Media Violence Not Good for Children Essay Example for Free

Media Violence Not Good for Children Essay The effects of media violence on children have been studied for over thirty years, with researchers repeatedly finding correlations between aggressive/violent behavior and the viewing of media violence. These education and psychology researchers began asserting years ago that a cause-and-effect relationship existed, i.e., viewing media violence was one of the causative factors in aggressive behavior in children. We often use the phrase that children are impressionable. We mean that children do not see the world through the same filter of experience that adults do. Children see things more literally. They do not yet possess the sophisticated sensibilities to distinguish fiction from reality. It matters a great deal, therefore, how much TV children watch and what they view. Young children often mimic what they see. Parents and caretakers observe this regularly. If children see people punching and kicking, they may act out that same behavior. Older children develop, through years of watching, sub-conscious mental plans of how they will react in conflict situations. For years they have seen conflicts resolved by violence, and they sub-consciously develop the same reaction plan. When confronted with a conflict, the tendency is to react the way they have seen countless others react—in a combative, aggressive or violent manner. Researchers call this developing a cognitive script. Through television, video games, and movies, children and teens view countless acts of violence, brutality, and terror as part of entertainment. They become conditioned to associating violence with entertainment. This is the classical conditioning. First-person shooter video games develop our children’s skills in operating weapons. The games reward marksmanship, and further reinforce the association of killing with entertainment. In the past, the heroes of movie and television shows were usually people who strictly followed the law. Now, heroes are often people who take the law into their own hands, who see an injustice or evil and seek to rectify it personally, sometimes brutally, regardless of the consequences. Such portrayals signal to a child society’s approval of that behavior. Lacking the judgment that comes with age, a child who feels he has been dealt with unfairly may copy that behavior, with disastrous consequences

Kenyan Hospitality And Travel Industries

Kenyan Hospitality And Travel Industries The Republic of Kenya is located along the Equator of the eastern side of Africa, boarding the countries of Somalia, Uganda, Ethiopia and Tanzania. The country covers an area of 582,264 km2 and house approximately 28.8 million people and growing at a rate at a rate 6f 1.6 annually. The climate take a tropical origin which tourist can experience sunshine all year round ,however the temperature may differ throughout the country for example warm humid at the cost ,cool humid at central high lands and hot dry in the north and east. Rain on the other hand is seasonal for which the heaviest occur during the months of April to June. Kenya is a country rich in culture which gives home to a number of different tribe, religions and approximately 45 different ethnic groups. Some of these larger populated ethnic and religious groups include: Kikuyu 22%, Luhya 14% and Protestant 45%, Roman Catholic 33%, Indigenous beliefs 10% and Muslim 10% respectively. (About.com) The native language of Kenya is Swahili which is also known as Kiswahili which is widely spoken among natives however English is becoming the official language of Kenya. This cosmopolitan country has a number of different amenities to bring to the tourism arena. With tourism being one of main finical drivers Kenyas economies, they engaged in the following types of tourism which are: Domestic, Culture, Business and Community and Eco Tourism. This type of tourism helps in a number of different ways. Firstly, it helps to educate the natives about their country and what it has to offer. Secondly, it gets them more involved in the tourism sector. Domestic tourism also helps in balancing off the tourism industry in low period of nation and international guest and tourist arrival. Kenyas tourism industry is closely bonded to environment, culture and the community, wildlife in relation to eco tourism in particular is one of the top tourist drivers. Safaris, national parks and forests, show the countless species of Flora and Fauna that can be found throughout the country. Tourist can also experience true tribal life through the community national parks where rich Kenyan culture is displayed together with tours and hikes through deserts, mountains rainforests, beaches etc. BUSINESS TOURISM In addition to wild life, the accommodation and conference sector play an important role in the tourism sector. Hotels range from budget, express, luxury and national parks where sleeping under the element is now possible. These establishments offer first class service together with computer, telecommunication and internet services. ANALYSIS HOSPITALITY TOURISM INDUSTRY IN KENYA Tourism in Kenya dates back to pre-independence days and as recorded in history as early as the 1930s (Tourism in Kenya). In the past, the bulk of the tourist that visited Kenya did so mainly to take part in the gaming industry in the game hunting expeditions, while the other visitors represented the typical old tourist that travelled for sun, sand and sea which is one of the tourism products offered by Kenyas tourism industry. In particular, the tourism industry in Kenya traditionally attracted first world rulers. e.g. The Queen of England, Queen Elizabeth II and the President of the United States of America, Theodore Roosevelt. INFRASTRUCTURE In the 1930s, Kenyas infrastructure was less than ideal or/and adequate to facilitate this new trend, tourism. Nevertheless, the tourism industry was steadily growing. Kenya gained independence in December 1963 (Kenya Timeline) after which the infrastructure developed a bit but still required improvements. The government with cooperation of both the public and private sector worked cohesively to fully develop the infrastructure that in turn made Kenya more attractive to tourists. Approximately 10% of the country has been reserved for the preservation of the natural attractions and wildlife in Kenya which helps to boost tourism. (Tourism in Kenya) The tourism industry has evolved with the emergence of the new tourist, which brought along new forms of tourism for the country notably sports tourism, community and culture tourism etc. Eco tourism is the prevailing form of tourism accompanied by 10% of the natural reserve dedicated by the government. Kenya Eco tourism attractions:- Game viewing expeditions (Flora) -the evolution of the new tourist brought along the new game viewing expeditions, where the tourist no longer hunt the animals but view the animals on a Safari. Kenyas popular animal attractions are commonly called the big five which includes: elephant, rhino, lion, buffalo and the leopard (Tourism in Kenya) Plant watching (Fauna) The viewing of trees and flowers in Kenya is part of the Kenyan agricultural industry, which is the main contributor to the Kenyan GDP. Kenya climatic seasons are similar to those in the Caribbean with a dry and rain season annually. The rainy season in Kenya is responsible for the boom in the fauna of the country. This is the season where the trees and flowers bloom whereas the dry season is quite different. The trees drop their leaves and the flowers dry up. A tourist that visits Kenya in the dry season would have a different experience to a tourist that visit in the rainy season in regards to the country fauna. Safari this allows the tourists to observe and understand the native people and their natural lifestyle. ECONOMICAL FACTORS Multiplier Effect Kenyas tourism industry is heavily dependent on other industries to be a successful industry. The tourism industry is mainly dependent on the agriculture industry. This sector is predominantly responsible for providing the food and beverages that are served to the tourists. NEGATIVE FACTORS AFFECTING THE TOURISM INDUSTRY Lacks of awareness of the people The people of Kenya are included in the decision making process or informed about tourism development initiatives. As a result of this, nationals act negatively towards the tourist. Socio-culturally With the improvement in the tourism industry and the influx of tourist into country, the ways and attitudes of the new world, have negatively affected the culture Kenya by the increase of prostitution, lack of traditional rituals and performances. Terrorism Threat The bombing of the US Embassy in 1998 and attempted bombing in Mombasa 2002, prompted countries to issue negative travel advisories which greatly affected the tourist arrivals to Kenya as depicted in the statistical data. Kenya is a country with a diverse range of tourism products that cater to many types of tourism as mentioned previously. The country is heavily focused on maintaining its natural aspect as well as developing in a sustainable manner keeping with its eco tourism trend as it foremost tourism product. Overall the tourism industry is slowly increasing despite the negative factors that are occasionally experienced; they were able to press forward. IDENTIFICATION DISCUSSION OF TERRORISM IN KENYA WHAT IS TERRORISM? According to the U.S. Department of State terrorism is premeditated, politically motivated violence perpetrated against non-combatant targets by sub-national groups or clandestine agents, usually intended to influence an