Leader Philosophy

Leader Philosophy Introduction Ray (2006) observes that each organization in the current operational environment requires leaders who are holistic. This is because organizations not only operate with constrained resources, but also within an increasingly competitive and challenging environment. A substantial number of managerial theorists and experts argue that organizational leadership is crucial for success in organizations.Advertising We will write a custom essay sample on Leader Philosophy specifically for you for only $16.05 $11/page Learn More Effective organizational leadership is often drawn from the personalities and behaviours of organizational leaders. This means that organizational leaders are the determinants of the orientation of leadership in any given organization. Therefore, the value of leadership in an organization and the successful attainment of organizational goals through organizational activities are often facilitated by organizational leaders. In orde r to effectively facilitate organizational functions, organizational leaders ought to possess or rather adhere to a number of leadership principles. A combination of key leadership principles is a vital source of leadership philosophy. Leadership principles are a combination of character traits, resounding personalities and even behaviours that help organizational leaders to propel their organizations toward greater heights. There are numerous examples of leaders in the corporate world, who have utilized leadership principles and helped organizations to gain stronger corporate positions (Ray 2006). In this paper, it is argued that leadership principles are the main pillars upon which effective organizational leadership is built. This paper explores five key principles of leadership that can be utilized by an organization to build a leadership philosophy. The paper justifies the leadership principles by borrowing from behavioural theories, as well as founded examples of corporate lea ders who have utilized the principles to build legacies in corporate leadership. Linking leadership to leadership principles Before exploring leadership principles, it is vital to understand leadership from the perspective of an organization. Leadership is a combination of methods of management, which guides a given organization by offering it a given direction. This implies that leadership is not an event, but an activity. It entails the continuous combination of methods of overseeing the operations of an organization. In this case, methods refer to the series of practices that can be equated to the principles of leadership. Therefore, organizational leaders must be proactive in overseeing the processes and functions of the organization through the application of diverse principles of leadership. According to the behavioural theories of leadership, organizational leadership entails the management of people with diverse personalities.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Therefore, the application of a single principle can hardly result in the successful implementation of organizational objectives. Leadership, especially when it applies to an organization, entails the management of people, processes and assets. Therefore, leaders ought to possess a combination of different principles of leadership, which helps them to capture the critical attributes of leadership in the organization. Of greater significance is the ability of the leader to combine the diverse principles of leadership. Organizational leaders must be vigilant enough and know the most appropriate time to focus on a given principle of leadership. This is because organizations undergo various cycles, thus a given cycle in the performance of an organization may require a deeper application of a certain principle of leadership (Ray 2006). The principles of leadership are often attained th rough the leadership behaviours or traits of a leader. Leadership traits are vital for the development of leadership principles and effective leadership. This is the reason why some organizations prosper, while others do not perform remarkably. When they are effectively developed, leadership principles act as a basis on which organizational leaders implement the functions of the organization. In other words, leadership principles encourage best practice in the utilization of organizational resources to discharge organizational functions. When this is done, the leadership of an organization comes out as the main benchmark tool for organizational performance. This is how the leadership philosophy is derived from organizational leadership. The ability of a leader to set and enforce a given practice in the organization depends upon the principle of leadership that is set and used by the leader. Therefore, it can be said that the quality of leadership in an organization is a summation of the various principles of leadership that are embraced by the leadership of the organization. Therefore, leadership principles are the key determinants of the nature and quality of leadership in most organizations (Ray 2006). Leadership principles Leadership is a quality of management that is developed by organizational leaders. Organizational leaders develop their leadership competency by applying certain principles of leadership in their organizations. There is a wide range of leadership theories that have been theorized and discussed by a large number of leadership theorists.Advertising We will write a custom essay sample on Leader Philosophy specifically for you for only $16.05 $11/page Learn More Self-awareness According to Greg and Roni (2012), one of the most critical principles of leadership is self-awareness. Leaders must create conditions upon which organizational success is founded. One of the means through which such conditions are created is t he development of self-confidence by the leader. Self confidence is a behavioural trait of leadership that has been widely adopted by leaders in the seemingly challenging organizational environment. Self-awareness implies that a leader should be fully aware of his or her personality and use the personality to drive the organization to success. It can be likened to the ability of leaders to take risks while making investments. Confidence is one of the key features