Theories of Plate Tectonics - 1109 Words

According to the theory of plate tectonics there is constant motion in the lithosphere which causes the many plates lying upon it to move relatively to one another due to convection currents. There are 3 boundaries where volcanic and seismic events, but not limited to, occur. The constructive plate boundary is where 2 plates, such as the North American plate and the Eurasian plate move apart causing sea-floor spreading and volcanic activity – when the less dense basaltic lava from the asthenosphere rises and forms new crust. The destructive plate margin is where dense oceanic plate is subducted under a continental plate forming a sea trench and fold mountains (e.g. the Nazca plate suducting under the South American plate has formed the Peru-Chile trench and the Andes Mountains); when two oceanic plates converge subdution begins. This forms ocean trenches and island arcs (e.g. the Pacific plate is being subducted under the Philippine plate forming the Marianas Trench and the volcanic islands Guam and Marianas. Seismic activity also occurs along the subducting plate being melted. Fold mountains are also formed when 2 continental plates converge, there is no subdution and no volcanic activity, however, the movement of the plates can cause shallow-focus earthquakes. This convergence is also referred to as collision zones. A prime example is the Indo-Australian plate being forced northwards into the Eurasian plate forming the Himalayas range. The final plate boundary is theShow MoreRelatedThe Theory Of Plate Tectonics769 Words   |  4 PagesPlate Tectonics The theory of plate tectonics has been explored throughout history because of similarities in coastal boundaries and other evidence found such as fossil records, geometric fit, mountain episodes, the paleoclimate observed, information about the ocean floor, ancient magnetism, distribution of volcanoes and earthquakes and heat flow from the earths core. There were early theories from Wegner’s continental drift which lacked an explanation for the mechanism that drove the continentsRead MoreThe Theory Of Plate Tectonics1561 Words   |  7 PagesPlate tectonics is the theory that the Earth’s crust is divided into large and small plates that move slowly over time. The Earth’s lithosphere is made up eight major plates which include the Africa Plate, Antarctic Plate, Indo-Australian Plate, Australian Plate, Eurasian Plate, North American Plate, South American Plate, and the Pacific Plate. Earth also has dozens of smaller, minor plates (Plate Boundaries). Scientists used this theory to explain what is happening on Earth’s surface. The movementRead MoreThe Theory Of Plate Tectonics1049 Words   |  5 PagesThe Theory of Plate Tectonics. The Theory of Plate Tectonics states that the lithosphere is divided into dozens of plates float on the asthenosphere and the plates move by convection currents. The theory was proposed in 1912 by Alfred Wegener, a German scientist. I will be discussing the evidence on the theory how we are able to better understand it, along with how we are able to prove his theory more accurate with modern technology. I will also be discussing how natural things such as, mountainsRead MoreThe Theory Of Plate Tectonics917 Words   |  4 Pagesthe Earth. The theory of plate tectonics helps to explain how these changes happen. Plate tectonics is the scientific theory that describes the movement of Earth’s lithosphere which is the outer crust or Earth’s surface. The Theory of Plate tectonics states that the Earth’s crust is divided into many large and some smaller plates that move horizontal to each other. These plates move across the asthenosphere, which is a more pliable surface compared to the lithosphere (Kious). The theory is relativelyRead MoreThe Theory Of Plate Tectonics1487 Words   |  6 PagesThe theory of plate tectonics says the lithosphere is split into different plates that move around on top of the surface of the Earth. Though it is just a theory geologic time, ocean trenches, seafloor spreading, mountains, volcanoes, and earthquakes are all examples of evidence that support the theory of plate tectonics. Geologic time shows sediment patterns in different layers of the Earth. Geologic time is separated in three main periods called the Cenozoic Era, the Paleozoic Era, and the MesozoicRead MorePlate Tectonics Theories Analysis Essay852 Words   |  4 PagesPlate Tectonics Theories Analysis Since the beginning of human kind there has been a cloud of wonder regarding the natural processes and patterns of our planet. Scientist interested in this field through out the years, have developed many different theories to how our planet geological features have come about. The most widely accepted theory in this field is that of plate tectonics. For those who do not know much about the theory of plate tectonics;Read MoreThe Theory Of Plate Tectonics And Continental Drift950 Words   |  4 PagesThe concept of plate tectonics is that the lithosphere, which is the higher layers of the Earth’s surface, is separated into a number of plates that float independently over the mantle and along the boundaries that initiate the development of new crust, the building of mountains, and the seismic movement that triggers earthquakes (Geosystems 340). Scientists have discovered that the landforms and geographic regions we know and live on today were formed when plate tectonics shift and create movementRead MoreVolcanic and Seismic Events as Proof of Plate Tectonic Theory2670 Words   |  11 Pagesevidence towards proving that plate tectonics theory is valid. A seismic event is the transient motion and release of kinetic energy caused by sudden failure of the earths crust, usually felt as shaking or tremors in the rock mass. Seismic events range in size from barely perceptible tremors to major earthquakes. Volcanic events occur when there is a release of magma, gas and ash from the Earth’s crust. The entire