Leadership vs. Management Essay

Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. The manager’s job is to plan, organise and coordinate. The leader’s job is to inspire and motivate. In his 1989 book â€Å"On Becoming a Leader,† Warren Bennis composed a list of the differences: the manager administers the leader innovates the manager is a copy the leader is an original the manager maintains the leader develops the manager focuses on systems and structures the leader focuses on people the manager relies on control the leader inspires trust the manager has a short-range view the leader has a long-range perspective the manager asks how and when the leader asks what and why the manager has his/her eye always on the bottom line the leader’s eye is on the horizon the manager imitates the leader originates the manager accepts the status quo the leader challenges it the manager is the classic good soldier the leader is his/her own person the manager does things right the leader does the right thing Leadership Attributes of a leader: Studies, and develops ideas and principles Innovates Resourceful and looks for solutions to problems Empathetic with a focus on people Inspires trust among stakeholders Understands the big picture Superior listening skills Courageously challenges the state of affairs, and asks why and what can be improved Looks for opportunities to develop strengths Develops a following A leader’s specific roles are determined through the four basic leadership responsibilities of directing, coaching, supporting and delegating. Specific responsibilities will fall into one of these four categories. In leadership practice, one must master skills in all areas in order to effectively lead others under their direction. Developing strengths in each of the four leadership roles allows a leader to read specific situations accurately and know what communication style is best applied. Directing Directing refers to how to keep work tasks and activities on the right track. A leader’s direction is what makes or breaks problem solving as well as determines the effectiveness of an approach to an assignment or task, the maintaining of momentum until its completion, and whether it is done by deadline. There are several ways to generate good direction techniques. These include: Explain things completely and include the ‘why’s’ Leaders learn early on that the best way to gain support and trust from their employees is to explain all things in their entirety. Once people understand why something is important or necessary, they generally rally to the call of that which needs to be done or addressed. Remain visible Leaders understand the power of their presence at all times. Nothing deflates the workforce’s motivation and desire to achieve more than to be left on their own with no visible means of support or direction. Objectively consider opposing points of view Leaders consider situations, problems and solutions from various viewpoints, as the input from as many individuals as possible expands their capabilities to effectively frame their direction. Coaching Coaching refers to when a leader knows where he or she wants to go and remains in control of the task but needs to lead others in developing a mutual support network. Coaching instils the desire to achieve and builds a dialogue bridge between the leader and those under his or her charge. This  motivates employees and positively changes attitudes toward the work assignment. To do this effectively a leader must make an effort to: Incorporate the word ‘we’ into all conversations Effective leaders eliminate the word â€Å"I† because it denotes a singular rather than cooperative effort. The very meaning of the term â€Å"coaching† implies a team effort. Listen for objections and areas of misunderstanding Effective leaders who coach well develop the skill of eliminating objections by developing an effective dialogue and creating clear and concise responses. Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at hand Good coaching depends upon complete understanding. Motivation and confidence comes from understanding the expectations a leader has of those involved in a given task, assignment or problem solving situation. Supporting Managers cannot be effective leaders unless they actively hone their supporting skills. People look warmly on leaders who actively work to support them emotionally as well as physically. When leaders actively work to support the people under their charge they: Acknowledge individual efforts with comments of praise and positive support Leaders are not afraid to say â€Å"thank you,† or â€Å"you’re doing a great job,† or whatever it takes to instil confidence in an individual. Disclose their own feelings openly and honestly Leaders are not afraid to reveal their â€Å"inner self.† Trust and loyalty are built on disclosing inward feelings, concerns and desires. Readily and honestly opening up builds encouragement and perseverance on both sides. Never hesitate to ask, ‘What’s wrong?’ Leaders allow themselves to get into the thick of a situation or task, and are quick to share the decision making responsibility, but know when to relinquish control in order to gain extra participation and involvement. Delegating Leaders know and understand their people. They know their strengths and weaknesses as well as what motivates and frustrates them. Effective delegating relies on the ability to select the proper person for the specific task or role. Leaders develop good delegation skills by: Briefing the delegate Leaders leave nothing to chance when they delegate. When delegating, it is vital to explain exactly what expectations the leader has of the delegated individual. Having confidence in the person they select Leaders do not select individuals for an assignment according to their job descriptions or the salaries they command, they look for people with the skills, abilities, perseverance and motivation to get the job done and done well. Not abdicating responsibility, but allowing individuals to decide a best course of action for themselves Leaders monitor and weigh these individual decisions, but never advance their own leadership position for a particular course of action unless they assess  it to be the best one. Understanding Theories of Leadership Trait Theory of Leadership Trait Theory of Leadership is based on the assumption that people are born with inherited traits and some traits are particularly suited to leadership. People who make effective leaders have the right (or sufficient) combination of traits and great leaders has some common personality characteristics. Traits/skills generally believed to be possessed by leaders can be classified into categories such as: Physical characteristics (e.g. age; height; weight; alertness; energetic); Background characteristics (e.g. education; social status; mobility; experience); Intelligence characteristics (e.g. ability; judgement; knowledge; clever {intelligent}; conceptually skilled; creative; knowledgeable about group task; intellectual breadth); Personality characteristics (e.g. aggressiveness; alertness; dominance; decisiveness; enthusiasm; extroversion; independence; self-confidence; authoritarianism; assertive; tolerant of stress); Task-Oriented characteristics (e.g. achievement needs; responsibility; initiative; persistence; ambitiousness; achievement-orientated; decisive; persistent; willingness to assume responsibility; organised {administrative ability}; Social characteristics (e.g. supervisory ability; cooperativeness; popularity; prestige; tact; diplomacy; adaptability; cooperative; dependable; tactful; persuasive; socially skilled; emotional stability and composure; good interpersonal skills). Look at the Social Characteristics above. Be honest with yourself and write down those characteristics you feel you have and those that you feel you still need to work on. Behavioural theories Behavioural psychology, also known as behaviourism, is a theory of learning based upon the idea that all behaviours are acquired through conditioning. Behavioural theories focus on how leaders behave and assume that leaders can be â€Å"made†, rather than born, and successful leadership is based on definable, learnable behaviour. Theory X and Theory Y Theory X and Theory Y framework proposed by McGregor in his classic book â€Å"The Human Side of Enterprise† (1960) consists of two alternative set of assumptions. Theory X perceives employees to be lazy, irresponsible and untrustworthy, while according to theory Y employees are approached as one of the most valuable assets of the company. Your management style is strongly influenced by your beliefs and assumptions about what motivates members of your team. If you believe that team members dislike work, you will tend towards an authoritarian style of management; on the other hand, if you assume that employees take pride in doing a good job, you will tend to adopt a more participative style. Theory X Theory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management. According to this view, management must actively intervene to get things  done. This style of management assumes that workers: Dislike working. Avoid responsibility and need to be directed. Have to be controlled, forced, and threatened to deliver what’s needed. Need to be supervised at every step, with controls put in place. Need to be enticed to produce results; otherwise they have no ambition or incentive to work. X-Type organisations tend to be top heavy, with managers and supervisors required at every step to control workers. There is little delegation of authority and control remains firmly centralised. McGregor recognised that X-Type workers are in fact usually the minority, and yet in mass organisations, such as large scale production environment, X Theory management may be required and can be unavoidable. Theory Y Theory Y explains a participative style of management that is de-centralised. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workers: Take responsibility and are motivated to fulfil the goals they are given. Seek and accept responsibility and do not need much direction. Consider work as a natural part of life and solve work problems imaginatively. This more participative management style tends to be more widely applicable. In Y-Type organisations, people at lower levels of the organisation are involved in decision making and have more responsibility. Contingency theories Fiedler’s contingency model The Fiedler Contingency Model asks you to think about your natural leadership style, and the situations in which it will be most effective. The model says that leaders are either task-focused, or relationship-focused. Once you understand your style, it says that you can match it to situations in which that style is most effective. Fiedler’s model consists of 3 primary elements: Leader-Member Relations – This is the level of trust and confidence that your team has in you. A leader who is more trusted and has more influence with the group is in a more favourable situation than a leader who is not trusted. Task Structure – This refers to the type of task you’re doing: clear and structured, or vague and unstructured. Unstructured tasks, or tasks where the team and leader have little knowledge of how to achieve them, are viewed unfavourably. Leader’s Position Power – This is the amount of power you have to direct the group, and provide reward or punishment. The more power you have, the more favourable your situation. Fiedler identifies power as being either strong or weak. There are some criticisms of the Fiedler Contingency Model. One of the biggest is lack of flexibility. Fiedler believed that because our natural leadership style is fixed, the most effective way to handle situations is to change the leader. He didn’t allow for flexibility in leaders. Hersey-Blanchard Situational Leadership The Hersey-Blanchard situational leadership theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they’re leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships  with the people they’re leading, depending on what’s needed to get the job done successfully. We will look at situational leadership more close later on. Transformational Leadership The leadership style called â€Å"transformational leadership† is often the most effective approach to use. Transformational leaders have integrity, they inspire people with a shared vision of the future, they set clear goals, they motivate people towards these goals, they manage delivery, and they communicate well with their teams. Transformational leaders are inspiring because they expect the best from everyone on their team as well as themselves. This leads to high productivity and engagement from everyone in their team. In many organisations, both transactional and transformational leadership styles are useful. Transactional leaders (or managers) ensure that routine work is done reliably, while transformational leaders look after initiatives that add new value. It’s also important to use other leadership styles when necessary – this will depend on the people you’re leading and the situation that you’re in. Tannenbaum and Schmidt’s continuum The Tannenbaum and Schmidt Continuum is a simple model of leadership theory which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team’s freedom is increased, so the manager’s authority decreases. This is a positive way for both teams and managers to develop. Over time, a manager should aim to take the team from one end to the other, up the scale, at which point you should also aim to have developed one or a  number of potential successors from within your team to take over from you. When examining and applying the Tannenbaum and Schmidt principles, it’s extremely important to remember: irrespective of the amount of responsibility and freedom delegated by a manager to a team, the manager retains accountability for any catastrophic problems that result. Delegating freedom and decision-making responsibility to a team absolutely does not absolve the manager of accountability. That’s why delegating, whether to teams or individuals, requires a very grown-up manager. If everything goes well, the team must get the credit; if it all goes horribly wrong, the manager must take the blame. This is entirely fair, because the manager is ultimately responsible for judging the seriousness of any given situation – including the risks entailed – and the level of freedom that can safely be granted to the team to deal with it. This is not actually part of the Tannebaum and Schmidt Continuum, but it’s vital to apply this philosophy or the model will definitely be weakened, or at worse completely back-fire. Here are the Tannenbaum and Schmidt Continuum levels of delegated freedom, with some added explanation that should make it easier to understand and apply. 1.The Manager decides and announces the decision The manager reviews options in light of aims, issues, priorities, timescale, etc., then decides the action and informs the team of the decision. The manager will probably have considered how the team will react, but the team plays no active part in making the decision. The team may well perceive that the manager has not considered the team’s welfare at all. This is seen by the team as a purely task-based decision, which is generally a characteristic of X-Theory management style. 2.The manager decides and then ‘sells’ the decision to the group The manager makes the decision as in 1 above, and then explains reasons for the decision to the team, particularly the positive benefits that the team will enjoy from the decision. In so doing the manager is seen by the team to recognise the team’s importance, and to have some concern for the team. 3.The manager presents the decision with background ideas and invites questions The manager presents the decision along with some of the background which led to the decision. The team is invited to ask questions and discuss with the manager the rationale behind the decision, which enables the team to understand and accept or agree with the decision more easily than in 1 and 2 above. This more participative and involving approach enables the team to appreciate the issues and reasons for the decision, and the implications of all the options. This will have a more motivational approach than 1 or 2 because of the higher level of team involvement and discussion. 4.The manager suggests a provisional decision and invites discussion about it The manager discusses and reviews the provisional decision with the team on the basis that the manager will take on board the views and then finally decide. This enables the team to have some real influence over the shape of the manager’s final decision. This also acknowledges that the team has something to contribute to the decision-making process, which is more involving and therefore motivating than the previous level. 5.The manager presents the situation or problem, gets suggestions, then decides The manager presents the situation, and maybe some options, to the team. The team is encouraged and expected to offer ideas and additional options, and discuss implications of each possible course of action. The manager then decides which option to take. This level is one of high and specific involvement for the team, and is appropriate particularly when the team has more detailed knowledge or experience of the issues than the manager. Being  high-involvement and high-influence for the team this level provides more motivation and freedom than any previous level. 6.The manager explains the situation, defines the parameters and asks the team to decide At this level the manager has effectively delegated responsibility for the decision to the team, albeit within the manager’s stated limits. The manager may or may not choose to be a part of the team which decides. While this level appears to gives a huge responsibility to the team, the manager can control the risk and outcomes to an extent, according to the constraints that he stipulates. This level is more motivational than any previous, and requires a mature team for any serious situation or problem. (Remember that the team must get the credit for all the positive outcomes from the decision, while the manager remains accountable for any resulting problems or disasters. This isn’t strictly included in the original Tannenbaum and Schmidt definitions, so it needs pointing out because it’s such an important aspect of delegating and motivating, and leadership.) 