...bomb ever dropped on a city. But nobody understood or was able to establish some palpable sense of how horrific those moments leading up to the bombing was. In Hiroshima, or at least in the first chapter of John Hersey’s “journalistic masterpiece,” a human face is given to any speculation of what transpired that tragic morning. The first chapter is told through the memories of six survivors: Miss Toshiko Sasaki, Dr. Masakazu Fujii, Mrs. Hatsuyo Nakamura, Father Wilhelm Kleinsorge, Dr. Terufumi Sasaki, and the Reverend Mr. Kiyoshi Tanimoto. Hersey grants readers the ability to empathize—albeit superficially—with the victims by giving us an account through the perspectives of the actual people who lived through the event. Though I can understand how one can interpret Hersey’s objective tone to be too dry and journalistic, I think the way he masterfully recounts each survivor’s story “makes up” for what may be perceived as indifference. Hersey deftly weaves their poignant narratives through the intimate and meticulous details of that day’s events for each person. In his storytelling, there is a tangible patience as he is intent on the reader absorbing every single action made and thought had by the person being written about and every single feature of the setting the person was in. He depicts the paranoid culture and the day-to-day insecurity through the drudgeries and descriptions of those six survivors. For the Reverend Mr. Kiyoshi Tanimoto: “…almost sick with anxiety…Hiroshima...
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...Hershey’s Sweet Mission Nedia V. Belcher HRM500018VA016-1124-001 April 22, 2012 Dr. James Ziegler Hershey’s Performance Management System Performance management is one of the many tools used by companies to measure the effectiveness of the systems that are in place. Seiden, S., & Sowa, (2011) states that performance management refers to a set of activities adopted by an organization to enhance the performance of their employees. The Hershey Company is one of many Fortune 500 companies that use the performance management system to aid in the implementation of the company’s goals and objectives. Hershey endeavors to provide a dynamic and challenging workplace that affords employees the opportunity to develop their skills and talents. With its diverse work groups, Hershey must think of ways to effectively manage its unique workforce. For instance, with more individuals from the baby boomer era still in the working, facing diversity is unavoidable. As a result, managing diversity in the workplace has been and continues to be the topic of many companies to include the Hershey’s Company. Hershey recognizes the importance of effective communication. Employees are aware of the core values of the company. According to Hollenbeck, Gehart, & Wright (2011), employees should share values, be clear about how their work contributes to the organization’s mission, collaborate effectively, and be selected, equipped, and rewarded for meeting company objectives. The core values...
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...Hershey’s Sweet Mission Name: Courtney Johnson Professor: Dr. Richard Waldo Human Resource Management Foundations HRM500 Date: January 21, 2012 Abstract Located in Lancaster, Pennsylvania, Milton Hershey, candy-manufacturer, made the decision in 1894 to produce sweet chocolate to his caramels. In the 1900’s the Hershey Chocolate Company started their journey down the sweet road of creating milk chocolate in the form of bars, wafers and other creations. In 1907 Mr. Hershey looked to expand the product line, beginning the signature candy, Hershey Kisses. Hershey’s mission statement, “bringing sweet moments of Hershey happiness to the world every day,” summarizes their company, their people, their past and their future. (About Hershey, 2010.) Recommend the redesign of Hershey’s performance management system to appeal to the diverse groups that it employs. Hershey’s performance management system already appeals to the diverse groups that it employs, they are a well rounded group that continues to be successful. Their system already is appealing to their diverse groups; they cater to both the baby boomer generation as well at the “millennial” generation (employees in their twenties). Not only do they cater to age and generations differences, but they have experienced an increase in diversity with the expansion of the company. (Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2011). Hershey has found a way to attract the younger generations also known as...
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...“Hiroshima” is a New Yorker article that was published in 1946. John Hersey is the author of this article, and he talks about the six Hiroshima residents who survive the atomic bomb. The six survivors tell the interviewer what they were doing before the atomic bomb hit Hiroshima. Each survivor talks about the effect that the atomic bomb had in their town. The survivors were expecting an attack from the Americans, but they never thought there would be many deaths from this attack. As soon as the atomic bomb hit, the air became dust. One of the survivors was Dr. Fujii, he and his friend question why the victims had terrible burns on their face and arms. There were only two fires according to Dr. Fujii, so the victims couldn’t get burn from...
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...Anthony D'Angelo Coach Dameron 4th Period November 12, 2016 Hiroshima by John Hersey The first chapter on the book Hiroshima by John Hersey introduces six main characters/victims that survived the Hiroshima bombings. They explain their experiences before and after the explosion. The city of Hiroshima had been getting warnings about “fire raids.” (also known as a firebombing raid) The warning sirens of incoming planes will go off mostly every day, in the book it tells us that “the air-raid siren went off, a minute-long blast warned of approaching plans but indicated to the people of Hiroshima only a slight degree of danger, since it sounded every morning at this time, when an American weather plane came over.” Since this happened every morning the citizens of Hiroshima didn’t really have much to worry about because...