self-awareness. Confidence aids a leader to understand the essence of convincing organizational leaders to take risks of investing in certain courses. Organizational leaders are critical assets in as far as the formulation of critical organizational decisions is concerned (Greg Roni 2012). This is what can enable them instil belief in organizational members and other stakeholders of the organization that they are leading. It is argued that confidence plays a great role in the success of the leader. However, this only comes true when the leader himself understands the essence of confidence in their success, as well as the success of other members in the organization. Confidence helps a leader to look at challenges from a positive inclination. A leader ought to pay full attention to all the people, processes and situations in the organization in which he or she is leading. Confidence in the leader becomes stronger when the leader pays attention to all people, processes and situations within the organization (Greg Roni 2012). When the leader successfully handles several situations in the organization, the confidence of the leader grows (Tamkin et al. 2010). The quality of self-awareness grows from the organizational leader to the organizational teams throughout the organization. A substantial number of outstanding organizational leaders are often reported to spend most of their time with organizational teams. By virtue of spending time with organizational teams, talking to them, organizational leaders help instil courage and confidence in the organizational members. This inspires organizational members to increase their input when discharging their roles and duties in the organization. Richard Branson, who is one of the most renowned leaders in the corporate world, is reported to spend most of the time talking to and sharing experiences with organizational teams. Being a master of communication, Branson keeps informing the employees of the tasks they are supposed to discharge.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Branson has perfected this principle of leadership is such a way that his physical presence instils determination among the employees of the Virgin Group. This quality even goes beyond the employees of the company. Branson exudes the confidence of the organization among the media and the wider corporate world. Through the practice of the quality of the principle of self-awareness, Branson has come out as one of the most confident leaders. He has managed to attract the attention of the media and the customers, thereby enhancing corporate growth and expansion of the Virgin Group of Companies (Leadership Resource Group 2012). Visionary evangelism The second principle of organizational leadership is visionary evangelism. Organizational success lies in the ability of the organization to develop a vision and mould organizational activities towards the fulfilment of the organization’s vision. The vision of the organization is the foundation for success in the organization. According to James and Lahti (2011), organizational vision often depicts the idealized future state of that organization. The vision of an organization has a long impact on the long-term existence and performance of an organization than organizational strategies. Organizational strategies are founded on the vision of the organizations. This justifies the need for organizations to develop visions. More often than not, the vision of an organization is formulated by the leadership of that organization. To this effect, therefore, it is the responsibility of organizational leaders to communicate the vision of the organization both internally and externally. For any leader to be successful, he must be in a position to see beyond the normal or prevailing operations of the organization. This implies that the leader must be able to see the organization from the past, present and future. From this argument, it can be said that one of the most daunting tasks of organizational leadership is leading the organization into the future. This can only be attained when the leader of an organization crafts a sound vision for the organization. Therefore, visionary evangelism begins with the development of the vision (Lahti 2011). Zaccaro and Banks (2001) observed that a substantial number of organizations in the contemporary corporate world have been revising and readjusting their visions so as to capture the prevailing , as well as the probable future challenges. This point emphasizes on need for organizations to develop sound visions. The development of a sound vision could be a simple task. However, the main hurdle lies in the ability of the organization to communicate and implement organizational activities in line with the vision. This is what often separates the leadership of an organization from the other. The most pressing question that ought to be asked is how the leader of an organization can improve the image and the position of the organization through being the main advocate o f the organization’s vision. The first thing that should be done by the leader of an organization is to master the vision of an organization. An organizational leader frequently communicates with the public about the organization. The vision of an organization is a symbolic factor in the building of the culture of an organization. Through the embrace of the vision of an organization, the organizational leader helps an organization to gain a given identification in the market and the industry in which the organization operates (Zaccaro Banks 2001). Lussier and Achua (2010) opined that there are several known organizations that have portrayed the ability of leading through vision. One such example is notable in the leadership of Apple Incorporated under the leadership of Steve Jobs. During his tenure as the leader of the company, Jobs managed to instil the culture of innovation through crafting and enforcing the vision, which entailed creativity and innovation. Steve Jobs was at the centre of every activity in the organization, which was meant to propel the organization towards meeting its key objective of driving the market through innovation (Daft Lane 2008). Responsibility One of the most ignored, yet a critical principle of organizational leadership is responsibility. The