Humas Overcoming Nature Essay -- Nature Society Natural Essays

Humas Overcoming Nature Humans have always tried to exert their control over nature. Throughout history, humans command over nature has wavered from a confidant to a skeptical viewpoint. As time passed, humans believied in their ability to conquer nature slowly diminished to a point where nature ruled without a doubt. Now, in the twentieth century, however, people believe once again that the human population can overcome nature. Up until the sixteenth century, people believed that God could explain all actions. In general, science did not really exist. People simply looked to the Bible for reassurance about then unexplainable phenomenon. With the development of a scientific method and the industrial revolution, people began to recognize reason in their world through science. In the present day, the general public in their quest to discover all of natures secrets depends on science and its reason. Rogets Dictionary declares that science includes the observation, identification, experimental investigation and theoretical explanation of phenomena. Science tries to describe nature through all of these methods. It seems that every day a new study is published about the relationship between nature and humans. Scientists have explained and improved many aspects of human health and the human body, especially in the twentieth century. In 1936, Dr. Alexis Carrel developed the artificial heart. In 1937, insulin began t o be used to control diabetes. In 1943, penicillin was discovered. In 1954, Jonas Salk inoculated children with the polio vaccination. In 1970, scientist at the University of Wisconsin completed the first complete synthesis of a gene. In 1978 the first "test-tube baby" was born in England and finally, in 1980, the Wor... ...f Western Civilization: Problems and Sources in History. Third Edition. 532. 6. Rogers, Perry M. Aspects of Western Civilization: Problems and Sources in History. Third Edition. 532. 7. Rogers, Perry M. Aspects of Western Civilization: Problems and Sources in History. Third Edition. 542. 8. Rogers, Perry M. Aspects of Western Civilization: Problems and Sources in History. Third Edition. 530. 9. Rogers, Perry M. Aspects of Western Civilization: Problems and Sources in History. Third Edition. 531. 10. Rogers, Perry M. Aspects of Western Civilization: Problems and Sources in History. Third Edition. 539-540. 11. Craver, Bruce. Lecture. University of Dayton. 19 Nov 98. 12. Rogers, Perry M. Aspects of Western Civilization: Problems and Sources in History. Third Edition. 494.

What is the impact of road safety on the design and management of road networks?

Abstract Road transport is the most common type of transportation worldwide, which inevitably means that traffic accidents, and resulting casualties, are a regular occurrence. Further, the manufacture of cars in recent years, which combine high-speed engines with poor road performance, has a direct correlation with the occurrence of accidents. Consequentially, road safety has become a common interest within all countries throughout the world. In my opinion, road safety can be improved by incorporating relevant geometric, climatic and physical considerations in the design of roads. In addition, the application of an awareness program in education and advertising plays a significant role in strengthening road safety and reducing accidents. On the basis of the foregoing, when one is building a safe road, every factor of safety should be taken into consideration and at every stage of the process, including design. The main objective of this report is to show the impact of road safety considerations in the design of roads and the management of the road network, and how the aim of decreasing road traffic accidents and casualties influences geometric design, traffic design and structural design in road construction. In particular, geometric design and traffic design are greatly influenced by road safety standards, as evidenced in the geometric design of roundabouts, junctions, and pedestrian and cyclist highways. By relying on a specific case study, this paper will also investigate roundabout design and its interrelation with road safety; for instance, whilst roundabouts are likely safer than intersections because they encourage a reduction in vehicles speed and conflict points, it has been found that roundabouts with signalisation are safer for both cyclists and pedestrians. For these reasons, it is clear that the improvement of road safety requires the inclusion of safety in road design and man agement procedures. Introduction The road network is a systematic structure, which is constructed on invariable criteria for the purpose of road transportation and designed with certain considerations (such as traffic, climate condition and the environment) in mind. It is used by the majority of people worldwide, which is unsurprising considering the volume of traffic accidents and road related deaths and injuries. Indeed in recent times, this is often seen as a global phenomenon, with the number of road related deaths ranging from between 0.75 and 0.8 million annually[1]. Unfortunately, it also appears that this number is increasingly rising; indeed, a 2008 publication of the World Health Organisation (â€Å"World health statistics†) estimated that the death rate from traffic accidents globally is 2.2%, and that due to the manufacture of car engines capable of higher speeds and the development of the economy in developing countries, it is anticipated that this figure will dramatically increase to about 3.6% by 2030[2]. Likewise, road traffic accident costs are expected to increase. There are three main factors which contribute to road traffic accidents: â€Å"road and engineering deficiencies; road user errors (â€Å"human factors†); and vehicle defects†[3]. Indeed, a UK study from the 1970s demonstrated that the human factor plays an unfavorable role in 95% of accidents, whilst 28% and 8% of accidents are at least partly caused by environmental and vehicle shortcomings[4]. For these reasons, it is not logical to focus solely on one single factor. It is clear that the fact that road user errors feature in the majority of accidents proves that the human factor is the principle cause of traffic accidents; however, if the construction of roads was geometrically