outer surface of the planet is divided into these plate formations with approximatelyRead MoreThe Theory Of Plate Tectonics And Earth s Crust Displacement1217 Words   |  5 Pagescompleted masterpiece due to this. Why is this? The most recent physical changes were caused by the theory of plate tectonics and earth’s crust displacement. Plate tectonics and its movement resulted in our continents drifting across the earth’s surface, and the creation of mountain belts, volcanoes, and the faults of today’s Earth. A German meteorologist and explorer Alfred Wegener put forth the theory of continental drift in the early 1900’s. Wegener pointed out that the earth’s continents lookedRead MoreTo what extent are volcanic landforms fundamental to our understanding of plate tectonics theory?1856 Words   |  8 Pageslandforms fundamental to our understanding of plate tectonics theory? (40) Plate tectonics theory is the scientific theory that describes the large-scale motion of the Earth’s lithosphere, which is broken up into tectonic plates. Volcanic landforms are undoubtedly very important in aiding our understanding of plate tectonic theory. However, there is other evidence that must be considered as well. Different types of volcanoes are created at plate margins due to the viscosity of the lava. The

Measure Of Dispersion Within Public And Nonprofit...

Measure of Dispersion is a descriptive statistic that complements the measures of central tendency as it indicates how data relates to a variable and its mean. As we examine the different types of measure of dispersion within public and nonprofit administration, we will also cross-examine this idea among other academic disciplines to discover how this statistical concept is used among other researchers. In addition, we will learn the importance of the proper utilization of identifying measures of dispersion and how to fully explain this idea. This is important because if we fail to properly use the measures of dispersion, we can jeopardize the reliability of our research and the validity of our data collected. Measures of dispersion reveals to a researcher how parts of data may gather around the mean of the variable of interest. Using measures of dispersion will also allow the researcher understand the population or sample of interest to help researchers draw better conclusions. To u nderstand measures of dispersion, we must first identify the statistical concepts that help us measure dispersion. As we progressed through primary and secondary schooling, we probably learned different mathematical concepts such as mean, median, mode, and range. These mathematical concepts may be considered easy mathematical concepts, but they are part of complex statistical ideas. Meier et al. (2015) discusses in his textbook the usage of range and other variety of dispersion measures. HeShow MoreRelatedImmigration And The Migration Policy Institute Essay1898 Words   |  8 Pagescultural shift experienced by these immigrants. Post-immigration residency also varies between the immigrant subgroups. As detailed by the 2010 Census Brief on the Hispanic Population, those of Hispanic descent often reside in the southwestern counties within California, Texas, etc. (Ennis, Rios-Vargas, Albert). 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Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesPrinter/Binder: Courier/Kendallville Cover Printer: Courier/Kendalville Text Font: 10.5/12 ITC New Baskerville Std Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on the appropriate page within text. Copyright  © 2013, 2011, 2009, 2007, 2005 by Pearson Education, Inc., publishing as Prentice Hall. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained

Entrepreneur Biography - Walt Disney free essay sample

At the time he paid a retired Doctor by the name of â€Å"Doc† Sherwood to produce images of his horse, Rupert. Later on his interest grew to train development in Marceline, specifically the Topeka and Santa Fe Railway where his uncle Michael Martin was the engineer (Disney, 2000). Four years later, the Disney’s moved to Kansas City where Walt Disney attended the Benton Grammar School. In school Walt Disney met Walter Pfeiffer who introduced him to the world of vaudeville and motion pictures (Disney, 2000). He continued to emerge himself in art and filmography as he attended courses at the Kansas City Art Institute and went to Electric Park. Adulthood At age 22 Walt Disney left Kansas City and made his way into Hollywood regardless of his insufficient money and materials. With the help of his brother Roy Disney they were able to use their resources and construct a camera to film in their uncles garage. Shortly they received an order from New York to produce the film â€Å"Alice Comedy† and began production (IMDb, 2010). In 1925, Walt married Lillian Bounds, one of his employees, in Lewiston, Idaho and had two daughters named Diane and Sharon Disney (Disney, 2000). Three years had passed and the infamous Mickey Mouse was first portrayed in the silent cartoon â€Å"Plane Crazy† but made his debut in â€Å"Steamboat Willie† which is known as the world’s first fully synchronized sound cartoon. The production Mickey Mouse was the first milestone that began Walt Disney’s progression (Disney, 2000). Soon after, he began the production of full-length animated cartoon that contributed his launch to succession. By the time 1955 had arrive the entire globe had been entertained by Walt Disney’s creations especially with his television programming like â€Å"The Mickey Mouse Club† â€Å"Zorro† and Wonderful World of Color†. On December 15, 1966 Walt Disney had died from Lung Cancer (WDFM, 2012). Education Walt Disney began his early education when he attended Benton Grammar School where he recognizes his ability to draw. Once the family moved to Chicago in 1917, Disney attended McKinley High School in his freshman year and took night courses at the Chicago Art Institute. He returned to