principle of responsibility is closely related to accountability. The two qualities work in close relation. Responsibility in leadership begins with the search for ways through which the performance of an organization can be enhanced. It then trickles down to the acceptance of blame and correction, when the decisions or strategies hit the tough end. Therefore, responsibility is an elaborate quality of leadership. It entails the establishment of the workable strategies for the organization, as well as accountability for the outcomes of the strategies that are applied in the organization. The question of responsibility in leadership resonates from the fact that leaders are trusted wi th both the human and material sources of organizations. Therefore, they are supposed to account for the existence and application of these resources in organizational work and the subsequent outcomes (Epitropaki Martin 2005). This can be likened to the exercise of auditing in organizations, where organizational leaders often require explaining how they utilized organizational resources in meeting organizational objectives. However, sometimes the principle of responsibility in leadership is mistaken with the vice of covering up the negative aspects of organizational performance. This is a critical area of leadership basing on the argument that organizational leaders are supposed to be ambassadors of their organizations. Any person who is given the responsibility to spearhead a certain course becomes the main championing factor for that course (Hinrichs et al. 2012). The rationale behind the action of failing to expose aspects of negative performance within organizations is that the y may taint the image of the organization among the public. Therefore, any practices with such an intention could as well be termed as an act of irresponsibility in leadership. Responsibility calls for a complete observation and explanation of processes and actions taken by the organization. Risks and uncertainties are often accepted by organizations. As organizations keep operating, they can hardly avoid risks. Risks cause organizations to sway from their plans, thus they may fail to meet some of the goals. The essence of true responsibility in leadership is portrayed at the time when organizations are facing difficulties (Smith Sharma 2002). During this period, most leaders tend to dissociate themselves from the happenings. The sense of true leadership and the quality of responsibility is replicated at a point where organizational leaders are willing to stand the organization. Leaders are supposed to explain the causes of the wrong happenings and try to devise solutions to such s ituations (Hinrichs et al. 2012). According to Masi and Cooke (2000), empowerment is not only a responsibility of a leader, but also an important tool through which organizations attain desired relations between organizational leaders and their subordinates. The quality of a leader is often determined by the organizational employees. Employees or subordinates value leaders who engage them in leadership. The embrace of the culture of empowerment by organizational leaders helps to attain participatory or inclusive leadership. This is a behavioural tactic of organizational leadership. It creates the sense of ownership within the subordinates. Subordinates are motivated by the fact that they are given knowledge and responsibility to administer organizational factors. For quite a long time, organizations have used the quality of empowerment to manage performance. The practice of empowerment enhances the relationship between leaders and the subordinates. Empowerment can also begin by the virtue of the establishment of workable relationship between a leader and the employees. Such relationships result to psychological empowerment. This form of empowerment increases the level of employee commitment to the organization (Masi Cooke 2000). The other form of empowerment that is perhaps the most valid form of leadership in the contemporary times is offering employees autonomy and resources. Modern leadership values the equipping of organizational subordinates with all the desired resources and the necessary additional support, including skills and leaving the subordinates to discharge their duties, devoid of a lot of supervision. Employees are often left to work on organizational projects without much subordination from the leadership. Under such a case, organizational leadership only comes in at the latter stages, probably to assess the work that has been done by organizational employees (Masi Cooke 2000). This is the most desired principle of leadership that has been u sed by the leadership of organizations such as Microsoft Corporation. In Microsoft, Bill Gates believes in the principle of empowering organizational teams, which leads to invention. Empowerment is a principle that has proven to be effective in leading project work within organizations. The main challenge with the enforcement of subordinate empowerment is that organizations’ subordinates may take advantage of this, thereby failing to discharge organizational functions as required (Bednarz 2011). Tamkin, Pearson, Hirsh and Constable (2010) ascertained that true leaders believe in the growth of people and the organization though performance. One of the fundamental functions of organizational leadership is to spearhead the performance of tasks within the organization. However, this may be disputed by people who see leadership as an aspect of ensuring that the set processes and procedures are followed by organizational members. While this has some sort of truth, it is termed as a n archaic perspective of exercising leadership. The prevailing environment of management calls for transformational and transactional leadership. Transformational leadership dwells on bringing about change (Mannarelli 2006). Change is brought about through the continued observation of practices and making adjustments that are meant to improve the quality of performance. Leaders are assessed in terms of the amount of change that they bring about during their tenure. A sound leader has to be able to master the ability of each person within his circle of leadership. Different people have different abilities. This is because the ability of an individual is determined