about going off to war or starting a family. Very few teenagers coming out of high school were thinking about college. Slowly as times started to change, more and more people were going off to college. Today at the end of the nineties, very few people do not go off to college. Instead of high school students thinking about starting families or going off to war, they have a bigger decision to make. What college to attend. This decision will affect one's entire life; how they live, where they work, what size family they are going to have, and sometimes whom they will marry. Today, choosing a college is almost one of the biggest decisions one would have to make. The answer to this question will affect them for life. Finding a good job in the workforce is getting more difficult as time goes on. Employers are looking for individuals who are smart and can add something to the company; the competition is fierce. They are no longer accepting teenagers right out of High School. They are looking for people in their mid- twenties with a four-year degree, sometimes even a graduate level degree. Many hypothesize that this is because companies are paying their employees more. Another hypothesis is that they are trying to move forward. These companies are trying to expand on what they already have. There is a race to become the biggest and the best. Therefore, they are looking to college students who are specialized and know about the field. They are willing to pay college graduates a lot of money because they have faith that they will earn it back. During the fifties, sixties, and early seventies companies were happy to be getting anyone. With the wars going on and the protests for peace, most fresh workers were occupied. These companies were willing to pay and train anyone that might have been interested. Their selection was not as great as it is now. The selection of workers today is enormous. Therefore, college students today have to work harder to appear better than the next person. They need to sell themselves on paper. It is hard to do this without a good college name on one's resume. One should keep in mind all that has changed in thirty years. Imagine what can change in four years. The difficulty of getting a job could increase. With that, the amount of people applying for the same job, with the same qualifications can also increase in difficulty. The power of a good education should not be underestimated; in many cases, it means a good future.

Can The Mediterranean Diet Reduce Heart Disease Research Paper

Can The Mediterranean Diet Reduce Heart Disease - Research Paper Example This research will begin with the statement that among the different types of diets that have become popular to help people lose weight, the Mediterranean diet is one that has been able to maintain its fame when it was first introduced until at present. Nonetheless, this type of diet has been studied by medical researchers and its association with some very common diseases in the society. Consisting of highly available products in the market, the Mediterranean diet is one that is rich in fish, nuts, vegetables, and fruits. Additionally, the consumption of olive oil, non-refined bread, and cereals, as well as a low intake of dairy products, fresh and processed meats, sweets, and wine are included. Although it may seem just as any food being consumed by everyone, the key components of Mediterranean diets is basically a healthy eating habit consisting at least two of these attributes inconsistency – a high ratio of monounsaturated to saturated fat, low to moderate red wine consum ption, high legume consumption, significant grain and cereal consumption, significant consumption of fruits and vegetables, high fish consumption along with low consumption of meats and meat products, and moderate consumption of milk and dairy products. The most recent study conducted regarding this diet was its role in reducing the risk of obtaining heart disease. In 2003, the PREDIMED or Prevencià ³n Con Dieta Mediterrà ¡nea study was first conducted in Spain over a seven-year period, which aims to prevent cases of cardiovascular diseases.

Analysis of breastfeeding ad Essay Example | Topics and Well Written Essays - 500 words

Analysis of breastfeeding ad - Essay Example People may find the image controversial, thrilling or some may even judge it as obscene because of the showing of the nipples but it cannot be denied that it only reflects the reality that babies really suck nipples to be fed. If this image will be judged as obscene, its creator can readily defend themselves that they are only portraying a reality. The ad may be controversial but it cannot be readily dismissed as garbage because it was created by a reputable ad agency. It meant that the people who created the ad were professionals and knows what they are doing. The reputation of the advertising agency who created it made the ad credible and served as the ethos. Initially, people may want to dismiss the ad as something obscene or improper but when they realize that it was actually created by a professional and global advertising agency, they would tend to analyze and reconsider their opinion and look the ad closely. Had this image been created by a nobody, it would have dismissed as d isrespectful and obscene. But it received a different treatment when it was made by an advertising agency that breastfed advocated even lauded the ad. The advertisement becomes very powerful because the image used the rhetorical tools of pathos, ethos, and logos effectively. The image of the baby sucking his or her mother’s nipple is very emotional. It is also logical because that is how really babies are fed. It is also credible because it is made by a reputable advertising agency. The ad is so powerful that it stirred controversy.

