Sam Walton One of Uss All Time Great Leaders Essay Example

Sam Walton One of Uss All Time Great Leaders Paper Sam Walton, One of US’s All Time Great Leaders Sam Walton was born on March 29, 1918 to Thomas and Nancy Walton on a farm in Oklahoma. In 1923, after realizing the farm would no longer be able to support the family, Thomas Walton decided to go back to his previous profession of appraising farm loans and relocated the family to Missouri. Due to the nature of Thomas Walton’s profession the family was continuously moving. The constant moving allowed Sam Wlaton, the eldest son to become a survivor and gain a great passion for learning and adapting that ultimately facilitated the path towards becoming one of the richest and most successful leaders in the United States. Throughout his life, Sam Walton exhibited qualities that could be categorized under the trait approach theory. The trait approach theory states that leaders are individuals who are always out front and leading the way in the society and are gifted people who can do extraordinary things by possessing the following traits: intelligence, self-confidence, determination, integrity and sociability (Northouse, p. 19, 25). It is quiet apparent to see through Sam Walton’s accomplishment that he possessed all of these traits. Since Sam Walton was a young boy, he had what it took to get a head, get things done and make money. During the depression at an early age of seven Sam Walton helped to provide for his family by milking the cows and delivering magazines. We will write a custom essay sample on Sam Walton One of Uss All Time Great Leaders specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Sam Walton One of Uss All Time Great Leaders specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Sam Walton One of Uss All Time Great Leaders specifically for you FOR ONLY $16.38 $13.9/page Hire Writer At the age of 13, Sam Walton had become the youngest boy in the state of Missouri to become an Eagle Scout. Although, Sam Walton was not seen as one of the smartest kids in his class, his dedication and hard work eventually placed him in the ranks of the honor students. Sam Walton went to Hickman High School in Columbia, where he played basketball and lead the football team to the state title in 1935 as the starting quarterback. Sam Walton showed leadership potential early on by serving as Vice-President of his junior class and the President of his senior class. Unlike the other kids, besides school, Sam Walton had other responsibilities. He continued to work in order to help support his family. By the the time he graduated high school, he was voted the ‘most versatile boy’ in his class. Sam Walton got his BA in Economics from the University of Missouri, all the while working by waiting tables, serving as a life guard and delivering newspapers. After graduating in 1940, Sam Walton entered his first retail job at JC Penny’s in Des Moines, Iowa as a management trainee making $75 a month. In 1942, Sam Walton joined the Army for World War II, where he became the captain of the U. S. Army Intelligence Corps. While waiting to be inducted into the military, Sam Walton met his future wife to be, Helen Robson in 1945. Robson’s father was a successful banker and rancher who helped Sam Walton in starting his first retail business. Mr. Robson lent Walton $20,000. With the help of his father-in-law, Sam Walton was able to open his first Butler Brothers franchise as a variety store that became one of the highest sales and profit stores in the six-state region. According to Northouse, when he states in his book, Leadership Theory and Practice, â€Å"although it is good to be bright, the research indicates that a leader’s intellectual ability should not differ too much from that of the subordinates† (Northouse, P. 20). Sam Walton had the ability to relate, work and learn from his employees, as well as his competitors (Huey, P. 22, 23). Walton learned from just about every person he came in contact with. He said, â€Å"Great ideas come from everywhere if you just listen and look for them. You never know who’s going to have a great idea† (Huey, P. 211). To show his sociability, according to Lee Scott the former CEO of Wal-Mart, Walton would show up in the drivers’ break room at 4 AM with donuts and just sit there and talk to them for hours. Walton was amazed at how many ideas they always had in fine tuning the system. He would drill them by asking, â€Å"What they saw? How people were acting in the stores? Had they been to a certain store lately? And were things getting better? † (Huey, P. 212) According to Katz, effective leadership depends on three basic personal skills: technical, human and conceptual. Katz argues that these three skills are very different than the traits of leaders. He state that skills are what leaders can do and traits are qualities that made the leader who they are (Northouse, P. 40). Sam Walton was one who possessed all of the three skills, some better than others. Walton’s conceptual skills gave him the ability to bring new ideas and introduced services never provided by other retailers. His brilliant idea of providing a variety of goods for low prices under one roof has been the best idea anyone had ever thought of. The idea of making his stores centrally located, so customers were able to