by a number of things among them the level of skills, the quality of resources and personal motivation among others. Through group and individual engagement with people, a leader becomes able to unlock the full potential of people. This aids to nurture the long-term value of the people in the organization, thereby enhancing the performance of the organization. Outstanding leaders learn how to mould the performance of people through the creation of growth opportunities. This often begins with the creation of trust between the leader and the people. When there is no trust in the leader, it becomes difficult for organizational leaders to create a learning environment (Tamkin et al. 2010). Communication is also a critical concept of leadership. Therefore, an outstanding leader must learn how to foster communication in the organizations. It is argued that communication is a critical concept of conveying messages to the subordinates. Through communication, the leader also gets feedback from the subordinates. Of relevance in organizational communication is the fostering of a communicating organization. By a communicating organization, it means that the leader has to open the channels of communication between him and the subordinates. At the same time, there must be communication between the subordinates as t his is one way through which the subordinates improve in the discharge of their duties. The offer of trust, which is one of the vital elements of encouraging performance in organizational teams, begins with communication. Outstanding leaders must go up to all odds to ensure that they foster interaction within the organization. Communication is the link through which trusting relationships are formed in the organization. Trusting relationships encourage honest interactions that are quite fruitful for the organization (de Vries, Bakker-Pieper Oostenveld 2010). As mentioned earlier, outstanding leaders must encourage open communication. Open communication here means that there should be clear channels of communication, where the leader can give instructions and receive feedback from the people. This implies that the gaps that can prevent organizational subordinates from communicating to the leader must be sealed. However, open communication is the quality of leadership, which only wor ks in organizations that embrace democratic principles of leadership. However, it has been observed that most organizations are adopting the democratic principles of leadership. Also, organizations that are still old to bureaucracy encourage feedback communication (Tamkin et al. 2010). Conclusion Leadership is a critical determinant of success in every facet of management. It is argued that leadership is an attribute of management, which is developed by a leader. This paper has explored the principles of leadership that can be used to develop a leadership philosophy by a leader. Leadership principles that have been explored in this paper include the pursuance of open communication, growth of people through performance, empowerment of self and subordinates, exercising responsibility and accountability, the embrace of visionary evangelism, and the exercise of self-awareness. In the paper, it has been observed that leadership is something that is developed through the combination of di verse attributes of management. In other words, it argues that no single attribute can form satisfactory leadership. This makes leadership a comprehensive exercise, thereby calling from the combination of different principles of leadership. As noted in the discussion, leadership principles are developed from the behaviours and traits of leaders. Therefore, there are a substantial number of leadership principles that can act as a basis upon which a leader can develop a sound leadership philosophy. These leadership principles interact, thereby enabling the leader to attain a desirable leadership philosophy. Reference List Bednarz, T 2011, Fostering an empowered organization. Web. Daft, RL Lane, PG 2008, The leadership experience, Thomson/South-Western, Mason, OH. de Vries, RE, Bakker-Pieper, A Oostenveld, W 2010, ‘Leadership = Communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes’, Journal of Business Psychology, vol. 25 no. 3, pp. 67–380. Epitropaki, O Martin, R 2005, From ideal to real: A longitudinal study of the role of implicit leadership theories on leader–member exchanges and employee outcomes, Journal of Applied Psychology, 90, pp. 659–676. Greg, CA Roni, R 2012, Self-awareness and the evolution of leaders: The need for a better measure of self-awareness, Journal of Behavioural and Applied Management, vol. 14 no. 1, pp. 2-17. Hinrichs, KT, Wang, L, Hinrichs, AT Romero, EJ 2012, ‘Moral disengagement through displacement of responsibility: The role of leadership beliefs’, Journal of Applied Social Psychology, vol. 42 no. 1, pp. 62-80. James, K Lahti, K 2011, ‘Organizational vision and system influences on employee inspiration and organizational performance’, Creativity and Innovation Management, vol. 20 no. 2, pp. 108-120. Leadership Resource Group 2012, Successful Leadership Sir Richard Branson. Web. Lussier, RN Achua, CF 2010, Leadership: Theory, application, skill development, SouthWestern/Cengage Learning, Australia. Mannarelli, T 2006, Accounting for leadership: Charismatic, transformational leadership through reflection and self-awareness, Accountancy Ireland, vol. 38 no. 6, pp. 46-48. Masi, RJ Cooke, RA 2000, Effects of transformational leadership on subordinate motivation, empowering norms, and organizational productivity, International Journal of Organizational Analysis, vol. 8 no. 1, pp. 16-47. Ray, TK 2006, Principles of leadership: Leadership management, Futurics, vol. 30 no. 1, pp. 52-71. Smith, PAC Sharma, M 2002, ‘Developing personal responsibility and leadership traits in all your employees: part 2–optimally shaping and harmonizing focus, will and capability’, Management Decision, vol. 40 no. 9, pp. 814-822. Tamkin, P, Pearson, G, Hirsh, W Constable, S 2010, Exceeding expectation: the principles of outstanding leadership. Web. Zaccaro, SJ Banks, DJ 2001, ‘Leadership, vision, and organizational effectiveness.’ In Zaccaro, S.J. and Klimoski, R.J. (eds.), The nature of organizational leadership, Jossey-Bass, San Francisco, CA, pp. 181–218.

