Bruiser Film Analysis - 1551 Words

Another aspect of nonverbal language incorporated into the movie is haptics, or communication through physical touch (Wood, 2013). Haptics has a significant effect on interpersonal communication, and as Joann Peck and Terry Childers write in the Journal of Consumer research, â€Å"interpersonal touch has been found to greatly affect both attitudes and behavior (Peck, 2003). When Elle finds her intended fiancà ©, Warner, at a Halloween party, she effectively charms him into a corner. Elle places her arms on Warner’s shoulders and guides Warner’s hands to her waist as she waffles about law school while Warner is entirely distracted by her flirting. In another scene, Bruiser demonstrates his approval of Vivian Kensington, Warner’s fiancà ©e, by†¦show more content†¦When Elle sees that two girls are crudely and bluntly rejecting her sweet friend David Kidney, she ingeniously decides that the smartest thing for her to do is to walk up to David and slap him . Confused and stunned, David apologizes for an imagined wrong, and Elle pretends to have been a scorned ex-lover who had spent a night of unimaginable bliss with David before he supposedly disappeared on her. She storms away and giggles lightly after getting out of earshot of the two girls, and one of them turns to David and asks, â€Å"So†¦ what are you doing tonight?† By acting as if David had left her, Elle relied on her appearance as a beautiful woman to make the other women believe that David was a man to be reckoned with. Elle’s act was based on the assumption that the other girls would see her as a desirable woman and therefore lend credence to the fact that David is an even more desirable person. Therefore, Elle’s physical appearance, coupled with her verbal rampage, communicates to the two bullies that David is actually a suave casanova who tosses aside beautiful girls every day. On the other side of the coin, the fine print that accompanies her physical appearance means that many people that meet her severely underestimate her intellect and abilities,

Article Review Change Your Gun Laws, America - 1130 Words

When I spent two weeks in Spain with a host family, the first interaction my little Spanish brother had with me was with his hands in the universal sign for a gun, chanting â€Å"U.S.A.† as he fired his fake guns into the air. Gun rights, gun regulations, and the importance of the Second Amendment are all topics that are pertinent to the safety of the citizens of the United States. Fareed Zakaria, a renowned journalist and author for CNN and the Washington Post, lays out his concerns for the way Americans view our Second Amendment right in an opinion post. Contrastingly, UCLA and Harvard professor and political scientist James Q. Wilson describes why gun control is not and will not be able to impede any shootings, such as the Virginia Tech†¦show more content†¦He does not attribute either of these issues to America’s elevated gun homicide rate because these illnesses and graphic images are not unique to the American people. The difference in gun homicide rates between the United States and other countries is a result of America’s looser restrictions on who may own and carry guns (Zakaria). Zakaria closes his opinion piece by saying, â€Å"It is not an act of fate that has caused 150,000 Americans to die over the past 14 years. It is a product of laws, court decisions, lobbying and pandering politicians. We can change it† (Zakaria). He utilizes his many strengths as a journalist to influence the reader towards a viewpoint similar to his own. These strengths include the use of concrete facts and statistics, addressing multiple theories that could falsify his stance, and personal touches throughout the article. Seeing the numbers and stats around an issue made it easier to quantify the vastness of this issue. Zakaria also ensured that he touched on many different models that could be used to disagree with him, such as the connection between mental illness and violence, and utilized them in his favor. Ending the article with â⠂¬Å"we can change it† creates an atmosphere in which the reader feels like they can now make a difference using the new information they just acquired. He does fail, however, to outline specifically how the issue can be addressed and changed. Leaving the article open ended to change may have also left the