easily access the stores and having later store hours, especially during Christmass, gave the Walton stores an edge over his competitors. Sam Walton’s conceptual skills gave him the ability to create a vision and strategically place the proper steps and people needed to make that vision into reality. Sam Walton experimented with discount merchandising, where he bought directly from the wholesalers by cutting out the middle men in order to bring the lower cost to his customers, therefore, giving him the ability to sell a great number of goods resulting in high sale volume and more profits. One of the keys to Sam Walton’s success as a leader was his human skills. Katz defines human skills as having the ability to assist group members in working cooperatively as a group to achieve the common goals of the organization (Northouse, P. 41). While in college, he wanted to become the student body president. In order to win and make sure everyone knew him on campus, Walton would speak to anyone and everyone who was walking down the sidewalk. He would always look ahead and spoke to the individuals walking toward him and would start speaking to them, even if he didn’t know them. If he knew them, he would always address them by their name, thus making sure everyone recognized him and considered him their friend (Huey, P. 15). To keep management motivated and performing at their best, Walton offered his managers limited partnership and allowed them to invest in the store they were managing. This kept the managers personally vested in the business and motivated them in keeping the profits to a maximum in order to insure the success of the store. Walton also, made sure each customer was greeted at the door and set up his stores conveying the hometown identity. Each store honored a local graduating senior with a college scholarship and held bake sales to raise money for local charities. Although, Sam Walton possessed many great qualities as a leader, his technical skills fell short in some areas. According to him, he â€Å"never learned hand writing all that well. † (Huey, P. 16) Nobody could read his hand writing. He wasn’t very proficient in keeping accurate details, like sales slips and cash register transactions. Walton was known to be so disorganized that his manager at his first job in Penney’s stated, â€Å"Walton, I’d fire you if you weren’t such a good salesman. Maybe you’re just not cut out for retail† (Huey, P. 17, 18). Walton would schedule appointments and forget he ever made the appointments. He would constantly miss meetings because he simply would forget to make a note of the appointments. In analyzing Sam Walton’s leadership style, the style approach is very different than the trait and skills approaches due to the fact that the style approach focuses on what leaders do rather than who they are (Northouse, P. 86). The â€Å"style approach suggests that leaders engage in two primary types of behaviors: task behaviors and relationship behaviors, [and] how leaders combine these two types of behaviors to influence others is the central focus of the style approach† (Northouse, P. 86). One of the things that made Walton a task oriented leader was his meticulousness on having the store shelves stacked properly. He was adamant on having the stores clean, and well lit. He would personally visit every store to make sure the stores were setup in the best way. Along with being task oriented, Walton focused greatly on his relationship behavior with his subordinates. He would say, â€Å"Visiting the stores and listening to our folks was one of the most valuable uses of my time as an executive. But really, our best ideas do come from the folks in the stores. Period. † (Huey, P. 230) Walton firmly believed in crediting when credit was due. He was known for giving recognition for the success of Wal-Mart to the associates and made sure information about the company’s goals and objectives were shared throughout the organization. It was obvious that Sam Walton loved to be in the retail business. But what he said he most enjoyed about retailing was seeing people achieve more than he. He used to say: Listen to your people and respond to their needs. Recruit employees who have the capacity to replace you. Allow people to think and try new things. And create an environment that allows your staff to comfortably disagree with you. By allowing this type of atmosphere, as a great leader, one would enable people to provide the best route in meeting the organizational goals and objectives, as well as making you a great leader. Sam Walton’s leadership was most popular amongst his followers (associates, employees). The basic concept he followed and believed in was that â€Å"individuals don’t win, teams do. Sam Walton was presented the Medal of Freedom Award just a few weeks before his death by George W. Bush, â€Å"Then nations highest reward to be awarded to a civilian† (Wal-Mart Page). The presidential citation read: An American original, Sam Walton embodies the entrepreneurial spirit and epitomizes the American dream. Concern for his employees, a c ommitment to his community and a desire to make a difference have been the hallmarks of his career. By sponsoring scholarships for Latin America, he has also worked to bring peoples closer together and to share with others the American ideals he