How To Streak a Bacterial Culture

How To Streak a Bacterial Culture Bacterial culture streaking allows bacteria to reproduce on a culture medium in a controlled environment. The process involves spreading bacteria across an agar plate and allowing them to incubate at a certain temperature for a period of time. Bacterial streaking can be used to identify and isolate pure bacterial colonies from a mixed population. Microbiologists use bacterial and other microbial culture streaking methods to identify microorganisms and to diagnose infection. What You Need: Culture plate with microorganismsInoculating loop or sterile toothpicksAgar platesBunsen burner or another flame producing instrumentGlovesTape Heres How: While wearing gloves, sterilize an inoculating loop by placing it at an angle over a flame. The loop should turn orange before you remove it from the flame. A sterile toothpick may be substituted for the inoculating loop. Do not place toothpicks over a flame.Remove the lid from a culture plate containing the desired microorganism.Cool the inoculating loop by stabbing it into the agar in a spot that does not contain a bacterial colony.Pick a colony and scrape off a little of the bacteria using the loop. Be sure to close the lid.Using a new agar plate, lift the lid just enough to insert the loop.Streak the loop containing the bacteria at the top end of the agar plate moving in a zig-zag horizontal pattern until 1/3 of the plate is covered.Sterilize the loop again in the flame and cool it at the edge of the agar away from the bacteria in the plate that you just streaked.Rotate the plate about 60 degrees and spread the bacteria from the end of the first streak into a second area using th e same motion in step 6. Sterilize the loop again using the procedure in step 7.Rotate the plate about 60 degrees and spread the bacteria from the end of the second streak into a new area in the same pattern.Sterilize the loop again.Replace the lid and secure with tape. Invert the plate and incubate overnight at 37 degrees Celsius (98.6 degrees Fahrenheit).You should see bacterial cells growing along the streaks and in isolated areas. Tips: When sterilizing the inoculating loop, make sure that the entire loop turns orange before using on the agar plates.When streaking the agar with the loop, be sure to keep the loop horizontal and only streak the surface of the agar.If using sterile toothpicks, use a new toothpick when performing each new streak. Throw all used toothpicks away. Safety: When growing bacterial colonies, you will be dealing with millions of bacteria. It is important that you follow all lab safety rules. Precautions should be taken to ensure that you dont inhale, ingest, or allow these germs to touch your skin. Bacterial plates should be kept closed and secured with tape while incubating. Any unwanted bacterial plates should be disposed of properly by placing them in an autoclave to kill the bacteria before discarding them. Household bleach may also be poured over the bacterial colonies to destroy them.

Ethical Issues with E-Business in Local Authorities in the United Kingdom The WritePass Journal

Ethical Issues with E-Business in Local Authorities in the United Kingdom Abstract Ethical Issues with E-Business in Local Authorities in the United Kingdom AbstractBackground/IntroductionJournalResearch QuestionLiterature ReviewResearch MethodologiesMethodology:Data Collection:Data Analysis:Project PlanThe most important factor to with a research project is planning and effectively using the time I have to work on the research project. There are 10 useful steps which will help me make sure I am on track to delivering my proposed research project on time as identified by ODonoghue (2006): Stage 1 – Choosing the project Stage 2 – Initial literature review Stage 3 – Finalizing the research questions   At this stage you need to choose the best approach to enable you to answer your research question. Stage 5 – Data collection   Collecting the data will be a long process which will end up taking a few months of detailed observation and recording. Stage 8 – Data analysis Stage 9 – Drawing conclusions and interpretationsStage 10 – Preparing the final thesis  ConclusionRelated Abstract Studies suggest a need for further investigation in the regulation of e-business and use of systems and technologies (using e-business). The Economy of the United Kingdom is divided into two different sectors that is ever changing and fast moving Private Sector where technology and e-business is used and embraces with open arms due to the need of eliminating rivals at times without looking at the ethical issues that this my comprise or raise. The other sector consist of is organizations like Local Authorities who do not use e-Business or technology as much as they do not like the rapid change is technology and the investment in such new technology normally leads to a balancing act where cost/customer satisfaction/staff satisfaction(organizational culture) out ways the benefits. The squeeze that has been applied on the Public Sector (Local Authorities) in the United Kingdom has raised a need for more research to be taken to look at weather Local Authorities would have been better off investing in an Electronic Business system and look at saving money to try and be self sustaining without having to rely heavily on the funds provided by Central Government. This research project proposal look at what are the ethical, privacy or security issues that may arise? The public have lost faith in the government and local authorities’ capabilities to securely hold and preserve the public’s sensitive information due to the highly publicized loss of sensitive. What policies and procedures are in place to support a local authority looking to implement e-business? How will these policies and procedures be in co operated in to the local authorities business plan, IS Strategy and IT/IS security policies and procedures. What are the organization culture towards change, using new technology and the uncertainty around the implementation e-business? Background/Introduction The Public sector who relies on government grants and national funding for business, the goals are more customer or service focused and the rights of customers or service users take a lot of presidencies. Normally Public sector organisations like Local Authorities do not use e-Business or technology as much as they do not like the rapid change is technology and the investment in such new technology normally leads to a balancing act where cost/customer satisfaction/staff satisfaction(organisational culture) out ways the benefits. The squeeze that has been applied on the Public Sector (Local Authorities) in the United Kingdom has raised a need for more research to be taken to look at weather Local Authorities would have been better off investing in an Electronic Business system and look at saving money to try and be self sustaining without having to rely heavily on the funds provided by Central Government. If Authorities do take the step and decide to try and use new technologies (e-business), what are the ethical, privacy or security issues that may arise? The public have lost faith in the government and local authorities’ capabilities to securely hold and preserve the public’s sensitive information due to the highly publicised loss of sensitive information as covered by Mack (2011, New Data Breach Incident at Leicester City Council, Leicester Mercury, 23/03/2011) and also by Raywood (2008, USB stick containing childrens details lost in Leicester, Leicester Mercury, 14/11/2008). Journal Academy for Legal, Ethical and Regulatory Issues proceedings Journal of Legal, Ethical and Regulatory Issues Research Question What are the ethical and privacy issues in the public sector? Have these issues have resulted in legal and information governance charges or fines? What steps or procedures are in place to eradicate these issues? How can these ethical and privacy issues be resolved? What are the e-business related ethical issues? Does these issue only arise in the public sector or do they arise in the Are these issues the same in the private sector or do they differ and why? Some local authorities use e-business while others do not, are there any specific reasons? (Cost, size of authority, relevance, gap in knowledge, legal implications, ethical implications) How do local authorities using e-business respond to any of the ethical issues with e-business? Does local authority have policies and procedures to support the use of e-business systems? Do local authorities feel the risk of ethical, privacy and security issue related to the use of e-business systems out way the financial benefits? If so why and how? Does local authority front line staff resist this change to technology? Do organizational culture and legal policies hinder the mindset of staff and senior management with in local authorities to change in technology in particular e-business or e- marketing? Literature Review Public Sector working has now totally been changed since the end of 2007 and beginning of 2008, the Global Financial meltdown called the Recession that was caused due to the Big Banking Crisis has lead to a drastic change. The new Collision Government has started to put the big squeeze on public spending and local authorities have been stretched to the bone to try and save millions. These uncertain times have also in cooperated with the public loss in confidence that local authorities are able to handle the intense pressure of saving money, reducing staff, providing a good service and also abiding by the ethical and legal rules regarding information and personal data especially on e-business systems. The Rapid change in technology with new features being developed at the speed of light, this has resulted in an increased risk in people’s privacy. ‘â€Å"Computer technology is the most powerful and most flexible technology ever devised. For this reason, computing is changing everything – where and how we work, where and how we learn, shop, eat, vote, receive medical care, send free time, make war, make friends, make love†(Rogerson and Bynum 1995, p.iv)’, (Rogerson and Bynum 2004, p.1). Technology has now helped defined how we live our life, majority of people now days spend more time using technology especially the internet. The growth of the internet in the late 1990 and early 2000 has lead to a majority of people shopping online, banking online; e-business has slowly become a part of people’s everyday life. This does raise the issue related to security which can has drastic effects like cyber bullying, hacking, identify theft, using personal information for ones gain and to even promote cyber terrorism as identified by Rogerson and Bynum (2004, p209). Governments do not sell products or services to customers; they perform many functions for their stakeholders. Many of these functions can be enhanced by the use of e-business. Governments also operate businesslike activities; for example buy supplies from vendors and distribute benefit payments of many kinds. Customers (general public) now have the facility to pay their council tax, get a road tax certificate, etc online using e-business. â€Å"The use of electronic commerce (e-business) by governments and government agencies to perform these functions is often called e-government† (Schneider, 2007, vol.7, page 226). There is a legal obligation for businesses that operate on the web must comply with the same laws and regulations that govern the operations of all business. If they do not, they face the same set of penalties – fines, reparation payments, court-imposed dissolution, and even jail time for officers and owners – that any business face. This legal obli gation has been set by The British Computer Society Code of Conduct which states â€Å"You should not misrepresent or withhold information on the performance of products, systems or services, or take advantage of the lack of relevant knowledge or inexperience of others† as listed by Rogerson and Bynum (2004, p194). Clearly, there is scope here for a great deal more research that Is based on empirical data of surveys done with local authority staff and the general public; operates with a complex understanding of concerns and barriers for local authorities to use e-business; Looks specifically at the ways online crime, terrorism and warfare can be reduced and stopped; involves more work on the culture difference and change between the public and private sector; Aims not only to describe and explain but also to change ethical and legal policies and procedure for the use of e-business in local authorities within the United Kingdom. Research Methodologies Local Authorities in the United Kingdom have a reluctance to use new technologies; with the current climate where LAs are looking to reduce their outgoing cost and still tries to maintain services. E-Business is a new way forward, but LAs are very reluctant to embrace this new technology and way forward. There may be a few ethical issues with use of E-Business within LAs due to the issue with privacy and other factors that have undermined the image of Local Authorities due to loss of personal data and information of the general public.    Methodology: I am look at using a positivism form of the philosophical paradigms where I can gather evidence of formal propositions and quantifiable measures to support my argument regarding the reluctance of local authorities in the United Kingdom to adopt e-business system and the ethical issues that will arise with the use of e-business systems with in local authority.    Data Collection: I am look at using a  quantitative  approach to collect data and comments from three different sets of audiences General Public Councilors, senior managers and staff within Local Authorities that is not using E-Business Councilors, senior managers and staff within Local Authorities that is using E-Business I would look at potential trends, issues, concerns, positives and other comments from the three groups’ l have listed above. Interviews will be my approach with Councilors and Managers to find out more from the people who take the big  discussions  higher up. A series of surveys designed to look at E-Business will be distributed to staff around the different authorities. A survey will be put to the General Public so I look at collecting  quantitative data and also comments regarding E-Business in LAs, the Ethical Issues this might cause and the concerns from the general public related to these issues.    Data Analysis: The qualitative data analysis  approach will be used in order to gain more depth and analyze underlying issues of the research question at hand. I have chosen this because quantitative data analysis approach might not necessarily capture the emotion behind the answers. Data Analysis Software Tools: For the analysis of my quantitative data I would use spreadsheets and statistical softwares to create tables, bar charts, pie charts, line graphs, scatter graphs, etc as specified by Oates (2006, chapter 17, page 250 253). Spreadsheets (like Microsoft Excel) which are useful for analyses such as frequency distributions, means and cross-tabulations. Spreadsheets are also useful for graphic data from individual variables. Statistical software (like SPSS) which are useful for analyses such as multivariate analysis of variance, factor analysis and cluster analysis. For the analysis of my qualitative data I would use transcript creation, coding, data organization, hyperlink creation, etc as stated by Oates (2006, chapter 18, page 276). Project Plan The most important factor to with a research project is planning and effectively using the time I have to work on the research project. There are 10 useful steps which will help me make sure I am on track to delivering my proposed research project on time as identified by ODonoghue (2006): Stage 1 – Choosing the project Stage 2 – Initial literature review The literature review will enables me to find out what research has already been undertaken in regards to the Ethical issues with E-Business in Local Authorities in the United Kingdom. An Initial literature review acts as good starting point to help understand and decide the specific area of research you will want to undertake. Stage 3 – Finalizing the research questions   Ideally your research questions will emerge from the literature review. Stage 4 – Choosing and developing the methodology   At this stage you need to choose the best approach to enable you to answer your research question. Stage 5 – Data collection    Collecting the data will be a long process which will end up taking a few months of detailed observation and recording. Stage 8 – Data analysis    Data analysis includes the systematic organizing of the data and its presentation in a form that readers of your project can understand. Stage 9 – Drawing conclusions and interpretations It will certainly involve a critical reflection on the conclusions you have drawn and the methods you have used. Stage 10 – Preparing the final thesis   The final stage of the project, though, is assembling the final version of the thesis.. The draft project plan attached in Appendix 1; and following the steps listed above has given me more confidence that I can prepare, plan and work to the illustrated timescales to successfully complete the research required. Conclusion This research project proposal illustrates that there is scope for a significant amount of research to be undertaken on this selected topic. I feel this proposal has also identifies a specific gap in the ethical issues with the use of e-business systems. E-Business systems can form the future and the possible solution for local authorities in the United Kingdom as a possible investment to help them bridge the gap at a time of uncertainty and push forward a new way to helping local authorities become more self sustaining. By in cooperating e-business in their present business policies and IS strategy, they can start planning for the future more positively. This proposal has also identified the need to look at the ethical, legal and privacy concerns which local authorities might be taking on with an e-business system. Every new system come along with its advantages and disadvantages, I feel the ethical, legal and privacy issues are the main disadvantages with using an e-business system (the other disadvantages are cost, resources and planning). There many be issues where IS/IT professionals may be unprepared to deal effectively with the ethical issues that arise in the workplace as stated by Bynum and Rogerson (2006, chapter 2, page 39).