improved, this may not be the case. Indeed, according to Restructuring road institutions, finance and management engineering[5], engineering is one of four factors that influence road safety (along with enforcement, education, and climate). By focusing on the impact of the engineering factor o n road safety improvement, the objective of this report is: To demonstrate and define the concept of road safety. To explain the incorporation of safety features in road design and management. This report consists of 6 parts: methodology; an explanation of road safety, road design, and road management; the impact of road safety factors on the geometric design and management of roads; a presentation of a case study on road intersections, cyclists and pedestrian safety at roundabouts; a discussion; and finally, a conclusion 2. Methodology To demonstrate the effect of the road safety considerations on road design and management, this paper will investigate road intersections through a case study linked to geometric design, and then discuss the safety of cyclists and pedestrians in relation to roundabouts. See Figure 1. 3. Road safety According to Oxford Wordpower Dictionary[1], safety is defined as â€Å"the state of being safe; not being dangerous or in danger†, whilst road safety is defined as â€Å"the prevention of road accidents†. The purpose of roads is to provide facilities for safe travel and transport, and improved road safety can be achieved in the design and management of road management by incorporating safety orientated â€Å"design criteria, design values and interventions†[2]. Such an approach could not only lead to a decrease in road related deaths and accidents, but it could also make roads more accessible. Indeed, as outlined in the DTMRQ manual[3], such an outcome can be achieved with the application of certain factors: Improving road network safety using a risk management approach; Designing for safer travel for all road users; Providing safer access to the road system for cyclists and pedestrians; Ensuring work site safety; and Co-ordinating with other government agencies in partnership. As stated above, road users errors is the main factor which contributes to road accidents. However, it has been observed that the enhancement of engineering design and management can influence drivers’ behavior positively and reduce the number of such errors[4]. It should be noted that no road is absolutely safe and that the safety of a road is often measured on the volume of accidents on it. For that reason, it is logical to indicate that the construction of a road involves the use of a nominal safety level[5] 4. Road design: According to Oxford Wordpower Dictionary[6], design is defined as â€Å"to plan and make a drawing of how something will be made†. The three aspects of design that must be considered in the construction of roads are geometric design (which relates to physical elements such as â€Å"vertical and horizontal curves, lane widths, clearances, cross-section dimensions, etc†[7]) traffic design and structural design. Good road design standards involve a combination of these three variable aspects to produce efficient and safer road.4.1 Geometric design:Road geometric design involves horizontal and vertical alignment and road cross-section, with the determination of these elements based on the criteria of road safety[8]. The reduction of the road accident rate is significantly influenced by these elements meaning there is a clear relationship between road design and road safety. For example, it has been found that junctions that are geometrically designed with road safety in min d see a smaller number of road accidents. Sound geometric design can involve a reduction in the number of conflict points (with the construction of channels). Indeed, it has been found that the use of roads with two lanes, which are each 3.7m wide, are safer than roads with one lane that is 2.7m wide[9]. In addition, it is felt that the presence of the median reduces the cross-median accident rate, even where it is narrow, and that the inclusion of safety fences at the outer edge of roads plays a significant role in road safety[10]. Road Management: According to Robinson (2008)[11], road management is defined as â€Å"a process that is attempting to optimise the overall performance of the road network overtime†. This involves action that affects or can affect the road network quality and efficiency during the service lifespan and which facilitates trade, health protection, and education by enhancing accessibility. Further, the improvement of road efficiency, effectiveness and safety can lead to increasing economic well-being as a result of lower commodity prices. Road management is affected by a number of factors, but the dominant is â€Å"accident levels and costs†, which is directly related to road users and economic infrastructure[12]. As a consequence, road management action can involve the policing of vehicle speed in order to improve safety. Additionally, it can also include such activities which are conducted on the road itself and the surrounding environment, such as road maintenance. As Robinson (2008) sta tes, the aim of road maintenance is to make roads safer because it contributes to the geometric factors in the areas of: Pavement and footway surface; Carriageway marking and delineation; and Signs, street lights and furniture.[13] In this way, road safety can be incorporated in road management; for example, the continuous repair of pavements reduces vehicle operating costs to be reduced and the rate of accidents on the road. Road intersections Road intersections are a significant part of the road network structure, and in spite of their simple function, they contributes more than 20% of fatal road accidents in the EU[14]; and even though it has been reported that about 31% of serious accidents occur in non-built-up areas, 65% occurred at built-area junctions in 1984 in the UK[15]. According to the Federal Highway Administration (2006)[16], road intersection safety has become a considerable problem in the USA because more than 45% of approximately 2.7 million crashes that occurred there in 2004 happened at junctions. Unfortunately, despite the fact that junction design and traffic standards have seen a significant improvement generally, it has not caused a significant reduction in the