Free sample - Participative Leadership. translation missing

Participative Leadership. Participative LeadershipParticipative Leadership The purpose of this paragraph is to analyze Rok’s article â€Å"People and skills Ethical context of the participative leadership model: taking people into account† (2009). In this article, Rok states that participative leadership is a leadership that involves employees across levels of the hierarchy in decision-making. Participatory systems allow employees and external strategy, protects organizational responsiveness, and holds the managers accountable. Rok also states that it is possible for employees to participate, and when they do participate they see the whole system as one with equal opportunities for all, as a system that is more fair (2009, p. 468). Spreitzer claims that Participative Leaders expect from their subordinates to create and implement various decisions. They might seek from employees to participate in making important decisions and to evaluate others’ ideas or points of view. They might show more tolerant behavior to their employees when it comes to differences in the organization, because they know those differences can upgrade and bring better quality to making decisions. (2007, p. 1090). Bainbridge supports Speitzer, claiming that Participative Management style is a style that requires involvement of employees by â€Å"creating formal mechanisms through which employee voices can be heard† (1996, p. 25) by the managers that make decisions and, sometimes, by letting employees to state their opinion in the making of decisions. Participatory style might lead to greater job satisfaction, which, combined with the flexible work rules, results in a greater intensity of effort from that workers are willing to invest when dealing with tasks (1996, p. 25). Kahai also claims that a participative leader would encourage his followers to contribute when the problem-solving situation occur, without instructing any directions on how to approach the task that needs to be solved (et al. 2004, p. 72). Participative Leadership encourages involvement and participation of employees in making decisions related to the work of an organisation. They are more tolerant to opinion-differences and can provide employees with greater job satisfaction. Directive Leadership The purpose of this paragraph is to analyze Kahai’s article â€Å"Effects of Participative and Directive Leadership in Electronic Groups† (2004). In this article, Kahai states that the directive leaders present themselves as the ones in charge during solving problems and provided, and gave the directions to participants. Directive leadership improves performance by supporting participants to focus on relevant aspects of a problem (2004. p. 94). The structure that directive leader provided was relevant for keeping participants focused on relevant aspects of the tasks when the task was less structured (2004, p. 96). Andrews has also suggested that directive leaders make decisions, they allocate resources and direct action of their employees in order for them to complete the task (1998, p. 131). This type of leader can be related to traditional notions of a transactional leader (1998, p. 133). Pearce have stated that this type of leadership relies on power of the position (legitimate power). Directive leaders often use directions, give commands and use intimidation as main mechanisms to control subordinate behavior (2003, p. 275). He has, also, claimed that directive leaders initiated activities within the group, organized their activity, defined how the work has to be done, established clear and precise communication, supports achievement of a goal, assigned tasks to employees, suggested some views to the problems, and coordinated activities of subordinates (2003, p. 277). Directive Leadership excludes employees from decision-making process and determines how the work has to be done. This type of leadership should be preferred when tasks are less structured and when participants need to focus on relevant aspects of a problem. Entrepreneurial Leadership The purpose of this paragraph is to analyze Fl?istad’s article â€Å"Entrepreneurial Leadership† (1991). In this article, Fl?istad states that the entrepreneurial culture is a creative culture, which care about their employees, and this culture recognizes and supports employee's individual capabilities and talents. Instead of deciding what others must do, the task in this less pyramidal, organisation is under the influence of circumstances. Organisation supports employees' active participation in creative processes, and it allows employees to demonstrate and achieve their maximum (1991, p. 30). The group presents itself with several alternative ideas and solutions between which to decide (1991, p. 31). Prabhu suggests entrepreneurial leaders might have a mission that is the social change and development of their client group. These leaders are considered to have high levels of emotional energy, which can be seen in the persistence shown by them. They are capable of withstanding social censure, they are sensitive to feelings of others, can develop clear organisational vision, can develop confidence in employees, can think creatively, and they can work for long periods (1999, p. 142,143).   