audience. Likewise, international terrorism is defined as terrorism involving citizens or the territory of more than one country. ( ) TERRORISTS ATTACKS IN KENYA US EMBASSY ATTACK Around 10.30am on August 7th, 1998, Kenyas US Embassy in Nairobi, was bombed by terrorists where an estimated 12 Americans and 227 Kenyans were killed. Approximately 5000 people in the vicinity at the time of the blast were injured. The destruction spanned a two to three block radius and the Al Qaeda terrorist group were the suspects behind the incident. MOMBASSA ATTACK The Al Qaeda terrorist group again launched another attack in Kenya this time at an Israeli owned hotel. About 8.30am on November 28, 2002, 2 Israelis and 12 Kenyans were killed and over 80 people were injured in the bombing of the Paradise hotel in Mombasa. This attack was only the first part as a missile attack on an Israeli aircraft was concurrently taking place however, this mission failed. WHY DO TERRORISTS TARGET KENYA? Geographic location, poverty and unstable neighbours are some key elements that have contributed to past terrorist attacks faced by Kenya. Kenyas unique geographic location acts as a passageway from the Middle East and South Asia to East Africa and beyond. Therefore, Kenya had to cater for the many activities that would now exist because of this pathway so an extensive seaport was constructed as well as two international airports, one in Mombasa and one in Nairobi along with rail, road and communication infrastructure. With these additions, travel and entry into and around Kenya is quite easy and usually obscure due to its penetrable borders coupled with its surrounding neighbours and unmonitored coastline. In particular, the Arabs in Kenya that occupy the coastal areas are closely linked to the Arabs in the Middle East as they both share a common religion and language. This has made it quite convenient for terrorist to blend into the community. For these reasons, Kenya is a preferred choice for terrorist to strike. Due to poverty and the high rate of unemployment that exists in Kenya, the youths are targeted by terrorists for recruitment to carry out their activities. The terrorists are able to lure these young people by giving them money to join their cause. In this way, they gain new recruits who would provide them with the relevant local information needed to proceed with their activities. Again, Kenya is seen as an ideal destination for terrorists to attack. In Somalia, Kenyas neighbouring country, political instability is quite prevalent. For the past 14 years, Somalia has not been run been run by a government and this has given way to terrorists to move across the border. This has therefore hampered Kenyas security. Immigrants from Somalia reside in Kenya making it easier for terrorists to blend in and thereby bring terrorism into Kenya. Another challenge for Kenya is its ties to the US which make them susceptible to terrorists attacks. Kenya, among other countries, has been selected by the United States Agency for International Development to be provided with the necessary resources to fight HIV/AIDS. ( ) Also, the US Center for Disease Control and Prevention located in Kenya is the TERRORISMS IMPACT ON THE HOSPITALITY TOURISM INDUSTRY IN KENYA Tourism, one of the foundation blocks of Kenyas economy, constitutes 25% of the Gross Domestic Product (GDP) and has been adversely affected by the repercussions of terrorism. Firstly, the influx of tourist to Kenya can be estimated to over 500,000 visitors each year. Europe and the United States of America (USA) represent Kenyas traveller generating region with 70% of the market being Europeans (Switzerland, Italy, Belgium France and Britain account for the bulk of tourists). In addition, visitors come from Japan, Asia, Scandinavia, and other African countries. USA, Germany, Great Britain and some other countries, upon receiving the news about the terrorist attacks on Kenyas US Embassy in Nairobi, immediately issued travel advisories to their citizens and imposed travel bans to refrain travel to Kenya as it was deemed unsafe. Moreover, the extensive media coverage of the attacks particularly focused on Kenyas vulnerability to terrorism severely tarnished its image. These responses lead to a decline in travel to Kenya and some neighboring countries as travelers feared the spillover of the terrorist attacks. For example, tourism businesses were terribly affected by the travel warnings. Tourism brought in US $500 million in annual revenue and was losing at least $1 million everyday due to the decline in tourism. ( ) Consequently, Kenyas tourism industry was paralyzed. Kenya suffered a decrease in tourist arrivals. This had a ripple effect on all sectors of the industry. The cancellation of leisure trips and business conferences were rapidly on the rise. Kenyas reputation plummeted and this lead to the loss of its competitive value. Kenya was no longer an option to be considered for vacation or investment. Tourism catered to the employment of 500, 000 Kenyans ranging from tour operators, tour guides, travel agencies, safari driver, dancers, hoteliers, restaurateurs, small business operators to airport and airline personnel. Subsequently, there was a significant increase in unemployment as many Kenyans lost their jobs. Employees that were still employed received salary cuts. For instance, at the Carnivore restaurant; all of the 330 staff had their salaries reduced, including Dunford the chairman (National Geographic 2010). The bombing of the US Embassy had a massive impact on Kenyas infrastructure. The Embassy was stationed at the crossroads of two streets in Nairobi, adjacent to the Ufundi Building and the Co op Bank Building. The explosion destroyed these three buildings and other buildings and amenities within a two to three block radius.( ) The rubble consisted of broken glass from windows, window frames, furniture and fixtures, concrete block walls, cars, buses, electric poles, street lights and the list goes on. The transportation sector within Kenya suffered major setbacks as the streets were seriously damaged and likewise vehicles. Additional problems surfaced as resources (medical) were delayed as it was difficult to get in and around Nairobi. Access was restricted to rescue and emergency personnel. Nairobi, the capital of Kenya, was known for its many tourist attractions but these business operations declined as a result of the bombing. With the loss of power and telecommunication, tour oper ators, travel agencies and hotels were unable to update their websites or communicate with potential visitors who would usually book their reservations, tours or tickets online. Another hindrance to Kenyas tourism industry in light of the terrorist attacks is the slump in foreign direct investment (FDI). Investors were inclined to nullify their FDI in Kenya due to some of the shocks felt by the terrorist attack such as the direct destruction of infrastructure, the rise of operating costs due to an increasing need of security measures, and the rise of recruiting costs due to missing incentives to work in terrorism prone regions. ( ). This further contributed to the loss of revenue specifically for tourism development initiatives. An important issue on the agenda of Kenyas government to combat terrorism is now the introduction of more security. The notion about safety is not confined to the citizens of Kenya alone but is extended to the tourist as well. For this purpose, government spending had to be diverted from productive investment designed to promote growth, eradicate poverty and sustain tourism development. ( ) Expenditure on high tech security equipment such as surveillance cameras, metal detectors and screening machines had to be implemented as strategies to counteract terrorism. Kenyas financial costs continued to escalate in aftermath of the terrorist attack as more funding was required for the cleanup, restoration and reconstruction of the infrastructure, buildings and other amenities destroyed in the blast including tourists facilities. As an illustration, Similarly, another expense incurred is that of extensive advertising to attract more and new tourists to Kenya. This strategy was employed to portray Kenya as a once again safe place and to neutralize the negative media attention received after the bombing. Apart from the above mentioned negative effects of terrorism on Kenyas tourism industry, some positive effects were identified. With the decrease in tourist arrivals to Kenya, domestic tourism was being promoted. Locals provided a portion of revenue needed to sustain some tourism businesses. Likewise, a new must see tourist attraction was developed. The August 7th Memorial Park was constructed on the site where the US Embassy was once situated. This memorial was built to commemorate the lives that were lost and represents a tribute to the courage of the several thousand others who have had to cope with permanent injury and/or the loss of loved ones. It is a place where people come to reflect, remember and relax. ( ) This attraction is quite similar to the September 11 attraction Ground Zero which has been included in many tour packages offered by tour companies in New York City. With regard to the Kenyas transit route region, terrorism is no exception. The negative effects of US embassy bombing trickled down to the airline industry. Flight cancellations increased as airline travel declined. There were numerous staff cuts and a major loss of revenue for the industry. For instance, the suspension of British Airways regular and charter planes flying to Nairobi, coupled with travel advisories, closed down access to 90% of