Acquisition in Multinational Coperation Essay Example for Free

Acquisition in Multinational Coperation Essay Purpose – This conceptual paper aims to draw upon recent complexity and organizational psychology literature to examine conï ¬â€šict episodes, exploring the limitations of the predominant research paradigm that treats conï ¬â€šict episodes as occurring in sequence, as discrete isolated incidents. Design/methodology/approach – The paper addresses a long-standing issue in conï ¬â€šict management research, which is that the predominant typology of conï ¬â€šict is confusing. The complexity perspective challenges the fundamental paradigm, which has dominated research in the conï ¬â€šict ï ¬ eld, in which conï ¬â€šict episodes occur in sequence and in isolation, with managers using one predominant form of conï ¬â€šict resolution behavior. Findings – The ï ¬ ndings are two-fold: ï ¬ rst, the behavioral strategies adopted in the management of these conï ¬â€šicts will be highly complex and will be determined by a number of inï ¬â€šuencing factors; and second, this moves theory beyond the two dimensional duel concern perspective, in that the adaptable manager dealing with these multiple, simultaneous conï ¬â€šicts will also need to consider the possible implications of their chosen strategy along with the changing micro environment in which they operate. Originality/value – This paper adds value to the ï ¬ eld of conï ¬â€šict theory by moving beyond two dimensions and exploring a sequential contingency perspective for conï ¬â€šict management within the organization. It argues that multiple conï ¬â€šict episodes can occur simultaneously, requiring managers to use differing behaviors for successful conï ¬â€šict management. Keywords Conï ¬â€šict management, Conï ¬â€šict resolution, Organizational conï ¬â€šict, Individual behaviour, Interpersonal relations Paper type Conceptual paper International Journal of Conï ¬â€šict Management Vol. 21 No. 2, 2010 pp. 186-201 q Emerald Group Publishing Limited 1044-4068 DOI 10.1108/10444061011037404 Introduction It is now over 40 years since Louis Pondy (1967) wrote his seminal article on conï ¬â€šict within the organization and its management and almost 20 years since his reï ¬â€šections on his earlier work were published (Pondy, 1989)[1]. In 1967 Pondy established what was for two decades the generally accepted paradigm of conï ¬â€šict: that conï ¬â€šict episodes occur as temporary disruptions to the otherwise cooperative relationships which make up the organization (Pondy, 1967). In his subsequent reï ¬â€šections on his earlier work and that of others, Pondy proposed that conï ¬â€šict is an inherent feature of organizational life, rather than an occasional breakdown of cooperation (Pondy, 1989). This radically challenged the previous paradigm. Indeed, Pondy (1989) even suggested that research into the phenomenon of cooperation within the organization could be beneï ¬ cial in providing further insight into conï ¬â€šict within the organization, implying that it was cooperation, not conï ¬â€šict, which was the anomalous state requiring investigation. Yet, for almost two decades, Pondy’s conceptualization of conï ¬â€šict as a natural state for the organization has remained largely unexplored despite the emergence of a complexity perspective which explores multiple elements of the conï ¬â€šict situation or cooperative state. One possible reason why Pondy’s challenge has not been answered is that some confusion has arisen over the terms and typologies used for the classiï ¬ cation of conï ¬â€šict episodes. Consequently, debates about conï ¬â€šict structure or composition have tended to dominate the research agenda. The potential for confusion arising from these various conï ¬â€šict classiï ¬ cations will be discussed in this paper. Where conï ¬â€šict management behaviors have been studied, researchers have tended to focus on a two-dimensional approach or â€Å"dual concern theory† model (Thomas, 1976) which suggests that individuals adopt conï ¬â€šict management behaviors based on their perceived self interests and those of others; i.e. concern for self (competitive behaviors) versus concern for other (accommodating behaviors). Although this approach to the research of conï ¬â€šict and its management ï ¬ ts well with Pondy’s (1967) original paradigm, it is challenged by the complexity perspective that has emerged in psychology research. The complexity perspective of intraorganizational conï ¬â€šict maintains that interpersonal relationships are more complex than hitherto thought, and that the unfolding conï ¬â€šict is inï ¬â€šuenced by a wide variety of conditions. Moreover the complexity perspective encourages the consideration of simultaneous complexity (more than one event occurring simultaneously) and of how the mode of conï ¬â€šict management affects the outcomes (Munduate et al., 1999). This fresh perspective has enabled researchers to examine the point at which behavioral style is changed and the effect on the conï ¬â€šict episode (Olekalns et al., 1996) and to look at how different behaviors are combined (Janssen et al., 1999). With the recent developments in the complexity perspective of conï ¬â€šict management research (Van de Vliert et al., 1997; Munduate et al., 1999), the time has come to further explore the possible consequences of the complexity perspective: whether it is in fact the case that conï ¬â€šict is an inherent condition within the organization (Pondy, 1989); whether conï ¬â€šict episodes do not occur in isolation but occur frequently and simultaneously (Euwema et al., 2003); and whether complex sequences of adaptive behaviors are required to continually manage the constantly changing intraorganizational, conï ¬â€šict environment. Before we can do this, and to provide a common ground for discourse, we ï ¬ rst need to examine some of the theories around conï ¬â€šict typology that have arisen in the psychology and management literature and which may be