The Challenges of Implementing The GAIN Program Essay -- Public Policy

The Challenges of Implementing The GAIN ProgramAid to Families with Dependent Children (AFDC) no longer exists. A new era has arrived and the nation has moved in a tout ensemble different direction. In 1996, new legislation, the Personal Responsibility and Work Opportunity Reconciliation Act of 1996, was passed. Under this new Act, The state and local governments wide ranging autonomy, fineness and responsibility for serving poor women and children were returned to them. It does this by repealing AFDC, the nations welfare employment program (the Job Opportunity and Basic Skills Training Program), and the AFDC emergency avail program. In its place, Congress and the president have authorized an unprecedented amount of block grant funding to states through Temporary Assistance for Needy Families (TANF). In this paper, I will briefly identify provisions and rules under TANF, identify administrative insurance and programs set-up to deal with the new TANF regulations, and discuss impl ementation of the Greater Avenues through Independence Program (GAIN) in relationship to administrative issues at the Regional Administrator (RA) level.TANF/CalWorks/GAINIn 1998, Los Angeles County implemented new rules under the TANF program. TANF takes welfare in entirely new directions by creating a welfare cliff a five-year, lifetime limit for receiving assistance from federal TANF funds. A states stroke to comply with this requirement will result in its block grant being reduced by 5%. Through its California Work Opportunities and Responsibilities to Kids (CalWorks) program, hard currency aid is available to needy families who meet certain requirements. Under CalWorks counties are required to enroll single parent families in welfare... ...s and what and how they feel about the go of case managers. Provides comprehensive overview of consumers opinions to help in quality service.Stocker, Robert P. and The George Washington University and Wilson A. Laura and University of Balt imore. Verifying Compliance Social Regulation and Welfare Reform. Public Administration Review vol. 58 (Sept/Oct 1998) 395-405Examination study of Marylands welfare reform system. Two procedures are given to aid with enforcing social regulations. Includes verification and program design, administrative concerns and lessons for policy analysts.The Los Angeles County Department of Public Social Services LA GAIN overviewhttp//dpssweb.co.la.ca.us/gain/overview.htmOverview of Los Angeles County GAIN program. List and discusses participant eligibility requirements, services available, and timelines.

How Much is Too Much? Essay example -- Internet Computers Technology E

How Much is Too Much?In the past decade, technology quality and efficiency has change magnitude by leaps and bounds. Simultaneously, as the grade of technology and its accessibility for the general public rise, its cost decreases, making such(prenominal) options as home estimators and computers in the classroom a more viable option for many families and schools, respectively. While there ar obvious benefits of technology as a learning tool for our children, there are many shoot downfalls as well. This paper hopes to better explain some of the positives, such as fast word processing, Internet information searches and computer reference databases such as encyclopedias and contrast them with some of the negative effects including online predators, child-inappropriate Internet content and the seeming decline of more traditional forms of indoor/outdoor games and child play. Because when it comes down to the mental and physical health of our nations children versus all this technol ogy, how much is too much? For the purpose of this paper, the focus will be more upon the early days of the United States, as approximately only 5-7% of the worlds children have access to the Internet. Defined as a decentralized, self-maintaining series of links between computer networks, was originally intended to be a means of connection for the intra-departmental computers of the United States Defense Department in the 1950s, but the mainstream mass media was quick to adapt and keep an eye on it for general public use. This public embrace of technology was and has remained most profound in the U.S., who leads the pack in Internet use, followed closely by Sweden and Australia. Naturally with the celerity with which the Internet took off, it should be no astonishing fea... ... 1 Feb. 2005. 2. Danger Online Educating Kids and Parents About Internet Safety. Education World. Aug. 2003. 30 Jan. 2005. 3. The Future of Children. Jan. 2001. Purdue University and The Brookings Institution. 28 Jan. 2005. 4. Technology in archeozoic Childhood Education Finding the Balance. NW Regional Educational Laboratory. 19 Sept. 2001. NW Regional Educational Laboratory. 28 Jan. 2005. 5. Too Much Technology, Too pocket-sized Play The Rise of Technology and Demise of Play in Preschool Education. APA Online. 10 Aug. 2003. American Psychological Association. 30 Jan. 2005.

Importance of Humor and Laughter in One Flew Over the Cuckoos Nest :: One Flew Over Cuckoos Nest

Importance of Humor and Laughter in One Flew Over the Cuckoos Nest     There are three things which are real God, human folly, and laughter. Since the first base two pass our comprehension, we must do what we can with the third. In One Flew Over the Cuckoos Nest, humor is present in a very powerful form. Normally, dotty people dont have the capacity to laugh or find the humor in something as we normal people do. They live sad existences, wandering day by day in the bland, depressing world of an asylum. They have forgotten how to live because they are under the authoritative rule of the passing nurse, and under the behavioral influence of drug doses and bossy orderlies. The patients have no real existence of their own, and they are essentially animationless. As the Lord works in mysterious ways, Randall MacMurphy is sent to heal the patients of the asylum. He shows them that to laugh is good, and laughing at yourself can sometimes be the best medicine. He is the comic healer who gives life to the oppositewise hopeless patients of the asylum.  MacMurphy seems to have an affinity for laughter. In essence, it is an escape for him- it makes him feel good, and most importantly, it radiates to his friends, and helps heal them.    This book is about so many things, it is hard to stomach on one topic for any length of time. In order to focus on the laugh and laughing as a healing agent, I would like to look towards other influential writers and thinkers to tie together laughing and healing. First, lets see what laughter is according to Meriam Webster laughter- n. a cause of merriment.  victimization this simple definition, we can assume that laughter can come from any form of merriment or emotion like triumph, contempt, relief, and almost any other emotion there is. It is easy to picture in your head different underlying emotions in laughter the sinister laughs of witches and ghosts, the insincere, fake laughs you hear after poin tless, sobersided attempts at jokes on the six oclock news, to the silent laughs of mimes and clowns that fill the people around them with a happy feeling. These are all examples of what laughter is and how it is used. barely why do we do it? What in nature created the laugh and made it so successful?

Nicaraguan Politics and Government Essay -- Essays on Politics

Nicaraguan Politics and GovernmentOn the narrow ring known as Central America, between the worlds two greatest oceans, Nicaragua has been marked by endless years of political turmoil, social tension and economic dismay. The turmoils that overhear shaken the kingdom make it plausible to believe that by some metaphysical law, Nicaraguan politics have accommodated to natures tantrums. Like its diverse, rugged and seismically active geology, the countrys politics have been irregular, impulsive and often explosive (Pastor, 15). The Nicaraguan election of February 25, 1990 represents the countrys attempt to switch from its turbulent political past and pursue economic and political stability through the establishment of a democracy. The countrys elections marks a zenith for world democracy, in that no countrys elections had ever been witnessed by more international observers from more diverse groups than was Nicaraguas. The election was nigh monitored by myriads of international obser vers including members of the Organization of American States, United Nations as well as members of the Carter Center including its founder, ex-US President Jimmy Carter. That Sunday morning, beginning at 6 A.M. about one and half million Nicaraguans- about 86 percent of eligible voters- went to cast their vote in one of over four mebibyte polling sites throughout the country the outcome of this election marks a decisive point in the countrys history. The results will determine the peoples willingness to either continue with the rule of Daniel Ortega and the Sandinista party that had been in power for over ten years and established a socialist government or to break away from the misery and persecution of the regime and establish a free, ... ...ntinuous effort to enact policies that will be beneficial to the Nicaraguan people and country as a whole. Work CitedBaumeister, Eduardo. Estructura y Reforma Agraria en Nicaragua. Managua Editorial Ciencias Sociales, 1998.Close, David. Nic aragua The Chamorro Years. London LynneRienner, 1999.Leiken, Robert S. Why Nicaragua Vanquished. Oxford Rowman &Littlefield, Inc., 1992.Morley, Morris H. Washington, Somoza, and the Sandinistas. NewYork Cambridge UP, 1994.Pastor, Robert A. Not Condemned to Repetition. CambridgeWestview P, 2002.Plan Nacional de Desarollo. Gobierno de Nicaragua. 15 May 2005.Stone, Samuel Z. The Heritage of the Conquistadors. LincolnUniversity of northeastward P, 1990.Walker, Thomas W. Reagan Versus the Sandinistas The Undeclared War on Nicaragua. Boulder Westview P, 1987.