Kenyas overseas markets (The Effect of Terrorism 2004). Car rental companies were also affected. KENYAS RESPONSE TO TERRORISM There is a need for the development of an anti-terrorism legislation in Kenya: following the 1998 bombing of the US Embassy in Kenya the government recognized that there were no adequate measures in place to deal with such acts and therefore the need to develop and implement legislation to deal with terrorism was essential. According to Kenyas Counter Terrorism committee, the Government on two occasions made attempts to implement such laws with the Suppression of Terrorism Bill in 2003 and the Anti-Terrorism Bill in 2006 respectively. However, both bills failed to be introduced to parliament. (Google 2010) Another point to be considered is the need for revamped management policies to be set in place for Kenyas border line and costal security control. Google 2010 also stated that the need for heightened security is vital in these areas, for example: the border between Kenya and Somalia poses a great threat to Kenyan nationals and tourist due to fact that Somalia has been without a government of over fourteen years and is known to be politically unstable. This can be done by putting measures in place such as; heightened security checks for persons entering Kenya through Somalia, denial of entry for suspicious entrants and denial to unnecessary travellers especially during the peak tourist seasons. Proper execution of security in these areas may allow tourists to feel safer and therefore increase overall visits to Kenya. The tourism board of Kenya could try to mitigate some of the negative impacts of the past terrorism attacks on the country by creating a new image for the destination. In order to effectively do this, Kenyas perspective about tourism has to be more holistic. For instance with respect to community tourism, the Maasai Mara tribe not only protects the environment but they engage in certain practices to reduce harm to the environment. Though terrorism would ultimately have a devastating impact on any country being affected, repositioning Kenya in the minds of tourists by focusing on the positives of the destination rather than the negative aspects of terrorism can aid in the process of moving forward. In addition, the tourism board can also shift some of their attention to local tourist by creating special packages in such a way that would be attractive to the local population. Another option to combat this issue of terrorism in Kenya should be the development of crisis management portfolio. This would first of all distinguish terrorism from other forms of crisis. It should then outline in detail the measures that should be implemented before and after such a crisis. Next the portfolio should assist in painting a clear and clutter free process that should be followed after an act of terrorism to facilitate a timely recovery for Kenyas image. Since terrorism severely tarnished the image of Kenya, it is very crucial that only specific and highly qualified individuals should address the public and media issues. Hence the reason, the portfolio should also outline all individuals that should be involved in this process with clearly defined roles and objectives. CASE STUDY SEPTEMBER 11 AND KENYA BOMBINGS Both the September 11 attacks on the United States and the US Embassy and Mombasa bombings in 1998 and 2002 respectively were carried out by the Al Qaeda terrorist organization. NEGATIVE EFFECTS Both the US and Kenya bombings resulted in a decline in outbound and inbound travel. The airline industry in both countries experienced significant revenue losses following the decline in travel. Businesses that were dependent on tourism as their main source of revenue suffered and were unable to continue operations. Staff cuts were also experienced again due to the decrease in travel because of the acts of terrorism faced by both countries. POSITIVE EFFECTS Both countries introduced new high tech security equipment and measures to combat the threat of terrorism. Both countries were able to develop a new tourist attraction, Ground Zero and August 7th Memorial

Effective Leadership Is A Tool To Organisational Performance Management Essay

Effective Leadership Is A Tool To Organisational Performance Management Essay Leading people in the course of accomplishing certain goals and objectives needs certain skills; amid them is the leadership skill. Leadership is a process by which a group of people are inspired and influenced to achieve organizational objectives and long-term goals. This essay is aimed at examining critically, some of the main theories of Leadership and will be structured into two parts. The first part will focus on leadership and evaluation of the leadership theories. The second part will be linking leadership to performance and giving examples of some organisations that have succeeded through good leadership practices. The concept of Leadership has no universal definition. It is imperative to understand the meaning of leadership before going into the different theories of leadership. Leadership has been defined as the relationship that exists among leaders and their followers in expressions of power relationship, here leaders through their power effects change in others, the skills and knowledge a leader possess to effect this change through others makes effective leadership possible (Northouse, 2004). Although leadership, has been defined to mean different things to various authors. It is thought to be unknown and mysterious (Adair, 2006), but to have a general conclusion, it is seen as an important ingredient to achieve effective management and mainly about the ability to influence people, driving them towards achieving organizational goals, objectives and aims. Roger (1997) suggests that leadership is not necessarily the same as management, that although managers have authority, they may not have power. Hackman (2002) argues that leaders can also control personnel resources by creating a situation for team effectiveness, enabling structure. Enabling structure which can be formed through the manner within which work is considered, the encouragement of core norms of conduct and team work is organised. Bernard (1926) posits that anybody who is ordinarily efficient in delivery psychological stimuli to others and hence effective in cultivating cooperative responses can be called a le ader. This means that a leader must have prestige, know which stimuli that is adequate to response to the purposes and device a procedure for presenting the stimuli. Despite the diverse ways by which leadership has been conceptualized, there are central components that can be identified as fundamental to its phenomenon. Key Elements in leadership definition Just as there are many definition of leadership, there are also approaches to leadership that has help to in-depth understanding of leadership. Trait Approach Trait theory asserts that certain qualities of being an effective leader may possibly be inherited; these traits can be intelligence, social status, physical traits like weight and strength, or personality traits like self-honesty, self confidence, and creativity (Mullins, 2005; Northouse, 2004; Rogger, 1997). Most Scholars that take the trait approach attempt to categorize physiological, demographic, personality, self-confidence, and assertiveness, task-related and social characteristics with leader effectiveness. Whitener (2007) suggests that these lists of traits are what potential leaders should aspire to have in other to be seen as an effective leader. Trait approach has been seen to be incoherent, as there are no traits that differentiated leaders from non- leaders in that a leader in one situation may not necessarily be a leader in another position, instead of the qualities that individual have, leadership was reconceptualised as a relationship among people in a social situat ion (Stogdill, 1948). Trait explanation of effective leadership has been regarded with little esteem by leadership researchers, although some steady relationship were found, the discovery suggest that leadership is not just a sheer possession of mixture of traits, situation specific analysis took over if not dominating( Zaccaro et al, 1991; Stogdill, 1948; Bass, 1990). Conger et al (1998) saw trait approach as being too simplistic, House et al (1997) concluded that there were few, if any common trait is linked to leadership effectiveness. Trait approach gave rise to the question whether leaders are born or made and whether is an art or science. Even if they are born it still needs to be developed through training and encouraged and if it is an art, it still requires the application of certain special skills or techniques (Mullins, 2005). Furthermore, researchers have found that there is no one and only trait or leadership style to lead effectively and that it all depends on organizational culture, employee behaviour, readiness to achieve and tasks to be performed or aspects of the situation. This is in conformity with the situational leadership model according to Hersey Blanchard (1969) which basically suggest that the knowledge of employees is vital in effective leadership. Although trait approach have a century of research to back it up and has given us a benchmark on what to look out for if we want to be a leader, it failed to define ultimate list of leadership traits, take situation into consideration and has resulted in highly subjective determinations of the most important trait (Northouse, 2004). Behavioural Approach The Behavioural approach believes that leaders are made and not born and to be a leader needs to be learnt and develop