HYPOTHESIS TESTING AND TYPE ERRORS Assignment Example | Topics and Well Written Essays - 1000 words

HYPOTHESIS TESTING AND TYPE ERRORS - Assignment Example The Type II error is not rejecting the null hypothesis that the mean weight of a package is 20 ounces when it is in fact false. In other words, we decide that the mean weight of a package is 20 ounces, but in reality, it is different from 20 ounces. When the alternate hypothesis involve less than (â€Å"†) symbols, then the test is a one-tailed test. When the alternate hypothesis involve not equal to (â€Å"≠ Ã¢â‚¬ ) symbol, then the test is a two-tailed test. For example for the problem one scenario, the hypothesis for a one-tailed and a two-tailed test will be P-value: The P-value is referred to as observed significance level or probability value of a hypothesis test. The P-value of a hypothesis test is equal to the smallest significance level at which the null hypothesis can be rejected. In other words, the P-value is referred as the smallest significance level for which the observed sample data results in rejection of H0. Statistically significant: If the P-value of the hypothesis test is less than the significance level (0.05 or 0.01), then the null hypothesis is rejected and the results of the test are said as statistically significant results. 4. A homeowner is getting carpet installed. The installer is charging her for 250 square feet. She thinks this is more than the actual space being carpeted. She asks a second installer to measure the space to confirm her doubt. Write the null hypothesis Ho  and the alternative hypothesis Ha. 5. Drug A is the usual treatment for depression in graduate students. Pfizer has a new drug, Drug B, that it thinks may be more effective. You have been hired to design the test program. As part of your project briefing, you decide to explain the logic of statistical testing to the people who are going to be working for you.   In my opinion, Type II error would be more severe. This is because in this case people will not buy Drug B and hence will not avail better treatment for depression when it is in

Decisions in Paradise Paper Essay Example | Topics and Well Written Essays - 750 words - 1

Decisions in Paradise Paper - Essay Example Kava is a struggling community that needs the influx of foreign investment in order to jumpstart their economy. A major investment from Capital One in Kava could help reduce the unemployment rate in Kava. Issues There are several issues that must be considered prior to making a full time commitment in Kava. The government of Kava has very limited resources. The company would not be eligible for any economic incentives. Despite the little government support that Capital One would get in Kava the expectations of the government are very high. The population demographics of the island could hurt the ability of the firm to recruit sufficient workers. In Kava 50% of the population is under the age of 15. Capital one is completely against child labor. â€Å"It is estimated that approximately 240 million children worldwide are the victims of child labor† (Sinha, 2007, pg.1). The population of Kava is composed of a wide mix of races including indigenous, Chinese, African, French, and A mericans. Such a wide mix of races could lead to issues such as cultural and language barriers. Another constraint related to the composition of its population is the fact that half the population is indigenous. People that are raised in indigenous tribes tend to have less formal education than people that are raised in the city and suburbs. The economy of Kava is very unstable. One of the biggest concerns regarding Kava is that the region is highly susceptible to natural disasters. The country is a high risk for tidal waves, tsunamis, typhoons, hurricanes, tornados, floods, fires, earthquakes, and volcanic eruptions. The region is at risk of terrorism from within and outside the country. Kava suffers from human health issues including a high incidence of HIV/ Aids and high risk of avian flu outbreaks. The high incidence of HIV among the population could raise the medical plan expenses of the company. Another potential risk associated with Kava is the threat of oil spills. In order for the company to operate in Kava it would need disaster insurance. Due to the high propensity of the region towards natural disasters Capital One would need to purchase disaster insurance. If any insurance company is willing to sell insurance coverage the premiums are going to be high. The company would have to create contingency plans in the event of a disaster. The possibility of prolong operational shutdowns is very high. Problem Statement Capital One is interested in expanding in Kava. The company feels that it is important to support the economy of struggling communities. Kava is a community that poses many issues including threat of natural disasters, high incidence of HIV, and high underage population. A problem statement for Capital One in Kava: Capital One needs to establish a presence in Kava while at the same minimizing the risk associated with the region. Stakeholders Perspective There are many different stakeholders groups that Capital One must consider in its expansi on plans to Kava. The government of Kava is an important stakeholder to consider. Kava needs the cooperation of the government in order to get all the permits to create a company in Kava. A second stakeholder group is the indigenous population. The company must respect the unique culture of the Indian tribes. A third stakeholder group is the American population living in Kava. As an American company Capital One should care about employing American citizens abroad that

