Transformational Leadership Style And Organizational Culture Management Essay

Transformational Leadership Style And Organizational Culture Management Essay This quantitative research investigates the relationship between transformational leadership style organizational culture with organizational commitment and job satisfaction in National Oil Corporation in Libya. The literature supported the relationship between these variables and the relationship between these variables was investigated by different approaches. However, in the current study the researcher uses transformational leadership style which introduced by Bass as a independent variable and four types of organizational culture such as Clan, Hierarchy, Adhocracy, Market and which introduced by Cameron and Quinn in 1999 as a mediator variable, while the three dimensions of organizational commitment such as Affective, Normative and Continuance commitment which introduced by Meyer and Allen in 1991 and job satisfaction as dependent variables. The objectives of this research are Firstly, to determine the nature of the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. Secondly, to determine the nature of the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. Thirdly, to determine the nature of the relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocratic) in National Oil Corporation in Libya. Fourthly, to determine the effect of Organizational culture (Clan, Market, hierarchy and adhocratic) on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. fifthly, to determine the effect of Organizational culture (Clan, Market, hierarchy and adhocratic) on the relationship between tr ansformational leadership style with job satisfaction in National Oil Corporation in Libya. Lastly, to determine the nature of the relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya. To achieve these aims four instruments will use in this research such as Multifactor Leadership Questionnaire (MLQ) uses to test employee opinions about leadership style, Organizational Culture Assessment Instrument (OCAI) uses to measure Organizational Culture, (TCOCQ) Three Components Organizational Commitment Questionnaire uses to measure Organizational Commitment and (JSS) Job Satisfaction Survey to measure Job Satisfaction in National Oil Corporation in Libya. The pilot study asserted that these instruments were suitable for this research because the result of the Cronbachs alpha reliability coefficients for the transformational leadership style, organizational culture, organizational commitment and job satisfaction are more than 0.70. The nature of the data and the relationship between the method and the research objectives are considered as the basis for selecting the right statistical methods. Therefore, this study used what is relevant to the research question and framework. The statistical methods will be used in this study consist of Descriptive analysis, Inferential analysis, Correlation, and Multiple linear regression. The findings from this study will also provide some useful information of leadership style in oil sector in Libya to many researchers and managers with the opportunity to gain and enhance their knowledge in this field, and will be contribute building knowledge and an understanding in this field in National Oil Corporation in Libya insha Allah. CHAPTER ONE INTRODUCTION 1.1 Background of the study Libya is a member of the Organization of Petroleum Exporting Countries (OPEC) and holds the largest proven oil reserves in Africa. Libya has attracted hydrocarbon exploration since 1956, when the first wildcat oil well was drilled onshore in the Sirte Basin. Libya granted multiple concessions to Esso, Mobil, Texas Gulf, and others, resulting in major oil discoveries by 1959. The government dominates Libyas economy through control of oil resources, which account for approximately 95% of export earnings, 75% of government receipts, and over 50% of GDP. The National Oil Corporation was established in 1970. It dominates Libyas oil industry, along with a number of smaller subsidiaries, which combined account for around half of the countrys oil output. Figure 1.1the map of Libya describes Gas Pipeline, Oil Pipeline, Oil Field, Liquefied Gas Planet Oil Terminal (Oil Exporting harbor) and Petroleum refining which owned and controlled by National Oil Corporation in Libya. http://www.odysseydawn.com/libya-oil-map.jpg Figure 1.1: Map of Libya describes Gas Pipeline, Oil Pipeline, Oil Field, Liquefied Gas Planet Oil Terminal (Oil Exporting harbor) and Petroleum refining which owned and controlled by National Oil Corporation in Libya. Source: http://www.google.com.my/images (8-4-2011) National Oil Corporation is carrying out exploration and production operations through its own affiliated companies, or in participation with other companies under service contracts or any other kind of petroleum investment agreements. This is in addition to marketing operations of oil and gas, locally and abroad. NOC has its own fully owned companies which carry out exploration, development and production operations, in addition to local and international marketing companies. NOC also has participation agreements with specialized international companies. Such agreements have developed into exploration and production sharing agreements, in accordance with the development of the international oil and gas industry, and international petroleum marketing. The National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertakin g