Organization of Police Departments

Organization of Police Departments Free Online Research Papers There are many reasons as to why the effectiveness of the organization of the police departments are important. In my opinion, if there was no organization of the police departments then there would not be much done with in the field. The most important things that are involved in the organization of police departments are the area, time and purpose. The organizing by area is a very interesting topic. The police departments must be organized not only with regard to personnel but also with the regard to the geographic area they serve and protect. Every single officer with in a police department must always be responsible for a specific area in which the officer is assigned to patrol and protect. There are a few different ways the areas are split up. There are the beats or posts which is defined as the smallest geographic area that a single patrol unit, one or two people in a car or on foot, can patrol effectively. There are the sectors or zones which is the number of individual beats that are grouped together. Precincts which is defined as the entire collection of beats and sectors in a given geographic area. Research also states that in a smaller police department, only one precinct serves as the administrative headquarters for the entire police department. According to the assigned text for Axia College, The Long Island Police D epartment in Nassau County, New York, patrols a city of 35,000 people with only 70 actual police officers has just one precinct. Also, the New York City police department which serves over eight million people with near 40,000 police officers, has a total of seven precincts places thorough out the entire county. When it comes down to the larger precincts or station houses, the main focus is the desk. In addition to the police departments being organized by area, a police department must also be organized by its use of time. The three tour system is very important when being organized by time. According to the text, common sense states that police officers as well as other workers, can only work are specific number of hours in a day before fatigue starts to completely set in and the police officers lose their effectiveness. The shifts of the police officers are usually always separated by each day or 24 hour period of time into three shifts. A midnight or night shift which usually falls between the hours of 12 midnight and 8 a.m. A day shift usually falls between the hours of 8 a.m. and 4 p.m. and the evening shift which falls between the hours of 4 p.m. and 12 midnight. Usually the police officers that are working the day shift can tell if they are working or if they are off for any day in the year. It has been stated in the text that police officers have been allocated evenly du ring the three tours or shifts. The school text also states that the academic studies of the police beginning in the 1960’s discovered that crime and other police problems do not fit neatly into the three tour system. Steady fixed tours can be defined as where a police officer can work the same shifts. Meaning that one week they are working the over night shift and the next week they are working the day shift. Organizing by function or purpose with in a police department is also an important factor. The text explains that the best way to organize a police department in this way is to place similar functions performed by the police officers into similar units. In other words, all members of a police department that are doing normal patrol duties are places into a patrol division whereas all the other police officers that are assigned to perform detective duties are to be placed into a detective division. Line and staff functions are considered to be a big part in organization in a police department. Police departments must be organized by a function or purpose. The most simple grouping of units or division of a police department is between the line functions and the staff functions. Line functions are defined as the tasks that are directly facilitated by the accomplishment of organizational goals, whereas staff functions are those tasks that supplement the line units in their task performan ce. Police department units are described as 30 tasks or duties that the police officers must perform to have an effective police department. There are a few different units within the police departments. There is the operational unit which is where the operations are activities that are performed in direct assistance to the public. The operational units consist of the patrol, traffic, criminal investigation, vice, organized crime, juvenile services, community services, crime prevention and community relations. Also within a police department there is the administrative units. Administration in a police department can be defined as those activities performed not in the direct assistance to the public but for the benefit of the organization as a whole. The administrative unit is usually open between the hours 9 a.m. and 5 p.m. The administrative unit consists personnel, training, planning and analysis, budget and finance, legal assistance, public information, clerical, inspections, i nternal affairs and intelligence. As stated above are the facts behind the organization of any given police department. It is explained the area the time and the purpose for having a police department running in an organized and proper manner. 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Learn German Numbers, Dates, and Arithmetic Terms

