Determinants of Effective Leadership

Determinants of Effective Leadership Leadership is the behavior of an individual when he/she is directing the activities of a group towards a shared goal. A leader is seen as someone who sets the paths in an effort to influence people to adhere to those paths. Leadership is an action and not just a position. It can be shown via different people in various situations. A person is not born to be a leader but cultured through the upbringing and environment. A leaders personal characteristics are also vital for the developments and motivations of the organizations. True leaders such as the teachers who illustrated that leadership is an action (teaching and leading the students) and not a position. Touching the lives and affecting the outcome of many different expectations, a teacher is the epitome of a leader. A leader has his or her own style of motivating the people in the organizations. A leader must find the best skills in order to provide directions, motivations and purposes. Effective leaders are flexible. Organizational Leadership Model The effective leadership influence is not the same for everyone. It depends on their ranks in the organization and abilities which are required in leaders. The three basic leadership roles identified: initiation, speech, and management. 1. Initiation Initiation refers to planned decision making on policy formulation or structural change. These vital decisions are the determinants of the organizations culture and mission. 2. Speech Strategic decisions and methods designed for implementation within the establishment. It includes adjusting or adding on to the present structure towards new policy demands. 3. Management Management is putting into practice the policies and measures that are available to maintain the operations of the organization efficiently. These three kinds of Leadership are naturally executed at diverse ranks in the company with different abilities and skills. The top level management would initiate new policies that involve a change in the businesss structure or understanding the companys mission. An understanding of the entire organization, culture, mission, vision and how it correlates with the external parties is mandatory for these top level individuals. They represent the organization and what the business stands for. Understanding the policy decisions and practicing them to the existing organization via utterance or speech is usually made by the intermediate-level managers. They must uphold a two-way point of reference by taking orders from the above management and adapting them for the lower groups of people in the organization. Type of Leadership Process Typical Organizational Level Cognitive (Knowledge) Affective (Emotion) Initiation: Change, creation and elimination of structure Top echelons System perspective Charisma Speech: supplementing and piecing out of structure Intermediate levels: pivotal roles Subsystem perspective: two-way orientation Integration of primary and secondary relations: human relation skills Management: use of existing structure Lower levels Technical knowledge and understanding of system of rules Concern with equity in use of rewards and sanctions EXHIBIT 16.1 Three Leadership Patterns, Their Location in the Organization, and Their Skill Requirements  [2]   The companys policies and procedures will be administered by the Lower-level supervisors. These personnel must possess both the technical knowledge and a clear perception of the organizations rules in order to be successful. They have to continually deal with issues such equity, rewards and punishments in leading others. Leadership plays a crucial role in an organization since it always makes the difference between effective and ineffective organizations. Leadership is when a person manipulates others to perform a task at their own will which they would not normally do. Leadership is a vital process to an organization and it can be deliberated on three different stages; i.e. the individual, group and organization. Analysis at the individual stage: the leadership studies have paid attention on the successful leader personalities. Behaviors of both formal and informal leaders are focused at the group level. The effectiveness of an organization is decided by the relations between the leader, follower and circumstances. The studies have caused an emergence of situational theories or contingency theories of leadership. In Search for Leadership An organized search for leadership qualities first began after the turn of the century. The requirements in selecting and training efficient leaders were emphasized during the World War I and the quarter century between World War l and World War II; numerous studies were made to examine the personal characteristics of good leaders. These studies are usually referred as characteristic studies since the primary goal was to classify the traits and personal characteristics of successful leaders. The diverse methods used to study these leadership traits could possibly be the reason in the irregularities of the results. The manner of studies was not consistent in identifying the leaders. A majority of the studies was in comparing efficient with inefficient leaders or leaders with non-leaders. Some were identified by external observers, others selected by the group by way of recommendation or voting, nominated by observers such as teachers while some were chosen because they are in a