Calculating Osmotic Pressure With an Example Problem

Calculating Osmotic Pressure With an Example Problem The osmotic pressure of a solution is the minimum amount of pressure needed to prevent water from flowing into it across a semipermeable membrane. Osmotic pressure also reflects how readily water can enter the solution via osmosis, as across a cell membrane. For a dilute solution, osmotic pressure obeys a form of the ideal gas law and can be calculated provided  you know the concentration of the solution and the temperature. Osmotic Pressure Problem What is the osmotic pressure of a solution prepared by adding 13.65 g of sucrose (C12H22O11) to enough water to make 250 mL of solution at 25  °C?Solution:Osmosis and osmotic pressure are related. Osmosis is the flow of a solvent into a solution through a semipermeable membrane. Osmotic pressure is the pressure that stops the process of osmosis. Osmotic pressure is a colligative property of a substance since it depends on the concentration of the solute and not its chemical nature.Osmotic pressure is expressed by the formula:ÃŽ   iMRT (note how it resembles the PV nRT form of the Ideal Gas Law)whereÃŽ   is the osmotic pressure in atmi van t Hoff factor of the soluteM molar concentration in mol/LR universal gas constant 0.08206 L ·atm/mol ·KT absolute temperature in K Step 1,Find the Concentration of Sucrose To do this, look up the atomic weights of the elements in the compound:From the periodic table:C 12 g/molH 1 g/molO 16 g/mol Use the atomic weights to find the molar mass of the compound. Multiply the subscripts in the formula times the atomic weight of the element. If there is no subscript, it means one atom is present.molar mass of sucrose 12(12) 22(1) 11(16)molar mass of sucrose 144 22 176molar mass of sucrose 342nsucrose 13.65 g x 1 mol/342 gnsucrose 0.04 molMsucrose nsucrose/VolumesolutionMsucrose 0.04 mol/(250 mL x 1 L/1000 mL)Msucrose 0.04 mol/0.25 LMsucrose 0.16 mol/L Step 2,Find absolute temperature Remember, absolute temperature is always given in Kelvin. If the temperature is given in Celsius or Fahrenheit, convert it to Kelvin. T  °C 273T 25 273T 298 K Step 3,Determine the van t Hoff factor Sucrose does not dissociate in water; therefore the van t Hoff factor 1. Step 4,Find the Osmotic Pressure To find the osmotic pressure, plug the values into the equation. ÃŽ   iMRTÃŽ   1 x 0.16 mol/L x 0.08206 L ·atm/mol ·K x 298 KÃŽ   3.9 atmAnswer:The osmotic pressure of the sucrose solution is 3.9 atm. Tips for Solving Osmotic Pressure Problems The biggest issue when solving the problem is knowing the vant Hoff factor and using the correct units for terms in the equation. If a solution dissolves in water (e.g., sodium chloride), its necessary to either have the vant Hoff factor given or else look it up. Work in units of atmospheres for pressure, Kelvin for temperature, moles for mass, and liters for volume. Watch significant figures if unit conversions are required.