development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state. The Brega Petroleum Marketing Company, a subsidiary of NOC, was set up to carry out the marketing activities of NOC, and the marketing assets of all the foreign oil companies were nationalized. A point of that during the past four decades, the impact of leadership styles on organizational performance has been a topic of interest among academics and practitioners working in the area of leadership (Darwish, 1998; Sadler, 2003; Rowe et al., 2005; Gadot,2007; Yiing, and Zaman Ahmad, 2009). The researcher would like to examine how leadership style influences organization performance in Libya in (NOC). Rowe et al (2005) pointed out that the most prominent reason for this interest is the widespread belief that leadership can affect organizations performance (Jing and Avery, 2008). In addition, the creation of a state-owned oil company allowed Libya to follow in the footsteps of other oil-producing economies, where control of such a revenue-generating resource lay with the government. Soon after its establishment, NOC signed a joint venture agreement with the U.S. Occidental Petroleum involving production-sharing. In 1971, NOC arranged a processing deal with Sincat of Italy for refining oil products for domestic consumption, thereby providing a cheap supply of oil for internal Libyan consumption. A joint drilling company was formed with Saipem, a subsidiary of the Italian ENI, in early 1972. By April 1974, production-sharing agreements had been reached with Exxon, Mobil, Compagnie Franà §aise des Pà ©troles, Elf Aquitaine, and Agip. By using the surplus funds and technical expertise of the foreign oil companies, the problem of stimulating investment in exploration was resolved. In 1980, the Libyan Arabian Gulf Oil Company (Agoco) was established by NOC throug h the amalgamation of the Arabian Gulf Exploration Company, Umm-al-Jawabi Oil Company, and direct NOC exploration and production interests. NOC continued to make production-sharing agreements. In 2004, NOCs estimated crude oil output was 1.623 million barrels per day. The company hoped to raise its production to two million barrels per day by 2007. Figure 1.2 below shows the revenue of National Oil Corporation in Libya from (1999 to 2009). Figure 1.2: Libyas Oil Production (1999-2009) in million barrels per day Source: British Petroleum, BP Statistical Review of World Energy June (2010) This study set out to investigate whether there is an interrelation between transformational leadership style and organizational culture, and the effect of organizational culture on the relationship between transformational leadership style with organizational commitment and job satisfaction in the National Oil Corporation in Libya. In particular, our knowledge would benefit from an understanding of how leadership and organizational culture affect job satisfaction and organizational commitment. The study examines Libya National Oil Corporation in relation to leadership style in the organization. Thus, the study also would like to explore an organizational culture of the National Oil Corporation and finally how does leadership style in particular transformational leadership style may influence the National Oil Corporation progresses. The subject of leadership is interesting for many researchers. In addition, the continued search for good leaders has resulted in the development of many leadership theories (Mosadegh and Yarmohammadian, 2006). According to Oluseyi and Ayo (2009) Leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. In recent years, leadership has been studied in various ways, depending on the researchers methodological preferences and definition of leadership (Chen, 2002; Reuvers, et al., 2008; Gadot, 2007). Oluseyi and Ayo (2009) defined Leadership as the moral and intellectual ability to visualize and work for what is best for the company and its employees. Good management and effective leadership help to develop team work and the integration of individual and group goals. On the other hand, Kenny and Zaccaro (1983) suggested that leaders to be successful need a behavioral repertoire and the ability to select the right role for the situation. To do this, leaders need both cognitive and behavioral complexity and flexibility a leader needs the ability to perceive the needs and goals of a constituency and the ability to adjust ones personal approach to group action (Leban and Zulauf 2004). Therefore, Mosadeghrad et al (2006) pointed out that while there are several styles of leadership such as: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership. Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behavior. Different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. No one leadership style is ideal for every situation, since a leader may have knowledge and skills to act effectively in one situation but may not emerge as effectively in a different situation. In contrast, Darwish (1998) pointed out that there is wide disagreement among scholars with regard to effective leadership style. For instance, Brozik (1994) argues that no one type of leadership style is the best in all situations. The leader, subordinates and the environment or the task determine the effectiveness or ineffectiveness of each style Kur (1995) believes that effectiveness in leading is directly related to the leaders way of thinking about him, subordinates, organization and environment. Likert (1977) argue that the participative style is more productive in any