the cause of some confusion. Conï ¬â€šict terms and typologies â€Å"Conï ¬â€šict† is a broad construct that has been studied extensively across several disciplines covering a wide range of social interactions. Previous conï ¬â€šict research has identiï ¬ ed four main levels of conï ¬â€šict in the context of human behavior and relationships as summarized by Lewecki et al. (2003): (1) Intergroup conï ¬â€šicts between groups of individuals which can range in size and complexity due to the many relationships involved, including international conï ¬â€šict between nations. (2) Intragroup or intraorganizational conï ¬â€šicts arising within smaller groups which comprise the organization. A re-evaluation of conï ¬â€šict theory 187 IJCMA 21,2 188 (3) Interpersonal conï ¬â€šict; that is, conï ¬â€šict at an individual level, conï ¬â€šict between individuals, or conï ¬â€šict between an individual and a group. (4) Intrapersonal conï ¬â€šict on a personal level, where the conï ¬â€šict occurs in one’s own mind. Although these four levels of conï ¬â€šict all appear across both the psychology and management literature, it is the third level (interpersonal conï ¬â€šicts within the organization or the reactions an individual or group has to the perception that two parties have aspirations that cannot be achieved simultaneously) that has become the central ï ¬ eld of research within the organization (Putnem and Poole, 1987). In 1992, Thomas proposed a simpliï ¬ ed deï ¬ nition of interpersonal conï ¬â€šict as the process which begins when an individual or group feels negatively affected by another individual or group. The conï ¬â€šict consists of a perception of barriers to achieving one’s goals (Thomas, 1992). More recently, interpersonal conï ¬â€šict has been deï ¬ ned as an individual’s perceptions of incompatibilities, differences in views or interpersonal incompatibility (Jehn, 1997). Conï ¬â€šict at this level has mostly been seen as adversarial and as having a negative effect upon relationships (Ford et al., 1975). These deï ¬ nitions presuppose that an opposition or incompatibility is perceived by both parties, that some interaction is taking place, and that both parties are able to inï ¬â€šuence or get involved – that is. that there is some degree of interdependence (Medina et al., 2004). Interpersonal conï ¬â€šict could arise within organizations where, for example, customer-facing departments such as Sales make promises to customers that other departments then have to deliver. In this domain of intraorganizational, interpersonal conï ¬â€šict, both Pondy’s (1966, 1967) work and recent developments adopting the complexity perspective are of particular interest This broad area of intraorganizational, interpersonal conï ¬â€šict has been further subdivided into two types: relationship conï ¬â€šict and task conï ¬â€šict. Relationship conï ¬â€šict arises between the actors through their subjective emotional positions, whereas task conï ¬â€šict relates primarily to the more objective tasks or issues involved (Reid et al., 2004). A series of studies conï ¬ rmed this duality between relationship and task. Wall and Nolan (1986) identiï ¬ ed â€Å"people oriented† versus â€Å"task oriented† conï ¬â€šict. In the early to mid-1990s Priem and Price (1991), Pinkley and Northcraft (1994), Jehn (1995) and Sessa (1996) all identiï ¬ ed â€Å"relationship† and â€Å"task† as discrete aspects of conï ¬â€šict. The picture became rather more complicated in the late 1990s. In 1995 Amason et al. redeï ¬ ned conï ¬â€šict types as â€Å"affective† and â€Å"cognitive† and in 1999 Van de Vliert further redeï ¬ ned these types as â€Å"task† and â€Å"person† conï ¬â€šict. In working toward a more comprehensive model of intraorganizational, interpersonal conï ¬â€šict, Jameson (1999) suggested three dimensions for conï ¬â€šict: (1) content; (2) relational; and (3) situational. The content dimension encompasses the previously discussed conï ¬â€šict types (affective, cognitive, relationship etc) while the relational dimension considers the subjective, perceived variables within the relationships of the actors involved: . trust; . status; . . . . A re-evaluation of conï ¬â€šict theory seriousness; degree of interdependence; record of success; and the number of actors involved. The situational dimension examines the variables which may be most relevant in selecting an appropriate conï ¬â€šict management strategy. These include time pressure, the potential impact of the conï ¬â€šict episode, the degree of escalation and the range of options available in the management of the conï ¬â€šict episode (Jameson, 1999). Meanwhile, Sheppard (1992) criticized the multiplicity of terms that were being used to describe types of interpersonal conï ¬â€šict, and the needless confusion that this caused. The result of the many approaches described above is that there is no general model for the typology of interpersonal conï ¬â€šict within the organization. In the absence of such a model, other researchers have taken different approaches, using the antecedents of the conï ¬â€šict episode to describe conï ¬â€šict types. Examples of this proliferation include role conï ¬â€šict (Walker et al., 1975), gender conï ¬â€šict (Cheng, 1995) and goal conï ¬â€šict (Tellefsen and Eyuboglu, 2002). This proliferation of terms or typologies has unsurprisingly led to confusion, most noticeably with the term â€Å"interpersonal conï ¬â€šict† being used to describe purely relationship or emotional conï ¬â€šict (Bradford et al., 2004) or conï ¬â€šict being deï ¬ ned in terms of emotion only, adding to the wide range of terms already used (Bodtker and Jameson, 2001). Thus, at a time when international, interorganizational, intraorganizational, interpersonal and intrapersonal conï ¬â€šicts are being extensively studied with conï ¬â€šict deï ¬ ned and operationalized in a variety of ways, no widely accepted and consistent model has emerged to shape conï ¬â€šict research (Reid et al., 2004). Table I summarizes