Differeng approaches to Strategic HRM Essay Example | Topics and Well Written Essays - 2000 words

Differeng approaches to Strategic HRM - Essay Example This implies that people (employees) form key components of an organisation development intervention. Thematic Analysis As presented in this case study, the Company "cockpit for you" is struggling with multiple problems, which it has to solve in order to achieve its short-term and long-term objectives. The thematic areas that have negative influence on the company should be critically considered by the management in formulating the strategic policies. This is core in organizational development because, if the influences emanating from the thematic areas are not addressed properly, the company risk loosing the targets it sets to achieve. In this regard, the areas include the following. First, restructuring of a company is not easy since the company has to spend a lot of money in consulting for the best option that it should adopt. Moreover, the situation becomes worse if the restructuring is hurriedly done without formulating and following the procedure (Armstrong 2006, p. 27). Consid ering the latest restructuring measures in the company, the modes of operation and employee relations changed, prompting the workers and management to adjust to the new production system. The alterations also led to changes in the company’s niche market, which affected the overall sales of the products in the market due to stiff competition. The little competition that the company experiences also influences the operations in the organization. This is because limited competition reduces the probability of engaging in creativity and innovation in the production and the delivery of services (Houldsworth & Jirasinghe 2006, p. 77). In fact, it is mainly through competitive business practices, which could enable the workers innovate new ways of manufacturing its products. Lack of healthy competition seemed to promote monopoly in the production of goods in the company and could lead to price fluctuation (Blyton & Turnbull 2006, p. 102). The other area that has negative influence on the organization is the fact that it has a bad reputation as an employer compared to the others operating in the region. For instance, it pays its workers poor salaries, making it less attractive to employees and job seekers. This problem of poor pay for the employees reduces their motivation, thereby interfering with the production of quality goods and low returns due to poor sales (Houldsworth & Jirasinghe 2006, p. 79). Currently, many people are attracted to quality products that guarantee them better utilities and value for their money. As pointed out in the case, the company is still very marked, and owner-initiative and creativity of the employees are not valued or even blocked. This aspect is very detrimental to the success of the organization because the practice limits the workers’ participation in decision making (Blyton & Turnbull 2006, p. 108). An employee whose ideas are valued would be motivated to propose for better means of production and service delivery, th us being able to contribute positively in an attempt to fulfil the company goals. In the organization, there was a corporate culture that the employees and the management identified with (Legge 2005, p. 105). Essentially, it is the organizational culture that defines the relationship among the workers, management and stakeholders and the attitude towards work (Cole 2006, p. 32). Since the existing corporate culture

Business Law Coursework Essay Example | Topics and Well Written Essays - 1500 words

Business Law Coursework - Essay Example (or "Divies") under the principle of vicarious liability. Crates may likewise have a claim for consequential economic loss. For Abraham and Crates to successfully claim under the law of tort, it must be shown that the elements making up a successful claim of negligence exist: duty, breach, causation, and damage. In the case of Lochgelly Iron and Coal Co. v M'Mullan (1934), it was stated that the tort of negligence 'properly connotes the complex of duty, breach and damage thereby suffered by the person to whom the duty was owing'. It was likewise stated in Burton v Islington (1992) that 'it is now elementary that the tort of negligence involves three factors: a duty of care, a breach of that duty and consequent damage.' Based on the foregoing decisions, the tort of negligence to be actionable must have the following elements: (1) there is a legal duty of care owed by defendant to the plaintiff; (2) a breach of that legal duty of care consisting of an act or omission by the defendant; and (3) consequent damage on the part of the plaintiff as a result such act or omission by the defendant. [see also Markesi nis, p. 69 (1999)] In the recent case of Jones v BBC, 2007 WL 2187023 (QBD), Jones, a freelance sound recordist for defendant BBC, claimed that he suffered personal injury caused by the negligence of the defendants. During a recording of the lowering of a windmill mast, and while Jones was walking under the inclined mast, the windmill rotor fell onto his back causing severe spinal injury rendering him paraplegic. In ruling for the claimant, the court stated that the BBC, as employer, had assumed responsibility for the health and safety of freelancers when they work on BBC productions. Since the safety crew had identified a risk of the falling mast, a discussion before filming should have been made to warn the crew not to go beneath it. But the safety crew did not give the warning. Such failure of BBC, through the safety crew, is considered negligent which caused Jones' accident. It had been held that it was incumbent upon BBC, its safety crew and the owners of the farm as occupiers of the site to take steps further to those they had taken to ensure that the BBC crew did not pass under the mast during its lowering. In the instant case, the shop manager breached the legal duty of care required of him under the circumstances when he failed to give a safety warning or danger warning after opening the windows onto the pavement because it is reasonably foreseeable that such window obstructs the path of the pedestrian and is most likely to cause an accident. Thus, in the case of Crowther v Kirklees Metropolitan Council (2006), the claimant ambulance driver claimed damages for personal injuries she sustained when she went to the house of a patient where the street was a narrow cul-de-sac with no footpaths. When plaintiff got out of the ambulance and placed her right foot on the step, as it was a high drop to the road, and her left foot on the ground, it entered a large defect centred around a circular utility cover measuring 5cm in depth, 40cm in width and 46 cm in length. When her foot entered the defect, she went over on her left ankle, which she strained. In ruling for the plaintiff, the court stated that it was reasonably foreseeable that the defect could result in injury to pedestrians. The