Narrative Essay Essay Example for Free

Narrative Essay Essay Purpose: The journey I had while selling magazines was memorable because I met a lot people and saw many fun places. Thesis Statement: Selling magazines doesn’t sound fun, but doing it all over the U. S. was the best experience that anyone could imagine as well as meeting new people and seeing so many new places. It all started one sunny afternoon in sunny Oceanside, CA on the Camp Pendleton marine base. I was staying with a friend and I looked on craigslist and checked the newspaper for jobs, when I came across an ad in the paper that read â€Å"A COOL TRAVEL JOB† so I decided to call the number just to see what it was all about. When the lady answered the phone she said, â€Å"Thanks for calling Success Express how I can help you? † and I replied hi my name is Katie and I am calling about the ad in the paper. The lady that answered the phone was Shellie and she asked me some questions and gave me an over the phone interview. When that was done she asked when I would be able to start and I said as soon as possible, then she said to call back in 30 minutes and I would know if I got the job. See more: how to start a personal narrative essay examples Selling magazines didn’t sound fun, but doing it all over the US would be a great experience that I couldn’t imagine doing and also meeting new people sounds fun as well as seeing new places. So 30 minutes later I called back and sure enough I got the job. Shellie sent me a bus ticket for the next day I got on the Greyhound bus and was on my way to Mesa, Arizona to meet up with the crew. When I finally arrived in Arizona after a long bus ride I went to the Ramada Inn where the crew was staying. It was around noon so of course the crew was out working. I met Shellie and she got me into my room where I showered and got ready to meet the crew. Later on after the crew got off work, I finally got to meet everyone, who in a way was kind of scary because I wasn’t sure how they were, but surprising enough they were really nice and welcoming. I had a trainer whose name was Tatiana and she gave me the rules and showed me around the crew and just gave me a rundown on what it was that we actually would be doing. After that it was pretty late so we called it a night and went to bed so we could be ready for the next day. So now the journey officially began. We woke up the next day got ready and then had a meeting to get pumped up to sell some magazines. Oh boy, let me tell you that meeting was something else. There was singing songs, spill contests, and just a bunch of positivity all around that you would have thought you were in a cult, but of course you weren’t. The meeting was over and we finally left in a 15 passenger van to go to a neighborhood or an apartment complex where we would get dropped off and do our thing to sell magazines. Now of course we got paid, but it was on commission only so you only made money on what you sold. Sounds hard, but not really it was like we were in a contest so it made it a little easier to talk to people because they would want to help you win so if all they had to do is buy a magazine to get you points they would. Don’t get me wrong not everyone would buy one so you really had to put your charm on. A great day would be selling 10 magazines, but anywhere from 5-7 would be a good day and you would still make good money. There were so many states that I saw and loved but just to name a couple that I really loved and were my favorite was Hawaii, Guam and Alaska. These places were amazing and those are the places that I made so much money. In Hawaii we stayed in a hotel right on the beach and would have free time to do what we wanted to like go shopping, play at the beach and even go to the bars. It wasn’t just about having fun though we also had to work, see in Hawaii there is a lot of military so we would work on the bases and sell to the soldiers. The military bases are what we called our money makers because the soldiers would buy a lot of magazines and would pay in cash so it really secured our orders. Guam was a lot like Hawaii sunny warm and water all around you. The local territory was little more different than Hawaii because they spoke Chamorro which is the language they speak there. Not everyone spoke different, but the ones that did were hard to understand. The people were all so very nice in Guam they would always offer you food and that is one thing with people in Guam if they offer you food you must take it because they consider it an insult if you say no thank you. The thing that I remember most about Guam is the stray dogs, but there they call them boonie dogs. These dogs would be all over and look so shaggy and some of them would chase you. Was sometimes scary, but most of the time they would leave you alone. Now for Alaska, I love it very cold, but I could see myself living there one day. Yes we would sell magazines in the freezing cold but of course we were bundled in warm clothes. Everyone in Alaska is so nice and welcoming. Alaska is where I had my high day of selling magazines which was 20 sales, boy I was a happy camper. I also saw my first bald eagle. One thing about Alaska is in the summer time it never gets dark so it’s such a different feeling, I think it would be hard to sleep when it’s still light outside. You would definitely have to get use to the weather, but it is still one of my favorite places. So selling magazines ended up being a very memorable experience for me because I never would have thought I would have seen so many cool places in the world. If you ever get to do an experience that would take you all over the country do it because you definitely won’t forget it. Selling magazines might not sound fun to some people, but it was my most memorable journey in my life so far and I am glad I did because then I would not have met new people and saw new places.

A Social Business, Microlending Essay -- Microlending Development

What is microlending? In simplest terms microlending is the lending of very small amounts of money at low interest, to low income people in urban and rural areas. It started forty years ago, when a person named Muhammad Yunus was visiting his family and his country Bangladesh which had recently become an independent country. Muhammad Yunus had left his home country then –East Bengal- when he was a child with his parents in search of a better future. He graduated from Vanderbilt University in Nashville, Tennessee, with a PhD in economics. Muhammad Yunus is the founder of Grameen Bank, the first non-profit organization to offer microfinance services in Bangladesh and in the world (New York Times). This bank showed the world on how little money can make a tremendous difference in people’s lives. Presently, there are thousands of institutions around the world that offer microfinance services, which sometimes suffer setbacks and uncertainties as any other for-profit or non-p rofit organization. When Muhammad Yunus was in Bangladesh, he realized that Bangladeshis were living in a more precarious condition than he had imagined and read on the newspapers. Many people owed money to these ruthless and heartless village money lenders. These people were never going to repay the loans because the interest rates were so high therefore, they were trapped for life. However, he found something very thought-provoking, which was the fact that when he accumulated the debt of approximately forty people, the grand total was seventy dollars. He gave people money out of his pocket so that they can repay their debt and they can be liberated. This was the moment when the idea of creating a microfinance institution originated- Muhammad Yunus realized that ... ...lo. "Can Microlending Save Haiti :[Money and Business/Financial Desk]. " New York Times 14 Nov. 2010, Late Edition (East Coast): ProQuest National Newspapers Premier, ProQuest. Web. 5 Dec. 2010. Richard Chacon, Globe Staff. "SMALL LOANS, BIG HOPES MICROLENDING LETS HAITIANS SEEK CREDIT :[THIRD Edition]. " Boston Globe 7 Oct. 2000,ProQuest National Newspapers Premier, ProQuest. Web. 4 Dec. 2010. David Gonzalez. "A Haitian Bank Takes Its Money to the Streets. " New York Times 17 Apr. 2001, Late Edition (East Coast): ProQuest National Newspapers Premier, ProQuest. Web. 8 Dec. 2010. FARID HOSSAIN. "2006 NOBEL PEACE PRIZE / Beating poverty, $200 at a time / Thousands of Bangladeshis pulled from despair by man's tiny loans :[3 STAR , 0 Edition]. " Houston Chronicle 14 Oct. 2006,ProQuest National Newspapers Premier, ProQuest. Web. 11 Dec. 2010.