pay equity :: essays research papers

The American connective of University Women (AAUW) has long fought to end pursue discrimination. Despite the Equal Pay Act and many an(prenominal) improvements in womens economic status over the past 40 years, wage discrimination still persists. AAUW continues to believe that pay equityeconomic equityis a simple matter of justice and strongly supports initiatives that seek to tight fitting the persistent and sizable wage recesss between men and women. The effects of pay shabbiness reach far. According to a 1999 study by the Institute for Womens Policy Research and the AFL-CIO, based on U.S. Census Bureau and Bureau of fight statistics, women who elaborate full time earn just 74 cents for either dollar men earn. That equals $148 less each week, or $7,696 a year. Women of color who work full time are paid even less, only 64 cents for every dollar men earn$210 less per week and $11,440 less per year.With a record 64 million women in the workforce, pay discrimination hurts the majority of American families. Families lose $200 billion in income annually to the wage gapan average loss of more than $4,000 for each working family. In addition, wage discrimination lowers total lifetime earnings, thereby reducing womens benefits from Social credentials and pension plans. Wage inequalities are not a result of womens qualifications or choices. Wage discrimination persists despite womens increased educational attainment, great level of experience in workforce, and decreased amount of time fagged out of the workforce raising children.Education. Although the deem of women attaining baccalaureate and advanced degrees now surpasses the number of men, in 1999 the median wages of female college graduates were $14,665 less than those of male graduates. College-educated African American women earn only $1,500 more than white male high civilize graduates. Experience. Women gain only approximately 30 cents per hour for five supernumerary years of work experience, com pared to $1.pay equity essays research papers The American Association of University Women (AAUW) has long fought to end wage discrimination. Despite the Equal Pay Act and many improvements in womens economic status over the past 40 years, wage discrimination still persists. AAUW continues to believe that pay equityeconomic equityis a simple matter of justice and strongly supports initiatives that seek to close the persistent and sizable wage gaps between men and women. The effects of pay inequity reach far. According to a 1999 study by the Institute for Womens Policy Research and the AFL-CIO, based on U.S. Census Bureau and Bureau of Labor statistics, women who work full time earn just 74 cents for every dollar men earn. That equals $148 less each week, or $7,696 a year. Women of color who work full time are paid even less, only 64 cents for every dollar men earn$210 less per week and $11,440 less per year.With a record 64 million women in the workforce, pay discrimination hurts the majority of American families. Families lose $200 billion in income annually to the wage gapan average loss of more than $4,000 for each working family. In addition, wage discrimination lowers total lifetime earnings, thereby reducing womens benefits from Social Security and pension plans. Wage inequalities are not a result of womens qualifications or choices. Wage discrimination persists despite womens increased educational attainment, greater level of experience in workforce, and decreased amount of time spent out of the workforce raising children.Education. Although the number of women attaining baccalaureate and advanced degrees now surpasses the number of men, in 1999 the median wages of female college graduates were $14,665 less than those of male graduates. College-educated African American women earn only $1,500 more than white male high school graduates. Experience. Women gain only approximately 30 cents per hour for five additional years of work experience, compared t o $1.

pay equity :: essays research papers

The American Association of University Women (AAUW) has gigantic fought to end net income favouritism. Despite the Equal Pay Act and many improvements in womens economic status over the past 40 geezerhood, wage discrimination still persists. AAUW continues to believe that pay equityeconomic equityis a simple matter of justice and strongly supports initiatives that seek to close the fixed and sizable wage gaps between men and women. The effects of pay inequity nettle far. According to a 1999 study by the Institute for Womens insurance policy Research and the AFL-CIO, based on U.S. Census Bureau and Bureau of Labor statistics, women who wee all-inclusive time earn just 74 cents for all vaulting horse men earn. That equals $148 less each week, or $7,696 a year. Women of color who work full time are paid even less, only 64 cents for every dollar men earn$210 less per week and $11,440 less per year.With a translate 64 million women in the workforce, pay discrimination hurts th e majority of American families. Families lose $200 billion in income annually to the wage gapan total loss of more than $4,000 for each working family. In addition, wage discrimination lowers total lifetime earnings, thereby reducing womens benefits from Social Security and aid plans. Wage inequalities are not a result of womens qualifications or choices. Wage discrimination persists despite womens increased educational attainment, greater take of experience in workforce, and decreased amount of time spent expose of the workforce raising children.Education. Although the number of women attaining baccalaureate and advanced degrees now surpasses the number of men, in 1999 the median wages of female college graduates were $14,665 less than those of male graduates. College-educated African American women earn only $1,500 more than white male high school graduates. Experience. Women forgather only approximately 30 cents per hour for five additional years of work experience, compare d to $1.pay equity essays research papers The American Association of University Women (AAUW) has long fought to end wage discrimination. Despite the Equal Pay Act and many improvements in womens economic status over the past 40 years, wage discrimination still persists. AAUW continues to believe that pay equityeconomic equityis a simple matter of justice and strongly supports initiatives that seek to close the persistent and sizable wage gaps between men and women. The effects of pay inequity reach far. According to a 1999 study by the Institute for Womens Policy Research and the AFL-CIO, based on U.S. Census Bureau and Bureau of Labor statistics, women who work full time earn just 74 cents for every dollar men earn. That equals $148 less each week, or $7,696 a year. Women of color who work full time are paid even less, only 64 cents for every dollar men earn$210 less per week and $11,440 less per year.With a record 64 million women in the workforce, pay discrimination hurts the majority of American families. Families lose $200 billion in income annually to the wage gapan average loss of more than $4,000 for each working family. In addition, wage discrimination lowers total lifetime earnings, thereby reducing womens benefits from Social Security and pension plans. Wage inequalities are not a result of womens qualifications or choices. Wage discrimination persists despite womens increased educational attainment, greater level of experience in workforce, and decreased amount of time spent out of the workforce raising children.Education. Although the number of women attaining baccalaureate and advanced degrees now surpasses the number of men, in 1999 the median wages of female college graduates were $14,665 less than those of male graduates. College-educated African American women earn only $1,500 more than white male high school graduates. Experience. Women gain only approximately 30 cents per hour for five additional years of work experience, compared to $1 .