leadership status such as student-body president or team captain. The studies were also conflicting in the way they deliberated on the traits. Some traits were measured by mental tests; others relied on viewers to spot the traits they have seen while some depended on the persons to report their own personality traits. The trait studies were quite unsatisfactory as a whole especially since they had hoped to cultivate a measure of leadership that predicted leader effectiveness accurately. The spotlight on the leadership research moved because of the flimsy results, to contingency studies which investigated more than just traits of a leader. Numerous traits formed an important divergence in leadership effectiveness and they interrelated with other conditional variables to stimulate the effectiveness of the leader. Physical Behaviors Physical factors such as height, weight, physique, energy, health, and appearance are also examined in the studies. It was concluded that there is a relationship between the above features and leadership. Apparently leaders have the tendency to be taller, heavier, better fitness, greater physique, higher energy output and more attractive in appearance. For example, executives in insurance companies were taller than policyholders, bishops were taller than clergymen, university presidents were taller than college presidents, sales managers were taller than sales representatives and railway presidents were taller than station agents. However, these types of results were not always reliable and consistent. The results neither are too weak in general and not consistent to be effective in selecting leaders nor are they helpful for training functions since not much can be made to alter most of these physical traits. Intellect It was generally agreed that leaders are more intellectual than non-leaders and the relationship was shown in the various studies. The relationship could probably begin from the reality that leadership functions largely depend upon careful problem solving. All three leadership roles initiation, speech and management necessitate great mental ability. In general, it is safe to assume that leaders are more intelligent than non-leaders but the relationships are small. Many other variables other than intellect inspire leadership effectiveness. It was also suggested that leaders should not be too intelligent than the group because associates who are notably brilliant than others are rarely chosen as leaders since the other members tend to snub them. Individuals with high IQs are inclined to have different sets of vocabulary, networks and aspirations that would create communication and inter-relations problems. Leaders do extremely well generally at school/college/university and score better grades. It is important for effective leadership to know how to do things. Thus general and practical knowledge are essential. Some studies have revealed the positive relationship between general knowledge and leaderships ability. Characteristic Traits Only a partial of the characteristic traits seem to be related to leadership and most are not especially convincing. It was suggested that the average leader is more used to social displays, greater initiative, persistent, knows how to get things done, self-confident, displays greater cooperativeness and adaptability, and possesses greater verbal skills to facilitate communication.  [3]  Leaders were found to be more emotionally mature than non-leaders in the personality integration or emotional adjustment. It can be concluded that personal characteristics are related to leadership. Effective leadership does not depend on a mixture of personality traits only because situational variables are also important since they always decide whether a character was associated with effective leadership either positively or negatively. Leadership must be considered as an interface of three variables: leaders characteristics, subordinates and nature of the task. Many styles of leadership were defined as a result of the studies of leaders behaviors. One of the earlier studies compared three leadership styles: authoritarian democratic and laissez-faire. The finest researches on the styles of leadership are made together at the same time; i.e. The Ohio State University and the University of Michigan. The researchers acknowledged two leader behaviors that were similar although the investigations were conducted separately. These two dimensions of leadership have been to form an instrument, called the Managerial Grid  [4]  , that has been used for research and training. Authoritarian, Democratic, and Laissez-faire  [5]  Leadership The diverse political systems in the United States and Germany before World War II inspired studies of leadership which evaluated the effects of three leadership styles: authoritarian, democratic, and laissez faire. In the democratic leadership style, decisions were made by vote of majority; equal participation encouraged; criticism and punishment minimal. In the autocratic leader, the leader made all the decisions and others must follow the set procedures strictly. In the laissez-faire leader, there was minimal actual leadership and others were permitted to work and play as usual without proper directives. Initiating Structure and Consideration The two leadership factors were initiating structure and consideration in which consisted of leadership behaviors associated with organizing and defining the work, the work