Immigrant Families in the US

1) Immigrant families in the United States Immigrants feel that their roles, beliefs, values, etc. are not as effective as the Unites States’, thus becoming stressful. â€Å"Therefore, in addition to the typical normative (e.g., family transitions) and nonnormitive (e.g., family natural disasters) stressors that families encounter, immigrant families experience unique stress and change relates to migration and acculturation† (Bush et al., 2010, p.287). Immigrants feel that they have to change their ways and it not only becomes stressful to the family members but also to the whole family system. The best way that immigrants have adapted is with integration. By combining their old ways with the new ways of the United States culture, they find comfort. Another common stressor is language barriers. â€Å"The inability to read signs, posted warnings, food labels, job applications, and materials related to children’s schooling is a frustration experience for many immigrants and can lead to increased pressure to learn English† (Bush et al., 2010, p.289). For adults who don’t have English classes to attend or the transportation to get to one, don’t get the social support they need in the United States. A lot of women, especially in Asian cultures, are not prepared for social skills outside of the family. On the up side stressors from the family system can be very positive and increase adaption. â€Å"Religion, spirituality, ethnic communities, and enclaves, shared cultural values, and informal and formal social support can serve as resources that aid immigrant families in adaption† (Bush at el., 2010, p.305). 2) â€Å"The ability to meet debt obligations, credit card use, and frequency of late payments made by credit users are all important factors in assessing subjective economic stress. Financial satisfaction appears to be directly related to credit practices and attitudes† (Bartholomae et al., 2010, p.193). Couples balance their financial differences by coping to deal with these matters. Social support and financial resources help to do so. Couples are also better equipped to deal with economic stress when they have a high self esteem and control over their finances. However some family members lose their job, get divorces, sick, or in debt so bad that bankruptcy takes place. This becomes severe economic stress. 3) I agree 100% that same sex marriages should be able to have legally bound assets, especially if they have children together. â€Å"Widespread legal recognition of LGB-parent families will help foster acceptance of these families, ensure the protection of these via the provision of standard rights and benefits and promote the stability and security of LGB-parent families and their children, thereby contributing to their health and well being† (Goldberg, 2010, p.279).Not granting legal recognition also questions a couples ability to commit and their stability. 4) When immigrants live in an ethnic enclave they find it easier to cope with their surroundings and face less prejudice and discrimination. Women also find it easier to work because most can bring their child to work because most can bring their child to work with them. Although there are a lot of benefits within enclaves I don’t necessarily believe it will completely help a family with their problems. What if their child/children leave the enclave someday? Will they be prepared for the outside world? And what if the enclave was destroyed? I feel that they would have an easier time in the long run if they gradually introduced themselves to the outside world. When children become interpreters for serious matters such as applying for social service benefits, it is stressful for them. â€Å"In such a situation, children are likely to feel the stress of adult responsibilities, whereas their parents may feel the stress of role reversal that comes from relying on children for their survival and well being† (Bush et al., 2010, p.290).When children take on these tasks they are not allowed to mature normally and they can become more dependent than their parents. Children can also misinterpret language. For example, saying â€Å"she fell off a latter† when really meaning â€Å"she fell down the stairs†. Immigrant families adjust to their new home better when living in familiar surroundings. The communities can also give social support by making it easy to meet friends with similar experiences and backgrounds.