Cloud Computing Essay

ABSTRACT This white paper is an introduction to the borders, characteristics, and servings associated with internet-based computing, commonly referred to as foul computing. Also introduced be the benefits and challenges associated with profane computing, and for those seeking to practice session communications services in the veil, briefly presented be different ways of determining the interfaces need to use these communications services. befog computing is where software applications, processing power, selective information and potentially even artificial intelligence are accessed over the cyberspace. Many semiprivate individuals now regularly use an online email application such as Gmail, Yahoo Mail or Hotmail.The location of carnal resources and devices being accessed are typically not known to the oddment user. It also provides facilities for users to develop, deploy and manage their applications on the demoralize, which entails virtualization of resources that mai ntains and manages itself.1. What is Cloud Computing?Cloud computing provides the facility to access dual-lane resources and common radical, offering services n demand over the network to perform operations that meet changing business needs.DefinitionsCloud computing is a commonplace term for anything that involves delivering hosted services over the internet. Wikipedia Cloud computing is meshwork-based computing, whereby shared resources, software, and information are provided to computers and other devices on demand, like the electricity grid.- Wikipedia Basically a cloud is a virtualization of Resources that manages and maintains itself.CCSIT, Junagadh tank.infotechyahoo.comPage 12. Types of cloudPublic Cloud the services are delivered to the client via the Internet from a third party service provider. Example Amazon, Yahoo, GoogleExample of Clouds3. ArchitectureCloud architecture,15 the systems architecture of the software systems involved in the delivery of cloud computin g, typically involves multiple cloud components communicating with each(prenominal) other over application programming interfaces, usually sack services and 3-tier architecture. This resembles the Unix philosophy of having multiple programs each doing one thing well and working unitedly over universal interfaces. Complexity is controlled and the resulting systems are more manageable than their monolithic counterparts.Private Cloud these services are managed and provided within the organization. There are slight restriction on network bandwidth, fewer security exposures and other legal requirements compared to the public Cloud. Example HP Data Centers Hybrid cloud There is many confusion over the term Hybrid when applied to the cloud a standard definition of the term Hybrid Cloud has not yet emerged. The term Hybrid Cloud has been used to mean either two separate clouds joined together (public, private, internal or external), or a combination of virtualized cloud legion instan ces used together with real physical computer hardware. The most correct definition of the term Hybrid Cloud is probably the use of physical hardware and virtualized cloud server instances together to provide a single common serviceArchitectureThe two most signifi with child(p) dealt components of cloud computing architecture are known as the front end and the back end. The front end is the part seen by the client, i.e. the computer user.Hybrid cloudCCSIT, Junagadh tank.infotechyahoo.comPage 2This includes the clients network (or computer) and the applications used to access the cloud via a user interface such as a web browser. The back end of the cloud computing architecture is the cloud itself, comprising various computers, servers and data storage devicescollaboration. For more information on collaborative working using Google Docs, you can take to be the now classic video Google Docs in Plain English. Taking collaboration further still, the outputs of some SaaS applications c an be embedded in other web pages as web service gadgets. For example, a Google Docs or Zoho Sheet chart can be mashed into another website.There it will automatically update when the data in the online spreadsheet that is generating it is changed. SaaS applications are also constantly updated, which can free users of the upgrade hell of a major traditional software package revision. The disadvantage of SaaS is that it is basically a takeit-or-leave-it form of cloud computing. This heart and soul that businesses and individuals who require direct access to cloud computing hardware on which they can transport their own applications cannot use SaaS. Rather, they need to cloud compute at the platform or infrastructure level using either platform as a service (PaaS) or infrastructure as a service (IaaS).4. function of Cloud ComputingSaaS(Software as a Service) PaaS(Platform as a Service) IaaS(Infrastructure as a Service)Services Of Cloud computingPaaS(Platform as a Service)A platfor m is a software environment used to develop and run applications. For example, Microsoft Word is an application that runs on the Microsoft Windows platform. When large number choose to cloud compute using platform as a service or PaaS, they obtain access to an online platform provided by a cloud computing vendor. They can then use this platform to develop and deliver their own online (SaaS) applications. Applications developed using PaaS may be used privately by just one or a few users within a particular company.However, they can also be offered free or for-a-fee to anybody on the web. This means that if you have a great idea for a new online application then you can use PaaS to turn it into a reality Several cloud suppliers now offer PaaS tools. Most notably these include Google App Engine, Microsoft Windows Azure, and Force.com. All such offerings effectively provide their customers with a box of cloud computing Lego. New applications are then constructed from the plastic bricks on offer. With Force.com, some applications can even be reinforced using a simple drag-and-drop interface. Relatively nontechnical people can therefore create new online applications very quickly.SaaS (Software as a Service)Software as a service is where computer applications are accessed over the Internet kinda than being installed on a local computing device or in a local data centre. So, for example, people may use an online enunciate processor like Google Docs, an online database application like Zoho Creator, an online photo editor like Pixar, or an online invoicing application such as Zoho Invoice. Many SaaS applications are free to use, at least initially. You can find links to a great many in the Cloud Computing Directory. SaaS can provide its users with many benefits.These include the general cloud computing advantages of dynamic scalability and any device independence, as well as the benefit of being able to use an application without incurring placed costs. Many SaaS applications are also collaborative. This allows multiple users to share documents and even to work on them at the same time.For example, in the Google Docs spreadsheet different users can work on different cells simultaneously. The cells different users are working on are locked-off and highlighted in different colours. A real-time chat window can also be opened up alongside the spreadsheet to further enhanceIndeed, Force.com claim that their simplified programming model and cloud-based environment mean customers can build and run applications quintet times faster, at about half the cost of traditional software platforms. Google App Engine and Force.com also allow an initial application to be created for free Whilst PaaS is great in many situations, its users do need to be mindful of the involved flexibility verses power trade-off. What this means is that whilst PaaS makes it relatively easy to create new online applications, users are nevertheless constrained by the particular pr ogramming languages and tools provided by their PaaS supplier. In other words, PaaS vendors have total control over which Lego bricks they allow their customers to build with. Whilst this ensures that applications built using the tools on offer will always function correctly, it is nevertheless restrictive. It is for this reason that many companies and some individuals choose to cloud compute at the infrastructure level.Dedicated physical servers and virtual server instances can perform exactly the same functions. However, there are some differences between them. For a start, virtual server instances are cheaper to supply as each does not require its own piece of physical hardware in a cloud data centre. On the other hand, virtual server instances are sometimes seen as less secure by those who do not want to share server hardware with other customers. For this reason, four categories of IaaS are available. These are most commonly known as private clouds, dedicated hosting, hybrid ho sting and cloud hosting.5. How cloud computing plant?In traditional enterprise computing, IT departments forecast demand for applications and capacity and invest time and money to develop those resources inhouse or purchase them from others and operate them in-house.IaaS (Infrastructure as a Service)Infrastructure as a service or IaaS is where a cloud supplier provides online infrastructure on which their customers can store data and develop and run whatever applications they please. IaaS therefore allows companies to move their existing programs and data into the cloud and to close down their own local servers and data centres. Whilst computing applications run on platforms, platforms in turn run on computing infrastructure. So, for example, whilst the Microsoft Word application runs on the Microsoft Windows platform, in turn the Microsoft Windows platform runs on the infrastructure of an IBM-compatible PC.How it worksThe fundamental building block of cloud computing infrastructu re is the server. Cloud computing servers are basically computers on which online applications can be run and data can be stored. When provided by an IaaS vendor, cloud servers can also be real or virtual. Real or dedicated servers are individual circuit boards known as blades mounted within equipment racks in a data centre. In contrast virtual servers also known as virtual server instances are software-controlled slices of real, physical servers.Virtual servers are created by a process called virtualization that allows many users to share the processing power of one physical server. With cloud computing, institutions procure IT services from contrary providers, and campus constituents access these resources over the Internet. E-mail, for example, long considered a staple of an institutions IT operations, can be obtained from a range of sources, and a growing number of campuses aim with outside suppliers for this function. Software is hosted by the provider and does not need t o be installedor maintainedon individual computers around campus.In some cases, a large university or a consortium might become a provider of cloud services. Storage and processing needs can also be met by the cloud. Institutions pay only for the resources used, and users can access the applications and files they need from virtually any Internet- connected computer. In a mature cloud computing environment, institutions would be able to add new IT services or respond to changes in capacity on the fly, saving capital costs that can be redirected to programs of strategical value to the institution.Advantages Reduced Hardware equipment for end users Improved Performance Lower Hardware and Software Maintenance Instant Software Updates Accessibility Less pricy (Amazon example) Better Collaboration Pay for what you use Flexible6. CHARACTERISTICS High scalabilityCloud environments enable servicing of business requirements for larger audiences, through high scalabilityDisadvantage s Security Issues (1 concern) Internet connection Too many platforms Location of Servers Time for Transition Speed AgilityThe cloud works in the distributed mode environment. It shares resources among users and tasks, while alter efficiency and agility (responsiveness) High availability and reliability Availability of servers is high and more reliable as the chances of infrastructure failure are minimal Multi-sharing With the cloud working in a distributed and shared mode, multiple users and applications can work more efficiently with cost Reductions by sharing common infrastructure Services in pay-per-use mode SLAs between the provider and the user must be defined when offeringservices in pay per use mode. This may be based on the complexity of services offered Application Programming Interfaces (APIs) may be offered to the users so they can access services on the cloud by using these APIs7. CONCLUSIONAfter so many years, Cloud Computing today is the beginning of network based computing over Internet in force. It is the technology of the decade and is the enabling element of two totally new computing models, the Client-Cloud computing and the Terminal-Cloud computing. These new models would create whole generations of applications and business. Our prediction is that it is the beginning to the end of the dominance of desktop computing such as that with the Windows. It is also the beginning of a new Internet based service economy the Internet centric, Web based, on demand, Cloud applications and computing economy

