Lincoln the Great Emancipator - 2289 Words

Until it was abolished in 1865, slavery thrived in the United States since the nation’s beginnings in the colony of Jamestown in 1607. In 1776, the founding fathers stated that â€Å"all men are created equal† when they declared independence and started a war that freed the 13 colonies from the oppressive rule of Great Britain. However, after â€Å"the land of the free† had been established, slavery had yet to be eliminated. After the war of 1812, sectionalism began to grow prevalent in America. The Industrial Revolution in the early to mid-1800s advanced the country technologically while further dividing it as the North became industrialized and the South became more agrarian and reliant on slave labor. Sectionalism was increased by westward†¦show more content†¦This became important later in the war when other nations refused to recognize the Confederacy’s independence. When the time was right, Abraham Lincoln masterfully changed the ideology of the war to focus on slavery, and he used the slaves themselves as a powerful force in the war and on the home front. Lincoln did this through the First and Second Confiscation Acts, the Emancipation Proclamation, and his Second Inaugural Address. Early in the war, three slaves escaped to the Union Army, raising the question of what to do with fugitive slaves. Under the Fugitive Slave Act, they had to be returned to their owners in the Confederacy. However, Lincoln adopted an ingenious policy of taking slaves as â€Å"contraband of war,† treating them as property as the Confederacy did. Lincoln went on to sign the First Confiscation Act in August 1861, which emancipated slaves that escaped to Union lines. In July 1862, Lincoln signed the Second Confiscation Act, which essentially gave him the authority to emancipate the slaves in Confederate territory (on the grounds that they helped the war effort and were contraband). This legislation helped the Union Army greatly. Over 190 ,000 soldiers, sailors, and workers came to the Union Army from the Confederacy (McPherson, 193), and at the end of the war, African Americans made up 20 percent ofShow MoreRelatedThe Great Emancipator : Abraham Lincoln894 Words   |  4 PagesThe Great Emancipator Abraham Lincoln became the president of the United States of America in March of 1861. While he led the country through one of the worst wars in the history of America, he is most known for abolishing slavery through the Emancipation Proclamation, thus giving him the nickname of â€Å"The Great Emancipator.† There are a great amount of debates on whether Lincoln was worthy of this title, one reason being that the Emancipation Declaration was limited and did not abolish slavery,Read MoreAbraham Lincoln And The Great Emancipator2143 Words   |  9 Pages Abraham Lincoln, â€Å" The Great Emancipator,† was the president of the United States from March 1861 to April 1865- when he was assassinated. Lincoln is known world-wide for the Emancipation Proclamation, which accomplished the freeing of the slaves, or so the they taught at the school. What schools don’t teach is that the Emancipation Proclamation had many restraints within it. Slaves were only to be freed in â€Å"rebellious states†: Southern states,(Graham);slavery remained untouched in the statesRead MoreAbraham Lincoln : The Great Emancipator1590 Words   |  7 PagesSarmiento 6 Abraham Lincoln: The Great Emancipator During Abraham Lincoln’s presidency, the United States was divided into North and South, who were at war with one another. Recognizing the nation needed a determined leader to guide them into prosperity, Lincoln devised his plan for success. Lincoln’s attempts to preserve the North, while uniting them with the South seemed to be failing as the war continued throughout his first term. Once Lincoln got reelected in 1864, he set out to succeed inRead MoreThe Great Emancipator By President Abraham Lincoln947 Words   |  4 PagesThe Great Emancipator While in office, President Abraham Lincoln led the country through the Civil War, he is most known as being responsible for the abolishing of slavery through the Emancipation Proclamation, thus giving him the nickname of â€Å"The Great Emancipator.† Technically speaking, the Emancipation Declaration did not actually abolish slavery in itself, rather it led to the 13th Amendment, which did end slavery in January of 1865. At brief glance, the Emancipation Proclamation’s sole purposeRead MoreAbraham Lincoln: Great Emancipator or Common Politician?1487 Words   |  6 PagesPresident Abraham Lincoln has been revered as one of the greatest presidents in the history of the United States. He is known for his great effect on slavery and served his terms during the civil war in a time of great controversy. The American Civil War (1860-1865) occurred at the exact time of Lincolns presidency (1861-1865). The North and the South were divided and a big issue was slavery, on which Lincoln took an anti-slavery stance. Lincoln has been called many things because of his views fromRead MoreO Lincoln s Reputation As The Great Emancipator1900 Words   |  8 Pageso Lincoln s reputation as the great emancipator rests largely on his emancipation proclamation, an executive order which went into effect on January 1st, 1863. This order ostensibly freed all the slaves in territory currently rebelling against the United States, i.e. in areas where the US government had no authority to free slaves. This is rather like the United States announcing that, from here on out, North Korea would be ruled by Lady Gaga. Sure, it s a great idea, but it s not really yourRead More Abraham Lincoln and Slavery Essay1617 Words   |  7 PagesAbraham Lincoln and Slavery Many Americans believe that Abraham Lincoln was the â€Å"Great Emancipator,† the sole individual who ended slavery, and the man who epitomizes freedom. In his brief presidential term, Lincoln dealt with an unstable nation, with the South seceding from the country and in brink of leaving permanently. The differing ideologies between the North and South about the economy and slavery quickly lead to civil war. It was now the duty of Lincoln to maintain the unityRead MoreThe Myth Of Abraham Lincoln1291 Words   |  6 PagesLincoln was a man of many talents that helped form the myths we know today and that most of those myths are well justified. With Lincoln being a man solidified into history and mythology, have the myths overshadowed the facts that truly made his life historically worthy or is it that within every myth lies an element of fact? The myths about Abraham Lincoln are ones of much debate leaving some to say that they accurately depict what Lincoln was and some see them as an embellishment of the truthRead MoreThe Assassination Of Abraham Lincoln1456 Words   |  6 Pagesthe same today if Abraham Lincoln was never assassinated on the unfortunate night of April 14, 1865. His killer, John Wilkes Booth, had a strong resent for the Union that subsequently caused a dramatic shift in history. This hatred was caused by many factors, such as his background and where he grew up, his lust for power and fame, and his mental illn ess. John Wilkes Booth, a master assassinator and conspirator, hoped to strengthen the confederacy by killing Abraham Lincoln. However, this murder createdRead MoreAbraham Lincoln : Vampire Hunter971 Words   |  4 PagesAbraham Lincoln is an American President who hasn’t been overlooked in the decades following his death. His character still lives on today as he resonates through popular American culture. Many books and movies have been produced about his life to show the role he played in our history and the impact he had on our country. The most recent film, Abraham Lincoln: Vampire Hunter, captivated audience’s attention with a riveting tale about our sixteenth president hunting vampires. The film contains some