The god-like Achilles Essay Example for Free

The god-like Achilles Essay In the Iliad, there were many characters that exhibit god-like or superhuman qualities. But one character stood out. He has this god-like strength and superhuman courage to fight and risk his life for his people and allies. He has also been a descendant of the god themselves. And it was no other than Achilles.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Achilles was the hero of the famous Trojan War where Helen of Troy is said to be the main reason for that bloody war. Achilles parents were Peleus and Thetis. Peleus, the king of Myrmidons, was a mortal. Thetis was an immortal sea nymph. From Achilles’ parents, it can be seen that Achilles belongs to the line of gods.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Throughout the epic poem, Achilles portrayed anger which resembles the gods. In the first part of the epic poem, Achilles’ anger was described. This shows how much revenge he wants to those who have done wrong to him. â€Å"Sing, O goddess, the anger of Achilles son of Peleus, that brought countless ills upon the Achaeans. Many a brave soul did it send hurrying down to Hades, and many a hero did it yield a prey to dogs and vultures, for so were the counsels of Jove fulfilled from the day on which the son of Atreus, king of men, and great Achilles, first fell out with one another.†(Book 1 Verse 1)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Also in Book 1, during the intense argument exchange of Agamemnon and Achilles, Achilles got angry and tried to attack Agamemnon. Achilles’ rage was uncontrolled and this drives him to attack and tried to kill Agamemnon. This show how prone to anger Achilles was. It is a good thing that Minerva was sent to stop the raging Achilles.It is shown through the following lines in Book 1: â€Å"The son of Peleus was furious, and his heart within his shaggy breast was divided whether to draw his sword, push the others aside, and kill the son of Atreus, or to restrain himself and check his anger. While he was thus in two minds, and was drawing his mighty sword from its scabbard, Minerva came down from heaven and seized the son of Peleus by his yellow hair, visible to him alone, for of the others no man could see her.†(Book 1 verse 19) Achilles’ overwhelming strength is also described by Agamemnon when he said that:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"That man (Achilles) is worth an entire army,/ the fighter Zeus holds   dear with all his heart..(Book 9)† Achilles was compared to an entire army which is commonly described when mortals would battle a god. Gods are like an entire army and is very hard to defeat.   His great strength is truly feared by many and so like the gods who are also feared by many mortals. Achilles also showed no mercy when Book 21, Lycaon asked for mercy to spare his life. But the outraged Achilles answered: Idiot, said he, talk not to me of ransom. Until Patroclus fell I preferred to give the Trojans quarter, and sold beyond the sea many of those whom I had taken alive; but now not a man shall live of those whom heaven delivers into my hands before the city of Iliusand of all Trojans it shall fare hardest with the sons of Priam. Therefore, my friend, you too shall die.† (Book 21 verse 6)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Achilles’ rage led him to give no mercy to the devastated Lycaon. This instance shows how fiery Achilles just like the other gods.   During Hector’s death, he asked Achilles that his body shall be returned to the Trojans. But Achilles refused and said to Hector:   Ã¢â‚¬Å"Dog, talk not to me neither of knees nor parents;    would   that I could be as sure of being able to cut your flesh into pieces and eat it raw, for the ill you have done me, as I am that nothing shall save you from the dogsit shall not be. (Book 22 Verse 22) Achilles, just like the other gods, showed great pride. Achilles stated that even the wealth of Egypt shall be offered to him, he would no change his decision. This can be seen through the following statements he said:   Ã¢â‚¬Å"he may offer me gifts as the sands of the sea or the dust of the plain in multitude, but even so he shall not move me till I have been revenged in full for the bitter wrong he has done me.† (Book 9 verse 20)    Achilles was also described to be godlike through symbolisms. One is when he wore his armor in Book 1 and was described to be blazing like the sun. His comparison to the sun was just like that of the god Helios. The brightness of the fire would signify great divinity and power. Another is the manner of the creation of Achilles’ armor and shield. They were both created by the smith Hepaesthus, the god of fire. The shield was filled and forged with intricate designs suitable for a god and the armor were made indestructible and were also suitable for a god. These items were made special and deserve only the rightful owner and that was the mortal Achilles. This shows that Achilles has god-like qualities that made Hepaesthus create an armor and a shield for him. From the above examples and citations, we can say that among the characters in The Iliad, one mortal stood-out to possess superhuman and god-like qualities such as selfishness, great rage due to anger, and overwhelming pride, and that was Achilles.    References Homer. The Iliad Trans. Robert Fagles: Penguin Group, 1990.

