Barrows Vs. Shaku And Dharmapal An Argumentative Analysis

Barrows vs. Shaku and Dharmapala: an argumentative analysis John Henry Barrows and Soyen Shaku represent more than just two religious luminaries having a good-hearted debate. Their deliberation at the late 19th century Parliament of Religions represents the East versus the West, modernity versus tradition and rhetoric versus logic. It’s difficult to take a side on which religion is superior indefinitely because Barrow’s full argument is not in the passage and Shaku is helped a little by Angarika Dharmapala, it is possible, however, to juxtapose Barrow’s arguementative skills in â€Å"Words of Welcome† to Shaku’s and Dharmapala’s skills in their argument for Buddhism. Upon an in depth analysis of both passages, it is clear that Shaku and†¦show more content†¦It’s clear from the statement â€Å"Christendom may proudly hold up this congress of faiths† that Barrows takes pride in the fact that Christianity is the religion that made the conference possible (128). He furthers this poi nt towards the end of his speech by saying that, â€Å"the arms of human brotherhood had reached almost around the globe†, hinting that the â€Å"human brotherhood† would not have been possible without Christianity (129). Barrows’s message of Christian superiority doesn’t end with this one idea though. Barrow’s strongest argument for Christianity comes in the form of a comparison to America, or rather the success of America. Barrows makes the argument that America is a Christian nation, not in the way that the government and the church are the same, but in the way that historically Christians like â€Å"Columbus and Luther† and the â€Å"pilgrims† helped make America into the country it is today. He goes on to say that â€Å"America owes so much to the Christian college and Christian school† meaning that Christian education laid the foundation for his â€Å"jubilee of civilization† that people all around the world flock to (128). In the midst of all of Barrows’s rhetoric and eloquence, his logic may seem sound, but once the rhetoric is removed we see a typical logical fallacy in his speech. Essentially, without the rhetoric, Barrows is using the logical trajectory: Christianity is one of the foundations of America, America is successful, and therefore Christianity must have made

Managing Remote Employees Free Essays

string(54) " dialoging the difficulties with a client might fail\." After four years with Outlook Marketing Services Inc, Jeff Rappaport, in January 2001,emailed his entire staff at Northbrook, 111, announcing Suzette sexton’s promotion.  It would have been too long a walk for Suzette, no wonder she opted to work from home. She was not at all disturbed as none of her colleague at the twenty-man business stopped by her office to congratulate her, rather the commendations came in great quantities in form of emails-she was embarrassed. We will write a custom essay sample on Managing Remote Employees or any similar topic only for you Order Now Rappaport said â€Å"all her hard work was recognized and rewarded†.This in-turn affected him positively. He has been able to overcome the one of the most troublesome work any employer is likely to encounter in the workforce of today-he manage remote employees by simply keeping them excited and engaged with developing a firm. This is a sure task every leader must face for as long as the quest for success remains. The choice of working from home with computer and internet access has become a welcome lifestyle for employees. Increasingly small business owners accommodate this method of work for they tend to benefit a lot when their employees work from the comfort of their homes. The author of Managing Telework:† Strategies for managing the virtual workforce† Jack. M. Nilles (John Wiley and sons, 1998), said ‘productivity increases for most companies with remote workers’. Again, he said ‘the higher the salary, the more the productivity gain’ Their some inner barriers in work –from-home relationship between the two parties- the employer and the employees. These business owners themselves are often the biggest barriers to a productive relationship. A telecommunicating and virtual office consultant, Gil Gordon, in Monmouth Junction, N.J, once said that ‘the hardest thing is learning to manage with your brain instead of your eyeballs’. The most important thing for employees to do is to have aims and meet them, not just work alone. The founder of the twelve employee, Rye Brook, N.Y based Acappella software, David Bromberg, oversees his three programmers who works from home by measuring /checking their ability to complete jobs. Most experienced managers of remote workers have succeeded in making a change and thereby improved the pattern to imitate the existing ones. An online time clock added by Mike Birdsall and his wife Maureen to run their company ; Birdsall InteractiveInc,has helped them to checkmate the on   time the sixteen employees of Oakland,California,web design firm   if they are working from home. What he actually does is – punch in his hour just as if he is in his office. Lack of corresponding ways of measuring productivity in the office makes the employers frequent discovery on productivity for their remote employees futile. On the other hand smaller companies with the remote workers are often more productive for they seems more focused –managers frequently rely on wise looking ideas in giving out and measuring work progress. These are clues that are not evident as one works from the comfort of his or her