Athletics In MacGregors Sporting Landscape Essay Example for Free

Athletics In MacGregors Sporting Landscape Essay However, using tactics which corroborate teamwork and competitive factors which in theory will motivate students to strive and increase their participation levels. 1. 0 Introduction This report will provide a detailed analysis of the participation of athletics in Macgregor’s microcosm as the societal norm believe that the status quo is â€Å"uncool†, it is known that the position of Australia’s porting landscape is very weak as there is a lack of participation within Australia as a whole This can be answered by a simple formula created to find the reason why some sports have a lack in participation in mainstream society today, Figueroa’s framework, this formula is divided into Levels listed in the following Cultural, Structural, Institutional, interpersonal and individual levels, nonetheless, it Is concluded that it is up to the individual of whether they decide to participate in Athletics or not. 2. 0 Figueroa’s Framework The social factors that influence an individual’s decision to participate in Athletics may indirectly or directly impact them by shaping their values, attitudes and beliefs. Knowing this the individual may find themselves being subjective to the people and also the certain factors they face in society ranging from cultural differences to peers to themselves. Sociologist, Peter Figueroa, develop a framework that analyses the equity of social resources that can also be implemented into the participation of athletics. . 1 Individual Level It can be argued that when it comes to equity and access issues, the individual level is the most important. This is because, while all levels of Figueroa’s Framework can identify how equity and sporting opportunities are presented to an individual, in the end it is the individual’s choice that will determine his or her access and level of participation in physical education. Kiss, 2012) This level is specific to Macgregor’s sporting landscape as it highlights the lack of participation in students; nonetheless, these decisions about sport and physical activity are ultimately made by the individuals Genes, values, attitudes and personalities which are specific to each individual. 3. 0 Action plan In Macgregor’s deteriorating athletics program, the lack of participation in the carnivals can link to many reasons why they don’t compete in such events. Study shows that the majority of students would prefer to sit and chat with their friends instead of competing in athletics, however, to allow students to participate, an action plan was developed to; in theory create a more fun and enjoyable carnival thus increasing participation levels, using successful methods utilized in Australian sports such as Cricket, NRL, AFL, etc. The ideologies used within these sports can be integrated within the society of Macgregor’s microcosm shaping the status quo of Macgregor’s Athletics program in a more positive, enjoyable way. . 1 Justification of Action plan Throughout sporting history there are various techniques to strive for in order to have a successful carnival, the majority of successful sports share many similar techniques to better improve the participation of athletes in Australia such as making it more interactive for the audience thus improving their participation rates; for example, in tennis they implement a board that measures the speed of the serve for each game as well as the Olympics which show the world record for each event. nowing this; a supposed board that lists all the records of each event is shown publically pre-athletics carnival and during for students to observe and in theory become more motivated and strive to train and compete in the events believing they are able to break that record thus improving participation rates. Secondly, the appearance of famous sporting athletes have known to improve the participation of sports for example, NBA players frequently appear in many occasions of street basketball games as it obviously creates publicity, however, also improves the participation due to the fact that this allows the ‘average basketball fanatic’ who normally would watch their idol from the comfort of their own television, but in fact they are able to play side by side with their idol increasing their moral and motivation to play. This can also be implemented in the athletics carnival by having the famous athlete participate and motivate the students to join in and also create a slight sense of competition. Finally, it is a fact that Australians love to play team based sports as listed, AFL, Cricket, Football, NRL, Soccer, Basketball, Rugby League are in the top 10 Australian sports; this is 7 of the 10 sports that are shown. With this in mind, Students would be required to form groups of 3 and compete in the athletics carnival, with a twist; each event would hold a certain amount of points varying on the position the student places, 10points for 1st, 7points for 2nd, 5point for 3rd and participation will be worth 2 points. The team that scores the highest points will be rewarded with a prize, such as vouchers, etc. 4. 2 Links to survey results The action plan created was based on a census of the whole school to observe whether they would participate in athletics and their reasons to not. To justify the particular choices created in the action plan by showing the statistics which have guided the development as the spikes in the statistics assist in improving the participation by surveying the trend. The reason a record chart was implemented as it adds a competitive flair and students receive social rewards within the athletics carnival as 19% of students feel that there is no reward for students if they win the events, this will help students strive for the record instead of just trying to win. A massive 27% of students feel that they are not good enough for the athletics carnival and believe there is no point to participate and simply just socialize with their peers, with the appearance of a famous athlete; students would be motivated to part take in the events as the special guest can provide moral support and advice to improve their technique, etc. during the carnival as they can join in with the students. By creating team based events the 80% of students that prefer team sports are able to participate and at the same time fill the social void according to the 25% as they strive to motivate fellow teammates and allow each other perform better overall, also considering the 66% that would participate in the carnival if their peers were to join in. (Buckley, et al, 2013) 4. Links to research material including the individual level of the framework The research gathered of Figueroa’s framework on the individual level, it is realised that students values and beliefs are to strive for competition and rewards, as these factors have been fulfilled it will allow students to participate in a more enjoyable way, due to the fact that an individual’s values and beliefs reflect directly upon their parents, siblings and peers, however, it is proven that the individual learns to behave through the experience they have accumulated from mainly their peers, also the fact that students view the sports society in a ‘boring’ manner, they often assume they cannot socialise with their peers which majorly affect their participation rates. 5. 0 Conclusion

The Sub Processes Of Perception

The Sub Processes Of Perception The perceptual process of individuals passes through several sub-processes. They are stimulus or situation, registration, interpretation, feedback, behavior, and consequence. Stimulus or situation is the first sub-process in the process of perception. Here people are confronted with an external or internal stimulus. As a result, they might experience an immediate sensual stimulation or the confrontation may take place with the entire physical and socio-cultural environment. In Registration, the individuals record in their minds the stimulus they have received from the environment. Physiological mechanisms such as listening, hearing, etc. play an active role in the perception of individuals. During Interpretation, people analyze the stimulus they have received. It is a cognitive process that is influenced by learning, motivation, and personality. Feedback is the response individuals receive from the stimulus i.e. environmental situations. Feedback has an impact on the perception of individuals. For instance, if employees receive appreciation (feedback) from the manager for their work, then they perceive that the manager is satisfied with their performance. Registration, interpretation, and feedback occur within a person and are in response to a given stimulus from the external environment. These sub-processes lead to a certain behavior by the individual, which again leads to a certain consequence. Role of perception in decision making in manufacturing sector Manufacturing is the backbone of any industrialized nation. Recent worldwide advances in manufacturing technologies have brought about a metamorphism in the industry. Fast-changing technologies on the product front have created a need for an equally fast response from manufacturing industries. To meet these challenges, manufacturing industries have to select appropriate manufacturing strategies, product designs, manufacturing processes, work piece and tool materials, and machinery and equipment. The selection decisions are complex as decision making is more challenging today. Decision makers in the manufacturing sector frequently face the problem of assessing a wide range of options and selecting one based on a set of conflicting criteria. Decision Making in the Manufacturing Environment will be very useful to decision makers in the manufacturing sector as it