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...Q1 Greatest Leader A) One of the greatest leaders that have inspired myself, the world and other leaders has been Mohandas Gandhi (1869-1948). He became a great leader through using the concepts of love and truth to achieve his goals. Gandhi was a leader that challenged the most powerful nations by using peace, love, integrity as his method of change. He used the principle of non-violence protest to achieve political and social progress was powerful. Gandhi was influenced by Hinduism as well as Jainism and Christianity but also by great writers such as Tolstoy and Thoreau. He developed the belief of Satyagraha, a new non-violent way to restore wrongs. This was well demonstrated in the Salt March in 1930, where Gandhi and others were beaten, arrested and killed but no one fought back. Here his use to leadership behaviour was clearly illustrated. (Kouzes and Posner) Another example was he believed that Britain has a conscience that could appeal to, he used the teaching of the New Testament, “ one who enters into no dispute with his neighbor, he either attacks nor uses violence. On the contrary, he suffers himself without resistance and by his attitude towards evil not only sets himself free but helps to free the world at large from all outward authority.” This was Tolstoy’s version of a Christian man in his book, The Kingdom of God is within you, using this Gandhi fought for independence for India. Gandhi exemplified a number of characteristics of a great leader, he made...
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...Hope can band all people together to accomplish great or nearly impossible things. Humans have been around for thousands and millions of years and we have been through painful and tough times. But were still here millions and millions of years later. Its hope that saves us, its hope that makes us who we are. In the book Hiroshima by John Hersey Father Kleinsorge states “please god help me to cross safely…said father Kleinsorge as he aged a few more strokes and carried the wounded across his back. “ (Hersey 75) This shows that Father Kleinsorge knows that there is little hope for those heavily injured but proceeds with carrying them. Even though there is little chance that everyone one will survive they watch out for one another and prosper...
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...Furthermore, by examining the actions and reactions of the characters in The Odyssey, a clear connection can be made between the epic and the innate behavior that certain people have and others don’t. Paul Hersey and Ken Blanchard, who are both well-known authors, created a theory called the “Theory of Situational Leadership”. The theory proposes that a manager's leadership style should be flexible and be adaptable to the situation, the task at hand and the capabilities of the individuals involved. Accordingly, a leader may adopt one of four different styles: Directing Style, Coaching Style, Supporting Style, and Delegating Style. Their research shows that a leader of a Directing Style tends to have the leader in command and only focused on completing the task, rather than the relationship between his or her crew members. The author explains,”The leader provides clear...
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...The Situational Leadership Model Applied to the “Jeanne Lewis” Case The Situational Leadership Model is composed of three primary elements: 1. The amount of guidance and direction (task behavior) a leader gives 2. The amount of socio-emotional support (relationship behavior) a leader provides 3. The readiness level that followers exhibit in performing a specific task, function, or objective (Paul Hersey, 2001, p. 172). Follower readiness can be defined as the combined level of ability and willingness of a follower to accomplish a certain task (Paul Hersey, 2001, p. 175). Readiness is not dependent on personal characteristics such as age, values or traits. It is rather related to specific tasks or situations that the leader is looking to accomplish. People can be more or less ready to perform a specific task. Therefore, the leader has to change his leadership style in order to have the maximum effectiveness in leadership based on the level of readiness exhibited by the followers, in other words, the follower readiness determines the appropriate leader behavior. There are 4 levels of follower readiness: 1. Readiness level 1 (R1) where the follower is unable and unwilling or unable and insecure (lacks confidence). Followers at this level exhibit lateness in completing tasks, frustration, confusion and fear of failure. 2. Readiness level 2 (R2) where the follower is unable but willing or unable but confident. Followers at this level lack...
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...1. What is situational leadership? 2. Why is situational leadership important? 3. How do you implement situational leadership? 4.You have an employee who has been on the job for 7 months, they are always on time, willing to help out but lack the required skills to move on to the next level in their job. They are up for a review and job promotion at the 9 month mark but you know they aren't ready. They lack confidence and independence. What leadership style do you use based on SLT? What specific steps do you take to get them to the next level at the job? (note: you can't fire them!!!!) Situational Leadership Model was created by Ken Blanchard and Paul Hersey. It analyses the amount of support and supervising that the leader supposed to give to his followers. It is presented in four types. 1. Telling (Directing) Leaders who explain the roles and tasks for each employee and then supervise their performance closely. Communication is the most important; in this case leaders tell their followers what to do. 2. Selling (Coaching) Leaders define the roles and tasks but also seek new ideas from followers. Decisions are made by a leader and he/she shows tow-way communication where the leader provides the opportunity to help the follower. 3. Participating (Supporting) Leaders pass day-to-day decisions on their followers, but take part in the decision making process, involves high relationship but low task behavior. This style is for people who have competence but lack of...