Building the Emotional Intelligence of Groups

80 HARVARD BUSINESS REVIEW By now, most executives have accepted that emotional intelligence is as critical as IQ to an individual's effectiveness. But much of the important work in organizations is done in teams. New research uncovers what emotional intelligence at the group level looks like-and how to achieve it Building the Emotioncil Intelligence of Groups W by Vanessa Urch Druskat and Steven B. Wolff HEN MANAGERS EIRST STARTED HEARING ABOUT the concept of emotional intelligence in the 1990s, scales fell from their eyes. The basic message, that effectiveness in organizations is at least as much about EQ as IQ, resonated deeply; it was something that people knew in their guts but that had never before been so well articulated. Most important, the idea held the potential for positive change. Instead of being stuck with the hand they'd been dealt, people could take steps to enhance their emotional intelligence and make themselves more effective in their work and personal lives. Indeed, the concept of emotional intelligence had real impact. The only problem is that so far emotional intelligence has been viewed only as an individual competency, when the reality is that most work in organizations is done by teams. And if managers have one pressing need today, it's to find ways to make teams work better. MARCH 2001 81 Building the Emotional Intelligence of Groups It is with real excitement, therefore, that we share these findingsfromour research: individual emotional intelligence has a group analog, and it is just as critical to groups' effectiveness. Teams can develop greater emotional intelligence and, in so doing, boost their overall performance. Why Should Teams Build Their Emotional Intelligence? No one would dispute the importance of making teams work more effectively. But most research about how to do so has focused on identifying the task processes that distinguish the most successftil teams-that is, specifying the need for cooperation, participation, commitment to goals, and so forth. The assumption seems to be that, once identified, these processes can simply be imitated by other teams, with similar effect. It's not true. By analogy, think of it this way: a piano student can be taught to play Minuet in G, but he won't become a modem-day Bach without knowing music theory and being able to play with heart. Similarly, the real source of a great team's success lies in the fundamental conditions that allow effective task processes to emerge-and that cause members to engage in them wholeheartedly. Our research tells us that three conditions are essential to a group's effectiveness: trust among members, a sense of group identity, and a sense of group efficacy. When these conditions are absent, going through the motions of cooperating and participating is still possible. But the team will not be as effective as it could be, because members will choose to hold back rather than fully engage. To be most effective, the team needs to create emotionally intelligent norms -the attitudes and behaviors that eventually become habits-that support behaviors for building trust, group identity, and group efficacy. The outcome is complete engagement in tasks. {For more on how emotional intelligence infiuences these conditions, see the sidebar â€Å"A Model of Team Effectiveness. ) at more levels. To understand the differences, let's first look at the concept of individual emotional intelligence as defined by Daniel Goleman. In his definitive book Emotional Intelligence, Goleman explains the chief characteristics of someone with high El; he or she is aware of emotions and able to regulate them-and this awareness and regulation are directed both inward, to one's self, and outward, to others. â€Å"Personal competence,† in Goleman's words, comes from being aware of and regulating one's own emotions. Social competence†is awareness and regulation of others' emotions. A group, however, must attend to yet another level of awareness and regulation. It must be mindful of the emotions of its members, its own group emotions or moods, and the emotions of other groups and individuals outside its boundaries. In this article, we'll explore how emotional incompetence at any of these levels can cause dysfunction. We'll also show how establishing specific group norms that create awareness and regulation of emotion at these three levels can lead to better outcomes. First, we'll focus on the individual level-how emotionally intelligent groups work with their individual members' emotions. Next, we'll focus on the group level. Andfinally,we'll look at the cross-boimdary level. Working with Individuals' Emotions /(†¢// Kasper, head ofher company's customer service department, is naturally tapped tojoin a new cross-functional team focused on enhancing the customer experience: she has extensive experience in and a real passion for customer service. But her teammatesfind she brings little more than a bad attitude to the table. At an early brainstorming session, Jill sits silent, arms crossed, rolling her eyes. Whenever the team starts to get energized about an idea, she launches into a detailed account of how a similar idea went nowhere in the past. The group is confused: this is the customer service star they've been hearing about? Little do they realize shefeels insulted by the very formation of the team. To her, it implies she hasn't done her job well enough. Three Levels of Emotional Interaction Make no mistake: a team with emotionally intelligent members does not necessarily make for an emotionally intelligent group. A team, like any social group, takes on its own character. So creating an upward, self-reinforcing spiral of trust, group identity, and group efficacy requires more than a few members who exhibit emotionally intelligent behavior. It requires a team atmosphere in which the norms build emotional capacity (the ability to respond constructively in emotionally uncomfortable situations) and influence emotions in constructive ways. Team emotional intelligence is more complicated than individual emotional intelligence because teams interact 82 When a member is not on the same emotional wavelength as the rest, a team needs to be emotionally intelligent vis-ci-vis that individual. In part, that simply means being aware of the problem. Having a norm that encourages interpersonal understanding might facilitate an awareness that Jill is acting out of defensiveness. And picking up on this defensiveness is necessary if the team Vanessa Urch Druskat is an assistant professor of organizational behavior at the Weatherhead School of Management at Case Western Reserve University in Cleveland. Steven B. Wolff is an assistant professor of management at the School of Management at Marist College in Poughkeepsie, New York. HARVARD BUSINESS REVIEW Building the Emotional Intelligence of Croups A Model of Team Effectiveness better decisions, more creative solutions, higher productivity study after study has shown that teams are more creative and productive when they can achieve high levels of participation, cooperation, and collaboration among members. But interactive behaviors (ike these aren't easy to legislate. Our work shows that tbree basic conditions need to be present before such behaviors can occur: mutual trust among members, a sense of group identity (a feeling among members that they belong to a unique and worthwhile group), and a sense of group efficacy (the beliefthat the team can perform well and that group members are more effective working together than apart). At the heart of these three conditions are emotions. Trust, a sense of identity, and a feeling of efficacy arise in environments where emotion is well handled, so groups stand to benefit by building their emotional intelligence. Group emotional intelligence isn't a question of dealing with a necessary evil-catching emotions as they bubble up and promptly suppressing them. Far from it. It's about bringing emotions deliberately to the surface and understanding how they affect the team's work. It's also about behaving in ways that build relationships both inside and outside the team and that strengthen tbe team's ability to face challenges. Emotional intelligence means exploring, embracing, and ultimately relying on emotion in work that is, at the end ofthe day, deeply human. articipation, cooperation, collaboration trust, identity, efficacy group emotional intelligence wants to make her imderstand its desire to amplify her good work, not negate it. Some teams seem to be able to do this naturally. At Hewlett-Packard, for instance, we learned of a team that was attempting to cross-train its members. The idea was that if each member could pinch-hit on everyone else's job, the team could deploy efforts to whatever task required the most attention. But one member seemed very uncomfortable with learning new skills and tasks; accustomed to being a top producer in his own job, he hated not knowing how to do a job perfectly. Luckily, his teammates recognized his discomfort, and rather than being annoyed, they redoubled their efforts to support him. This team benefited from a group norm it had established over time emphasizing interpersonal understanding. The norm had grown out of the group's realization that working to accurately hear and understand one another's feelings and concerns improved member morale and a willingness to cooperate. Many teams build high emotional intelligence by taking pains to consider matters from an individual member's perspective. Think of a situation where a team of four must reach a decision; three favor one direction and the fourth favors another. In the interest of expedience, many teams in this situation would move directly to a maMARCH 2001 jority vote. But a more emotionally intelligent group would pausefirstto hear out the objection. It would also ask if everyone were completely behind the decision, even if there appeared to be consensus. Such groups would ask, â€Å"Are there any perspectives we haven't heard yet or thought through completely? † Perspective taking is a team behavior that teamwork experts discuss often – but not in terms of its emotional consequence. Many teams are trained to use perspectivetaking techniques to make decisions or solve problems (a common tool is affinity diagramming). But these techniques may or may not improve a group's emotional intelligence. The problem is that many of these techniques consciously attempt to remove emotion from the process by collecting and combining perspectives in a mechanical way. A more effective approach to perspective taking is to ensure that team members see one another making the effort to grapple with perspectives; that way, the team has a better chance of creating the kind of trust that leads to greater participation among members. An executive team at the Hay Group, a consulting firm, engages in the kind of deep perspective taking we're describing. The team has done role-playing exercises in which members adopt others'opinions and styles of interaction. It has also used a â€Å"storyboarding† technique, in 83 Building ttie Emotional Intelligence of Croups which each member creates a small poster representing his or her ideas. As team members will attest, these methods and others have helped the group build trust and increase participation. Regulating Individuals'Emotions Interpersonal understanding and perspective taking are two ways that groups can become more aware of their members' perspectives and feelings. But just as important as awareness is the ability to regulate those emotions-to have a positive impact on how they are expressed and even on how individual team members feel. We're not talking about imposing groupthink or some other form of manipulation here-clearly, the goal must be to balance the team's cohesion with members' individuality. We're simply acknowledging that people take their emotional cues from those around them. Something that seems upsetting initially can seem not so bad – o r ten times worse depending on whether one's colleagues are inclined to smooth feathers or fan flames. The most constructive way of regulating team members'emotions is hy establishing norms in the group for both confrontation and caring. in a meeting where one team member arrived angry because the time and place of the meeting was very inconvenient for him. When another member announced the sacrifice the man had made to be there, and thanked him, the man's attitude turned around 180 degrees. In general, a caring orientation includes displaying positive regard, appreciation, and respect for group members through behaviors such as support, validation, and compassion. Interpersonal understanding, perspective taking, confrontation, caring-these norms build trust and a sense of group identity among members. And all of them can be established in teams where they don't arise naturally. You may ask, But is it really worth all the effort? Does it make sense to spend managerial time fostering new norms to accommodate a few prickly personalities? Of course it does. Teams are at the very foundation of an organization, and they won't work effectively without mutual trust and a common commitment to goals. Working with Group Emotions Chris couldn't believe it, but he was requesting a reassignment The team he was on was doing good work, staying on budget, and hitting all its deadlines – though not always eleIt may seem illogical to suggest that an emotionally gantly. Its leader, Stan Evans, just got a promotion. So why intelligent group must engage in confrontation, but it's was being on the team such a downer? At the last major stanot. Inevitably, a team member will indulge in behavior tus meeting, they should have been serving champagne -so that crosses the line, and the team must feel comfortable much had been achieved. Instead, everyone was thoroughly calling the foul. In one manufacturing