makes decision making easier, more logical, systematic, efficient and effective. It is intended for designers, manufacturing engineers, practitioners, managers, institutes involved in design and manufacturing related projects, applied research workers, academics, and graduate students in mechanical, industrial, and manufacturing engineering. Organizations rely heavily on the choices made for their success. The right choices can bring triumph and negative choices can cause failure. Perception plays a very important role in the choices individuals make. People make decisions every day, every hour and every minute based on the perceptions they interpret. Perception can cause several people to make wrong choices based on false information. In an organization incorrect decisions can cause a great deal of negative effects. Perception plays a vital role in the choices humans make. People make decisions every day, every hour and every minute based on the perceptions they construe. Each individual perceives situations, places, people and so forth with ones own five senses. However, what one perceives is not always accurate. Peoples perceptions can be misleading and can cause negative effects. Perception can cause numerous people to make the wrong choices based on non-factual information. In organizations wrong decisions can cause a tremendous amount of negative effects. Therefore, it is extremely important to understand perception; how ones perception of others impacts an organizations behavior; the positive and negative effects of using perceptive shortcuts when judging others; how decisions in real world organizations are made; and how perceptions shape ones ethical decisions. Q1. Whether companies consider perception before decision Making? Ans.: Direct Attention Thinking Tools (DATT) is now Power of Perception. DATT gives us 10 simple strategies for sharpening an individuals perception and focusing our thinking in a more comprehensive, effective, and efficient way. DATT tools will enable us to have a broad and inclusive viewpoint. Using the DATT tools helps we can create a framework for defining a situation and improves our ability to consider consequences before we take action. So companies should consider perception before decision making with the help of DATT. Q2. How does perception affects decision making? Ans.: 1. Individuals in organizations make decisions; they make choices from among two or more alternatives. Top managers determine their organizations goals, what products or services to offer, how best to finance operations, or where to locate a new manufacturing plant. Middle- and lower-level managers determine production schedules, select new employees, and decide how pay raises are to be allocated. Non-managerial employees also make decisions including whether or not to come to work on any given day, how much effort to put forward once at work, and whether or not to comply with a request made by the boss. A number of organizations in recent years have been empowering their non-managerial employees with job-related decision-making authority that historically was reserved for managers. Decision-making occurs as a reaction to a problem. There is a discrepancy between some current state of affairs and some desired state, requiring consideration of alternative courses of action. The awareness that a problem exists and that a decision needs to be made is a perceptual issue. 3. Every decision requires interpretation and evaluation of information. The perceptions of the decision maker will address these two issues. Data are typically received from multiple sources. Which data are relevant to the decision and which are not? Alternatives will be developed, and the strengths and weaknesses of each will need to be evaluated. Q3. Why perception is included in the process of decision making? Ans.: Perception is a cognitive process by which individuals organize, interpret, and understand their surroundings and environment which also includes impressions formed objects, events, and people. In the process of making decisions, we must fully understand the situation along with its facts to come to a resolution. Without consuming all the factors, the wrong decision may be made. Every decision requires interpretation and evaluation of information. The perceptions of the decision maker will address these two issues. Perception in manufacturing sector Indias manufacturing sector has registered a balanced growth across different industries over the last six months with even the old economy companies turning the corner, says a new study. The CII manufacturing-ASCON survey, carried out by the Associations Council of the Confederation of Indian Industry (CII), states that 65 percent of the companies in 125 sectors tracked have been registering growth during the last six months. The Indian economy is poised to reap the benefits that come with a strong manufacturing base in an economy. The relentless emphasis that Indian companies have placed on continuously enhancing design and engineering skills, building new capabilities for product and technology innovation and in leveraging resources from around the world to provide value to customers are contributing in transforming Made in India into a global brand. The India advantage is fast changing from that of cost arbitrage to include sustainable factors such as skilled labour, design and research and development capability, a large consuming middle class, besides a growing and liberalizing economy, states the survey for April-September 2006. The manufacturing sector is clearly benefiting from this changing perception. In fact, manufacturing in India is now acquiring a whole new dimension. While many low-end jobs are being outsourced to India, the manufacturing sector is also turning into the design and manufacturing hub of the world. Be it industrial robot manufacturer Gudel or auto giant BMW or South Korean consumer goods giant LG, India has become a key manufacturing destination for a large number of global players. It is already a preferred destination for the manufacture of auto components, bulk drugs and producer services such as software, finance and several others. The manufacturing sector had recorded a growth of 9.1 percent in 2005-06, compared to 9.2 percent in the previous year. This is being strengthened quarter-on-quarter during the current fiscal. The manufacturing sector seems set to enhancing its share in the GDP to the targeted 30 percent. CONCLUSION The Perception and Reality of Business Effectiveness The Perception of Business Effectiveness Lets talk about the perception and reality of business growth. You know the difference between perception and reality. Perception gives you an impression. Reality is the experience of the truth of the matter. Reality is what counts. Perception/impression may not to give you results that you would expect, or like. The perception of where your company is with regard to growth is based on your increasing sales and profitability, the company perspective of itself, and it as compared to your competition and industry standard. You could ask yourself What is the perception of my corporate growth?, Is my corporate growth bringing me the long-term results I am looking for? And, what are the costs of my company not fulfilling its growth potential? It is important to note here that the reality of a companys achievement and growth could be quite different based on another perspective. The perception of your business condition could be deceiving, and could include a number of unseen losses. Your perception is verified by its comparison to another perspective. Opportunity Analysis We can focus on a companys position by asking these questions What is the perception of how we are doing as a company? How can I see what to do to know where to go to do better? What would it take to improve the outcome of my results? What would the reality look like of what I could achieve? How would the improved results put the company in a more profitable and secure position? Am I committed to produce the results I envision? What can I do now to start gaining better business results? What we are addressing here is turning a perception into a new reality by understanding where we are at and creating a path to a reality of improved business development and greater profitability results. The Reality of Business Effectiveness Cutting Costs and Building Profitability As we know building profitability can often be focused on cutting costs. The problem and limitation to building profitability by cutting costs is that you can only cut costs until you have no more costs to cut, and then you might be out of business. Obviously you cannot build company growth on out of business; you cannot build company growth on cutting costs. You can build on opportunities. The key is seeing the opportunities and knowing how to address them. In perceiving opportunities the forest and the trees, the being to close to see it, can come into play. The advantage of an outside business development professional is that they can see the opportunities clearer. A business development professional unveils possibilities for companies by revealing business building opportunities through the background of extensive business experience and a natural talent in business clarity and ideas, coupled with a valuable outside perspective, that creates business results that are effective looking in from outside of the current perception. Creating improved business outcomes for company growth requires a prudent combination of successful cost consciousness and business building that provides the most effective long-term profitability results. At a last, perception is very important for decision making in manufacturing business it also help in sustaining and attaining goals of business ..

