Dystopia Essay Example | Topics and Well Written Essays - 500 words - 1

Oppressed world - Essay Example This, hence, infers the individuals from the general public live in a state and conditions that can't be supposed to be favorable for human presence in view of how they are controlled. A portion of the wellsprings of control that cause the residents to live in a dehumanized state to incorporate strict, innovative and corporate control (Gordin, Tilley and „ Prakash 56).The American culture is constrained by bipartisan gatherings that are not centered around the real cultural needs. There are a few parts of the American culture today that show that the residents are living in a dehumanized state. In the American culture, there has been the aggregate loss of memory. Besides the general public has overlooked the historical backdrop of humanity, how man appeared and how man used to quite a while prior. This has been brought about by the bureaucratic strict and mechanical control in the general public. In the current American culture, uber enterprises, for example, United Continental and Colgate Palmolive have kept on lessening and midget the intensity of the administration and the residents (Shteyngar 201). Because of this bureaucratic control, things like heath care and training have been privatized and the impact of this is deplorable. The aggregate memory misfortune and the overlooking of history of humankind have caused the residents to turn out to be anything but difficult to control. Gordin, Tilley and „ Prakash keep on saying that the American culture is anything but difficult to control mentally (32). The aftereffect of this is the general public has lived in a dehumanized state. The control that the general public encounters from the bureaucratic, strict and corporate parts of their lives has encouraged the mental control; consequently, causing the condition of living to be one that can be supposed to be a dehumanized one. Shteyngart state that the American culture is such a great amount of worried about their well prosperity and they endeavor hard to have the option to improve their lives (112). They have kept on being constrained by their occupations and individual needs. In the

Cafe de Coral Business to Europe free essay sample

Vital issue: Should Cafe de Coral extend their business to the European market? [pic] Photo: Cafe de Coral at Uptown Plaza, Tai Po, Hong Kong Source of picture: Wikipedia client Wing1990hk Student Name: Kam Wing Chi (10430181) Background Cafe de Coral is a notable drive-through eatery bunch in Hong Kong. It claims and works cheap food chains and eateries including Cafe de Coral, The Spaghetti House, Ah Yee Leng Tong, and so forth. Bistro de Coral gathering is additionally perceived as the world biggest Chinese drive-through joints, its business has developed to work more than 580 separate stores over its brands all over Hong Kong, Mainland China, Southeast Asia, North America, and so forth. Since 1968 Cafe de Coral opened its first café in Causeway Bay, Hong Kong. There were 11 Cafe de Coral eateries until 1980, however by one way or another, they were not all completely self-filling in as these days. Since the shopper conduct back to the 1970s was conventional, self-serving was another thought in the market, these made a major effect their business. Bistro de Coral administration did a great deal of hard works like advancement on how does oneself serving mean and work, masterminding fixed staff to support the important clients. All these open relationship works had picked up their business be in the groove again. In 1979, Cafe de Coral set up its first food handling plant in Yau Tong, a move regularly taken to bring down expenses and guarantee consistency. In 1986, it turned into the primary café gathering to be a recorded organization in The Hong Kong Stock Exchange. As of not long ago, Cafe de Coral works more than 100 chain stores in he Hong Kong area. All through all the Cafe de Coral items as of not long ago, there are numerous mark dishes. For example, the â€Å"Baked Pork Chop Rice†, â€Å"Grilled Unagi (eel) Rice†, â€Å"Roasted Spring Chicken†, â€Å"Grilled Steak†, â€Å"Barbecue Meat†, and so on. Huge numbers of them are as yet the most well known dishes among their business. Likewi se, these products’ ingrediants are generally imported from Europe and South America. Next to their business key, they created logical managment for the most part improving monetary proficiency, particularly in the process of giving birth efficiency. They made quantities of nitty gritty and exacting working guidelines. The point was to guarantee nourishments in any chain eatery share a similar quality. Additionally, their organization is filling in as formal structure. Each eatery is individual to the others, and each store is depicted as a group, the head supervisor is the pioneer and his responsiblity is to design, sort out, lead and control in Cafe de Coral so as to arrive at the objectives. Back to the 1990s, Cafe de Coral made its first securing by purchasing the Ah Yee Leng Tong chains for $14 million HKD. After a year in 1991, it obtained The Spaghetti House, a well known chain that served HK-style Italian food. In 1996, Cafe de Coral opened up its first Bravo le Cafe café and at that year, it procured Scanfoods, a ham preparing and food conveyance business. In 1998, it began another eatery networks called Super Congee Noodle. During the 2000s, Cafe de Coral obtained China Inn, New Asia Dabao, and Olivers Super Sandwiches. Those restuarants are mostly Hong Kong based business. Adjacent to those limited acquisitions, Cafe de Coral gathering likewise obtained their first oversea business, Manchu Wok. It is a Chinese cheap food chain restuarant in United States and Canada, and works more than 200 stores. A large portion of the stores are in shopping center areas. From the business key of Cafe de Coral gathering, it appears to be effective in the Hong Kong showcase. As indicated by an insights of Census and Statistics Department in 2011, it possessed 20% of piece of the overall industry, which was the most elevated rate among nearby drive-thru eateries in Hong Kong. Until November 2012, the net benefit of the Cafe de Coral gathering was HKD474 millions of every 2012. Be that as it may, contrasting with the most recent 2 years of income, their monetary net benefits were remained practically same figures with HKD513 millions of every 2010 and HKD514 millions of every 2011. As per Forbles 2012, the market estimation of Cafe de Coral is worth HKD10. 4 billions. Michael Chan Yue Kwong, the Chairman of the Cafe de Coral Holding Limited, works for the gathering since 1984. From his significant business choices and acquisitions, it made the gathering turned into the monster in the Hong Kong cheap food chain advertise. Some way or another, the development of business as of late is beginning to stop. Be that as it may, his aspiration is to make Cafe de Coral to become worldwide association as McDonald or KFC. Aside from Michael Chan, The Board of Directors, Lo’s Family, Sunny Lo Hoi Kwong, Anita Lo Pik Lai and Peter Lo Tak Shing are likewise the key people and conveying a similar aspiration to lead the gathering into the top brand in the market. So as to accomplish this, the gathering is choosing to make their initial step to the European market. Europe has built up a preference for an assortment of ethnic cooking styles and Europeans have become progressively brave with regards to eating ethnic nourishments, and are exploring different avenues regarding a few distinct kinds of food. In numerous nations, Chinese cooking has gotten progressively well known. As indicated by the PR Log (Press Release) investigate in 2011, the Chinese and Oriental food in the United Kingdom is the biggest while asserting a 42% offer. In addition, there were in excess of 15,000 Chinese remove or eateries until Nov 2012. Yet, a considerable lot of them were situated at certain towns or modest communities and just a couple are in the city or town focus. However, as of now, the European Union is in monetary emergency, and it might require a drawn out answer for recuperate. These money related obligation emergencies happened causing numerous nations in a fundamental financial emergency. At the point when all the banks are compelled to raise capital simultaneously, this outcomes more fragile banks and a significantly longer downturn. Likewise, these influenced the nations outside the Euro-zone, as United Kingdom, Swiss, and so on. Other than the financial framework, the properties and swapping scale were hit to new recorded lows. Questions 1. Bistro de Coral gathering should consider growing their business to the European market as of now. What factors they should be thought of? |Key Persons |Pros |Cons | |Michael Chan, the Chairman|Michael has encounters in the Chinese cheap food | |of the Cafe de Coral Group|market in United States. With references of the | |Manchu Wok business, it is accepted the market of | |Europe will be fruitful as in U. S. | |Lo’s Family, the Board of |Ambitious to extend the Cafe de Coral into a | |Directors of the Cafe de |global endeavor. | |Coral Group | |Management in Europe |As the overseeing style of the Hong Kong Cafe de | |Coral is gained from the Western nations, there | |shall be no contention in the event that they extend business in | |there. | |Economics in Europe |As the properties and swapping scale are at low |The emergency of the monetary in Europe needs to| | |position, speculation or capital infusion will |be recouped in long haul, it gives the | |surely be a deal as of now. |shareholders numerous questionable concerns and | |doubts. They may stress is this the privilege time| | |to grow? | |Competitors in Europe |Fast natural way of life cafés are numerous in the |There are numerous Chinese remove or | |Europe, I. e. McDonalds, Burger Kings, KFC, |restaurants in numerous urban communities, they have done | |Maryland Chicken, and so forth. Be that as it may, none of them are |and created for a considerable length of time to make the privilege | |dealing with Chinese cooking or Oriental nourishments. taste for the clients. Bistro de Coral may | |This new thought could carry an effect available. |need a drawn out answer for have the option to stand| | |in the market. | |European clients |Europeans have become progressively brave when trying| | |ethnic nourishments, and are trying different things with a few | |different kinds of food. Chinese cheap food would | |be another thought and first domain in advertise. | |Hong Kong showcase |As the business in Hong Kong is getting steady, | |the center while moving in Europe would not bring| | |any negative effect, however spirit would be raised up| | |as the firm is going worldwide. | 2. In light of those variables of thought, should Cafe de Coral grow their business to the European market? In light of the thought about variables, Cafe de Coral ought to grow their business to Europe. This is because of the accomplishment of Manchu Wok in the U. S. , which can be a decent reference for promoting in Europe. Likewise, by applying the present administration style to the Cafe de Coral in Europe, it will be another positive effect for the inexpensive food chain showcase. The financial matters emergency in Europe is the significant negative ramifications, however putting the eateries in there can be considered as another sort of venture, I. e. low swapping scale of Euro, modest properties for buy or lease, and furthermore hit up the work rate. Besides, by considering the cheap food chain cafés, Chinese cooking inexpensive food is new thought in Europe. Numerous European are intrigued of attempting Oriental nourishments, and Cafe de Coral has just evolved numerous mark dishes regardless of Western or Japanese style. Indeed, even there are numerous Chinese cafés in the urban areas, yet on the off chance that all the more inexpensive food chains would give the clients certainty on the taste. As the gathering is expecting to go worldwide, it should raise up the investors and the worker spirit. When the Cafe de Coral gathering in entered the European market, this can fulfill the aspiration of the Board of Directors. References 1. Liman, C and Kingchu. K. , 2008. 100 Marks for You. Hong Kong: Cosmos Books 2. Bistro de Coral Holdings Limited, 2012. Bistro de Coral key realities [pdf] Available at: [Accessed 30th Dec 2012]. 3. Enumeration and Statistics Department, 2012. Report on Quarterly Survey of Restaurant Receipts and Purchases [pdf] Available at [Accessed nineteenth Jan 2013]. 4. Public statement Distribution, 2011. PR Log site. Chinese Food: The Most Popular Ethnic Food in Europe with 42% Market Share. [online] Available at: http://www. prlog. organization/10032587-chinese-food-the-most-po