so well represents. A devoted family man, business leader, and statesman for democracy, Sam Walton demonstrates the virtues of faith, hope, and hard work. America honors this captain of commerce, as successful in life as in business(Wal-Mart Page). One of the things Walton focused on was having engaged followers, a concept that has become very popular in recent years. Although, we are currently looking to discover different ways of keeping followers engages, Walton’s way was through profit sharing, by making his managers part owners in his stores, as well as by keeping every person in the organization informed of all its activities and seeking feedback. Sam Walton believed that a happy employee meant happy customers and more sales. And by giving employees part of the company and making the employees success dependent on the company’s success, everyone would be a winner. Although Sam Walton was known as one of the most successful retailers and leaders, he had many critics. Walton was criticized for making Wal-Mart a virtual monopoly in the retailing industry. Where by his organization forced many local small businesses to close down. Some critics say that the expansion of the Wal-Mart stores brought down employee wages and working standards in the retail industry. By diverting most of the small business owner’s customers to Wal-Mart, it impoverished small independent retailers and destroyed historical downtowns in small communities. In the 1980’s, the Wal-Mart sales had exceeded over a billion dollars with over three hundred stores across North America. By 1991, Wal-Mart was the largest retailer in the US with over 1700 stores. Walton remained president and CEO until 1988 and chairman until his death. Walton died in 1992 as the second richest man, behind Bill Gates. He passed his company down to his three sons, daughter and wife. Wal-Mart stores now operate in Mexico, Canada, Argentina, Brazil, South Korea, China and Puerto Rico. Sam Walton had done real well as leader because he had the intelligence, self-confidence, determination, integrity and the sociability traits needed to be a successful leader. His human and conceptual leadership style made him an amazing leader. His ability to be able to lead by task as well as nurture group relationships put Walton as one of the greatest leaders of all time. Walton’s commitment to maintaining positive followership just added to his unique ability to possess all the qualities needed to be a successful leader. After analyzing Sam Walton’s leadership methods, I’m able to walk away with the following advice from the man himself, Sam Walton: â€Å"Commit to your goals, share your rewards, energize your colleagues, and communicate all you know, value your associates, celebrate your success, listen to everyone, deliver more than you promise, work smarter than others and blaze your own path† (Littlerock Website). Bibliography Wal-Mart Visitors Center Wal-Mart Community Involvement http://littlerock. about. com/cs/homeliving/a/aasamwalton. htm http://walmartstores. com/AboutUs/9502. aspx http://www. davidgorman. org/articles/the-sam-walton-way. html http://www. leader-values. com/Content/detail. asp? ContentDetailID=1065 Huey, John and Sam Walton. Sam Walton: Made in America. Mass Market Paperback. New York: Bantam1993.

jfks profiles in courage essays

jfk's profiles in courage essays In John F. Kennedy's book Profiles in Courage, he defines political courage as one's need to maintain his own respect for himself and because of his conscience, his personal standards of ethics that is stronger than the pressures of public disapproval and his course was the best one, that it out weighed his fear of public reprisal. In my personal opinion of political courage, I believe it is doing what one feels is right besides what opinions or desires other might have. I believe my definition of political courage is similar to Kennedy's in that political courage comes from within, not from the wants of others. Kennedy feels when one is faced with an important decision; one must look beyond public disapproval and look inside to make the correct decision. In Kennedy's book he says some (Senators) demonstrated courage through their unyielding devotion to absolute principal. One person who did this was Edmund Ross. Edmund Ross was the deciding vote in the impeachment trial of President Johnson. Facing pressures from his own political party and the state he represented to impeach Johnson, Ross voted against the impeachment. Ross felt that if the president were impeached, it would show that our country does not have faith in the leader it elected and would make our country weaker. Kennedy stated in his book that i t is on national issues, on matters of conscience that challenge party and regional loyalties that the test of courage is presented. I believe the actions of Edmund Ross are perfect examples of what Kennedy meant by courage. In Profiles in Courage, Kennedy stated that, living in a true democracy, we put our faith that the people will not simply elect men who will represent their views ably and faithfully, but also elect men who will exercise their conscientious judgment, faith that the people will not condemn those whose principles lead them to unpopular course, but will reward courage respect and honor to what is recognizabl ...