Concepts of Leadership

Good loss geniusers atomic number 18 make non born. If you affirm the commit and leave behind military group, you phasele be replication after an hard-hitting attraction. Good leaders develop by a never turn backing bear upon of self-study, education, training, and experience (Jago, 1982). This guide leave alone attend you through that deal. To inspire your workers into higher levels of team up upwork, there ar certain things you moldinessiness be, whap, and, do. These do not come natur every(prenominal)y, but argon acquired through continual work and study. Good leaders be continu bothy on the job(p) and studying to meliorate their leading skills they atomic number 18 NOT resting on their laurels.Definitions of lead leadership is a action by which a mortal influences early(a)s to accomplish an objective and directs the musical arrangement in a right smart that makes it much cohesive and coherent. Another popular definition of lead is a form whereby an individual influences a group of individuals to reach a common culture (Northouses (2007, p3). The U. S. military has studied leaders in depth. One of their definitions is a process by which a soldier influences others to accomplish a commissioning (U. S. forces, 1983).Note that all(a) three definitions have one process in common a person influences others to get something accomplished Leaders carry out this process by applying their lead roll in the hayledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that lay somewhat influence our actions. This is called Trait Leadership (Jago, 1982), in that it was once common to cogitate that leaders were born instead than made.These two lead symbols argon shown in the chart be down(p) (Northouse, 2007, p5) Factors of Leadership There ar four primary factors of leaders (U.S. Army, 1983) Leader You must have an honest apprehension of who you are, what you know, and what you can do. overly, note that it is the pursual, not the leader or individual else who determines if the leader is successful. If they do not devote or lack confidence in their leader, then they get out be uninspired. To be successful you have to convince your fol demoralizes, not yourself or your superiors, that you are cum laude of organism followed. Followers Different race require different ardours of lead. For example, a new hire requires more supervision than an experienced employee does.A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your commonwealth The fundamental graduationing point is having a safe conceiveing of human nature, such as enquires, emotions, and motivation. You must come to know your employees be, know, and do attributes. Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you set the example, that communicates to your comm unity that you would not ask them to work out everything that you would not be pass oning to do.What and how you communicate both builds or harms the relationship between you and your employees. Situation All situations are different. What you do in one situation entrust not ever so work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate deportment, but if the confrontation is too late or too early, too cutting or too weak, then the results may prove in legal. Bass Theory of LeadershipBass guess of leadership states that there are three basic ways to explain how people stick leaders (Stogdill, 1989 Bass, 1990). The first two explain the leadership development for a small number of people, enchantment the third one is the dominant theory today. These theories are Some personality traits may lead people naturally into leadership em ployments. This is the Trait Theory. A crisis or serious event may urinate a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. tribe can choose to become leaders. pot can fill leadership skills. This is the Transformational or Process Leadership Theory. It is the close to widely accepted theory today and the premise on which this leadership guide is found. coun carry oning versus Leadership While management and leadership have a great deal in common, such as working with people and accomplishing the goals of the organization, they do differ in their primary functions (Kotter, 1990) Managements main function is to produce gild and consistency through processes, such as planning, budgeting, organizing, staffing, and problem solving.While leaderships main function is to produce movement and reconstructive or adaptive shift through processes, such as seting direction through visioning, a ligning people, motivating, and inspiring. Boss or Leader? Although your position as a passenger car, supervisor, lead, etcetera channels you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership), this power does not make you a leader, it simply makes you aboss. Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), quite than simply ordering people around (Rowe, 2007).Thus you get Assigned Leadership by your position and you intro Emergent Leadership by influencing people to do great things. Total Leadership What makes a person want to follow a leader? People want to be guided by leaders they respect and who have a clear sand of direction. To gain respect, they must be estimable. A sensory faculty of direction is achieved by imparting a satisfying vision of the prospective. When people are deciding if they respect you as a leader, they do not see astir(predicate) you r attributes, rather, they observe what you do so that they can know who you trustworthyly are.They use this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to olfactory perception good and get promoted. On the other hand, self-serving leaders are not as effective be bring forth their employees just obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. The Two nigh Important Keys to impelling Leadership According to a study by the Hay Group, a global management consultancy, there are 75 get word components of employee satisfaction (Lamb, McKee, 2004).They arrange that Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the light upon to winning organizational trust and confidence 1. luck employe es understand the companys overall backing strategy. 2. Helping employees understand how they conduct to achieving key business objectives. 3. Sharing information with employees on both how the company is doing and how an employees own division is doing. Principles of LeadershipTo jockstrap you be, know, and do, follow these eleven principles of leadership (U. S. Army, 1983). The rest of the chapters in this Leadership guide expand on these principles and digest pawns for implementing them 1. get it on yourself and seek self-improvement In order to know yourself, you have to understand your be, know, and do, attributes. 2. Be adeptly proficient As a leader, you must know your job and have a solid familiarity with your employees tasks. 3. Seek responsibleness and take responsibility for your actions Search for ways to guide your organization to new heights.And when things go wrong, as they ofttimes tend to do sooner or later do not blame others. 4. Make sound and epochly finishs Use good problem solving, ending making, and planning tools. 5. determined the example Be a good role sham for your employees. They must not only hear what they are expected to do, but also see. 6. Know your people and serve out for their well-being Know human nature and the importance of sincerely caring for your workers. 7. Keep your workers informed Know how to communicate with not only them, but also seniors and other key people. 8. build up a intelligence of responsibility in your workers Help to develop good character traits that will help them carry out their professional responsibilities. 9. Ensure that tasks are tacit, supervised, and accomplished Communication is the key to this responsibility. 10. Train as a team Although many so called leaders call their organization, department, section, etc. a team they are not really teams they are meet a group of people doing their jobs. 11. Use the plentiful capabilities of your organization By developing a team mettle, you will be able to employ your organization, department, section, etc.to its fullest capabilities. Environment E genuinely organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities. This is brought almost by its heritage of other(prenominal) leaders and its present leaders. Goals, Values, and Concepts Leaders exert influence on the environment via three types of actions 1. The goals and accomplishance beats they establish. 2. The determine they establish for the organization. 3. The business and people concepts they establish.Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values reflect the concern the organization has for its employees, customers, investors, vendors, and meet community. These values define the mann er in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business.These goals, values, and concepts make up the organizations personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place. Roles and Relationships Roles are the positions that are defined by a set of expectations intimately behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a healthy effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge.Relationships are determined by a roles tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is re quired to interact with, how practically, and towards what end. Normally the greater the interaction, the greater the liking. This in charm leads to more frequent interactions. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a decently reward.Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder. Culture and Climate There are two distinct forces that dictate how to act indoors an organization socialisation and climate. Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size (Newstrom, Davis, 1993).This results in rites the routine s, rituals, and the way we do things. These rites impact individual behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance. The climate is the live of the organization, the individual and shared perceptions and attitudes of the organizations members (Ivancevich, Konopaske, Matteson, 2007). While the culture is the profoundly rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs climate is a short-term phenomenon fashiond by the current leadership.Climate represents the beliefs about the feel of the organization by its members. This individual perception of the feel of the organization comes from what the people believe about the activities that occur in the organization. These activities influence both individual and team motivation and satisfaction, such as How well does the leader clarify the priorities and goals of the organization? What is exp ected of us? What is the system of recognition, rewards, and punishments in the organization? How competent are the leaders? Are leaders free to make decisions? What will happen if I make a mistake?Organizational climate is directly related to the leadership and management style of the leader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. Compare this to ethical climate the feel of the organization about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. The ethical climate is the feel about whether we do things right or the feel of whether we tolerate the way we ought to behave. The behavior (character) of the leader is the most important factor that influences the climate.On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared expectations and self-image of the organization. The mature values that form tradition or the way we do things here. Things are done differently in every organization. The collective vision and common folklore that define the institution are a reflection of culture. Individual leaders cannot easily create or change culture because culture is a part of the organization. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader.But, everything you do as a leader will affect the climate of the organization. For information on culture, see Long-Term short-term Orientation The Process of Great Leadership The road to great leadership (Kouzes& Posner, 1987) that is common to successful leaders Challenge the process First, find a process that you believe needs to be improved the most. Inspire a shared vision Next, share your vision in words that can be understood by your followers. Enable others to act Give them the tools and methods to solve the problem. Model the way When the process gets tough, get your hands dirty.A boss te lls others what to do a leader shows that it can be done. Encourage the heart Share the glory with your followers hearts, while keeping the pains within your own. Leadership, Management, restrain, & Control While there are plenty of discussions about leadership verses management and the need for command and throw nowadays, they are important concepts that every leader must be aware of to successfully guide their organization. In fact, they are the four pillars of every organization as they directly drive the organization. Used properly, the business will grow used improperly, the business will sink.This intermix gives the organization the ability to revolve about on opportunities and deal with threats Leadership drives the interpersonal aspects of the organization, such as moral and team spirit. Management deals with the conceptual issues of the organization, such as planning and organizing. Command guides the organization with well thought-out visions that makes it effective. Control provides structure to the organization in order to make it more efficient. Command and Control While most people think of command as simply telling others what to do, it goes furthermost beyond that.Command is the imparting of a vision to the organization in order to achieve an end-goal. It does this by formulating a well-thought out vision and then clearly communicating it. Command emphasizes success and reward. That is, the organization has to be successful to survive and in turn reward its members (both intrinsically and extrinsically). Visions do not have to come from the top, but rather anywhere within the organization. Informal leaders are often good sources of visions however, if the vision requires resources, then they usually need the support of a formal leader.In contrast, Control is the process used to establish and provide structure in order to deal with uncertainties. Visions normally produce change, which in turn produce tension. These uncertainties cause ten sions that leaders must deal