through observation and creativity. This school of thought concentrates on the kind of behaviour of people in leadership situations, how they treat their subordinates and its result on performance (Mullins, 2005; Antonakis et al, 2003). The Michigan University and Ohio State was used in the study of this approach, the survey acknowledged two scope of leadership referred to as consideration which is employee oriented leadership and structure which is production oriented leadership (Antonakis et al, 2003). McGregor recommended that a leaders behaviours depend on his assumptions about people and the human nature. For instance, if a person is appointed a manager and he see people as being naturally lazy, reluctant to take responsibility, resistant to change the theory -X employees the leader may adopt autocratic style of leadership and if he see employees who works hard, quick to change and seek responsibility rather than avoid it the theory- Y employees he will adopt a participative leadership style (Roger, 1997). This approach to leadership is contradictory because the type of behaviour a leader enacted depends on the situation. The Leadership styles The leadership styles can be attributed essentially to the philosophy of the leaders. Mullins, (2005) suggest that leadership style is the way within which the functions of leadership are carried out and the way managers typically behaves towards their subordinate. In this regards three styles can be distinguished via: autocratic, participative, and laissez-faire. The autocratic style also known as authoritarian style of leadership can be termed tellers. They feel that they know best what they want and tend to express those wants as direct orders to their associate. This style according to Roger (1997) can be dictatorial or paternalistic. Dictatorial in the sense that the leader tells the followers what to do without comment. Reward and penalty for poor performance becomes the order of the day. While the paternalistic style, imposes close supervision and control. Although this type of leadership is looked upon as negative, many autocratic leaders have been successful in accomplishing goals. Its strength can be seen when employees are submissive and prefer not to be responsible for participating in planning and decision making, autocratic leaders are effective since they keep decisions and control to themselves. However autocratic leadership style has number of disadvantages. Here employee ideas are not fully applied, it suppresses workers idea, and staff cannot be developed to their maximum potential Roger (1997). The participative leadership style encourages the feeling of involvement, being relevant, valued, team work and part of the decision making process. It involves the employees in the whole process towards implementation and effecting change. Here workers like to feel that their ideas are important and feel more committed, they also tend to develop greater feelings of esteem and are therefore better motivated, there is also high quality decision and productivity, it also encourages team work and interpersonal exchange and finally eliminates feelings of hostility Roger (1997). This style can also be disadvantageous in that decision making can be slow because of the time taken to consult the employees, it also works on the principles of consensus and lack of positive direction, may prevent the achievement of the objectives and employee participation in minor operation rather than the major decisions which may lead to resentment. The laissez-faire also called the free rein. Here the leader observes that the members of the group can work well on their own. With the goal of the organisation in view, the leader presents task to the group members who then work out their best own techniques for accomplishing those goals within the frame work of the organizational objectives and policy, this is to allow them freedom of action to think best but ever ready to help when the need arises. Although there is freedom of action, it can degenerate into chaos, decision making is performed by the dominant peers in the group, work generally is sloppy and productivity low Roger (1997). The Situational Contingency Approach The situational and Contingency emphasises that in leadership study in organization, certain variables and situations should be put into consideration as there could be unforeseen situation which can emerge anytime. That flexibility and dynamic styles should be used in different situations. This approach emphasises that situation is the dominant feature for determining an effective leadership as situation is one of the main forces influencing managerial behaviour and the contingency model assumes that there is no one best way or style of leadership(Mullins, 2005). Although this approach is appealing there are some managers who have the knowledge and skill and appear to be the most appropriate leader in given situation but do not appear as effective leaders (Mullins, 2005). The Functional Approach The functional approach concentrates on the roles, functions and responsibility of an effective leadership, what the leader do and the character of the group (Mullins, 2005). This approach sees leadership as distributed function. The most important ingredient of this leadership approach is its attention on how rather than who (shead, 2010). John Adairs three circles in his action centred leadership deeply influenced the functional leadership approach. These three circles symbolize the areas where leadership functions take place. Those areas are: task, team, individual. This approach believes that the skills of leadership can be learnt, developed, and perfected through training and development (Mullins, 2005). In recent times most organization does not wait for leaders to look for them but search for those who have leadership potential to develop them and expose them to their careers (Mullins, 2005). This model encourages team work, considers the changing role of leaders and followers in organization and can help in selecting team leaders. Although it encourages team work it does not offer a specific situation for team leader and the direction for leadership training is unclear, compound and demoralizing (Northouse, 2004). Transformational Leadership Transformational leadership is quite appealing and emphasizes on the most effective way to use human resources to achieve result, which has led management concentration on how leaders transform organization (Mullins, 2005). Leadership should not just be about an elite few that distributive leadership should be among the key factors to effective organisational success (CIPD, 2010a). Burns in his writing upon transforming leadership Posits that the transforming leader shapes, alters, and elevates the motives, values and goals of subordinates attaining considerable change in the process. Transformational leaders may; develop a followers needs, change a followers self-interest, enhance the confidence of followers, promote followers prospect, enhance the value of the leaders intended outcomes for the follower promote behavioural change, motivate others to higher levels of personal success Bass (1990). Tichy Devanna (1986) in Bolden et al. (2003) propose that transformational leadership cannot just be attributed to charisma but also as a behavioural process. All this can be achieved through employee involvement, motivation and engagement because a charismatic leader is the one who inspires their followers with the idea that they can accomplish great task through extra exertion. Transformational leadership has seen to be effective in most of the organisation that has succeeded through effective leaders. This leadership approach is individually considerate in that it considers the difference among their employee and acts as mentors to the employee who need help the leaders also through stimulation shows their followers new ways of tackling problems by making them understand difficulties as problem solved Bass (1998). An illustration of this leader is Lorenze Iversen, a former president of Mestas Machine Company, who said to the employees, we got this job because u re the best mechanics in the world. This president believes in walking around inspiring his employees and he is known for instilling pride and commitment. Although Transformational leadership has intuitive appeal, treats leadership as a process that occurs between followers and leaders, lays emphasis on followers needs, values, and morals and as effective form of leadership, its functions connect with each other and it is elitist and antidemocratic (Avolio, 1999; Bass Avolio, 1993). Yukl, (1999) in Northouse, 2004 argues t hat transformational leadership suffers from heroic leadership and also likely to be abused. Evidence that effective leadership is a tool to organisational performance It will be important to define what we mean by organisational performance and success before delving into the way it is affected by leadership practices. Richard et al (2009) posits that organisational performance consists of three main areas of firms outcomes which includes; financial performance involving (profit, return on assets, and return on investment etc.), shareholder return (total shareholder return, economic value added etc.) and product market performance (sales, market share etc.). Richard went further to explain that many organisation have tried to manage performance using the balance scorecard method in which performance is tracked and measured in multiple ways such as; financial performance, customer service, social responsibility (corporate citizenship and community outreach) and employee stewardship. Organisational