rate of accidents per year. For those reasons, the FHWA supported the concept of converting intersections to roundabouts in order to decrease the rate of accidents and to provide increase safety. Rate of fatal casualties in EU at junctions and other locations of roads Case study A study was carried out in 8 States of the USA in 2004 for 24 junctions before and after conversion to roundabout. It resulted in a 39% reduction of overall crash rates, with a 90% and 76% reduction in the fatal and injury crashes, respectively[1]. See Table 1. Reduction of crashes following roundabout conversions at 24 U.S. junctions In 8 states in USAReduction In Crashes % In 2004OverallFatalInjury -39%-90%-76% Table 1: the information from FHWA, 2006 Discussion The reduction in the level of road traffic accidents in the case study proves that replacing junctions with roundabouts is the logical decision in the USA because it is clear that such a course of action increases overall safety. Unfortunately, the study sample is small as it does not cover all safety aspects, and the safety of the cyclist and pedestrian is not clarified because the crashes categorized are only based on motor vehicles. It should be noted that approximately 75% of cyclist accidents occur at roundabouts[2]. For that reason, the impact of roundabouts on passengers and cyclists is worthy of investigation.8.1 Roundabout and road designAccording to Fortuijn (2003)[3], the majority of cyclist-car accidents occur when a cyclist is circulating in the roundabout and a car either enters or exits from the roundabout. It has also been said that roundabouts that are charactarised with a significant design feature (e.g. a requirement to reduce vehicle speed to 30phm, use of a centr al island, a right angle connection between roadways and circular roadways, or a right of way traffic movement) serve to reduce crash rates and cyclist accidents. Another characteristic that improves road safety at roundabouts is the reduction of conflict points to about a quarter of the number utilised at other junctions.8.2. Roundabout and road managementModern roundabouts are recognised with high capacity, low speed, and non-use of signalisation. The use of roundabout signalisation is typical dependant on traffic volume and safety. Nevertheless, the roundabouts that don’t use signalisation are still safer than junctions[1]. Further, the maintenance of traffic signs, lights and pavement surface serve to increase road life service and safety. The manufacture of vehicles with higher speed engines may serve to reduce the efficiency of roundabouts and increase the safety hazards to cyclists and pedestrians, especially at times of high traffic volume. According to the findings of the London Road Safety Unit (2003)[2], the roundabouts with signalisation are safer for both cyclists and pedestrian, based on a study which was conducted in 2003 for a number of roundabouts, before and after signalisation Conclusion: This report has sought to demonstrate the impact of road safety in design and road management by defining and analysing the relevant concepts, with particular attention paid to cyclist and pedestrian safety. The following points were also concluded: Road accidents occur due to three main factors: road users, environment and engineering. The level of road safety measures that are utilized depend on the volume of accidents. Road safety is incorporated into road design and management through incorporation of safety considerations. Road safety is improved through road maintenance. Roundabouts typically serve to reduce vehicle speed and conflict points, which in turn can reduce the road accident rate, and increase the safety of cyclists and pedestrian. It is believed that the road design and management plays a significant role in road safety enhancement through the interaction of safety criteria with the road efficiency. Signalisation at roundabouts can increase the safety of cyclists and pedestrians, and a cyclist right of way can reduce the rate of car-cyclist accident References: Robinson, R., & Thagesen, B. (2004). Road engineering for development, 2nd ed. Taylor & Francis. London. Moller, M., & Hels, T. (2008). Cyclists’ perception of risk in roundabouts.Accident Analysis & Prevention, 40(3), 1055-1062. [online] https://wiki.cecs.pdx.edu/pub/ItsWeb/BikeBoxes/Moller_Hels_2007.pdf [accessed October 19th 2013] Fortuijn, L. G. H. (2003). Pedestrian and Bicycle-Friendly Roundabouts; Dilemma of Comfort and Safety. [online], Delft University of Technology, The Netherlands. http://www.mnt.ee/failid/SlowTrRoundb.pdf [accessed October 19th 2013] Antoniou, C., Tsakiri, M., & Yannis, G. (2012). ROAD SAFETY IMPROVEMENTS IN JUNCTIONS USING 3D LASER SCANNING. [online] http://www.nrso.ntua.gr/geyannis/images/stories/ge/Publications/Papers-Conferences/geyannis-pc144.pdf [accessed October 16th 2013] DTMRQ, (2010). Road planning and design manual: design philosophy. [online], Brisbane, Department of Transport and Main Roads of Queensland. http://www.tmr.qld.gov.au/~/media/Business%20and%20industry/Technical%20standards%20and%20publications/Road%20planning%20and%20design%20manual/Current%20document/RPDM_Chapter2.pdf[Accessed October 14th 2013]. DTMRQ, (2010). Road planning and design manual: road planning and design fundamentals. [online], Brisbane,Department of Transport and Main Roads of Queensland. http://www.tmr.qld.gov.au/~/media/Business%20and%20industry/Technical%20standards%20and%20publications/Road%20planning%20and%20design%20manual/Current%20document/RPDM_Chapter3.pdf[Accessed October 17th 2013]. FHWA, (2006). Priority market-ready technologies and innovations. Problem: intersection crashes account for more than 45 percent of all crashes nationwide. [online], U.S. Department of Transportation, Federal Highway Administration. http://www.fhwa.dot.gov/resourcecenter/teams/safety/saf_7rnd.pdf [accessed 18th October 2013]. Fouladvand, M. E., Sadjadi, Z., & Shaebani, M. R. (2004). Characteristics of vehicular traffic flow at a roundabout. [online] Physical Review E, 70(4), 046132. http://arxiv.org/pdf/cond-mat/0309560.pdf [accessed October 14th 2013] Grime, G., 1987.Handbook of road safety research.Bodmin: Butterworths. Hauer, E, (1999). Safety in geometric design standards. [online], Toronto. http://portalantigo.cefid.udesc.br/ciclo/workshop/Hauer.Safety.GeoDesign.pdf [Accessed October 17th 2013]. London Street Management-London Road Safety Unit. http://www.tfl.gov.uk/assets/downloads/SignalsatRoundabouts-TransportationProfessiona-Article.pdf Ministry of Transport, (1966). Roads in urban areas. Ministry of transport: Scottish development department. London. Oxford Wordpower Dictionary, (2013). Oxford University press, Persaud, B N and others, (2000). Crash reductions following installation of roundabouts in the United States. [online]. https://www.dot.ny.gov/main/roundabouts/files/insurance_report.pdf [Accessed 21th October 2013]. Robinson, R, 2008. Restructuring road institutions, finance and management, volume 1: concepts and principles.Totton: University of Birmingham, Birmingham. Slinn, M., Matthews, P., & Guest, P. (2005). Traffic engineering design. Principles and practice. 