with so they do not impede the organization. This is distant different from most peoples conception in which they think of control as controlling others. Inherent in evaluation is efficiencythe act of examining the new tool often leads to processes that make it more efficient. This can be good because it can save money and often improve a tool or process.The jeopardy of this is if the command process is weak and the control process is strong then it can make efficiency the end-goal. That is, it replaces effectiveness with efficiency. Leadership and Management Managements primary concentrate is on the conceptual side of the business, such as planning, organizing, and budgeting. It does the leg work to make visions reality. Do NOT equate the term management with controlling people. Management is more about ensuring that the organizations resources are shared wisely, rather than trying to control people.In fact, good managers know that trying to contro l others is extremely difficult if not impossible. Management helps to acquire, integrate, and allocate resources in order to accomplish goals and task. In contrast, Leadership deals with the interpersonal relations such as being a appriseer and coach, instilling organizational spirit to win, and serving the organization and workers. For more information read the rest of this guide on Leadership. The Synergy of the Four Pillars While all four processes have their place, they are not apply separately, but rather in concert. Using the example of implementing a newsocial media tool for increasing informal larn Command communicates the vision or goal to the best people who can implement it.Throughout the process, it adjusts to new knowledge and refines the vision. Management allocates the resources and helps to organize the activities that will make it a reality. This is normally a continuous process, rather than a single activity. Leadership helps to guide, coach, and motivate the p eople to do their best throughout the entire process. Control looks for opportunities to reduce risks, which in turn makes the process more efficient. Leadership ModelsLeadership models help us to understand what makes leaders act the way they do. The ideal is not to lock yourself into a type of behavior discussed in the model, but to realize that every situation calls for a different approach or behavior to be taken. Two models will be discussed, Managerial Grid and the Four material Approach. Leadership Behavior Two monolithic studies by universities found that two types of leader behaviors were important concepts in leadership skills. The first was at Ohio State University that identified these two behaviors (Stogdill, 1974) Consideration relationship behaviors, such as respect and trust.Initiating Structure task behaviors, such as organizing, scheduling, and seeing that work is completed. The second was at the University of Michigan that identified these two behaviors (Nort house, 2007) Employee Orientation approaching employees with a strong human relations druthers. Production Orientation stressing the technical and production aspect of the job. The rehunters from Michigan State thought of these two behaviors at opposite end of a single continuum. Thus, a leader could be strong with one of these two behaviors, but would be weaker in the opposite one.The Ohio State studies viewed these two behaviors as distinct and independent. That is, a leader could be high or low in one or both. For example, in the U. S. Army one of the most important rules is to take care of your soldiers and complete the mission (task) a leader should be good with both. Bad leaders can do neither or do one, but not the other. Managerial Grid Robert Blake and Jane Mouton (1985) pose the two behaviors on its own continuum and renamed them 1. Concern for people 2. Concern for task or results The notion that just two dimensions can describe a managerial behavior has the attracti on of simplicity.By asking a leader a series of questions would place her at a particular point on the two continuums, which in turn, would place the leader into one of four leadership types Authoritarian strong on tasks, weak on people skills hoidenish Club strong on people skills, weak on tasks Impoverished weak on tasks, weak on people skills Team Leader strong on tasks, strong on people skills The goal to good leadership is to score at least a 6 on both task and people, which would place the leader in the Team Leader grid. The four leadership types are discussed in more detail below. Authoritarian Leader (high task, low relationship)Leaders who get this rating are very lots task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Authoritarian leaders in the main dis chat up these characteristics they are very strong on schedules they expect people to do what they are told without question or debate when so mething goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it they are intolerant of what they see as dissent (it may just be someones creativity), thus it is difficult for their subordinates to contribute or develop.Team Leader (high task, high relationship) These leaders lead by positive example and endeavor to foster a team environment so that all team members can reach their highest potential, both as team members and as people. They encourage the team to reach goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams. Country Club Leader (low task, high relationship) These leaders predominantly use reward power to maintain discipline and to encourage the team to accomplish its goals.Conversely, they are virtually incapable of employing the more punitive coercive and legitimate powers. This inabi lity results from fear that using such powers could jeopardize relationships with the other team members. Impoverished Leader (low task, low relationship) These leaders use a delegate and disappear management style. Since they are not committed to either task accomplishment or maintenance they basically allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles within the group. Four Framework ApproachStructural Framework Structural Leaders focus on structure, strategy, environment, implementation, experimentation, and adaptation. In an effective leadership situation, the leader is a social architect whose leadership style is analysis and design. While in an ineffective leadership situation, the leader is a petty tyrant whose leadership style is details. Human Resource Framework Human Resource Leaders believe in people and communicate that belief they are visible and accessible they empower, increase participation, support, share information, and move decision making down into the organization.In an effective leadership situation, the leader is a catalyst and servant whose leadership style is support, advocating, and empowerment. While in an ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud. Political Framework Political leaders clarify what they want and what they can get assess the distribution of power and interests, build linkages to other stakeholders, use persuasion first, then use negotiation and coercion only if necessary. In an effective leadership situation, the leader is an advocate, whose leadership style is coalition and building.While in an ineffective leadership situation, the leader is a hustler, whose leadership style is manipulation. Symbolic Framework Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions, use symbols to capture attention, frame experience by providing plausible interpretations of experiences, discover and communicate a vision. In an effective leadership situation, the leader is a prophet, whose leadership style is inspiration. While in an ineffective leadership situation, the leader is a fanatic or fool, whose leadership style is smoke and mirrors. Leading & LeadershipYour thinking skills can be considered directional skills because they set the direction for your organization. They provide vision, purpose, and goal definition. These are your eyes and ears to the future, allowing you to notice the need for change, when to make it, how to implement it, and how to manage it. You find a vision by reaching for any available reason to change, grow, and improve. Just as you perform preventive maintenance on your car, you must perform preventive maintenance on your organization. Do NOT believe in the old adage, If it aint broke, dont fix it, for the people who do, go brokeTreat every project as a change ef fort. Treat every job as a new learn experience. Goals Good organizations convey a strong vision of where they will be in the future. As a leader, you have to get your people to trust you and be sold on your vision. Using the leadership tools described in this guide and being honest and fair in all you do will provide you with the ammo you need to gain their trust. To sell them on your vision, you need to possess energy and display a positive attitude that is contagious. People want a strong vision of where they are going.No one wants to be stuck in a dead-end company going nowhereor a company headed in the wrong direction. They want to be involved with a winner And your people are the ones who will get you to that goal. You cannot do it alone When cathode-ray oscilloscope goals, keep these points in nous They should be realistic and attainable. They should improve the organization (morale, monetary, etc. ). As many people as possible should be involved in the goal-setting proces s (they will feel a sense of ownership that will drive them to achieve it).A process should be developed to achieve each goal. There are four characteristics of goal setting (U. S.Army Handbook, 1973) Goal Difficulty Increasing your employees goal difficulty increases their challenges and enhances the amount of effort expended to achieve them. The more difficult goals lead to increased performance if they seem feasible. If they seem too high, employees will give up when they fail to achieve them. Goal Specificity When given specific goals, employees tend to perform higher. Telling them to do their best or giving no guidance increases am volumeduity about what is expected. Employees need a set goal or model in order to display the correct behavior. Feedback Providing feedback enhances the effects of goal setting.Performance feedback keeps their behavior directed on the right target and encourages them to work harder to achieve the goal. Participation in Goal Setting Employees who par ticipate in the process, generally set higher goals than if the goals were set for them. It also affects their belief that the goals are obtainable and increases their motivation to achieve them. The six Steps of Goal Setting Although finding a vision can be quite a creative challenge, the process of getting that vision implemented can be fairly easy if you follow the six treads of Vision Goals Objectives Tasks Timelines Follow-up Step 1 VisionThe first step in setting goals and priorities is to personally develop what the organization should look like at some point in the future a vision. A junior leader, such as a supervisor or line manager, will mainly be concerned with a department, section, or small group of people. While senior leaders set the vision for the entire organization. However, both types of visions need to support the organizations goals. The mission of the organization is crucial in determining your vision. Your vision needs to coincide with the big pictu re. The term vision suggests a mental picture of what the future organization will look like.The concept also implies a later time horizon. This time horizon tends to be mid to long term in nature, focusing normally on 1/2 to 5 years in the future for visions affecting the entire organization. However, leaders such as supervisors or line managers tend to have shorter time horizon visions normally a few months to a year. Step 2 Goals The second step involves establishing goals, with the active participation of the team. Goals are also utter in unmeasurable terms, but they are more focused. For example, The organization must reduce transportation costs. This establishes the framework of the your vision.Step 3 Objectives Definable objectives provide a way of measuring the movement towards vision achievement. This is the real strategy of play visions into reality. It is the crossover mechanism between your forecast of the future and the envisioned, desired future. Objectives are st ated in precise, measurable terms such as By the end of the next quarter, the shipping department will use one parcel service for shipping items at or under 100 pounds and one labour carrier for shipping items over a 100 pounds. The aim is to get general ownership by the entire team. Step 4 TasksThe fourth step is to determine the tasks. Tasks are the bureau for accomplishing objectives. Tasks are concrete, measurable events that must occur. An example ability be, The transportation coordinator will obtain detailed shipping rates from at least 10 motor carriers. Step 5 Timelines This step establishes a priority for the tasks. Since time is precious and many tasks must be accomplished to begin with another can begin, establishing priorities helps your team to determine the order in which the tasks must be accomplished and by what date. For example, The shipping rates will be obtained by May 9. Step 6 Follow-upThe final step is to follow-up, measure, and check to see if the team is doing what is required. This kind of leader involvement validates that the stated priorities are worthy of action. For the leader it demonstrates her freight to see the matter through to a successful conclusion. Also, note that validating does not mean micro-managing. Micro-management places no trust in others, where as following-up determines if the things that need to get done are in fact getting done. Supervision for Leaders Supervision is keeping a grasp on the situation and ensuring that plans and policies are implemented properly (U. S.Army Handbook,1973). It includes giving instructions and inspecting the accomplishment of a task. There is a narrow call up of adequate supervision. On one side of the band is over-supervision (micro-management) and on the other side is under-supervision. Over-supervision stifles initiative, breeds resentment, and lowers morale and motivation. Under-supervision leads to miscommunication, lack of coordination, and the perception by subo rdinates that the leader does not care. However, all employees can benefit from appropriate supervision by seniors with more knowledge and experience who normally tend to see the situation more objectively.Evaluating is part of supervising. It is defined as judging the worth, quality, or significance of people, ideas, or things (U. S. Army Handbook,1973, p304). It includes looking at the ways people are accomplishing a task. It means getting feedback on how well something is being done and interpreting that feedback. People need feedback so that they can judge their performance. Without it, they will keep performing tasks wrong, or stop performing the steps that makes their work great. Inspiring Your Employees Getting people to accomplish something is much easier if they have the inspiration to do so.Inspire means to breathe disembodied spirit into. And in order to perform that, we have to have some life ourselves. Three main actions will aid you in accomplishing this 1. Be passio nate In organizations where the is a leader with great enthusiasm about a project, a trickle-down effect will occur. You must be committed to the work you are doing. 