Peters have stated that entrepreneurial leader has an influence on the way employees evaluate job as finally only they are responsible to motivate employees (2005, p. 576). Ng and Thorpe stated that Entrepreneurial Leadership might be helpful to some organizations to grow and survive under family control (2010, p. 457). Entrepreneurial Leadership is committed welfare of their employees. It recognizes and supports employee's individual capabilities and talents, supports employees' active participation in process of decision-making and encourages employees’ creativity when dealing with tasks. References Andrews, J.P., Field, R.H.G. (1998). Regrounding the concept of leadership. Leadership Organization Development Journal 19/3, pp. 128–136 Bainbridge, S. M. (1996). Participatory Management within a Theory of the Firm. Available at SSRN: Fl?istad, G. (1991). Entrepreneurial Leadership. Leadership Organization Development Journal, Vol. 12 No. 7, 1991, pp. 28-31, Gretchen Spreitzer (2007). â€Å"Participative Organizational Leadership, Empowerment, and Sustainable Peace†, Journal of Organizational Behavior, Volume 28, Issue 8, pages 1077-1095 Kahai,   S.S., Sosik, J.J., Avolio, B.J. (2004). Effects of Participative and Directive Leadership in Electronic Groups. Group Organization Management   29: 67 Ng, W., Thorpe, R. (2010).Not another study of great leaders Entrepreneurial leadership in a mid-sized family firm for its further growth and development. International Journal of Entrepreneurial Behaviour Research Vol. 16 No. 5, pp. 457-476 Pearce, C.L., Sims Jr, H.P., Cox, J.F., Ball, B., Schnell, E., Smith, K.A., Trevino, L. (2003). Transactors, transformers and beyond A multi-method development of a theoretical typology of leadership. Journal of Management Development Vol. 22 No. 4, pp. 273-307 Peters, M. (2005). Entrepreneurial skills in leadership and human resource management evaluated by apprentices in small tourism businesses. Education à ¾ Training Vol. 47 No. 8/9, 2005 pp. 575-591 Prabhu, G.N. (1999). Social entrepreneurial leadership. Career Development International 4/3, 140–145 Rok, B. (2009). People and skills Ethical context of the participative leadership model: taking people into account. Emerald Group Publishing Limited, Vol. 9 No. 4 2009, pp. 461-47

Spanish Words for Whoever, Wherever, and Whenever

Spanish Words for Whoever, Wherever, and Whenever Spanish has several words ending in -quiera that are the rough equivalent of English words ending in -ever, although they are often used in slightly different ways. Common Words Ending in -quiera dondequiera, sometimes shortened to doquiera (wherever)adondequiera (to wherever)comoquiera, often spelled as como quiera (in whatever way, however)cualquiera, sometimes used in the plural form cualesquiera (whichever, whatever, any)quienquiera, sometimes used in the plural form quienesquiera (whoever, whomever, anyone)cuandoquiera (whenever) The -quiera suffix is obviously derived from the verb querer. The -quiera words can be used as various parts of speech, depending on the context. When used as an adjective before a singular, masculine noun, through the process of apocopation, the ending becomes -quier, as in cualquier hombre, whichever man. Example Sentences Dondequiera que voy, reviso mi correo electrà ³nico. (Wherever I go, I check my e-mail.) Dondequiera que yo vaya, mi amigo va conmigo. (Wherever I go, my friend goes with me. As in this and the preceding example, dondequiera is frequently followed by the relative pronoun que. Although it is common to use the subjunctive mood with this sentence construction, it is not always mandatory.) Y salà ­a David adondequiera que Saà ºl le enviaba. (And David went away to wherever Saul sent him. Adondequiera is used when suggesting a destination. Adondequiera has the same relationship to dondequiera that adà ³nde has to dà ³nde.) Comoquiera que sea, gracias por tu amable comentario. (Whatever comes of it, thanks for your friendly comment.) Comoquiera que no estaba yo muy convencido, me fui. (Since I wasnt especially convinced, I left. When comoquiera que is followed by a verb in the indicative mood, it often means because or since.) Este programa puede convertir videos de cualquier formato a cualquier formato. (This program can convert videos from any format to any other format. Note that whatever could be informally substituted for any in the translation.) Existen cientos de carreras profesionales, y estudiar cualquiera de ellas tiene sus ventajas y desventajas. (There are hundreds of careers, and studying any of them has advantages and disadvantages.) Cualquiera que estudie este libro va a aprender cosas que le van a ser muy à ºtiles en su vida. (Anyone who studies this book will learn things that will be very useful in his or