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...INDEX PART ONE Brief Introduction (300 words) I have been a manager with the Tesco group for over 5 years and prior to that, I have management experience from both the military and various other businesses. I am currently a People Manager for Learning and Development As a manager I have used many different models and evaluation tools to understand my style of leadership, my personal preferences and my learning styles, such as: * Situational Leadership * Bolton and Bolton * MBTI * Thomas * Clarity 4G * Kolb’s Learning Cycle These tools have helped me understand where my strengths are and where I still need to develop. The Situational Leadership model and questionnaire produced no surprises in that I prefer to use a coaching style of leadership where appropriate and that I tend to direct less. I will investigate the pros and cons of this in the main part of this assignment. To build effective relationship and develop empathy I have embraced the Taking People With You model which is based on the premise that people want to be seen, heard and recognised. The model really deals with building relationships through choosing your attitude, building rapport and actively listening to the person you are building a relationship with before sharing your point of view or offering feedback. I have looked at how I manage my time and workload utilising the time matrix questionnaire as part of this module. I was not surprised to find that I am easily distracted...
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...The theory that I have chosen to evaluate myself against is the situational leadership theory. The situational leadership theory is one of the contingency leadership theories. This theory depends upon both the situation and the team. This type of leadership approach requires a successful leader to analyze many facets of a situation including personalities, ability of those on the team, and motivational factors to name a few. I feel that I fit into the category of situational leadership because I tend to tailor my approach based on situations and the people involved in them. According to the article in the Salem Press Encyclopedia, “situational leadership theory is designed to explain appropriate leadership style for the type of relation and task behavior required to meet a goal” (Campbell, 2016). I have several strengths and many successes with this approach to leadership. The three strengths I possess based on this practice are that I am good at leading based on a situation, I am good at dealing with people I can tell when someone is comfortable/uncomfortable in a situation and am able to motivate them accordingly, and I am very good at being able to identify weaknesses and strengths in my team members. In the critical perspective of situational leadership theory it states, “one of the most important leadership lessons ‘is realizing’ you are not the most important or the most intelligent person in the room at all times” (Rajbhandari, 2014). A big example of these three strengths...
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...lSITUATIONAL LEADERSHIP MODEL A question that leaders face every day is in what way should they lead their followers. Some believe that everyone can be treated the same in every situation. The problem with this, however, is that not every follower reacts to a leadership style the same, and not every situation calls for the same style of leadership. The situational leadership model promotes leadership that is flexible, and caters itself to different situations and different people within an organization. The first thing a leader has to do is classify the abilities and willingness of his followers. The categories described by the situational leadership model are: able and willing/confident, able but unwilling/insecure, unable but willing/confident, and unable and unwilling/insecure. Once a leader knows his follower's abilities and willingness, he can plot them on a graph that shows the importance of a task and what kind of relationship the leader needs to have with that follower. The first style on the graph is the telling section. This section is for tasks that require a high level of supervision but do not require the leader to have a good relationship with the follower. In this style, a leader will be very specific with the follower about what he wants done, how the task should be done, and when it should be done by. The leader is more concerned about the follower completing the task correctly rather than the growth of the follower. This form of leadership is used a lot...
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...Describe Branson’s leadership style in terms of the leadership models addressed in Chapters 10 and 11 and evaluate the likely effectiveness of that style in the U.S. today. To be an effective leader in any business, one must be able to balance various roles within the workplace and keep the vision of the company prime focus. A leader must be able to convey information and instruction to his or her staff to ensure that daily function of the company or organization runs smooth in the present and future. After reading about Branson, I feel his style of leadership is most represented by the transformational style. Hellriegel and Slocum describe this style as, “a transformational leader involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders or better leaders, and building the organization or group into a community of challenged and rewarded learners” ( pg. 329). A leader with this type of style has to constantly be thinking of the present and future ideas, have strong critical thinking skills and be able to interact with those of various cultures. A transformational leader also has to be willing to take risks within the company. Branson is an example of this style. He describes his logical of his “pecking order” in his organization, “If your employees are happy then they will do a better job. If they do a better job, the customers will be happy, and thus business will be good and the shareholders...
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...and visions of the members. Daft and Noe (2001) as cited in McLaurin (2006) explained that this notion involves influence and guidance on members to reach objectives but only if the decision-making reflects the leader’s and members’ desire. If not, Anderson (1992) as cited in Silverthorne and Wang (2001) claimed that the leaders who do not understand their employees are called “non-adaptive leaders” and are less efficient in fast moving and growing structures than “highly adaptive leaders” (p.400). Hersey and Blanchard (1982) as cited in Blank, Weitzel and Green (1990) argued that “less adaptive leaders” don’t help to create an ambiance where members respect them and are able to work together, which, reported by Terry (1960) as cited in Hambleton and Gumpert (1982) conduct directly to a failure if solutions are not introduced before. The following report argue that the leading problem in OJuice company has to be improved by using a theory of the situational leadership developed by Hersey and Blanchard. 2.0 Problem Identification The problem identified is that OJuice Company doesn’t apply a right leadership model, as it should have been...
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