best essay writing service in uk

best essay writing service in uk Students of all educational levels have experienced stress in the face of their busy schedules and duty. Writing essays can be extremely time-consuming for any school/college/ or university student who has limited time to submit his custom essay. BEST ESSAY WRITING SERVICE in UK Summary BEST ESSAY WRITING SERVICE in UKEssay Writing Problem Students:-Here are a few tips to get Best Essay Writing Service in UkThe Ultimate List of Essay Writing Services.1. Calltutors.com2. Coursementors.com3. AustrilanAssignments.com Are you trapped having an essay subject that is undoubtedly difficult? If you are facing many problems, you should think about getting essay writing help from professional essay writing service. Our writers provide you a unique and quality custom essay. The growing number of essay writing services is entirely overwhelming. Every service is striving to be the best. Essay Writing Problem Students:- All the students are looking for a good writing way all around the world. They regularly, come from the USA, UK, Australia, New Zealand, Ireland, Canada, UAE, Saudi Arabia, Hong Kong, India, Malaysia, South Africa or Singapore. Their universities based in some of the biggest cities in the whole world. Here are a few tips to get Best Essay Writing Service in Uk Writers and samples: Good excellent writing services offer much information on their writers. Your chosen essay writing service has English speaking writers that are experts in their subject. They should also provide samples of their work so you can see it.Range of services: Range of facilities: An excellent essay writing service should have an open range of services. It is important because you are more likely to find what you need and an expert for their subject, academic level, and all other needs.Prices, discounts, and coupons: Always take a look at their prices. If they are secretive about it, also, find coupons, promo codes, or cuts that could lower the cost that you have to pay. Best writing generally offers these services.Customer support: Best assignment writing services often feature to provide the right customer. There should be a number of ways to reach them â€" a phone number, email, live chat, and social media in some cases. You need excellent customer support in case y ou need something urgently.Feedback and reviews: Before working with a service, look at some of their reviews online, articles about them, forum discussions, feedback, etc. This will give you the right image of how service is excellent.Year of establishment: Young essay writing services may not be as good as some of the older ones. Keep this in mind when buying your essay. The Ultimate List of Essay Writing Services. Which essay writing service to choose for your difficult essay, we have an excess of options for you. You can go through at the following websites to trusted for stellar essay writing services according to the reviews posted on the leading review websites. Our top review experts have collected and studied the students’ reviews to create this official list of top best essay writing services UK online. 1. Calltutors.com The best essay writing service in UK for students, Calltutors.com has made it to the list of top academic service providers in more than one review websites due to the sheer number of positive reviews submitted by satisfied students. Having unparalleled style and quality of writing, Calltutors.com is a real savior when it comes to saving the grades of the students facing educational distress with their essays. From affordable prices to a team of qualified writers, Calltutors.com has it all. The reviews collected by our experts also say many about their stable online customer support services. They have helped many students come out of their problematic scholastic situations with the facility. Key takeaways: Reference samples for all subjectsTailored solutions for maximum satisfactionDedicated student area for flawless communication with writersScholarship program for studentsRound the clock supportShortest turnaround times so that no deadline missed 2. Coursementors.com It comes to providing educational help for students in need, and it is no surprise that Coursementors.com Makes to it this list. They have been offering excellent essays for students all over the globe, catering to several of the different requirements at various academic levels with content. The students gushed about the pay off and timeliness part of Coursementors.com. Assist essay writing help from the best writers in the world is one of the best things when you are trying to save your grades in college or university, and Coursementors.com. Does just that. Their group of talented writers makes it a dream-come-true for students who help their stellar essay writing services, according to the reviews. Services, according to the reports. Key takeaways: Best price guaranteed on all servicesComplete custom essay writing solutionsAttractive signup and loyalty schemesFree Plagiarism reportExtremely responsive essay expertsSpeedy service to beat deadlinesTotal compliance with university standards 3. AustrilanAssignments.com AustrilanAssignments.com is also one of the best essay writing services in UK that students have posted an impressive assessment. They have consistently provided good quality of essays for the students in the world and have followed all the academic guidelines accepted at the higher education universities of the world. Students have also well known the fast pace of delivery by the writers at AustrilanAssignments.com that has helped them turn in essays within hard deadlines and no understanding of quality. Our review experts have collected. The students in the world are highly pleased with the services of AustrilanAssignments.com when it comes to submitting great essays. AustrilanAssignments.com is also one of the best essay writing services in UK that students have posted splendid reviews on. And have followed all the academic instruction accepted at the higher education universities of the world. Key takeaways: Customized assignment solutions 100+ subjects3000+ Ph.D. expertsComprehensive samples for all academic levelsJaw-dropping discounts and offersStudent-dedicated blog sectionDeadline oriented services