the many different conï ¬â€šict typologies that have been proposed. Table I illustrates that relationship and task conï ¬â€šict are almost universally accepted as distinct types of interpersonal conï ¬â€šict by psychology and management researchers. Date Author(s) Conï ¬â€šict typology 1986 1991 1994 1995 1995 1996 1996 1997 1999 1999 2000 2000 2002 2003 2003 2004 2004 2005 Wall and Nolan Priem and Price Pinkley and Northcraft Jehn Amason et al. Sessa Amason Amason and Sapienza Jameson Janssen et al. Friedman et al. Jehn and Chatman Tellefsen and Eyuboglu Bradford et al. De Dreu and Weingart Reid et al. Tidd et al. Guerra et al. People oriented, task oriented Relationship, task Relationship, task Relationship, task Cognitive, affective Task, person oriented Affective, cognitive Affective, cognitive Content, relational, situational Task, person oriented Relationship, task Task, relationship, process Goal conï ¬â€šicts Interpersonal, task Relationship, task Relationship, task Relationship, task Relationship, task 189 Table I. A summary of the typologies of conï ¬â€šict IJCMA 21,2 190 In addition, many researchers have identiï ¬ ed a third type of conï ¬â€šict which relates to the environment in which managers operate, described as situational conï ¬â€šict ( Jameson, 1999) or process conï ¬â€šict ( Jehn and Chatman, 2000). We believe that a consistent conï ¬â€šict typology is called for, to aid future research into the complex nature of intraorganizational conï ¬â€šict. In this paper, we propose that future researchers should recognize three types of interpersonal conï ¬â€šict. However, since the terms â€Å"relationship† and â€Å"task† are vulnerable to misinterpretation we advocate using the terms affective and cognitive (following Amason, 1996 and Amason and Sapienza, 1997), in conjunction with process (Jehn and Chatman, 2000), to describe the three types of interpersonal conï ¬â€šict. These terms, which reï ¬â€šect the more speciï ¬ c terminology used in the psychology literature, are deï ¬ ned in Table II. As Table II shows, the t ypology we propose is as follows. Affective Conï ¬â€šict is a term describing conï ¬â€šicts concerned with what people think and feel about their relationships including such dimensions as trust, status and degree of interdependence (Amason and Sapienza, 1997). Cognitive Conï ¬â€šict describes conï ¬â€šicts concerned with what people know and understand about their task, roles and functions. Process Conï ¬â€šict relates to conï ¬â€šicts arising from the situational context, the organization structure, strategy or culture (Amason and Sapienza, 1997; Jehn and Chatman, 2000). Using this typology for conï ¬â€šict between individuals or groups of individuals within the organization avoids confusion over the use of the terms â€Å"interpersonal†, â€Å"person† or â€Å"relationship† often used when referring to affective conï ¬â€šict, while task conï ¬â€šict is clearly distinguished from process conï ¬â€šict, addressing all the issues previously outlined. These terms will therefore be used throughout the remainder of t his paper. Having argued that taxonomic confusion has hindered conï ¬â€šict research through the misuse of existing taxonomies (Bradford et al., 2004) or where language has resulted in the use of different terms to describe the same conï ¬â€šict type (see Table I), we now move on to consider the implications or consequences of intraorganizational conï ¬â€šict and whether it is always negative or can have positive consequences (De Dreu, 1997). Consequences of conï ¬â€šict: functional or dysfunctional? Some researchers exploring attitudes towards conï ¬â€šict have considered the consequences of conï ¬â€šict for individual and team performance (Jehn, 1995) and have found that interpersonal conï ¬â€šict can have either functional (positive) or dysfunctional (negative) outcomes for team and individual performance (e.g. Amason, 1996). Moreover, the consequences of conï ¬â€šict can be perceived and felt in different ways by different actors experiencing the conï ¬â€šict episode (Jehn and Chatman, 2000). Thus, conï ¬â€šict is situationally and perceptually relative. Conï ¬â€šict type Affective Table II. A proposed taxonomy of conï ¬â€šict Deï ¬ nition Conï ¬â€šicts concerned with what people think and feel about their relationships with other individuals or groups Cognitive Conï ¬â€šicts concerned with what people know and understand about their task Process Conï ¬â€šicts arising from the situational context, the organization structure, strategy or culture The traditional view of conï ¬â€šict takes the view that conï ¬â€šict exists in opposition to co-operation and that conï ¬â€šict is wholly dysfunctional, putting the focus on resolution rather than management (e.g. Pondy, 1966). This perspective can be traced forward to more recent work. Where conï ¬â€šict is deï ¬ ned as the process which begins when one person or group feels negatively affected by another (Thomas, 1992), there is an implication of obstruction to either party achieving their goals, which is readily interpreted negatively. This can result in conï ¬â€šict avoidance or suppression of conï ¬â€šict management behavior, leading to perceived negative consequences on team or individual performance (De Dreu, 1997). Negatively-perceived conï ¬â€šict episodes can increase tension and antagonism between individuals and lead to a lack of focus on the required task (Saavedra et al., 1993; Wall and Nolan, 1986) while avoidance and suppression can also have long term nega tive consequences such as stiï ¬â€šing creativity, promoting groupthink and causing an escalation in any existing conï ¬â€šict (De Dreu, 1997). Not surprisingly, where interdependence is negative (where one party wins at the expense of the other although they have some dependency in their relationship) any conï ¬â€šict will be viewed negatively (Janssen et al., 1999). The perception of conï ¬â€šict will also be negative where the conï ¬â€šict is personal, resulting