culture. In the last three decades many scholars had received increasing attention to two new paradigms called transformational leadership and transactional leadership where the interests of the study are. It added a new dimension to organizational studies, namely the visionary aspect of leadership and the emotional involvement of employees within an organization. The basic notion is that a visionary leader can create an impression that he has high competence and a vision to achieve success (Jing and Avery, 2008). According to Bass (1985) developed a theory of visionary or transformational leadership whereby the leader inspires and activates subordinates to perform beyond normal expectations (Jing and Avery, 2008). The study would like to examine this in National Oil Corporation in Libya. On other hand, Lowe et al., (1996) pointed out that there are four dimensions of transformational leadership style such as: Idealized influence or charisma, inspirational motivation, intellectual stimulation, and individualized consideration. (Bass et al., 2003; Piccolo and Colquitt, 2006), defined these dimensions for transformational leadership as follows: a. Idealized influence or Charisma is the degree to which leaders behave in such a charismatic way that followers identify with them. b. Inspirational motivation is the degree to which leaders articulate visions for the future that appeal to followers. c. Intellectual stimulation is the degree to which leaders challenge assumptions, take risks, and solicit followers ideas. d. Individualized consideration is the degree to which leaders attend to followers needs, act as mentors or coaches, and listen to followers concerns. Bass, (1985), Burns (1978) Leadership is considered a factor that has a major influence on the performance of organizations, managers and employees. More recently, researchers have focused mainly on the subordinates perspective and proposed two main facets of leadership transactional and transformational. This theory suggests that transformational leadership, more than transactional leadership, has a stronger positive effect on employees attitudes towards their job, their job environment, and ultimately affects their work performance. Oluseyi and Ayo (2009) pointed out that leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. On the other hand, Xenikou and Simosi (2006) suggested that organizational culture and transformational leadership have been theoretically and empirically linked to organizational effectiveness. During the 1990s a number of comparative studies on the culture-performance link showed that certain culture orientations are conducive to performance. Lok and Crawford (2004) pointed out that organizational culture can influence how people set personal and professional goals, perform tasks and administer resources to achieve them. Organizational culture affects the way in which people consciously and subconsciously think make decisions and ultimately the way in which they perceive. While other researchers has suggested that organizational culture can exert considerable influence in organizations particularly in areas such as performance and commitment. Bass (1985) said that transformational leaders frequently change their organizations culture with a new vision and revision of its shared assumptions values and norms. In a transformational culture, there is generally a sense of purpose and a feeling of family. Superiors feel a personal obligation to help new members assimilate into the culture. Assumptions, norms, and values do not preclude individuals from pursuing their own goals and rewards. In addition, Bass (1985) mentioned that transformational qualities lead to performance beyond expectations in organizational settings. A study of Ogbonna and Harris (2000) organizational culture and leadership finds that the two areas have been independently linked to organizational performance. A little critical research attention has been devoted to understand the links between the leadership and culture also and the impact that such an association might have on organizational performance (Ogbonna and Harris, 2000). Organizational commitment is an important employee attribute from the organizations perspective. Several studies have found relationships between high-commitment human resource policies and positive organizational outcomes such as productivity, quality, and profitability (Perryer and Jordan 2005). Organizational commitment has been studied in relation to employee performance there is still considerable controversy surrounding the precise nature of the relationship. While there is some evidence to suggest that organizational commitment is a mediating variable between leadership and performance. Consequently, studies that examine the complex relationships and interaction between these variables will be of value to management theorists and practitioners. Lok and Crawford (2004) said that organizational commitment and job satisfaction have received significant attention in studies of the work place. This is due to the general recognition that these variables can be the major determinants of organizational performance and effectiveness. A numerous of studies in the area of job satisfaction and organizational commitment have been asserted that leadership and organizational culture have significant impact on both job satisfaction and organizational commitment (Chen and Francesco, 2000; Mathieu and Zajac, 1990; Williams and Hazer, 1986). Lok and Crawford (2004) had the same