her life. Cualquiera que is typically followed by a verb in the subjunctive mood.) En cualesquiera circunstancias, la mente siempre encontrar algo para que no seas feliz. (In any circumstance, the mind will always find something so you arent happy. The Spanish is an example of the plural form, although it is translated as singular in English.) Quienquiera que seas, no importa. (Whoever you are, it doesnt matter. Quienquiera que is typically followed by a verb in the subjunctive mood.) Nuestro movimiento est abierto a quienquiera. (Our movement is open to anyone.) Cuandoquiera que dos o tres alcohà ³licos se reà ºnan en interà ©s de la sobriedad, podrn llamarse un grupo de A.A. (Whenever two or three alcoholics get together in the interest of sobriety, they will be able to call themselves an AA group. Cuandoquiera que is typically followed by a verb in the subjunctive mood, although sometimes the indicative mood is used when referring to an event that regularly occurs.) Puedes llamarme por celular cuandoquiera. (You can call me by cell phone at any time.) Translating to Spanish Be aware that while it usually works to translate Spanish -quiera words as English -ever words, the reverse isnt always true. In other words, the -ever words of English are more versatile than the -quiera words of Spanish. For example, whoever sometimes has basically the same meaning as who but is used mainly for emphasis. Thus Whoever is calling you? would better be translated simply as  ¿Quià ©n te llama? rather than using some form of quienquiera. Also, whatever also is used in numerous ways. Where whatever is the equivalent of any, it often can be translated using cualquiera. For example, You can be whatever type of woman you want to be could be translated as Puedes ser cualquier tipo de mujer que quieres ser. But when it is used to express indifference, you might translate it using something as no importa, which literally means it isnt important. Key Takeaways Common Spanish words ending in -quiera include dondequiera (wherever), comoquiera (however), cualquiera (whichever), quienquiera (whoever), and cuandoquiera (whenever).Sometimes the -quiera words are followed by que and a verb in the subjunctive mood.When used as an adjective before a singular, masculine noun, the -quiera ending changes to -quier.

Santa Monica Mountain Watershed Research Paper Example | Topics and Well Written Essays - 3500 words

Santa Monica Mountain Watershed - Research Paper Example The paper tells that the Santa Monica Mountains in the United State are parallel to the Mountain Santa Susana which is mainly situated straightly to the north side of the mountains crossways the San Fernando Valley. Many tourists come here every year for viewing and feel the beauty of the fresh air at the mountains, valleys, rivers, and forest in the Mountains. The mountain range is situated on the banks of Pacific Ocean. So it can provide a fantastic beach for the tourist in the evening. The UC natural set aside Scheme that plays an enabling position in the main research project that is of worldwide importance. By offering sheltered, landscape-scale locales, in addition, to support services devoted to research there sites to catch the attention of experts in a large variety of fields ranging from engineering, environmental science and marine environmental science to computer science, forestry sciences and geology. The Santa Monica Mountain Watersheds features and channel morphology are the main purposes of geologic and atmosphere controls. In the San Monica Mountain, the geology was discovered to be one of the significant aspects of developing the presence of summer low flow habitation which is possibly one of the main limiting aspects in California streams. Some of the places aquifers are present and also the water in the ground area is forced to the surface area due to the presence of sheer mistakes, springs and seeps are more general. The appearances of rocks by way of low hydraulic conductivity and a non-existence of faulting presence to show the way little or no base flow. On a regional level the eastern area of the Santa Monica Mountain likely provides a superior prospective for summer season low flow on the reason of the favorable geology. â€Å"Escondido and Little Sycamore also had potential in terms of providing low flow habitat with approximately 49 and 40 percent of the channel being wet during the dry months, respectively. Further comparison and ranking of the quality of fish habitat among basins will be elucidated through analysis of the existing field data† (Harrison et al. 13). Target audience of the Santa Monica Mountain Watersheds are, the K-12, University student, teacher, general public and Non-Formal Educator. More than 90,000 peoples are lives in the regions of the Los Angles state call this watershed house as do innumerable animals and plant species. Protection of watershed is the one of the extremely significant aspects not only the quality of life of the residents of the country but also to guarantee the long-term healthiness of the ecosystem. On the other hand enhanced urbanization has resulted in the quality of water and quantity matters in addition to the loss of grave habitat. Various association and organizations is gather various data’s and information in the watershed, a number of them are going back healthy more than 20 years. Information relating to the quality of water is of particular significance due to its consequence on plant, person, and animal and on the whole system health. â€Å"The Las Virgenes Municipal Water District, H eal the Bay, the Resource Conservation District, the City of Calabasas and many other agencies has