relationships, and the goals. A leader who has structure assigned people to do specific jobs, expected workers to follow set routines and meet deadlines. The consideration factor is showing friendship, mutual trust, warmth and concern for subordinates. Production-Centered and Employee-Centered Leader Behaviors Production centered behaviors were akin to initiating structure in which leaders would establish targets, gave directives, checked on operations and planned the group Employees work. Centered behaviors were similar to the considerations dimension in which the leader would develop a caring personal relationship with the subordinates and encouraged a two-way communication with them. The relationship between production-centered and employee centered behaviors are found to be independent scopes of leadership. A leader with strong production orientation does not mean that he is disinterested in the employees. Managerial Grid  [6]   A conceptual framework combining a concern for task accomplishment and a concern for people was created by Robert Blake and Jane Mouton called the Managerial Grid. Blake and Mouton assumed that the most effective leadership style is demonstrating both concern for production and concern for people. There are leaders primarily more concerned with accomplishing the production and task not concerned about people. This person wants the job done and schedule followed at all costs. There is also individual who is not concerned whether the group produces anything but concerned more about the members personal needs, interests and inter-personal relationships. An ideal leader wants to meet schedules and get the job done but at the same time is highly concerned about the feelings and interests of the group members. The Managerial Grid  [7]  is popular among managers. It is used extensively as part of a training program to assess their leadership style. However, the effectiveness of the Managerial Grid is not consistently supported. The burden of the situation, expectations of other group members and nature of the work performed interact in complicated ways that call for a variety of leadership styles. The leadership style is not always the most effective. SITUATIONAL LEADERSHIP The effectiveness of the different leadership styles must be combined with different organizational factors to assess their effect effectiveness. Paul Hersey and Ken Blanchard developed a situational leadership model that combined three variables: (1) the amount of guidance and direction (task behavior) a leader gives; (2) the amount of emotional support (relationship behavior) a leader provides; (3) the readiness level (maturity) that follows, exhibit in performing a specific task or function Four potential leadership styles are created by combining different amounts of task and relationship behaviors. S1: Telling Give instructions and supervise performance closely. Suited for followers who are unwilling but of low maturity. S2: Selling Decide and provide opportunity for explanation. Appropriate for followers who are not able but willing. S3: Participating Sharing ideas in making decisions. Suited for followers who are able but not willing. S4: Delegating Responsibility handed over for decisions and performance. Appropriate for groups who are able and willing. Contingency Theory of Leadership The interaction of the leadership style and the situation. Fiedlers major contributions consist of: (l) identifying the leadership orientation of the leader and developing a way to measure it; and (2) identifying three situational factors influencing leadership and developing a method of measuring them. Leader Orientation Leaders were identified as either relationship-oriented or task-oriented. Relationship-oriented: look at others as coworkers and see close interpersonal relations as a requirement for accomplishing the task. Task-oriented: show a strong emotional reaction against people with whom they have difficulty working. Situational favorableness (1) whether the relationships between the leader and the members are good or bad; (2) the task is relatively well planned or not; and (3) the leaders authority is relatively strong or weak. The second most important situational variable was the task structure which was evaluated by judges who examined four aspects of the task structure. Clarity: which the requirements of the job are clearly stated, Multiplicity: which the problems encounter can be solved. Verifiability: which the correctness of the decisions can be ascertained. Specificity: which there are generally more solutions involved in performing the task. Group effectiveness Relationship-oriented leaders excel in situations of intermediate favorableness where concern for the group members is apparently a necessary prerequisite for motivating them to perform well. In these situations, people want to have leaders who care about them. Task-oriented leaders however are more effective when the situation is either very favorable or very unfavorable. impossible situation. Path-Goal Model Directive leadership: subordinates are told what to expected and specific guidance, standards, and schedules of work provided. Supportive leadership: subordinates are treated equally and concern for their well- being, status, and personal needs; develop pleasant interpersonal relationships among the group members. Achievement-oriented leadership: challenging goals are set and subordinates are expected to perform at their