Characteristics of the leadership process

Characteristics of the leadership process Stogdills definition has three key components. First, it defines leadership as an interpersonal process in which one individual seeks to shape and direct the behaviour of others. Second, it sets leadership in a social context. In which the members of a group to be influenced are subordinates or followers. Third, it establishes a criterion for effective leadership in goal achievement, which is one practical objective of leadership theory and research. Most definitions share these processual, contextual and evaluative components. Some key charachteristics of the leadership process Leadership is a process of influencing others primarily through the use of noncorecive influence techniques. This charachteristics distinguishes a leader from a dictator. Leadership influence is goal directed to attain defined group or organisational goals There are five approaches to the study of leadership: Trait spotting: attempts to identify the personality trait and other related attributes of the effective leader in order to facilitate the selection of leaders. Style counselling :attempts to characterize different leadership behaviour patterns to identify effective and ineffective leadership styles. In order to improve the training and development of leaders. Context fitting: contingency theories which argue that the effectiveness of particular leadership behaviours is dependent on the organisational and cultural setting, which can also facilitate leadership awareness and training. New leadership perspective approaches: which identify new leaders, superleaders and transformational leaders as heroic and inspirational visionaries who give purpose and direction to others, with an emphasis on senior executives and politicians whose motivational role is said to be central to organisational strategy and effectiveness. Dispersing the role: a recent perspective which notes that leadership behaviour is not confined to those with formal leadership roles but can be observed across the organisation hierarchy, and thus one aspect of the new superleadership role is to develop self -leadership skills in others. Any study of leadership would be incomplete without an understanding of the debate between leaders Vs managers Leadership versus management We first have to deal with one crucial question: what is the difference between leadership and management? Some commentators argue that these terms are synonymous, as leadership is simply one facet of the management role. Other commentators argue that this distinction is significant. Leaders and managers play different contributions: leaders have followers, managers have subordinates. Those who make a clear distinction portray the leader as someone who develops visions and drives new initiatives, and portray the manager as someone who monitors progress towards objectives to achieve order and reliability. The leader is prophet, catalyst and mover-shaker, focused on strategy. The manager is operator, technician and problem solver, concerned with the here -and- now of goal attainment. The key distinguishing feature here is orientation to change . As Warren Bennis and Burt Nanus (1985, p.21) observe, managers do things right, while leaders do the right thing. Leadership versus Management Creating an agenda Establishes direction: Plans and budgets vision of the future, develops strategies decides actions and timetables, for change to achieve goals allocates recourses E Leadership functions Management functions Developing people Aligning people: Organizing and staffing: communicates vision and strategy, decides structure and allocates staff, influences creation of terms which develops policies, procedures and accept validity of goals Monitoring Execution Motivating and inspiring: Controlling, problem solving: energizes people to overcome obstacle, monitors results against plan and satisfies human needs takes corrective actions Outcomes Produces positive and sometimes produces orders, consistency and dramatic changes Predictability Tutorial question Discuss: Modern day organisations need leaders or managers Please discuss and give relevant examples to justify your answer. Power: what is it, and how can I get more? Leadership is about influencing the behaviour of others. One cannot be a leader without followers. One key attribute of followers is that they must be willing to obey. Leadership is a property of the relationship between leader and follower. We need to know why people are willing to let themselves be influenced by some individuals and not by others. We thus need to understand the nature of compliance. Leadership and power Power is a useful concept with which to explain the social process of interpersonal influence. Power is a critical dimension of leadership, and the two terms are often used with the same or similar meanings: a leader is someone with power, powerful individuals are leaders. We can thus define power in much the same way that we have defined leadership-as the ability of an individual to control or influence others, or to get some-one else to do something that they would perhaps not do. There are different sources of power to name a few information power, affiliation power expert power, all these power bases are interrelated. The exercise of one power base may affect a leaders ability to use another. The leader who resorts to coercive power may for example lose referent power. The leader may be able to use legitimate power to enhance both referent and expert power. A leader can operate from multiple sources of power and few leaders may be able to rely on a single power base. Please see table: Sources of power p+ are positive sources of power p- are negative sources of power POWER BASE EXPLANATION PERCEIVED AS Reward remuneration, award, compliment, symbolic p+ gestures of praise Coercion physical or psychological injury, symbolic gestures of disdain, demotion, unwanted transfer, withholding resources p- Authority Management right to control, obligation of others p- to obey, playing the boss and abusing authority exercise of leadership in times of crisis or need p+ Referent identification based on personal characteristics, sometimes on perception of charisma; or reciprocal identification based on friendship, association, sharing information, common interests, values and preferences p+ Expert Possession of specialized knowledge valued by Others, used to help others, given freely when solicited. p+ Unsolicited expertise creates barriers; expertise Offered condescendingly is coercive; withholding expertise in times of need p- Information access to information that is not public knowledge, because of position or connections; can exist at all organizational levels; secretaries and personal assistants to executives often have information power, and can control information flows p- Affiliation borrowed from an authority source-executive Secretaries and assistants act as surrogates for their Superiors p+ acting on their own self-interest; using negative affiliation power by applying accounting and personal policies rigidly p- Group collective problem solving, conflict resolution, creative brainstorming; group resolution greater Than the individual contribution. p+ a few individual dominating the proceedings, groupthink p- Tutorial question Discuss : Which power base or which combination of power bases would you expect to be most effective for an organisation leader in current times? Five approaches to Leadership Research on leadership shows five main approaches in the study of leadership and that leadership theories have evolved gradually starting from the Trait spotting approach to New Leadership theories Trait spotting: the research for personality markers For the first four decades of the twentieth century, researches assumed that they could identify the personality traits of leaders It would then be possible to select individuals who possessed those traits and to promote them into leadership position. This search for the qualities of good leaders was influenced by great man theory, which claims that (predominantly male) leaders are born as such, and emerge to take power, regardless of the social, organisational or historical context. Great man theory is a historical perspective based on the premises that the fate of societies, and organizations, is in the hands of key, powerful, idiosyncratic (male) individuals who by force of personality reach positions of influence from which they can direct and dominate the lives of others. Typical list of qualities: Strong drive for responsibility; Focus on completing the task; Vigour and persistence in pursuit of goals; Venturesomeness and originality in problem solving; Drive to exercise initiative in social settings; Self-confidence; Sense of personal identity; Willingness to accept consequences of decisions and actions; Readiness to absorb interpersonal stress; Willingness to tolerate frustration and delay; Ability to influence the behaviour of others; Capacity to structure social systems to the purpose in hand. Rosemay Stewart (1963) cites a study in which American executives were asked to identify indispensable leadership qualities. They came up with the following fifteen traits: judgement initiative integrity foresight energy drive Human relations skill decisiveness Dependability emotional stability fairness ambition dedication objectivity Co-operation Limitations of the trait spotting theory It is difficult to