2nd ed. Arnold, London. [online] httpwww.amazon.comTraffic-Engineering-Design-Second-Editiondp0750658657 [accessed 20th October 2013] WHO, (2008).World health statistics. [online], Paris, World Health Organisation. [online]http://www.who.int/gho/publications/world_health_statistics/EN_WHS08_Full.pdf [accessed 14th October 2013].

The Scarlet Letter The Puritan Society - Free Essay Example

Sample details Pages: 3 Words: 832 Downloads: 3 Date added: 2019/05/15 Category Statistics Essay Level High school Tags: The Scarlet Letter Essay Did you like this example? The Puritans were a group of people, who had very strong religious beliefs, judged everyone harshly and played a prominent role in the 17th century set book, The Scarlet Letter. There are a lot of different factors in the book that play a big role, sin plays a big role in developing the whole story and there are many important pieces of symbolism in the book. In chapter 23 of Nathaniel Hawthornes best work, The Scarlet Letter, there are numerous examples of symbolism, which all contribute to demonstrating the role nature plays in the chapter and the rest of the book, along with exemplifying American Romanticism.. Don’t waste time! Our writers will create an original "The Scarlet Letter: The Puritan Society" essay for you Create order Romanticism and nature are intertwined throughout this book, and peoples feelings play a significant role in The Scarlet Letter. Hester Prynne suffered with Pearl Prynne throughout the story, and she suffered because she had to wear the scarlet letter A on her breast. The A ruined her life because it caused her to have no friends and led Hester to live a life of seclusion; it was Hester versus the town. Nature also plays an important and symbolic role in the book. Nature is used throughout the book to describe characters and set moods. Sunshine is used to represent the good, like Pearls innocence as she runs around catching the sunshine, I am but a child. It will not flee from me; for I wear nothing on my bosom yet (Hawthorne 180)! The darkness is normally present around bad things, like Hester wearing the A on her bosom, The sunshine does not love you. It runs away and hides itself, because it is afraid of something on your bosom (Hawthorne 180). The darkness was also present when R everend Arthur Dimmesdale had confessed at night on the scaffold, He had been driven hither by the impulse of that Remorse which dogged him everywhere, and whose own sister and closely linked companion was that Cowardice which invariably drew him back with her tremulous gripe, just when the other impulse had hurried him to the verge of a disclosure (Hawthorne 144). This part of the story is very important because it was when Dimmesdale first confessed his sin in public, even if nobody was there to hear him. Symbolism is one of the most important things in many stories. In chapter 23 there are very important symbols, such as Reverend Dimmesdales Election Day Sermon, which shows he is focused on his role in the community and God. When his sermon is over, he walks onto the scaffold while he is very weak and pale. While he is walking up, Reverend Wilson and Governor Bellingham offer him help, but he pushes them both away. Dimmesdale pushing the two men away symbolically represents him pushing away the church and the state. The first man that offered help was Wilson, The minister tremulously, but decidedly, repelled the old mans arm. He still walked onward, if that movement could be described, which rather resembled the wavering effort of an infant, with its mothers arms in view, outstretched to tempt him forward (Hawthorne 246). During the climax of the book, Dimmesdale realizes that he cannot save his own life, but he can save Pearls by admitting his sin to the town. This is very important because he had been fighting admitting this throughout the whole book. In the beginning of the book, Dimmesdale did not want to admit that he was Pearls father to the whole town, but as time went on and Roger Chillingworth continued to hurt him, he decided he needed to tell everybody his sin. Dimmesdale had overcome his fear of confessing. Then, Dimmesdale invites Hester and Pearl onto the scaffold with him and reveals his sin, With a convulsive motion, he tore away the ministerial band from before his breast. It was revealed (Hawthorne 250)! While Hester and Pearl stood up on the scaffold with Dimmesdale, Dimmesdale asked Pearl for a kiss because she did not accept Dimmesdales kiss previously and she gives him a kiss. When Pearl kisses Dimmesdale, it symbolizes that she forgives him and accepts him as her father, Dear li ttle Pearl, wilt thou kiss me now? Thou wouldst not, yonder, in the forest! But now thou wilt! Pearl kissed his lips. A spell was broken (Hawthorne 251). Nathaniel Hawthornes, The Scarlet Letter, has lots of symbolism and nature plays a big role, which all contribute to the book being an American Romanticism. It is an example of American Romanticism because it uses the individual person and their feelings. Another way the book is considered to be an American Romanticism is because revenge plays a role, Chillingworth was so focused throughout the book to get revenge on Dimmesdale, which is a huge sin and Chillingworth was going to die a sinner. Dimmesdale makes a huge transformation through the book, from being scared to admit he was the father of Pearl, to proudly admitting he was. The book is a great, old piece of American Literature and will continue to be analyzed and read for years.