in personality clashes, increased stress and frustration. This type of relationship conï ¬â€šict can impede the decision-making process as individuals focus on the personal aspects rather than the task related issues (Jehn, 1995). In contrast to the somewhat negative perception of intraorganizational conï ¬â€šict outlined above, more recent conï ¬â€šict management theory has begun to suggest that certain types of conï ¬â€šict can have a positive effect upon relationships and that the best route to this outcome is through acceptance of, and effective management of, inevitable conï ¬â€šict, rather than through conï ¬â€šict avoidance or suppression (De Dreu, 1997). When individuals are in conï ¬â€šict they have to address major issues, be more creative, and see different aspects of a problem. These challenges can mitigate groupthink and stimulate creativity (De Dreu, 1997). Naturally, where there is high positive interdependence (an agreeable outcome for both parties), the conï ¬â€šict episode will be viewed much more positively (Janssen et al., 1999). Moreover, Jehn (1995) has suggested that task- and issue-based cognitive con ï ¬â€šict can have a positive effect on team performance. Groups who experience cognitive conï ¬â€šict have a greater understanding of the assignments at hand and are able to make better decisions in dealing with issues as they arise (Simons and Peterson, 2000). For example, research has shown that, when individuals are exposed to a â€Å"devil’s advocate†, they are able to make better judgments than those not so exposed (Schwenk, 1990). Schulz-Hardt et al. (2002) suggested that groups make better decisions where they started in disagreement rather than agreement. In these examples, conï ¬â€šict has a functional (useful and positive) outcome. We have argued that the notion of functional conï ¬â€šict has shifted the ï ¬ eld of conï ¬â€šict research away from conï ¬â€šict resolution and towards consideration of the management behaviors which can be adopted in dealing with conï ¬â€šict in order to gain the best possible outcome (De Dreu, 1997; Euwema et al., 2003 ). Next, we examine research into conï ¬â€šict management behaviors and explore some of the managerial tools that have been developed to help managers to deal with intraorganizational, interpersonal conï ¬â€šict. Conï ¬â€šict management behaviors Conï ¬â€šict management can be deï ¬ ned as the actions in which a person typically engages, in response to perceived interpersonal conï ¬â€šict, in order to achieve a desired goal A re-evaluation of conï ¬â€šict theory 191 IJCMA 21,2 192 (Thomas, 1976). Demonstrably, conï ¬â€šict management pays off: previous research has indicated that it is the way in which conï ¬â€šict episodes are addressed which determines the outcome (Amason, 1996). However, there is disagreement between researchers as to the degree to which managers can and do adopt different conï ¬â€šict management behaviors. Previous research has considered three different approaches: the â€Å"one best way† perspective (Sternberg and Soriano, 1984); the contingency or situational perspective (Thomas, 1992; Munduate et al., 1999; Nicotera, 1993); and the complexity or conglomerated perspective (Van de Vliert et al., 1999; Euwema et al., 2003). Arguably the simplest perspective on conï ¬â€šict management behavior is the â€Å"one best way† perspective (Sternberg and Soriano, 1984), which agues that one conï ¬â€šict management style or behavior (collaboration) is more effective than any other. However, it argues that individuals have a parti cular preferred behavioral predisposition to the way in which they handle conï ¬â€šict. Thus, from the â€Å"one best way† perspective, the conï ¬â€šict-avoiding manager may have a behavioral predisposition to avoidance strategies, whereas the accommodating manager may prefer accommodating solutions. In this paradigm, the most constructive solution is considered to be collaboration, since collaboration is always positively interdependent – it has a joint best outcome, generally described as â€Å"win/win† (Van de Vliert et al., 1997). The â€Å"one best way† approach suggests that a more aggressive, competitive, negatively interdependent approach (in fact, any conï ¬â€šict management approach other than collaborative) can result in suboptimal outcomes (Janssen et al., 1999). However, the â€Å"one best way† perspective raises more questions than it answers. It does not explain how managers are able to collaborate if they have a different behavioral predisposition, nor does it provide evidence that collaboration always produces the best outcome (Thomas, 1992). A more general problem with the â€Å"one best way† approach is that it may not be very useful: if managers truly have little or no control over their approach to conï ¬â€šict management, the practical applications are limited. The â€Å"one best way† perspective does not consider the passage of time, that behaviors could be changed or modiï ¬ ed during any interaction, nor the effect any previous encounters may have on the current experience (Van de Vliert et al., 1997). Moving beyond the â€Å"one best way† perspective, in which only collaborative behaviors are considered to provide the most desirable outcome, the contingency perspective maintains that the optimal conï ¬â€šict management behavior depends on the speciï ¬ c conï ¬â€šict situation, and that what is appropriate in one situation may not be appropriate in another (Thomas, 1992). In this paradigm, the best approach is dependent upon the particular set of circumstances. The implications, which are very different to the â€Å"one best way† perspective, are that individuals can and should select the conï ¬â€šict management behavior that is most likely to produce the desired outcome. Thus, conï ¬â€šict management behaviors are regarded as a matter of preference (rather than innate, as in the â€Å"one best way† view), and the outcome is dependent on the selection of the most appropriate mode