Macbeth, By William Shakespeare Essay - 1487 Words

â€Å"Every action has a reaction†. Macbeth by William Shakespeare is a tale which illuminates the consequences of violating the â€Å"Natural order†, the hierarchy of beings in the universe. When Macbeth, a warrior well-known for his courage and bravery, murders King Duncan acting on his unchecked ambition to claim the throne, the order was disrupted, the result†¦chaos. Shakespeare uses symbolism to illustrate the atmosphere of the play as the natural order is flung into a state of turmoil. These techniques used by Shakespeare is used to enhance the classic battle between good and evil while engaging the readers. Through the ways that light and darkness, night and day, and good and bad are used in the play we are able to explore the unnatural chaos resulting from the damage done to the order by Macbeth’s ambition. Darkness is associated with cruelty, chaos, and corruption. Macbeth’s downfall is led by his own actions and negative characteristics which slowly emerge later on in the play. His two-faced personality and unchecked ambition are the embodiments of darkness within him, which lead to his death. The play begins with Macbeth’s encounter with the three witches, a clear representation of all elements which are supernatural and evil. Their predictions trigger a chain of events that slowly drain Macbeth of light and fill him with darkness. In Macbeth’s soliloquy, he says, â€Å"Stars, hide your fires, let not light see my black and deep desires†. His desires are so terrible and evil heShow MoreRelatedMacbeth by William Shakespeare770 Words   |  3 PagesThe play Macbeth is written by William Shakespeare. It is believed to be written between 1603 and 1607 and set in eleventh century Scotland. It is also believed to be first performed in 1606. It is considered to be one of the darkest and most powerful tragedies. Macbeth, set in Scotland, dramatizes the psychological and political effects produced when evil is chosen to fulfill the ambition of power. The Tragedy of Macbeth is Shakespeare’s shortest tragedy and tells the story of Macbeth, a ScottishRead MoreMacbeth, By William Shakespeare1425 Words   |  6 PagesMacbeth Just Can’t Wait To Be King Everyone has a quality that they do not like about themselves. Some people struggle to be social, others may be too controlling of people. The list goes on and on, but the point is that everybody has a particular quality that they must learn to control or else that particular quality can get out of hand. Of course, one could write a list of characters that have major flaws. There is no better example than William Shakespeare’s character, Macbeth, in The TragedyRead MoreMacbeth, By William Shakespeare1409 Words   |  6 Pages â€Å"Fair is foul, and foul is fair: Hover through the fog and filthy air.† On October 17th, I had the pleasure of going to see Macbeth performed at the Shakespeare Tavern. Along with its reputation for being â€Å"cursed,† Macbeth is also known as one of the crown jewels of William Shakespeare’s repertoire. In my opinion, the central concept of this particular retelling of the play was the murkiness of character. Throughout the pla y, the many characters go through fierce temptation and strife, and noneRead MoreMacbeth, By William Shakespeare1203 Words   |  5 PagesMacbeth is a play based on King James I, it was written by William Shakespeare, however this play isn’t a king and queen fairy tale, but it’s a play about greed and guilt, chaos and murder and three evil witches who use prophecies to influence Macbeth to do bad things, using flattery would instigate his inner ambition to become king, which in the end doesn’t lead to a very happy ending. Shakespeare’s, Macbeth, was written in the early Jacobean period. During those times, women had no power, theyRead MoreMacbeth, By William Shakespeare1243 Words   |  5 PagesIn William Shakespeare’s â€Å"Macbeth†, the author portrays the main character Macbeth as a very tortured and flawed individual whose actions only serve to further unravel him. He is conflicted and power hungry, which drives him to perform evil murders and become a ruthless person. Macbeth’s moral compass is not resilient enough to withstand his wife’s manipulations and he is provoked to act on his malicious thoughts of murder. The author explores the terrible effects that ambition and guilt can haveRead MoreMacbeth, By William Shakespeare1483 Words   |  6 Pagesdifferent references in the play of how a king deals with power and if they use it for better or for their own personal gain. In the play Macbeth, by William Shakespeare, Macbeth’s obsession with his journe y to power leads to his failure. This obsession is demonstrated through the prophecies, the murder of his best friend Banquo, and his own demise. Macbeth demonstrates that he is incapable of mastering the power and responsibilities of being a king. This is indicated throughout the play with theRead MoreMacbeth, By William Shakespeare1045 Words   |  5 PagesBlood appears in only two forms, but many times in Macbeth by William Shakespeare; between the war scene at the beginning of the play and the lifting of Macbeth’s severed being lifted by Macduff at the end. It can be said that Macbeth could have been written in blood that there is such a large amount. What is unique about blood in Macbeth is that the â€Å"imaginary blood† or the guilt that the murderer feels plays more of a role of understand and amplifying the theme of the play, that blood is guiltRead MoreMacbeth, By William Shakespeare1431 Words   |  6 Pages Macbeth, though originally a valiant and prudent soldier, deteriorates into an unwise king whose rash decisions conclusively end in the atrophy of his title, power, and position. Several facto rs contribute to the downfall of Macbeth, which produce a contagion effect and ultimately end with his demise. He receives help from his â€Å"inner ambitions and external urgings† which result in his downfall (Bernad 49). The â€Å"external urgings† consist of the weird sisters who disclose his prophecies, which enlightenRead MoreMacbeth, By William Shakespeare2060 Words   |  9 Pagesthe green one red Macbeth Quote (Act II, Sc. II). Out, out, brief candle! Life s but a walking shadow, a poor player that struts and frets his hour upon the stage and then is heard no more: it is a tale told by an idiot, full of sound and fury, signifying nothing. Macbeth Quote (Act V, Scene V). These quotes have been taken from play Macbeth written by William Shakespeare. Like these quotes there are hundreds and thousands of such heart touching quotes written by Shakespeare in his many differentRead MoreMacbeth, By William Shakespeare1320 Words   |  6 PagesThe oxford dictionary definition of guilt, 1, the fact of having committed a specified or implied offence or crime, 1.1, a feeling of having committed wrong or failed in obligation. In Macbeth written by William Shakespeare, Macbeth, the titular character and his wife Lady Macbeth kill the King in order to become King and Queen themselves, this came with consequences which are still relevant in society today. The guilt they felt and the relevance to sleeplessness are common topics almost four hundred

Most Famous and Influential Geologists

My Summer Vacation Free Essays

Summer vacation is something that we all look forward to. Some of us plan our summer vacation down to the last detail, and some fall into it as a welcome relief from plans. Somehow, every year, summer flies by. We will write a custom essay sample on My Summer Vacation or any similar topic only for you Order Now Since it is already june, I’m starting to accept the fact that the warm summer months are already over. So, I would like to share the highlight of my summer. Since I had summer classes I wasn’t really able to go to different places, relax and feel the heat of the sun. Most of the time, I was just in school attending my classes and studying my lessons. But I guess one of the most awesome thing that happened last summer was when I met my girlfriend. It was one hot summer afternoon when I saw her. I was talking to the girl I was courting at school when she came by, and I was quickly mesmerized by her beauty. What happened after that is like a dream. We spent every waking moment together. I had always been a little shy around girls, but she was so easy to talk to that I forgot to be tongue tied. And before summer ended we went to Cebu. I met some of her friends there and we hanged out with them. We also visited some of her favorite places. I am thankful for the wonderful memories I have with her and our fantastic summer together as well as for the awesome experience of having loved someone so intensely. How to cite My Summer Vacation, Papers My Summer Vacation Free Essays â€Å"Hey, [insert name]? Whassup? † I yelled from the tree, but [insert name] didn’t hear me. So I had to grab another apple and then climb down from my tree to go talk to him. By the time I got over to [insert name], he was just sitting there in the grass like a zombie with this stupid grin on his face, staring off into space. We will write a custom essay sample on My Summer Vacation or any similar topic only for you Order Now â€Å"Wassup workboy? † I asked as I plopped down onto the freshly cut grass beside [insert name]. Well, he told me what’s up alright: endolphins! Oh, yeah! [Insert name] was getting paid a whole ten dollars to get high. I didn’t understand what [insert name] was talking about with this dolphin high, but then I kinda’ figured out what he was trying to say. If I ran around the yard really fast with the lawnmower, my brain would get endolphins that make you high. So, I grabbed the lawnmower and raced off to finish mowing the grass so that I could be high too. It worked! We sat there laughing about being paid to get high. The rest of my summer vacation was spent mowing grass, painting a garage, and in helping my dad put new cupboards into the kitchen for my mom. They never suspected that I was getting high on dolphins while I was working. Parents are pretty dumb about that stuff; they thought that I was smiling because I liked getting paid. Well, the pay was good too because I made enough to buy a new [insert item] at a back to school sale. On this summer vacation I learned that I want to exercise more so that I can play sports at school, and then teach the whole team how to get high on endolphins. Adults are so stupid trying to get high on drugs and alcohol while dolphins are still legal. Kids are smart. We know a good thing when we see it. There’s nothing like spending your summer vacation getting high legally, and getting paid to go do it. [Teachers name] I asked my Mom to read this summer vacation essay before I turn it in, and she wants you to write her a note that I can take home with me to explain what endolphins are. My big sister says they are endorphins, not dolphins, but she always lies to me to get me in trouble at back to school time. Thank you. The end. How to cite My Summer Vacation, Essay examples My Summer Vacation Free Essays My Summer Vacation My summer vacation was really fun and I enjoyed every minute of it. The first day of my Summer vacation was boring, but I knew it would be because it was the first day. I spent Almost my entire summer vacation with Astrid and my cousin as well as my family. We will write a custom essay sample on My Summer Vacation or any similar topic only for you Order Now The first thing I wanted to do was to go to the beach. I ended up going to the beach, but it Was when Tania invited me to come out of a video for her fifteen and I of course I said Yes. As well as Astrid did too. I was really excited that I was finally going to the beach. When we got there the first thing I saw was the beautiful ocean. I wanted to get out of the Car already so that I could smell the fresh air of the ocean. But when I got out of the car It turned out that it was really cold and I was freezing. I had a great time though because I spend the day with my friends and I finally went to the beach. I also did lots of Shopping this past summer vacation. So there was a day that I decided that I was going to Go the mall and buy clothes. I called Astrid and said, â€Å"Hey Astrid lets go to the Mall† and she agreed on coming with me. Well then after a few weeks I went to the Movies with my sister and my cousins, we watched Green Lantern. And after a few more Days I went to the movies again but this time I saw three movies which were: Sucker Punch, Soul Sulfur, and Scream 4. There was a day where I really wanted to go bowling, But I had no idea who would I go with and who would take me . Then I called Astrid and Asked her if she wanted to go and later that day we went bowling and I was really happy Afterward. I had sleepovers with Astrid and my cousins and we would talk about so Many things. Then my cousin invited me to a party that I was really excited about. I also went swimming at my mom’s friend house; I enjoyed having the water on my face. While we were in the pool we played some volleyball, but I really wasn’t good at it so Team eventually lost and they weren’t very happy with that. When we got out from the Pool we went to see some movies with some chips and sodas. This summer was the best Summer vacation I ever had, I did so many things that I thought I wouldn’t do, but I did And I am very happy about that. My was goal was to have the best summer vacation and I achieved my goal. I had so many experiences and achievements. I hope I have another Great summer vacation that I won’t forget. How to cite My Summer Vacation, Papers