challenge the list of qualities cited by either Stogdill or Stewart. Can we say that effective leaders should lack judgement, be low in energy, be undependable, lack drive, ambition, creativity and integrity and have little foresight? What happens when we compare Stewart with Stogdill? Both identify drive as a key trait. However, Stogdill lists venturesomeness, self-confidence, stress tolerance and system structuring as traits which Stewarts omits. Stewart identifies foresight, fairness, integrity, fairness and co-operation, which are missing from Stogdills list. Traits spotting presents several difficulties. First, there are more attributes here than personality traits. Second, these attributes are vague. Third, many of the items on these lists describe skills and behaviour patterns which have to be observed, rather than personality traits that can be assessed by questionnaires or interview: persistence in pursuit of goals, ability to influence others. It is difficult to see how trait spotting can be used effectively in leadership selection context, as originally intended. A further problem lies with the observation that one list of good leadership qualities is as good as another. Stogdills review revealed some overlap between research findings, but it is also revealed disagreement and inconsistency. This line of research has been unable to establish a consistent set of leadership traits of attributes. Leadership is about power and influence, the chemistry of which it is difficult to analyse in terms of personality traits. Style counselling: the search for effective behaviour patterns Disillusionment with the traits approach meant that leadership, management and supervisory style became a major focus for research. Attention switched from selecting leaders on personality traits to training and developing leaders in appropriate behaviour patterns. This research tradition argues that a considerate, participative, democratic and involving leadership style is more effective than an impersonal, autocratic and directive style. Two research projects, the Michigan and Ohio studies, in the 1940s and 1950s underpinned Employee- centred behaviour: focusing on relationships and employee needs; employee-centred behaviour: focusing on relationships and employee needs job-centred behaviour : focusing Consideration is a pattern of leadership behavior that demonstrates sensitivity to relationships and to the social needs of employees. Initiating structure is a pattern of leadership behavior that emphasizes performance of the work in hand and the achievement of product and service goals. Consistent with the Michigan studies, the Ohio results identified two categories of leadership behaviour, consideration and initiating structure. The considerate leader is needs- and the relationship- oriented. The leader who structures work for subordinates is task-oriented. The considerate leader is interested in and listens to subordinates, allows participation in decision making, is friendly and approachable, helps subordinates with personal problems and is prepared to support them if necessary. The leaders behaviour indicates genuine trust, respect, warmth and rapport. This enhances subordinates feeling of self-esteem and encourages the development of communications and relationships in a work group. The researches first called this leadership dimension social sensitivity. The leader initiating structure plans ahead, decides how thing are going to get done, structures tasks and assigns work, makes expectation clear, emphasizes deadlines and achievement, and expects subordinates to follow instructions. The leaders behaviour stresses production and the achievement of organisational goals. This type of behaviour can stimulate enthusiasm to achieve objectives as well as encouraging and helping subordinates to get the work done. This is the kind of emphasis that the scientific management school encouraged, except that here it is recognised that task orientation can have a positive motivating aspect. The researches first called this leadership dimension production emphasis. Consideration and structure are independent behaviour patterns and do not represent the extremes of a continuum. A leader can emphasize one or both. Job satisfaction is likely to be higher and grievances and labour turnover lower where the leader emphasizes consideration. Task performances, on the other hand, is likely to be higher where the leader emphasizes the initiation of structure. Inconsiderate leaders typically have subordinates who complain and who are more likely to leave the organisation, but can have comparatively productive work groups if they are high on initiating structure. Initiating structure High low High performance low performance High few grievances few grievances Low turnover low turnover Consideration Low High performance low performance Many grievances many grievances High turnover high turnover Figure 1 : The Ohio State leadership theory predictions The influential work of another University of Michigan researcher, Rensis Likert(1961), reinforced the benefits of considerate performance-oriented leadership. He found that supervisors in highly productive sections were more likely to: Receive general as opposed to close supervision from their superior; Give general as opposed to close supervision to their subordinates Enjoy their responsibility and authority; Spend more time on supervision; Be employee- rather than production-oriented Supervisors in sections where productivity was low were production-oriented and concentrated on keeping their subordinates busy on achieving targets on time. The effective supervisors were not just concerned with employee needs. They were seen as subordinates as emphasizing high performance and had a contagious enthusiasm for achieving goals. Likert and his team identified four main styles or systems of leadership: System 1: Exploitative autocratic, in which the leader Has no confidence and trust in subordinates; Imposes decisions, never delegates; Motivates by threat; Has little communication and team work. System 2: Benevolent authoritative, in which the leader Has superficial, condescending trust in subordinates; Imposes decisions, never delegates; Motivates by reward; Sometimes involves subordinates in solving problems. System 3: Participative, in which the leader Has some incomplete confidence and trust in subordinates; Listens to subordinates but controls decision making; Motivates by reward and some involvement; Uses ideas and opinions of subordinates constructively. System 4: Democratic, in which the leader Has complete confidence and trust in subordinates; Allows subordinates to make decisions for themselves; Motivates by reward for achieving goals set by participation; Shares ideas and opinion. Likerts research showed that effective supervisors were those who adopted either system 3 or system 4 leadership, what Likert called and alternative organisational lifestyle. Tutorial question: The style counselling leadership approach is extremely relevant in current times Discuss this statement. Context fitting: the development of contingency theories The Michigan and Ohio perspectives offer leaders one best way to handle followers, by adopting the high-consideration, high-structure ideal. This advice is supported by the fact that most people like their leaders to be considerate, even when they are performance- oriented as well. The main criticism of this perspective lies with the observation that one leadership style may not be effective in all circumstances. Departing from one best way, Robert Tannenbaum and Warren Schmidt (1958) presented the autocratic- democratic choice as a continuum, from boss centred leadership at one extreme to subordinate- centred leadership at the other. This is illustrated in figure 2 Subordinate-centred leadership Boss- centred leadership The contingency theory of leadership is a perspective which states that leaders to be effective must adapt their style in a manner consistent with aspects such as the work context, attributes of workers and the nature of the work to be done Use of authority by the manager Area of freedom for subordinates Manager Manager Manager Manager presents Manager presents Manager defines Manager permits makes decisions sells presents ideas tentative decision problem, gets limits; asks group subordinates to and announces it. Decisions. and invites subject to change. suggestion, makes to make decision. function within limits questions. Decision. defined bysuperior. The Tannenbaum-Schmidt continuum of leadership behavior The steps in this continuum are represented as alternatives for the leader; their article was subtitled should the manager be democratic or autocratic- or something in between? Tannenbaum and Schmidt argue that the answer depends on three sets of forces: Forces in the manager personality, values, preferences, beliefs about Employee participation, confidence in subordinates Forces in the subordinates need for independence, tolerance of ambiguity Knowledge of the problem, expectations of involvement Forces in the situation organizational norms, size and location of work Groups, effectiveness of teamworking, nature of The problem Having concentrated on forces in the manager, having challenged the notion of one best way, to lead, research now considered aspects of the context in which the leader was operating: the people being led, the nature of the work they were doing, and the wider organisational setting. This