highest level, improvement in performance always. Participative leadership: subordinates are consulted on suggestions and ideas in making decisions. Situational factors Situational factors-the characteristics of the follower and environmental factors. Three characteristics of the followers have been identified as significant variables determining the appropriate leadership style: (1). Locus of control: Internal believe their rewards are based on their own effort. External believe their rewards are controlled by external forces. (2). Authoritarianism: an individuals willingness to accept the influence of others. (3). Abilities: The followers ability and experience influence a leader whether they are able to work with an achievement oriented leader or a supportive leader who patiently encourage and instruct them. The path-goal model identifies three environmental factors moderating the effects of leadership styles: the nature of the task, the formal authority system within the organization; and the group norms and dynamics. These environmental factors can influence the effectiveness of different leadership styles in a variety of ways. Normative Decision-Making Model of Leadership The normative decision-making model is a contingency theory of leadership. It does not assume any leadership style as appropriate for all situations. Leaders must develop a range of leadership styles and take on the style that is most appropriate to the situation. Leaders need to know when to consult others and when consultation is a waste of time. Although the leader may serve as the chairman of the group, the leader is simply one of the groups and does not try to influence the group to adopt a particular solution. Criteria for selecting a leadership style. The criteria used for assessing the efficiency of a leadership style: quality and acceptance. The quality of the decision refers to its accuracy and the extent to which it will achieve some objective. The quality of decisions depends on accurate and relevant information Conferring with other group members often provides additional information. Diagnostic decision rules. Managers choose the most autocratic of the styles to save time and minimize costs. If the aim was to further the subordinates personal development, the participative style is selected. In some strategies, the manager decides alone. At times, the manager makes the decision alone after consulting with the subordinates as an advisory group. Comparing the leadership models. All situational leadership models contribute to our understanding of the leadership by emphasizing the effect of external factors on a particular leadership style. Different leadership styles suggest styles that are determined by various situational factors. The models focus on different methods: different situational factors and different criteria for selecting the best style: task-oriented versus relationship-oriented. The four leadership styles: directive, supportive, participative, and achievement-oriented The normative decision-making model identifies three leadership styles: autocratic, consultative, and participative. The situational factors influencing the effectiveness of leadership are quite different in each of the models. An important reason for some of this difference is that the normative decision- making model equates leadership with making decisions and looks at only this function of leadership. In addition, the models use rather different criteria for evaluating the effectiveness of leadership. DETERMINANTS OF LEADERSHIP EFFECTIVENESS Although deciding what makes an effective leader seems as if it should be a simple decision, however, individuals who are in the positions of leadership are faced with the practical question of deciding which leadership pattern to adopt. Choosing a Leadership Style One of the most popular models for selecting an appropriate leadership style is one that describes a variety of leadership styles along a continuum from highly autocratic to highly participative at the other. The forces in the situation include the culture of the organization. The successful leader is one who is aware of the situational forces and responds accordingly. Effective leaders must understand themselves, the group, company and social environment. Strategies for Improving Leadership Leaders capacity to reward the behavior of followers should not be overlooked and the ability of the followers responds otherwise. For example, organizations reward managers according to the performance of their group. As a result, the managers of high- performing groups are highly rewarded by the organization. Leaders who were more considerate created greater satisfaction among their subordinates; at the same time, changes in the behavior of the leaders could be caused by the performance of the subordinates. Constraints on leader behavior. Leaders have limited opportunities to influence others. Leadership effectiveness is inhibited by a variety of factors. For example the extent managerial decisions are pre-planned due to structure, technological specifications, laws and the absence of available alternatives. Leadership can also be forced by a variety of organizational factors limiting the leaders capability to either communicate with or to reinforce the behavior of the subordinates. The constraints imposed on leaders include external factors organizational policies, group factors, and individual skills and abilities. External