Ethical Decision Making Essay Example | Topics and Well Written Essays - 750 words

Ethical Decision Making - Essay Example Finding out the nature of the problem is important (Johnson 310). Identification of the affected parties is the next step. It is necessary to understand the stakeholders to get a clear picture of what lead to the problem as stated. Apart from consulting the affected, one should also try to hear from the witnesses. Clarity of the issue at this point must have come out. It helps stabilize the next step. The third step is exploring options available. It enhances brainstorming and reflects on a range of actions possible. In every potential problem, at least three options should be availed. From these options, one explores the strengths and limitations of them all. Identification of directly related problems is necessary. Before the decision comes out, it is wise to establish a mechanism for revision appeal (Johnson 139). The next step is to consider your character and integrity on the choices of options made. It is wise to try to picture out the type of decision a relevant member of the community will make out of integrity. Also, try to imagine what the larger population will think of your decision if they read in a publication. Would it be the best? You should also try to think of how your decision appears later on in life (Johnson 243). The fifth step is to think creatively about potential actions. One must have at least two alternatives to consider. Considering the two, one should come up with a third alternative that combines the idea of both the two alternatives. The third alternative should satisfy the interest of the primary parties in the situation. The sixth step is to check your confidence in the choice. It gives one the courage to give the decision openly with substantial reasons for his choice. It is more advantageous if one is experienced in the subject. If not, then it is good to consult an expert and here what he says about the solution.

Mirror Dance :: essays research papers

Mirror Dance There are some paintings that simply capture the essence of life within their still frames such as the painting of the "Mirror Dance" in R.A. Salvatore’s novel Crystal Shard. The painting depicts two characters set in a darkened background. The faint light of the moon casts shadows down upon the grassy floor on which the sylvan warrior and human assassin battle. The glimmer of the moon reflects upon a small, nearby pool of water. A silver sparkle in the distance marks the nearby city of Silvery Moon. A sneer of hatred is etched upon the face of the human assassin. His eyes glimmer with a taint of red to depict his blazing internal rage. The clothing worn by the human is black as the night, much like the hooded garbs of ancient Japanese Ninja, the only hint of color coming from his weapons. One of his hands holds a vicious blade, blackened like the coal inside a fireplace. Small flecks of crimson blood decorate the tip of the blade, matching the fresh cut upon the arm of the elf. The legs of the human are crouched, as if he were ready any moment to leap savagely at his opponent. His secondary hand hosts a second blade, much smaller than the other sword, his hand holds the secondary blade inward, as if to flick it out at his adversary. The elven warrior casts an extremely different perspective upon the viewer. His eyes twinkle with the soft moonlight, and his smile welcomes the fierce battle. The warrior’s robes flutter in a soft breeze, shining in the glow of the night. Even with his arm bleeding red from a cut which must have been inflicted by the assassin, the warrior still maintains a look of regality. The crown adorning the top of his head, marks his royal heritage. The weapons commanded by the warrior seem to take on a life of their own, his sword dancing to meet the twin blades of the assassin while a radiance resonating from his shield, cast light upon the foe who prefers the stealth of night. Nature lies still for the battle between the two adversaries. The birds in flight, bend away from the loud clashing of swords, and the deer hide amongst the trees in the forest. The people of the distant town of Silvery Moon watch from their doorways, huddled close to keep the chill of the night from freezing their bones. They look upon the scene with deep interest, the smiles of the children obviously cast upon their elven hero.