perspective suggests that leaders must be able to diagnose the context and be able to decide what behaviour will fit. As the best style is contingent on the situation, this approach is referred to as the contingency theory of leadership. Tutorial question Leadership research and theory seems to be consistent in arguing that a considerate, employee- cantered, participative and democratic style is more effective. What factors in an organisational context would make an inconsiderate, goal- centred, impersonal and autocratic leadership style more effective? Contingency theory of leadership contd Another influential contingency theory of leadership was developed by Paul Hersey and Ken Blanchard (1988). They believe that leaders can alter their style to fit the context. Hersey and Blanchard call their approach situational leadership, summarised in fig 3, which describe leader behaviour on two dimensions. The first dimension (horizontal axis) concerns task behaviour, or the amount of direction a leader gives to subordinates. This can vary from specific instructions, at one extreme, to complete delegation, at the other. Hersey and Blanchard identify two intermediate positions, where leaders either facilitate subordinates decisions or take care to explain their own. Situational leadership is an approach to determining the most effective style of influencing, taking into accounts of direction and support the leader gives, the readiness and maturity of followers to perform a particular task. The second dimension (vertical axis) concerns supportive behaviour and the amount of social backup a leader gives to subordinates. This can vary from limited communication, at one extreme, to considerable listening, facilitating and supporting at the other. The model establishes four basic leadership styles, labelled S1 to S4 S1 Telling: High amounts of task behaviour, telling subordinates what to do, when to do it and how to do it, but with little leadership behaviour. S2 Selling: High amounts of both task behaviour and relationship behaviour. S3 Participating: Lots of relationship behaviour and support, but little direction of task behaviour. S4 Delegating: Not much task behaviour or relationship behaviour. Share ideas and Explain decisions and provide Facilitate decision making. Opportunity for clarification. PARTICIPATING S3 S2 SELLING DELAGATING TELLING Turn over responsibility Provide specific instructions For decisions and and closely supervise Implementation performance. S4 S1 (Supporting Behavior/Relationship Behavior R RELATIONSHIP BEHAVIOUR Low TASK BEHAVIOUR high (GUIDANCE) High Moderate low R4 R3 R2 R1 Able and willing or confident Follower Readiness Able but unwilling Or insecure Unable and unwilling Or insecure Unable but willing Or confident Follower directed leader directed Hersey and Blanchard also argue that the readiness of followers to perform a particular task is a key factor. This is explained by the lower portion of the figure in which follower readiness is drawn on a continuum, with insecure subordinates unwilling to act at one extreme to confident followers able and willing to perform at the other. Superimpose the readiness continuum on the top half of the model and you have a basis for selecting an effective leadership style. It is compelling and consistent with other theories to suggest that insecure subordinates need telling while willing and confident groups can be left to do the job. Tutorial question; Take an organisation of your choice and discuss the relevance and significance of the Hersey and Blanchard situational leadership theory. Leadership in the twenty-first century Two related trends in leadership thinking are now evident: Recognition of the role of heroic, powerful, charismatic, visionary leader. Recognition of the role of information leadership, at all levels. These trends appear to be contradictory. We have the new leader, who is a rational figure motivating followers to superlative levels of achievement. However, we have also the super leader, who is able to lead other lead themselves .The super leader thus encourage, develops and co-exists with informal leadership dispersed throughout the organisation hierarchy. The new leader is an indispensable and inspirational visionary, a coach, a facilitator concerned with building a shared sense of purpose and mission, with creating a culture which ensures that everyone is aligned with the organisations goals and is skilled and empowered to go and achieve them. The super leader is a leader who is able to develop leadership capacity in other, developing and empowering them, reducing their dependence on formal leaders, stimulating their motivation, commitment and creativity. The new leadership theory originates from the work of McGregor Burns (1978), who distinguished between transactional and transformational leaders. The transactional leader is a leader who treats relationship with followers in terms of an exchange, giving followers what they want in return for what the leader desires, following prescribed tasks to pursue established goals. Transactional leaders see their relationship with formers in term of trade, swaps or bargains. Transformational leaders are characterised as individuals who inspire and motivates others to go beyond contract, to perform at unexpected levels. Although Burns saw these two types of leadership it was easy to see why some commentators equate transactional with management, and transformational with leadership. The transactional leader is a leader who treats relationship with followers in terms of an exchange, giving followers what they want in return for what the leader desires, following prescribed tasks to pursue established goals. The transformational leader is a leader who treats relationships with followers in terms of motivation and commitment , influencing and inspiring followers to give more than mechanical compliance and to improve organisational performance Transformational leadership occurs when leaders: Stimulates others to see what they are doing from new perspectives; Articulate the mission or vision of the organisation; Develop others to higher levels of ability; and Motivates others to put organisational interest before self-interest. They achieve this, according to Bass and Avolio, by using one or more of Idealised influence act as role models, attract admiration, respect and trust, put needs of others before personal interest, take risks and demonstrate high standards of ethical conduct Inspirational motivation motivate and inspire by providing meaning and challenge, arouse team spirit, show enthusiasm and optimism, communicate expectations, demonstrate commitment Intellectual stimulation question assumptions, reframe problems, approach old issues in new ways, encourage innovation and creativity, avoid public criticism of mistakes Individualised consideration attend to individual needs for growth and achievement, act as coach or mentor, create new learning opportunities, accept individual Differences, avoid close monitoring. The transformational leader is a leader who threats relationship with followers in terms of motivation and commitment, influencing and inspiring followers to give more than mechanical compliance and to improve organizational performance. It is tempting to regard the profusion of new terms and the shift in emphasis in leadership theory and research as a systematic development of earlier ideas. However, the identification of new, super, transformational leaders represent a simplification of the concept of leadership, returning to trait spotting (hunt the visionary) and overlooks what is known about the influences of a range of contextual factors on leadership effectiveness. Tutorial question Considering senior business and political leaders with whom you are familiar, either directly or through the media, which come closest to these definitions of new leader, super leader and transformational leader? The new, super, transformational leader looks like a one best way approach. Does this vindicate trait spotting and discredit contingency perspectives? Dispersing the leadership role In the distinction between leadership and management, orientation to change is a defining characteristic, a distinctive mark of the leader. These results suggest, therefore, that leadership is a widespread phenomenon. Leadership behaviours are dispersed rather than concentrated in the hands of formally appointed managers. Leadership functions are best carried out by people who have the interest, knowledge, skills and motivation to perform them effectively. This observation is reinforced by the development of self-managing autonomous teams, which often have no leaders, or have coach-facilitators whose role is to develop team skills. These coaching- facilitating are super leaders. Recognition of dispersed leadership does not imply a shift of focus away from formal, senior figures. It may be useful to separate notions of leadership from formal positions and prestige job titles. However, it is necessary to recognise that senior figures with prestige title continue to exercise leadership roles and functions as well. This twin-track approach, which combines recognition of visionary new leadership with the notion of a widely dispersed leadership decoupled from high office, is illustrated by Warren Bennis and Burt Nanus (1985). Their model of twenty-first century leadership (in which the new role of the leader is to be (leader of leaders) is summarised in table 4.