Shakespeares use of context in Hamlet Essay Example For Students

Shakespeares use of context in Hamlet Essay Shakespeare s work often contains a variety of contexts and we will definitely find that these contexts are associated with the values present in Hamlet. The different contexts includes personal, social, cultural, political and spiritual. To understand these values we need to be constantly challenging ourselves with bright ideas about these concepts in Hamlet. With economy and grace Shakespeare sets his mood, introduces his major characters, presents his background information, begins his exploration of the play’s major themes, and sets his plot, all within two short scenes. The only major plot strand not established in this section is that of Hamlet’s relationship with Ophelia, who appears in the following scene. Other than that omission, the first two scenes introduce all the major strands that will occur throughout the play. Hamlet s inaction and procrastination is a main issue in the personal context. He intellectualises over what the right thing is and is not a man who yields to passion. Being a man of thought and reason his inactions are contrasted by Laertes and Fortinbras leadership qualities showing Shakespeare s value of action. Hamlet’s father, the king of Denmark, has died suddenly. The dead king’s brother, Claudius, marries Hamlet’s mother and swiftly assumes the throne, a throne that Hamlet expected would be his upon the death of his father. Hamlet’s father’s ghost confronts Hamlet and tells him that his death was not natural, but instead was murder. Hamlet swears revenge. But rather than swoop instantly to that revenge, Hamlet pretends to be insane still wearing black in mourning for the dead king. Gertrude urges him to cast it off, but he replies bitterly that his inner sorrow is so great that his sour appearance is merely a poor mirror of it. Claudius declares that all fathers die, and that all sons must lose their fathers, and that to mourn for too long is unmanly and inappropriate. Shakespeare s view of deception is revealed when Hamlet puts on this antic disposition and delays in killing Claudius. But Hamlet did not swear to his dead father that he, detective-like, would investigate. Hamlet swore revenge. And he has more than enough motivation to exact revenge. Yet he delays. It is this delay in performing the act he has sworn to accomplish which leads to Hamlet’s death. The poison on the tip of Laertes sword is a metaphor for the poison of procrastination, which has been coursing through Hamlet s system throughout the play. The incestuous relationship between Claudius and Gertrude is completely unacceptable. For a man to kill his brother then steal his throne and wife is of the lowest action. Claudius has gained so much personally, but the truth is soon found out. Another issue is Shakespeare s use of the King s role relating to the social context. The people in Shakespeare s time thought that the Gods appointed the king s role as he represents the land, so the action of the king is always approved by the society. If something is wrong with the king then there must be something wrong with Denmark, affecting the state as he socially affects the law being the leader of the land. The corruption and decay of Denmark and its society is expressed at several different levels. Recurrent imagery, such as the unweeded garden or the decay imagery of corpses, dust and graves and poison present this repulsive image. In Hamlet, most of the images Shakespeare uses highlight the idea that this world is ‘an unweeded garden’, a wonderful image that shows that this is a world, which once was well provided but now has become out of control. Corruption is suggested in the moral sense as well as the physical sense. The dirty deal done between Claudius and Fortinbras to invade a neighbouring country reflects another form of corruption and decay. Also King Claudius speaks to Rosencrantz and Guildernstern. .ua47c92348dc90aba7f1b0915a50d4e4e , .ua47c92348dc90aba7f1b0915a50d4e4e .postImageUrl , .ua47c92348dc90aba7f1b0915a50d4e4e .centered-text-area { min-height: 80px; position: relative; } .ua47c92348dc90aba7f1b0915a50d4e4e , .ua47c92348dc90aba7f1b0915a50d4e4e:hover , .ua47c92348dc90aba7f1b0915a50d4e4e:visited , .ua47c92348dc90aba7f1b0915a50d4e4e:active { border:0!important; } .ua47c92348dc90aba7f1b0915a50d4e4e .clearfix:after { content: ""; display: table; clear: both; } .ua47c92348dc90aba7f1b0915a50d4e4e { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ua47c92348dc90aba7f1b0915a50d4e4e:active , .ua47c92348dc90aba7f1b0915a50d4e4e:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ua47c92348dc90aba7f1b0915a50d4e4e .centered-text-area { width: 100%; position: relative ; } .ua47c92348dc90aba7f1b0915a50d4e4e .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ua47c92348dc90aba7f1b0915a50d4e4e .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ua47c92348dc90aba7f1b0915a50d4e4e .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ua47c92348dc90aba7f1b0915a50d4e4e:hover .ctaButton { background-color: #34495E!important; } .ua47c92348dc90aba7f1b0915a50d4e4e .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ua47c92348dc90aba7f1b0915a50d4e4e .ua47c92348dc90aba7f1b0915a50d4e4e-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ua47c92348dc90aba7f1b0915a50d4e4e:after { content: ""; display: block; clear: both; } READ: American musical comedy-drama EssayShaken by the play within the play and now considering Hamlet’s madness to be dangerous, Claudius asks the pair to escort Hamlet on a voyage to England, and to depart immediately. They agree, and leave to get themselves ready. Then Polonius enters, and reminds the king of his plan to hide in Gertrude’s room and observe Hamlet’s confrontation with her. He promises to tell Claudius all that he learns. When Polonius leaves, the king is alone, and he immediately bewails his guilt and grief over his sin. A brother’s murder, he says, is the oldest sin, and â€Å"hath the eldest curse upon’t. He longs to ask for forgiveness, but says that he is unprepared to give up that which he gained by committing the murder, namely, the crown and the queen. He falls to his knees and begins to pray. Hamlet slips quietly into the room, and approaches himself to kill Claudius. Suddenly he realises that if he kills the king while he is praying, he will send the king’s soul to heaven, which is hardly an adequate revenge, especially since Claudius, by killing Hamlet’s father before he had time to make his last confession, ensured that his brother would not go to heaven. Hamlet decides to wait, resolving to kill Claudius when he is sinning. He leaves and Claudius rises and declares that he has been unable to pray sincerely. â€Å"My words fly up, my thoughts remain below†¦Ã¢â‚¬  Hamlet reminds his mother that he must sail to England with Rosencrantz and Guildernstern, whom he says he will trust as fully as though they were venomous snakes. Hamlet calls Rosencrantz a â€Å"sponge†¦ that soaks up the king’s countenance, his rewards, his authorities. † The injustice actions of Rosencrantz and Guildernstern lead to their very own miserable death. Undoubtedly, moral and ethical values are a key essence in the society. Shakespeare belonged to the Elizabethan and Jacobean cultures, corresponding to the times of Elizabeth I and her cousin, James I. The King s position during the Elizabethan culture is rather interesting. Everybody acts like sheep, all following the directions given by the king. Many great writers lived during this time, such as Christopher Marlowe and Ben Johnson, creating a colossal theatrical explosion. There are some passages of prose, used as a contrast to the poetic style. Prose often indicates a different social class or the lower classes, servants or clowns, who were unable to speak in the elevated, educated way that kings and queens, heroes and heroines, did. On the political side of things with the King s image being exceptionally powerful, the people of the land abide by his laws. His actions inspire the community to be a mirror reflection of him, and to follow the hard earned footsteps of a heroic role model. In the old law, the king represented the land, so if the king did something, everyone else would follow his decisions. His laws reveal that this is not a fare world and if you are not on his pleasant side and decide to oppose such a highly ranked mastermind, you are doomed for a horrific destiny. In this political sense, King Claudius demonstrates how issues may go his way, whether they are righteous or not. The appearance of the ghost on a chilling, misty night outside Elsinore Castle introduces the element of the spiritual context into the play, and indicates immediately that, â€Å"the time is out of joint† that something is wrong in Denmark. Despite the apparent vitality of Claudius’s court, Shakespeare tells us, trouble is clearly on the horizon, Horatio interprets the ghost as a warning about Fortinbras. Hamlet, devastated by his father’s death and betrayed by his mother’s marriage, already feels that â€Å"something is rotten in the state of Denmark. † Hamlet’s bitterness, his yearning for suicide, and the other characters’ remarks about his odd behavior indicate the extent to which Hamlet is not his usual self. In fact, nothing in Denmark is usual. .ue6fa10070329ec19213876e9b652fa99 , .ue6fa10070329ec19213876e9b652fa99 .postImageUrl , .ue6fa10070329ec19213876e9b652fa99 .centered-text-area { min-height: 80px; position: relative; } .ue6fa10070329ec19213876e9b652fa99 , .ue6fa10070329ec19213876e9b652fa99:hover , .ue6fa10070329ec19213876e9b652fa99:visited , .ue6fa10070329ec19213876e9b652fa99:active { border:0!important; } .ue6fa10070329ec19213876e9b652fa99 .clearfix:after { content: ""; display: table; clear: both; } .ue6fa10070329ec19213876e9b652fa99 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ue6fa10070329ec19213876e9b652fa99:active , .ue6fa10070329ec19213876e9b652fa99:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ue6fa10070329ec19213876e9b652fa99 .centered-text-area { width: 100%; position: relative ; } .ue6fa10070329ec19213876e9b652fa99 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ue6fa10070329ec19213876e9b652fa99 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ue6fa10070329ec19213876e9b652fa99 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ue6fa10070329ec19213876e9b652fa99:hover .ctaButton { background-color: #34495E!important; } .ue6fa10070329ec19213876e9b652fa99 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ue6fa10070329ec19213876e9b652fa99 .ue6fa10070329ec19213876e9b652fa99-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ue6fa10070329ec19213876e9b652fa99:after { content: ""; display: block; clear: both; } READ: Twelfth Night, Or What You Will EssayThe play opens immediately after the disruption of a very long, stable, and uneventful period under the reign of King Hamlet. The appearance of the ghost affords the characters the opportunity to tell the audience about the recent death of King Hamlet and the history of his conflict with Poland, which in turn introduces the idea that Fortinbras has a grudge against Denmark. Claudius’s speech informs us of his marriage to Gertrude, and Hamlet’s bitterness toward Claudius and his following soliloquy establishes his melancholy and desperation over those events. The shock of the ghost’s appearance, and Hamlet’s decision to confront the apparition, sets in motion the main plot of the play, which will culminate in Hamlet’s death. Presumably, the observation of the ghost is a premonition of terrible incidents. Under these circumstances each context, whether it be personal, social, cultural, political or spiritual they all provide detail of the development of the values in Hamlet. Shakespeare s use of context contributes many values as expected through his exuberant use of language.