Article Review On “Evidence Based Management(EBM), The Very Idea” Essay

Introduction There has been a recent trend in commending evidence-based approaches for management and policy making decision in the public sector. Evidence based management(EBM) is an aspect that has been heavily developed and relied on in certain practices such as evidence-based policy and evidence-based medicine.   These forms of approaches utilize recent best evidence in decision making and management. Evidence based management(EBM) involves   managerial based decisions and organizational practices that are informed by the best and available scientific evidence with the best evidence in this case being the norms of natural sciences. Evidence based approaches have gained fame over the years. The same has not been without its ups and down. This has seen evidence based management generate debate with writers such as Learmouth & Harding (2007) opposing the very idea of utilizing the widely acclaimed evidence based approach in fields such as health care. The document reviews the(Learmouth & Harding (2007) article with a look at the evidence provided by the two in support of their opposition to the use of evidence based management (EBM) in health care. The positives and negatives of their arguments will be reviewed. Evidence of the same will be based on the Learmouth & Harding (2007) article as well as literature from related articles. Discussion The evidence based management as analyzed by Learmouth & Harding (2007) article presents a strong case that shows that there is reason to believe and support the research bothwriters   have accomplished to discredit the use of this approach especially in health care. Both Learmouth & Harding (2007) raise a good debate on the development of evidence based approaches to management and organization. The researchers clearly raise the issues they feel plague the use of evidence based management(EBM) in health care and in any other setting. To Learmouth & Harding (2007), this is an approach that is a misguided aspect with the unpredictable nature of evidence in the management discipline. Also, Learmouth & Hardin (2007) have the take that evidence based management is not there to help the public service and will not at the end contribute anything meaningful to the effectiveness in organizations (Axelsson, 1998).   This is in spite of other systems such as evidence based medicine beinghailed as the best method of reducing uncertainty in clinical practice. Learmouth & Harding (2007) opposition to the use of evidence based management(EBM) in organizational setting raises and opens the reader’s eyes to a major issue in their debate-arriving at an agreement on evidence. One is made to agree with Learmouth & Harding (2007) debate that it is one thing to reach a consensus in medicine and other fields and another in reaching the same in social sciences so as to flag the appropriateness of the use of evidence based management(EBM) in health care. Such techniques as the use of the evidence based medicine has worked well but this should not be the assumption in all the cases as highlighted by Learmouth & Harding (2007). The fact that the two researchers also disapprove of generalizations in the different approaches is a positive aspect in the research. The reasons the two give is valid in that the cause and effect connections that are there in organizational research are not in any way readily subject to controlled experiments such as those in medicine. However, there is an oversight and thus a disadvantage in Learmouth & Harding (2007) debate. One can counter their opposition to the generalization point on the use of evidence based management(EBM)in that where the presence of clear necessitates the establishment of decision making rules which the scientific community is able to endorse. Learmouth & Harding (2007) would want their readers to believe that a solution to finding a cause and effect connection in organizational settings does not exist but this is not the case (Parker, 2001).This is a side that is missing in their debate in that over the years, there has been the establishment of consensus around the use of constructive reviews and meta-analysis in order to identify the convergent findings in the organizational research and the boundary conditions. Learmouth & Harding (2007) do not leave any option to the reader to see a chance in the establishment of a movement towards evidence based management which would even be capable of fostering great attention to the convergent findings and their implications to practice and science. One feels that Learmouth & Harding (2007) are advocating and supporting the continued fragmentation and novelty in the current organizational research. By focusing on the high consensus areas, there will be a chance for EBM (evidence based management) to have efforts directed towards accounting for divergence and inconsistency in the areas of limited convergence in organizational research(Linstead & Grafton-Small, 1992). Managerialism is also another major issue that Learmouth & Harding (2007) raise with the use of Evidence Based Management (EBM).   