Strategic Issues in Financial Services Essay Example | Topics and Well Written Essays - 1750 words

Strategic Issues in Financial Services - Essay Example There are 13 banks that were involved in the annual JD Power and Associates Retail Banking Customer Satisfaction Survey (O'sullivan 2010, pp. 2). Out of these, the Cooperative Bank of England performed exemplarily and emerged tops. Abbey was rated as the worst bank in the UK. In addition, Bank of Scotland, HSBC, Clydesdale and Barclay’s banks were considered as performing below par. The National Building Society and RBS were the other banks that were considered as being best performers. The rating of the banks was done based on six distinct parameters. The ease of problem resolution, convenience to the customer, transactions, the offering of products like account openings, account statements and the fees that the bank charged were the six parameters used. The overall confidence in the banking sector is considered to have improved, this despite the fall of the Northern Rock as well as the recent credit crunch. The survey further stated that only a quarter of the respondents wou ld not recommend their bank to others and the same number believed that the stability of the banking sector had changed little. Despite the overwhelming support that the sector has regained in the last year, a sizeable number of the 3,300 respondents in the survey stated that the fees charged by their banks were the major factor for their withheld support. In the last couple of years, the credit crunch has negatively affected the performance of the banking sector with some international banks requiring bailout. The collapse of the sub-prime lending bubble led to a fallout that affected many banks globally. However, some banks managed the crisis considerably well, assisted by sound strategies. In this discussion, the focus is on the leaders and laggards that emerged from management of the economic crisis. The leader in the discussion will be the Cooperative Bank that was considered as the best bank in the UK by the JD Power and Associates survey. The same survey pit HSBC as performin g below average and this will be the laggard in the subsequent discussion. Formerly, people did not consider the extent of global integration. However, the multiple collapse of many institutions in the global scene presented a picture of how much integrated the world really is. Governments intervened with massive bailouts and other monetary regulations that were aimed at stabilizing the financial situation. As if to worsen matters, the effects were further strained by the recession that followed. It is in this background that the best strategies for survival and growth are tested. Both the Cooperative Bank and HSBC operated against this backdrop. What was regarded as the norm had to change drastically in order to guarantee business considering the mistrust that the crisis created. The Cooperative Bank was not spared. It made losses on its risky investments but the amount it made in losses cannot be equated to the amount that private banks like HSBC incurred (Cogan 2008, p. 7). The c haracteristics of the bank that made it suffer less involve the fact that its customers are also its members and are the ones that own it. The strength in this principle is that all approaches must be driven by consensus and are not reliant on a single stakeholder as is the case with HSBC. There is also a concomitant view that is for the long-term and also a stance that is risk-averse that allow the bank to be more conservative in terms of the strategy adopted towards retail banking. The Cooperative

Analyse the corporate governance statement of NewsCorp Essay

Analyse the corporate governance statement of NewsCorp - Essay Example With the help of the board which ought not have less than three members, it is expected that the director of the company hold office for only a year (NewsCorp 1). The director also needs to be elected through a majority vote and must enjoy their independence. Under the guideline of the corporate governance, NewsCorp indicates that board meetings are mandatory and reviews of the previous meetings must be done at all times (1). Executive sessions of the non-executive members of the board must also be held without the interference of the board members. Through the board meetings and headship, NewsCorp indicates that it becomes easy for the company to run its affairs (1). The board leader also feels free to manage the affairs of the company as an independent person; thus, effectual consultations and communication with the concerned stakeholders. It is also recommended that the members be keen whilst selecting their leader as leadership determines the kind of performance from the company. Additionally, the board is charged with the responsibility of coming up with various committees to assist the running of the company’s affairs. The committees include the Audit, the Nominating and Corporate Governance; and the Compensation Committees (NewsCorp 1). The committees involve independent directors who operate under Exchange Act and NASDAQ listing standards (NewsCorp 1). It is important to note that these committees have been given the mandate of retaining, deciding and