result in his research which has been done to make comparative between Hong Kong and Australian managers the result confirms that organizational culture and leadership styles are important organizational antecedents of job satisfaction and commitment. However, the influence of national culture on leadership styles, organizational culture and their subsequent effects on employees job satisfaction and organizational commitment were not explored intensively enough in National Oil Corporation in Libya. To choose National Oil Corporation in Libya for the current study because Libya is a member of the Organization of Petroleum Exporting Countries (OPEC). It holds the largest proven oil reserves in Africa which make it as one of the most important oil-producing countries in Africa and in the world. Therefore, petroleum sector in Libya is very important sector which is like the backbone of Libyan economy. In this context, National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertaking development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state. In additionally, the study expected to offer some useful information of leadership style in National Oil Corporation in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. 1.2 Purpose of Research Study The purpose of this study is to explore the relationship between transformational leadership, organizational culture, with job satisfaction and organizational commitment in National Oil Corporation in Libya. Cameron and Quinn (1999) pointed out that numerous studies report the most frequent reason given for the failure of planned organizational change was due to a neglect of the organizational culture. According to Schneider (2000) Organizational culture is a key to organizational success, and effective leadership is the means by which the culture is created and managed. Understanding organizational culture is an important activity for managers because it affects strategic development, productivity and learning at all levels of management (Twati and Gammack, 2006). The relationship between transformational leadership style and organizational culture was examined by some researchers such as Xenikou and Simosi (2006), who asserted in his study that organizational culture had direct impact on organization performance while transformational leadership had indirect positive influence on performance through its impact achievement orientation. This study showed that organizational culture mediates the effect of transformational leadership on performance. Therefore, the purpose of the study is to accept or reject the suppositions that there is a relationship between transformational leadership style organizational culture with job satisfaction and organization commitment in National Oil Corporation in Libya. Therefore, Yiing and Bin Ahmad (2009) pointed out that leaders behaviors have positive and significant relationship with organizational commitment. On the other hand, cultures have significant moderating effects on the relationship between leadership behaviors and organizational commitment. However, the main academic purpose of this study is to make a contribution in leadership field behaviors on culture and on organization behavior in the petroleum sector in Libya. 1.3 Problem Statement The oil sector is the most important sector in Libya. Libya is one of the most important oil-producing countries in Africa and in the world and that the interest in this sector is very important. Therefore, this sector needs professionals leaders who can achieve all the goals of both employees and organization. An organization short on capital can borrow money, and one with a poor location can move. But an organization short on leadership has little chance for survival (Darwish, 1998). A set of characteristics that help leaders to achieve the plans, programs, policies and strategy that have been developed and the advancement of their respective organizations. The most important of these characteristics experience, decision-making, knowledge and to deal with the environmental variables that may occur both within and outside the organization. The weakness of these skills and characteristics makes it difficult for leaders to carry out its functions and achieve organizations goals. Therefore, Chen (2002) found that transformational leadership behaviors have a slightly positive relationship with organizational commitment. While Harris and Mossholder (1996), pointed out that organizational culture stands as the center from which all other factors of human resource management derive. It is believed to influence individuals attitudes concerning outcomes, such as commitment, motivation, morale, and satisfaction. In addition, Bass (1985) have mentioned that demonstrates the relationship between leadership and culture by examining the impact of different styles of leadership on culture. He argues that transformational leaders frequently work towards changing the organizational culture in line with their vision. Similarly, Brown (1992) observes that good leaders need to develop the skills that enable them to alter aspects of their culture in order to improve their organizational performance. The leaders of National Oil Corporation have to know that organizational culture, organization commitment and job satisfaction are very important factors can help them to achieve the goals of the organization, and these variables enhance organization performance. In short, and based to what has been mentioned above, this study is trying to clarify the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment in National Oil Corporation in Libya. Which the researcher believes it does not exist in Libya National Oil Corporation. Specifically, the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment and how organizational culture effect the relationship between transformational leadership style with organizational commitment and job satisfaction in National Oil Corporation in Libya. The research questions are as follows: 1. Is there any relationship between transformational leadership style organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? 