Change In Leadership And Leadership Strategies †Free Samples

Question: Discuss about the Change In Leadership And Leadership Strategies. Answer: Introduction The changing business environment requires a change in leadership and leadership strategies in order for organizations to meet their goals. Leaders lead teams, which in turn form groups. Teams are bound by a psychological factor and there is interdependence within the team, similar to a group, except that for groups, the psychological element is missing. The effectiveness and performance of teams and groups within an organization largely depends on leadership. Leaders must possess certain traits and characteristics to perform the dual roles of leading and managing; to manage effectively, one must possess leadership skills and to lead, one must manage teams and groups. Leadership and managing are therefore, mutually inclusive. Leadership is the process of controlling, directing, inspiring, and motivating staff teams or groups) towards the realization of defined organizational goals. To lead effectively, the leader must be a ruler, a motivator to inspire people, and be a coach to guide teams. Yet the behaviors and traits of leaders determine how effectively they lead teams and groups and enable the entire organization meet its goals. To attain a specific goal, leaders must choose a leadership path that suits their skills and the circumstances. With modern pressures to perform, leaders are easily tempted to micro manage, and/ or focus on priorities that do not add value to the organization or the customer. Time is a scarce resource in the parlance of leaders yet effective leaders of the modern age must of necessity create time regularly to ruminate on the bigger picture. When talking of the bigger picture, managers must take time and critically think of answers to the critical questions of; The purpose and reason their organization exists, what value it does or does not offer client why and how their offering delivers value to customers. Leaders must also seek answers to the question of the value it add to shareholders and the business and the behavior of the people in the organization. By answering these questions effectively and switching between macro managing and a little micro managing, leaders can direct the energies of their staff towards these goals, the big picture. This paper discusses the subject of how leaders can focus more on the bigger picture in the context of leadership theories and leadership types, specifically situational and contingency behaviors and the postmodern, transactional and transformational leadership styles, and the need to challenge and change present perspectives on leadership towards full range leadership where leaders direct employees rather than wholesale espousal of empowerment, which is the norm. Discussion Teams are connected psychologically to work interdependently in order to achieve a specific goal or aim. Teams form groups, which share similarities with teams, except that it lacks the psychological connection. Organizations are made of small teams that form groups collectively known as employees (Britton 2014). The prominent paradigm is that employees enjoy work when they are autonomous; that the key to being happy at work for employees and therefore being more productive is being autonomous as it creates empowerment. Autonomy at the workplace implies having a job where one can make some decisions and people find it important to perceive they have choices and that any actions is due to their own volition and that they instigate their actions. Autonomy is among the most basic and highly important psychological needs of human beings, according to Van-den-Broeck et al., (2010). Autonomy has been established to be an important mediating factor in job satisfaction and job characteristic s (Millette Gagna?e 2008). However, this empowerment of employees requires some boundaries in order that it becomes meaningful since the empowered employees with their autonomy and freedom end up flailing. This happens because the empowered and autonomous employees are not sure whether whatever they are doing is what the leaders want and that they are utilizing the resources and time available to them in the best way possible as they do not have a well-defined organizational goal to work towards, something that can be achieved through macro management and prescriptive leadership (Johnson 2016). To most leaders, time is always on the premium, and so they focus on tackling the priorities that do not necessarily add value to the important things that should define the organization or spend more time micromanaging employees, something that does not necessarily improve productivity (White Jr. 2010) and can be counterproductive. The obsession with the scarcity of time such that managers cannot spare time for mundane things as seeking answers on important questions that should drive organizational policy and mindset is making organizations lose focus of the important issues (Freeman 2014). Further, many managers tend to avoid prescriptive leadership in favor of empowering employees and giving them greater autonomy. However, the modern business environment requires management leadership, which requires leaders that are both transformational and transactional. To give a direction that employees must follow, the managing leader must seek answers to the crucial questions of the purpos e and reason their organization exists, what value it does or does not offer client why and how their offering delivers value to customers. Leaders must also seek answers to the question of the value it add to shareholders and the business and the behavior of the people in the organization. This will provide a clear direction and