Economic Development in three Urban Areas: Atlanta, Baltimore and Cleve

Executive Summary The following pages review the comprehensive strategies that have been used by the cities of Atlanta, Baltimore and Cleveland to improve their economic conditions. It should become apparent to the reader that the fate of each city is determined by many factors including historical events, the balance of power between stakeholder groups, the ability of the city to capitalize on federal programs and the relationships between the private sector and the community. Unfortunately, no clear winning strategy arose from each city’s economic development efforts; they all caused both gainers and losers.   Ã‚  Ã‚  Ã‚  Ã‚  Atlanta is a city that is led by business leadership whose main priority is to promote business interests that are at times at odds with the communities’ development. Baltimore, with very little private investment, relies heavily on its citizens' involvement whose collective bargaining and activism have hindered its political leadership’s attempts at growth. Cleveland has fallen victim to â€Å"ivory tower† leadership that has led to financial mismanagement and increased community frustration.   Ã‚  Ã‚  Ã‚  Ã‚  I have attempted to review the last decade in each city, and in the context of that city examine the strengths and weaknesses of their actions. The scope of this project is large. To focus the reader’s attention on the difficulty the cities have experienced in trying to meet their stakeholders’ needs and expectations, I have chosen to focus on a few specific actions that were taken in each city to promote economic development. This discussion is by no means exhaustive; additional learnings can be gleamed from further research. Atlanta Atlanta’s political and social structure and development has been characterized by what author Clarence Stone labels regime politics in his book Regime Politics: Governing Atlanta: 1946-1989. The regime’s determining factor is the loosely formed coalitions and collaborations between the white Atlanta elite and the black middle class leadership. The partnership (although the power was not balanced between the groups equally) has its beginnings in the 1940’s when astute white businessmen properly predicted the growth of a black middle class and a shifting in electoral power. Faced with two choices: to use their social and economic clout to fight the inevitable changes in politic... ...nnovation Study Suggests Metro Area Must Change its Priorities to Increase Prosperity.† Atlanta Journal & Constitution. Nov. 5, 2001. Shields, Gerard. â€Å"2 bills Aim to Bring BDC Into the Open; City Senators Want Agency's Meetings Accessible to Public; Mayor Opposes Measures; Proposals' Critics Say Business Dealings Require Secrecy.† The Baltimore Sun. February 21, 2000. Siegel, Eric. â€Å"Renewal Efforts Move at Slow Pace; Empowerment Zone Shows Spot Successes Five Years After Grant.† The Baltimore Sun. Jan 10, 2000. Smith, Jane. â€Å"A Dialogue on The Atlanta Project with Jane Smith, Executive Director.† The Inner City: Urban Poverty and Economic Development in the Next Century. ed Thomas Boston and Catherine Ross. New Brunswick, NJ: Transaction Publishers, 1997. pp. 291-297. Smothers, Ronald. â€Å"Cleveland Mayor Warns Newark an Arena Is No Cure-All.† New York Times. Oct 20, 1999. Stone, Clarence. Regime Politics: Governing Atlanta: 1946-1989. Lawrence, Ks: University Press of Kansas, 1989. â€Å"Videotape: The Cleveland Turnaround: Leadership In Action,† (Boston: Harvard Business Publishing Corporation, 1996). The Cleveland Today website. http://www.clevelandtoday.org/info/edit.html

Appalachian Poverty Essay -- Poverty in America

Appalachian Poverty Poverty is a global problem, and it has existed from the beginning of civilization. Hunger, homelessness, and lack of health care are major aspects of this world-wide dilemma. Many countries are in complete poverty and a majority are third-world countries. Within the United States of America, a land of plenty, there are also pockets of extreme poverty. Governments around the world are trying to solve this huge problem. Third world poverty and Appalachian poverty, which occurred in the United States of America, have developed for various reasons, and these situations have led to a great deal of problems. Throughout the world, poverty has plagued all countries. In smaller, under-developed countries many people die from starvation. These countries can not afford to support their citizens. Due to their financial problems, the people lack proper shelter and clothing to keep themselves warm during cold months. Since they lack adequate shelter and clothing, diseases occur all over. These diseases develop a lot easier with poor nutrition. Once again with more financial problems, health care is limited to none. Lawrence Senesh, the contributor of "Poverty as a Social Problem" from World Book, says poverty is usually caused by the difficulty in holding and even getting a job(650). Ability, education, and skills help determine the kind of job an individual gets (650). Horten 2 Everyone does not have the same physical abilities and mental abilities. Poor health and abilities prevent some people from holding a job. Through science people have been able to hold onto jobs a lot easier (650). It has increased the need for professional workers and lowered the demand for the unskilled (650). So, the people with higher education will get paid a higher income, and people with lower education will get paid a lower income. Changes in economic slumps can often bring poverty. When businesses drop off and production declines people lose jobs without warning (650). Poverty is also caused by social conditions, such as racial discrimination (Blacks, Asians, and Mexicans) (650). Whites are usually the ones who do the discriminating (650). There are a variety of third-world countries in the world. A third world country is a country that is economically depressed and continues to grieve. Examples of third wor... ...achia." U.S. News and World Report 6 May 1996 : 62-63. Ralston, Jeannie. "Bark grinders and fly minders tell a tale of Appalachia." Smithsonian February 1996: 44-53. Ralston, Jeannie. "In the Heart of Appalachia." National Geographic February 1993: 112. Senesh Lawerence. "Poverty as a Social Problem." World Book 1977: 650-650a. Winerip, Michael. "What's a nice Jewish lawyer like John Rosenberg doing in Appalachia?" New York Times Magazine 29 June 1997 :25-27. ii Appalachian Poverty Thesis statement: Third world poverty and Appalachian poverty, which occurred in the United States of America, have come about for various reasons, and these situations have led to a great deal of problems. I. World-Wide poverty A. Third world poverty 1. Lack of Social Security 2. Lack of nutrition 3. Lack of financial stability B. First world poverty 1. New York 2. West Virginia II. United States of America poverty A. Cause of poverty 1. Unemployment 2. Racial dicrimination B. Effects of poverty 1. National shame iii 2. More poverty C. Resolution to poverty 1. Improve education 2. Improve technology