The Contribution of the Luxury Fashion Industry in Economic Development of the World

Introduction From time in memorial the fashion industry has made significant impacts to the politics, economy, education and art of various cultures. Today, as illustrated by Brun et al. (2008 p. 558), it marks as a significant element of increasing globalisation.Advertising We will write a custom research paper sample on The Contribution of the Luxury Fashion Industry in Economic Development of the World specifically for you for only $16.05 $11/page Learn More Furthermore, Brun et al. (2008 p. 548) brings out the significance of the industry with a meaning of luxury as opposed to asserting that the products and services are exclusive to the wealthy and powerful in the society. Luxury is a ‘soft or extravagant living, sumptuousness, opulence’’. In the ancient times, the colours and features of the clothes worn indicated the social and political classes of the people and expressed the power vested in people who adorned certain clothes or apparel. In 21st Century, it is essential to note that not much has changed in this regard. The luxury fashion industry is marked by willingness to spend to get the best outfit that builds expression, perception and recognition. In essence, from an economic point of view where costs are minimized to get higher profits, developing and managing the luxury fashion brand is a difficult and long process. Notwithstanding, getting their contribution to economic development and growth requires a consistent, integrated, innovative and rigours strategy. With such controls, obtaining feedback auditing and other relevant information is significant in this endeavour. Various authors and researchers have tried to estimate the fashion industry growth and its significance. For instance, Datamonitor (2009) have put down that the global luxury fashion sector is estimated to be worth about US $ 130 billion with an annual growth rate of approximately 20%. The global fashion industry significance to the national economies is fundamental in their consumers. As such, their growth is inevitable. However, the gap exists, other than the industry growth and development, but the contribution to economic development and growth of the world is missing. The industry is dominant in countries like the United States of America, Spain, France, China and Italy.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 This fact does not disqualify its presence and active contribution to the GDP of other countries. However, enough data, justification, input and CPIs with regard to its contribution in economic growth and economic development of the world pushes the researcher to this determination. This information will have a fundamental impact in the level of reliance to the luxury fashion industry sector. Again, it will open the market for more countries to channel or withdraw their resources to or f rom the industry. Hypothesis Null Hypothesis The fashion industry has very little contribution to the economic development of the world. In essence, the luxury fashion industry has no significant contribution to the economic development of the world or the economic growth. Alternative Hypothesis The fashion industry contributes significantly to the economic development of the world economy. This means that the luxury fashion industry has a major impact in the economic development of the world as well as the economic growth. It is therefore critical that we determine, through scientific methods and approaches, the level of contribution of the luxury fashion industry to economic development of the world. This indicates the critical quest for an effective study as a secondary invention to go through the world national economies as well as its commercial industry. Methodology The study will involve use of qualitative and quantitative research. Thus, assume the research design on data us ed. According to Sounders, Lewis Thornhill (2003), the deductive approach will be used to determine the quantitative data. On the other hand, the inductive approach will be applied in measuring and ascertaining the qualitative data. As such, the literature review will involve evaluation of secondary data in an effort to rely on empirical evidence and utilise the necessary concepts. Subsequently, analysis of the field research data shall be undertaken to focus on the objective of the study (Sounders, Lewis Thornhill 2003).Advertising We will write a custom research paper sample on The Contribution of the Luxury Fashion Industry in Economic Development of the World specifically for you for only $16.05 $11/page Learn More Presuppositions of the ethical neutrality shall be considered while collecting data with adequate and correct placement of statement on the population objects being the MOschino following the probabilistic predictions. The field data wil l be from MOschino Fashion Company since it is the most dominant company in the international scale. Again, its products are used all over the countries. As such, reviewing of its data on sales, imports, exports and exchange of goods will have a sense of input or output from over 80% of the world nations (Sounders, Lewis Thornhill 2003). Results It is quite evident that the luxury fashion industry is dominant from the international scale marked with cross border international business. The development from the general scale is influenced by the frequency of the luxury fashion industry. It revealed that during the year 2009 to 2012, the global luxury fashion sector (on MOSchino statistics, and financial statements) is estimated to have transacted a turnover of about US $ 100 billion with an annual growth rate of approximately 12%. Discussion and conclusion A turnover of about US $ 100 billion with an annual growth rate of approximately 12% within three years is a big figure. This ind icates a significant contribution of the fashion industry sector to the economic development and growth. As such, the researcher is left to refute the null hypothesis that the luxury fashion industry has not contribution to world economic development. Rather, the researchers agrees to the alternative hypothesis that the fashion industry contributes significantly to the economic development of the world economy. References Brun, A, Caniato, F, Caridi, M, Castelli, C, Miragliotta, G, Ronchi, G, Sianesi, A, Spina, G (2008). Logistics and supply chain management in luxury fashion retail: Empirical investigation of Italian firms. International Journal of Production Economics. Volume 114. Issue 2 pp. 554-570.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 Sounders, M, Lewis, P, Thornhill, A (2003). Research Methods for business students, 3rd ed. Prentice Hall, Pearson education limited: Italy. Datamonitor (2009). Clothing and footwear-Italy. Web. This research paper on The Contribution of the Luxury Fashion Industry in Economic Development of the World was written and submitted by user Desiree Holder 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.

Why Spanish Uses EE. UU. as Abbreviation for U.S.

Why Spanish Uses EE. UU. as Abbreviation for U.S. Once you learn that Estados Unidos is Spanish for United States, you might predict that its abbreviation would be EU, just as we often use U.S. (or USA) in English. But the standard abbreviation is EE. UU. The Rule for Plural Abbreviations Although the abbreviation may seem unusual to Spanish students, abbreviations like it are common in standard written Spanish when shortening plural forms. Although the use of the periods in the abbreviation is standard usage and considered mandatory by some authorities, it isnt unusual to see the abbreviation without the periods: EEUU or EE UU. Sometimes the abbreviation EUA (for Estados Unidos de Amà ©rica) is used, and even USA can be found in trendy circles. Basically, the doubled letters (such abbreviations are called abreviaturas dobles in Spanish) are used to indicate that the main word abbreviated is plural. However, such a doubling of letters isnt if the plural word isnt the main noun in the phrase. For example, Organizacià ³n de las Naciones Unidas (United Nations) is ONU (U.N. in English.) The main noun here, the one that gives the phrase its gender, is singular: organizacià ³n. The doubling of letters comes from Latin, which explains some of the double-letter Latin abbreviations used in English also, such as pp. for pages and mss. for manuscripts. Identical abbreviations are used in Spanish: pp. for pginas and mss. for manuscritos. (Also commonly used is pgs. for pginas.) Such doubling is used typically when a single letter stands for a word. It isnt used used for most other abbreviations. For example, while ejemplo (example) can be abbreviated as ej., the plural form (that is, for examples) is ejs. Similarly, while usted (singular you) is abbreviated Ud., its plural form (plural you) is Uds. One of the exceptions is that the abbreviation for Buenos Aires (the city in Argentina) is Bs. As. Other Doubled Abbreviations Here are some of the other Spanish abbreviations that double the letters in the same way as EE. UU.: AA. PP. for Administracià ³n Pà ºblica (public administration)aa. vv. or AA. VV. for autores varios (various authors); VV. AA. and vv. aa. are also usedAA. VV. for asociaciones de vecinos (neighborhood associations)CC. AA. for comunidades autà ³nomas (self-governing communities)CC. OO. for comisiones obreros (labor commissions)DD. HH. for derechos humans (human rights)FF. AA. for Fuerzas Armadas (armed forces, used in Spanish and several Latin American countries)FF. CC. for ferrocarriles (railways or RR)FF. DD. for Fuerzas de Defensa (Defense Forces, used primarily in Panama)RR. HH. for Recursos Humanos (human resources or HR)RR. PP. for Relaciones Pà ºblicas (public relations or PR)JJ. OO. for Juegos Olà ­mpicos (Olympic Games)RR for reverendos (Reverends, Revs.)ss. for por siguientes (as follows, the following)SS. AA. for Sus Altezas (Your Highnesses)SS. HH. for Servicios Higià ©nicos (sanitary facilities, such as restrooms)SS. MM. for Sus Majestades (Your Majesties) Other Unusual Abbreviations Spanish also has a few common abbreviations that use punctuation (other than the period) or superscripts in ways that English doesnt. The more common ones are listed below; in many cases, more conventional forms are often used in addition to these. arto  for  artà ­culo  (article in legal documents)Bo  for  barrio  (neighborhood)Cà ­a  for  compaà ±Ãƒ ­a  (company)c/u  for  cada uno  (apiece, per unit)com.à ³n  for  comisià ³n  (commission)desct.o  for  descuento  (discount)N.a  S.a  for  Nuestra Seà ±ora  (Our Lady, referring to the Virgin Mary)s/f  for  sin fecha  (no date given)s/l  for  sin lugar  (no place given)s/n  for  sin nà ºmero  (no number given) Additionally, there are some forms such as  Abg.da  and  Dr.a  that have been used to refer to a female lawyer or doctor, respectively, although these are growing in disfavor. Key Takeaways The standard abbreviation for Estados Unidos (United States) in Spanish is EE. UU., although variations are sometimes used.The double letters are used in some other abbreviations as well when a single letter standards for a plural of the main noun.Some Spanish abbreviations use slashes and superscripts.