Analysis Of The Book Never Let Me Go - 1158 Words

The Soul’s Power Every living thing has a soul, but not all the souls are the same. The soul in most of the religions and philosophical traditions is defined as the source of life in a living thing. The great philosopher Aristotle said that all of living things have souls but it differs as plants have nutritive souls , animals has sentient souls and humans have Logical souls. In Never Let Me Go Kazuo Ishiguro is showing how important the soul is, by showing how three clones whose lives are decided for them since the day they were born are totally different from the people they were copied from. As the moment they were cloned, somehow they had developed a souls in their bodies which made them totally different persons who think and have different personalities. Ishiguro’s Never Let Me Go is ironically parallel to Plato’s Allegory of the cave as the clones learn the truth of their existence as â€Å"the mind is more real than the body†. Kathy, Ruth and Tommy spend the first 16 years of their lives in the cave in Hailsham. Hailsham is a real estate gem who’s perfect for hiding clones that want to pretend don’t exist. Hailsiam is an awesome place, who doesn t love drawing classes and playing football? The students never leave the Hailsham grounds and are kept in the dark about what s in store for them in the future. What they know is that they are special, and that it is super essential for them to be creative. So Hailsham students work a lot on poetry and art with the hope thatShow MoreRelatedIt Worked For Me By David Powell1358 Words   |  6 PagesThis book explores into the military life of Collin Powell, creating an open door for leaders to understand and grow from Powell’s life moments. Powell’s book â€Å"It worked for me† provides life experiences for readers. These life moments where build over time from the growth of his career through the military. 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Personal Statement My Journey Essay - 1632 Words

I. Personal Profile: As I ponder over my thoughts and reflect on where I am in my journey of spiritual growth, all I can do is just thank God for all He has done. My spiritual journey has been full of ups and downs, but I would not change any of it because I had to go through the things I have went through to get to where I am today. Before I started living fully for Jesus, I was just existing and living my life without a purpose. I was lost and was seeking validation from everyone but God. My spiritual journey did not start until I realized that I was searching for happiness in all wrong places, and that my happiness was found in God. Once I discovered that and began building a relationship with God, my love began to increase for Him and all He has done. I began to see things clearer and God started removing toxic people out of my life and molding me into what he created me to be. In this season of my journey, I believe God is taking me through the pruning phase. 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Record Your Statements Of Philosophy1057 Words   |  5 Pages Statement of Philosophy Record your statements of philosophy of Nursing and of personal philosophy. Explain how these are reflected the values, vision, and personal interests that you recorded in your â€Å"My Vision and Interests† tool. My personal philosophy of nursing is to assist all my patients and their families during this crisis of illness and improve to their outcomes, using only the best nursing practices. Although their hospital stay may be unpreventable I can better facilitate their journeyRead MoreMba Statement of Purpose973 Words   |  4 PagesRunning head: PERSONAL STATEMENT TO PURSUE AN MBA Personal Statement to Pursue an MBA My personal statement begins with my American journey. A journey of faith and courage in the face of adversity that has taken me to where I am today. And it remains still a work in progress. And an MBA will surely help accelerate that. 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M3.10. Introduction to Leadership free essay sample

ILM Reflective Review M3. 10. Introduction to leadership Leadership Styles †¢Identify factors that will influence your choice of leadership styles and explain why your leadership styles are likely to positively affect your team. There are a number of different factors that can influence the style of leadership I employ within my team. To aid in deciding what style of leadership is appropriate for my particular team it is vital that I understand not only how my team is performing or even capable of performing but also the dynamics and personalities of the individuals making up the team. During the 1970’s, Dr Meredith Belbin and a team of researchers at the Henley Management Collage, conducted observations on a number of teams in an attempt to discover what aspects of a team’s dynamics can contribute towards the teams overall success or failure. During the course of their observations they discovered that the success or failure of a team was not dependent upon the individual team members intellect but upon their behaviour. Following Belbin’s publication in 1981 of Team Role Analysis he concluded that there are nine key roles that are aligned to an individual’s behaviour that can contribute to the make up of a team: The Belbin Team Inventory can be found on Appendix 1, with a full explanation of the strengths and allowable weakness of each of these roles can be found on Appendix 2. It is essential that as a leader I am able to understand the possible behavioural role that an individual may exhibit when assessing the effectiveness of a team’s development and performance. By each member of my scheduling team completing the Belbin team inventory or Belbin self perception inventory as it is sometimes referred to and then analysing the results, I would be able to ensure that there is an even balance of â€Å"roles† ithin my scheduling team. I could use Belbin to establish that I have the correct behavioural dynamics or roles for my team of schedulers and then I would be more able to evaluate at what stage of performance or development the team is and thus what style of leadership may be appropriate for my