The researchers support the opposition to the use of the same in such systems as organizations. According to Learmouth & Harding (2007), the use of EBM supports and reinforces Managerialism. The evidence based approaches are used to reinforce the managerial power with some forms of legitimized forms of evidence while they obscure non-managerial ways of understanding organizational life. One can associate with such an argument in that the evidence given by Learmouth & Harding (2007) is that there have been long standing workplace ethnographies which have stood to benefit organizations by such acts as exposing power, inequality and conflicts in the organizations (Kovner et al., 2000).   Thus elements such as Managerialism have no chance of prospering in such an environment. This greatly benefits the organization. However, there is a downside to the evaluation of only one side of the effect of EBM as far as Managerialism is concerned. The evidence by Learmouth & Harding (2007) is hinged on bias on whether there has been enough inquiry to the effective ways of organizing and managing based on less non-traditional and hierarchical view of workers, governance and employment (Ferlie et al., 2001). It is not justifiable to brush off EBM on managerialism basis since the same would serve as a counterforce to the self- serving and arbitrariness bias observed in the form firms are managed and organized nowadays (Parker, 2001). Any innovation can be affected in that it can be misused. Evidence of such is the presence of a regulation in the use of evidence based medicine in the UK National Health Service. However, the use of EBM can act as the basis to develop effective organizational and professional competencies (Harris, 1998). Learmouth & Harding (2007) are wary of the role that EBM may come to acquire in terms of power. The two are skeptic of the fact that EBM may become an avenue that serves interests. This shows how Learmouth & Harding (2007) have put a great deal of effort into all the aspects that may hinder the smooth operation of such programs as EBM in health care. As researchers, they have succeeded in evaluating all the angles of a research issue. Learmouth & Harding (2007) show that it would be naà ¯ve to not think of politics as the same are pervasive and real. Such an aspect as the development and implementation of EBM to organization and management can affect such issues as how legitimacy, funding   and influence is allocated to such groups as practitioners, teachers and scholars. Management is free of such aspects such as social and political interests as well as moral considerations.   However, true as this may be and a correct inference by Learmouth & Harding (2007), power and politics cannot be avoided. The real problem that Learmouth & Harding (2007) seem to be wary of is that qualitative research may not be able to meet the evidentiary standards that EBM may incorporate and employ (Linstead & Grafton-Small, 1992).  Ã‚   Also, Learmouth & Harding (2007) seem to be wary that qualitative research may be devalued which will result in the decline of legitimacy as well as its funding. Evidence cannot be said to be of particular measure or method social science uses. As opposed to Learmouth & Harding (2007) hesitation with unobstructed power in the use of EBM, this may not be the case as qualitative research is a sure way of identifying the areas in science that are not clear. Qualitative research is capable of being put into practice to identify the meanings underlying the observed patterns and also in helping to translate the evidence into practice through exploration of the politics, subjectivity and the conflicts that are involved in the changes to organizational practice (Carter, 2000). Conclusion The implementation and the design of the EBM is not an aspect that should be generalized and opposed without full evaluation. The implementation as well as the design of EBM should be subject to critical inquiry. The critique by Learmouth & Harding (2007) evades some aspects and in doing so mislead the audience. There is no denying that EBM may affect all the management aspects but the same should not be a reason to abandon the approach. There should and will be movements towards EBM which involve many of the community that are interested in the design of the same. There will be development, implementation, learning and redesign over time. Fear of loss should not hinder the focus for the opportunity on constructive change. References Axelsson , R . 