Kansas City after a year to begin working as a graphic artist, therefore, Disney had a total of 9 years of formal education (Disney, 2000). Family Walt Disney had a father named Elias Disney and a mother named Flora Disney. He has three brothers Herbert, Raymond, Roy, and Walter. And a sister named Ruth Disney. When he married Lillian Bounds in 1925 they conceived a girl by the name of Diane Disney and adopted a girl named Sharon Disney (IMDb, 2010). Diane married Ron Miller who was former president and chief executive of Walt Disney Productions; and Sharon served as a member of Disney Board of Directors (Disney, 2000) Work Experience As a high school dropout in 1917, Walt Disney tried to join the army but was rejected at the age of 16 for being too young (IMDb, 2010). He then joined the Red Cross for a year as an ambulance driver. Upon his arrival back, he had difficulty finding work as an artist or even as an ambulance driver. He then found temporary work at an Art Studio creating advertisements for newspapers, magazines and movie theatres. He also met his first start-up partner Ubbe Iwerks. Finally, he worked for Kansas City Film Ad Company where he learned all about animation and decided to become an animator (Gabler, 2006). Past Startup Background Iwerks-Disney Commercial Artists† was founded in January 1920 after Walt and Ubbe decided to start their own company (Gabler, 20006). Their company however was a failure and both started to work in animation at the Kansas City Film Ad Company. After learning all about animation, he pursued another start-up with another co-worker Fred Harman. This time he created an animation business and started screening cartoon’s titled â€Å"Laugh-O-Grams† in a local theatre. Following their su ccess, Disney acquired Laugh-O-Gram studios, which soon went bankrupt due to Walt’s poor financial management. Later that year, Walt and his Brother Roy opened Disney Brothers’ Studio in Hollywood, California (WDFM, 2012). He then started selling his produced cartoons to a New York distributor that was a huge success. Everything was going well until Disney found out that his client had hired Walt’s animators under contract and took the rights to his most popular animated characters (Gabler, 2006). Motivation of Startup After losing everything, Walt and Ubbe decided to create another cartoon character now known as Mickey. After creating a series of short cartoons Mickey became the world’s most popular cartoon character in the 1930s. Walt created his first full-length animated musical feature in the production of â€Å"Snow White and the Seven Dwarfs† which exceeded over $1,400,000 in profit (IMDb, 2010). Throughout 1937-1947 he continued to create full-length movies such as â€Å"Pinocchio†, â€Å"Fantasia†, â€Å"Dumbo†, and â€Å"Bambi†. Following his cartoon success, Walt thought it was possible to pursue his dream in creating a theme park and which is now Disneyland. After being rejected approximately 302 times (Cool Pup, 2012) for financing the park, he finally got approved and his venture would allow him to acquire ABC and open his second successful theme park, Disneyworld (JustDisney, 2003). The Walt Disney Company now has approximately 156,000 employees and had almost $41 billion in revenue the previous year (WDFM, 2012). Section 2 Stevenson’s Entrepreneurial Perspective on Walt Disney Note: This section pertains to Walt Disney while he had an influence on the Walt Disney Company until his death in 1966 and not the company at its current state. Strategic Orientation Strategic orientation is defined by Stevenson to be how one formulates strategy (2006). He mentions two styles: Promoter and Trustee and contrasts the two by describing the first as opportunity-driven and the latter as resource-driven. Walt Disney demonstrated many entrepreneurial traits throughout his animation business ventures. Even while working for other ad companies, he always ended up making his own company. I believe Walt Disney’s strategic orientation strongly reflects that of a promoter. Walt always pursued opportunities in entertainment because while Walt was producing still-cartoons at a previous job, he saw a bigger opportunity in animation and continued to pursue such opportunities as shown in his many transitions in the industry. He then started making short-film cartoons leading him to open his own animation business and acquire a studio (Gabler, 2006). He then saw opportunities by creating full-length feature films and even in creating his own theme park. Stevenson also states that a promoter’s fundamental task is to require the resources to pursue the opportunity. Walt Disney never gave up on Disneyland and was rumored to have been rejected financing for the theme park over 300 times (Cool Pup, 2012) until he struck a deal with ABC who agreed to help finance the park (JustDisney, 2003). He achieved his task and was driven to succeed in his financing. Walt can also be justified as a promoter because he operates in an industry with diminishing opportunity streams. Before his cartoon Mickey Mouse became a famous icon, Walt Disney constantly produced new characters and films to build his company’s reputation. Commitment to Opportunity Stevenson’s next concept is described as a person’s willingness to act (2006). Promoters are action-oriented and willing to act in short-time periods to chase their opportunities. He describes promoters to be action-oriented and have heavy involvement in risk management. Conversely, commitment for trustees is often time-consuming and usually takes a longer period of time. Through Walt’s journey we saw him deviate his concentration to many different forms of entertainment. He seemed to be involved with many cartoon characters until the creation of Mickey Mouse that lead to his huge success (IMDb, 2010). Walt’s ventures with his cartoons lead him to movies, television and the creation of the world’s most popular theme park. This revolutionary array