factors. Leaders are constrained in what they can do because of various economic realities and a host of state and federal laws. Leaders who have unskilled followers will have difficulty leading irrespective of their leadership style. The availability of skilled followers is subjected to the external labor market. Organizational policies. The organization may limit a leaders effectiveness by hampering the amount of communication between leaders and followers and restricting the leaders ability to reward or punish followers. Group factors. Created by the dynamics of the group. If the group is highly unified and determined, it can limit the leaders ability to influence the group. Individual skills and abilities. The leaders own skills and abilities may act as constraints since leaders can only possess so much expertise, energy, and power. Some situations may simply require greater skills and abilities than the leader may possibly hope to possess. Substitutes for leadership. While some situations constrain leaders other situations make leadership unnecessary. These variables are referred to as substitute variables because they substitute for leadership either by making the leaders behavior unnecessary or by neutralizing the leaders ability to influence subordinates. Leadership is an extremely important function. It has an enormous influence on the value of groups and organizations. The complexity of the situation, however, may prevent us from knowing in advance which will be the most effective leadership behaviors. SUMMARY 1. Leadership refers to increasing influence which occur when an individual manipulates others to do tasks voluntarily which they would not do otherwise. The basic leadership roles include initiation of policy and structure, speech, and management. A need for leadership within organizations stems from the incompleteness of the organization design and the dynamic nature of the internal and external environments. 2. The studies of leadership were mainly studies on traits that tried to identify the characteristics of effective leaders. The studies focused mainly on physical traits, intellect and characteristic. The results were usually weak and inconsistent although some personal characteristics were always related to leadership. Most studies concluded that the characteristics of the subordinate and the nature of the task were as important as the characteristics of the leader in determining success. 3. Another approach to studying leadership set on leader behaviors; i.e. how leaders actually behave. One of the studies compared three leadership styles: authoritarian, democratic and laissez-faire. Although democratic leadership produced the greatest satisfaction, autocratic leadership had the highest levels of productivity. 4. Research conducted simultaneously at two universities identified two similar leadership behaviors. At The Ohio State University the researchers labeled these two leader behaviors initiating structure and consideration. At the University of Michigan the same two factors were labeled production-centered and employee-centered leader behaviors. These two leader behaviors appear to identify leadership functions essential to the effectiveness of a group. The two Factors have been used to form a matrix called the Managerial Grid which places a concern for production on one side of the grid and concern for people on the other. The research evidence does not support this conclusion consistently. 5. The unsuccessful research to identify leadership traits or universally superior leader behaviors caused an emergence of development of four situational theories of leadership. The theories suggest that the most effective leadership style depends upon situational variables particularly the characteristics of the group and the nature of the task. 6. A situational leadership model that matched different combinations of task behavior and relationship behavior with the maturity of the followers. As the followers increase, the appropriate leadership style is telling, selling, participating, and finally for highly mature followers, delegating. 7. The most appropriate leadership style was determined by assessing three situational variables: whether the relationships between the leader and the members were good or poor, the task was structured or unstructured, and the power position of the leader was strong or weak. When these three situational variables created an extremely favorable or extremely unfavorable situation, the most effective leadership style was a task-oriented leader. However, where there were intermediate levels of favorableness, a leader with a high concern for interpersonal relationships was more effective in these situations. 8. The path goal model theory is derived from expectancy theory. It suggests that effective leaders must clarify the target paths and increase its attractiveness for followers. Four distinct leadership styles are proposed in the model: directive, supportive achievement-oriented and participative leadership styles. The style most appropriate depends upon two types of situational factors: the characteristics of the follower and characteristics of the environment. Three of the most important follower characteristics include the locus of control, authoritarianism, and personal abilities. The three environmental factors include the nature of the task, the formal authority system within the organization, and the group norms and dynamics. 