7.The manager allows the team to identify the problem, develop the options, and decide on the action, within the manager’s received limits This is obviously an extreme level of freedom, whereby the team is effectively doing what the manager did in level 1. The team is given responsibility for identifying and analysing the situation or problem; the process for resolving it; developing and assessing options; evaluating implications, and then deciding on and implementing a course of action. The manager also states in advance that he/she will support the decision and help the team implement it. The manager may or may not be part of the team, and if so then he/she has no more authority than anyone else in the team. The only constraints and parameters for the team are the ones that the manager had imposed on him from above. (Again, the manager retains accountability for any resulting disasters, while the team must get the credit for all successes.) This level is potentially the most motivational of all, but also potentially the most disastrous. Not surprisingly the team  must be mature and competent, and capable of acting a t what is a genuinely strategic decision-making level. Leadership Styles Some basic leadership styles: Directive Frequently described as autocratic. Tells people what to do and expects them to jump to it. Participative Seeks input from others and participates in the decision-making process. Laissez-Faire A hands-off approach allowing for both initiative and the latitude to determine process to effect an outcome Adaptive A fluid style that takes into consideration the context of the environment and the individual being led. Using the techniques of Leadership Situational leadership ® Situational Leadership ® is a concept developed by Paul Hersey, an internationally recognised leading authority on training and development in leadership and management and Kenneth Blanchard, an American author and management expert. Generally when referring to the concept it is safer and correct to show the name as a registered protected trademark as it relates  to business and products by Hersey and Blanchard. Looking at ‘Directive Behaviour’ whereby the leader gives clear defined and detailed instructions, and ‘Supportive Behaviour’ where the leader gives people the freedom to make decisions and support them in their efforts, Hersey and Blanchard moved away from the idea of shifting on a line between the two and consider good leadership as a combination of both. The idea is that the way of combination will vary according to the person being dealt with by the leader, and the situation on which that person operates, hence the term – Situational Leadership ®. The notable features of this model are briefly that the model: focuses on followers (individual team members), rather than wider workplace circumstances; emphasise that leaders should change their behaviour according to the type of followers; proposes a progression of leadership adaptation in response to the development of followers. By combining high and low levels of each type of behaviour we progress towards four distinct styles of leadership. Level Group type Developing D1 Low competence / High commitment D2 Some competence / Low commitment D3 High competence / Variable commitment Developed D4 High competence / High commitment Appropriate leadership styles for each development level: Development Level Appropriate Leadership Style D1 Low competence / High commitment S1 Directing (Structure, control and supervise) D2 Some competence / Low commitment S2 Coaching (Direct and support) D3 High competence / Variable commitment S3 Supporting (Praise, listen and facilitate) D4 High competence / High commitment S4 Delegating (turn over responsibility for day-to-day decision making) Directing:The leader provides specific instructions and closely supervises the task. This style is appropriate for people who lack skill but are committed and eager to learn or those who do not want responsibility and want clear, specific instructions. Coaching:The leader gives some direction and supervision because team members, although they have some competence and commitment, are still relatively inexperienced, therefore require further development. They need support and praise to boost their self-esteem. Their involvement in decision making assists with the development process. Supporting:Even though team members do not need much direction, good support by the leader is still necessary to motivate and boost confidence. Delegating:Team members are both competent and committed therefore leader can give them responsibility for decision making and problem solving with little supervision or support. Power in Organisation Leadership Leadership and power are closely linked. Powerful people are normally those that others follow, so they become the leaders. The five bases of power were identified by John French and Bertram Raven in the early 1960’s through a study they had conducted on power in leadership roles. The study showed how different types of power affected one’s leadership ability and success in a leadership role. They identified five bases of power: 1.Legitimate:This comes from the belief that a person has the formal right to make demands, and to expect compliance and obedience from others. 2.Reward:This results from one person’s ability to compensate another for compliance. 3.Expert:This is based on a person’s superior skill and knowledge. 4.Referent:This is the result of a person’s perceived attractiveness, worthiness, and right to respect from others. 5.CoerciveThis comes from the belief that a person can punish others for noncompliance. If you’re aware of these sources of power, you can†¦ Better understand why you’re influenced by someone, and decide whether you want to accept the base of power being used. Recognise your own sources of power. Build your leadership skills by using and developing your own sources of power, appropriately, and for best effect. Trust The first task of any leader is to inspire trust. Trust is confidence born of two dimensions: character and competence. Character includes your integrity, motive, and intent with people. Competence includes your capabilities, skills, results, and track record. Both dimensions are vital. The foundation of trust is your own credibility, and it can be a real differentiator for any leader. A person’s reputation is a direct reflection of their credibility, and it precedes them in any interactions or negotiations they might have. Behaviours you can adopt to build trust in yourself: Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better Confront Reality Clarify Expectation Practice Accountability Listen First Keep Commitments Extend Trust Bibliography The Wall Street Journal Article: What is the difference between Management and Leadership (last accessed 4 August 2013) (http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-difference-between-management-and-leadership/) The Biz Coach Article: 10 Key Differences between Leaders and Managers (last accessed 4 August 2013) (http://www.bizcoachinfo.com/archives/8426) Techno Funcâ„ ¢ Article: Trait Theory of Leadership (last accessed 4 August 2013) (http://www.technofunc.com/index.php/leadership-skills/leadership-theories/item/trait-theory-of-leadership-2) Article: Behavioural Theories of Leadership (last accessed 7 August 2013) (http://www.technofunc.com/index.php/leadership-skills/leadership-theories/item/behavioral-theories-of-leadership) About.com – Psychology Article: Psychology Theories (last accessed 7 August 2013) (http://psychology.about.com/od/psychology101/u/psychology-theories.htm) Research Methodology Article: Theory X and Theory Y (last accessed 7 August 2013) (http://research-methodology.net/theory-x-and-theory-y/) Mind Tools Article: Theory X and Theory Y (last accessed 7 August 2013) (http://www.mindtools.com/pages/article/newLDR_74.htm) Article: Fiedler’s Contingency Model (last accessed 11 August 2013) (http://www.mindtools.com/pages/article/fiedler.htm) Article: The Hersey-Blanchard Situational Leadership ® Theory (last accessed 11 August 2013) (http://www.mindtools.com/pages/article/newLDR_44.htm) Article: French and Raven’s Five Forms of Power (last accessed 11 August 2013 (http://www.mindtools.com/pages/article/newLDR_56.htm) Slideshare Article: Fiedler’s contingency model to leadership (by Bhobotosh Debnath) (last accessed 11 August 2013) (http://www.slideshare.net/bhobotoshdebnath/assignment-on-2) Businessballs.com Article: Tannenbaum and Schmidt Continuum (last accessed 11 August 2013) (http://www.businessballs.com/tannenbaum.htm) The Build Network Article: Leadership styles to master (last accessed 11 August 2013) (http://thebuildnetwork.com/leadership/4-leadership-styles/) The Fast Track Article: The 5 Types of Power in Leadership (last accessed 11 August 2013) (http://quickbase.intuit.com/blog/2011/08/26/the-5-types-of-power-in-leadership/) Leadership Now Article: How the best leaders build trust (last accessed 11 August 2013) (http://www.leadershipnow.com/CoveyOnTrust.html)