Learn German Numbers, Dates, and Arithmetic Terms For each number below, two forms are shown for German language learners: Kardinalzahl (Cardinal  number: 1, 2, 3, etc.)Ordinalzahl (Ordinal  number: 1st, 2nd, 3rd, etc.) Notes on Fractions, Decimals, Articles, and Gender In some cases, a  fractional  number (Bruchzahl: 1/2, 1/5, 1/100) is also given. To make fractions (Brà ¼che) for five and above, just add -el  to the number, or -tel  if the number does not end in t: acht  Ã‚  el  Ã‚  achtel  (an eighth)zehn  Ã‚  tel  Ã‚  zehntel  (a tenth) For Dezimalzahlen (decimal numbers), Germans use das Komma (a comma), not a decimal point: 0.638 0,638 (null Komma sechs drei acht)1.08 1,08 (eins Komma null acht) Fun Fact The German expression in null Komma nichts (â€Å"in zero point zero†) means in an instant or in a flash. Although the masculine (calendar date) form is shown for the ordinal numbers, they can also be feminine (die), neuter (das) or plural, depending on the noun they are used with: das erste Auto  (the first car)die zweite Tà ¼r  (the second door)die ersten Menschen  (the first humans) When referring to individual numbers in German, you say die zwei (two) or die einundzwanzig (twenty-one), short for die Nummer/Zahl. An example would be naming the winning numbers for the lottery on television. Numbers From One to Ten (1-10) 0:  null  (zero or nought)1:  eins (one)der erste,  der 1.  (first)Time Construction: no ending on ein in ein Uhr (one oclock); but eine Uhr (one clock or a clock)  with -e ending on the article eineDate Construction: am ersten (on the first);  am ersten Mai or  am 1. Mai (on May first, on the first of May, on 1 May, or on May 1st)2:  zwei (two); the alternative form  zwo  is often used to avoid confusion with  dreider zweite,  der 2.  (second)halb, die Hlfte  (half or one-half)Time Construction: zwei Uhr (two oclock), but zwei Uhren (two clocks)3:  drei (three)der dritte,  der 3.  (third)drittel  (one third or a third)4:  vier (four)der vierte  (fourth)viertel-, das Viertel  (one fourth, one quarter, a fourth, a quarter or quarter)5:  fà ¼nf (five)der fà ¼nfte  (fifth)6:  sechs (six)der sechste  (sixth)7:  sieben (seven)der siebte  (seventh)8:  acht (eight)der achte  (eighth)9:  neun (nine)der neunte  (ninth) 10s, Tens, or Teens 10: zehn (ten)der zehnte,  der 10.  (tenth)11: elf (eleven)der elfte,  der 11.  (eleventh)12: zwà ¶lf (twelve)der zwà ¶lfte,  der 12.  (twelfth)13: dreizehn (thirteen)der dreizehnte,  der 13.  (thirteenth)am dreizehnten (on the thirteenth)14: vierzehn (fourteen)der vierzehnte,  der 14.  (fourteenth)am vierzehnten (on the fourteenth)15: fà ¼nfzehn (fifteen)der fà ¼nfzehnte,  der 15.  (fifteenth)am fà ¼nfzehnten (on the fifteenth)16: sechzehn (sixteen)der sechzehnte,  der 16.  (sixteenth)17: siebzehn (seventeen)der siebzehnte,  der 17.  (seventeenth)18: achtzehn (eighteen)der achtzehnte,  der 18.  (eighteenth)19: neunzehn (nineteen)der neunzehnte,  der 19.  (nineteenth) 20s or Twenties In German, to say in the twenties, short for the 1920s, you say in den zwanziger Jahren. The same method is used for the following decades. The 1900s and the teens are a little different. 20: zwanzig (twenty)der zwanzigste, der 20.  (twentieth)am zwanzigsten Juni, am 20. Juni  (on the twentieth of June or on June 20th)21: einundzwanzig (twenty-one)der einundzwanzigste,  der 21.  (twenty-first)am einundzwanzigsten Juni,  am 21. Juni  (on the twenty-first of June or on June 21st)22: zweiundzwanzig (twenty-two)der zweiundzwanzigste,  der 22.  (twenty-second)23: dreiundzwanzig (twenty-three)der dreiundzwanzigste,  der 23.  (twenty-third)24: vierundzwanzig (twenty-four)der vierundzwanzigste,  der 24.  (twenty-fourth)25: fà ¼nfundzwanzig (twenty-five)der fà ¼nfundzwanzigste,  der 25.  (twenty-fifth)26: sechsundzwanzig (twenty-six)der sechsundzwanzigste,  der 26.  (twenty-sixth)27: siebenundzwanzig (twenty-seven)der siebenundzwanzigste,  der 27.  (twenty-seventh)28: achtundzwanzig (twenty-eight)der achtundzwanzigste,  der 28.  (twenty-eighth)29: neunundzwanzig (twenty-nine)der neunundzwanzigste,  der 29.  (twenty-ninth) 30s or Thirties Note that unlike the other tens,  dreißig  has no z in its spelling. 30:  dreißig (thirty)der dreißigste,  der 30.  (thirtieth)31:  einunddreißig (thirty-one)der einunddreißigste,  der 31.  (thirty-first)32:  zweiunddreißig (thirty-two)der zweiunddreißigste,  der 32.  (thirty-second)33:  dreiunddreißig (thirty-three)der dreiunddreißigste,  der 33.  (thirty-third)34 to 39: consistent with the system from the 20s 40s or Forties 40:  vierzig (forty)der vierzigste,  der 40.  (fortieth)41:  einundvierzig (forty-one)der einundvierzigste,  der 41.  (forty-first)42:  zweiundvierzig (forty-two)der zweiundvierzigste,  der 42.  (forty-second)43:  dreiundvierzig (forty-three)der dreiundvierzigste,  der 43.  (forty-third)44 to 49: consistent with previous systems 50s or Fifties 50:  fà ¼nfzig (fifty)der fà ¼nfzigste,  der 50.  (fiftieth)51:  einundfà ¼nfzig (fifty-one)der einundfà ¼nfzigste,  der 51.  (fifty-first)52:  zweiundfà ¼nfzig (fifty-two)der zweiundfà ¼nfzigste,  der 52.  (fifty-second)53:  dreiundfà ¼nfzig (fifty-three)der dreiundfà ¼nfzigste,  der 53.  (fifty-third)54 to 59: consistent with previous systems 60s or Sixties 60:  sechzig (sixty)der sechzigste,  der 60.  (sixtieth)61:  einundsechzig (sixty-one)der einundsechzigste,  der 61.  (sixty-first)62:  zweiundsechzig (sixty-two)der zweiundsechzigste,  der 62.  (sixty-second)63:  dreiundsechzig (sixty-three)der dreiundsechzigste,  der 63.  (sixty-third)64 to 69: consistent with previous systems 70s or Seventies 70:  siebzig (seventy)der siebzigste,  der 70.  (seventieth)71:  einundsiebzig (seventy-one)der einundsiebzigste,  der 71.  (seventy-first)72:  zweiundsiebzig (seventy-two)der zweiundsiebzigste,  der 72.  (seventy-second)73:  dreiundsiebzig (seventy-three)der dreiundsiebzigste,  der 73.  (seventy-third)74 to 79: consistent with previous systems 80s or Eighties 80:  achtzig (eighty)der achtzigste,  der 80.  (eightieth)81:  einundachtzig (eighty-one)der einundachtzigste,  der 81.  (eighty-first)82:  zweiundachtzig (eighty-two)der zweiundachtzigste,  der 82.  (eighty-second)83:  dreiundachtzig (eighty-three)der dreiundachtzigste,  der 83.  (eighty-third)84 to 89: consistent with previous systems 90s or Nineties 90:  neunzig (ninety)der neunzigste,  der 90.  (ninetieth)91:  einundneunzig (ninety-one)der einundneunzigste,  der 91.  (ninety-first)92:  zweiundneunzig (ninety-two)der zweiundneunzigste,  der 92.  (ninety-second)93:  dreiundneunzig (ninety-three)der dreiundneunzigste,  der 93.  (ninety-third)94 to 99: consistent with previous systems 100s or One Hundreds 100: hundert  or  einhundert (hundred, a hundred or one hundred)der hundertste,  der 100.  (hundredth)(ein) hundertstel  (one-hundredth or one out of one hundred)101: hunderteins (hundred-and-one)der hunderterste,  der 101.  (hundred-and-first)102: hundertzwei (hundred-and-two)der hundertzweite,  der 102.  (hundred-and-second)103: hundertdrei (hundred-and-three)der hundertdritte,  der 103.  (hundred-and-third)104 to 199: continue in the same way 200s or Two Hundreds, and Other Hundreds 200:  zweihundert (two hundred)der zweihundertste,  der 200.  (two-hundredth)201:  zweihunderteins (two-hundred-and-one)der zweihunderterste,  der 201.  (two-hundred-and-first)202:  zweihundertzwei (two-hundred-and-two)der zweihundertzweite,  der 202.  (two-hundred-and-second)203:  zweihundertdrei (two-hundred-and-three)der zweihundertdritte,  der 203.  (two-hundred-and-third)204 to 899: continue in the same way 900s or Nine Hundreds 900:  neunhundert  (nine-hundred)der neunhundertste,  der 900.  (nine-hundredth)901:  neunhunderteinsder neunhunderterste,  der 901.  (nine-hundred-and-one)902 to 997: continue in the same way998:  neunhundertachtundneunzig  (nine-hundred-ninety-eight)der neunhundertachtundneunzigste,  der 998.  (nine-hundred-ninety-eighth)999:  neunhundertneunundneunzig  (nine-hundred-ninety-nine)der neunhundertneunundneunzigste,  der 999.  (nine-hundred-ninety-ninth) 1000s or One Thousands In German, one thousand is written or printed as either 1000, 1.000 or 1 000,  using a Punkt (decimal point) or a space instead of a comma. This also applies to all German numbers above 1,000. 1000:  tausend  or  eintausend (thousand, a thousand, or one thousand)der tausendste,  der 1000.  (thousandth)tausendstel  (one-thousandth or one out of a thousand)1001:  tausendeins (thousand-one or one-thousand-and-one)der tausenderste,  der 1001.  (thousand-first)1002:  tausendzwei (thousand-two)der tausendzweite,  der 1002.  (thousand-second)1003 to 1999:  continue in the same way Fun Fact 1001 Arabian Nights becomes Tausendundeine Arabische Nacht, but its 1001 Nchte (tausendeine Nchte) otherwise. 2000s or Two Thousands, and Other Thousands 2000:  zweitausend (two-thousand)der zweitausendste,  der 2000.  (two-thousandth)2001:  zweitausendeins (two-thousand-one or two-thousand-and-one)der zweitausenderste,  der 2001.  (two-thousand-first)2002:  zweitausendzwei (two-thousand-two)der zweitausendzweite,  der 2002.  (two-thousand-second)2003:  zweitausenddrei (two-thousand-three)der zweitausenddritte,  der 2003.  (two-thousand-third)2004:  zweitausendvier (two-thousand-four)der zweitausendvierte,  der 2004.  (two-thousand-fourth)2005 to 9998: continue in the same way9999:  neuntausendneunhundertneunundneunzig (nine-thousand-nine-hundred-ninety-nine)der neuntausendneunhundertneunundneunzigste,  der 9.999. (nine-thousand-nine-hundred-ninety-ninth) Talking About Jahre (Years) For the years 1100 to 1999 in German, you must say the  hundert rather than the tausend, as for 1152 (elfhundertzweiundfà ¼nfzig) or 1864 (achtzehnhundertvierundsechzig). 1100:  elfhundert  (year, number)tausendeinhundert  (number only)1200:  zwà ¶lfhundert  (year, number)tausendzweihundert  (number only)1800:  achtzehnhundert  (year, number)1900:  neunzehnhundert  (year, number)2000:  zweitausend  (year, number) In the year 2001 can be spoken or written in German as im Jahre 2001 or im Jahr 2001 (zweitausendeins). The phrase im Jahre means in the year, as in: Im Jahre 1350 (dreizehnhundertfà ¼nfzig) (In the year 1350). If the word Jahr is left out, then the year is used by itself, with no im (in the). For example: Er ist im Jahre 2001 geboren. | Er ist 2001 geboren. (He was born in (the year) 2001.)Er ist im Jahre 1958 geboren. | Er ist 1958 geboren. (He was born in 1958.)Kolumbus hat 1492 (vierzehnhundertzweiundneunzig) Amerika entdeckt. (Columbus discovered America in 1492) To convey the Christian calendar use of A.D. (anno domini, year of our Lord) and B.C. (Before Christ), German uses  n.Chr.  (nach Christus) for A.D. and  v.Chr.  (vor Christus for B.C. C.E. and B.C.E., for Common Era and Before Common Era, were used mostly in East Germany like so:  u.Z. (unserer Zeitrechnung) for C.E., and v.u.Z. (vor unserer Zeitrechnung) for B.C.E. 10,000 and Up 10,000:  zehntausend (ten-thousand)der zehntausendste,  der 10.000.  (ten-thousandth)20,000:  zwanzigtausend (twenty-thousand)der zwanzigtausendste,  der 20.000.  (twenty-thousandth)100,000:  hunderttausend (hundred-thousand)der hunderttausendste,  der 100.000. (hundred-thousandth)1,000,000: (eine) Million (million, one million, or a million)der millionste,  der 1.000.000.  (millionth)2,000,000: zwei Millionen (two million)der zweimillionste,  der 2.000.000. (two-millionth)1,000,000,000: (eine) Milliarde (billion, one billion, or a billion)der milliardste, der 1,000,000,000. (the billionth)1,000,000,000,000: (eine) Billion (trillion, one trillion, or a trillion)der billionste, der 1,000,000,000,000  (the trillionth) Fun Fact In German, one million is  eine Million, but two million is  zwei Millionen  (two millions). An American billion is a German Milliarde. A German Billion is an American trillion.​ Mathematische Ausdrà ¼cke (German Math Terms) German English addieren "add" die Algebra "algebra" das Differentialrechnendas Integralrechnen "calculus" dividieren "divide" durchzehn durch zwei (10/2) "divided by""ten divided by two" istgleichfà ¼nf und sechs ist elf "equals""five plus six equals eleven" die Gleichunge Gleichungsformel "equation" die Formel "formula" die Geometrie "geometry" minusweniger "minus""less" multiplizieren "multiply" plusundzwei und/plus zwei "plus""and""two plus two" subtrahieren "subtract" die Trigonometrie "trigonometry"

Thermoplastic polyester elastomer nanocomposites Assignment

Thermoplastic polyester elastomer nanocomposites - Assignment Example It also shows very good resistance to impact, tear, creep, and abrasion. Inorder to improve to improve mechanical, therma and electrical properties of TPEs (Aso 2006, 2854) fillers such as mica, clays, silica, kaolin, and talc are added (Sreekanth 2009, pg. 272). Mica improves critical properties of TPEs, these properties are cost effective . which are cost effective (Sreekanth 2009, pg. 272). This position has also been supported by LeBaron et al. (1999, pg.12) who argues that composites that show a change in structure and composition over a nanometer length always exhibit property enhancements in comparison to conventioanally scaled composites. Layered silicates which have been distributed as a reinforcing phase on a polymer matrix are an example of such mixture of inorganic/organic nanocomposites (LeBaron et al.1999, pg.12). Some of these enhanced properties are, increased moduli, increased heat resistance and strength, and also decreased flammability (Ray et al. 2003, pg. 2355). For example, in a nylon layered silicate with 2 % with volume of inorgan ic content, doubling of strenghth and tensile modulus is achieved (Giannelis 1997, pg. 675). The reason why nanocomposites exhibit improved characteristics as compared to conventional composites is because the dispersion of clay nano layers increases the number of reinforcing elements available that can deflect cracks (LeBaron et al.1999, pg.13). Coupling between polymer matrix and the large surface area (760 m2/g) increases stress transfer to the reinforcement phase, which enable toughning and tensile improvement by (LeBaron et al.1999, pg.13). In addition, layered silicates thickness are in the order of 1 nm and they also have high aspect ratios in the magnitude of (10-1000) (Ray et al. 2003, pg. 2355). There are various reasons why there is an increase in the high aspect ratios of the nanocomposites.According to Yano et al. (1993), it is possible that the improved barrier