Depth of hypnotic trance will differ depend on language use Literature review

Depth of hypnotic trance will differ depend on language use - Literature review Example justice system, but generally there is agreement that hypnosis is a valuable technique when carried out responsibly by professionally qualified practitioners. Most of the empirical research that has been carried out to date is concerned with hypnosis in a monolingual context. Both practitioner and client share a common language, the subject matter that arises in the hypnosis sessions is collected in that shared language, and evaluation is also conducted in that language. Theoretical research has taken account of international work which has been conducted in many separate mono-lingual contexts, but there is so far not very much comparative work on the differences which might exist in different linguistic contexts. There is one dominant framework for the measurement of hypnotic sensibility, and that is the Harvard Group Scale, (Shore and Orne, 1962) which was developed in the United States in the 1960s, based, of course, on hypnosis using the English language. Analysis of bi-lingual hypnosis situations, and evaluation of any variation of the effect of different languages on the hypnosis process is very rare. Hypnosis in the twenty first century has not changed very much since the time when the Harvard Group Scale was first proposed. What has changed is the amount of international contact due to forces like the end of the Cold War, the process of globalisation and the advent of new technologies like the internet and fast, affordable international travel. Both permanent and temporary migration of population groups appears to be on the increase, and this means that in all areas of life, including the field of psychology, people are being faced with new challenges. There is an increasing likelihood that professional contact will be made with people who may not share the same ethnic, cultural and linguistic heritage. Diversity is increasingly being built in to business processes and services. In addition to these practical dimensions of globalisation, there are

The Role of Corporations Essay Example | Topics and Well Written Essays - 2000 words

The Role of Corporations - Essay Example The main aim of an organization can be anything ranging from profit to gaining market share, but the way it achieves this goal matters a lot. There are certain responsibilities and obligations that the organization has towards various groups and situations. It may be impossible to discuss every ethical obligation to a corporation because there are so many. These range from production of bad goods like tobacco to treating the employees fairly. Mark Pastin in his book, 'The Hard Problems of Management: Gaining the Ethics Edge', has attempted to summarize this by providing four principles for that are necessary in order for an organization to be ethical. The organization must interact with all stakeholders without problems, so that these groups feel that they are a part of the organization. Secondly, the organization must be very critical about fairness. This implies to everyone involved in or with the organization. It must be fair to its employees, competitors, shareholders, clients etc. Everyone in this organization must be responsible for his own actions. Lastly, the organization must operate in a way which will ensure that its environment does not suffer. (Carter McNamara, 1997) Doug Wallace also gave six characteristics that are necessary for an organization in order for it to be ethical in its practices. His characteristics have a lot to do with integrity. Firstly, everyone in the organization must realize the importance of integrity and apply it in its practice. The top management must be responsible for creating this vision of integrity. Thirdly, this vision of integrity must be applied in the way every member of the organization is rewarded. Every policy and practice must be associated with integrity. Every management decision must also be made after considering the ethical dimension. Lastly, the stakeholders in the organization might have conflict of interest and an ethical organization must find a way to solve these conflicts with integrity. (Carter McNamara, 1997) The Need for Appropriate Actions Following a code of ethic will definitely have a positive effect on the organization. It gives a good impression of the organization where ethics and values are of the utmost importance. It gives employees the impression that the organization is serious about meeting ethical standards. This promotes values amongst them. According to the National Association of Social Workers, the purpose of code of ethics is to categorize the values of what their work is based on, it also uses its ethical standards to guide how the business should be carried out, it also guides those that are new to the profession, and lastly, it tells the public who to hold accountable. (NASW, 2008) Ethical management practice does not mean that the corporation will profit financially, because more than that, it will benefit in terms of honesty and fair dealing. Ethical management practice also increases productivity. The employees of a company are a very important part. When they start to believe that they are being treated fairly, they will be positively affected and hence, they will be motivated to increase productivity. It also positively affects how the suppliers, consumers, government and various other outside groups see the company. (Answers.com, 2008) The Optimal Ethical, Decision-Making Processes In order to