Essay of dream act Essay

Course Description: This course is an examination of the underlying theoretical principles of developmentally appropriate practices applied to programs, environments, emphasizing the key role of relationships, constructive adult-child interactions, and teaching strategies in supporting physical, social, creative and intellectual development for all children. This course includes a review of the historical roots of early childhood programs and the evolution of the professional practices promoting advocacy, ethics and professional identity. Course Objectives: upon successful completion of this course students will- a. Identify the historical roots of early childhood education. b. List different program types, delivery systems and licensing and regulation structures in early childhood settings. c. Demonstrate awareness of developmental ages and stages. d. Define developmentally, culturally and linguistically appropriate practice. e. Describe why access to play is important for all children and ways of using a play-based curriculum as a vehicle for developing skills, dispositions, and knowledge. f. Describe appropriate adaptations (programmatic, curricular and environmental strategies) needed to support children with diverse abilities and characteristics. g. Identify and compare effective policies, practices and environments in early childhood settings. h. Describe the characteristics of effective relationships and interactions between early childhood professionals, children, families and colleagues and examine the importance of collaboration. i. Describe the relationship of  observation, planning, implementation, and assessment in effective programming. j. Compare and contrast principles of positive guidance and identify strategies for different ages. k. Identify practices promoting positive classroom management, guidance, communication and problem-solving skills. l. Develop strategies to maintain communication and access with English language learning families and children. m. Demonstrate skills to maintain positive team relations. n. Explain child development as a profession, including ethics and professional organizations. o. Compare and contrast theoretical perspectives. p. Develop and articulate a professional philosophy. Student Learning Outcomes: 1. Examine the value of play as a vehicle for developing skills, knowledge, dispositions and strengthening relationships among young children. 2. Analyze the relationship between observation, planning, implementation and assessment in developing effective teaching strategies and positive learning and development. 3. Assess early childhood settings, curriculum and teaching strategies utilizing indicators of quality early childhood practice that support all children including those with diverse characteristics and their families. 4. Interpret best and promising teaching and care practices as defined within the field of early care and education including an historic overview, range of delivery systems, program philosophies and ethical standards. 5. Identify the underlying theoretical perspective in forming a professional philosophy. 6. Examine a variety of guidance and interaction strategies to increase children’s social competence and promote a caring classroom community. This Course Meets NAEYC Early Childhood Associate Degree Accreditation Standard 5: Becoming a Professional- Students prepared in associate degree programs identify and conduct themselves as members of the early childhood profession. They know and use ethical guidelines and other professional standards related to early childhood practice. They are continuous, collaborative learners who demonstrate knowledgeable, reflective, and critical perspectives on their work, making informed decisions that  integrate knowledge from a variety of sources. They are informed advocates for sound educational practices and policies. Attendance and Participation: Students are expected to attend all class meetings. As future ECE professionals, students must demonstrate the commitment to professional standards through good attendance and punctuality. Please arrive on time and do not leave early. It reflects badly on you and you will miss important class materials. Attendance and participation are vital to success in this, or any other college-level course. Students may not make up in-class activities, nor may they complete those activities early. Journal writing is completed and in-class points are recorded at different times throughout the class session. If you are unable to attend the full class session regularly, you should arrange to take another section of this class. It is always the student’s responsibility to acquire class materials for any missed class time. DO NOT phone or email the instructor for missed class materials. Towards this end, students are encouraged to obtain a â€Å"phone or email buddy†, get the number or email address of a classmate and agree to share information when one or the other is absent. This instructor makes use of BlackBoard. All assignments and handouts are available via our course shell and some assignments may be submitted in BlackBoard as well. Students who miss the first class without notifying the instructor will be dropped. Excessive absences (more than 2) may result in the student being dropped from the class. However, students should not assume that poor attendance will automatically result in a Withdrawal. It is the student’s responsibility to contact Enrollment Services and the instructor to arrange to drop a course. Students learn best when they feel comfortable and â€Å"safe† . To this end, each student will be expected to come to class prepared, to be courteous of fellow classmates, and to actively participate in the learning process. This means that you will have read the material in preparation for discussion in class and will bring questions and comments about assignments to class. Students who are active learners do best in all academic arenas and are best prepared to teach young children how to be active learners. If any student has a problem, question, concern, and/or special learning need, it is expected that these will be discussed, in private, with the instructor. Note: This college abides by Section 504 of the Rehabilitation  Act of 1973 that stipulates that no student shall be denied the benefits of an education â€Å"solely by reason of a handicap†. If you have a documented disability, which limits a major life activity that may have some impact on your work in this class and for which you may require accommodation, please discuss that with your instructor during the first two weeks of class. In addition, please seek the support of the Disabled Students Programs and Services at 773-2535 –so that appropriate accommodations may be arranged. Classroom Routines and Expectations: Each day class will follow the same routine with some variations for special class trips or projects. When you enter the classroom, please check in with the instructor. Pick up your folder and remove any graded work. Keep your folder with you until the end of the class session. Place any work to be graded in the folder and return it to the instructor prior to leaving. We will have a short â€Å"meeting† to clarify the class objectives and tasks for the day. After meeting students will have one to one and a half hours of self-directed work time. During this time students may complete chapter reading, work on individual papers or projects, work on group papers or projects (quietly so that those working on individual projects are not disturbed). During the self-directed portion of class, each student will meet with the instructor for 5-10 minutes. This is the time to address questions, concerns, or problems that you are not comfortable discussing in the large class. During the class schedule there will be tasks set up for each group/individual to complete. All tasks must be completed each class session for full points. Prior to leaving for the day, there will be a large group discussion and time for questions at the end of class each day. Turn in your folder with any work to be graded prior to leaving for the day. Assignments and Grades: Assignment Points Possible Total Points Earned Chapter Reflections Observations 7 @ 10 points each 5 @ 10 points each 70 50 Historical Project 1 2 10 points 10 Philosophy Statement Portfolio In Class Work 1 @ 10 points 1 @ 10 points 10 @ 5 points each 10 10 50 Grade Scale: 200-180=A 179-160= B 159-140=C 139-120=D 119-0=F Instructor Expectations: One of the goals of this class is to prepare students to be successful professionals. Part of having a successful image is the ability to produce neat, legible, coherent, grammatically correct, and thorough written materials. To allow anything less is to improperly prepare students for their upcoming careers. Note: It will be impossible for students to earn an â€Å"A† on any work not demonstrating college-level writing standards, regardless of the quality of the content. (See attached sheet for clarification of college level writing standards.) The instructor will spend time and energy in class working on papers, PowerPoint, and presentations so that you can turn in your best work. Student Responsibilities: It is recommended