The Overall Strategic Plan for Blackberry Research Paper

The Overall Strategic Plan for Blackberry - Research Paper Example According to Rhandawa et al (2009), Blackberry was founded in 1984 and it is headquartered in Waterloo, Canada. Blackberry’s strategic plan is to target professionals through the provision of a range of activities such as push email, mobile telephony, text messaging, internet faxing, web browsing and additional wireless information services (Moro, 2007). Jim Balsillie, co-founder of RIM, sums up the strategic plan for RIM â€Å"easy in, impossible out† which implies that it is very easy for corporations to install their email system, but because the way the proprietary RIM software and servers work, it’s almost impossible to extract (Harnish, N.D). Thus, the strategic plan is based on the notion that the products are strategically designed to appeal to the interests of the targeted customers and it is almost impossible for rival competitors to imitate the same strategy. It can be seen that RIM is at the forefront of designing, manufacturing, and marketing innovat ive mobile communication devices. This strategy makes it clearly different from other rival competitors in the market for Smartphones and is mainly based on productivity and utility in terms of the services offered. However, the industry itself is highly competitive where there are companies like Nokia, Samsung, Sony Ericsson as well as Apple competing for the same customers in this particular Smartphone industry. Research has however shown that if RIM wants to continue its dominance in the market, it needs to market its devices moreover in Asia and Europe (Rhandawa et al, 2009). However, Blackberry of late has come under the spotlight for firing influential people who are seen as suggesting ideas that are within the scope of its strategic plan. For instance, the CEO was fired in 2011 though it was popularly stated that it was a resignation (Yarow, 2011). There have been some reports that anyone who goes against the culture of the organization with regards to its strategic plan is o ften viewed as a villain. The organization does not see itself in a position where it diverts from its outlined strategic plans. Such a stance has drawn criticism from other quarters and this is the reason why there is need to develop a Human Resources strategic plan for Blackberry which is based on its overall strategic plan. Thus the following section of the essay seeks to develop a strategic plan for Blackberry as well as to outline how it will be aligned with the organization’s plans organization’s plans as well as the measures that can be taken to implement the HR strategic plan. Strategic HRM for Blackberry Currently, the HRM strategy for RIM is mainly concerned with the optimum performance of the employees whereby the interests of the employees are not given due consideration (Harnish, N.D). Priority is given to the overall goals stated in the strategic plan of the company and this is the reason why the company has been criticised for bad HRM practices. As such, a strategic human resources management (SHRM) plan ought to be implemented. Basically, SHRM can be defined as the combination of human resources management with the strategic aims and objectives/plans in order to enhance business performance as well as the culture that promotes innovation, flexibility as well as the competitive advantage (Becker & Huselid, 2006).

Free College Essays - Change of Characters in Shakespeares Othello :: GCSE Coursework Shakespeare Othello

Change of Characters in Othello Othello's character during the play is first shown as a hero of war and a man of great pride and courage. The other main characters in the play all form their own opinions of him and as the play continues, his character begins to deteriorate and become less noble. Chronologically through the play Othello's character changes from a flawless military leader, to become a murderer. Also as the play progresses, the other characters in the play change their opinions of Othello which causes the plot to happen the way it did. Throughout the first act of the play, Othello was shown as many different characters depending on who was speaking. Iago complains of Othello's pride and "bombast circumstance" and is angered by the appointment of Cassio, and educated military theoretician of Florence to lieutenant, instead of himself. Although he knows Othello is a proud man, his open and trusting nature in the beginning of the play will be eroded by the conclusion of the plot. As Iago is spe aking to Brabantio about Othello, he uses the term "white ewe" to represent Desdemona, and "black ram" when referring to Othello. By using these terms, it shows that he is trying to give a bad impression of Othello when he is speaking to the royal family in Venice, because Othello is a Moor or a Negro. Iago shows his black hatred for the Moor, and his jealousy of Cassio in his first soliloquy and also reveals his evil intentions. As the act continues and Othello is being searched for by a group of people, Iago attempts to incite Othello into anger against Brabantio, but Othello does not take the bait. He feels that he (Brabantio) may do his worst because Othello is assured that his military services to the government will outweigh Brabantio's complaints of him marrying Desdemona. These answers to Iago's persistence show that he is still a character of calmness and dignity, and he still has the self-assurance suitable to command armies of men. When Othello is foun d by Cassio, he seems to be relieved because he does not like personal conflict, which would have occurred if Brabantio had found him instead. After he is found, Othello is taken to Brabantio where he is interrogated on how he possessed Desdemona enough in order to make her run off with him.