of ventures reveals Disney’s commitment to opportunity as a promoter. He remained very action oriented in ensuring that he would follow through until his cartoons succeeded. As well, he was heavily involved in the risk management of his company because nobody was willing to invest in his Disneyland (JustDisney, 2003). He financed a lot of the park through the company and the other half through ABC and was determined to make the park succeed. With the park’s success, Disney had already made plans to commit construction for another one in Florida. His commitment to opportunity attributed largely to his company’s success. Commitment of Resources When it comes to the attainment of resources, Stevenson says that promoters go through many stages of resource commitment with the goal of minimizing resources (2006). On the other hand, trustees will commit upon a larger-scale after careful analysis and single stage commitment. In relation to Walt, a lot of his projects underwent a series of funding. In his early career as an artist and animator, he had to find a distributor for all his productions (Gabler, 2006) since he could never totally finance his business unless he was selling cartoons. Even after the company’s success and Walter won his first academy award for his creation of Mickey Mouse, when the company transitioned to make its first feature-length film â€Å"Snow White and the Seven Dwarfs† the studio ran out of money (Gabler, 2006). Since there were no formal venture capitalist groups at the time, the only way Walt could raise money was through loans. Eventually the movie would become the largest grossing film of the year (IMDb, 2010). The company went through many stages of funding to finance its various other projects. Similar to Snow White, Disneyland was funded in a similar manner where Walter would seek another loan to cover the costs of creating Disneyland (JustDisney, 2003). His journey through the resource commitment process mirrors promoter behaviour because he only sought funding when he needed it at multiple stages. Due to unpredictable resource needs and varied studio costs from film development, from a financial perspective Disney’s company was very chaotic. Control of Resources The use of resources in an organization plays a pivotal role in determining a company’s success. Stevenson describes promoters to only be concerned with their ability to use a resource while trustees seek to control their resources by attaining full ownership (2006). When it comes to the animation business, ownership plays a key role in everyday operations. When Disney lost the rights to one of his most successful characters â€Å"Felix the Cat† (Gabler, 2006), Walt found himself at a standstill. From that moment onward, Walt made sure to maintain full ownership on all his company’s future productions in order to preserve his business and avoid future legal conflicts. Due to the nature of the business, Walt relied heavily on his staff and had to employ full-time animators who could consistently produce the high quality entertainment the company was known for. As well, in order to make Disneyland and Disneyworld, the company needed to purchase large amounts of land (Gabler, 2006). A promoter style of management does not suit the Walt Disney Company for this section because Walt himself influenced so much of the company and could only have done so through ownership of all his resources. Therefore, Mr. Disney favored the administrative domain because of factors such as power and coordination. Having complete ownership and influence was essential to Disney in order to make sure his vision became a reality. His coordination was also important because it ensured he could take action without further approval from other partners. Management Structures Stevenson’s views on management place relationships at the core of every structure. Promoters rely on receiving valuable information for key actors while trustees rely on formal relationships within the company based on detailed rights and responsibilities. Trustee management is the only applicable management structure for the Walt Disney Company (2006). He states, â€Å"Only in systems where the relationship with resources is based on ownership or employment can resources be organized in a hierarchy† (Stevenson, 2006). With the company’s heavy emphasis on ownership on its productions and land as previously addressed, it is only appropriate that structure is required to delegate roles and responsibilities within the company. Walt’s company demonstrated many things that favour trustee management, the first being the need for clearly defined authority and responsibility and the next to be organizational culture. As the company increased in size, in order to ensure Walt could influence every level of management, there needed to be a formalized hierarchy common in many large corporations. Walt worked closely with his animators to ensure the company’s productions were under his direct approval (Gabler, 2006). Operating a large company also requires organizational culture because work needs to be formulated into a routine for employees to work within. Reward Philosophy When it comes to rewarding an organization’s employees, Stevenson finds that promoters reward employees based on their contribution and harvesting of value (2006). Investors and owners of the business want to generate returns to ensure they get their money back. Since performance is crucial in determining the success or failure of a start-up, key employees who help generate this value are usually rewarded on their performance. Trustee style management differs because compensation is usually pre-determined because of assigned responsibilities with the exception of small bonuses and promotions (Stevenson, 2006). Walt Disney maintained promoter behaviour because a lot of his employees such as the staff at his studio were hired on salary with bonuses of 20% of profits for the short cartoons (Hill, 2004). At the time, Disney was considered to have the highest paid workers with the best working conditions. Disney embodied the promoter style of management because of factors such as individual expectations and competition. After the success of â€Å"Snow White and the Seven Dwarfs†, Walt was known to have made â€Å"salary adjustments† to animators who he felt did exceptional work (Hill, 2004). As well, Disney strategically offered the best wages and working conditions in order to maintain its talent and attract more talent in a highly competitive industry. Section 3 Recommendations for Walt Disney and The Walt Disney Company It is hard make comments and recommendations for one of the greatest and most ambitious entrepreneurs of all time but there a few things I would like to address in areas where I feel could have been handled differently. Although Disney operated in a completely different time period of more than 50 years ago, I will do my best to acknowledge the time period and his situation. 1. During the release of his first feature film â€Å"Snow White and the Seven Dwarfs† and his change to the reward policy, the strike of his whole nimation staff could have put his business into financial hardship. In order to avoid situations like these, Disney should have reported or at the very least consulted with HR professionals on a better payment plan to reward employees during successful productions, and also support employees adequately through financial hardship as experienced in World War 2. Because his employees are crucial to the op eration of the business, risky financial moves can have extreme and immediate effects on the company’s future. 2. The company found itself out of funds several times due to poor financial management. As previously mentioned, the company went bankrupt during the production of â€Å"Snow White and the Seven Dwarfs† and it also did not have enough funds to complete Disneyland on its own. Although the company succeeded in both ventures, I believe that Walt Disney was poor at managing the company’s funds. In his earliest of animation days, his Laugh-O-Gram studios also went bankrupt as a result of overpaying his employees. He also tried to negotiate a price increase on his contract that actually resulted in termination of the contract, the loss of his production â€Å"Alice Comedies† and even most of his animation staff. He again was close to bankrupt and might have stayed that way had it not been for the creation his iconic â€Å"Mickey Mouse†. I believe that if there were a person with more financial experience and knowledge similar to the modern day equivalent to a Chief Financial Officer, he would have not reached such plateaus. As well if he had stronger legal advisors, he could have probably earned the rights back to his character and staff or at least won a settlement. While CFOs and law firms aren’t as readily available back then as they were today, I believe one thing that Disney lacked was his ability to have a reliable and knowledgeable management team that could have saved him a lot of hardship. Walt Disney is a remarkable man whose life work influenced the way people viewed imagination. His life dedication to providing entertainment was what helped him reach an entrepreneurial pinnacle. Arising from all failures and demonstrating a life committed to fulfilling his life goals lead him to be one of the most influential entrepreneurs of all time. References Cool Pup. (2012). Disneyland. In  Daily Celebrations. Retrieved November 5, 2012, from http://www. dailycelebrations. com/071799. htm Gabler, N. (2006). Walt Disney: The Triumph of the American Imagination. IMDb. (2010). Walt Disney Biography. In  IMDb. Retrieved November 6, 2012, from http://www. imdb. com/name/nm0000370/bio Hill, J. (2004, June). Another look backat the 1941 Disney Studio Strike. In  Jim Hill Media. Retrieved November 6, 2012, from http://jimhillmedia. com/alumni1/b/wade_sampson/archive/2004/06/07/1204. aspx#. UJqz-Gl25YQ JustDisney. 2003). Disneylands History. In  Disneyland History. Retrieved November 7, 2012, from http://www. justdisney. com/disneyland/history. html Stevenson, H. H. (2006, April 13). A Perspective on Entrepreneurship. Harvard Business School,  9(131), 1-12. The Walt Disney Family Museum. (2012). About Walt Disney. In  Timeline. Retrieved November 6, 2012, from http://www. waltdisney. com/timeline#41 Walt Disney. (2000). In   Walt Disney Biography. Retrieved November 5, 2012, from http://www. norsknettskole. no/fag/ressurser/itstud/fuv/gunnargrodal/bio. htm

Leadership in the United Arab Emirates

Introduction The United Arab Emirates (UAE) prides in a fast growing economy that is quickly spreading into different sectors; for instance, manufacturing, construction, tourism, and financial sectors like banks. Vital organisational results like job satisfaction, organisational citizenship conduct, turnover intentions, and organisational commitment associate closely with leadership styles.Advertising We will write a custom research paper sample on Leadership in the United Arab Emirates specifically for you for only $16.05 $11/page Learn More The aforementioned outcomes are decidedly evident across cultural orientations and in diverse backgrounds (Al-Dmour and Raed 247-249). Within the public sector, appealing leadership is modestly associated with motivational outcomes (Javidan and David 229-244). The influence of delegatory styles of leadership on the efficacy of followers and motivation is evident as well. Despite this aspect, the impacts of executive styles of leadership from participative and delegatory points of view have not been substantial in different sectors like the banking. Nevertheless, this research paper fills this information gap. This research paper evaluates the impacts of participative styles of leadership and compares it with impacts of delegatory leadership style on job satisfaction and self-identified feat of workers. In