of conï ¬â€šict management behavior. Until recently, conï ¬â€šict research has been heavily inï ¬â€šuenced by the â€Å"one best way† and contingency perspectives, focusing on the effectiveness of a single mode of conï ¬â€šict management behavior (primarily collaboration) during a single conï ¬â€šict episode (Sternberg and Soriano, 1984). Thus the â€Å"one best way† and contingency perspectives do not necessarily o ffer a real-world view in which managers both can and do change their behaviors: adapting to the situation; perhaps trying different approaches to break a deadlock or to improve their bargaining position; taking into account changing circumstances in the microenvironment; and the subsequent inï ¬â€šuence upon the actions of individuals involved in any conï ¬â€šict episode (Olekalns et al., 1996). A fresh approach is provided by the complexity perspective, which characterizes conï ¬â€šicts as being dynamic and multi-dimensional. In such circumstances, the best behavioral style in dealing with any one conï ¬â€šict episode may vary during, or between, conï ¬â€šict episodes (Medina et al., 2004; Nicotera, 1993). For conï ¬â€šict in a complex world, neither the â€Å"one best way† nor the contingency perspective would necessarily produce optimal results. If conï ¬â€šict does not occur discretely and individually (Pondy, 1992a), existing approaches may not describe the world as managers actually experience it. Arguably, these approaches have artiï ¬ cially limited conï ¬â€šict research to a ï ¬â€šat, two-dimensional model. To address the shortcomings of traditional research and to incorporate the complexity perspective into conï ¬â€šict management theory, we need to move beyond two dimensions (Van de Vliert et al., 1997). Beyond two dimensions of conï ¬â€šict management theory Recent work by Van de Vliert et al. (1997) and Medina et al. (2004) has expanded current theory through consideration of the complexity perspective. The complexity perspective argues that any reaction to a conï ¬â€šict episode consists of multiple behavioral components rather than one single conï ¬â€šict management behavior. In the complexity perspective, using a mixture of accommodating, avoiding, competing, compromising and collaborating behaviors throughout the conï ¬â€šict episode is considered to be the rule rather than the exception (Van de Vliert et al., 1997). To date, studies taking a complexity approach to conï ¬â€šict management have adopted one of three different complexity perspectives. The ï ¬ rst examines simultaneous complexity and how different combinations of behaviors affect the outcome of the conï ¬â€šict (Munduate et al., 1999). The second complexity approach focuses on the point of behavioral change and the outcome, examining either the behavioral phases through which the participants of a conï ¬â€šict episode pass, or apply temporal complexity to look at the point at which behavioral style changes and the effect on the conï ¬â€šict episode (Olekalns et al., 1996). The third approach is the sequential complexity or conglomerated perspective, which is concerned with the different modes of conï ¬â€šict management behavior, how they are combined, and at what point they change during the interaction. The application of the complexity perspective to conï ¬â€šict management research has revealed that managers use more than the ï ¬ ve behaviors suggested by the â€Å"one best way† perspective to manage conï ¬â€šict. In their study of conglomerated conï ¬â€šict management behavior, Euwema et al. (2003) argued that the traditional approach under-represents the individual’s assertive modes of behavior and have as a result added â€Å"confronting† and â€Å"process controlling†, making seven possible behaviors: (1) competing; (2) collaborating; (3) avoiding; (4) compromising; (5) accommodating; A re-evaluation of conï ¬â€šict theory 193 IJCMA 21,2 194 (6) confronting; and (7) process controlling. Weingart et al. (1990) identiï ¬ ed two types of sequential pattern: Reciprocity, responding to the other party with the same behavior; and Complementarity, responding with an opposing behavior. Applying a complexity perspective, the effectiveness of complementarity or reciprocity behaviors will be contingent upon the situation, the micro-environment, the number of conï ¬â€šict episodes, and the types of conï ¬â€šict present. The sequential pattern may in itself be complex, being dependent both upon the current situation and on varying behaviors throughout the interaction. A further, often unrecognized implication of complexity in conï ¬â€šict is that each conï ¬â€šict episode could be unique, being composed of different proportions of each of the affective, cognitive and process conï ¬â€šict types (Jehn and Chatman, 2000). The implication for conï ¬â€šict management strategy and the choice of the most appropriate behavior is immense. Therefore, a new perspective is needed, in which conï ¬â€šict and the response to conï ¬â€šict is viewed as dynamic and changing over time, with each conï ¬â€šict episode having a unique composition requiring a speciï ¬ c but ï ¬â€šexible approach in order to obtain the best possible outcome. We propose that this might result in a manager changing behavior during a conï ¬â€šict episode, or indeed a manager adopting different behaviors for a number of conï ¬â€šict episodes occurring simultaneously. In the next section, we take all these complex factors into account and propose a single, dynamic and comprehensive model of conï ¬â€šict management behavior. Multiple, simultaneous conï ¬â€šict episodes We have shown that the ï ¬ eld of conï ¬â€šict has become entangled in multiple terms and that research into conï ¬â€šict management is struggling to reconcile two-dimensional models with the more complex situation encountered in the real world. A model is needed which considers the complexity of conï ¬â€šict episodes and separates conï ¬â€šict antecedents from conï ¬â€šict types, recognizing that conï ¬â€šict