require some prescription leadership to temper employee empowerment and autonomy (Riggio Reichard 2008), (Johnson 2016). In the pots modern world, the servant leader is desirable; the servant leader is a servant that empowers and recounts stories, is a visionary androgynous, network extensively, and is a team builder (Sendjaya Pekerti 2010). According to Johnson (2016) leaders must ask themselves the tough questions relating to their organizations purpose and the value they provide customers and shareholders before deciding on a strategic direction. Leaders must network more, seek feedback from people and sources that will criticize them and put them to task over their ideas. By constantly asking the hard questions, organization leaders will be able to offer better leadership by creating teams rather than letting groups flourish within the organization. They will become visionary and empower the teams they build, while creating synergy and providing direction to all team members so that the company has a common goal. This will help change the organizational culture and pepper empowerment and autonomy with direction and purpose enhancing the change and adjustment in the organizational culture towards goals that add value to customers, the company, and its shareholders. Without effective management of human resources, even the most talented employees become less productive when they are not given a clear direction. The leader, in seeking answers to the critical questions of what value the organization adds and the purpose of its existence, should ensure they are aware of the prevailing situation; situational awareness and participation as well as motivation will achieve greater impacts (Manser 2009). The postmodern leader is a servant that must place greater emphasis on macro management, with the occasional micromanaging episodes to help them understand their employees so as to build better teams and change their mindset to align with the macro management principles of understanding why the organization exists and the value the organization offers. By understanding their employees, the leader will work with middle level managers that understand the organization vision based on macro management principles that seek to understand and answer questions on the purpose of the organization and the value the organization provides customers and shareholders. The modern managing leader must be an effective communicator as well; after getting answers on the question of organization purpose and value they provide, the managing leader needs to effectively communicate these ideals to employees and create effective teams in the process, while continuing to guide and mentor and coach them (Sendj aya Pekerti 2010). Leaders must use the negative to make choices; such as what happens if they do not do something; leaders as well should think from the point of view of no money, network with different fresh groups to help them evaluate and examine the viability of their strategic directions and help them fine tune their message to give direction to the teams they build. The modern manager must be simultaneously engage in micro management as well as macro management to foster positive organizational culture change and steer the organization towards fulfilling the purpose of its existence, creating the desired value for customers, and adding value to itself (the organization), as well as to shareholders and owners (Johnson 2016). Conclusion Modern management challenges have made managers believe there is no time for ruminating and seeking answers to fundamental questions of the purpose of an organizations existence, its value proposition to customers and the value it adds to shareholders and the company. The modern adage of employee empowerment has been counterproductive because the empowered employees, even the best, become uncertain when they don't have a definite direction to direct their efforts and resources. The modern world requires the postmodern servant leader and manager that use prescription as well as effective communication and coaching to pass their message to teams they build in order to mediate an organizational cultural change that is geared towards value addition and understanding the purpose for which the organization exists. References Britton, J. J. (2014). From One to Many: Best Practices for Team and Group Coaching. John Wiley Sons. Freeman, R. E. (2014). Strategic management: a stakeholder approach. San Bernardino, CA, University of Minnesota Press. Manser T. (2009). Teamwork and patient safety in dynamic domains of healthcare: a review of the literature. Acta Anaesthesiologica Scandinavica. 53, 143-51. Johnson, E. (2016). How Leaders Can Focus on the Big Picture. 1st ed. Brighton Watertown, MA: Harvard Business Publishing, pp.1-5. Millette, V., Gagna?e, M. (2008). Designing volunteers' tasks to maximize motivation, satisfaction and performance: The impact of job characteristics on volunteer engagement. Motivation and Emotion. 32, 11-22. Riggio R.E., Reichard R.J. (2008). The emotional and social intelligences of effective leadership: An emotional and social skill approach. Journal of Managerial Psychology. 23, 169-185. Sendjaya, S., Pekerti, A. (2010). Servant leadership as antecedent of trust in organizations. Leadership Organization Development Journal. 31, 643-663. Van-Den-Broeck, A., Vansteenkiste, M., De Witte, H., Soenens, B., Lens, W. (2010). Capturing autonomy, competence, and relatedness at work: Construction and initial validation of the Work-related Basic Need Satisfaction scale. Journal of Occupational and Organizational Psychology. 83, 981-1002. White Jr. R.D. (2010). The micromanagement disease: Symptoms, diagnosis, and cure. Public Personnel Management. 39, 71-76.