2. Is there any relationship between transformational leadership style job satisfaction in National Oil Corporation in Libya? 3. Is there any relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya? 4. Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? 5. Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya? 6. Is there any relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya? 1.4 Focus and Research Objectives The overall objective of this study is to examine the role of leadership style in the National Oil Corporation in Libya. The specific objective in this study is to clarify the relationship between transformational leadership style with job satisfaction and organizational commitment while organizational culture is the mediate variable in the National Oil Corporation in Libya. The study expected to offer some useful information of leadership style in oil sector in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. The breakdown of these objectives yields the following specific objectives: 1. To determine the nature of the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. 2. To determine the nature of the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. 3. To determine the nature of the relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya. 4. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. 5. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. 6. To determine the nature of the relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya. 1.5 Rationale of Study Previous studies have examined the link between leadership paradigms and behaviors and have shown a positive relationship, none has explained the nature of this connection, and therefore, how and why leadership affects performance. Future research needs to address this deficiency. In sum, based on the above discussion, there are many problems and gaps in existing studies of the leadership performance relationship that need to be addressed before a clear picture of this relationship can be drawn (Jing and Avery, 2008). Therefore, the aim of this study is to investigate the relationship between transformational leadership, organizational culture with job satisfaction and organizational commitment in the Notional Oil Corporation in Libya. Therefore, the topic of leadership is very important to the organization performance and the entire petroleum sector. Leaders can set the direction of the organization and it is very significance issue can lead the organization to achieve their goals. To do this study in the Notional Oil Corporation in Libya because Libya is the one of the (OPEC) organization and this sector is very important which is like the backbone of Libyan economy. Therefore, organization culture influences organization performance and also the employees. Organization culture influence perceptions of employees towards investors of technology transfer. Additionally, try to add useful information to improve our knowledge for this field in Libya. 1.6 Significance of Study This study is important for several reasons, to make a positive view of transformational leadership style in the National Oil Corporation in Libya. To clarify the problems and barriers encountered in application of transformational leadership style programs in the National Oil Corporation in Libya in the context to the case included in this study. In addition, to clarify the role of leadership to improve organization performance in the National Oil Corporation in Libya and to what extent this leadership succeeded to achieve organizations goals. On the other hand, this study is an attempt to participate in and contribute to research resulting in knowledge increases. Assist scholars, and other researches in leadership field. The researcher achieved that the leadership style and organizational culture play a significant role to effect organizational commitment and job satisfaction in National Oil Corporation in Libya. In particular, how transformational leadership style and organizational culture can impact organizational commitment and job satisfaction in National Oil Corporation in Libya. Finally, the researcher achieved the nature of the relationship between all these concepts such as transformational leadership style, organizational culture, job satisfaction and organizational commitment in National Oil Corporation in Libya. 1.7 Definition of Terms 1.7.1 Leadership Leadership, like most other concepts in social sciences, has no single or unique definition. It has been defined differently by different authors. Leadership is defined as the process of influencing employees to work toward the achievement of objectives. While others defined leadership as a management function, which is mostly directed towards people and social interaction, as well as the process of influencing people so that they will achieve the goals of the organization. 1.7.2 Leadership Style Leadership style is the way to understand why leaders, faced with seemingly identical situations, use such different decision processes. Leadership style can be viewed as a series of managerial attitudes, behaviors, characteristics and skills based on individual and organizational values, leadership interests and reliability of employees in different situations. In the other meaning, it is the ability of a leader to influence subordinates to performing at their highest capability. 1.7.3 Transformational leadership Transformational leadership is grooms followers into future leaders by giving them freedom to control their behavior, elevates followers concerns from physical to psychological needs