addition, other leadership styles taken into consideration include autocratic, consultative, pseudo participative, and pseudo consultative. Therefore, it is an esteemed actuality that leadership style plays a key role in influencing employee performance, and thus the choice of leadership style is a vital decision. Research objectives With the use of a survey questionnaire, this research paper aims at measuring the common and desired leadership styles and their influences in the context of the United Arab Emirates. Literature Review Leadership is the capacity to bring about self-belief and sup port amongst individuals that are required to attain organisational objectives. Leadership style is the amalgamation of attitude and conduct by a leader, which brings about particular reliability and predictability in managing employees; moreover, it also underscores the comparatively reliable prototype of conduct that typifies a leader (Dubrin 23-36). Studying of leadership style is a supplement to comprehending leadership conducts and approach. Leadership styles comprise autocratic, democratic, delegatory, participative, transactional, consultative, pseudo participative, and pseudo consultative (Mosadeghrad 85-86).Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A leader could have the ability to perform efficiently in one condition, but not appear as efficient in another condition (Mosadeghrad and Yarmohammadian 11-28). Apparently, different leadership styles are required for di ssimilar circumstances and every leader should distinguish when to demonstrate a given approach. The following are some of the aspects that determine leadership style: Crisis condition Operation and magnitude of the organisation Phases in the organisation Proficiency and performance of support staff Rank in hierarchy Undertaking attributes and expertise The style of judgment making in every organisation is the outcome of intricate dealings of numerous aspects comprising the background and attributes of an organisation, the kind of judgments, and the aspects and inclinations of the judgment makers. The extent of complexity of the undertaking plays a major function in shaping the precise leadership style. In the previous decade, the increase of international markets created several cross-cultural organisations and the resulting discourses shaped the foundation for carrying out international business (Adler 34-46). Literature argues that leadership conduct is culturally decided. For instance, countrywide culture plays a major task in deciding the efficiency of a given leadership style. Likewise, state boundaries create substantial dissimilarities in leadership style. In cultural orientations where autocratic leadership style is practiced, it could be futile operating in a manner more typical of a democratic or participative leadership style. However, in a cultural orientation that supports a more humanistic and fostering leadership, it might be practical for a leader to become caring and understanding for such a culture allows and propagates such values and leadership style. Remarkably, a four-dimensional model shows that nationwide cultures differ and according to McKenna (56-58), they ultimately influence the choice of leadership style. Study in cross-cultural researches of administration upholds that managers take up dissimilar leadership styles, relying on the model of organisation and personal attributes. In addition, leadership style varies considerably f rom nation to nation. Arab cultural orientation has particular unique features that dictate managerial judgment and conduct. The style of leadership is a task of the state of industrialisation while cultural attributes play a noteworthy function in moderating its influences.Advertising We will write a custom research paper sample on Leadership in the United Arab Emirates specifically for you for only $16.05 $11/page Learn More Researches on leadership styles have disclosed that, there not only exist differences in the leadership styles desired by followers in diverse cultures, but also the particular conducts that reveal these leadership styles, which might differ from culture to culture. Differences in cultural orientations might as well hinder the catholicity of fresh leadership models, like the transformation and transactional leadership styles. With respect to organisations, the impact of countrywide culture on personal performance is well institute d and the dissimilarities between cultural orientations of the West and of the East are moderately considerable. The differences in cultural orientations of different countries are replicated in the way organisations are formed and run (Chen 45-47). For instance, organisations in China and South Korea have a tendency of being possessed by initiators and family units. They have a tendency of being paternalistic, encourage values of collective ownership, uphold bureaucratic management, and centralised decision making with slight employee authorisation. In most cases, promotion relies heavily on family links and systems (El Kahal 78-90). Conventionally, the majority of Asian communities pursue a collectivist model. On the other hand, Western organisations are inclined to ownership by public investors and managed by a professional executive. These organisations are less bureaucratic, embrace decentralised judgment making, encourage individualism, and are more authorising to their employ ees (Chen 48-56). In most instances, promotion is associated with individual capabilities and merits. In Far East, no major style of leadership subsists in the building and construction industry in Hong Kong, although dominance for leaders to employ both consultative and participative leadership styles is a common practice. Studies of the judgment making approaches of the United Arab Emirates’ administrators and foreign workers imply that consultative leadership style is prevalent in this part. Furthermore, scholars and researchers have carried out several researches across the UAE and put forward that leadership in the cultural orientations of Arabs cultivate participative and consultative inclinations (Al-Dmour and Raed 250-258). This inclination reveals the control of Islamic and ethnic standards and attitudes.