can relate to emotions and situations which have common antecedents. We propose that the way forward is to expand the conglomerated perspective into a sequential contingency perspective, in which the sequence of conï ¬â€šict management behaviors adopted is dependent upon a number of inï ¬â€šuencing factors in the micro-environment, the number of conï ¬â€šict episodes being dealt with, their composition, and changes in the behaviors of the actors involved. A sequential contingency perspective The sequential contingency perspective for intraorganizational, interpersonal conï ¬â€šict proposes the adoption of an alternative paradigm which is that conï ¬â€šict is ever-present and ever-changing in terms of its nature or composition; and that it is the way in which these continuous conï ¬â€šicts is managed which determines the outcome of any conï ¬â€šict episode and the nature of any subsequent conï ¬â€šicts. Figure 1 provides a visualization of Pondy’s (1992b) postmodern paradigm of conï ¬â€šict and provides a foundation for the investigation of complex, multiple, simultaneous, intraorganizational conï ¬â€šicts. This conceptual visualization of conï ¬â€šict within the organization provides a three-dimensional representation of conï ¬â€šict from the paradigm that conï ¬â€šict is an inherent feature of organizational life. It shows how, at any one given point in time, A re-evaluation of conï ¬â€šict theory 195 Figure 1. A conceptual visualization of multiple, simultaneous conï ¬â€šict there can be a number of conï ¬â€šict episodes experienced (y axis), each with different intensities (z axis) and duration (x axis). In addition, we have argued that each conï ¬â€šict episode will have a unique composition, being made up of different proportions of cognitive, affective and process elements. The implications for conï ¬â€šict management theory are twofold: ï ¬ rst, the behavioral strategies adopted in the management of these conï ¬â€šicts will be highly complex and will be determined by a number of inï ¬â€šuencing factors; and second, this moves theory beyond the two dimensional duel concern perspective, in that the adaptable manager dealing with these multiple, simultaneous conï ¬â€šicts will also need to consider the possible implications of their chosen strategy along with the changing micro environment in which they operate. Using this three-dimensional conceptual visualization of conï ¬â€šict within the organization we propose a sequential contingency model for managing interpersonal conï ¬â€šict within the organization (Figure 2). The basic elements of the framework in Figure 2 consider all the dimensions of conï ¬â€šict and its management as previously discussed: . the conï ¬â€šict episode characteristics, the type and composition of any conï ¬â€šict episode encountered (Amason, 1996; Jehn, 1995; Jehn, 1997; Pinkley and Northcraft, 1994); . the characteristics of the relationship(s) (Jehn, 1995); . the characteristics of the individuals involved; . the conï ¬â€šict management behaviors; and . the outcome of previous conï ¬â€šict episodes (Van de Vliert et al., 1997). IJCMA 21,2 196 Figure 2. A sequential contingency model for managing intra-organizational, interpersonal conï ¬â€šict The basic postulate of the model is that conï ¬â€šict is a constant and inherent condition of the organization (that is, that conï ¬â€šict episodes do not occur as isolated, anomalous incidents). Additionally, the effectiveness of the conï ¬â€šict management behaviors in terms of its functionality or dysfunctionality is contingent upon, and moderated by, the nature of the conï ¬â€šict, the characteristics of the individuals and relationships involved, and experience of previous conï ¬â€šict. Thus, this model provides a framework for dealing with multiple, simultaneous conï ¬â€šict episodes moving beyond the tradition two-dimensional approach. Future research To date there has been little empirical research into the degree to which individuals are able to adapt their behavior during an interaction, or on the value of the complexity perspective in dealing with complex intraorganizational conï ¬â€šict. The future research agenda needs to explore conï ¬â€šict through Pondy’s (1992b) alternative paradigm and expand on these theoretical ï ¬ ndings by investigating intraorganizational, interpersonal conï ¬â€šict in a number of ways. We therefore set out a research agenda framed in terms of four research propositions. First, taking the sequential contingency perspective and adopting Pondy’s (1989) alternative paradigm for conï ¬â€šict within the organization, research is needed to establish the occurrence of conï ¬â€šict. Pondy (1992b) argues that, rather than a sequence of discrete isolated incidents, conï ¬â€šict is an inherent condition of social interaction within the organization and that conï ¬â€šict episodes occur simultaneously not sequentially. This would imply that: P1a. Conï ¬â€šict is a constant condition of interorganizational, interpersonal relationships. A re-evaluation of conï ¬â€šict theory P1b. Multiple conï ¬â€šict episodes occur simultaneously. P1c. Conï ¬â€šict episodes are complex, having differing compositions of affective, cognitive and process elements which change over time. The complexity perspective recognizes that different conï ¬â€šict situations call for different management behaviors (Van de Vliert et al., 1997). This implies that managers can call upon a much wider range of approaches to conï ¬â€šict management than previously thought. Moreover there is a further implication, which is that managers are able to adapt their behavior during conï ¬â€šict episodes. Thus: P2a. Managers use different behaviors to manage multiple conï ¬â€šicts at any one time. P2b. Managers change their behavior over time during the same conï ¬â€šict episode. A substantial branch of recent conï ¬â€šict management research has focused on the outcomes of conï ¬â€šict and has suggested that not all conï ¬â€šict is negative (De Dreu, 