home. The president of Manufacturing Consultant DKM Inc, Murat Sehidoglu, for instance, assigns projects regularly to his seventeen employees. Most of these employees seldom visit the office in Los Angeles. Sehidoglu admits that lack of face time makes him experience a continual difficulty in making such assignments. He does not even know if the employees understand the job whether they are really willing to continue in it. The ability to assign task to an employee and checkmate him or her progress, is what Gordon calls ‘Hallway Management’. Another way is by asking questions based on the field of job assigned to the employee involved as you come across him/ them at any spot throughout the day. This rather becomes difficult to do when the employee works from home. Employees and manager can be kept coordinated by electronic mailing system. Technology and smart management has tremendously helped in overcoming communication difficulties. To keep tabs on her seven workers scattered throughout the country Louise Guryan, The principal of Media Connection LLC in Seattle, uses the electronic mailing system (email). Sometimes she will deliberately plan an email, which every employee had to copy as they work with one another and at the same time maintaining the customers relation through direct-mail projects. By using regular conference calls Rappaport was able to stay in –touch with her remote employees. This is one vital role the telephone plays in managing remote employees. ‘We have weekly teleconference with everybody and while a project is going on, there are almost daily teleconferences between the people involved’ she says. Remote workers are often difficult to get on phone, not even a prompt email response. Managers new to work-at-home sometimes may have a wrong impression at this and may just conclude, they have gone out for pleasure, whereas these remote workers may be doing something else or even trying to get a project done. So he certainly does not need any distractions! For an employee to be available during a particular hour, there must be a discussion in advance of agreeing to their working from the comfort of their homes, says Nilles. Top employees need not payphone bills for Birdsall always foot it. He believes he can always reach them during business hours for as long as their phones are on. This is discretion and management strategy. It is also worthy of note that nothing discourages clients like when they cannot reach someone. For this reason, Guryan established a single toll-free number that easily connects client with her employees. By screening and forwarding incoming business calls, firms can easily reach an employee’s home. Therefore, balance is required to get in touch with a work-from-home employee. A New York consultant, Caryn Furst, who manage remote workers by training businesses said ‘you have to stay out of people’s way. I don’t respond to every messages going back and forth’. By email a fast progress observation might come in handy. For this Gordon said that for every circumstance, the right form of communication should be selected. On the other hand, dialoging the difficulties with a client might fail. You read "Managing Remote Employees" in category "Essay examples" Somebody working from home cannot be easily made angry. Though quarrels sometimes arises but one need to learn how to detect it from a distance. It is well agreed that an employee cannot do the work of an employer for he know virtually nothing about it. Take for instance an employee calling Bromberg to talk to an intending client about a project- He could not communicate well with the client. In communication with remote workers of today, it is either by phone or email for they are faster than the posted mail. Managers may find opposition if their emails are copied between two parties thereby making a rubbish of the messages. This may cause a lot of unrest if one is not sensitive enough. Quarrels may arise between the remote workers and the office employees. the in-office employees should be addressed properly –letting them know why things are the way they are or it may arouse a high level of resentment. There should be a sensation to the fear among remote employees being sidelined. To this end Rappaport fights the problem and makes sure that his entire employees understood that teleworker are part and parcel of the company. Building on success while working with remote employees requires special training. Again, for this teleworkers not to get stranded later on, a comprehensive policy handbook should be given from inception by the company. By simply detailing what an employee should do, the avenue for confrontation will not occur. Rappaport did it and it worked for him. He ensured that by the 7th of each month, expenses reports are ready.  Every employer should endeavor to train their remote workers whenever any new technology is added to the company’s system. An example of such modern technology is the instant messaging (IM). The office friendliness that remote employees may lack could be increased by the use of IM, if properly introduced. Instant messaging provides an outlet for his programmers, says Bromberg. He also added that ‘it’s a source for our humor’. Even though remote workers chose to work from home sometimes they may feel isolated. to this recognition, Guryan encourages teleworkers to join organizations and socialize.  