team we studied, dispirited over a setback they hadn't foreseen, which turned a member told us about the day she selfishly decided to out later to be no big deal. It seemed no matter what hapextend her break. Before long, one of her teammates pened, the group griped. The team even saw Stan's promostormed into the break room, saying, â€Å"What are you dotion in a negative light: â€Å"Oh, so I guess management wants ing in here? Get back out on the floor-your team needs to keep a closer eye on us† and â€Å"I hear Stan's new boss you! The woman had overstepped tbe bounds, and doesn't back this project. † Chris she got called on it. There were had a friend on another team no hard feelings, because the woman knew the group valued Inevitably, a team member will who was happy to put in a good word for him. The work was inher contributions. indulge in behavior that crosses herently less interesting â₠¬â€œ but hey, Some teams also find that a at least they were having fun. little bumor helps when pointing out errant behavior. Teasing Some teams suffer because someone who is habitually late they aren't aware of emotions comfortable calling the foul. or meetings, for instance, can at the group level. Chris's team, make that person aware of how for instance, isn't aware of all it has achieved, and it doesn't acknowledge that it has fallen important timeliness is to the group. Done right, coninto a malaise. !n our study of effective teams, we've frontation can be seen in a positive light; it's a way for found tbat having norms for group self-awareness-of the group to say, â€Å"We want you in-we need your conemotional states, strengths and weaknesses, modes of intribution. And it's especially important when a team teraction, and task processes-is a critical part of group must work together on a long-term assignment. Without emotional intelligence tbat facilitates group efficacy. con frontation, disruptive behavior can fester and erode Teams gain it both through self-evaluation and by solicita sense of trust in a team. ing feedback from others. Establishing norms that reinforce caring behavior is often not very difficult and usually a matter of concenSelf-evaluation can take tbe form of a formal event trating on little things. When an individual is upset, for or a constant activity. At Sberwin Williams, a group of example, it may make all the difference to have group managers was starting a new initiative that would require members acknowledge that person's feelings. We saw this higher levels of teamwork. Group members hired a con- the line, and the team mustfeel 84 HARVARD BUSINESS REVIEW Building the Emotional Intelligence of Croups sultant, but before the consultant arrived, they met to assess their strengths and weaknesses as a team. They found that merely articulating the issues was an important step toward building their capabilities. A far less formal method of raising group emotional awareness is through the kind of activity we saw at the Veterans Health Administration's Center for Leadership and Development. Managers there have developed a norm in which they are encouraged to speak up when they feel the group is not being productive. For example, if there's a post-lunch lull and people on the team are low on energy, someone might say, â€Å"Don't we look like a bunch of sad sacks? With attention called to it, the group makes an effort to refocus. Emotionally competent teams don't wear blinders; they have the emotional capacity to face potentially difficult information and actively seek opinions on their task processes, progress, and performance from the outside. For some teams, feedback may come directly from customers. Others look to colleagues within the company, to suppliers, or to professional peers. A group of designers we studied routinely posts its work in progress on walls throughout the building, with invitations to comment and critique. Similarly, many advertising agencies see annual industry competitions as a valuable source of feedback on their creative teams' work. Croups are most creative when their members collaborate unreservedly. People stop holding back when there is mutual trust, rooted in emotionally intelligent interactions. Regulating Group Emotions Many teams make conscious efforts to build team spirit. Team-building outings, whether purely social or Outward Bound-style physical challenges, are popular methods for building this sense of collective enthusiasm. What's going on here is that teams and their leaders recognize they can improve a team's overall attitude-that is, they are regulating group-level emotion. And while the focus of a team-building exercise is often not directly related to a group's actual work, the benefits are highly relevant: teams come away with higher emotional capacity and thus a greater ability to respond to emotional challenges. The most effective teams we have studied go far beyond the occasional â€Å"ropes and rocks† off-site. They have established norms that strengthen their ability to respond MARCH 2001 ffectively to the kind of emotional challenges a group confronts on a daily basis. The norms they favor accomplish three main things: they create resources for working with emotions, foster an affirmative environment, and encourage proactive problem solving. Teams need resources that all members can draw on to deal with group emotions. One important resource is a common vocabulary. To use an example, a group member at the Veterans Health Administration picked up on another member's bad mood and told him that he was just â€Å"cranky† today. The â€Å"cranky† term stuck and became the group's gentle way of letting someone know that their negativity was having a bad effect on the group. Other resources may include helpful ways to vent frustrations. One executive team leader we interviewed described his team's practice of making time for a â€Å"wailing wall† – a few minutes of whining and moaning about some setback. Releasing and acknowledging those negative emotions, 85 Building the Emotional Intelligence of Croups the leader says, allows the group to refocus its attention on the parts of the situation it can control and channel its energy in a positive direction. But sometimes, venting takes more than words. We've seen more than one intense workplace outfitted with toys – like soft projectile shooters-that have been used in games of cube warfare. Perhaps the most obvious way to build emotional capacity through regulating team-level emotion is simply to create an affirmative environment. Everyone values a team that, when faced with a challenge, responds with a can-do attitude. Again, it's a question of having the right group norms-in this case, favoring optimism, and positive images and interpretations over negative ones. This doesn't always come naturally to a team, as one executive we interviewed at the Hay Group knows. When external conditions create a cycle of negativity among group members, he takes it upon himself to change the atmosphere of the group. He consciously resists the temptation to join the complaining and blaming and instead tries to reverse the cycle with a positive, constructive note. One of the most powerful norms we have seen for building a group's ability to respond to emotionally challenging situations is an emphasis on proactive problem solving. We saw a lot of this going on in a manufacturing team we observed at AMP Corporation. Much of what this team needed to hit its targets was out of its strict control. But rather than sit back and point fingers, the team worked hard to get what it needed from others, and in some cases, took matters into its own hands. In one instance, an alignment problem in a key machine was creating faulty products. The team studied the problem and approached the engineering group with its own suggested design for a part tbat might correct the problem. The device worked, and the number of defective products decreased significantly. Building Norms for Three Levels of Group Emotional Intelligence Group emotional intelligence is about the small acts that make a big difference. It is not about a team member working all night to meet a deadline; it is about saying thank you for doir)g so. It is not about in-depth discussion of ideas; it is about asking a quiet member for his thoughts. It is not about harmony, lack of tension, and all members liking each other; it is about acknowledging when harmony is false, tension is unexpressed, and treating others witb respect. The following sidebar outlines some of the small things tbat groups can do to establisb tbe norms that build group emotional intelligence. take them down a notch. And what was with that name, anyway? Some kind ofinsidejoke, Jim guessed. Too bad nobody else got it The last kind of emotional intelligence any high-performing team should have relates to cross-boundary relationships, just as individuals should be mindful of their own emotions and others', groups should look both inward and outward emotionally. In the case of the Bugs, This kind of problem solving is valuable for many reathe team is acting like a clique – creating close emotional sons. It obviously serves the company by removing one ties within but ignoring the feelings, needs, and conmore obstacle to profitability. But, to the point of our cerns of important individuals and teams in the broader work, it also shows a team in control of its own emotions. organization. It refused to feel powerless and was eager to take charge. Some teams have developed norms that are particularly helpful in making them aware of the broader organizational context. One practice is to have various team members act as liaisons to important constituencies. Many Jim sighed. The â€Å"Bugs† team was at it agair. Didn't they see teams are already made up of members drawn from different parts of an organization, so a cross-boundary perthat while they were high-fiving one another over their impressive productivity, the rest of the organization was paying spective comes naturally. Others need to work a little harder. One team we studied reahzed it would be imfor it? This time, in their self-managed wisdom, they'd deportant to understand the perspective of its labor union. ided to make a three months'supply of one component. No Consequently, a team member from HR went to some changeover meant no machine downtime and a record low lengths to discover the right channels for having a union cost per unit But now the group downstream was swamped with inventory it didn't need and worried about shortages of member appointed to the group. A cross-boundary perspective is especially important in situations where a something else. Jim braced himself for his visit to the floor. eam's work will have significant impact on others in The Bugs didn't take criticism well; they seemed to think they were flawless and that everyone else was just trying to the organization – for example, where a team is asked to Working with Emotions Outside the Group 86 HARVARD BUSINESS REVIEW Building the Emotional Intelligence of Groups Individual Interpersonal Understanding 1. Take time away from group tasks to get to know one another. 2. Have a â€Å"check in† at the beginning of the meeting – that is, ask how everyone is doing. 3. Assume that undesirable behavior takes place for a reason. Find out what that reason is. Ask questions and listen. Avoid negative attributions. 4. Tell your teammates what you're thinking and how you're feeling. Perspective Taking 1. Ask whether everyone agrees with a decision. 2. Ask quiet members what they think. 3. Question decisions that come too quickly. 4. Appoint a devil's advocate. Group Team Self-Evaluation 1. Schedule time to examine team effectiveness. 2. Create measurable task and process objectives and then measure them. 3. Acknowledge and discuss group moods. 4. Communicateyour sense of what is transpiring in the team. 5. Allow members to call a â€Å"process check. (For instance, a team member might say, â€Å"Process check: is this the most effective use of our time right now? â€Å") Seeking Feedback 1. Askyour†customers†howyou are doing. 2. Post your work and invite comments. 3. Benchmark your processes. Cross-Boundary Organizational Understanding 1. Find out the concerns and needs of others in the organizati on. 2. Consider who can influence the team's ability to accomplish its goals. 3. Discuss the culture and politics inthe organization. 4. Ask whether proposed team actions are congruent with the organization's culture and politics. Norms That Create Awareness of Emotions Norms That Help Regulate Emotions† Confrortting 1. Set ground rules and use them to point out errant behavior. 2. Call members on errant behavior. 3. Create playful devices for pointing out such behavior. These often emerge from the group spontaneously. Reinforce them. Caring 1. Support members: volunteer to help them if they need it, be flexible, and provide emotional support. 2. Validate members' contributions. Let members know they are valued. 3. Protect members from attack. 4. Respect individuality and differences in perspectives. Listen. 3. Never be derogatory or demeaning. Creating Resources for Working with Emotion 1. Make time to discuss difficult issues, and address the emotions that surround them. 2. Find creative, shorthand ways to acknowledge and express the emotion in the group. 3. Create fun ways to acknowledge and relieve stress and tension. 4. Express acceptance of members' emotions. Creating an Affirmative Environment 1. Reinforce that the team can meet a challenge. Be optimistic. For example, say things like, â€Å"We can get through this† or†Nothing will stop us† 2. Focus on what you can control. 3. Remind members of the group's important and positive mission. 4. Remind the group how it solved a similar problem before. 5. Focus on problem solving, not blaming. Solving Problems Proactively 1. Anticipate problems and address them before they happen. 