1997; Simons and Peterson, 2000; Schultz-Hardt et al., 2002; Schwenk, 1990). Given this, we need a greater understanding of the effect that the behavior adopted has on the conï ¬â€šict experienced, whether it mitigated or agitated the situation, and the consequences for any subsequent conï ¬â€šict (Amason, 1996). Thus: P3a. The behaviors that managers use affect the outcome of the conï ¬â€šict. P3b. The behaviors that managers use affect subsequent conï ¬â€šicts. Finally, re-visiting Pondy’s (1989) alternative paradigm and incorporating the additional perspectives that come from consideration of conï ¬â€šict outcomes and the application of the complexity perspective, we argue that more research is needed into the relationship between the behaviors that managers adopt and whether these behaviors represent the conscious adaptation of an optimal approach to conï ¬â€šict management. Thus: P4. Conï ¬â€šict management involves adapting a set of behaviors through which a degree of co-operation is maintained, as opposed to the use of behavior(s) which resolve(s) discrete isolated incidents of conï ¬â€šict. Our purpose in setting out a new model and research agenda for conï ¬â€šict management research, together with a set of detailed research propositions, is to move the ï ¬ eld beyond the consideration of conï ¬â€šict episodes as discrete, isolated incidents and to encourage the investigation of different behaviors in different circumstances and their effectiveness. Future research needs to consider the complexity of conï ¬â€šict and adopt a research paradigm which considers the behavioral strategies within long term complex interpersonal relationships. Conclusion This paper has offered four contributions to the ï ¬ eld of conï ¬â€šict and conï ¬â€šict management. The ï ¬ rst is the clariï ¬ cation of conï ¬â€šict typologies set out in Table II. The 197 IJCMA 21,2 198 second contribution is the notion that business managers handle multiple and simultaneous conï ¬â€šict episodes that require different approaches to resolving them, so that the existing models proposed for conï ¬â€šict management are unlikely to chime with their actual experience. The third contribution is to map this in the form of a new theoretical model for conï ¬â€šict management (Figure 2). The fourth contribution is to use this theoretical model to set out a set of research propositions to shape research that will shed light on the real conï ¬â€šicts that managers have to face. Just 40 years on, and intraorganizational conï ¬â€šict theory itself appears to be in conï ¬â€šict. 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(1990), â€Å"Tactical behavior and negotiation outcomes†, International Journal of Conï ¬â€šict Management, Vol. 1 No. 1, pp. 7-31. Further reading Amason, A.C., Hochwarter, W.A., Thompson, K.R. and Harrison, A.W. (1995), â€Å"Conï ¬â€šict: an important dimension in successful management teams†, Organizational Dynamics, Vol. 24 No. 2, pp. 20-35. Blake, R.R. and Mouton, J.S. (1964), The Managerial Grid, Gulf Publishing Co., Houston, TX. De Dreu, C. and Weingart, L.R. (2003), â€Å"Task versus relationship conï ¬â€šict, team performance, and team member satisfaction: a meta-analysis†, Journal of Applied Psychology, Vol. 88 No. 4, pp. 741-9. Deutsch, M. (1973), The Resolution of Conï ¬â€šict, Yale University Press, New Haven, CT. Friedman, R., Tidd, S., Currall, S. and Tsai, J. (2000), â€Å"What goes around comes around: the impact of personal conï ¬â€šict style on work conï ¬â€šict and stress†, International Journal of Conï ¬â€šict Management, Vol. 11 No. 1, pp. 32-55. Guerra, M.J., Martinez, I., Munduate, L. and Medina, F.J. (2005), â€Å"A contingency perspective on the study of the consequences of conï ¬â€šict types: the role of organizational culture†, European Journal of Work and Organizational Psychology, Vol. 14 No. 2, pp. 157-76. Lewicki, R.J. and Sheppard, B.H. (1985), â€Å"Choosing how to intervene: factors affecting the use of process and outcome control in third party dispute resolution†, Journal of Occupational Behavior, Vol. 6 No. 1, pp. 49-64. Tidd, S.T., McIntyre, H. and Friedman, R.A. (2004), â€Å"The importance of role ambiguity and trust in conï ¬â€šict perception: unpacking the task conï ¬â€šict to relationship conï ¬â€šict linkage†, International Journal of Conï ¬â€šict Management, Vol. 15 No. 4, pp. 364-84. About the authors  ´ James Speakman is Assistant Professor of International Negotiation at IESEG Business School, a member of Catholic University of Lille, where his attentions are focused on sales and negotiation. After working for 16 years in key account management sales he completed his PhD research at Cranï ¬ eld School of Management, where, using the Critical Incident Technique with an Interpretive Framework for coding to investigate intraorganizational, interpersonal conï ¬â€šict and the behavioral sequences adopted in the management of these complex interpersonal, intraorganizational conï ¬â€šict episodes. Other research interests include personal selling, past, present and future, where he conducted the US research for a multinational study on the future of personal selling and negotiation in context where his research interests include multi-cultural negotiation. James Speakman is the corresponding author and can be contacted at: [emailprotected] Lynette Ryals specializes in key account management and marketing portfolio management, particularly in the area of customer proï ¬ tability. She is a Registered Representative of the London Stock Exchange and a Fellow of the Society of Investment Professionals. She is the Director of Cranï ¬ eld’s Key Account Management Best Practice Research Club, Director of the Demand Chain Management community and a member of Cranï ¬ eld School of Management’s Governing Executive. To purchase reprints of this article please e-mail: [emailprotected] Or visit our web site for further details: www.emeraldinsight.com/reprints A re-evaluation of conï ¬â€šict theory 201