Employers like Furst and Rappaport deemed it necessary for clients to organize lunches and recreations after off-meetings so that office and remote workers can harmonize with one another-building a team spirit. Looking at the case of this employer called Sehidoglu, it was from the survey he had with the remote staff that gave him the eye-opener that he has not been communicating the vision of the company to his staff properly. He thus opted to spending a part of every eyeball-to-eyeball meeting to relate an up to date running of the business to his remote staff. According to Rappaport; ‘There should never be any surprises’. This is a description that best suit a successful relationship with remote employees. Summary As a remote employee one may hardly be recognized since one is not visibly seen in the office .Sometimes the dirty and difficult job may even be done by that unknown worker. Wise business owners had developed a way in getting these remote workers excited as they in turn work for the company’s growth. With the presence of computer and internet access, most employees have taken a new lifestyle working from home. Some companies benefits if their employee’s works from the comfort of their homes, especially the small business owner’s .They believe that productivity increases wit the remote workers. What mostly attracts them is the salary. According to Nilles ‘the higher the salary, the more the productivity gain. In this challenge of managing remote employees, it can easily be seen that business owners are themselves the obstacle to a productive remote working relationship. Most of them believe in the presence of the workers around them and the activities in the company instead of results. It is how well not how far! Some of them use devices in checkmating the activities with and without the company’s premises- how their employees are faring, whether they are doing their job or not. Anyway, keeping an eye on an employee is not the only reasons managers like having them around. They may also need their idea as in the progress of work. These ideas are missing when an employee works from the comfort of his or her home. Sometimes employers could be very confused not seeing their employees around them what they often do is-assign projects to them. The introduction of email technology can help any smart management overcome these difficulties .It helps in keeping the employer and employees connected. Telephone is another device that has helped a lot in connecting people. With this device a teleconference may be held between the people involved in a project so as to stay in touch –employer and the remote employees. To get a remote worker a discussion prior to the date and hour of schedule should be settled. No wonder most of the managers new to remote work will complain that remote workers are difficult people-you hardly get them when you need them. In fact, balance is needed to communicate with a remote worker. In communicating with a remote employee, one should not rely on only one method. Every employee should endeavor to train their remote staff as regards any new technology introduced in the company’s system. An example is the Instant Messaging (IM). With proper introduction of this IM, an employer may create a friendly relation that remote workers may lack. ‘It is a source for humor’ says Bromberg. Every employer should try to carry their staff along, be it in-office or remote staff. Bibliography These are excerpt from the article written by Sandlund C. Retrieved March 22,2007,From Google search database. Books Used. Managing Telework; ‘Strategies for Managing the virtual workforce’ by Jack M. Nilles (John Wiley Sons; $34.95; 1998). ‘An Organizational guide to telecommuting’ by George. M.Puskurich (American Society for Training Development: $29.95; 1998). Website Organisations. International Telework Association council (http://www.telcoa.org/)-member organization in telework. These are excerpt from the article written by Chris Sandlund. Online Services Schedule online (http://www.scheduleonline.com/) is an online scheduling tool that can help coordinate meeting event between in-office remote staff. How to cite Managing Remote Employees, Essay examples

Organizational Behavior for Selection Methods and Leadership

Question: Discuss about theOrganizational Behavior for Selection Methods and Leadership. Answer: Introduction This case study report is a study of organizational behavior (OB) and how it can help in the management of contemporary organizations and push them towards reaching their strategic goals with the help of their people by means of understanding the way of explaining, predicting and influencing the behavior of individuals and teams. The case study deals with Australian-based Dominos Pizza Enterprises and their upcoming recruitment drive. The organization has decided on upsizing the workforce and their remuneration packages. The organization is going to use their centralized recruitment website for bringing in the new workers, along with word-of-mouth and the local connections. Their already strong brand reputation helped in reducing the recruitment time for team members. The main areas that this report would be covering are team effectiveness and recruitment, organizational culture and leadership, and conflict and stress in teams. Factors affecting group effectiveness, selection methods , leadership styles/behaviors, types of group conflict and their impact would be discussed in details, with the help of academic literature and proper analysis, while addressing the main areas in the report. Recommendations of effective techniques would be provided for the proper management of teams, related challenges and