success differs from one sector of business to another. Nevertheless organisations use key performance indicators (KPI) to determine their level of success. For instance key performance indicator (KPI) for a sales or retail sector could be profit, customers loyalty. Also for service sectors their success could be measured by key performance indicators (KPI) such as employee satisfaction, customers satisfaction and achieving the goals and objectives set by management (Forsaith Hall 2000). However, when we talk about high performance it is not enough to say that an organisation is performing high during the short-term or during economic progression periods, organisation that can be recorded as a high performing organisation is the one that can face both of the internal and external challenges (CIPD, 2010b). Darwin E. Smith who was appointed the CEO of Kimberly Clark a paper company whose stock had fallen from 36% is a typical example of a leader who can thrive in economic challenges and progression. Smith created a transformation at Kimberly Clark turning it into the leading consumer paper products company in the world and beating its rivals Scott paper and Procter Gamble. In so doing he generated a cumulative stock return of 4.1 times greater than those of the general market outpouring companies such as Hewlett-Packard, 3m, Coca-Cola and General electric (Collins, 2001a). Effective leaders, understands that high performance in organisation is not all about instant su ccess but long-term feasibility and they tend to also focus on training and development programmes that is linked to high performance. They tend to concentrate more on on-the-job training (Ashtons, 2002). Leadership has been seen to be central to individual, team and organisational performance. Many factors both internal and external have a posture on sustainable performance and employee engagement lies at the heart of organisational performance, leadership can be said to be inexplicably influential in terms of its impact on employee engagement and performance(Collins, 2001a). To lead effectively, leaders ought to know that it takes the inspiration, commitment and engagement of their employees and they should know how to influence them towards achieving organizational objectives. Engaging employees is quite vital as leadership is very much about it (CIPD, 2008). Engagement could be said to be the sum of effort an employee is willing to apply in their work. This can be influenced if the engaging leadership scheme is assumed and this is can be illustrated using its model: Figure 1: The Structure of the Engaging Transformational Leadership Questionnaire Engaging Individuals Showing genuine concern Enabling Being Accessible Encouraging questioning Personal qualities and core values Acting with integrity Being honest and consistent Engaging the organization Inspiring others Focusing team effort Being decisive Supporting a developmental culture Moving forward together Networking Building shared vision Resolving complex issues Facilitating change sensitivity Adapted from www.cipd.co.uk/shapingthefuture This chart shows that engaging leadership has a key role on employee motivation, job satisfaction and commitment and can reduced work-related stress which will in turn lead to high performance in organisation. Therefore, in other for organisation to compete effectively and achieve competitive edge that will ensure long-term success and survival of business, there is a need to foster a leadership that takes into consideration human relations, and its responsive to the dynamics of the business environment McGunagle (2010). Various authors have proposed several forms of leadership that will enhance performance in organisation. These forms of leadership range from Transformational, charismatic and participative leadership styles. Transformational could be said to be linked with adaptive behaviours which has to do with getting the employees to think creatively and learn new skills, it also takes into consideration the need and ability to manage and control challenging situations while accommodating different social factors (Han Williams, 2008; Pulakos et al, 2000; Rosen et al, IN PRESS), (Moss, Dowling Callanan, 2009). Transformational leadership is seen to be effective because it presents a leader who focuses on challenging visions as such input commitment into the employees, this kind of leadership favours and empowers teams in achieving organisational goals (Shin Zhoug, 2003). Several authors have identified transformational leadership to function at both team and individual level (Kirkman, Chen, Farh, Chen, Lowe, 2009; Liao Chuang, Zohar Tenne-gezit, 2007). Very importantly at the individual level transformational leadership assumes the position of discretionary stimuli that arises as a result of different relationship between the leader and the lead (Wang et al., 2005). While at the team level transformational leadership creates an atmosphere where team members are creative and they willingly share ideas capable of transforming the organisation (Chen Bliese, 2002). Bass Avolio (1994) posit that transformational leaders engage more with their colleagues. They behave in different ways to a ttain superior result using the Four Is which is idealised influence, intellectual stimulation, inspirational motivation individualised consideration (Avolio, Waldman Yammarino, 1991). However in achieving effective organizational success, leaders who adopts bottom-up strategy rather than top-down system seems to be more effective. The top-down system is rule from above, with little or no involvement of those at the bottom, who are highly needed for the execution of tasks. It blocks flow of information in an organisation which will lead to misinformation to the employees. Bottom-up strategy promotes employee involvement, help free flow of information and feedback, ideas and suggestions from the employees (Wright Taylor, 1994). Good to great leaders do not start from vision and strategy rather they start from people first and then strategy second. They get the right people on the bus and move the wrong people off the bus, then ushers the right people on the seats and then figure out where to drive it (Collins, 2001a). Collins, (2001b) also identified some factors of moving from a good to a great leader. The prime is the level 5 leadership which emphasises that leaders should be an epitome of humility to be able to do whats best for their organizations by accomplishing advantageous outcomes. Examples of leaders in this class are Yun Jong-Yong of Samsung Electronics, Japan, Makesh Ambani of reliance Industries in India etc. Jong Yong Yun, Samsung Electronics chief executive officer since December 1996, has restructured Samsung by challenging traditional Korean corporate culture of hierarchy and lifetime employment. Yun inculcated a sense of perpetual crisis among his employees and encouraged them to come up with innovative products that according to him, were essential for Samsungs survival. His emphasis was on quality products with unique designs and effective brand promotions. In 2004, Samsung surpassed Sony to earn profits of $9.4 billion over revenues of $72 billion 34. Roopa Chaudhuri (2005) in 2003-2010 IBS Case Development Centre Effective leaders understand the importance of employee empowerment which in turn leads to organisational success. This can be made evident in the case of Sao Paulo in Brazil. When Ricardo Semler, became the Chief Executive Officer, Semco expanded into other businesses like banking, environmental services and e-business. Ricardo preferred to change Semco into a democratic organisation for which he adopted the philosophy of employee empowerment. Ricardo was against the autocratic style of management, and was for participative management. Under Ricardo, Semcos revenues rose from $35 million in 1990 to $160 million in 2003. Semco soon came to be known as the unusual kind of workplace 25. Kiran, B. Chaudhuri , (2009) in 2003-2010 IBS Case Development Centre. However, many organisations have succeeded through good leaders who understand the need to invest in their people. An example of this can be seen from Vineet Nayar, CEO of Indian IT service giant HCL Company who likes to rock the boat. When Vineet was asked his greatest legacy, he responded without missing word That I have destroyed the office of the CEO his company has 55,000 employees and a market cap of $24 billion which is growing faster than Indians red-hot economy. He also led the charge that gave rise to the companys motto, Employee first, customer second an idea that gave many managers hives (Cappelli et al., 2010). In an interview with the senior executive of the Indian companys like the Tata, Mahindra Mahindra, and Infosys etc. on how they derive their organisation to high performance none of these leaders said that they succeeded because of their own cleverness at strategy or top team effort. These leaders said that their source of competitive advantage lies deeply in their companies, in their people (Cappelli et al., 2010). This entails that when employees are made the epitome of performance in an organisation they will be willing to contribute effectively to the organisational success that is to say good leadership cannot be separated from organisational success. A leader that takes the loyalty of their employees for granted jeopardises the collective foundation of that organisation, while this leaders go in one direction, the rest of the organisation will be trapped in another way. The High Commitment High Performance leaders (HCHP) such as Tim Solso of Cummins, Jorma Ollila of Nokia, Russ Fradin