Effect of Different Leadership Styles on Organisation

Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no Effect of Different Leadership Styles on Organisation Effect of Different Leadership Styles on Organisation Management summary In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership   style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader. Organizational citizenship behaviour concerns those voluntary acts performed by   individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures. Chapter 1.Introduction to the thesis 1.1 Problem Indication Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced. Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, Niehoff, 2004; Organ, Podsakoff, MacKenzie, 2006). But recent studies have also investigated the â€Å"darker side† of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership st yles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978)   a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978). 1.2 Problem statement The problem statement of this thesis is formulated in one single question: How do the different styles of leadership influence organizational citizenship behaviour ? 1.3 Research Questions The research questions that are derived from the problem indication are: To what degree is OCB desired within an organization? What is the influence of transactional leadership on OCB? What is the influence of transformational leadership on OCB? 1.4 Methodology The type of research that will be conducted for this thesis is a descriptive research. The thesis will be a literature study which means secondary sources will be gathered and researched (Sekaran, 2008). An analysis of the different variables will be made in order to find the answers to the formulated research questions. The links between the different variables researched in this thesis can be the basis for further empirical research. The main concepts of the research are organizational citizenship behaviour and the transformational (or charismatic) (Yukl, 1999) and transactional leadership types. 1.5 Structure In this thesis the relationship between the two predominant leadership styles and OCB within an organization will be analyzed. The first chapter will get into the dynamics of OCB in order to determine whether or not and to what degree OCB is desirable. This means that both the positive and negative sides of OCB within an organization will be balanced in this chapter. At the end of chapter one the first research question of this thesis will be answered. Chapter two and three will link transformational and transactional leadership with OCB. In these chapters it will become clear how the different styles of leadership stimulate OCB and which leadership style results in the largest amount of OCBs. After these chapters the answer to the problem statement is given in the conclusion. Furthermore, limitations of this research and managerial and academic implications will be discussed. Chapter 2. Organizational Citizenship Behaviour 2.1 Introduction Organizational citizenship behaviour is a topic that has fascinated many researchers and managers for the last couple of decades since Bateman and Organ (1983) were the first to address this topic in 1983. Nowadays in times of economical crises OCB remains an interesting subject, because in a race of the survival of the fittest organizations rely on good citizens to survive. However, recent studies of the past couple of years have reported some negative implications of OCB and have questioned the desirability of OCB (Bolino, Gilstrap, Turnley Suazo, 2010; Korgaard, Meglino, Lester Jeong, 2010; Van Dyne Ellis, 2004). Vardi and Weitz (2003) have reported on the concept of organizational misbehaviour (OMB) as a counterpart to OCB in their studies. In this chapter both the positive and negative implications of OCB and citizenship pressures exerted by the organizations will be discussed.   In order to answer the question whether or not OCB is desirable within an organization the concept of organizational citizenship behaviour has to be explained.. OCB can be defined as â€Å"individual behaviour that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of an organization†, according to the study of Organ (1988, p. 4). OCB is behaviour of a constructive nature by the employee, which is not a part of the formal job description (Organ, 1988). According to Moorman, Blakely and Niehoff (1988) employees will engage in OCBs when they feel that that behaviour is justified by the positive actions of the organization and are consistent with the treatment and commitment of the organization. Employees feel the need to repay the organization for the positive treatment and commitment they receive throughout the relationship (Moorman et al., 1988). Research of Kidder (1998) and Stamper and Van Dyne (2001) argues that employees that have a long-term relationship with a firm perform more OCBs than temporary or part-time workers. 2.2 The sunny side of OCB Podsakoff, MacKenzie, Paine and Bachrach (2000) distinguished thirty forms of citizenship behaviours from the literature on OCB and grouped them in seven dimensions; helping behaviour, sportsmanship, organizational compliance, organizational loyalty, self development, civic virtue and individual initiative. Helping behaviours are voluntary behaviours that help fellow colleagues prevent or solve work related problems. This kind of behaviour includes supporting and cheering for fellow employees and also peacemaking activities when there are times of conflict and struggles between employees (Organ, 1988). Organizational compliance is a form of OCB which regards the following and obeying of organizational procedures and rules by the employees (Borman Motowidlo, 1993). Organizational compliance argues that good citizens follow the rules and procedures of the organization instinctively and precisely, even when they know that they are not being supervised or monitored (Podsakoff et al., 2000).  Ã‚   Podsakoff et al. (2000) state that organizational compliance is a form of OCB even though it is expected from subordinates to act according the rules and regulations of the company, because in many cases employees do not act according these rules and regulations when they know that they are not being observed or monitored. Thus, according to Podsakoff et al. (2000) employees that follow up the rules and regulations very precisely even when they know that they are not being supervised can be viewed as very good organizational citizens. Sportmanship is a type of OCB which describes the process of coping with all the inevitable problems and inconveniences that are bound to happen at work without complaining (Organ, 1990). According to Podsakoff, et al., (2000) good sportsmanship occurs when employees refrain from complaining when other colleagues cause inconveniences for them. ‘Good sports are willing to make personal sacrifices in the interest of the group and do not showcase a negative attitude when things are not going their way. Furthermore, ‘good sports do not get offended when their suggestions and ideas are not followed up by the rest of the employees in their working environment. Individual initiative is regarded as OCB when a person goes that far beyond the expected level of task-related behaviours that these behaviours can be viewed as voluntary (Podsakoff et al., 2000).   When employees engage in individual initiative they showcase extra effort and enthusiasm in order to increase their task performance or the performance of the organization as a whole. They voluntarily come up with new ideas and innovations in order to increase organizational effectiveness and encourage fellow colleagues to act in the same way (Podsakoff, et al., 2000). Organizational loyalty refers to the strong commitment of employees to the organization throughout the good and the bad times (Graham, 1991), defending the organization against threats from the outside and promoting the organization to people outside the organization (Borman Motowidlo, 1997; George Jones 1997). According to the research of Podsakoff et al. (2000) civic virtue(Organ, 1988)means that employees recognize that they are part of a larger whole and they acknowledge and accept the responsibilities for the effective functioning of their organization. The employees actively look out for opportunities and threats in the environment of their organization. They participate actively in the decision making process of the organization and are constantly acting out of the interest of the company while putting their personal interests aside (Podsakoff et al., 2000).   Self development is citizenship behaviour that occurs when employees voluntarily undertake actions in order to learn and improve their skills, knowledge and capabilities (Podsakoff et al., 2000). The study of George and Brief (1992) states that self development might consist of employees participating in advanced training course, employees undertaking actions in order to keep up with the latest developments in their field; or employees might even learn an entirely new set of skills. Self development behaviour is good citizenship behaviour because employees try to improve and increase their personal contributions to the performance and effectiveness of the organization (George Brief, 1992). These seven dimensions of OCB all describe positive acts and contributions from the employees which benefit the organization. According to Organ Konovsky (1989) these combined contributions of individual employees increase organization effectiveness significantly over time. Because of the positive nature of these citizenship behaviours organizations try to stimulate OCBs among their employees. These citizenship pressures lead to higher levels of OCB within the organization, which is essentially favourable for the company (Bolino,Turnley, Gilstrap Suazo, 2010). However, the stimulation of citizenship behaviours can have a negative effect on the employees because the citizenship pressure to please the organization can result in job stress, quitting intensions and work-family and work-leisure conflicts (Bolino et al., 2010; Greenhaus Beutell, 1985; Reich, 2001; Sauter Murphy, 1995). 2.3 The dark side of OCB One could argue that OCB has a lot of positive implications for an organization based on the dimensions described by Podsakoff et al.(2000). Recent studies however have also shed light on the darker side of OCB (Bolino et al.,2010; Korsgaard Meglino, Lester, Jeong,2010; Van Dyne Ellis, 2004; Vigoda-Gadot, 2006). Organ (1988) implies that OCB is solely a positive phenomenon within an organization, because of the discretionary and voluntary nature of OCB. Furthermore, Organ (1988, p. 4) argues that â€Å"OCB promotes the effective functioning of an organization†. Vigoda-Gadot (2006, p. 79) concludes from the definition of OCB by Organ (1988) that it implies that â€Å"OCB consists of informal contributions that a participant can choose to make or withhold, without the regard to considerations of sanctions or formal incentives†. However, recent studies have countered the discretionary nature of OCB. Korsgaard et al. (2010, p. 277), argue that OCB is â€Å"based on the norm of reciprocity: the obligation to reciprocate the benefits already received from another (â€Å"paying you back†) and the expected reciprocity that ones actions will stimulate future benefits from another (â€Å"paying me forward†).† Vardi and Weitz (2003) have mentioned the concept of organizational misbehaviour (OMB) in their studies as a counterpart to OCB. Organizational misbehaviour is behaviour of a social nature   that harms the interest of the organization.   According to Vardi and Weitz (2003) there are five types of organizational misbehaviour; intra-personal misbehaviour, inter-personal misbehaviour, property misbehaviour, production misbehaviour and political misbehaviour.   OMB can be viewed as the real dark side of employee behaviours. 2.3.1 Citizenship pressure Citizenship pressure occurs when employees feel the pressure to engage in OCBs because their employer tries to stimulate that behaviour by informal compensation (Bolino,Turnley, Girlstrap Suazo, 2010).Citizenship pressure is a phenomenon that differs from individual to individual and it is of a subjective nature (Bolino, et al.,2010). Employees that are regarded as high-self monitors are more likely to give in to citizenship pressures and engage more in citizenship behaviours, because those employees value their image and the way they are perceived by their co-workers and supervisors (Blakely, Andrews, Fuller, 2003). The study of Bolino et al. (2010) has shown that citizenship pressure leads to higher levels of OCB of employees within an organization. Hence, the studies of Korsgaard, et al.(2010) and Bolino, et al.(2010) question both the discretionary and voluntary nature of OCB. Research has shown that managers do take OCBs into account when evaluating their employees and making other decisions (Podsakoff, et al.,2000) Van Dyne and Ellis (2004) state that with citizenship pressure, behaviour that was once voluntary and discretionary can become an obligation. Van Dyne and Ellis (2004) mention the phenomenon of job creep, this situation occurs when employees constantly feel the pressure to do more than their job actually requires of them. The duties of the employees are slowly increased without official recognition of the organization and in time are expected of the employees (Van Dyne Ellis, 2004). Although citizenship pressure may be a positive phenomenon from an organizations point of view because it leads to more OCB, it also is associated with negative consequences for the employees and their organization (Bolino, et al.,2010). The amounts of job stress experienced by the employees are likely to increase in the case of high levels of citizenship pressures (Bolinio, et al.,2010).   Job stress occurs when employees do not have the capabilities and resources that are needed to fulfil their job requirements. The incapability to fulfil these job demands will lead to negative consequences for the emotional and physical state of the employees who experience high levels of job stress (Sauter Murphy, 1995). According to Bolino, Turnley, Gilstrap, Suazo (2010) employees who experience citizenship pressures to behave as a good citizen of the organization may also feel the pressures at home to be a good partner and parent. This work-family conflict is a role conflict that occurs when the work role demands that are required from an employee are not compatible with the demands of the family (Greenhaus Beutell, 1985).   