Regulating Food Advertising for Children

Regulating Food Advertising for Children Mollie Burdick February 14, 2012 HU 101 Critical Thinking Herzing University Online The most popular form of advertisement that companies use is association. This is done by having a famous actor or actress endorse the product by being in a commercial or using that product in their television show or movie. This form of advertisement is more effective in teens wanting to fit in. For even younger children they base what they want by what character or toy is in the commercial or on the front of the box. For example: Tony the tiger, Toucan Sam, and The Captain from Captain Crunch.Children associate things being good for them when they see them presented to them in this way, especially when they hear for example Tony the tiger saying â€Å"their great! † This is why, â€Å"thirty years ago, the marketing industry established the Children’s Advertising Review Unit (CARU) specifically to recognize that material which might be truthful and non-deceptive for adults could still mislead young people† (Liodice, R). There are guidelines for just about every aspect of our lives. Now they are trying to enforce stricter guidelines on how companies advertise their product.But can this be done without violating a company’s right for the freedom of speech? Yes, companies just need to be a little more creative. So in order to help fight childhood obesity, Liodice explains that â€Å"companies, individuals, families, schools, governments and the media need to work together in ways that will bring better health to everyone in this country† Advertisements are being targeted the hardest because children spend way too much time watching television. The average child watches about one thousand hours of television a year. â€Å"On average, children ages 2-5 spend 32 hours a week in front of a TV.Kids ages 6-11 spend about 28 hours a week in front of the TV and 71% of 8- to 18-year-olds have a TV in their bedroo m. † says Kyla Boyse. This shows that children are not being active enough and they are losing their imagination. Our lives are governed by guidelines in every form. But can this be done without violating a company’s right for the freedom of speech? Yes, companies just need to be a little more creative. So in order to help fight childhood obesity, â€Å"companies, individuals, families, schools, governments and the media need to work together in ways that will bring better health to everyone in this country† (Liodice, R).One of the things that the guidelines ignored is â€Å"the point and the fact that adults make the vast majority of food purchases for their families, particularly for younger kids† (Liodice, R). So if the adults don’t buy it the kids wouldn’t be able to eat it. But what the guidelines did not forget is what children do, to get what they want. Example how children will through a temper tantrum if they can’t have what t hey want. So the adults have a tendency to give in to keep the child calm. This problem I blame on the government for taking punishment out of the home.Adults are powerless against children in fear of going to jail for child abuse or child endangerment. Personally I feel a trip to the wood shed would be called for, it never hurt us, but it did get our attention. In order to help stop the bad influences of food commercials on children, companies have started backing off how many food commercials they advertise. According to Nielsen Media Research there was a thirteen percent decline (Liodice, R). Especially during the prime time when children are watching television. This is a start but not the cure for childhood obesity.This is not just a media problem. This is a problem starts at home, children need to play outside more in the fresh air so they get the exercise. T. V. was not designed to be a babysitter, but seeing it has become a babysitter schools, government, companies, individu als, and families all need to work together to stopping childhood obesity. References Boss, J (2010) Think: Critical Thinking and Logic Skills for Everyday Life. Retrieved on February 14, 2012 Kyla Boyse, RN. , August 2010, Television and Children, Retrieved on February 14, 2012 from http://www. med. umich. edu/yourchild/topics/tv. htm

Succubus on Top CHAPTER 20

Striking Sol with that tiny piece of wood was like dropping a nuclear warhead into the room. The blast threw me off the couch, and I hit the floor with a jarring, painful thud. Small objects flew into the walls. Art tumbled to the ground. The windows in the room blew out in a sparkling shower of shards. And it was raining inside. Blood and glitter fell down around me in red, gleaming streaks. Mine wasn't the only true nature to be revealed. In the instant before Sol had exploded, I had felt him. Really felt him. Yes, he was part of a different system than mine, but he was no minor immortal player looking to stir up a little trouble. He was a god. A bona fide, honest to goodness god. Now, I should point out that gods come and go in the world based on belief. Godly power is directly proportional to the faith of their believers. So, those whose names no one remembers often walk around literally as bums, no different from humans save for their immortality. Sol, however, had had a fair amount of power. Not like Krishna power or God with a capital G power, but a lot. Certainly more than me. Holy shit. I had just destroyed a god. I straightened up from my fetal curl and looked around. Everything was still except for a light wind blowing in though the now-open windows. My skin and clothing were spattered with sticky scarlet blood, like I'd been at the wrong end of a paintbrush at the Mortensens,. My heart rate refused to slow. A moment later, I heard the pounding of footsteps on the stairs. Alec burst into the room, drawn by the noise and the shaking. He looked around, his lower jaw practically dropping to the floor as he came to a screeching stop. My intoxication had not passed with Sol's destruction. That fucking ambrosia was still in my system, and it was actually getting worse. Still, my anger at Alec was such that I again overcame my befuddled senses and reflexes, and with a speed that came as a surprise even to me, I sprang at him and knocked him to the ground. A moment's shape-shifting, and my short and slim frame suddenly held considerably more muscle and strength than its appearance suggested. I straddled Alec with my legs and arms, and panic blazed on his face when he realized he couldn't budge an inch from my grip. I hit him hard across the face. My coordination might have been off, but it didn't take much to apply brute force. â€Å"Who the hell was he? Sol?† â€Å"I don't know!