of Hewitt Associates, Allan Leighton etc. focuses attention on involvement with their people and operations; they try to create a link between the people who do the job and the performance they deliver (Russell et al. 2008). These leaders were able to achieve a greater height by combining four strategies such as earning the trust of their organisation through their openness to the unadorned truth, they were greatly engaged with their employee, were also able to assemble their people around a determined agenda and finally they realised that they can only succeed as part of a committed team and endeavoured to make their firms collective leadership cap abilities (Russell et al 2008). Allan Leighton practiced management by working around; before he became the CEO of Royal mail they were losing  £1.2m. Mr Leighton has already had some success in turning the company around. In May, the company posted its first improvement in trading performance for five years. By then, it said, it was losing just  £750,000 a day, down from an average of  £1.2m a day the previous year (Russell et al., 2008).). These HCHP leaders believes that investing in people is a means to achieving their goal because achieving a greater organisational height depends highly on how an employee is happy enough and feels committed to contribute effectively to attain high performance (Russell et al, 2008). Leaders in High performance organisation are inspiring and accessible; they do this through effective communication, high employee involvement and engagement, training and development. In fact they believe in their people, this can be made evidence through Stella David of Bacardi-Martini UK, she not only shaped various phase of the Bacardi-Martini work practices and performance systems, but was also known by all employees at Bacardi-Martini as inspiring and accessible. To the employees, she is highly discernible with the day-day operations of the business. Through her leadership style the company had  £400m turnover with 550 employee each earning  £35,000 p.a.; 19% (Ashton, 2008). Also Chris Galanty the managing director of Flight Centre UK said their company have built up a reputation as a people-focused business and their culture is about cultivating personal and career development, which gives their employees a strong degree of empowerment (2010 Flight Centre (UK) Limited). This company has a Turnover rate of  £19.4m with 550 employees earning  £35,000 p.a.; their business strategy is Shared high performance and profit one big global family and One Best Way (Ashton, 2008) In achieving sustainable organisational success one can see that distributive leadership plays an important role because it encourages line managers and employee empowerment which results to positive effect on performance. Caroline Sharp the director of HR and Workforce Strategy at Dumfries and Galloway NHS Board in her interview on distributed leadership pointed out that the traditional hierarchical form of leadership was not working well for their organisation in terms of making their teams changeable to enhance performance and the need for distributive leadership aroused which made them to deliver a leadership programme called Delivering Dynamic Improvement, this programme was a success because it helped the organisation to restructure their general management team (CIPD, 2010a). In summary successful leaders concentrate on the factors that derive profitability which revolves around investment in people, technology that supports frontline workers, serious recruitment and training and compensation which is related to performance for employees (Heskett et al, 2008). From the above explanation and examples one can see that effective leadership cannot be separated from high performance in the organisation, the both term are linked together and for organisation to attain a greater height there is need for distributive leadership and employee satisfaction (CIPD, 2010a).

Criticism of Oscar Wilde’s The Picture of Dorian Gray Essay -- Picture

Criticism of Oscar Wilde’s The Picture of Dorian Gray   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The novel, The Picture of Dorian Gray, written by Oscar Wilde originally appeared in Lippincott’s Monthly Magazine in 1890.   It was then published in 1891, in book form, containing six additional chapters with revisions. The first reviews of Dorian Gray were mostly unfavorable.   It was condemned for its speculative treatment   of immoral or at least uncomfortable subjects. A review in the St. James’s Gazette by Samuel Henry Jeyes, journalist and biographer was titled "‘A Study in Puppydom."  Ã‚   Jeyes refers to Wilde’s idle, â€Å"effeminate† characters in the book and writes: â€Å"The puppies appear to fill up the intervals of talk by plucking daisies and playing with them, and sometimes drinking ‘something with strawberry in it" (Beckson 69).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   An unsigned review in Athenaeum, called the book â€Å"unmanly, sickening, vicious (although not exactly what is called ‘improper’), and tedious.† (Beckson   82) Charles Whibley, journalist and writer for the Scots Observer, wrote that "Mr. Oscar Wilde has again been writing stuff that were better unwritten" and went on with "...it is false to human nature-for its hero is a devil; it is false to morality-for it is not made sufficiently clear that the writer does not prefer a course of unnatural iniquity to a life of cleanliness, health, and sanity."   He ends the article by saying ‘...he can write for none but outlawed noblemen and perverted telegraph boys, the sooner he takes to tailoring (or some other decent trade) the better for his own reputation and the public morals" (Beckson 75).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Wilde replied to these damaging attacks and told an acquaintance after these first reviews that the story would be "...... ...ver reached, which supersedes that earlier didactic purpose, and makes the quite sufficing interest of an excellent story."’   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   He concludes by saying "We need only emphasize, once more, the skill,   the   real subtlety of art, the ease and fluidity withal of one telling a story by word of mouth, with which the consciousness of the supernatural is introduced   into, and maintained amid, the elaborately conventional,   sophisticated,   disabused world Mr. Wilde depicts so cleverly, so mercilessly"(Beckson 83-6).   In conclusion, it became apparent with reading the reviews of The Picture of Dorian Gray that the critics seemed to be reviewing the author instead of the book.   BIBLIOGRAPHY      Beckson, Karl.   Oscar Wilde. New York, Barnes & Noble, 1970.   Gagnier, Regenia.   Idylls of the Marketplace. Stanford, Stanford University Press, 1986. Criticism of Oscar Wilde’s The Picture of Dorian Gray Essay -- Picture Criticism of Oscar Wilde’s The Picture of Dorian Gray   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The novel, The Picture of Dorian Gray, written by Oscar Wilde originally appeared in Lippincott’s Monthly Magazine in 1890.   It was then published in 1891, in book form, containing six additional chapters with revisions. The first reviews of Dorian Gray were mostly unfavorable.   It was condemned for its speculative treatment   of immoral or at least uncomfortable subjects. A review in the St. James’s Gazette by Samuel Henry Jeyes, journalist and biographer was titled "‘A Study in Puppydom."  Ã‚   Jeyes refers to Wilde’s idle, â€Å"effeminate† characters in the book and writes: â€Å"The puppies appear to fill up the intervals of talk by plucking daisies and playing with them, and sometimes drinking ‘something with strawberry in it" (Beckson 69).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   An unsigned review in Athenaeum, called the book â€Å"unmanly, sickening, vicious (although not exactly what is called ‘improper’), and tedious.† (Beckson   82) Charles Whibley, journalist and writer for the Scots Observer, wrote that "Mr. Oscar Wilde has again been writing stuff that were better unwritten" and went on with "...it is false to human nature-for its hero is a devil; it is false to morality-for it is not made sufficiently clear that the writer does not prefer a course of unnatural iniquity to a life of cleanliness, health, and sanity."   He ends the article by saying ‘...he can write for none but outlawed noblemen and perverted telegraph boys, the sooner he takes to tailoring (or some other decent trade) the better for his own reputation and the public morals" (Beckson 75).   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Wilde replied to these damaging attacks and told an acquaintance after these first reviews that the story would be "...... ...ver reached, which supersedes that earlier didactic purpose, and makes the quite sufficing interest of an excellent story."’   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   He concludes by saying "We need only emphasize, once more, the skill,   the   real subtlety of art, the ease and fluidity withal of one telling a story by word of mouth, with which the consciousness of the supernatural is introduced   into, and maintained amid, the elaborately conventional,   sophisticated,   disabused world Mr. Wilde depicts so cleverly, so mercilessly"(Beckson 83-6).   In conclusion, it became apparent with reading the reviews of The Picture of Dorian Gray that the critics seemed to be reviewing the author instead of the book.   BIBLIOGRAPHY      Beckson, Karl.   Oscar Wilde. New York, Barnes & Noble, 1970.   Gagnier, Regenia.   Idylls of the Marketplace. Stanford, Stanford University Press, 1986.