1998 . ‘ Towards an Evidence-based Health Care Management ’ , International    Journal of Health Planning and Management , 13 , 307 – 17 . Ferlie , E . , J . Gabbay , L . Fitzgerald , et al . 2001 . ‘ Evidence-based Medicine and   Ã‚  Ã‚   Organisational Change: an Overview of Some Recent Qualitative Research ’ , in L .   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Ashburner ( ed .), Organisational Behaviour and Organisational Studies in Health Care:   Ã‚  Ã‚  Ã‚  Ã‚   Refl ections on the Future . Basingstoke : Palgrave Macmillan, pp . 18 – 42 . Carter , J . 2000 . ‘ New Public Management and Equal Opportunities in the NHS ’ , Critical   Ã‚  Ã‚   Social Policy , 20 , 61 – 83 . Harrison , S . 1998 . ‘ The Politics of Evidence-based Medicine ’ , Policy and Politics , 26 , 15 –   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   31 . Kovner , A . R . , J . J . Elton and J . Billings . 2000 . ‘ Evidence-based Management ’ , Frontiers   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   of Health Services Management , 16 , 3 – 24 . Linstead , S . and R . Grafton-Small . 1992 . ‘ On Reading Organizational Culture ’ ,   Ã‚  Ã‚  Ã‚   Organization Studies , 13 , 331 – 55 . Parker , M . 2002 . Against Management: Organization in the Age of Managerialism .   Ã‚  Ã‚   Cambridge : Polity Press Learmouth, M., & Harding, N. (April 01, 2007). Evidence-based management: The very   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   idea.  Sage Public Administration Abstracts,  34,  1.)

Wage Discrimination And The Gender Wage Gap - 1987 Words

Wage Discrimination and the Gender Wage Gap â€Å"They† say, â€Å"We’ve come a long way baby!† â€Å"They† are both correct and incorrect at the same time. While it is true that women have come a long way from June Cleaver and the typical 50’s housewife to the modern two parent working household, statistically, it would take women approximately one extra day of work per week to earn the same as their male counterpart. So, while women have begun to work in higher paying professional and managerial jobs that before were typically held by men; they are paid less. This is gender discrimination and is commonly known as the Gender Wage Gap. There are many arguments as to why there is a wage gap between men and women; there are those who argue that women are taking lower-paying jobs, so they can attend to the needs of their families. Others argue that women are purposely choosing fields that pay less. One thing is clear, though: a gender wage ga p exists, and if steps are not taken to remedy this situation, women may never see equal pay for equal work. To understand the Gender Wage Gap, we need to review the history of the working woman; how and why they began to enter the workforce. Before World War II women generally only worked outside of the home until they were married. In the 1940s, there was an increase of married women into the workforce due to a â€Å"wartime economy† (Goldin). Women entered the workforce at that time for many reasons; patriotic duty, a husband’s tour of dutyShow MoreRelatedGender Discrimination And The Wage Gap Essay962 Words   |  4 PagesGender Discrimination and the Wage Gap Definitions Gender discrimination has been a controversial topic since the introduction of the Equal Rights Amendment in 1923. Gender discrimination is defined in the Encyclopedia of Small Business as any action that specifically denies opportunities, privileges, or rewards to a person (or a group) because of gender (Burton, 2011, p.617). While women are often the subject of gender discrimination, men may also find themselves being discriminated against. CasesRead MoreGender Wage Gap : Discrimination Or Misinformation1699 Words   |  7 PagesGender Wage Gap: Discrimination or Misinformation In 2014, female full-time workers made only 79 cents for every dollar earned by men, a gender wage gap of 21% according to IWPR Org or Institute for Women’s Policy Research. There is no debate that in the past women have been discriminated against when it came to compensation and wages in the workforce which led to the enactment of the Equal Pay Act of 1963. This a federal law signed by John F Kennedy attempting to amend wage disparity based on sexRead