that students make copies of all assignments before they are turned in and that each graded assignment be retained after it has been returned. (It is rare that assignments get lost or grades incorrectly recorded, but this practice will assure grade accuracy). Students need to keep track of their grades/progress to ensure accuracy. Grades are posted in Blackboard and student must track grades as they are earned. If you observe an error, bring it to the instructor as soon as possible. Bring the graded paper to the instructor; grades are not changed upon your word alone. Students are welcome to meet privately with the instructor to discuss their progress. Student Handbook and other important information: The Student Conduct Standards for student behavior are outlined in the college catalog. All students are expected to know and adhere to the conduct standards. Students who are disruptive to the instructor or other students, insubordinate, demeaning or threatening through verbal or physical means will be expelled from class and the instructor will institute college disciplinary action against such students. Be Courteous: Turn off cell phones while in class. Do not take calls or text. It is distracting to other students and to you! If there is an emergency so dire that you must be on-call, please put your phone on vibrate and leave the room to take a call. Do not engage in side discussions during class. It is likewise distracting to those around you. For the optimal grade, focus your time and energy on the classroom experience. Final Note: Although your instructor is sympathetic to the difficulties that students who are also parents encounter as they try to juggle the dual responsibilities that they shoulder, it is against COD policy to allow students to bring minor children to class (unless that child is enrolled in the course). Please make arrangements for back-up child care for the â€Å"last minute emergencies† that are bound to occur. Thank you. Early Childhood Education Obligation of Confidentiality As a student in the Early Childhood Education program, I, ________________________ Agree to respect and maintain the commitment to children, families, colleagues, and community as set forth in the National Association for the Education of Young Children’s (NAEYC) Code of Ethical Conduct. AS a major component of this commitment I agree to respect the right to privacy of children, their families, ECE colleagues, and programs by not disclosing any knowledge, records, or other confidential information to anyone. This means that I will not discuss, repeat, or share information about children, families, colleagues, and programs outside of class or directed assignments. I may share information that is pertinent to classroom discussions regarding quality programming, as long as all identities (individual and program) are protected. I will abide by this obligation of confidentiality and recognize that unauthorized release of confidential information may make me subject to a civil actio n under the provisions of the Welfare and Institutions Code. Signed:_______________________________________ Date:_________________________________________ College Level Writing Standards As you complete your work, review the following questions: Presentation: Is your paper typed (12 pt. font), double-spaced, and have 1† margins? Do you include a properly formatted cover sheet? Does your paper use Times New Roman, Arial, or other standard font? Ink color is black. Grading Rubric is attached. Writing: Is your paper well organized? Does your response have a clear plan? Is it developed logically? Is there an introduction and a conclusion? Are the paragraphs linked with transitional devices? Are the paragraphs organized? Do they contain topic sentences? Is the material in each paragraph relevant to the topic sentence? Have you checked the mechanics of your writing? Are the responses free of spelling errors? Does the punctuation help with clarity of thought? Is capitalization used correctly? Are the responses free of sentence errors? Are the responses free of subject-verb agreement errors? Other: Is the vocabulary you have used college-level? (Hint: it probably is if it reflects the vocabulary used by the instructor and/or the text) Are the words used accurately? Are the sentences varied in length and type? Content: Are there original insights provided? Are course concepts applied well? Have you provided evidence to support your conclusions? (In other words, have you demonstrated that you understand the course material and that you are able to effectively apply it to the â€Å"real world†.) Criteria: Format The student has properly formatted the paper with a cover sheet, Times New Roman, Arial, or other appropriate font. Ink color is black. Student used approved APA format and paper conforms to the minimal essentials of Standard American English grammar, word choice, spelling, and punctuation. 25% Comments: Criteria: Purpose/Audience The student has clearly delineated the purpose and audience for the paper by means of a clear focus. Student has created an adequate focus for the paper that is managed and developed appropriately for the assignment. Statement of purpose and subtopics are clearly organized to create a smooth presentation. Judgments and assertions are substantiated with evidence drawn from research. 25% Comments: Criteria: Argument/Analysis/Thesis Student demonstrates analytical skills by adequately expanding on the topic. Paper is neither too short, nor too long for the assignment The paper focuses on the presentation by means of a clear statement of purpose and logically organized subtopic paragraphs. The writer substantiates judgments and assertions with specific illustrations, facts, and evidence drawn from research appropriate to the assignment and to the discipline. 25% Comments: Criteria: Scholarship The writer has added to the on-going discussion of the topic with his or her own critical analysis, rather than simply repeating what others have said through quotation stacking, paraphrasing, or summaries. The writer draws upon research when necessary to support critical analysis or assertions made and properly acknowledges the work of others by using proper APA documentation format. 25% Comments: Criteria: Extra Credit Points (no more than 10 % of total grade) Student has provided at least one carefully proofread and documented draft. Documentation is an attached form from the Writing Center, completed at least 24 hours prior to due date. Points Earned: Comments: Final Comments: Grade: Calendar and Due Dates: ECE 001 Section 2210 EVC Date: Topic In Class Work Assignments Due Weekend Homework Week One 08/26- Welcome 08/26- Review Syllabus, Complete Station to Station Activity 08/26-Station to Station Card. Get text if you don’t already have it. Read chapter one, The Teacher by 09/09. Week Two 09/09- The Teacher 09/09- Review Chapter One: The Teacher 09/09-Chapter One Reflection Read Chapter Two by 09/16 Week Three 09/16- The Field 09/16-Careers and Programs. Licensing and Standards 09/16-Chapter Two Reflection Read Chapter Three prior to 09/23 Week Four 09/23-History and Models 09/23- History and Educational Models, in class work. In Class work only Read Chapter Eight and review the Observation Packet. Make appointments for four observations. Week Five 09/30-McCarthy Center Observation Meet at Palm Desert Campus by 1:00 pm. Room West Annex 1. Observation at McCarthy Center. Schedule of Observations. Complete Observation Essay and Packet, Due 10/07. Read Chapter Four and Five by 10/07. Week Six 10/08-Observing And Assessing 10/10-Child Development 10/07-Observing and Playing – Make a child 10/10-Chapter Four Reflection Read Chapter Six and complete reflection. Week Seven 10/14-Guidance 10/14-Guidance PPT 10/14-Chapter Six Reflection Read Chapter Seven. Week Eight 10/21- Health and Safety 10/21-Is this place clean and safe? 10/21-Observation #2 packet and summary Read Chapter Nine and Complete Reflection Week Nine 10/28-Play!! 10/28-The importance of Play to Healthy Development and Learning 10/28-Chapter Nine Reflection Read Chapter Ten and Eleven Week Ten 11/04-Curriculum Planning 11/04-Curriculum Planning, Curriculum Models and DAP 11/04-Observation #3 packet and summary Read Chapter Twelve and complete Reflection Week Eleven 11/18-Inclusion and Universal Design 11/18- Inclusion of all children Universal Design for Learning 11/18- Chapter Twelve Reflection Read Chapter Thirteen and complete Reflection Week Twelve 11/25- Working with Families In class work only 11/18-Observation #4 packet and summary Chapter Thirteen Reflection Read Chapter Fourteen and begin Philosophy Statement and Education Plan Week Thirteen 12/02-Becoming a Professional 11/25- Philosophies and Education Plans Drafts of Philosophy Statements and Education Plans Complete Philosophy Statement; be sure it reflects your best work. Week Fourteen 12/09-Review of Important Class points 12/09-Becoming a Professional. Complete final work in class. 12/09- Philosophy Statement Complete Observation #5 and Education Plan/Portfolio Week Fifteen 12/16- Final – Wrapping it up. 12/16- What we learned in this class. Present education plan 12/16-Observation #5 packet and summary. Education Plan and Portfolio