2. Take the initiative to understand and get what you need to be effective. 3. Do ityourself if others aren't responding. Rely on yourself, not others. Building External Relationships 1. Create opportunities for networking and interaction. 2. Ask about the needs of other teams. 3. Provide support for other teams. 4. Invite others to team meetings if they might have a stake in what you are doing. MARCH 2001 87 Building the Emotional Intelligence of Groups design an intranet to serve everyone's needs. We've seen gaining the confidence of outsiders, adopting an ambasmany situations in which a team is so enamored of its so- sadorial role instead of an isolationist one. lution that it is caught completely by surprise when othA manufacturing team we saw at KoSa displayed very ers in the company don't share its enthusiasm. high social skills in working with its maintenance team. It recognized that, when problems occurred in the plant, Some of the most emotionally intelligent teams we the maintenance team often had many activities on its have seen are so attuned to their broader organizational plate. All things being equal, what would make the maincontext that it affects how they frame and communicate tenance team consider this particular manufacturing their own needs and accomplishments. A team at the group a high priority? Knowing a good relationship chemical-processing company KoSa, for example, felt it would be a factor, the manufacturing team worked hard needed a new piece of manufacturing equipment, but seto build good ties with the maintenance people. At one nior management wasn't so sure the purchase was a pripoint, for instance, the manufacturing team showed its ority. Aware that the decision makers were still on the appreciation by nominating the maintenance team for fence, the team decided to emphasize the employee safety â€Å"Team of the Quarter† recognition-and then doing all benefits of the new machine-just one aspect of its desirthe letter writing and behind-the-scenes praising that ability to them, but an issue of paramount importance to management. At a plant safety meeting attended by high- would ultimately help the maintenance team win. In turn, the manufacturing team's good relationship with level managers, they made the case that the equipment maintenance helped it become one of the highest prothey were seeking would greatly reduce the risk of injury ducers in the plant. to workers. A few weeks later they got it. Sometimes, a team must be particularly aware of the needs and feelings of another group witbiin the organizaA Model for Group Emotional tion. We worked with an information technology comIntelligence pany where the hardware engineers worked separately from the software engineers to achieve the same goalWe've been discussing the need for teams to learn to faster processing and fewer crashes. Each could achieve channel emotion effectively at the three levels of human only so much independently. When finally a hardware interaction important to them: team to individual memteam leader went out of bis way to build relationships ber, team to itself, and team to outside entities. Together, with the software people, the two teams began to coopthe norms we've been exploring help groups work with erate – and together, they achieved 20% to 40% higher per- emotions productively and intelligently. Often, groups formance than had been targeted. with emotionally intelligent members have norms like these in place, but it's unlikely any group would unconThis kind of positive outcome can be facilitated by sciously come up with all the norms we have outhned. norms that encourage a group to recognize the feelIn other words, this is a model for group emotional intelings and needs of other groups. We saw effective norms ligence that any work team for interteam awareness at a could benefit from by applying division of AMP, where each it deliberately. Nee seen many situations manufacturing team is responsible for a step in the manufacWhat would the ultimate in which a team is so enamored emotionally intelligent team turing process and they need one another to complete the look like? Closest to the ideal of its solution that it is caught product on time. Team leaders are some of the teams we've there meet in the morning to completely by surprise when seen at IDEO, the celebrated understand the needs, resources, industrial design firm. IDEO's and schedules of each team. If others in the company don't creative teams are responsible one team is ahead and another for the look and feel of products share its enthusiasm. is behind, they reallocate relike Apple's first mouse, the sources. Members of the faster Crest toothpaste tube, and the team help the team that's behind and do so in a friendly Palm V personal digital assistant. Thefirmroutinely wins way that empathizes with their situation and builds the competitions for the form and function of its designs and relationship. even has a business that teaches creative problem-solving techniques to other companies. Most of the examples we've been citing show teams that are not only aware of but also able to influence outThe nature of IDEO's work calls for high group emosiders' needs and perspectives. This ability to regulate tional intelligence. Under pressure of client deadlines and emotion at the cross-boundary level is a group's version of budget estimates, the company must deliver innovative, the â€Å"social skills† so critical to individual emotional intel- aesthetic solutions that balance human needs with engiligence. It involves developing external relationships and neering realities. It's a deep philosophical belief at IDEO 88 HARVARD BUSINESS REVIEW Building ttie Emotional Intelligence of Croups that great design is best accomplished through the crerelationships with those individuals and groups. On disative friction of diverse teams and not the solitary pursuit play at IDEO is a curious model: a toy truck with plastic of brilliant individuals, so it's imperative that the teams at pieces on springs that pop out of the bed of the truck IDEO click. In our study of those teams, we found group when a button is pressed. It turns out the model comnorms supporting emotional intelligence at all three levmemorates an incident that taught a variety of lessons. ls ofour model. The story centers on a design team that had been working for three weeks on a very complex plastic enclosure First, the teams at IDEO are very aware of individual for a product. Unfortunately, on team members' emotions, and the Thursday before a Monday they are adept at regulating A team can have everything client deadline, when an engithem. F or example, an IDEO deneer was taking it to be painted, signer became very frustrated going for it-the brightest and it slipped from his pickup bed because someone from marketand exploded on ing was insisting a logo be apmost qualified people, access to 70 mph. The team the road at was willing plied to the designer's product, to work through the weekend to which he felt would ruin it visuresources, a clear mission – but rebuild the part but couldn't finally. At a meeting about the prodish it without the help of the still fail because it lacks group uct, the team's project leader outside fabricator it had used picked up on the fact that someemotional intelligence. on the original. Because they thing was wrong. The designer had taken the time to build a was sitting off by himself, and things â€Å"didn't look right. The project leader looked into the situation and then initiated a negotiation that led to a mutual solution. IDEO team members also confront one another when they break norms. This is common during brainstorming sessions, where the rule is that people must defer judgment and avoid shooting down ideas. If someone breaks that norm, the team comes down on him in a playful yet forceful way {imagine being pelted by foam toys). Or if someone is out of line, the norm is to stand up and call her on it immediately. If a client is in the room, the confrontation is subtler- perhaps a kick under the chair. Teams at IDEO also demonstrate strengths in groupfocused emotional intelligence. To ensure they have a high level of self-awareness, teams constantly seek feedback from both inside and outside the organization. Most important, they work very closely with customers. If a design is not meeting customer expectations, the team finds out quickly and takes steps to modify it. Regulating group emotion at IDEO often means providing outlets for stress. This is a company that believes in playing and having fun. Several hundred finger blasters (a toy that shoots soft projectiles) have been placed around the building for employees to pick up and start shooting when they're frustrated. Indeed, the design firm's culture welcomes the expression of emotions, so it's not uncommon for someone – whether happy or angryto stand up and yell. IDEO has even created fun office projects that people can work on ifthey need a break. For example, they might have a project to design the company holiday card or to design the â€Å"tourist stop† displays seen by visitors. Finally, IDEO teams also have norms to ensure they are aware of the needs and concerns of people outside their boundaries and that they use that awareness to develop tWARCH 2 0 0 1 good relationship with the fabricator, its people were willing to go above and beyond the call of duty. The lighthearted display was a way for teammates to show the engineer that all was forgiven-and a reminder to the rest of the organization of how a team in crisis can get by with a little help from its friends. Where Do Norms Come From? Not every company is as dependent on teams and their emotional intelligence as IDEO. But now more than ever, we see companies depending on teams for decisions and tasks that, in another time, would have been the work of individuals. And unfortunately, we also see them discovering that a team can have everything going for it-the brightest and most qualified people, access to resources, a clear mission-but still fail because it lacks group emotional intelligence. Norms that build trust, group identity, and group efficacy are the key to making teams click. They allow an otherwise highly skilled and resourced team to fulfill its potential, and they can help a team faced with substantial challenges achieve surprising victories. So how do norms as powerful as the ones we've described in this article come about? In our research, we saw them being introduced from any of five basic directions: by formal team leaders, by informal team leaders, by courageous followers, through training, or ft-om the larger organizational culture. (For more on how to establish the norms described in this article, see the sidebar†Building Norms for Three Levels of Group Emotional Intelligence. â€Å") At the Hay Group, for example, it was the deliberate action of a team leader that helped one group see the importance of emotions to the group's overall effectiveness. Because this particular group was composed of managers 89 Building ttie Emotional Intelligence of Groups from many different cultures, its leader knew he couldn't assume all the members possessed a high level of interpersonal understanding. To establish that norm, he introduced novelties like having a meeting without a tahle, using smaller groups, and conducting an inventory of team members'various learning styles. Interventions like these can probably be done only by a formal team leader. The ways informal leaders or other team members enhance emotional intelligence are typically more subtle, though often just as powerful. Anyone might advance the cause, for example, by speaking up if the group appears to be ignoring an important perspective or feeling-or simply by doing his or her part to create an affirmative environment. Training courses can also go a long way toward increasing emotional awareness and showing people how to regulate emotions. We know of many companies that now focus on emotional issues in leadership development courses, negotiation and communication workshops, and employee-assistance programs like those for stress management. These training programs can sensitize team members to the importance of establishing emotionally intelligent norms. Finally, perhaps more than anything, a team can be influenced by a broader organizational culture that recognizes and celebrates employee emotion. This is clearly the case at IDEO and, we believe, at many of the companies creating the greatest value in the new economy. Unfortu- nately, it's the most difficult piece ofthe puzzle to put in place at companies that don't already have it. For organizations with long histories of employees checking their emotions at the door, change will occur, if at all, one team at a time. Becoming Intelligent About Emotion The research presented in this article arosefromone simple imperative: in an era of teamwork, it's essential to figure out what makes teams work. Our research shows that, just like individuals, the most effective teams are emotionally intelligent ones-and that any team can attain emotional intelligence. In this article, we've attempted to lay out a model for positive change, containing the most important t3'pes of norms a group can create to enhance its emotional intelligence. Teams, like all groups, operate according to such norms. By working to establish norms for emotional awareness and regulation at all levels of interaction, teams can build the solid foundation of trust, group identity, and group efficacy they need for true cooperation and collaboration-and high performance overall. 9 Reprint R0103E To order reprints, see the last page of Executive Summaries. To further explore the topic of this article, go to www. hbr. org/explore. (A^^l^ j-iywi 1 â€Å"I'm in a rut They throw the ball, I bring it back. They throw it again, I bring it back again. What's the point of it ail? † 90 HARVARD BUSINESS REVIEW