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Some of the crucial features that are of concern to comprehend in the quest to understand the significance of the preference of leadership styles include organisational commitment and job satisfaction, which are direct aspects on workers’ performance and sequentially organisational achievement. Job satisfaction Typically, job satisfaction is described as a role of an observed association involving what an individual requires from the job and what an individual sees as an offering. Job satisfaction is the degree to which an employee feels optimistically or pessimistically motivated concerning his or her job. Moreover, job satisfaction could imply a position that individuals uphold concerning their employments and their organisations, where they accomplish their tasks (Mosadeghrad 87-89). Job satisfaction is usually distinguished as a complex construct that embraces worker views concerning an array of both essential and nonessential job aspects. It covers particular features of contentment associated with recompense, gains, promotion, working situations, management, organisational customs, and affiliations with workmates. Job satisfaction includes a number of connected outlooks. For instance, individuals could experience arousing reactions to remuneration packages, promotion chances, associations with seniors and co-workers, and the job itself (McKenna 59-68). Workers that get job satisfaction are liable to being more fruitful and continue on the occupation as compared to their counterparts who do not get job satisfaction. In addition, satisfied workers are more resourceful and carry out a bigger function in judgment making within businesses. When a manager and his or her approach stand out as reliable, he or she brings about positive results for the business that ultimately influences job satisfaction. A research indicated that the utmost particular associations with confidence were corresponding to job satisfaction, turnover intentions, and organisation al commitment, in that order. Leadership is a key determining factor of job satisfaction, for it stands out as a vital predictor and takes up an essential role. In the United Arab Emirates, expatriate workers do not powerfully articulate that they are contented with the existing job security. Additionally, job satisfaction among expat workers is considerably associated with persistence commitment (Dirks and Donald 611-613). In a setting where cultural orientation is diversified, job satisfaction influences the efficiency of workers. Methodology For this research paper, the UAE acts as the selected setting, anchored in its high score amid its equals in the Middle East and its situation as a representation of growth (Al-Dmour and Raed 259-261). The stretch of industries across various sectors creates a striking background for leadership study in the UAE. A qualitative analysis of data was carried out among workers in the building industry to determine employee discernments of differen t styles of leadership. A developed survey questionnaire comprised of ten sections numbered A to J. Some of the questions relate to leadership style, aspects influencing job satisfaction, and aspects influencing organisational commitment. Six leadership styles were explored, as outlined in the survey questionnaire. Altogether, four survey questionnaires were shared out to two chosen companies and filled by workers of different nationalities, available via professional associations. The group members filled two other survey questionnaires. Filled survey questionnaires were then collected a week after their release. Data collection Two members of the group, as well as four different leaders of different nationalities working at different managerial ranks in different companies in the UAE, filled the developed survey questionnaire as outlined below. Accounting manager Human Resource manager Marketing manager Production manager The main intention of this survey questionnaire was to il lustrate the leadership styles in the UAE with practical experimental data. Every response in the survey questionnaire was accorded a 7-point scale concerning whether the assertion was most common advanced (denoted by 1) or least common advanced (denoted by score 7). The statements in the survey questionnaire assisted in measuring the leadership style, which the leaders and managers would employ in dissimilar conditions. The count of every statement was afterwards computed for every respondent in a way that each interviewee obtained a score on leadership style. The sum of the scores for each style assisted in classifying the leadership style possessed. The analysis of data was afterwards carried out with the help of using percentages to illustrate the application of the different styles of leadership. Results and Analysis The common attributes of the survey questionnaire demonstrated that workers from India were the major demographic grouping in the building sector by nationality an d male workers dominated. The incidence of described styles of leadership in companies and their observed frequency were calculated by the use of a 7-point scale. Table 1 recapitulates the proportion of the responses, while Figure 1 shows the clear levels of prevalence. Approximately 30 per cent of the participants indicated that consultative style was highly prevalent whereas 50 per cent considered participative leadership style. Nevertheless, approximately 20 per cent of the participants were of the view that delegatory leadership style was highly prevalent. Leadership style 1 Never 2 3 4 5 6 7 Mostly Total of high prevalence (6 and 7) % Autocratic 