2. Get your employees involved in the decision making process People who are involved in the decision making process participate much more enthusiastically than those who just carry out a boss order. Help them contribute and tell them you value their opinions.Listen to them and incorporate their ideas when it makes sense to so. 3. Know what your organization is about The fundamental truth, as General Creighton W. Abrams used to say in the mid-1970s, is that the Army is not made up of people. The Army is people. Every decision we make is a people issue. Your organization is the alike(p). It may make a product or sell a service, but it is still people A leaders primary responsibility is to develop people and enable them to reach their full potential. Your people may come from diverse backgrounds, but they all have goal s they want to accomplish.Create a people environment where they truly can be all they can be. Training and instruct As a leader you must view learn from two different viewpoints 1) coaching to lead others and 2) being coached to achieve self-improvement. Training and coaching are two different things, although some people use them interchangeably. Training is a structured lesson designed to provide the employee with the knowledge and skills to perform a task. Coaching, on the other hand, is a process designed to help the employee gain greater competence and to overcome barriers so as to improve job performance.You might picture it as when you were in school. During physical education, the gym teacher (trainer) taught you how to play basketball. Next you went out for the school team. You had a basic intelligence of the game and its rules, but the coach personally taught you (coaching) the finer points of the game. Training and coaching go hand-in-hand. First you train people with lots of technical support, and then you coach them with motivational pointers. Both training and coaching help to create the conditions that cause someone to learn and develop.People learn by the examples of others, by forming a picture in their minds of what they are trying to learn, by gaining and understanding necessary information, by applying it to their job, and/or practice. Both coaching and training have a few points in common Evaluate to determine knowledge, skill, and confidence levels. mark objectives that can be measured periodically. It helps to break them down into step-by-step actions (action steps). Clarify direction, goals, and accountability. To foster accountability, involve the person or team in the decision making.Encourage partner coaching by reminding them that everyone has a stake in each others success. Coaching is more than telling people how to do something, it involves giving advice, skill-building, creating challenges, removing performance barriers, b uilding go against processes, learning through discovery (the aha method), etc. Deal with emotional obstacles by helping them through change, reviewing and pointing out ways that they hold themselves back, comforting them when they become hold overd, etc. Give feedback by pointing and hinting towards solutions try to stay away from critiquing errors. Lead by example demonstrate the desired behaviors.Learning The first condition of learning is that the person must be motivated to learn. You cannot teach knowledge or skills to people who are not motivated to learn. They must feel the need to learn what you are teaching. around employees are motivated to do a good job. They want to be able to perform their tasks correctly. Their motivation is being able to perform their job to standards in return for a paycheck, benefits, challenges, job satisfaction, etc. The next condition of learning is to involve them in the process. Keep their attention by actively involving their minds and emo tions in the learning process.Have them participate through active practice of the skill or through discussion. You cannot keep their attention with a long lecture. Normally, people pay attention for a short time less than 30 minutes. They need to use what is being taught or their minds will wander. If you lecture for an hour, very little will be remembered. Instead, give a brief lecture (less than 10 minutes), demonstrate, and then have them practice. Provide feedback throughout the practice session until they can do it on their own. If it is a large complicated task, then break it down into short learning steps. The Five Points of Leadership major powerAl Capone once said that You can get much farther with a kind word and a gun than you can with a kind word alone. However, while almost anyone can use power, it takes skill to use leadership. Leadership power is much more than the use of force. Leadership is influencing others to truly WANT to achieve a goal, while power forces o thers to achieve a goal. Power refers to a subject matter that a person has to influence the behavior of another so that he or she acts in accordance with the his or her wishes. This power is a capacity or potential as it implies a potential that need not be actualized to be effective.That is, a power may exist, but does not have to be used to be effective. For example, an officer in the Army has certain powers over enlisted personal, but that power does not have to used to be effective. The unblemished knowledge of an officers power by an enlisted person has some influence over him or her. Coercive Power Power that is based on fear. A person with coercive power can make things difficult for people. These are the people that you want to avoid getting angry. Employees working under a coercive manager are hostilely to be committed, and more likely to resist the manager.Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable. open to give special benefits or rewards to people. You might find it advantageous to trade favors with him or her. Legitimate Power The power a person receives as a result of his or her position in the formal hierarchy of an organization. The person has the right, considering his or her position and your job responsibilities, to expect you to comply with legitimate requests. Expert Power Influence based on special skills or knowledge. This person earns respect by experience and knowledge.Expert power is the most strongly and consistently related to effective employee performance. Referent Power Influence based on possession by an individual or desirable resources or personal traits. This is often thought of as charisma, charm, or admiration. You like the person and enjoy doing things for him or her. Raven (1965) later came up with a sixth power, Informational Providing information to others that result in them thinking or taking acting in a new way. Knowing this points of power allow you to determine what you and others have available in order to achieve full negotiation skills. Leadership & DirectionThe PDCA (Plan, Do, Check, Act) Cycle was developed by Dr. Walter Shewhart as a plan of action for creating processes and products. It is a four-step method that uses not only direction and control to execute, but also provide an iterative process for continuous improvement It is often called the Shewhart Cycle or Deming wheel. While the four steps of the cycle look easy, it actually takes a lot of work by all team members to complete the cycle correctly. One of Shewharts students, W. Edwards Deming later used it extensively, thus the PDCA cycle is often known as the Deming Wheel (Smith, Hawkins, 2004).Deming used a modified versionPDSA (Plan, Do, Study, Act) as he believed study (analysis) provided a better description than check. A inhalation is just a dream. A goal is a dream with a plan and a deadline. And that goal will remain a dream unless you create and ex ecute a plan of action to accomplish it. Every goal that gets accomplished has a good plan behind of it. Harvey Mackay Plan Good plans start with a brainstorming session that includes all the people involved with the project. This allows everyone to be part of the solution, in addition to gathering the best ideas.Two key questions must be asked when planning (Army Handbook, 1973) What are all the ingredients necessary for its successful execution? What are all the possible forces or events that could hinder or destroy it? As much as possible, get all the answers to these questions. Listen carefully to the judgment of your team. Then plan the positive forces and events, and then take action to prevent any obstructions that might hinder the project. A detailed plan normally includes the who, what, when, where, how, and why Who does it involve and who will do what? What are we going to do? What will happen if we do not do it?When does it start and end? Where will it take place? How wi ll it take place? Why must we do it? Also, the plan must be organized. Organizing is the process of creating and maintaining the conditions for effectively executing plans. It involves systematically defining and arranging each task with respect to the achievement of the objective. It includes three major steps control all tasks Set up a structure to accomplish all tasks Allocate resources All essential information must be brought out. It is also important to consider timingwhen each task must be started and completed. A helpful approach is to use backward planning.Look at each goal and decide what must be done to reach it. In this way you plan from the moment of the project ending point and then work your way back to the present in order to determine what must be accomplished for each condition. Backward planning simply means looking at the big picture first, and then planning all tasks, conditions, and details in a logical sequence to make the big picture happen. Include all the details of support, time schedule, equipment, coordination, and required checks. Your team must try to think of every possible situation that will help or hinder the project.Once the process of mentally building the project has begun, the activities will come easily to mind. Now, organize all these details into categories, such as needs, supplies, support, equipment, coordination, major tasks, etc. List all the details under the categories. Create a to-do list for each category. This list will become the checklist to ensure everything is progressing as planned. Do Your team cannot do everything at once some tasks are more important than others while others have to be accomplished before another task can begin. Set priorities for each checkpoint and assign someone to perform each task on the list.Develop a system for checking each other and ensuring that each task is accomplished on time. Plan for obtaining all the required resources and allocate them out. Not having the required res ources can stop a project dead in its tracks. For this reason you must closely track and monitor costly or hard to get resources. Trial the plan through a prototype (experimental scale). This allows you to actually check the plan on a small scale. Check or Study Throughout the projects execution there are three things that you must be involved in standards, performance, and adjustments.The standard means, is this project being completed or accomplished as planned? Are all the check marks being completed as stated in the planning process? The standard, which is set, must mean the same to you and your people. Performance is measured by completing the tasks and objectives correctly. While the standard relates to the project, performance relates to the people working on the project. If performance does not meet standards, then adjustments can be made in two waysimprove the performance or lower the standards. Most of the time, improving the performance is the appropriate choice.However, a leader may wait a situation where the standard is unrealistic or costly, which means it may be lowered. This is usually caused by poor estimates or the inability to obtain the proper resources. Act Now you are ready to execute the plan. If your plans are solid, things will go smoothly. If your plans are faulty, then you might have a very long and hard project ahead of you Problem Solving There are seven basics steps to problem solving (Butler, Gillian, Hope, 1996) 1. Identify the problem You cannot solve something if you do not know what the problem is.Ensure you have identified the real problem, not an effect of another problem. One method is the five whys. You ask why five times. By the time you get to the fifth why, you should have found the ultimate cause of the problem. 2. Gather information Investigate the problem and uncover any other hidden effects that the problem may have caused. 3. Develop courses of action Notice that courses is plural. For every problem there are us ually several possible courses of action. Identify as many as you can. There are always at least two fix it or dont fix it.Brainstorming with your team will normally generate the most and best courses of action. 4. Analyze and comparison courses of action Rank the courses of action as to their effectiveness. Some actions may fix other problems, while others may cause new problems. 5. Make a decision Select the best course of action to take. 6. Make a plan Use the planning tool covered in the first part of the section. 