Fear in Macbeth :: essays research papers

No Fear Fear motivates many people to act upon matters, right or wrong. This emotion has been important in many events in both works of literature, and in the real world. It has forced military geniuses into retreat, and influenced them to plan another method of attack. Fear can be both a positive and a negative acting force in one’s life, a quality that can motivate one to success as well as to downfall. In the play Macbeth fear was a major motivating factor in character’s actions. Macbeth was fearful of being caught and having to pay for the wrongs he had done – this led to the murders that followed he killed King Duncan. Macbeth's actions were also partially driven by fear of the witches' last prophecy, about the line of kings spawning from Banquo. He was afraid this would come true attempted to prevent it from happening. Lady Macbeth was also plagued by fear as made apparent by the constant washing of her hands while sleepwalking and her speech during her troublesome sleep. Her fulfillment by the direst cruelty and pure evil has worn off, leaving her somewhat of a basket case, ridden by fear and guilt as a result of her actions. After Macbeth kills Duncan, he is too scared to even carry the daggers back into the king’s chamber. When the king’s body is discovered, he kills the two guards that were in Duncan’s room, and places the blame for the murderous deed upon them. His fear forces him to act this way in order to make him seem innocent. Macbeth’s fear of being caught acts as an indicator of his guilt; however at first none of the other characters are able to realize this. As Lady Macbeth becomes consumed by fear and guilt, she is slowly losing her sanity. This is a result of her not being able to handle what she has done to Duncan. In one scene, Lady Macbeth is trying to wash out what she sees as being blood on her hands, even though she is sleepwalking, though the doctor and woman in the room dare not blame her for anything, for fear of being accused and executed for treason. At the start, Lady Macbeth was pushing the fearful Macbeth to kill Duncan. Now, late in the play, their roles have reversed, and it is Lady Macbeth who is fearful, not her husband.

Brain Drain Essay

When highly qualified experts like scientists, engineers, doctors and oft trained persons migrate from under-developed countries and settle down: advanced countries, their migration is called â€Å"Brain Drain†. This problem is not peculiar to India alone. It is being faced by almost all the developing country of the world. Brain drain results in direct loss to the underdeveloped and poor countries who train these experts at a great cost. When these experts migrate to advance countries, such countries stand to gain because they get the services of the experts without having had to spend anything on their training. There are a number of factors responsible for brain drain in India. First of all, India lacks job opportunities. When, after completing higher studies, people do not get any employment in India, they start looking forward to advance countries for jobs. India lacks facilities for advanced research. Most of the students who go abroad for higher research do not return t o India. They are offered lucrative jobs so that they may stay on in advanced countries and give these countries the benefit of their research. India is endowed with vast natural resources like oil, gas, coal, iron ore, gypsum, diamonds, uranium etc. There is no doubt that if these natural resources are exploited in full, India can become one of the developed countries of the world. The Indian experts, whom we lose every year, can stay on in India and help in the development and exploitation of natural resources. Even those experts who have already settled in foreign countries could be lured back to India so that they can help India to become a great power in the world. This problem cannot be solved without the co-operation of the people. The parents of the students should discourage their sons and daughters from going abroad even if they are offered lucrative jobs. Our political leaders should be serious about this problem, and they should set a personal example by preventing their children from going abroad and settling there. All the doctors, scientists and engineers should realise that they owe some duty to their country. Our country spends lakhs of rupees on their training. They should have a feeling of gratitude to their country. Our Government has also been inviting, from time to time, the scientists, engineers, technicians, academicians and even non-resident Indian businessmen, settled abroad, to return to India and help  in the fast industrialization and development of their motherland. They have also been offered a lot of incentives to set up their own industries in India.