Florence D Griffith :: Essays Papers

Florence D Griffith Florence D. Griffith nicknamed Dee Dee, Was born on December 21 195. She grew up in a project in Watts, a poor section in Los Angeles California. Florence had 11 brothers and sisters. She would often ask why there were so poor? Her mother would tell her that they were rich as a family. Florence was stubborn as a child. Sometimes she would go for days without speaking to anyone. She just read her books. She loved poems. Florence always wanted to stand out and be her own self. She had her own ideas about how to accomplish this. In kindergarten she wore her hair in a single braid that stuck up in the air. In high school she had a Boa Constrictor Snake for a pet. Florence was also an exceptional student. These tree things were not enough for Young Florence. She proved that she was an exceptional athlete. At age of seven, she liked chasing jack rabbits. She won most if the little games she played with the rabbits. When she decided that she really liked running. She joined the Sugar Ray Robinson Youth Foundation. This time she ran against children her age.S he beat them all. But in high school she did set reacords in the sprint and the long jump. But there was one girl she just couldn't beat. Her name was Valerie Brisco. Bobby Kersee became her coach. Later, Valerie Brisco joined them both at the University of southern Calirfoina. Bobby coached her throughout college. She was invited to the United States Olympic Trials in 1980. She came up just short of gaining a spot on the team in the 200 meter. It was her rival, Valerie Brisco, She took that spot away from her. In 1982 she gained a little spotlight when she won the National Colligate Meter with the time of 22.39 seconds. This caused people to look at her a little closer. In college, she still liked to stand out like she did in Kindergarten. During this time, she wore six inch nails with designs on them.

Bowens Family Systems :: Psychology

The purpose of this paper is to explain using Bowen's family systems framework, how an individual's level of differentiation and anxiety influence family relationships and strengths. Bowen's family systems theory addresses how patterns of interaction in the family of origin influence a couple's interaction in the next generation with their children. Bowen describes the differences in family functioning, by the degree of anxiety or the degree of differentiation within the family. Bowen's definition of differentiation of self as a persons ability to differentiate intellectual functioning ( thinking ), from feelings. The level of differentiation of self is determined in the family of origin. When an individual has an increased level of differentiation, he has a clear sense of his own identity. A person's intellectual functioning helps behavior to be rational, less impulsive, more independent and autonomous. These individuals have good problem solving techniques, and are less influenced by others. As differentiation of self increases, levels of anxiety decrease. As anxiety goes up, differentiation goes down. A child's differentiation of self develops around an emotional system. With a high level of anxiety, functioning is impulsive, rather than rational. Individuals with a low level of differentiation, develop dependent and emotionally fused relationships. These individuals are more dependent on others. Their sense of self is clouded, and they don't develop a clear identity. Their feelings and thoughts are fused, and they express a pseudoself rather than their true opinions. Families whose members have increased levels of differentiation and decreased levels of anxiety, they will be rational and cognitive in their ways of relating to other family members, and more effective with problem solving skills. They will try to clearly communicate their views or beliefs. They will have healthier relationships. An individual with an increased level of differentiated self , will allow their child to be their own person, and express himself openly. This leads to a well adjusted independent adolescent, with flexible problem solving skills, and an increased level of goal orientation. Families with decreased levels of differentiation and increased anxiety with in the

Orruption in Primary Education in Bangladesh Essay

Introduction The adult literacy rate is 51 percent The average number of teacher per primary school is only 4 Average number of students per primary school is 273 The primary teacher-student ratio is 67:1 Source: Bangladesh Bureau of Statistics 2 Development in Primary Education Adoption of an education policy in 2000 Five-year cycle to an eight-year cycle by 2010 Free and compulsory primary education for all children; Free education for girls up to grade eight; Free books for all children at primary level; 3 Development in Primary Education A food-for-education programme Primary Education Stipend Programme (PESP) Creation of a separate Primary and Mass Education Division (PMED) A proliferation of non-formal education programme by NGOs, and 4 Achievements in Primary Education Net enrolment rate has reached 80 percent Over 70 percent of the students now complete the five-year primary cycle 60 percent are present in school on an average day Source: Campaign for Popular Education & The University Press Ltd. 5 State of Corruption, Mismanagement and Irregularities in Primary Education All these programmes are infested with endless flaws and irregularities. TIB Household Corruption Survey identified the education sector as fifth corrupt sectors (2002) TIB Corruption Database identified the education sector as the third most corrupt sectors (2004) TIB and Committees of Concerned Citizens (CCCs) conducted a Report Card Survey in the primary education to identify the gaps and flaws in our basic education level as well as to locate and dispose of corruption. 6 Committees of Concerned Citizens (CCCs) TIB developed six Committees of Concerned Citizens (CCCs) Mymensingh Kishoregonj Nalitalari Madhupur Muktagacha, Jamalpur The main objective of the formation of the CCCs is to create local groups which would serve as local lobbyists seeking to curb corruption, instigate reform and promote integrity in the public service delivery system. 7 Sources of Data Corruption in Primary Education: A Report Card Survey, TIB (2001) Report card survey is a simple approach for organizing public feed back Report Cards are designed to assess the nature, types, extent and implications of corruption, and at the same time facilitate stakeholders participatory movement for improving the quality of service in the sector. 8 Name of Areas and number of different respondents for the Report Card Survey (2001) Respondents Area Mymensingh Muktagachha Jamalpur Kishoregonj Nalitabari Madhupur Gouripur Sharishabar Total Headmaster 23 25 20 21 19 20 21 22 171 Student 115 124 120 120 120 120 113 134 966 Guardian 115 124 120 120 120 120 113 134 966 Total 253 273 260 261 259 260 247 290 2103 9 Sources of Data Corruption in Bangladesh: A Household Survey, TIB (2002) Information from 3030 Households Corruption Database: TIB (2004) Information from 26 Dailies Corruption in Bangladesh: A Household Survey, TIB (2005) Information from 3000 Households Quality with Equity: The Primary Education Agenda, Campaign for Popular Education Bangladesh (2005) 8212 Respondents 10 Corruption in admission in primary education TIB Report card Survey (2001) shows that 6. 