A Critical Look at the Sambia essays

A Critical Look at the Sambia essays In order to become a man in Sambia culture, one must rid themselves of the pollutants associated with womanhood and take in the fluids that are necessary to becoming a man (Herdt). This rite of passage is based on the idea that women are pollution to men and when a boy becomes a man he must rid himself of the womanhood that has polluted his life so thoroughly (Herdt). Elders take him violently from his mother at age seven or eight and force bloodletting from the nose with sugar cane rid him of the female pollution because blood symbolizes womanhood (Herdt). Bloodletting is viewed as essential to "male growth" (Herdt 368) in Sambia culture. He bleeds out the female pollution he has received from his mother (Herdt). He then must ingest the fluids, which will make him a man. He does this by performing fellatio on the elders of the tribe and swallowing their semen (Herdt). By doing this, the boy gains semen himself and over time and repeated fellatios becomes a man (Herdt). He is also taught to be a warrior and to be disgusted by women, distrustful of them and remain as distant as possible from them (Herdt). This very anti-female ritual exemplifies how women are treated in the Sambia culture. They are considered inferior and subordinate to men, victims of domestic violence, seen as pollution to avoid, be cleansed of on a regular basis, and be disgusted by continually (Herdt). Through the ideas of Sherry Ortner, Mary Douglas, and Victor Turner this rite of passage and the beliefs it is based on concerning the inferiority and fear of women can be critically analyzed and explained. Sherry Ortner argues that it is the association of females with nature and males with a culture that explains the inferior treatment of women and the male's need to cleanse himself of women upon the passage to manhood and the separation from female society. Through Mary Douglas's "Abominations of Leviticus," the case can be made for the symbolic association's me...

GRAHAM Surname Meaning and Origin

GRAHAM Surname Meaning and Origin The Graham surname is believed to be derived from an English place name which meant either gravelly homestead from the Old English grand, meaning gravel, or grey home from the Old English grasgham.  Most  of the original bearers of this surname came from Grantham in Lincolnshire, England. Graham is the 20th most common Scottish surname, and  first came into use in Scotland in the 12th century. Surname Origin: English, Scottish Alternate Surname Spellings: GRAEME, GRAHAME, GRAYHAM Where in the World is the GRAHAM Surname Found? According to WorldNames PublicProfiler, the Graham surname is most common in Northern Ireland and Scotland. There are also many individuals named Graham living in Australia, New Zealand, and Canada. Forebears puts the Graham surname as the 12th most popular surname on Norfolk Island. Other countries with high density of individuals named Graham include Northern Ireland, Scotland, Jamaica, Canada, Australia and New Zealand. Within Scotland, Graham is most common in  Dumfriesshire, followed by Peebleshire and Kinross-shire. Most of the Irish with the Graham surname live in Antrim, Northern Ireland. Famous People with the Last Name GRAHAM Alexander Graham Bell - inventor of the telephoneElizabeth Jennings Graham -  challenged segregation on public transportation in 1854, 100 years before Rosa ParksBill Graham -  legendary rock concert promoter  Billy Graham - television and radio evangelistSylvester Graham -  19th-century Presbyterian minister and inventor of the graham crackerMartha Graham - mother of modern danceKatherine Graham -  America’s first female Fortune 500 CEOBette Nesmith Graham - inventor of liquid paper/white out Genealogy Resources for the Surname GRAHAM Clan Graham Society: Theories on the Origins of the GrahamsNellie Graham Lowry, society genealogist for Club Graham Society, examines a variety of theories on the origins of the Graham surname. Graham Family DNA ProjectJoin over 370 researchers with the Graham surname or its variants interested in working together to combine Y-DNA testing with traditional genealogy research to sort out Graham ancestors around the world. Graham Family Genealogy ForumSearch this popular genealogy forum for the Graham surname to find others who might be researching your ancestors, or post your own Graham query. FamilySearch - GRAHAM GenealogyExplore over 4 million historical records and lineage-linked family trees posted for the Graham surname and its variations on the free FamilySearch website, hosted by the Church of Jesus Christ of Latter-day Saints. GRAHAM Surname Family Mailing ListsRootsWeb hosts a free mailing list for researchers of the Graham surname around the world. DistantCousin.com - GRAHAM Genealogy Family HistoryExplore free databases and genealogy links for the last name Graham. The Graham Genealogy and Family Tree PageBrowse genealogy records and links to genealogical and historical records for individuals with the Graham last name from the website of Genealogy Today. Looking for the meaning of a given name? Check out First Name Meanings Cant find your last name listed? Suggest a surname to be added to the Glossary of Surname Meanings Origins. - References: Surname Meanings Origins Cottle, Basil. Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Menk, Lars. A Dictionary of German Jewish Surnames. Avotaynu, 2005. Beider, Alexander. A Dictionary of Jewish Surnames from Galicia. Avotaynu, 2004. Hanks, Patrick and Flavia Hodges. A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick. Dictionary of American Family Names. Oxford University Press, 2003. Smith, Elsdon C. American Surnames. Genealogical Publishing Company, 1997. Back to Glossary of Surname Meanings Origins

FAMILY BUSINESS CASE STUDY Assignment Example | Topics and Well Written Essays - 4250 words

FAMILY BUSINESS CASE STUDY - Assignment Example The bottom line of the company is affected due to this limited view whereby the competitive abilities and the quality of human capital suffers (Kothari and Tobwala). Essentially the issue with women as leaders in a male dominated society has a lot to do with the stereotypical roles that they are supposed to confine themselves in. This can lead to females having credibility issues and not being able to effectively lead the company. This can negatively impact the company and even cause failure. It effects multiple levels in the company which includes employees and even clients who do not think a woman can run a stable company. This could affect revenue and make it difficult for the company to survive in such an industry. The current scenario between the two sisters in the company can be a cause of sibling rivalry that can outgrow generations. The conflict is mainly between the two sisters. The eldest one belongs to a creative profession and has little know how about the actual business itself whereas the youngest sibling has been working in the business so far and does have the much needed experience. However, the eldest wishes to take charge of the company after her father from the virtue of her being the eldest. If the eldest is given the major chunk of responsibility, this can cause a great source of resentment for the younger sister since she will feel cheated out of her rightful place. Despite her obvious greater experience, if she is not given the position, she will feel that she has been treated unjustly and she might direct her anger towards the older sibling or refuse to work in the company at all. And the impact doesn’t end there, since the eldest daughter does not know much about t he business, her management and business skills are in questions. She will take a lot of time to adjust to the business and a longer time to run it in an effective manner. Most companies cannot handle this impact or adjustment period and the company might run

Strategic Marketing Case Study Example | Topics and Well Written Essays - 3000 words

Strategic Marketing - Case Study Example A brand is also considered to be a trademark or a product line. It is a distinctive name, which addresses, or identifies, a product, service, or a manufacturer. People purchase a certain brand in order to acquire a distinctive category and to show ownership of the brand that they favour. Companies must develop a marketing strategy. This process consists of coming up with a foundation (a basis) in which to work from. By creating a marketing strategy, companies can create an identity. This identity will be the trademark that used repeatedly in all communications in order for the company logo and message to be known by others. A company's brand, or otherwise known as a trademark or logo/motto, helps to differentiate the company from others and to provide uniqueness. It is suggest that there are four marketing constituents that must be considered and understood when creating a marketing strategy. The marketing components offer the foundation and basis for the brand strategy. The four components are as follow (Developing Your Brand Strategy, To begin developing a marketing strategy, a company must first define its brand. Defining a brand creates a framework or foundation for every other factor to build on. Adidas' marketing strategy was to focus on the rapidly growing sector of sports and retail. The company does not market sports but markets through sports. Although the two are quite similar and connected by the use of sponsors, marketing through sports involves employing communications in the communication process. An example is to market through an even such as the World Cup. This works tremendously as organisers of the event usually allow only one sports company to represent them (i.e., the official sponsor of the World Cup). Other companies are doing the same thing by incorporating Adidas into their marketing strategy. Even companies that typically do not have anything to do with sports are incorporating Adidas in delivering their brand. An example of this is when Mastercard, which has nothing to do with sports and athletics, uses Adidas in their commercials and other avenues of marketing because it recognises the powerful effects that television and football has on the public. (Hare, 1999.) Adidas also delivers the message that a sport product can also be an everyday consumer product. Sportswear is as fashionable as it is function-able. Branding is extremely important for Adidas as they market to the retail sectors. Polo shirts, track suits (or warm-up suits), and trainers are amongst the products that are popular with households. Knowing the target market is very crucial in determining the brand and all the steps that are required in doing so. A company's target market comprises of the people, which the company wishes to gain the attention and business of. Adidas defines their target market by characteristics such as psychographic, demographic, and geographic. With each target market, the marketing strategies change a