Work-family conflicts may arise when the partners of the employees have difficulties in understanding why their partner chooses to engage in OCBs that are technically not required of them and are not formally rewarded rather than to spend time with their family (Edwards Rothbard, 2000). Research of Flynn (1996) shows that in a situation of high citizenship pressures employees with less demanding family situations engage in more citizenship behaviours than married employees with more responsibilities towards their families. Another conflict related to citizenship pressure is the work-leisure conflict. This conflict arises when employees experience difficulties in balancing their work demands with their personal life and leisure time (Bolino, et al.,2010). The study of Reich (2001) states that employees who are physically away from their working environment, may still be mentally connected to their job. According to Bolino, et al.(2010) these employees experience a conflict between their desires for free time in their personal lives and the desire to be a good organizational citizen in order to receive the benefits that come with that kind of status. The employees who feel citizenship pressures may not enjoy their free time because they are worrying about the situation and problems at work. Furthermore, they may be troubled by the fact that their co-workers might surpass them in terms of productivity and value for the organization when they enjoy their personal time or they may be experiencing feelings o f guilt because they are not working (Reich, 2001). This may lead to an increasing tendency among employees to keep in contact with their work office, by means of mobile phones, pagers or email, in order to remain available for their colleagues and superiors (Reich, 2001). These types of conflict caused by citizenship pressure, like the work-leisure conflict and the work-family conflict and the phenomenon of job stress, contribute to the job quitting intensions among the employees (Bolino et al.,2010). The dark side of OCB can be accounted to the citizenship pressures exerted by the organization. When an organization pressures   employees to perform citizenship behaviours this can result in negative consequences for the state of mind of the employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001). This in turn can lead to decreases in productivity and effectiveness for the organization, because employees in a bad state of mind are more likely to leave the organization or work inefficiently (Bolino et al., 2010). 2.4 Desirability of OCB within the organization OCB in its core essence is desirable for organizations because those citizenship behaviours are linked with helping behaviours, loyalty and commitment to the organization, the following of rules and regulations, creativity and innovation and going the extra mile (Podsakoff, et al.,2000) .   These citizenship behaviours are characterized as positive contributions to an organization and its productivity, effectiveness and social climate (Moorman et al., 1988; Organ, 1988; Podsakoff, et al.,2000). This makes it difficult for one to argue that citizenship behaviours are not desirable within an organization. However, there is also a darker side to OCB. These negative side effects of OCB occur when the voluntary and discretionary nature of citizenship behaviours is removed because of citizenship pressures exerted by the organization on their employees (Bolino et al.,2010; Korsgaard et al.2010) . Citizenship pressures can result in job stress, work-family conflicts, work-leisure conflicts and eventually in quitting intensions among employees (Bolino et al., 2010; Edwards Rothbard, 2000; Greenhaus Beutell, 1985; Reich, 2001).   Effectiveness and productivity of employees decrease when they experience job stress or work-family or work leisure conflicts, which in turn also has a negative influence on the company as a whole (Bolino, et al.,2010). In conclusion, one could argue that citizenship behaviours are a positive and desired phenomenon for an organization when the negative consequences of citizenship pressures exerted by the organization are not taken into account. However, citizenship pressures result in more OCBs among employees and thus organizations are inclined to exert those pressures on their employees (Bolino et al.,2010). Thus, organizations have to balance the positive and negative consequences of citizenship pressures and OCBs in order to maximize   the value of the employees for the company. Because citizenship pressures has different outcomes for each individual employee, the organization and group leaders could benefit from a thorough analysis of their workforce (Bolino et al., 2010). For instance, employees who are considered to be high self-monitors are more likely to engage in citizenship behaviours when they feel citizenship pressure, because they care about how they are being perceived by their co-w orkers and leaders (Blakely et al., 2003) Chapter 3.The transformational and transactional leadership styles 3.1 Introduction Leadership has always been an interesting topic for researchers from different fields. According to Tannenbaum, Weschler and Masarik (1961, p. 24) leadership is: â€Å"interpersonal influence exercised in situations and directed, through the communication process, toward the attainment of a specified goal or goals†. According to Wayne, Shore Liden (1997) leadership is important because the exchange between a manager and his follower   is the most important factor in determining employee behaviour. In the literature a distinction has been made by Burns (1978) and Bass (1985) between transactional leadership and transformational leadership. Burns (1978) reports that transactional and transformation leadership are complete opposites. Bass (1985), however, argues that transformational leaders may also use transactional leadership behaviours in certain situations. The concepts of transactional and transformational leadership will be explained in this chapter. 3.2 Transactional leadership The study of Bass (1985) shows that transactional leaders make the tasks and responsibilities of the followers clear and also promise the followers compensation for when their tasks are performed according to the standards. According to Deluga (1990) transactional leadership is an exchange process in which rewards and punishments are administered. Transactional leaders exchange financial rewards for productivity or deny rewards when the productivity of the followers is lacking (Bass Riggio, 2006). The relationship between the leader and his followers in a system of transactional leadership is focused on self interest and based on mutual dependency (Lagamarsino Cardona, 2003). Bass (1990) concludes in his research that there are four different types of transactional leadership. Contingent reward: The leader sets up a contract based on performance and rewards, solid performance is compensated with rewards. When goals are met the employees will get recognition for their accomplishments. Contingent reward leader behaviours have shown to have a positive relation with performance and follower attitudes (Avolio, Waldman Einstein, 1988; Waldman, Bass Yammarino, 1990). Laissez-Faire: In this particular form of transactional leadership the leader avoids making decisions and steps away from any responsibilities. The subordinates have to fulfil their tasks on their own. According to Dubinsky, Yammarino, Jolson, Spangler (1995) this type of leader is indifferent, frequently absent,   inattentive and does not influence the workforce. Management by exception (active): The leader actively looks for errors and mistakes in the work process. When the tasks performance of the employees is not on the required level the leader will intervene and he will try to put the employees back on the right track. Management by exception (passive): The leader only undertakes actions when the level of output and requirements and standards are not met by his subordinates. All these types of transactional leadership lack leadership behaviours that motivate employees to be the best they can be for the organization and to go the extra mile for colleagues and superiors. 3.3 Transformational leadership The transformational leadership theory of Bass (1985) states that transformational leadership creates a bond of trust between the leader and followers, motivating employees to achieve beyond expectations. According to Bass (1985) transformational leadership activates employees higher-order needs and lets them act out of the interest of the company. Transformational leaders are able to motivate their followers to the degree that they not only increase their task performance but also engage in OCBs that help the organization to function in an effective way (Smith, Organ, Near, 1983). Transformational leaders motivate their subordinates to come up with creative and innovative for difficult issues within the organization (Bass, 1985). Furthermore, in the transformational leadership style the leaders encourage their followers to go the extra mile for the organization and they reach out to their employees with constructive feedback (Bass, 1985).   Transformational leaders make their mis sions and goals clear to their followers and they convince the followers to act out of interest of the company (Piccolo Colquitt, 2006). Employees who are able to link their own success with that of the company and can identify with the values and goals of the organization are more likely to add value to the organization (Podsakoff, MacKenzie, Moorman, Fetter, 1990). Bass (1985) states in his research that when a manager acts like a transformational leader he will be perceived as a more satisfying and effective leader than a transactional leader. Furthermore, according to the studies of Bass (1985), employees report that they are more willing to put in extra effort and time for managers who behave as transformational leaders. Bass Avolio (1993) and Pillai (1995) have reported in their studies that there is a positive relationship between transformational leadership and employee satisfaction, and between transformational leadership and in-role behaviours that lead to job performan ce. According to Yukl (1999) transformational leadership can be viewed as the equivalent of charismatic leadership. In their research, Avolio Bass (2002) distinguished four different components of transformational leadership. Idealized influence: The leaders are admired, respected and trusted by their followers. The leaders are seen as examples/ role-models by the followers and the followers are inspired to emulate their actions. The leaders also put their followers interests above their own interest which earns them trust and respect. Idealized influence, or the charismatic dimension of transformational leadership (Bass, 1985), is often described as the most important component of transformational leadership (Waldman, Bass, Yammarino, 1990). Charismatic leaders receive respect and trust from their followers, because they create a sense of pride among their followers and communicate clear visions and missions (Bass, 1985).   Inspirational motivation: The leaders motivate their followers by attaching meaning and challenge to their work. The leader shows optimism and enthusiasm which stimulates individual and team spirit among the followers. Individualized consideration: The leaders take the needs and desires of the individual followers into account. The followers receive individual support from their leader in order to grow and develop and achieve higher goals. Intellectual stimulation: The followers are encouraged to be creative and innovative by their leaders. New approaches and new ideas are stimulated in order to get creative solutions to existing problems. Out of the box thinking is rewarded and it is not a shame to make errors. Chapter 4. The influence of transactional and transformational leadership on OCB 4.1 Introduction The predominant style of leadership in an organization has a great influence on the amount and types of OCBs performed by the employees within the organization. Bass (1990) described an experiment in a working area for convicted inmates. In this workplace the inmates had to produce several different types of products for in and outside the prison walls. One group of their supervisors received training in order to become transformational leaders, and the other group received a transactional leadership training. The inmates that were supervised by groups of transformational leaders performed better than those that were supervised by the transactional leaders. Not only did they perform better in the areas of productivity, absence and behaviour, the inmates also engaged in more citizenship behaviours. Furthermore, Bass (1990) states in his research that managers who are viewed as the high performers by their supervisors, also were viewed to be of a more transformational than transactional nature by their followers in a separate survey. In this chapter the relationship between transactional leadership, transformational leadership and organizational citizenship behaviour will be discussed. 4.2 Transactional leadership and OCB The transactional leadership style is based on an exchange relation between leaders and their followers. Employees are rewarded or punished based on whether or not their performance is according to the standards that were set by their transactional supervisors (Bass, 1985; Bass Riggio, 2006; Deluga, 1990). Because transactional leadership is a system of mutual dependency between leaders and followers that is based on self interest (Lagamarsino Cordona, 2003) and primarily an exchange process, transactional leadership leads to a low amount of citizenship behaviours performed by employees. The four different types of transactional leadership (Bass, 1990) do not convince employees to perform the seven dimensions of citizenship behaviour (Podsakoff et al.,2000). In the laissez-faire leadership style the leader avoids making decisions and steps away from his responsibilities. The followers have to do their tasks on their own and there is hardly any communication with the leaders. The leader is frequently absent, inattentive and indifferent and does not influence the workforce (Dubinsky et al.,1995). It is obvious that this type of leader will not stimulate citizenship behaviours among his followers. The leaders who act according to the management by exception style (both passive and active) only intervene when their followers do not meet up with the requirements and standards that are set for them. The employees do no