52% of the primary students paid Tk 63/- on average as admission fees . TIB Household Corruption Survey (2005) showed that 40% primary students had to pay 209 taka as admission fees 11 Irregular subscription/fees TIB Report Card Survey (2001) revealed that each student of primary schools had to pay 47 taka on average subscription for at least nine purposes which is illegal TIB Household Corruption Survey (2005) revealed that each student of primary schools had to pay 58 taka on average subscription for at least nine purposes which is illegal 12 Percentage of students who paid illegal fees 100 90 80 70 60 50 40 30 20 10 0. Sp or ts Bo ok s rit ua ls m ot io n ex am ex ta in m lE po se s th er pu r am . xa en t En te r Pr om 2n d Re lig io us m 1s tT er Te Fi na rm 2001 2005 Source Corruption in Primary Education: A Report Card Survey (2001) Corruption in Bangladesh: A Household Survey (2005) O 13 Amount of average illegal fess 2001 30 27 24 21 18 15 12 9 6 3 0 m ion ok s . ex am or ts t en ls r it ua us io O th er inm lE Bo ex Sp os es pu rp am xa ot om Pr te En 2005 er m Fi na tT Te rm rta 1s d 2n Source Corruption in Primary Education: A Report Card Survey (2001) Corruption in Bangladesh: A Household Survey (2005). Re l ig 14 Corruption in Food for Education Program 16 % of the cases the criterion was not observed 15. 5% of the students paid on an average Taka 32 to be included in the programme Subscription was collected by teachers, Dealers and from Others On average every student received 2. 47 Kgs food grain less every time Missing 1241 tons of food grain in 8 Upazillas equivalent to 12 million taka (1USD=52 taka) Source: Corruption in Primary Education:A Report Card Survey (2001) 15 Primary Education Stipend Programme (PESP). Started from July 2002 substituting the former Food for Education Programme (FFE). Aim of attracting and keeping more children, especially of the poor Forty percent of the students in rural area are eligible to receive Tk 100 stipend per month Identification of 40 percent of pupil enrolled in grades 1-5 from the poorest households by School Management Committee (SMC) To remain eligible for the monthly stipend, a student has to attain minimum 40 percent marks in term examinations and have 85 percent monthly class attendance. 16 Corruption in Primary Education Stipend Programme (PESP). Over two-thirds of the children from the poorest category were not selected to be recipients of stipend; 27 percent of children from affluent households received the stipend 32. 4% primary school students who have been enrolled for stipend had to pay 40 taka for their enrolment 46 percent of the stipend holders did not receive the full amount of stipend Source Corruption in Bangladesh: A Household Survey (2005) Source: Campaign for Popular Education & The University Press Ltd. 17 Corruption in Upazilla Primary Education Offices 34% of the responding headmasters said that bribes are occasionally required to be paid 13% said that they have to do so every time. Source: Corruption in Primary Education:A Report Card Survey (2001) 18 Consequences of corruption Concerned officials of primary education collected 19. 85 million taka (1USD=52 taka) as illegal subscription from 8 areas (out of 500 areas). Concerned primary education officials collected 546 million taka (1USD=60 taka) as illegal fees from all over Bangladesh Concerned PESP officials collected 25 million taka from primary students to enroll them in the PESP from all over Bangladesh . Source Corruption in Primary Education: A Report Card Survey (2001) Corruption in Bangladesh: A Household Survey (2005) 19 Perpetrators of Corruption 1. Teachers 2. Food dealers 3. Management committee of institutions 4. Employees of institutions Source Corruption in Primary Education: A Report Card Survey (2001) Corruption in Bangladesh: A Household Survey (2005) 20 Causes of corruption 1. Absence of accountability 2. Discretionary power 3. Lack of transparency 4. Monopoly power 5. Influence of powerful people Source Corruption in Bangladesh: A Household Survey (2002) 21 The objectives of CCCs advocacy activities on Primary Education. Ensuring quality education in all classrooms implying that there shall remain no room for pursuing any kind of ill motives for personal gain of any concerned party; Promoting collection of reasonable and standard fees in all primary schools; Ensuring that schools keep proper record of official fund collection and expenditure; Promoting the effectiveness of School Management Committees (SMC) and the Parent-Teacher Associations (PTA) to work as watchdog bodies for the betterment of local-level education; Suggesting strategies for meaningfully reducing the rate of dropouts. 22. TIB initiatives to curb corruption from Primary education: Success of CCCs The advocacy undertaken by CCCs for achieving the above objectives are at three level; Firstly, the CCCs are working to increase mass people through mobile theatres, mothers’ gathering and parents-teachers gathering etc. Secondly, the CCCs are trying to build coalition with School Management Committee (SMC), Upazilla Education Committee, and with the Civil Society. Finally, the CCCs are working with the concerned officials including Upazilla Education Offices, District Education Offices, Upazilla and District administrations etc. 23 TIB initiatives to curb corruption from Primary education: Success of CCCs Most of the upazilla primary education offices have taken initiatives for curbing corruption in their offices. As a result, corruption has somewhat reduced in the offices of the upazilla primary education offices. A number of teachers informed the CCCs that they are not giving bribes in the education office for their services. Because of CCC advocacy, a number of education offices decided on a fixed amount of fees for various purposes. The teachers are no longer collecting illegal fees from the students. 24 TIB initiatives to curb corruption from Primary education: Success of CCCs The CCCs have been invited by the Upazilla Education offices to participate in preparing yearly plan. The concerned education officials have requested the CCCs to help them to form the School Management Committee (SMC); The CCCs obtained formal consent to work with two Primary Schools for turning them into â€Å"Islands of Integrity† in each area; Many facets of the local education system appeared to have acted on the CCC-designed recommendations. 25 TIB initiatives to curb corruption from Primary education: Success of CCCs TIB’s suggestions, voiced via CCCs, were taken seriously and changes to record-keeping systems were made as per CCC recommendations; the CCCs had 15 specific reform-oriented recommendations; CCCs have been successful in persuading school authorities to clearly specify the school tuition fees, the rate of stipends, and supplying books on time, at no extra cost to guardians. It was made clear that the CCCs would continue to act as watchdogs for ensuring transparency and accountability; 26 Further Information Md. Sydur Rahman Molla Senior Programme Officer Research Department Transparency International Bangladesh Progress Tower (5th Floor), H # 01, R # 23, Gulshan –1, Dhaka –1212 PH: 880 2 9884811, 8826036, Fax: 880 2 9884811 Email: srmolla@ti-bangladesh. org Web: www. ti-bangladesh. org 27 Thanks 28.