terminating the fees by the consultants and other legal advisors based on their discretion. For instance the compensation & succession committee reviews on compensation issues of the CEO based on their performance as well as his/her compensation. This is done by assessing the potential of the existing members in the company, and who would be the best suitor in the company’s next management (NewsCorp 1). In terms of ethical standards of the company, the corporate governance does not hesitate t o specify its requirements from its members. NewsCorp indicates that the Board of Directors of the Company are keen to ensure that its members act in utmost integrity and respect to all employees in the company regardless of their affiliation (1). With the adoption of the Standards of Business Conduct, the board ensures that all the employees comply with the code of conduct. The company can therefore be argued to comply with the utmost standards of ethics. However, compliance with the ethics would not be achievable if the company did not have a chain of communication. The board then ensures that all the members have access to the ethics code and that they understand its contents well. For instance in relation to conflicts in the company, the members are aware of the procedures to follow, the same case applies in terms of property information and interaction with other persons such as government officials (NewsCorp 1). Employees are also conversant with what needs to be done in the e vent of harassment and safety of the workplace (NewsCorp 1). The CEO and financial officers are also not exempted from the code of conduct. Through its board, the Company felt the need for protecting its whistleblowers. However, stockholder communication has also been provided for, since it allows for effective communication with all the stakeholders of the company (NewsCorp 1). This

Effects on the Fetus During Pregnancy

Effects on the Fetus During Pregnancy This essay will describe prenatal development, labour and birth. Before getting pregnant women take folic acid, this helps prevent birth defects that can affect the brain and spinal cord. Women wanting to get pregnant will also ensure that they eat healthily and drink less alcohol. Prenatal development is the period from conception to birth, it has three periods within the nine-month period; the start of life occurs when the sperm and ovum unite, this is the germinal stage and lasts between 8 and 10 days. The fertilised egg is called a zygote, the zygote will divide itself again and again, after approximately a week it will implant itself into the wall of the uterus, by two weeks this will be completed and is now an embryo, the embryo is protected by the amniotic sac, it is made of two membrane sheets the outer sheet is the chorion and the inner layer the amnion The embryonic stage lasts until the end of the second month, the embryo begins to take on the look of a baby with a body, head, arms and legs. The final stage is the foetal stage, the foetus will begin to develop fingernails and eyelids as well as begin to move, by the seventh month the foetus can breathe and cry; the last two months is when the foetus grows and puts on weight. (Thomas Keenan and Subhad ra Evans, 2010) During pregnancy, the mother will be monitored by the doctor and midwife to check for blood type, anaemia, urine tests, glucose testing and blood pressure. Ultra sounds will take place at 12 weeks and 20 weeks, this is to check the babys heart rate and growth. The bump will also be regularly measured. The first stage of labour begins with contractions this starts with a backache and then gradually becomes stronger, also at this point the mother will have a show this is where the plug of mucus from your cervix comes away. Next the waters may break this is the amniotic fluid that the baby grows in. In the second stage of labour the contractions continue they get stronger and last longer, as this happens the cervix softens and dilates. Once the cervix has expanded enough, usually 10cm, the mother will begin to bear down and push. The head will come first; breech birth is when the feet come first, once the head is born the baby is then turned so it can arch its back and allow the shoulder, one at a time to pass, the rest of the body then passes through easily. The umbilical cord is then cut. The third stage of labour comes after the birth, the placenta separates itself from the wall of the uterus and is pushed out by one final contraction, often the mother has been given an injection and this helps shrink the uterus allowing the midwife to pull it out. The midwife will check that the placenta and cord are intact otherwise there is a risk of infection. (Reynolds, 1987) Whilst in the womb the baby will be covered in vernix and lanugo, the vernix acts as a moisturiser for the baby whilst it is in the amniotic sac and lanugo are fine soft hairs that cover the baby, it acts as an anchor to hold the vernix. This usually falls off just before birth but some babies still have lanugo when they are born. The midwife will check the baby using the APGAR score 1 minute and 5 minutes after the birth, this is to check activity, pulse, grimace, appearance and respiration. The baby is scored on the results: 