The Personal Development, Health and Physical Education

The necessity for the furtherance of vigorous, hale and hearty lifestyles among the children and youth is immense. More and more children and youth are subjected to ample social evils and actions that expose their health and lifestyles at peril. This is substantiated by mounting reports of low self-esteem, insufficient nutrition, family troubles, strain, increased drop-out rates, aggression among youths, sexual activity from a young age, rise in smoking habits, reduced physical work, growing incidence of portliness and rise in health risks caused due to more and more desk work among the youth of our nation. The personal development, health and physical education or PD/H/PE is very important to every feature of the standard growth and development of children and youth- not just bodily but social and emotional development also. (A Global Vision for School Physical Education, 1995) Better education, enhanced attentiveness, refined self-control and poise as also promotion of healthy, encouraging and lasting attitudes towards personal development, health and Physical education are well preserved advantages of excellent personal development and physical education in educational institutions. Moreover, personal development, health and Physical education begins the foundation of expertise of skills for involvement throughout the life while concurrently developing an automatic shielding effect against a lot of ailments due to lifestyle associated habits like desk work. With families and social institutions undergoing a revolutionary change, a lot of people more and more turn to educational institutions for an answer. The school is the organization possessing the capability to definitely influence mindsets and behaviors of every child and addresses youngsters as a cohesive group irrespective of sex, age, potential, racial or socio-economic position. (A Global Vision for School Physical Education, 1995) In this paper, we shall deal with a literature review to understand the teacher's perceptions towards the value of personal development, health and Physical education. The sentimental temperament of the teacher might put a deep influence on the mindset of the student to PD/H/PE and thereafter put a major impact on the student's personal development, health and physical education that he faces. S. Smith during 1993 stated that the approach of the teacher was one of the most important factors in the achievement of primary PD/H/PE programs. While elucidating the reason behind non-adherence of physical education in the manner as planned in the curriculum, a lot of clarifications in the writings frequently allude to the teacher, generally specifying the primary teacher as lacking in knowledge, eagerness and making age and gender responsible for it. The duty for planning, teaching and reviewing PD/H/PE is the responsibility of the generalist classroom in a NSW primary school. But, the generalist teachers in this study do not constitute a cohesive class in their mind-set to or engages themselves in imparting personal development, health and Physical education. Age was continuously recognized as an important factor of alarm for the teacher's views towards the importance of PD/H/PE. In a research on â€Å"Teachers' Perceptions of Physical Education in NSW Primary Schools† it was comprehended that a clear gender imbalance is present among the teachers in primary schools the ratio being three female teacher for every male teacher. This automatically does not prove the teacher's apparent potential to teach physical education. Nearly all the teachers in this age group state possess a positive experience of personal development, health and Physical education and sporting activity. Therefore a lot of teachers within the 20-30 year age bracket offer an encouraging viewpoint to the teaching and learning scopes meant for students. Their pre-service courses assumed presented increased resilience, with a several teachers falling under this group having passed an important course of study in personal development, health and Physical education. These teachers point out that PD/H/P/E is accorded major precedence in their schools. They place more weight to personal development, health and Physical education and have increased confidence to tutor a wider array of physical activities. Teachers' Perceptions of Physical Education in NSW primary schools) The researches in this study make out that the majority of the teachers within the 20-30 age brackets have the same level of keenness on the theme of personal development, health and Physical education irrespective of gender. Certainly the lady teachers in this class frequently show an eagerness to instruct throughout a wide array of PD/H/PE activities compared to their male fellow workers. But, in case of those whose age is more than 30 years, male teachers normally enjoy increased satisfaction with their capability to impart personal development, health and physical education, save a lot who are not content with their capability to teach dance. The teachers in the higher age group especially the 41-50 and more than 51 years of age have decreased chances to be content with their capability to instruct about the vastness of PD/H/PE. They regard personal development, health and physical education to be of lower importance and give lesser scope in case of students to attain the results of the curriculum. Several teachers in the above age bracket were worried with legal liability matters, their dearth of training and potential to be idols and the potential to exhibit proficiencies to their classes. (Teachers' Perceptions of Physical Education in NSW primary schools) Some researchers such as Faucette & Patterson, Lawson & Stevens and Portman have discovered that several non-specialist teachers reserve downbeat thoughts on personal development, health and physical education and doubt its value for children. Several more new researches have tried to examine these realms by Xiang et al and Faulkner & Reeves, but added research is required to examine the attitudinal temperament of non-experts and experts and to contrast outcomes for various categories of pre-service and in-service teachers. Xiang et al investigated the attitudinal temperament and thinking of pre-service classroom teachers prior to and following a fields-based course applying two open-ended questions. Upon finishing the course, 50% of the pre-service classroom teachers mentioned that they were reluctant to teach PD/H/PE. It was revealed by Xiang et al. that a lot of classroom teachers that they are not trained to teach personal development, health and physical education after examining the intricate type of PD/H/PE teaching. In the opinion of Portman, it is vital that the attitudinal temperament of teachers is approved in the growth of suitable personal development, health and physical education teacher education courses, as pre-service opinions of the teachers regarding the PD/H/PE might require confrontation or harmonized. Several researchers have mentioned that initial experiences in school in PD/H/PE give potential teachers with a huge spectrum of information regarding physical education, which is likely to influence approaches, idea, and teaching practices. (Morgan; Bourke; Thompson, 2002) Taking a cue from a life history research of 11 women, Emma Rich discovered the manner in which a team of freshly skilled female. PD/H/PE