particular team. In 1965 Dr Bruce Tuckman published his â€Å"Stages of Group Dev elopment †, in which he stated that there are four phases that all teams go through in order to face up to challenges, tackle problems, find solutions, work together and finally deliver results. This can be found on Appendix 3. Each of these stages requires a different style of leadership. There are three main leadership styles as defined by Kurt Lewin . Authoritarian (Autocratic) This style is used when leaders tell their team members what they want done and how they want it accomplished, without seeking any advice from them or the team actually having any input into the decision making process. This type of leadership is most commonly used during the first two stages when the leader is required to give more direction to the team and it is necessary for the leader to make all of the decisions for the team or for an individual who has joined an existing team. I use this style of leadership with new schedulers when they join my team. As they are not classed as competent, not having complete all four competency sign off stages, they require a great deal of supervision and guidance. They need to be instructed on many aspects of the role and are not permitted to make autonomous decisions regarding the cancellation of visits, particularly inductions and deinstallations to avoid errors being made in relation to Service Level Agreements (SLAs) and Key Performance Indicators (KPIs). Although this style can be seen by some as a heavy handed, almost as a military approach to leadership, it is necessary. The individual is not placed under any pressure to get things right from the outset. They will hopefully understand that they require additional support and guidance, while they are learning a new role and are able to begin to develop a relationship with the other team members. The team realises that more of my time is going to be taken up with the training and development and supervision of the new scheduler. They understand that they are still able to maintain their relevant roles within the team but that these roles may be subject to change and that they may be required to perform more delegated tasks and take on greater responsibilities as they may be seen as a more senior scheduler. This may be seen as advancement and as a means of developing them. It offers them the opportunity to build upon their existing skills and gives them the opportunity of developing new ones. Democratic (Participative) This style involves the leader involving one or more team members in the decision making process. However, the leader remains the final decision maker and bares the overall responsibility for the outcome of the task. This leadership style can be used on the â€Å"Norming† stage of team development. The team is now working together with very little outside supervision required by the leader. The team members now have the required information and facts in order to be able to contribute to the decision making process along side the leader. Once a scheduler has completed competency and can show to me that they have a greater understanding of what is required of them from them in their role I feel that I am more able to use this style of management. I still expect them to come to me to make a decision on SLA visits but they have a greater input into the decision making process on the cancellation of other visits and on whether schedulers remain on one base over a course of shifts or rotate between all three bases that require to be covered. This style requires a strong leader. Some schedulers on passing competency may become complacent and feel that they have nothing more to learn and that their skills can not be improved upon. They may also feel that by allowing them a greater participation in the decision making process as weak or indecisive leadership, rather than as an opportunity to further develop them and as an opportunity for me to build upon their strengths and see areas for development. Laissez-Faire (Delegative) In this style, the leader allows the team members to take complete control of the task and make the necessary decisions for its successful completion. However again, the leader is still ultimately responsible for the decisions that are made and for the successful outcome of the task. It is now possible for the leader to allow this high flying team to make the majority of the necessary decisions for themselves. This is the style that I currently use with my team of schedulers. They have all been scheduling for a considerable period of time and are fully conversant with all aspects of their role. I have faith in their decision making skills and scheduling abilities and it is only for advice on a difficult matter that I am usually required to make a decision. I have no need to allocate them individually to cover a particular base as they now have the ability to decide amongst themselves and reach an agreement on who will cover each particular base and they are now capable of ensuring that all the reports and tasks required to be completed on each shift are completed to the required standard. As a leader I would hope that I am able to use John Adair’s Action Centred Leadership Model (found on Appendix 4) to assist in deciding what type of leadership style is appropriate to each situation that is and my team find ourselves facing. I understand that in order to successfully lead my team I must ensure that I maintain, as much as possible, the fine balance between the task, the team and those individuals within the team. In relation to the task, I need to maintain a clear vision of our aims, purpose and direction in ensuring that the task is completed. I am responsible for ensuring that I meet my contracts’ SLAs and my departmental KPIs. I need to set and constantly assess the standards by which our success or failure is measured and I have the responsibility to report and investigate when we fail to meet the required standards. For my team I have to set and monitor the standards of performance, behaviour, discipline, morale and motivation exhibited by my team. I need to ensure that I am able to identify and deliver the required feed back on my team’s progress and also