MoreDiscrimination, Policies, And The Gender Wage Gap1088 Words   |  5 Pages Discrimination, Policies, and The Gender Wage-Gap   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   For decades, the gender wage-gap has been an ongoing issue in Canada. Since then, women’s rights have changed and allowed them to obtain career positions much like men. Although women have successfully fought for their rights, the issues of the gender wage gap, and sexist stereotypes continue in Canada. The Canadian Government needs to strengthen its discrimination policies so it can rectify and allow for equal opportunity, support parentalRead MoreGender Discrimination : Gender Equality And Wage Gap1822 Words   |  8 PagesGender Discrimination – Gender Equality and Wage Gap Do women earn less than men? In today’s society, money is one of the most important sources of livelihood; therefore, it is surprising to know that some women are paid less than men for doing the same job. One of the reasons that there is a wage gap is often linked to traditions and stereotypes. Some of the stereotypes include: women experience difficulty balancing work and family life, they are not vigorous, they are too emotional, and that theyRead MoreThe Gender Wage Gap And Focus On The Discrimination Against Working Women1350 Words   |  6 Pagesurpose: The purpose is to highlight the gender wage gap and focus on the discrimination against working women Thesis: I intend to assert that women deserve to be paid as much as men for the same job by the same employer. Introduction For the same employer and for the same job in the US, on an average, women get 79 cents for every dollar earned by their male colleagues. This indeed is an alarming figure noting that women haveRead MoreGender Wage Gap And Focus On The Discrimination Against Working Women1792 Words   |  8 PagesTitle: Equal Pay for Women Purpose: The purpose is to highlight the gender wage gap and focus on the discrimination against working women Thesis: I intend to assert that women deserve to be paid as much as men for the same job by the same employer. Introduction: l. Working for the same employer and in the same kind of job in the US, if we look at averages, women get paid merely 79 cents against every single dollar paid to their male coworkers. A. This indeed is an alarming figure noting that womenRead MoreThe Wage Gap Between Men And Women1337 Words   |  6 PagesMen and women. Even the name of the female gender is derived from the male species. For years, women have been discriminated against in an array of areas such as politics, at home, and in the workplace. The most debated area of gender discrimination is the wage gap between men and women. After reviewing the following facts, it is obvious women are essentially just as valuable as men, and therefore should be treated equally in the workplace. The pay gap between males and females has been a topic thatRead MoreThe Wage Gap Within The United States1687 Words   |  7 Pagesright to equal wages; gender and ethnic inequality has been an on-going issue in the United States for a very long time. This inequality has been the reason for the Wage Gap which is a violation of everyone’s human rights. Some people believe that the wage gap is just a gender problem but it is not, it is unequal opportunities for racial and gender minorities; in fact some women that are of a certain race are paid significantly less than someone who is only of one minority. The wage gap relates to humanRead MoreThe Role Of Women During The Civil War1595 Words   |  7 Pagessuch as Pregnancy Discrimination Act of 1978 and the Family Medical Leave Act of 1993. However, women are still being undermined in the work force with the wage gap between women and men. Many argue that a wage gap does exist where women are working hard but getting payed less leading to poverty. On the other hand, others argue that the wage gap is merle a myth and is impractical in today s society. Contributing factors like education, family and job choice is what causing a wage gap. The opposingRead MoreGender And Gender Within The American Workforce1306 Words   |  6 Pagesyears. Whether it is equality for races, religion, gender or sexual orientation, people just desire for life to be equal and fair. Although much has changed and is continuously changing, women still struggle to be seen as equivalent to men in the American workforce. Bound by a wage gap that is bias towards the female species, women have to battle different factors which lead to inequivalent compensation. There are wage gaps stimulating from gender within the American workforce due to caregiving duties;