7-10 baby is in good shape; 4-6 baby may need help; 3 or less immediate life saving measures needed. Postpartum care begins after the birth and lasts 6-8 weeks, this entails making sure the mother eats well, rests enough and cares for her vagina. A new mother will go through physical and emotional changes and it is important that she looks after herself. There are many things that can affect the foetus whilst being pregnant, this can either be genetic and chromosomal such as spina bifida and Downs syndrome, Downs syndrome is caused by having an extra chromosome instead of 46 they have 47 chromosomes. This can be detected early in the pregnancy through ultra-scans and a test called amniocentesis, the doctor will extract a small amount of the amniotic fluid and examine it. (Reynolds, 1987)ÂÂ   Infections that have been contracted by the mother can cause congenital anomalies such as TORCH, this includes Toxoplasmosis, other (syphilis, varicella-zoster, parvovirus B19), Rubella, Cytomegalovirus (CMV), and Herpes infections. These infections cause mild maternal morbidity and cause serious consequences to the foetus, unfortunately treatment has no effect on the outcome of the foetus. A vaccine called the MMR (Measles, Mumps and Rubella) is given to all children in 2 doses, first between 12 to 15 months and then again between 4 and 6 y ear old to provent Rubella. Other factors are teratogens, these are classified as physical infectious or chemical agents and they can cause defects in the embryo or foetus; this can be through smoking and drinking and can affect the foetus by low birth weight or foetal alcohol syndrome. (FAS) Drugs such as cocaine are harmful to the foetus, babies exposed to cocaine tend to be born prematurely or have low birth weight, cocaine exposed babies are three times as likely to have a very small head circumference or to show some signs of neurological abnormalities. (Helen Bee and Denise Boyd, 2004) Unfortunately, it is still unclear what the long-term effects of cocaine use are to the unborn child. The mothers health and age can affect the foetus, the mother needs to have nutrients and calories to prevent malnutrition otherwise there is the risk of stillbirth, low infant birth weight or infant death in the first year. Also, ensuring the mother has folic acid reduces the risk of spina bifida this is an abnormality in which the lower part of the spine does not close. (Helen Bee and Denise Boyd, 2004) Whilst it is important that the mother has a sufficient diet it is also important that she does not put on too much weight, this could lead to a cesaren delivery and be prone to postpartum obesity this includes heart disease and diabetes. According to the Human Reproduction journal, data was used to look at the risks associated with pregnancy in women over the age of 35, their findings showed that there is an increased risk of gestational diabetes, placenta praevia and breech presentation and still birth was higher in older women. (M Jolly, N Sebire, J Harris, S Robinson and L Regan, 2000) Fortunately, there is a lot of support to help expectant mothers such as doctors, midwives and health visitors. Pregnant mothers are routinely monitored to check the development of the foetus and are assessed for any complications that may arise, it is important to inform the doctor of any family impediments so that regular tests can be conducted and support is put in place for the family. The attachment theory originated from the work of John Bowlby, he states that all children need to form a bond with someone, not necessarily the mother but the main caregiver; this is known as monotropism. Bowlby said that babies need to maintain proximity to their caregivers. He followed on from Freuds psychodynamic theory and from ethology which is the study of animal behaviour, to develop his theory about the bonding relationship that develops between parents and children and the disruption to that relationship that can occur through separation, bereavement or emotional deprivation. (Barnes, 1995) Bowlby felt there were 4 stages of attachment, the first stage preattachment occurs in the first few months of life, the child will not show any preference to any caregiver. The second stage is attachment-in-the-making and this is from 2-7 months of age, the child will begin to discriminate between who they know and who they do not know and will have a preference. The third stage is clear-cut-attachment, the child has developed attachments with their main caregivers and will actively seek them out, they also show signs of distress when they cannot see their caregiver. The final stage is goal-corrected partnership and this occurs from about 2 years of age, the child begins to be aware of the caregivers feelings, up to this time the relationship has been one-sided, now the relationship is being reciprocated. (Peter Smith, Helen Cowie and Mark Blades, 2003) The maternal deprivation hypothesis by John Bowlby came about from a study he did with delinquent boys, the study showed that continued disruption of the attachment between child and primary caregiver resulted in the child struggling to develop relationships with others as well as having emotional and behavioural problems. Bowlby felt there