identify, agree and set long term objectives and goals for the team. I am able to review them on a yearly basis with their annual reviews, where we can agree on objectives that they will be required to achieve. By setting and achieving these objectives the team is given a sense of empowerment. In regards to the individuals in my team I should, understand their needs, skills and areas for development. I have to be able to identify and agree personal responsibilities and objectives. I must ensure that I am able to give the required amount of recognition or praise and acknowledge their hard work and effort. I need to ensure that they have adequate training to be able to complete their currant role and meet their needs in relation to the ever changing and developing scheduling role. Understanding the responsibilities I have towards the task, the team and individual team member in relation to the Action Centred Leadership Model and how the relationships between these three factors can be affected will again decide the particular leadership style I adopt. These three factors can be affected by the introduction of a new and un-familiar task, with a very short and strict deadline. This may mean that there is not enough time to consult my schedulers on what is now required of them and of how things need to be done and what needs to be accomplished to ensure the successful completion of the task. This would mean that I would be required to change my leadership style from delegative to authoritarian. The team should not think of this change in leadership as a loss of faith or trust in their abilities but rather as something that is necessary due to the need to complete a task in a short space of time, meaning that as a leader, who is responsible for the timely completion of the task I must make all the necessary decisions without having the time or luxury of being able to consult with them. With the introduction of a new scheduler however, I would be required to change my style from delegative to authoritarian with that particular team member and from delegative to participative with the other team members until the new scheduler was familiar with the teams dynamics, more confidant in their abilities and the team with the abilities of the new scheduler. ILM Reflective Review M3. 10 Introduction to leadership Review of own leadership behaviour †¢Access your own leadership behaviours and potential by referring to a relevant leadership model, your organisation’s working practices and by collecting feedback from others. As a manager and a leader within Serco I need to constantly review my leadership style and skills but I am not necessarily required to review my leadership behaviour. I can assess whether I am achieving what is required of me, by my line managers, in relation to my role by reviewing my team’s compliance against the contract’s SLAs and the Monitoring Centre’s KPIs. This however does not give any real indication of my leadership behaviour. To assess this I completed a Blake and Mouton Leadership Grid . This can be found on Appendix 5. After completing all the relevant questions I achieved scores of 27 in the people section and 31 in the task section. These were then multiplied by 0. 2 to give final scores of 5. 4 and 6. 2 respectively. Plotting these scores on the attached graph indicated that I was in the Team Leader section. The higher score in regards to the task, the horizontal axis, pointed to me possibly being more focused on achieving the task, this could often be at the expense of the team. This was also highlighted in my achieving a slightly lower score in the people section, the vertical axis with my lines crossing very close to the authoritarian section. While this could be explained by having to ensure that my team achieves compliance against SLAs and KPIs, it could be seen that I may be failing in regards to certain aspects of the Serco Governing Principles, particularly by possibly failing to enable our people to excel. To evaluate how my leadership behaviour was viewed by my team, I asked a number of them and also my line manager to complete a 360 feedback form. I also completed one myself in order to gauge the comparison between how I see my leadership to how those I am leading and my line manager see me. The 360 feedback questions and comparisons between scores can be found on Appendix 6. This feed back indicated that I may have been self critical on the questions that revolved around my time management, dealing with others fairly and also whether I could be seen to blame others for failures. The feedback showed that others viewed my leadership behaviour as delivering and on in the main delivering to the highest quality on these points. Even so the feedback did highlight factors in my leadership behaviour that I need to address. Particularly in collective decision making, providing my staff with challenging assignments and in regards to my interacting and collaborating with my team. These were the only parts of the feedback where I failed to receive the maximum points. To me this shows that these areas of my behaviour require attention. To try to address this I will use the Tannenbaum and Schmidt model of delegation and development . This can be found on Appendix 7. Due to the nature of my role, I am often busy when other members of my team may have less to perform but I feel that I need to take the time, during these periods to make time for my team and perhaps by taking a far less authoritarian approach to my leadership and by allowing my team to perform more of my tasks and giving them freedom to make more antonymous decisions in relation to their roles, this will allow me to show my team that I am including them more and have a greater appreciation of them and their abilities. By delegating more to my team I will also be allowing them to perform more challenging assignments and be seen to be interacting and collaborating with them to a greater extent. After a period of not more than three months I and those members of my team who completed the previous 360 feedback form, will complete another one to see if the team’s perception of my leadership behaviour has changed for the better in those areas I am seeking to address.