Organizational and Management Theories Essay

Abstract The purpose of this paper is to explain why reframing can be so important to a business. In today’s world, businesses must stay on top of the competition and in touch with the ever-changing world of technology. Over time, a business can become stagnant, may be running on cruise-control or run out of new ideas. Sales may even start to slip with new competition affecting the bottom line. Initially a business is organized and it begins to function on a structural level that works for the business. In time, minds can become hard-wired to continue to function within that initial frame; however, framing is simply a concept. It can be changed by altering the conceptual and emotional setting or viewpoint of the business. Reframing allows a business to break free from the limits of the original frame. The business first assesses its operations via multiple outlooks and frames. There are four common frames used to analyze operations and those include the Structural Frame, the Human Reso urce Frame, Political Frame, and the Symbolic Frame. Each frame has its own emphasis and key concepts and each will be further explained in this paper. Vision 2011 Organizations are complex entities. There are many factors that make organizational life complicated, ambiguous, and unpredictable. â€Å"The biggest challenge for managers and leaders is to find the right way to frame our organizations in a world that has become more global, competitive, and turbulent (Stadtlander, n.d.) Organizational framing is a theory in which the management of a business assesses its operation via multiple outlooks. The ability for a leader to make sense of the complex and ambiguous work world depends on the mental models or â€Å"frames† applied to the task (DeGrosky, 2011). A frame â€Å"is a mental model-a set of ideas and assumptions-that you carry in your head to help you understand and negotiate a particular â€Å"territory† (Bolman & Deal, 2008, p. 11). It helps managers understand the situation at hand so they are able to make decisions. There are different angles for managers to consider while making decisions in their organizations. Each angle gives the manager a different view of the situation and helps them capture what is actually going on. The Four Frames Bolman and Deal (2008) developed an organizational theory that consists of four frames. The organizational theory â€Å"prescribes a multi-dimensional or multi-frame approach in understanding the attributes and situational contexts of organizational behavior† (Thompson, n.d.). The four frames are: Structural, Human Resource, Political, and Symbolic. Structural Frame â€Å"The structural frame is the view that an organization is a â€Å"factory† or a â€Å"machine†. â€Å"The structural frame depicts a rational world and emphasizes organizational architecture, including goals, structure, technology, specialized roles, coordination, and formal relationships† (Bolman & Deal, 2008). It defines the responsibilities of each position and the relationships between them. Six assumptions undergird the structural frame: 1. Organizations exist to achieve established goals and objectives. 2. Organizations increase efficiency and enhance performance through specialization and appropriate division of labor. 3. Suitable forms of coordination and control ensure that diverse efforts of individuals and units mesh. 4. Organizations work best when rationality prevails over personal agendas and extraneous pressures. 5. Structures must be designed to fit an organization’s current circumstances (including its goals, technology, workforce, and environment). 6. Problems arise and performance suffers from structural deficiencies, which can be remedied through analysis and restructuring. Human Resource Frame â€Å"The human resource frame centers on what organizations and people do to and  for one another† (Bolman & Deal, 2008, p. 117). It focuses on the individuals that work in an organization and their skills, attitudes, energy, and commitment. The human resource frame is built on core assumptions that highlight the following linkages: * Organizations exist to serve human needs rather than the converse. * People and organizations need each other. Organizations need ideas, energy, and talent; people need careers, salaries, and opportunities. * When the fit between individual and system is poor, one or both suffer. Individuals are exploited or exploit the organization-or both become victims. * A good fit benefits both. Individuals find meaningful and satisfying work, and organizations get the talent and energy they need to succeed. (Bolman & Deal, 2008, p. 122). Political Frame â€Å"The political frame views organizations as roiling arenas hosting ongoing contests of individual and group interests† (Bolman & Deal, 2008, p. 194). Politics occurs because employees are trying to obtain power. The individuals with the most power will be the individuals that will get want they want. There are five propositions to summarize this frame: 1. Organizations are coalitions of assorted individuals and interest groups. 2. Coalition members have enduring differences in values, beliefs, information, interests, and perceptions of reality. 3. Most important decisions involve allocating scarce resources-who gets what. 4. Scarce resources and enduring differences put conflict at the center of day-to day dynamics and make power the most important asset. 5. Goals and decisions emerge from bargaining and negotiation among competing stakeholders jockeying for their own interests. (Bolman & Deal, 2008, p. 194-195). Symbolic Frame The symbolic frame â€Å"views an organization as a tribe or nation† (Henderson, 2011). It helps to give employees a meaning to their work. There is a traditional way of completing tasks. It is the way that an organization forms its culture. The organizational culture shows the internal (employees) and external (customers & stakeholders) how the company wants to be perceived. The symbolic frame distills ideas from diverse sources into five suppositions: * What is most important is not what happens but what it  means. * Activity and meaning are loosely coupled; events and actions have multiple interpretations as people experience life differently. * Facing uncertainty and ambiguity, people create symbols to resolve confusion, find direction, and anchor hope and faith. * Events and processes are often more important for what is expressed than for what is produced. Their emblematic form weaves a tapestry of secular myths, heroes and heroines, rituals, ceremonies, and stories to help people find purpose and passion. * Culture forms the superglue that bonds an organization, unites people, and helps an enterprise accomplish desired ends. (Bolman & Deal, 2008, p. 253). Background Steve Jacobs worked as an engineer in the US Army. After serving for 15 years he retired and he started a small workshop that manufactured parts for industrial boilers. The company was called Steve Jacobs Engineering however with the growth he changed it to Steve Jacobs Engineering LLC. From the start hard work and luck seem to have paid off and over the years the company continued to grow in capital and production. By the time his great grandson Martin Jacobs took over the company in 2007 as the CEO the company had 2200 employees and an annual turnover of $3.2 billion. An engineering graduate with an MBA, he had worked in the company during his student days and was concerned about the company and its tread based on the changing business environment. Despite the growth in capital, labor force, market and profits the company had outdated management systems that made it venerable to a crisis in a changing business environment. Martin Jacobs spent his first year as CEO identifying the challenges being faced by the organization. He figures he need to change the * Structure of the organization to make it more decentralized and open where employees can share ideas within divisions and ranks. The old system was based on a top down system that he believes cannot be sustained. * Groupings in the organization based on