† I hit him again. â€Å"Honest, I don't. I don't know,† blathered Alec. â€Å"He was just this guy†¦he found me and made me a deal.† â€Å"What was the deal? Why'd you bring me to him?† He swallowed, blinking back tears. â€Å"Sex. He wanted sex. Lots of lovers all the time. Didn't matter if they were guys or girls, just as long as they were good-looking. I wasn't supposed to touch them. I just hooked them up with the potion until they wanted to meet Sol. Then he, you know†¦Ã¢â‚¬  â€Å"Fucked them and dumped them,† I finished angrily. I thought about Casey and the Abercrombie model guy in the coffee shop. I recalled Alec's desire to get me on the ambrosia but his reluctance to touch me, no matter how much he wanted to. I was meant for Sol. â€Å"So that wasn't ambros – er, potion in my cup tonight. That really was some date-rape drug.† â€Å"I don't know,† Alec whimpered. â€Å"Come on, let me go.† I tightened my grip and shook him. It took a moment since my fingers had a little trouble keeping hold. I had to work to maintain the fierceness of my face and voice. † What'd he give you? Did he pay you or something?† â€Å"No. He just†¦he just gave me more of the potion. All I wanted, so long as I kept the people coming.† â€Å"And you gave it to the band,† I realized. â€Å"Yeah. It was the only way†¦the only way we could get big. It's all I've ever wanted. To land a record deal and get famous. This was the only way.† â€Å"No,† I said. â€Å"It was just the fastest way.† â€Å"Look, what'd you do to Sol? What are you going to do to me?† â€Å"What am I going to do?† I yelled, my anger rising through the drug. I shook him, knocking his head against the floor. â€Å"I should kill you too! Do you know what you've done to all these people? To the band? Doug's in the hospital right now because of you.† His eyes went wide. â€Å"I didn't know that. Honest. I didn't want to hurt him†¦I-I just couldn't get the stuff on time. Not until I delivered you.† He spoke of me and the other victims like we were commodities. I wanted to pick him up and throw him out the window. I could do it too. Humans were indeed fragile things, and while my succubus shape-shifting didn't have the power to maintain this  §r-strong shape all night, I could hold it long enough to do some major damage. Despite my normal abhorrence of violence, I have to admit that throwing people around a room is actually more satisfying than you'd think. After Dominique had died, I tracked down the corrupt doctor who had botched her abortion. I had changed from Josephine and wore the shape of an apish, seven-foot-tall man with bulging muscles. Storming into the doctor's small, sinister office, I didn't waste any time. I grabbed him as if he weighed nothing and tossed him against the wall, knocking down shelves of curiosities and so-called medical implements. It felt fantastic. Striding over, I picked him up by the front of his shirt and punched him hard in the side of the head, ten times harder than I'd hit Alec. The doctor staggered and fell but still had enough life to scramble backwards, crab-style, in an effort to get away. â€Å"Who are you?† he cried. â€Å"You killed a girl tonight,† I told him, moving menacingly. â€Å"A blond dancer.† His eyes bulged. â€Å"It happens. I told her. She knew the risks.† I knelt down so that we were at eye level. â€Å"You cut her open and took her money. You didn't care what happened to her.† â€Å"Look, if you want the money back – â€Å" â€Å"I want her back. Can you do that?† He only stared, shaking with fear. I stared back at him, shaking with my own power. I had the ability to kill him. To throw him again or snap his neck or choke the breath from him. It was terrible and wrong, but seized by my own rage, I couldn't control myself. Honestly, it's fortunate in the long run that most incubi and succubi have mild personalities more bent on pleasure than on pain. With the ability to take on any shape, we can be pretty deadly to mortals if we're pissed off enough. They can't really stand against us. This doctor sure as hell couldn't. But another immortal could. â€Å"Josephine,† murmured Bastien's voice behind me. Then:† Fleur .† When I still didn't respond or loosen my grip, Bastien said, â€Å"Letha.† My birth name penetrated the bloodlust pulsing through me. â€Å"Let him go. He isn't worth your time.† â€Å"And Dominique isn't worth avenging?† I demanded, my eyes never leaving the wretched human before me. â€Å"Dominique is dead. Her soul is in the next world. Killing this man won't change that.† â€Å"It'll make me feel better.† â€Å"Maybe,† conceded Bastien. â€Å"But it isn't your place to mete out punishment to mortals. That's reserved for higher powers.† â€Å"I am a higher power.† The incubus rested a gentle hand on my shoulder. I flinched. â€Å"We play a different role. We don't kill mortals.† â€Å"You and I have both killed before, Bas.† â€Å"In defense. Protecting a village from raiders isn't the same as cold-blooded murder. You may be damned, but you aren't this far gone.† I released my hold on the doctor and leaned back on my knees. He stayed frozen. â€Å"I loved Dominique,† I whispered. â€Å"I know. That's the problem with mortals. They're easy to love and quick to perish. Better for all of us to keep our distance.† I didn't touch the doctor, but I didn't move either. Bastien gave me a gentle tug, still quietly reasonable. â€Å"Come on, let's go. Leave him. You don't have the right to end his life.† I let Bastien lead me out. Once in the dark alley flanking the doctor's office, I shape-shifted back to my more natural-feeling Josephine form. â€Å"I want to leave Paris,† I told him bleakly. â€Å"I want to go somewhere where there is no death.† He put an arm around me, and I leaned into his soothing presence. â€Å"No such place exists, Fleur.† In Sol's house, I still bore down on Alec, again empowered with the ability to crush his life if I chose. But Bastien's words echoed within me, and I realized with an ache how much I regretted my current hostility with the incubus. Regardless, he was still correct after all these years. Revenge killings were not my right. It was unfair for an immortal to take advantage of a much weaker mortal. I would be no better than Sol. And looking at Alec underneath me, I realized just how terribly young he was. Not much older than Dominique. And anyway, my strength and coherence were failing by the second. I leaned in menacingly to Alec. â€Å"G-get out,† I mumbled through numbed lips. â€Å"I want you to get out. Out of Seattle. Don't ever contact Doug or anyone else from the band again. If I find out you're still in the city tomorrow night†¦Ã¢â‚¬  I struggled for an appropriate threat. My mental processes were grinding to a halt. â€Å"You, um, won't like it. Do you understand?† My bluff worked; he was clearly terrified. I climbed off him and sat crouched because I couldn't stand. He scrambled up, gave me a last terrified look, and tore out of the room. As soon as the door closed, I passed out.