Managing Green Business Model Transformations †MyAssignmenthelp.com

Question: Discuss about the Managing Green Business Model Transformations. Answer: Introduction: A business model refer to how a business generates; capture values and delivers in the economic, cultural, and social context. AIESEC is the world's largest non-profit youth-run organization and it makes available the leadership development, the cross-cultural worldwide internship and the volunteer exchange experiences globally to young people (Sommer, 2012). The network of the AIESEC consists of 70,000 members in approximately 127 countries and territories. The business model of AIESEC shows how the organization works (AIESEC, 2017). AIESEC is a non-governmental organization in consultative status with the United Nations social and economic council. This organization is united with the UN DPI, which is a member of ICMYO and it is acknowledged by UNESCO. The AIESEC business model consists of value proposition, customer segments, revenue streams, key resources, channels, key activities, cost structure, customer relationship, and Key partnership. The customer segment of the organization includes the young people and enablers, the enablers include the global entrepreneurs, volunteer and the talent who are willing to work with the not-for-profit organization. The hosting organization opens the opportunity for participants in the exchange programs. The motive behind the programs is to align the organizational values with the customer segment. The value proposition of the company includes the leadership development model. The company is providing the leadership experiences to the young people and enabler. Both enabler and youth work together to develop leadership skills and qualities (AIESEC, 2016). The AIESEC generate talented participants for organization's who work as an enabler with the NPO. After the value proposition, the company takes help from the channels to promote the products and the services to grab the attention of youth. The company uses different channels such as social media portals, sites, and websites to enhance the relationship with the youth (AIESEC, 2016). The company manages the relationship with the young people and enablers. The company believes in managing the flow of young people and enablers considering all the experiences. During these experiences company will perform the key activities of the business; these key activities are the minimum standard that helps in accomplishing all programs to achieve the high-quality experiences (AIESEC, 2016). The key activity of the company is to develop the leadership skills among the young people and to provide the satisfaction that facilitates the young people to continue the programs with NPO (AIESEC, 2016). To accomplish the key activities the company have to link resources and these linked resources are known as the key resources. The key resources that company maintains include membership (membership of young people and enablers with the company) and extra opportunity. NPO provides the membership to the people who volunteer themselves. To conduct the whole process the company needs the key partnership and the initial partner is funding partner as this partner is going to invest in the project of the organization, operations and ultimately help the company in accomplishing the whole process. The funding market is helping the company to generate the opportunities. Another partner is lead partner; this partner includes all the stakeholders that help the company in generating tools and the leadership qualities. The stakeholders help youth in accessing experiences and also provide support to the organization (AIESEC, 2016). Then there is host family partner who opens their doors and listening to the youth. Ultimately the partners help in enhancing the experiences of the people who are connected with the NPO. At the end, all the business model activities need to be stable if a company wants to achieve the strategic goals every year. This shows that there is a balance between the revenue stream and the cost stream of the company. The revenue comes from the EP fee which is paid by the young people after taking the experiences with the company and another source of revenue is partnership revenue. This revenue comes either with the enablers or the funding partners who invest in companies projects (AIESEC, 2016). These revenues are used by the company to cover the cost and the cost of the organization comprises of fixed cost and the variable cost. The fixed cost contains the amount of the assets and the variable cost includes the operational education expenses and the secretariat expenses (this includes the taxes and extra cost). References AIESEC, 2016, Leadership Centred AIESEC, Viewed on 23rd November 2017, https://static1.squarespace.com/static/578b6eecb3db2b247148f1e8/t/5791fef1f7e0ab3294a7d670/1469185777791/GCP+OP+for+EPs.pdf Sommer, A., 2011412.Managing green business model transformations. Springer Science Business Media. AIESEC, 2016, Global Finance Summit Output, Viewed on 23rd November 2017, https://static1.squarespace.com/static/578b6eecb3db2b247148f1e8/t/579208b16a49638e55343e88/1469188281976/Finance+Summit+Output+-+KEYNOTE.pdf AIESEC, 2016, Its all connected, Viewed on 23rd November 2017, https://static1.squarespace.com/static/578b6eecb3db2b247148f1e8/t/5791fdac59cc68f414f71d7d/1469185467263/All+Connected+APC2015.pdf AIESEC, 2016, Our Business Model, Viewed on 23rd November 2017, https://www.aies.ec/ai-resources/2016/7/22/our-business-model AIESEC, 2017, So, What is AIESEC?, Viewed on 23rd November 2017, https://www.aiesec.org/ AIESEC, 2016, Pull Customer Flow, Viewed on 23rd November 2017, https://static1.squarespace.com/static/578b6eecb3db2b247148f1e8/t/5792015137c58183ca171a0b/1469186396102/Pull%2BCustomer%2BFlow.pdf AIESEC, 2016, Customer Flow In Aiesec, Viewed on 23rd November 2017, https://static1.squarespace.com/static/578b6eecb3db2b247148f1e8/t/579201fc46c3c4c2c3940b7a/1469186557849/Customer+Flow+in+AIESEC.pdf