was a critical period, if the child had not formed an attachment by the time they were 2, then attachment would not occur, causing the child to then develop issues later in life. Bowlby later amended this to 5 years. Michael Rutter developed Bowlbys theory further by suggesting that if a child does not develop an attachment at all this is privation, but if the child has formed a bond but this bond has been broken this is deprivation. Privation may occur because the child has had a lot of carers, Rutter felt that these children who are not distressed when separated will likely go on to be clingy, attention-seeking and as they get older the inability to stick to rules, form lasting relationships and in some cases anti-social behaviour and intellectual development. (McLeod, 2008) As a result of Bowlby and Rutters findings there has been changes in the care environment. Before children without parents would stay in orphanages or childrens institutions, now children go into foster care and be with one family as opposed to having many carers. Pre-schools now assign a key worker to help children integrate into school life this allows the child to form an attachment with them making the child feel more secure. Previously children staying in hospital would stay on their own now hospitals allow mothers/caregivers to remain with their children so the child is not left alone feeling scared and worried. Peer relationships are important to the social development of the child, it is through interacting with peers that children learn about their social world and how to interact within it. In the home the child will interact with their parents and siblings, Older siblings tend to have a lot of patience with their younger siblings and they act as their attachment figure in strange situations. Research does suggest however that the child will develop their social skills firstly through their parents, parents provide the playmates and watch the interactions ensuring behaviour is good, the parent will also play with the child themselves. Older siblings will be the ones that teach the child the rules of socialization. Babies from 2 months old are aware and look at one another, by 6 months they will smile and stare at others and by 1 year they will intentionally smile, frown and use other gestures to their play partner, they are aware of how the other behaves too and adjust their behaviour to respond to theirs. From 1 to 2 years the child will play alongside others, this is parallel play. Their interactions last longer and language will become a factor in play; as the child moves from 2 towards 3 they begin to understand rules of social exchange and can show empathy towards others. From 3 to 5 years the child

History of Alberta :: essays research papers

Date Entered into Confederation: Alberta became a province of Canada in 1905. They joined into Confederation because of many reason. One of the big factors was because of the fur trading. Canada was in big demand of fur, therefore having Alberta join would add to their business. Another reason was because of Manifest Destiny, the construction of an inter-colonial railway between Canada and the Maritimes was necessary since all goods were being transported on American lines. The Grand Trunk Railway needed increased traffic on its line to avoid bankruptcy. Also, transcontinental railway uniting the Atlantic to the Pacific would have to be built to open up the West and to prevent a possible takeover by the United States. Railway construction however was extremely expensive. The only way to ensure its construction would be for all the colonies to unite and to contribute to its construction. All of these causes for Alberta and the other provinces to join Canada was to prevent America from taking over the continent. The Provincial Flower: The Wild Rose is the provincial flower of Alberta. It grows almost everywhere during the summer in the province. It brightens Alberta with its soft pink petals and is sometimes grows in gardens. The Provincial Flag: Although first used in 1967, it was proclaimed into force June 1, 1968, following an act of the Legislature. The flag shows the Alberta Coat of Arms on a dark blue background. The flag is twice as long as it is wide. The shield is positioned in the center of the flag. On the top of the shield is a red St. George's Cross on a white background. Underneath there are white snow capped mountains. Behind the mountains there is a dark blue background, with rolling green hills in front. Below the mountains is a wheat field full of yellow grain. On the flag the blue represents the sky and gold or deep yellow for the prairies. Two other symbols of Alberta: Bird - Great Horned Owl It was adopted on May 3, 1977, following a province-wide children's vote. The Great Horned Owl, resides in Alberta throughout the year and was selected to symbolize the growing concern of diminishing wildlife, not only in Alberta, but throughout the world. Tree - Lodgepole Pine It was adopted on May 30, 1984, a result of the efforts of the Junior Forest Warden Association of Alberta. The Lodgepole Pine, played a significant role in Alberta's early history, providing railway ties for the railroad which linked the province to eastern Canada.