3 3 0 0 Participative 3 1 2 3 50 Pseudo participative 4 2 0 0 Pseudo consultative 5 1 0 0 Consultative 1 3 2 2 33 Delegatory 2 1 1 1 1 1 17 Table 1: Prevalence of leadership styles Fig 1: Percentage prevalence of leadership styles The indications of the respondents show six powerfully influenc ing aspects with respect to job attitude (satisfaction). These include: Leadership style Stress Outside positive representation Passion for the job Pride working with current employer Suspension without notice In addition, study of the aspects corresponding to their influence on the organisational culture showed that organisational culture is highly influenced by fostering respect for authority that was indicated by about 67 per cent of the responses. Gender issues disclosed that though the fraction of female participants as compared to male is extremely low ( about 17 per cent), which is anticipated in the building sector, both genders have a tendency of valuing participative and consultative leadership styles. With regard to education, around 84 per cent of respondents had achieved a post-high school qualification. Education Total % Less than high school 1 17 High school 0 0 Diploma 1 17 Bachelor 2 33 Master 1 17 Ph. D 1 17 Table 2: Education qualification Fig 2: Percentage education qualification of respondents With regard to cultural orientation, the survey questionnaire disclosed that the leadership styles inclination of the various nationality employees rotated about group welfare rather than individual reward. Discussion The outcomes of this study show that workers in the UAE feel that participative and consultative leadership styles are mainly common. This aspect signifies that leaders in the UAE promote participation, contribution, and dedication prior to making judgments. Leaders that encourage group discussions and judgments are formulated on general concurrence of workers. An explanation for this could be that, because the different sectors in the UAE are culturally varied, leaders desire to have universal agreement prior to reaching a decision. The study disclosed that job satisfaction by the employees is highly influenced by the following aspects: Pay Kind of work Job security Behaviour of the leaders Leadership style Cultur al orientation The degree of response revealed that over 50 per cent of participants have a feeling that company leadership strongly control their job satisfaction. This authenticates earlier results, which affirm that participative leadership style decides job satisfaction (Dirks and Donald 613-628). It was found that job satisfaction is influenced by cultural orientation, just like in the case of previous studies. On the other hand, this study discovers just a slight association involving job attitudes and cultural orientation. This observation is in line with the finding that job satisfaction in the European countries is highly influenced by the cultural orientation of the companies and behaviour of managers, while job satisfaction in the UAE is highly influenced by factors like job security, remuneration packages, and other gains. In addition, it is evident that job satisfaction varies by gender. While male workers believed remuneration is important, female workers considered j ob security as a significant element in job satisfaction. Workers at administrative ranks consider organisational commitment as highly influenced by the form of employment, organisational culture, and leadership style. Therefore, leadership style influences organisational commitment of workers in the UAE. Conclusion The findings of this paper reveal that workers usually perceive participative and consultative leadership styles as the common leadership styles. Moreover, it is evident that no style of leadership that is appropriate for every condition. It was found that leadership style highly influences job satisfaction of workers and powerfully influences the organisational commitment of workers. From the research paper, it can be proposed that the kind of industry sector and magnitude of and organisation play significant functions when deciding the efficiency of leadership style in addition to its influence on job satisfaction and organisational commitment. Works Cited Adler, Nancy . International Dimensions of Organisational Behaviour. Cincinnati: South Western College Publishing, 2002. Print. Al-Dmour, Hani, and Awamleh Raed. â€Å"Effects of transactional and transformational leadership styles of sales managers on job satisfaction and self-perceived performance of sales people: A study of Jordanian manufacturing public shareholding companies.† Dirasat: Administrative Sciences Series 29.1 (2002): 247-261. Print. Chen, Min. Asian Management Systems. London: Thomson, 2001. Print. Dirks, Kurt, and Ferrin Donald. â€Å"Trust in leadership: meta-analytic findings and implications for research and practice.† Journal of applied psychology 87.4 (2002): 611-628. Print. Dubrin, Andrew. Leadership: Research Finding, Practice, and Skills. Boston: Houghton Mifflin, 2004. Print. El Kahal, Sonia. Business in Asia Pacific. Oxford: Oxford University Press. 2002. Print. Javidan, Mansour, and David Waldman. â€Å"Exploring charismatic leadership in the public se ctor: Measurement and consequences.† Public Administration Review 63.1 (2003): 229-244. Print. McKenna, Eugene. Business Psychology and Organisational Behaviour. New York: Psychology Press, 2006. Print. Mosadeghrad, Ali, and Mohammad Yarmohammadian. â€Å"A study of relationship between managers’ leadership style and employees’ job satisfaction.† Leadership in Health Services 19.2 (2006): 11-28. Print. Mosadeghrad, Ali. â€Å"The role of participative management (suggestion system) in hospital effectiveness and efficiency.† Research in Medical Sciences 8.3 (2003): 85-89. Print. This research paper on Leadership in the United Arab Emirates was written and submitted by user Mekh1 to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.