Healthy People are a nationwide program set by the United...

Healthy People are a nationwide program set by the United States Department of Health and Human Services with the objectives to promote health and prevent disease. The Healthy People program was first initiated in 1979, followed by Healthy People 1990, 2000 and 2010 with the same goals and objectives to promote health and prevent diseases. Due to the accomplishments that has been achieved in the previous years under this program, the Healthy People 2020 expanded or rather broadened their goals and objectives beyond disease prevention, health promotion and reducing health disparities, but to also eliminate healthcare disparities that has plagued this nation by the year 2020. The governing body, the United States Department of Health and†¦show more content†¦Nurses should therefore advocate for their clients, continue the dialogue to address these so called determinant factors until there is change in all levels, the gaps that have existed for very long are closed, and quality health care delivered equitably among the citizens. †¢ Creating social and physical environment that promote good health is another goal set by Healthy People 2020 that is designed to create and promote a healthy physical as well as social environment by the year 2020. Everyone deserves to have the equal opportunity to make healthy decisions that will promote good and healthy lifestyle. For this to be achieved, health care advances and improvements need to be made. Community integration and planning, social factors such as quality education, community based resources, social support system, hazard free environment all have significant impact on people’s health. With the challenges we face, nurses can promote a safe and healthy environment through nursing education and wellness programs, disease control programs, immunization programs and many more to alleviate and or eliminate burdens, reduce untimely deaths, and create safe environment that promotes a healthy lifestyle for all. †¢ Promoting quality of life, healthy development and healthy behavior across life stages is another goal directed towards individuals in making healthy choices, have healthy development without anyShow MoreRelatedInfant Health And Human Services1694 Words   |  7 PagesIn the United States, the Department of Health and Human Services works tirelessly in order to improve the conditions for newborn infants. Their goal is to provide essential human services, as well as protect the health for all Americans. Specifically, the area of infant health focuses on the period of rapid development from birth to one year age. 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The Importance Of Writing A Business s Health - 891 Words

Writing plays a significant role in many disciplines in the workforce. Some believe that in accounting, writing does not take place at all. This is far from the truth. In fact, when it comes to accounting, writing is very important. It is the inspector in a business’s health. It is used to tell people the status of a business, address the problems, and provide answers. In this essay, we will try to convey the important role writing takes in accounting. We will show its purpose, its content, and the steps to take in order to write successfully in accounting. In the world of accounting, the main goal is to provide information, address issues, and give insight and solutions. These aspects are what accountants are meant to show in their reports. These reports show the people inside and outside of businesses how it is doing. Investors can know whether or not to invest in a company, and managers and owners will know how to fix certain problems. Without the specific writings, busines s would not be able to know their financial â€Å"health.† Owners might blindly get into to much debt. Creditors might loan to a company that cannot pay back their debt and not even know. Investors might miss out on an opportunity to invest in a good company because there was no way to show which ones are better. Accountants are the financial doctors, and the writing taking place is the businesses’ diagnosis. In accounting, the different kinds of writing are the financial statements, the summary,Show MoreRelatedEvolution Of Health Care Info Systems. Physician’S Offices1514 Words   |  7 PagesEvolution of Health Care info Systems Physician’s offices and different facilities have modified considerably over the last twenty years. 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The Development of Psychological Disorders - 1013 Words