conflicts, recruitment and communication challenges. Discussion Teams and Recruitment The most important factors that impact group effectiveness for creating a list of team-member selection criteria for selecting a Dominoid for Dominos are discussed as follows: Cohesiveness: The first important factor for consideration is the way members are cohesive with one another. A cohesive team pushes the members towards willingness and commitment for striving for excellence. Team cohesion influences the extent to which members get along with each other, like one another, and respects and trusts ones opinions and abilities (Ohland et al. 2012). Communication: Effective communication mechanisms are vital for the development of effective teams. For understanding the scope of a goal and agreeing upon a path for reaching that goals, it is necessary for teams to develop an effective communication method (Nelson et al. 2012). Groupthink: Groupthink is the inclination in decision-making teams for suppressing contending viewpoints for preserving group harmony. This can occur as individual team members possess an overwhelming wish of being accepted and teams wish to reduce conflicts. Homogeneity: Homogeneity is the degree by which team members are similar or dissimilar. At the time of evaluating team homogeneity, managers can consider similarities and dissimilarities in individual characteristics, skills, education, capabilities, cultural background, generational backgrounds and income levels. Homogenous teams have an inclination of being highly cohesive and can effortlessly develop effective communication approaches that help in reducing conflict. However, excessive homogeneity leads in the direction of greater examples of groupthink (Levi 2015). Role Identity: Role identity is the degree to which the members of a group have the capability of assuming different roles all across the team structure, therefore diversifying exertions and developing subject matter experts. The diverse range of knowledge and skills that each of the members bring to the team offer a large range of capabilities required for achieving goals. Stability: The extent of stability amongst members and leaders largely impacts team performance. Managers get the option of evaluating the extent to which members are securely autonomous with one another that comes with steady and trusting relationships. Team Size: By assessing teams size, managers have the capability of maximizing productivity for ensuring high levels of team performance. For evaluating whether a team is extremely large or small, managers need to consider the effectiveness and harmony by which the team members work together and if the necessary tasks are getting effectively accomplished by every member of the team (Mueller 2012). Selection or sourcing methods that can be used for selecting team members, making sure of validity and acceptability are as follows: Internal sourcing: Internal sourcing the method of promoting a fresh or lately vacated position inside an organization for existing employees. This situation arises when the employees who are presently working in an organization are departed to another department or promoted to a higher position. If the performance of the employees is good and up to the mark they are provided with the opportunity of occupying a higher level from their current position. If additional skills are necessary, at times the organizations are prepared for providing training. It is one of the easiest way of selecting applicants as their performance is already under the notice of the senior management. Some methods of internal recruitment are promotions, internal advertisements, contract to temporary, temporary to permanent, and so on (Brunswicker and Vanhaverbeke 2015). External sourcing: The external sourcing method of recruitment is the way of conducting employee candidate searching with the help of external recruitment tools, like newspaper advertisements, job boards and trade publication announcements. External employees always feel fresh, innovative and young for their new job, more motivated and active enough for finding any business issues and then fixing it. Even though recruiting external applicants might become difficult for the organization, however, that has more positive influence on the business in comparison with the internal source. External sourcing helps in creating better and new opportunities for the job seekers. It assists in externally increasing branding and in turn improves business strategy. The new innovative ideas and advancements helps in bringing high productivity (Brunswicker and Vanhaverbeke 2015). Interviewing: Interviewing is a selection procedure that is designed for the prediction of future job performances based on the candidates verbal responses to verbal inquiries. Interviewing method must only be used if it is known that there will be an uninterrupted time for reviewing the applicants resume and conducting an insightful interview. Interviews are useful in the determination if the candidate possesses the required communicative or social skills that might be necessary for the position. In this method the interviewer gets the option of obtaining supplementary information about the candidate. This method can be put to use for selecting amongst equally qualified applicants. It even makes it possible for the applicant to ask questions for additional information (Tarzia et al. 2013). Culture and Leadership Todays business landscape is defined by globalization and diversity. The intermingling workforce