9. The three leadership styles include autocratic decision making, consultative decision making, and group decision making. The decision titles determining which style is most appropriate include such questions as whether the leader has adequate information to make the decision alone, whether the subordinates will accept the goals of the organization, whether subordinates will accept the decision if they do not participate in making it, and whether the decision will produce a controversial solution. 10. The influence of the group upon the leader should not be overlooked. The relationship between the leader and the group implies a reciprocal influence. Groups have the capacity to influence the behavior of their leaders by responding selectively to specific leader behaviors. The influence of a leader can also be constrained by several external factors, such as organizational policies, group norms, and individual skills and abilities. Other variables have been found to neutralize or substitute for the influence of a leader, such as the skills and abilities of followers and the nature of the task itself. POSITIONING ON LEADERSHIP CRISIS There are many leadership theories. Arthur G. Jago (1982)  [8]  had proposed a framework that organizes leadership theories based on each theorys focus and approach. Focus refers to whether the leadership is seen as a set of traits or actions. There is a universal formula of traits or behavior for an effective leader. However, effective leadership also depends on specific situations. The kinds of behaviors that leaders can actually perform in a group. The two leader behaviors that have been consistently observed including task-related activities, called initiating structure or production-centered activities, and interpersonal relations activities, sometimes called consideration or employee-centered activities. The incremental influence that one individual exerts upon another and that causes the second person to change his or her behavior voluntarily. Three leadership roles include origination of the structure by top-level managers, interpolation or adapting the structure by middle-level managers and administration or implementation of the policies and procedures by lower-level supervisors. I concur with A. Ange on the presence of leadership crisis but I also foresee the resolutions taken and are still being taken to resolve the problem. Many organizations are spending money in sending their employees to be groomed and trained for future growth of the company whereby they are exposed to different methods of management and how to be great leaders. Leaders are born to leaders but in some circumstances, situations and environments also play a huge role in creating a leader. Leaders come and go and new ones are always on the threshold to take over the empty space. The qualities of the leaders and their leadership styles vary but they are vital in the development and motivation processes of the organizations. There is

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West Africa was soon to be convulsed by the arrival of Europeans and become the advent of the transatlantic slave trade. Ships from Europe, bound for America, appeared on the horizon, and their captains and sailors-carrying muskets, swords, and shackles-landed on the coast, walked up the beach in their strange clothes, looked around, and demanded slaves. A horrific chapter in history had begun, and neither Africa nor America would be the same again. Approximately ten million Africans were brought across the seas to the Americas to be manipulated into slavery. It became apparent that these African men, women and children were meant to generate money. They were meant to work harsh labor, yet they were no longer meant to have a voice. A few Americans took the time to appreciate the hard work performed by the slaves; however, appreciation is a short step in the long road to equality. It was not until the late 19th century that America began to repair the damages done by this immoral trading of human beings. Once the slaves were â€Å"freed† after the Emancipation Proclamation in 1863, it did not do much to end the oppression and prejudice against their race. Their freedom did not give them a heart; it did not prove they had soul. This is where their music becomes significant, and this is Blues music. Throughout their music, it took much less time for the black race to prove that they were not unlike the rest of humanity; in f act, they did have a voice, and a haunting one. Once Blues music was not only recognized, but also comprehended, admired and imitated, it opened the gates of immigration, and the nation to this day has matured in its ability to see gray. Included in the mass of faceless slaves, the boats entrapped and migrated a large number of griots. A griot was an African version of the European wandering minstrel. They spent their lives traveling from village to village, playing the role of a musician, storyteller and wise man. They typically carried an instrument similar to a guitar or banjo. However, due to their rapid change in environment, they could no longer sing the songs that they used to sing in their old villages; they invented new songs. The griots invented new songs that addressed their new and terrifying circumstances. Songs about being chained on the ships below deck like animals, about those who did not survive the brutal crossing to New World, and about the homes they would never see again.