Psychological disorders occur when several behaviors cause impairment in a person’s life. The individual can’t function successful in many areas of his/her live. According to Santrock, psychoanalytic theories define development as unconscious and strongly affected by emotions. For the psychoanalytic theorists, in order to understand the development, it is necessary to analyze the symbolic meaning of behavior and the inner workings of the mind. They agree that experiences in early childhood with the parents play an important role during development (Santrock, 2011, p. 22). According to Freud, development is sexual motivated and a child goes through five psychosexual stages: oral, anal, phallic, latency and genital. Freud believed†¦show more content†¦Bandura underlined that people pick up a wide range of behaviors, thoughts, and feelings through observing other individuals’ behavior (Santrock, 2011, p. 27). According to Skinner and Bandura’s learning theories, psychological disorder develop when an individual compare or compete their performance with traditional standards or with others and themselves. If the person does poorly in comparison with their standard, they will give themselves punishing self-responses. These self-responses can lead to feelings of shame. If the person thinks he is failing to meet the standards and start punishing themselves, they will have a poor self-image, which might result in psychological disorders (Boeree, 2012). According to Bronfenbrenner, everything in a child and the child’s environment affects how a child grows and develops. There are five environmental sytems: microsystem, mesosystem, exosystem, macrosystem, and chronosystem to his theory (Santrock, 2011, p. 28). Each system will affect the child’s development positive or negative. The microsystem is the small, immediate environment the child lives in. This setting includes immediate family or caregivers and their school or daycare. How a child acts or reacts to these people in the microsystem will affect how they treat her in return (Oswalt, 2008). The mesosystem is the setting where the interaction between family and the school or other socialShow MoreRelatedPsychological Disorders1154 Words   |  5 PagesPsychological Disorder July, 20, 2011 Psychological Disorder Paper Psychological disorders are stated to be abnormalities of the mind, known as mental disorders (Klasco, 2011). Abnormalities of the mind cause persistent behaviors that affect an individualà ¢Ã¢â€š ¬Ã¢â€ž ¢s daily function and life (Klasco, 2011). The different types of psychological disorders include mood disorders, personality disorders, anxiety disorders, and eating disorders (Klasco, 2011). 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Owner vs. Steward free essay sample

Owner vs. Steward BY vflnel 23 Owner vs. Stewart Owner vs. Steward in the Kingdom Being the owner means that it belongs to you. Its yours. You have all rights to it. There are no limitations on what you decide to do or not to do with it. You are in full control of your possessions, regardless of how much you have. You are faithful to what is yours. You rule over it. It is your Lord. And nothing or no-one can take it from you. A owner knows all commands all and administers all. A owner makes all the decision on your life, your finances, your well being, your past. Present and your future. Now being a steward you have to understand that you are Just a manager of the affairs of the master, with the best interest of the master in mind, the steward knows that the master will return and settle all accounts for which they are responsible. We will write a custom essay sample on Owner vs. Steward or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page A steward doesnt own anything. For every beast of the field is mine. And the cattle on a thousand hills. ow all the birds of the mountains, and the wild beast of the fields are Mine. If I were hungry, I would not tell you: For the world is Mine, and all its fullness. -Psalms 50: 10-12. 1f you take away the servant/master relationship from the idea of stewardship then you take away obedience and put sovereignty in the hands of the steward. As a steward you dont have a say so over things that dont belong to you. Being good steward is impossible to do unless you have the proper perspective about the things in your life. Being a steward you have to be careful about your desires to be rich! Even money doesnt belong to you. Therefore in order to be a good steward you must never view money as a end in itself, but merely as a resource used to accomplish goal and obligation as outlined by God. A good steward has its rewards. God promises that if we are faithful stewards over what we have, God will reward us to be stewards over more things. (Matthew 25:23). So understanding the two we can go on to prosper in the Kingdom.