teachers built the ‘dilemma' of girls' comparatively decreased involvement in personal development, health and physical education. It is recommended that, whereas these women willingly articulated a wish to alter the gendered characteristics of PD/H/PE at the time of teaching their stature were most vehemently directed to a discussion of liberal individualism billing ‘girls' as a dilemma in personal development, health and physical education. However, there are also methods wherein teachers might initiate to take steps witnessing girls as ‘problems' within personal development, health and physical Education by depicting on a knowledge of physical culture and developing automatic habits in teacher education. In the opinion of Jinhee Kim and Andrews Taggart, three reasons surfaced which represented the negative discernment of personal development, health and physical education: the low condition of physical education program, teacher's detachment with the subject matter, and their absence of pedagogical knowledge. It was finally arrived that teachers at the primary school level possess a very narrow perception of their duties for executing PD/H/PE programs and appear to a part of the sustainable stillness attributed to physical education classes in primary schools. Gold holds the opinion that several of the researches evaluated in literature on the views of teachers towards the importance of personal development, health and physical education point out that the maximum difficulties faced by teachers were irresistible experiences of disenchantment and thinking that they were not capable to adjust with the plethora of strain faced daily, and that to fight out that difficulty thought must be applied to find out the type of facilities required for initiating teachers and to devising efficient back-up programs. Unluckily the likely dearth or shortage of supportive programs in the early years of teaching might just enhance the rate of teachers to quit for greener pastures. Woods proposed that similar mounting stress on the teacher often totally aggravate the educational objectives and raise an advanced concern to the completeness of the encounter, which is of existence. With this special apprehension, the opinion of Wood is that teachers build endurance policies and that they are inclined to be employed in acts like domination, socialization, brotherhood, for students. (Hardy, 1999) Substantiation can be found that teachers who comprehend the importance of, and are capable of working by undertaking a strategy, the interactive factors impacting their independent workplace circumstances are starting to relocate their programs as more fundamental to their whole school's educational culture and objectives. These growths indicate ardently at methods of qualified regeneration in case of a lot of teachers with whom we have worked on sport education projects. (Alexander; Taggart; Thorpe, 1997) Teachers contributed an important part in furtherance of the value of personal development, health and Physical education in America. The literature evaluation allowed revealing that the approach of the teacher was one of the most important factors in the accomplishment of primary personal development, health and physical education programs. One of the causes for the lack of success of these programs is ascribed to the teacher as being poorly prepared, dearth of interest, unenthusiastic attitudes towards personal development, health and physical education, doubting its importance for children and even making age and gender responsible. The disparity in age and gender facilitated to understand the disparities in the discernment of the teachers in connection to personal development, health and physical education. Nevertheless, the literature showed no countrywide qualitative researches of teachers' belief of directives about personal development, health and physical education.

Without Efficient States, Productive Activity, and a High Level of Glo Literature review

Without Efficient States, Productive Activity, and a High Level of Globalization Would Be Impossible - Literature review Example Thus, the job of a coal miner in Britain might depend on events in South Africa or Poland as much as on local management or national government decisions. Although the notion does not just refer to global interconnectedness. Globalisation 'is best understood as expressing fundamental aspects of time-space distancing. Globalisation concerns the intersection of presence and absence, the interlacing of social events, and social relations "at a distance" with local contextualities' (Giddens 1991:21). David Harvey (1989:240), too, refers to the fact that globalisation describes our changing experience of time and space or 'time-space compression'. According to Jessop, phenomena firmly within an ontologically broader context of capitalist socio-economic and sociopolitical restructuring, in order to ascertain exactly how they intervene in power struggles over this restructuring. This would be in order to clarify whether or not these interventions are contingent or can be attributed to objective necessities. In this context, it makes no sense to postulate 'the market' and 'the state' axiomatically against one another, since the two really presuppose one another (Jessop 1997:50-52). Hence and indeed following Jessop, (Magnus Ryner; 2002: 101) suggest that we pose the question of globalisation with reference to the manner in which:(a) socio-economic orders become materially reproduced (or not) through the configuration of a regime of accumulation and mode of regulation;(b) Potential and tendential social conflicts are 'managed' (or not)-that is, how they are mediated, regulated, and neutralised-through socially embedded authority structures; (c) This order is (or is not) 'normalized' and stabilized through the articulation of the terms of legitimacy which engenders the social order with a stable 'consensual' 'mass base';(d) Questions (a), (b) and (c) interrelate to form (or not) a Gramscian historic bloc or sets of interacting historic blocs. The elating trade barriers, liberalization of capital markets, as well as speedy technical development, particularly in the fields of information technology, transport, and telecommunications, have infinitely improved and hasten the faction of people, information, possessions, and resources. In the same way, they have as well expanded the variety of issues which spread out the boundaries of nation-States necessitating international median setting and directive and, consequently, conference and formal discussions on a global or district scale. numerous of the tribulations distressing the world today such as poverty, ecological pollution, financial crises, organized crime and terror campaign - are ever more transnational in nature, and cannot be a pact with simply at the national level, nor by State to State negotiations.Immense economic, as well as social interdependence, seems to influence national decision-making processes in two essential ways. It calls for a transfer of decisions to the worldwide level and, due to an increase in the stipulate for participation it as well needs numerous decisions to be relocated to confined levels of government.Thereby, globalization requires multifaceted decision-making processes, which occurs at diverse levels, explicitly sub-national, national, and global, paving the way to an emergent multi-layered structure of power.