Huckleberry Finn - Summary for chapters 1-10. :: English Literature

Huckleberry Finn - Summary for chapters 1-10. The book has just begun, but so far you have been introduced to quite a few characters. The most important being Huckleberry Finn of course. Huckleberry Finn now lives with the Widow, she took him in after he and Tom Sawyer found $6,000 a piece, to civilize him. Huckleberry prefers to be in rags though, and live outdoors. Huckleberry and everyone else where he lives are all very superstitious, they are also racist and have slaves so you know that it is set in a past time. Tom and Huckleberry made a gang with a few other boys from around the town. They were a gang of robbers and murders, although they never really did either. Huckleberrys' father was presumed dead, although Huckleberry knew that he wasn't dead at all. When Huckleberry's father Pap, came back to town and hears that Huckleberry is now rich, Huckleberry knows that his father will be coming for him soon, so Huckleberry gives the money to the man who was investing it all for him. Pap sure enough came for him though, and at first he took it to the courts to get Huckleberry back, and he did. Pap took Huckleberry out to the woods to a small wooden cabin, and at first Tom hated it, but after he began to get used to it, and didn't mind it so much after, he actually really liked it because he was back outside where he liked to be. He just didn't like to be out there with his father. One day when Pap went to town and locked Huckleberry in the cabin as he always did when he left, Huckleberry sawed his way out. Huckleberry stole all of the food and water, and the gun, and he killed a wild pig and put it's blood everywhere and he ripped out his own hair so it would appear that he was murdered. Huckleberry jumped in the canoe that he had hidden from his father in the trees, and started off down the river. He landed on a little island and hid his canoe again. There were lots of people looking for Huckleberry and he watched them as they searched from boats. They all looked very upset, because they all assumed him murdered. When Huckleberry was out exploring he saw Miss. Watson's slave Jim. He had left because Miss. Watson was going to sell him. Huckleberry was happy to have the company and so was Jim. They began to live together and stayed together all the time.

Ethical dillemas

The ‘Heinz' Dilemma Date Period Mr. Heinz is ordinarily a law-abiding man. One day, his wife becomes gravely ill. Heinz takes her to the doctor, who prescribes a medication for her. She does quite well on this medication and begins to recover. However, Heinz has no insurance and runs out of money quickly paying for this expensive medication. After a few months, he can no longer purchase the medication and his wife begins to take a turn for the worse. One day, he Is in the pharmacy and notices that no one Is behind the counter.The medication is in plain view. Should he steal the medication to help his sick wife? The Old Woman in the Airport You are In the airport, trying to catch a flight that is about to leave. As you run down the crowded corridor, an elderly woman suddenly slips In front of you and falls to the ground with a cry. Doyou stop to help, if you know you will miss your flight because of It? The ‘Trolley Trolley Scenario 1 A trolley Is running out of control do wn a track. In Its path are 5 people who have been tied to the track by a mad philosopher.Fortunately, you can flip a switch which ill lead the trolley down a different track. unfortunately, there Is a single person tied to that track. Should you flip the switch? Why? Trolley Scenario 2 As before, a trolley Is hurtling down a track towards five people. You are on a bridge under which it will pass, and you can stop it by dropping a heavy weight in front of it. As it happens, there Is a man next to you – your only way to stop the trolley Is to push him over the bridge and onto the track, killing him to save five. Should you proceed? Why? How is this case different from the first?