position, skills, age and department * Training, motivation and compensation of the workforce is not in sync with current economy * Technology which is outdated * â€Å"Way things are being done now† Martin Jacobs ponders on these changes and as he contemplates on how to  roll them out the United States Congress, in their infinite wisdom and pressures of the global economy has elected to change the formal U.S. weights and measures standards to the metric system, effective by 2010. Changing into metric system will be good for the company and the country as all the exported goods have to be labeled in metric system or they will not sell. For the CEO Steve Jacobs Engineering has to change the way it operates or it will not survive. This provides an opportunity for him not only to change the metrics system but the entire operations of the company. Analysis of Theories being used Maslow’s hierarchy of need-people are motivated by a variety of wants, some more fundamental than others. (Human Resource Frame). * Basic needs for physical well-being and safety are â€Å"prepotent; they have to be satisfied first. Once lower needs are fulfilled, individuals are motivated by social needs and ego needs. At the top of the hierarchy is self-actualization. * When changes occur in organizations, people become fearful of the new changes and the unknown of the future. * Managers need to decrease this fear by providing employees with psychological support and training to help them overcome this fear. When this fear is overcome; they can move up in the hierarchy of needs and take a step closer to reaching self-actualization-developing to one’s fullest and actualizing one’s ultimate potential. *Andrew will be writing the analysis once everyone has provided their root theories. Academic Literature Review Needs to include at least 5 peer-reviewed journal sources. 1. de Jager, P. (2001). Resistance to change: A new view of an old problem. The Futurist, 35 (3), 24-27. Retrieved from http://search.proquest.com/docview/218565953?accountid=40635 2. Tan, N. (2005). Maximising Human Resource Potential in the Midst of Organizational Change. SingaporeManagement Review, 27(2), 25-35. Retrieved from: http://search.proquest.com/docview/226853640?accountid=40635 3. Sigler, K. J. (1999). Challenges of employee retention. Management Research Review, 22(10), 1-5. Retrieved from http://search.proquest.com/docview/223553576?accountid=40635. Comprehensive Business Literature Review 1. Case Studies 2. News Reports 3. Service Offerings. Predictions of Major Challenges Structural Frame The Structural Frame emphasizes goals, specialized roles, and formal relationships; this frame can be used to organize and structure groups and teams to get results and fit an organization’s environment and technology. The process of organization design matches people, information, and technology to the purpose, vision, and strategy of the organization. Structure is designed to enhance communication and information flow among people. Systems are designed to encourage individual responsibility and decision making. Technology is used to enhance human capabilities to accomplish meaningful work. The end product is an integrated system of people and resources, tailored to the specific direction of the organization. Good organizational design helps communications, productivity, and innovation. It creates an environment where people can work effectively. The fundamental responsibility of managers and leaders is to clarify organizational goals, to attend to the relationship between structure and environment, and to develop a structure that is clear and appropriate to the goals, the task, and the environment. Without such a structure, people become unsure about what they are supposed to be doing. The result is confusion, frustration, and conflict. In an effective organization, individuals are clear about their responsibilities and their contribution. Policies, linkages, and lines of authority are well-defined. When an organization has the right structure and people understand it, the organization can achieve its goals and individuals can be effective in their roles. Major challenges: * Lack of structural design to enhance communication and information flow among people. * Outdated technology to enhance human capabilities to accomplish meaningful work. Human Resource Frame The human resource frame â€Å"highlights the relationship between people and organizations† (Bolman & Deal, 2008, p. 137). â€Å"It includes people’s skills, attitudes, energy, commitment and relationships as fundamental resources of organizations† (DeGrosky, 2011). During times of change, managers need to consider the effects the changes will have on the workforce. If the changes that occur do not align with the employee’s needs and wants; it could cause negative impacts on the organization. Managers need to understand that whenever changes occur; resistance will happen. â€Å"Resistance is simply a very effective, very powerful, very useful survival mechanism (de Jager, 2001). Employees question the reasons things need to change when they have worked in the past or are currently working. Losing employees that resist the change process is one of the biggest risks in managing business change. The employees that make the greatest contribution to your business are usually heavily invested in their role and your business operations. Often these employees are the most challenged by change process. â€Å"Research has shown organizational change to be a primary cause of stress. Because of the feelings of uncertainty, insecurity, and threat that it invokes† (Tan, 2005). Organizations that have employees that are overly stressed or burned out have more cases of absenteeism, lower productivity, lower job satisfaction, and low morale. Major challenges: * Resistance to change due to not being involved in the change decisions and/or implementation process; and fear of having to learn something new * Retaining employees through the changes * Increased stress on employees Political Frame Bowman and Deal (B & D) describe organizations as â€Å"living, screaming political arenas that host a complex web of individual and group interests.† (2008, p. 194). Organizations comprise groups of people from diverse background with different beliefs, preferences, experiences and ideals. Organizations have goals to achieve and they hire people from diverse backgrounds to help them achieve them. On the other hand people come into organizations with their own expectations and desires which they expect to be fulfilled within the organization. Individuals in the  organization join groups that will advance their agendas or that share their ideas and desires. Due to scarce resources and differences in the organization conflicts erupts among different groups. To access more resources each group tries to use its power and skills to influence decisions that work to their advantage. However, the goal of the leaders is to bring different groups of people together and ensure they work together as a team in order to achieve organization goals. Leaders are the guardians of the organizations and its goals. Therefore they result to negotiations, bargaining and discussions with different groups to ensure despite their differences they are able to work together. Major Challenges * Divisions among groups that may affect productivity * Union resistance to changes arising from new metrics systems for fear of job loss * Inability of leaders to negotiate, bargain and jockey with different groups * Retraining of employees on the new metrics system may further divide the old and younger employees Symbolic Frame The Symbolic Frame describes the organizational culture, the rituals, the ceremonies; all the symbols and heroes that help us make meaning of organizational events and activities (Bolman & Deal 2008). In the symbolic frame, people judge organizations primarily by their appearance. It is in this frame that organizations create the image that is expected of them, reassure their constituencies, and generate support for their missions. The symbolic frame can offer insight into