Fairness Principle

Compare and contrast the guiding principles of the Global Business Standards Codex and the Mixed Framework principles. Global business standards codex captures eight major underlying principles in which ethical behavior can be interpreted and evaluated. The eight ethical principles are fiduciary, property, reliability, transparency, dignity. fairness, citizenship and responsiveness. Fiduciary Principle. As part of the legal structure of a business organization, each officer and director of a company has a legal fiduciary duty to act in the best interest of the stakeholders and other employees within the firm.Furthermore, there is also an implied fiduciary duty for every employee within the organization to also act in a way that generates positive benefits for the firm. Property Principle. The property principle is based on the belief that every employee should respect property as well as the rights of the owners of the property. This principle has been expanded to intangible property and now also includes the misappropriation of intellectual property or other types of information.It expected that an employee would protect the tangible and intangible assets of the firm and the employee should be a good steward to the resources the employee has access to. Reliability Principle. It is based on the belief that it is the employee’s responsibility to honor the commitments he or she has made to the firm. It is expected that the employees will follow through with the promises and commitments that have been made between the employees and the firm. Transparency Principle. It is based on the belief that every employee should conduct business in a truthful and open manner.It is expected that the employees will not make decisions based on a personal agenda and not to act in a descriptive manner and to keep accurate and current records of all the business obligations that are currently the responsibility of the employee. Dignity Principle. It is based on the belief th at each employee needs to respect the dignity of all individuals. It encourages the enhancement of human development not only within the company and marketplace, but also in the society at large. Therefore, any type of humiliation coercion, or other type of human offenses is in direct violation of the dignity principle. Fairness Principle. It is based on the belief that stakeholders who have a vested interest in the firm should be treated fairly. There are four types of fairness: reciprocal fairness, distributive fairness, fair competition and procedural fairness. Reciprocal fairness addresses the issues of treating another party fairly and having the other party treat the firm fairly. Distributive fairness is based on the assumption that the allocation of finite resources within the firm will be distributed fairly based on maximizing the benefits of those allocations.Fair competition focuses on the fair treatment given by the firm as it interacts with its existing and potential competitors, Procedural fairness deals with ensuring that parties that interact with the firm are treated fairly from a due process perspective. Citizenship Principle. It is based on the belief that every employee should act as a responsible citizen in the community. It is also expected that employees respect the laws of the community. Furthermore, it is expected that employees protect and preserve public goods or commons available to the community. It is also expected that employees should be cooperative with community officials.Responsiveness Principle. It is based on the belief that employees have a responsibility to respond to requests for information about the operations from the various stakeholders. As a result, employees must not only reply to stakeholders’ request for information, but also be responsive to ideas presented by the stakeholders to help improve the operations of the firm. A responsive firm is expected to react in a timely manner to resolve any outstanding issues that have been raised by the employees, interest groups, suppliers, the local community and any other stakeholders that has a vested interest in the company.Mixed Framework principles:a)Fidelity: an individual needs to keep explicit and implicit promises.b)Reparation: an individual must act an repairing the conseque nces for previous wrongful acts.c)Gratitude: an individual must be able to show gratitude for the kindnesses that others have given him or her.d)Justice: an individual should try to see that any goods are fairly distributed.e)Beneficence: an individual should focus on trying to improve the lives of others.f)Self-improvement: an individual should improve oneself by focusing on virtue and intelligence.g)Noninjury: an individual should not cause any harm to others.