has made it necessary that the leaders have the capability of managing the culturally diverse workforce in an effective manner. In a succinct approach, leadership inside a culturally diverse workforce is a hurdle and it hard to mention any single leadership style or behavior that would be the most suitable (Bordas 2012). Therefore, an optimal mix of different leadership styles and behaviors would be discussed for finding what fits the atmosphere. Transformational Leadership: Transformational or charismatic leaders have the ability of inspiring and motivating followers, not from exercising any authority but from the dint of their personality. That is why this style has been hypothesized by many as being universally effective across cultures. This form of leadership is encouraging, motivating, dynamic, confidence building, and excellence oriented. This hugely supports the transformational approach, completely substantiating it. The influence of charismatic behaviour has been proved universally positive across cultures. Cultures that are less traditional in nature are more receptive towards transformational leadership style, making the implication that some nationalities embrace this style more enthusiastically than their other counterparts (Avolio and Yammarino 2013). Team-oriented Leadership: this form of leadership undertakes an organizationally competent leader who concentrates on the achievement of one common purpose and objectives tactfully. Team orientation is considered very vital for leadership effectiveness across a lot of nations. Team sense is largely entrenched in collective cultures, making the scenario that it might not end up as one separate element for being noticed. This form is more embraced by females than males at any workplace. There exists a negative correlation of this form inside culturally individualistic societies, and even after that this form is worthy of being given the vote in current day business scenario (Dorfman et al. 2012). Participative Leadership: Managers across majority of the nations in this world espoused participative leadership, even though they have a small voice when discussing their subordinates capabilities of taking part in decision making. Even though this form is considered by managers as being suitable across some of the major cultures, its contribution towards effective leadership in an organization is different across cultures. The leadership form in itself is efficient in a culturally diverse setting. However, its functionality might lessen if the subordinates do not possess the necessary potential of taking art in decision making (Lam, Huang and Chan 2015). Supportive Leadership: this form of leadership is positively associated with job satisfaction of employees along with their leaders all over the world. A supportive or humane-oriented leader displays the due significance towards the workers that they deserve and that matters, and its outcomes are displaying universal applicability. Humane-oriented leadership have strong and sharp cultural variations backing it (De Vries 2012). Conflict and Stress Conflict and stress in organizations stop individuals from giving their best. Stress gets caused by a number of different factors and that can lead to serval consequences. Stress has become a frequent outcome of conflict and conflict increases stress. In case of workplace conflict, that can arise from different interpersonal relationships, from different intergroup relationships and among organizations and their environment. Workplace conflict is dangerous for peoples physical and emotional wellbeing. Conflicts in an organization brings in increased levels of stress for everyone who is contact with it, irrespective of whether they are directly or indirectly involved. With the increase in stress levels among workers, productivity suffers and absenteeism rises. Workers who are dealing with the impact of stress are more probable of fueling existing conflicts as their capability of objectively dealing with emotionally charged situations reduces (DeTienne et al. 2012). For further adding to the complexity, even intense conflict might become so much ingrained in the processes and the regular interactions of any organization that it might mix into the background, so that the steps for remedying the situation might not be noticeable amidst the pessimism. This continuous cycle of conflict and stress not just has an impact on the mind but also on the body and even contributes to injury rates. It has been widely understood that making the body suffer under extended or chronic stress might be leading it to illnesses like ulcers and heart diseases. However, the combination of conflict and stress could also put the body at the risk of injury. People get less focused on the mechanics of their tasks, make mistakes that can lead to injuries and this has led organizations in looking at "mind-body" programs as a broad way of preventing and managing conflict, stress and injury. Stress and conflict directly influences the organization, as a result of which performance declines and withdrawal behaviors like turnover and absenteeism occurs. People even start exhibiting poor attitude when they are under too much stress. Even burnouts happen from stress and general feeling of exhaustion that might arise when any individual is under excessive stress (Rubenfeld and Clment 2012). It has been seen that workplace tension and disagreements happen from communication breakdown (Beheshtifar and Zare 2013). Poor ineffective communication, in which people send