fundamental issues of meaning and belief within an organization and bring employees together if the leader is effective. Symbolic leaders are able to interpret experience and in that interpretation, they can bring meaning and purpose. Leaders of this type need to look for something visible and dramatic to signal that change is on the way. A key function of symbolic leadership is to offer plausible and hopeful interpretations of experience. An effective leader is able to do this is by painting a vision, a hopeful image of the future. The vision addresses both the challenges and the hopes and values of its followers. When employees are confused or uncertain in times of change, they seek hope  and direction – this is where a symbolic leader can bring people together and succeed. Symbolic leaders can create the vision – and then they can persuade others to follow it. Symbolic leaders tell stories. A successful way to do this is to embed their vision in a mythical story. A story that tells where the company has been, where it is, and where it is going in the future or looking back at the history of the company and the employees and what has brought you this far already. These types of stories will succeed because people want to believe them and it makes it personal. Even a flawed story will work if the leader is persuasive in the values and hopes of the listeners. Good stories and a genuine personal touch reflect the power and the danger of symbolic leadership. Power is positive in the right hands but power in the wrong hands, can create devastation (2004). Major challenges include: * Afraid of the changes and the impact it will have on their jobs * Can I learn the new ways-what if I can’t?  * The symbolic leader may fail to find symbols, rituals or hero’s that can bring the listeners together * The symbolic leader may fail at finding and incorporating humor and play at work to ease tensions during the times of change * The organization’s culture is not well aligned with the challenges the organization faces or the organizations symbols and customs lose meaning Assessments on How to Resolve Challenges Structural Frame Lack of structural design to enhance communication and information flow among people. The job of managers and leaders is to focus on task, facts, and logic, not personality and emotions. Most â€Å"people† problems really stem from structural flaws rather than from flaws in individuals. Structural managers and leaders are not necessarily authoritarian and do not necessarily solve every problem by issuing orders. Instead, they try to design and implement a process or structure appropriate to the problem and the circumstances. A structural scenario casts managers and leaders in fundamental roles of clarifying goals, attending to the relationship between structure and environment, and developing a structure that is clear to  everyone and appropriate to what needs to be done. This is a structural design to enhance communication and information flow among people. Without a workable structure, people become unsure about what they are supposed to be doing. The result is confusion, frustration, and conflict. In an effective organization, individuals are relatively clear about their responsibilities and their contribution to the mission. Policies, linkages, and lines of authority are straightforward and widely accepted. When you have the right structure, one that people understand, organizations can achieve goals and individuals can see their role in the big picture. Outdated technology to enhance human capabilities to accomplish meaningful work. Technology is about improving how we put our knowledge to work and increase our ability to produce valued results. Performance improvement continues to shape the future of many individuals and organizations around the world through learning, sharing, working together, and networking. If recent assertions are to be believed, the pace of implementation of Information Technology (IT) within organizations would appear to be relentless and its scope pervasive, with extravagant claims made in terms of IT’s organizational benefits such as increased efficiency and higher levels of customer service. IT has also been said to facilitate the way in which information is processed, with the potential to change the way in which decision making is undertaken, and even to effect a shift in the nature and scope of activities undertaken by the business. For example, IT at least promises dramatic repercussions for the form and content of inter-organizational relationships as well as intra-organizational communication; the bases on which organizations compete; the means of production; the process of distribution and service support; indeed for almost every aspect of accepted organizational activity. Human Resource Frame Resistance to change. The first challenge in the human resource frame that Martin Jacobs will need to face is resistance to change. Resistance to change can happen due to many reasons. Employees resist because they feel uninvolved and ignored. It is important to get employees involved either by letting them explore and provide some options in the decision-making process. When people are  involved in the decision-making and/or implementation of changes, they feel more committed to it. (de Jager, 2001). Another reason employees resist change is they fear having to learn something new. â€Å"It’s not that they disagree with the benefits of some new process; rather, they simply fear the unknown future and doubt their ability to adapt to it† (de Jager, 2001). This type of resistance can be overcome by creating an environment where learning is the norm. In this learning environment, â€Å"early failures of any learning endeavor are not frowned upon or punished, but are rewarded because failure is honored as evidence of effort (de Jager, 2001). Retaining employees through the changes The loss of talented employees may be very detrimental to the company’s future success. During times of change, outstanding employees may leave an organization because they become dissatisfied and/or feel unmotivated. Management can help keep employees by offering incentive pay, such as: cash bonuses and stock ownership. Another way that this company can help retain employees during times of change is through increase job satisfaction. â€Å"Management can insure talented employees are given autonomy in their job functions and are given meaning meaningful assignments, allowing them to be involved in the decision making for their area of expertise† (Sigler, 1999). Other ways that can help increase job satisfaction are making sure that the working conditions are pleasant and offering employees training to ensure they know how to use the new metric system within their job positions. Increased stress on employees When employees are overly stressed, it could cause more cases of absenteeism, lower productivity, lower job satisfaction, and low morale. Managers can help relieve the stress employees feel during the change and maximize their human resource through the following: 1. Increase communication and disseminate adequate information about the change. 2. Create a supportive environment at the workplace. 