Campaign Threats or Implied Promise of Benefits

Did the employer statements constitute an unlawful threat or an unlawful promise in violation of Section 8(a)(1) of the LMRA? Why or why not? Yes, the employer statements were unlawful. The NLRA guaranteed workers the right to join unions without fear of management reprisal. It created the National Labor Relations Board (NLRB) to enforce this right and prohibited employers from committing unfair labor practices that might discourage organizing or prevent workers from negotiating a union contract. Employees shall have the right to self-organization, to form, join, or assist labor organizations, to bargain collectively through representatives of their own choosing, and to engage in other concerted activities for the purpose of collective bargaining or other mutual aid and protection. Section 8 defines employer unfair labor practices. Employer interference, restraint, or coercion directed against union or collective activity (Section 8(a)(1)), was violated in this case study. Threats, warnings, and orders to refrain from protected activities are forms of interference and coercion that violate Section 8(a)(1). Section 8 also prohibits union unfair labor practices, which include, according to legal construction, failure to provide fair representation to all members of the bargaining unit. The NLRA sets out general rights and obligation. Enforcing the Act in particular situations is the job of the NLRB. Did the questioning or statements by either supervisor Bates or Lofton constitute unlawful interrogation in violation of Section 8(a)(1) of the LMRA? Explain fully why or why not. As mentioned in the first question, yes it was unlawful interrogation. These supervisors were desperately trying to get the employees to vote against the union. In the event that they were successful at having all of their employees to vote against the union, some of them may have been unhappy and treated unfairly. Without representation, an employee will lose most battles against companies, unless they have solid proof of the employer’s wrongdoing. In the case I notice how the supervisors both told employees about the reduction in their benefits. They were trying to use scare tactics because they know people need their benefits. The supervisors seem to want to make these promising decisions when in fact they should have been offering these things to the employees in the first place. It doesn’t make sense to try to make things better to keep from getting the union involved. The plant manager was trying to convince the employees that they are able to handle things without the union getting involved. The manager tried to say that the unions are known for making broken promises, but it seems as if that is what the employer was doing. Develop a set of guidelines for supervisors and managers to follow when speaking to employees during a union organizing campaign. Employers should not threaten employees during an organizing campaign, but economic predictions regarding matters outside of the employer’s control, which are demonstrable, may be made. The employer should refrain from inflaming racial hatred. They should listen to what the employee has to say and advise them that they are able to speak with anyone on the management staff without union representation. They should advise the employees of the benefits that they are currently enjoying; however there is no need to make a threat to take away any benefits or reduce the cost. In the event that an employee is being insubordinate, they will need to continue to follow company’s policies and guidelines; however they will need to make sure they have sufficient evidence to support their decision. The NLRB prohibits employers from holding captive audience meetings 24 hours prior to the election, because insufficient time will exist for the union to respond; therefore if they decide to hold a meeting it will have to be within reasonable times. There should be a social media policy in place and such policy should be clear and understandable to the average employee. The NLRB’s rulings have in large part turned on the ambiguities of social media policies, and the possibility that employees may misunderstand the policies to bar protected activities. A social media policy must not be overbroad. Policies should be narrowly drawn to address the employer’s legitimate policy objectives (for example, preventing the disclosure of the company’s proprietary information via social media or restricting the use of social media to engage in harassing conduct that would violate the company’s anti-discrimination and harassment policies). Employers will not like what the unions are trying to do, but this does not give them the right to talk down on the unions. When employers talk to employees during a union organizing campaign, they will need to be mindful of what they are saying. Sometimes people talk too much and a supervisor or manager could cause an employer to have a lawsuit. Within the guidelines, I suggest the managers and supervisors to keep their negative thoughts to themselves. This will eliminate someone saying the wrong thing and will allow the employees to make a valid decision based on their own thoughts and opinions. Explain fully how the NLRB should rule in this case and why. The NLRB should rule that the employer is in violation because of the things the supervisors said. This may not be the first time or maybe it is; however it should not go unnoticed and that is what some would like to see. In this case, the employees are being threatened about their benefits and wages. They are also making it seem as if they don’t need a union, when in fact they seem to really need someone there to represent the employees. The company also threatened two of the union supporters. When the supervisor advised that if they strike, there are more people waiting for their jobs; apparently that supervisor is not aware of the employee rights with the union behind them. The employer has to hold their jobs when they go on strike.