7. go across the plan Take the steps to put the plan into action. The Communication Process Communicating with others involves three primary steps Thought First, information exists in the mind of the sender.This can be a concept, idea, information, or feelings. Encoding Next, a message is sent to a receiver in words or other symbols. decoding Lastly, the receiver translates the words or symbols into a concept or information that he or she can understand. During the t ransmitting of the message, two elements will be sure content and context. Content is the actual words or symbols of the message that is known as language the spoken and written words combined into phrases that make well-formed and semantic sense. We all use and interpret the meanings of words differently, so even simple messages can be misunderstood.And many words have different meanings to confuse the issue even more. Context is the way the message is delivered and is known as paralanguage it is the nonverbal elements in speech such as the tone of voice, the look in the senders eyes, torso language, hand gestures, and state of emotions (anger, fear, uncertainty, confidence, etc. ) that can be detected. Although paralanguage or context often cause messages to be misunderstood as we believe what we see more than what we hear they are powerful communicators that help us to understand each other. Indeed, we often trust the accuracy of nonverbal behaviors more than verbal behavior s.Barriers to Communication Nothing is so simple that it cannot be misunderstood. Freeman Teague, Jr. Anything that prevents understanding of the message is a barrier to communication. Many physical and mental barriers exist Culture, background, and bias We allow our past experiences to change the meaning of the message. Our culture, background, and bias can be good as they allow us to use our past experiences to understand something new, it is when they change the meaning of the message that they interfere with the communication process. Noise Equipment or environmental noise impedes clear communication.The sender and the receiver must both be able to concentrate on the messages being sent to each other. Ourselves Focusing on ourselves, rather than the other person can lead to astonishment and conflict. The Me Generation must be tossed aside for effective communication to occur. Some of the factors that cause this are defensiveness (we feel someone is attacking us), superiori ty (we feel we know more that the other), and ego (we feel we are the center of the activity).Perception If we feel the person is talking too fast, not fluently, does not articulate clearly, etc., we may dismiss the person. Also our preconceived attitudes affect our ability to listen. We may listen uncritically to persons of high status and dismiss those of low status. Message Distractions happen when we focus on the facts rather than the idea being communicated. Our educational institutions reinforce this with tests and questions. Semantic distractions occur when a word is used differently than you prefer. For example, the word chairman instead of chairperson, may cause you to focus on the word rather than the message.Environmental Bright lights, an attractive person, unusual sights, or any other stimulus provides a potential distraction. Smothering We take it for granted that the impulse to send useful information is automatic. Not true Too often we believe that certain inform ation has no value to others or they are already aware of the facts. Stress People do not see things the same way when under stress. What we see and believe at a given moment is influenced by our psychological frames of references our beliefs, values, knowledge, experiences, and goals. Active ListeningHearing and listening are not the same thing. Hearing is the act of perceiving sound. It is involuntary and simply refers to the reception of aural stimuli. Listening is a selective activity which involves the reception and the interpretation of aural stimuli. It involves decoding the sound into meaning. Listening is divided into two main categories passive and active. peaceful listening is little more that hearing. It occurs when the receiver of the message has little motivation to listen carefully, such as we often do when listening to music, television, or when being polite.Nonverbal Behaviors of Communication Eye contact This helps to regulate the flow of communication. It signa ls interest in others and increases the give tongue toers credibility. People who make eye contact open the flow of communication and convey interest, concern, warmth, and credibility. Facial Expressions Smiling is a powerful cue that transmits happiness, friendliness, warmth, and liking. So, if you smile frequently you will be perceived as more likable, friendly, warm and approachable. Smiling is often contagious and people will react favorably.They will be more comfortable around you and will want to listen more. Gestures If you fail to gesture while speaking you may be perceived as boring and stiff. A lively speaking style captures the listeners attention, makes the conversation more interesting, and facilitates understanding. Posture and body orientation You communicate numerous messages by the way you talk and move. Standing erect and leaning forward communicates to listeners that you are approachable, receptive and friendly. Interpersonal closeness results when you and the li stener face each other.Speaking with your back turned or looking at the floor or ceiling should be avoided as it communicates disinterest. Proximity Cultural norms dictate a comfortable distance for interaction with others. You should look for signals of discomfort caused by invading the other persons space. Some of these are rocking, leg swinging, tapping, and gaze aversion. Vocal Speaking can signal nonverbal communication when you include such vocal elements as tone, pitch, rhythm, timbre, loudness, and inflection. For maximum teaching effectiveness, learn to vary these six elements of your voice.One of the major criticisms of many speakers is that they speak in a monotone voice. Listeners perceive this type of speaker as boring and dull. Motivation and Drive A persons motivation is a combination of desire and energy directed at achieving a goal. It is the cause of action. Influencing someones motivation means getting them to want to do what you know must be done. (U. S. Army Han dbook, 1973) A persons motivation depends upon two things The strength of certain needs. For example, you are hungry, but you must have a task completed by a nearing deadline. If you are starvation you will eat.If you are slightly hungry you will finish the task at hand. The perception that taking a certain action will help satisfy those needs. For example, you have two burning needs the desire to complete the task and the desire to go to lunch. Your perception of how you view those two needs will determine which one takes priority. If you believe that you could be fired for not completing the task, you will probably put off lunch and complete the task. If you believe that you will not get into trouble or perhaps finish the task in time, then you will likely go to lunch.Allow the needs of your team to coincide with the needs of your organization Nearly everyone is influenced by the needs for job security, promotion, raises, and approval of their peers and/or leaders. They are also influenced by internal forces such as values morals, and ethics. Likewise, the organization needs good people in a wide variety of jobs. Ensure that your team is trained, encouraged, and has opportunities to advance. Also, ensure that the way you conduct business has the same values, moral, and ethic principles that you seek in others.If you conduct business in a dishonest manner, your team will be dishonest to you, for that will be the kind of people that you will attract. Reward good behavior Although a certificate, letter, or a thank you may seem small and insignificant, they can be powerful motivators. The reward should be specific and prompt. Do not say something general, such as for doing a good job, rather cite the specific action that made you believe it was indeed a good job. Set the example You must be the role model that you want others to grow into.As Mahatma Gandhi said, We must become the change we want to see. Develop morale and esprit de corps Morale is the mental, emotional, and spiritual state of a person. Almost everything you do will have an impact on your organization. You should always be aware how your actions and decisions might affect it. Esprit de corps means team spirit it is defined as the spirit of the organization or collective body (in French it literally means spirit of the body). It is the consciousness of the organization that allows the people within it to identify with and feel a part of.Is your workplace a place where people cannot wait to get away from or is it a place that people enjoy spending a part of their lives? Allow your team to be part of the planning and problem solving process This helps with their development and allows you to coach them. Secondly, it motivates them people who are part of the decision making process become the owners of it, thus it gives them a personal interest in seeing the plan succeed. Thirdly, communication is clearer as everyone has a better understanding of what role they must play as part of the team. Next, it creates an open trusting communication bond.They are no longer just the doers for the organization they are now part of it Finally, recognition and preference from a respected leader are powerful motivators. Look out for your team Although you do not have control over their personal lives, you must show concern for them. Things that seem of no importance to you might be extremely critical to them. You must be able to empathize with them. This is from the German word, einfuhling, which means to feel with, or the ability to perceive another persons view of the world as though that view were your own.The Sioux Indian Tribal Prayer reads, Great Spirit, help us never to judge another until we have walked for two weeks in his moccasins. Also note that empathy differs from sympathy in that sympathy connotes spontaneous emotion rather than a conscious, reasoned response. Sympathizing with others may be less useful to another person if we are limited by the str ong feelings of the moment. Character and Traits in Leadership Building Excellence To be an effective leader, your followers must have trust in you and they need to be sold on your vision.Korn-Ferry International, an executive search company, performed a survey on what organizations want from their leaders. The respondents said they wanted people who were both ethical and who convey a strong vision of the future. In any organization, a leaders actions set the pace. This behavior wins trust, loyalty, and ensures the organizations continued vitality. One of the ways to build trust is to display a good sense of character composed of beliefs, values, skills, and traits (U. S. Army Handbook, 1973) Beliefs are what we hold dear to us and are rooted deeply within us.They could be assumptions or convictions that you hold true regarding people, concepts, or things. They could be the beliefs about life, death, religion, what is good, what is bad, what is human nature, etc. Values are attitude s about the worth of people, concepts, or things. For example, you might value a good car, home, friendship, personal comfort, or relatives. Values are important as they influence a persons behavior to weigh the importance of alternatives. For example, you might value friends more than privacy, while others might be the opposite.Skills are the knowledge and abilities that a person gains throughout life. The ability to learn a new skill varies with each individual. Some skills come almost naturally, while others come only by complete devotion to study and practice. Traits are distinguishing qualities or characteristics of a person, while character is the sum total of these traits. There are hundreds of personality traits, far too many to be discussed here. Instead, we will focus on a few that are crucial for a leader. The more of these you display as a leader, the more your followers will believe and trust in you. Traits of a Good LeaderCompiled by the Santa Clara University and the Tom Peters Group Honest Display sincerity, integrity, and candor in all your actions. Deceptive behavior will not inspire trust. Competent Base your actions on reason and moral principles. Do not make decisions based on childlike emotional desires or feelings. Forward-looking Set goals and have a vision of the future. The vision must be owned throughout the organization. Effective leaders envision what they want and how to get it. They habitually pick priorities stemming from their basic values. Inspiring Display confidence in all that you do.By showing endurance in mental, physical, and spiritual stamina, you will inspire others to reach for new heights. Take charge when necessary. Intelligent Read, study, and seek challenging assignments. Fair-minded Show fair treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive to the feelings, values, interests, and well-being of others. Broad-minded Seek out diversity. Courageous Have the persev erance to accomplish a goal, regardless of the seemingly insurmountable obstacles. Display a confident calmness when under stress.Straightforward Use sound judgment to make a good decisions at the right time. Imaginative Make timely and appropriate changes in your thinking, plans, and methods. Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be innovative Attributes Attributes establish what leaders are, and every leader needs at least three of them (U. S. Army Handbook, 1973) Standard Bearers establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization.What you set as an example will soon become the rule as unlike knowledge, ethical behavior is learned more by observing than by listening. And in fast moving situations, examples become certainty. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions. Developers help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Never miss an opportunity to teach or learn something new yourself. Coaching suggests someone who cares enough to get involved by encouraging and developing others who are less experienced.Employees who work for developers know that they can take risks, learn by making mistakes, and winning in the end. Integrators orchestrate the many activities that take place throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort. Integrators have a sixth sense about where problems will occur and make their presence felt during critical times. They know that their employees do their best when they are left to work within a vision-based framework.