Post 3 Essay Example | Topics and Well Written Essays - 250 words

Post 3 - Essay Example There have been numerous researches that have been published concerning the link between genes effect on IQ, group dissimilarity in IQ, race as well as impact of the environment on IQ. Specifically belligerent in the continuing argument has been the characterisation of concept of race and that of intelligence, particularly if they can be defined in an objective manner while being operationalized. Even though a number of environmental factors have been considered to influence differences in groups’ intelligence, there is no proof that they can elucidate the whole inconsistency. Nevertheless, there are no genetic factors that have conclusively demonstrated a casual association with group difference as far as intelligence test scores are concerned. Recent reviews concerning the debate have called for more research to be directed at the topic to define the relative influence of the environment and genetic factors in clarifying the superficial inconsistency in IQ among racial group s. The best evidence demonstrates that there exists no widespread change in the proportion of Americans who select multiracial identities. Additionally, practices that deal with racial self-classification have a lower likelihood of having considerable repercussions in relation to the direction of social policies than the acts of social classification. Social classifications entails the manner in which people are observed and considered racially as well as ethically by others. The chances that an individual has in life are hugely influenced by the manner in which others consider and position them than the person’s own choice of racial classification. The physical characteristics possessed by a person and the interpretation of these attributes by others are in most cases the key factors that dictate how they will be treated by others. Variations seen in racial identity that are produced by changing meaning of morphology as well as ancestry are in most

Report Coursework Example | Topics and Well Written Essays - 1250 words

Report - Coursework Example This structure is useful to some extent as innovative employees are given the freedom to create new technologies and experiment with them sans any fear of failure. However, this structure also runs the risk of having no leadership in times of crisis, thus harming risk management. In addition, motivation at the company suffers as a result of this organizational structure (Edidin, 2011: p42). Valve does not have visionary leadership that can articulate the company vision to employees, instead relying on their employee handbook to orient and direct employees. Valve also faces potential problems with mentoring employees because of its organizational culture. This report will seek to conduct a case study of Valve Corporation with regards to its organizational structure and motivation of employees. Valve Corporation’s organizational structure and architecture are flat in nature with no managers to manage the more than 300 employees. One of the most interesting aspects of Valve Corporation’s organizational structure is its flat and organic nature. The organic theory of organizational structure posits that an organization’s organic structure is directly linked to a flat structure (Takahara & Mesarovic, 2012: p22). Because there are no managers in the company or management levels for that matter, the employees can communicate more easily with one another, while they also have the power to make decisions. In addition, the organic theory holds that business processes are not formalized, which can be evidenced at Valve Corporation that has no fixed description for employee positions. It is the employees who elect the groups and jobs they would want to work in for a particular period of time. The job descriptions are created by the employees according to the spec ific goals of a project, of which the job descriptions are, therefore, temporary and hold only until the project is completed. This means that there is flexibility in job description within the organization

Marketing Coursework Example | Topics and Well Written Essays - 250 words

Marketing - Coursework Example This individual would be old enough to own a credit card for making the purchases and is adventurous to try out new products/services because these make up most of the discounted offers. Groupon.com has carved out a unique market space, considering that it offers diverse products and services, which makes it difficult to evaluate whether it has traditional direct competitors. Of course its success has made numerous clones to pop up across the globe (Wauters, 2010) but it is possible that it still has market leadership in this new market space. Its major strengths are its brand as the trailblazer, its huge market presence, and its large financial backing of about US$ 1.2 billion. Its big weaknesses are that its business model is easy to replicate and therefore it may face difficulty in sustaining its first-mover competitive advantage. Groupon.com’s greatest opportunity is in the ease with which it can extend to more cities in the world. Currently it is leveraging its brand by extending its offering to willing collaborators through its Groupon Affiliate Program. Its major threat is the low barriers to entry or threat of forward integration posed by its suppliers. The macro-environmental climate appears favorable for Groupon.com.

Leading Virtual Teams Essay Example | Topics and Well Written Essays - 500 words

Leading Virtual Teams - Essay Example According to Fisher & Fisher (2000), leaders of virtual teams should be able to exemplify five (5) best known practicers, to wit: (1) being accessible, (2) elimination of blaming, (3) creation of a learning environment, (4) creation of opportunities for personal development, and (5) managing work – life balance issues. Moreover, the leader of a virtual team should be cognizant of assuming the following roles: that of a results catalyst, facilitator, barrier buster, business analyzer, coach, and as a role model or living example (Fisher & Fisher, 2000). These styles and competencies enable the leaders to create a conducive environment which facilitates regular interaction between and among members. In addition, despite working in remote environments, the application of these practices provide opportunities for open communication to guide members towards accomplishments of delegated tasks. Both micro and macro-oriented perspectives are taken into consideration by virtual leaders to help resolve urgent concerns, conflicts among members, and correct weaknesses, as required. As such, performance monitorign is facilitated which ensures that team efforts are directed towards goal accomplishment. The most important strategies that a leader can employ when working with virtual groups is using technology and its applications to communicate as regularly as possible. At the onset, it should be clear to all the members the mission, boundary conditions, core values, operating guidelines, as well as the respective roles and responsibilities of members (Fisher & Fisher, 2000). Through open communication, urgent concerns are immediate communicated and addressed. Likewise, through regular communication, a cohesive team is created.