Behaviorism A Psychological Perspective - 1018 Words

Arthur Espinoza Professor McMahon Psychology 101 11/2/15 Behaviorism Behaviorism is a psychological perspective that focuses on an individual’s behavior. The main theorist behind this perspective was John Broadus Watson, who established the psychological school of behaviorism. Through his behaviorist views, he spectated the behavior of humans and animals when put into different situations. Watson published and article titled â€Å"Psychology as the Behaviorist Views it† where he explained his position on behaviorism. Watson stated that Psychology as the behaviorist views it is a purely objective experimental branch of natural science. Its theoretical goal is the prediction and control of behavior. Introspection forms no essential part of its methods, nor is the scientific value of its data dependent upon the readiness with which they lend themselves to interpretation in terms of consciousness. The behaviorist, in his efforts to get a unitary scheme of animal response, recognizes no dividing line between man and brute. The behavior of man , with all of its refinement and complexity, forms only a part of the behaviorist s total scheme of investigation. (Wikipedia, 2015) Humans are essentially a â€Å"tabula rasa†, or blank slate, where behavior is ultimately morphed through both external factors such as their environment and internal factors such as the natural instinct to survive and reproduce. 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BecauseRead MorePsychology : Psychology And Psychology1018 Words   |  5 Pageshistory of psychology is common to talk about the psychological schools, as these are defined as groups of psychologists who shared a theoretical view and focused psychological problems with a common orientation; these have evolved over time. Psychology was first established as a separate science of biology and philosophy, that s when the real debate over how to describe and explain the human mind and behavior began start, different psychological schools represent the major theories of psychologyRead MoreSnapshot1702 Words   |  7 Pagesin particular on resolving unconscious conflict, mental distress and psychopathology. Freuds theories became very well-known, largely because they tackled subjects such as sexuality, repression, and the unconscious mind as general aspects of psychological development. These were largely considered taboo subjects at the time, and Freud provided a catalyst for them to be openly discussed in polite society. While Freud is perhaps best known for his tripartite model of the mind, consisting of the idRead MoreBehaviorism, Cognitive, and Humanistic Essay example906 Words   |  4 PagesBehaviorism, Cognitive and Humanistic All Summed Up Janice M. Brown Aspects of Psychology Professor Trego November 8, 2012 Behaviorism, Cognitive, and Humanistic Behaviorism, cognitive and humanistic are all perspectives (or theories) of psychology. Behaviorism is a perspective that suggests that all behaviors are learned. What I mean by that is according to John B. Watson who founded the school of psychology, suggests the behaviors can be measured, trained, and changed. [ (Cherry, 2012)Read MoreBehaviorism Vs. Behaviorism Theory849 Words   |  4 PagesBehaviorism Approach to Life According to Ciccarelli and White (2010), behaviorism is the science of behavior that focuses on observable behavior only. An example of this is the environment a person is exposed to determines their behavior affecting their personality (McLeod, 2007). Furthermore, personality determines a person’s motivations and goals in life. With this said, this theory assist in better understanding interactions with people every day. For instance, all people have their own uniqueRead MoreRosalie Raynor958 Words   |  4 Pagesshe also assisted Watson in preparing the most popular child care book of the time (Duke, 1989). For these reasons she can be recognized as a woman who has made significant contributions to the field of psychology. Her background, theoretical perspectives, and contributions to the field of psychology have made her stand out above the crowd. Early Years Rosalie was born in 1899 to a prestigious well to do family. Many of her family members were well known, including her uncle Senator Rayner whoRead MoreWatson, Skinner and Tolman Essay1627 Words   |  7 Pagesincorporated herein. Although, each psychologist has commonalities in their perspectives, there is also a form of dissemination among them based on their theories and perspectives. Each theory and concept is like steps on a ladder that define prior events that lead to current day theory known as modern day psychology. Respectfully John B. Watson is the founder of behaviorism and B.F. Skinner is the founder of radical behaviorism, but Edward Tolman marches to a different drum and is known for developingRead MoreThe Impact Of Applied And Behaviorist Psychology On The Field Of Psychology1327 Words   |  6 Pagesmethod of psychological research during the mid nineteenth century (Schultz Schultz, 2012). What persons or ideas in early behaviorism would carry out the trend that Angell predicted? During the nineteenth century, most psychologists viewed the emergence of functionalism as being evolutionary rather than revolutionary. Therefore, the primary difference was in the subject matter of their study; while structuralism attempted to examine and describe regulations concerning psychological practices