3. Empower their employees to play a more active role in the implementation of change. (Tan, 2005). Political Frame Changing the company to metric system may elicit different opinions from different groups in the organization. New alliances will be formed between those who support the changes and those resistant to them. This will call for new bargaining and negotiations that may affect the morale and production. Union within the organization will seek assurances that the changes will not lead to layoffs and changes in benefits. Management assurance of availability of expanded market due changes may motivate the unions to negotiate. In their bargaining management must educate employees the benefit of being proactive in a changing economic environment. The younger groups of employees who are more technologically advanced and curious may immediately embrace the changes. On the other hand older employees with more experience and dedication to the organization may feel threatened. This can strain relations between the groups. Careful planning will need to be implemented to ensure both groups embrace the change within workable differences. Managers will spend more time communicating changes and answering questions. This is important to prevent grapevine and rumors that may undermine the changes. Managers will be called upon to hold meetings with different groups to discuss progress and updates. Symbolic Frame Resolving the changes in the symbolic frame include finding a way to bring employees together using stories, symbols, rituals or finding hero’s that unite the group. The group is looking for hope, a role model, a history that shows they will get through this change. Simple actions can unite. Things such as sharing stories, talking to the group or individuals about positive attributes of the companies history, being positive yourself, recognizing the fears and concerns and reassuring, celebrating the things you can to bring the group together. A good visual that unites by telling a story without actually even being present is to put up bulletin boards, photos, birthday or anniversary lists†¦the pictures from last years Christmas party or picnic will bring the group together and offer support and reassurance for the coming year. It’s all about being able to inspire and create a vision. The symbolic frame relates to the human needs theory but goes even beyond that by asserting that organizations are populated by people who strive for self-actualization through cooperative efforts. Forecast of the Future Impact of the Recommended Changes Structural Frame *Waiting for Joe to provide his information. Human Resource Frame (Topics discussing) * Employees may need to be dismissed if their role becomes redundant after the change occurs. * Attitudes may change in the workplace; this could cause a negative/positive work environment; low employee morale * Decrease of productivity; costing the company money. * Relationships grow stronger or weaken between management and the employees. * Loss of talented employees Political Frame (Topics discussing) * New groups and alliances will emerge and some groups may be formed or eliminated * Union and management will have to compromise and failure to agree may result to strained relations or strikes * There will be intensive negotiations, bargaining and jockeying within the first one year until a balance is reached among different groups * There could emerge strained relationships between some technologically challenged and technologically savvy workers Symbolic Frame Changing from the formal U.S. weights and measures standards to the metric system will impact everyone at our company. The symbolic frame leads us to find a unifying them that will bond everyone together, a common ground to rally around. For this change in our company, we are going to go back to the beginning, what brought everyone to this company and the longevity of the company. * Afraid of the changes and the impact it will have on their jobs Each employee has their own concerns and worries about this change. Am I too old to learn this is one concern along with what was wrong with the â€Å"old†Ã‚  way of doing things† This is where the symbolic leader must assure employees that there will be a learning curve for sure but everyone will be worked with to help them understand the new changes. * Can I learn the new ways-what if I can’t? It will not be an overnight change and everyone will learn at their own pace. The organization is committed to the employees and their jobs are not on the line. * The symbolic leader may fail to find symbols, rituals or hero’s that can bring the listeners together The symbolic leader will focus on the companies founder and how the company was able to make it to this point. All the years of commitment from the employees rallying around the company. The company will not turn their backs on the employees over this change but this will just be another challenge for us to all ALL overcome. And we will. * The symbolic leader may fail at finding and incorporating humor and play at work to ease tensions during the times of change This is where the symbolic leader must find that unifying symbol. The founder of this company and his vision. The company was founded by the great-grandfather of the current CEO, back in the days when Henry Taylor and Scientific Management was all the rage. Today the company needs to keep up with the global economy and this is one way of assuring we are staying current and up-to-date. This will unify us with the world and allow us to go forward with our vision. Focus on the grandfather, father etc. – a family owned company and each employee is part of that family. * The organization’s culture is not well aligned with the challenges the organization faces or the organizations symbols and customs lose meaning In this case with changing to the metric system, most employees will only fear the change as far as learning it and how it will affect their job. As long as the symbolic leader keeps this change in perspective as one small piece of the changes that have occurred over the history of the company, he will put this change into perspective for them. The symbols and customs will have meaning using the family company angle and how they are part of that family. Conclusion *Completed by Andrew once paper has been fully written. References. Bolman, L.G. & Deal, T.E. (2008). Reframing organizations artistry, choice, and leadership. San Francisco, CA: Jossey-Bass Critical leadership skill: Multi-frame thinking. (2004, November). Wildfire Magazine, Retrieved from http://www.guidancegroup.org/k2news/Uploads/WTL-11-2004.pdf DeGrosky, M. Wildfire. (2011). What Does This Viewpoint Suggest? Retrieved on December 3 2011 from: http://wildfiremag.com/command/viewpoint_suggest/ de Jager, P. (2001). Resistance to change: A new view of an old problem. The Futurist, 35 (3), 24-27. Retrieved from http://search.proquest.com/docview/218565953?accountid=40635 Henderson, KJ. chron.com. (2011). Strategies on Reframing Change in Your Organization. Retrieved on November 3, 2011 from: http://smallbusiness.chron.com/strategies- reframing-change-organization-3113.html. Morgan, G. (1986). Images of organization. Beverly Hills, CA: Sage Publications, Inc. Sigler, K. J. (1999). Challenges of employee retention. Management Research Review, 22(10), 1-5. Retrieved from http://search.proquest.com/docview/223553576?accountid=40635. Stadtlander, C.T.K.-H. (2007). Reframing Organizations: Artistry, Choice, and Leadership Book Review. Electronic Journal of Business Ethics and Organization Studies, 12(1). Retrieved from: http://ejbo.jyu.fi/pdf/ejbo_vol12_no1_pages_48-49.pdf http://guweb2.gonzaga.edu/orgl/orgl500/Module2/Mod2pg26.htm Tan, N. (2005). Maximising Human Resource Potential in the Midst of Organizational Change. Singapore Management Review, 27(2), 25-35. Retrieved from: http://search.proquest.com/docview/226853640?accountid=40635

Common Themes in Speeches by Passionate Leaders - 791 Words

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Before we proceed, however, a few caveatsRead MoreNelson Mandela and the Fight Against Apartheid4689 Words   |  19 PagesMandela’s Role in the Realization of Racial Equality and Freedom in South Africa Table of Contents Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..2 Chaos and Dissension in South Africa†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...3 Mandela – The Charismatic Leader†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.5 Iconic Image of Integrity and Perseverance†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 Uniting the African National Congress†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....†¦.9 Mandela Takes Reconciliatory Action†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦.11 Mandela’s Unique AdvantageRead MoreLeadership Power10259 Words   |  42 Pages Leadership, Power Influence. {draw:frame} Which form of power has the best influence on effective leadership? 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