mixed messages, say something and do something else, or do not listen or follow results in conflicts. Conflict cannot always be considered as a negative force - at times it helps push an organization towards findings solutions for something which they would never have come up with in any other time. Most of the time workplace conflict is all about innovation and creativity attempting at taking place (Serrat 2017). For solving conflicts that arise because of communication issues at Dominos, the following recommendations can be followed: Addressing issues openly and immediately: It is important that whenever any conflict arises amongst the team members immediate action must be taken up for resolving it quickly. With all the parties it must be addressed as soon as possible. If it is ignored by the leader it can aggravate and then corrode the reliability of the leader and the culture of the organization. Setting clear expectations: Good management of expectations - in terms of what is expected from others and what is expected from the leader - is one of the most crucial thing that can be done by the team for facilitating better communication. Anything that is needed from one another needs to be properly defined and expressed. At times managers fail explaining or communicating clearlywhat is expected in terms of deadlines, format, quality or any other key factor. Build listening skills: Listening is a very undervalued skill that can have an actual influence on the way conflicts arise and the way that can be avoided. Especially at times of conflict resolution, it is very important that communication is clear and honest, and what others are attempting at communication is listened to. There is a need of a culture that is created where people are actually listening to one another. Conclusion On amalgamating the discussion, analysis and synthesis of the ideas extracted from the report and case study analysis, it can be said that strategic goals can be met with the help of the people inside the organization by means of understanding the way of explaining, predicting and influencing the behavior of individuals and teams. Factors affecting group effectiveness, selection methods, leadership styles/behaviors, types of group conflict and their impact was discussed in details, with the help of academic literature and proper analysis, while addressing the main areas of organizational behavior. References and Bibliography Avolio, B.J. and Yammarino, F.J. eds., 2013. Introduction to, and overview of, transformational and charismatic leadership. InTransformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition(pp. xxvii-xxxiii). Emerald Group Publishing Limited. Beheshtifar, M. and Zare, E., 2013. Interpersonal conflict: A substantial factor to organizational failure.International Journal of Academic Research in Business and Social Sciences,3(5), p.354. Bordas, J., 2012.Salsa, soul, and spirit: Leadership for a multicultural age. Berrett-Koehler Publishers. Brunswicker, S. and Vanhaverbeke, W., 2015. Open innovation in small and medium?sized enterprises (SMEs): External knowledge sourcing strategies and internal organizational facilitators.Journal of Small Business Management,53(4), pp.1241-1263. Chou, S.Y., 2012. Millennials in the workplace: A conceptual analysis of millennials' leadership and followership styles.International Journal of Human Resource Studies,2(2), p.71. De Vries, R.E., 2012. Personality predictors of leadership styles and the selfother agreement problem.The Leadership Quarterly,23(5), pp.809-821. DeTienne, K.B., Agle, B.R., Phillips, J.C. and Ingerson, M.C., 2012. The impact of moral stress compared to other stressors on employee fatigue, job satisfaction, and turnover: An empirical investigation.Journal of Business Ethics,110(3), pp.377-391. Dorfman, P., Javidan, M., Hanges, P., Dastmalchian, A. and House, R., 2012. GLOBE: A twenty year journey into the intriguing world of culture and leadership.Journal of World Business,47(4), pp.504-518. Gandolfi, F., 2012. A conceptual discussion of transformational leadership and intercultural competence.Revista De Management Comparat International,13(4), p.522. Lam, C.K., Huang, X. and Chan, S.C., 2015. The threshold effect of participative leadership and the role of leader information sharing.Academy of Management Journal,58(3), pp.836-855. Levi, D., 2015.Group dynamics for teams. Sage Publications. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership development.Journal of Business Studies Quarterly,5(4), p.117. Mueller, J.S., 2012. Why individuals in larger teams perform worse.Organizational Behavior and Human Decision Processes,117(1), pp.111-124. Nelson, D., Quick, J., Wright, S. and Adams, C., 2012.ORGB. Cengage Learning. Ohland, M.W., Loughry, M.L., Woehr, D.J., Bullard, L.G., Felder, R.M., Finelli, C.J., Layton, R.A., Pomeranz, H.R. and Schmucker, D.G., 2012. The comprehensive assessment of team member effectiveness: Development of a behaviorally anchored rating scale for self-and peer evaluation.Academy of Management Learning Education,11(4), pp.609-630. Rubenfeld, S. and Clment, R., 2012. Intercultural conflict and mediation: An intergroup perspective.Language Learning,62(4), pp.1205-1230. Serrat, O., 2017. Harnessing creativity and innovation in the workplace. InKnowledge Solutions(pp. 903-910). Springer Singapore. Tarzia, L., Bauer, M., Fetherstonhaugh, D. and Nay, R., 2013. Interviewing older people in residential aged care about sexuality: difficulties and challenges.Sexuality and Disability,31(4), pp.361-371.