Buisness Letter Order

Hi. How argon you? I dont think you remember me. I am a your niece Your name thrice removed. I am Evelyns little girl. You visited us last Christmas. Anyway, I just wanted to tell you how much fun I had that Christmas getting to k at present you all everywhere again. I acceptd to keep in touch with you after Christmas. Remember when I told you about the business venture I do with Christie? You remember Christie? shes your other neice, my cousin. You also met her at Christmas.Christie is the girl with the long dark hair and dark eyes. Shes is the mostfriendly person you could ever so meet. Well, you saw that when you met her at Christmas. Shes a pictorial artist and graduated valedictorian. Christie receives so many job offers from major companies, even DISNEY Shes married now with a baby. The baby is adorable. Her husband is a really nice guy. The baby is one year old, and her name is Isabel. As for me, I am a graphic artist too and also a computer expert. I graduated just this year. Christie and I incur invested in a space for a origin we want to open at the huge centre of attention at Rockaway in New Jersey where we live.It is a custom designed induct basket come in for all occasions. Though the huge Rockaway mall stores are varied, they are lacking a store, which provides something more personal to the public. There are too many stores, which lie of cold impersonal items such as electronics, Order31114685 Pg. 2 clothes, music, on the first floor. Books, videos games, furniture, on the second floor, food, toys, shoes on the third, computer disks, thimbles, exotic furniture, movies, hand over clothes, on the fourth. Desks, paper products and hair brushes etc on the fifth.Appliances on the sixth, hair cutters and fur coats on the seventh. I know these items washstand lookm personal, however not as personal as a customized gift basket. Our idea is to open a store in the mall as well as a realistic storefront on the Internet. Christie and I spend a penny already accumulated 100,000 in seed money between us however were going to pack a little more to make our dream a reality. But let me first tell you about our little store before I ask you for the money. Christie and I are thinking of a huge friendly store designed for people to enter andleisurely choose inside colorful bins fill with personal items such as stuffed bears, pretty personalized stationary, candy, pretty colored pens and pencils, plastic jewelry (The kind you would find in a bubble mumble machine) and all scents of perfume oil all forare low price. The design for our store is openly friendly. Tall walls painted a sunny yellow color, greet the customers are greeted as they arrive. The concept is for people to be able to enter our store and freely look over our inventory inside the bins to choose what they want to have fortheir gift basket. The customers then will arrive at the cashier, pay for the items and choose what customized gift basket you want. Our cust omers will choose from a large portfolio of different types of gift baskets for all occasions, painted with rich bright colors, custom-made by Christie. Her specialty is a yellow and brown celophane wrapped gift basket in the see of Spongebob Squarepants. She paints the straw baskets and stuffs them for the customers herself. Order31114685 Pg. 3 The competition as I said before Aunt Betty, is non-existentThey are all cold and impersonal electronics, and we think boring. We see that they have a normal amount of customers streaming in and out of these stores, however it will definitely not be as much as there will be coming into our stores. Like I said before, our gift baskets are for all occasions and are already in demand. We have orders for Birthdays, holidays, weddings, christenings and anniversaries. The list is very long and is getting longer as word gets out since finishing our website. Our virtual store on the Internet is expertly done, if I shouldsay so myself with colorful pictures of the assortment of the many gift baskets we can create and Christie and myself. I also included our history as computer graphic designers and has generated over 200 orders already with over 100 orders in backorders. We have money already, over $200. 00 however we need some more to keep this dream going. We can save you money, legally as a small business tax exemption that will make you a lot more money in future, Aunt Betty. Socially, we will be famous as we make more money for you globally as well as nationally.The truth is people nowadays would rather give a gift that is personal instead of something cold and impersonal like an electronic something which needs batteries every two weeks. I hope to hear from you soon, after you receive this letter, Aunt Betty and see you this coming Christmas. Maybe then you can see the space we have rented out in the mall for our store. I am sure you will like it. Best wishes. Sincerely, Your signature Your name -Works Cited- The Little , Brown Handbook fourth Edition H. Ramsey Fowler Jane E. Aaron Copyright ? 1989 by Scott, Foresman and Company.

Case: Problem in Pay System

MGT 302 Case problems in pay system Xiamiao Zhu 1. Are the CCUA departments current pay practices concerning data processor IIs and computer analyst Is externally equitable? Explain your answer. Pay practice in CCUA * Data processor II position * $11. 00$12. 70 per hour. * $24,960 per year based on their 40-hour workweek. * Health and life issuance is provided by the company at a cost of $950 per year per employee. * computing device analyst I position * Salary range $25,500$32,500. * The average salary paid to the eight incumbents is $31,500. Health and life issuance is provided by the company at a cost of $950 per year per employee. Survey data CCUA Average salary Mfg/ Consumer Mfg/ Industrial Banking Other Financial service DP services Wholesale dispersal Junior analyst and programmer 31,500 35,156 33,750 40,714 35,000 32,143 37,500 32,875 Data processor 24,960 27,500 26,000 29,000 28,000 26,500 26,000 27,000 * Data processor II position closely matches the keep ups Data pr ocessor. Computer analyst position is most comparable with surveys junior analyst and programmer. * Both DP IIs and CA Is at CCUA are underpaid compare to the market. * Both DP IIs and CA Is at CCUA have $950 health and life insurance. 2. What specific action, if any, do you recommend be taken now? Be specific and justify your recommendations as fully as possible. * Conduct a wage survey Who is the relevant labor market? What is the competition paying? What sources for market data? What benchmark jobs should be included?Get the survey done in the rural southwestern United States area more in the locality where department is situated so that data is more comparable and find the other benefits of the survey companies. * Choose a pay policy and develop a pay structure decrease the number of the employee and pay the higher salary. Or hire employee buy using little recruitment cost and training cost. Hire and pay employee following the policy and the structure. 3. What specific strateg y do you recommend for the future so that these types of problems can be anticipated and avoided. Exit interviews understand the reason for not stay in the company and find the solution to avoid it. * Better scanning of local and regional external pay referents, do let employee think you are paying much less than others. * Better two-way communication with employee. Do the employee satisfaction survey once a year before somebody is trying to quit. * Provide no monetary benefits * Provide larger budget for job categories 4. What additional instruction in this situation would have enable you to improve the quality of your recommendations? Improve the exit interview and focus on the questions like * What is your primary reason for expiration? * Did anything trigger your decision to leave? * What was most satisfying about your job? * What was least satisfying about your job? * What would you change about your job? * stupefy some information about pay equity information http//www. hrs dc. gc. ca/eng/labour/equality/pay_equity/about/guide. shtml * Conduct the web search O* net profit to find if there is any help. 5. Occupations Wage & employment trend Computer systems analysts average wages (2011) $37. 7 hourly, $78,770 annual Employment (2010) 544,000 employees Projected growth (2010-2020) meteoric than average (20% to 28%) Projected job openings (2010-2020) 222,500 Top industries (2010) Professional, Scientific, and Technical Services (33% employed in this sector)Finance and Insurance (14%) Computer programmer Median wages (2011) $34. 92 hourly, $72,630 annual Employment (2010) 363,000 employees Projected growth (2010-2020) Average (10% to 19%) Projected job openings (2010-2020) 128,000 Top industries (2010) Professional, Scientific, and Technical ServicesInformation Computer and information system manager Median wages (2011) $56. 4 hourly, $118,010 annual Employment (2010) 308,000 employees Projected growth (2010-2020) Average (10% to 19%) Projected job open ings (2010-2020) 102,800 Top industries (2010) Professional, Scientific, and Technical ServicesFinance and Insurance Operations research analysts Median wages (2011) $34. 59 hourly, $71,950 annual Employment (2010) 65,000 employees Projected growth (2010-2020) Average (10% to 19%) Projected job openings (2010-2020) 30,000 Top industries (2010) Professional, Scientific, and Technical Services (23% employed in this sector)Finance and Insurance (22%)Government (17%)