Hypetension Free Essays

Hypertension is the term used to describe high blood pressure. Blood pressure is a measurement of the force against the walls of your arteries as the heart pumps blood through the body. Blood pressure readings are measured in millimeters of mercury (mmHg) and usually given as two numbers — for example, 120 over 80 (written as 120/80 mmHg). We will write a custom essay sample on Hypetension or any similar topic only for you Order Now One or both of these numbers can be too high. The top number is your systolic pressure. †¢It is considered high if it is over 140 most of the time. †¢It is considered normal if it is below 120 most of the time. The bottom number is your diastolic pressure. †¢It is considered high if it is over 90 most of the time. †¢It is considered normal if it is below 80 most of the time. nlm. nih. gov Nursing Diagnosis for Hypertension Decreased Cardiac Output related to increased afterload, vasoconstriction, myocardial ischemia, ventricular hypertrophy Nursing Intervention for Hypertension †¢Monitor blood pressure †¢Note the central and peripheral pulse quality †¢Auscultation of heart and breath sounds †¢Observe skin color, moisture, temperature and capillary filling time †¢Observe the general edema Provide quiet environment, comfortable †¢Suggest to reduce activity. †¢Maintain restrictions on activities such as recess ditemapt bed / chair †¢Help perform self-care activities as needed †¢Perform actions such as a comfortable back and neck massage †¢Encourage relaxation techniques †¢Give fluid restriction and sodium diet as indicated. Nursi ng Diagnosis for Hypertension Risk for Ineffective Tissue perfusion: Peripheral, Renal, Gastrointestinal, Cardiopulmonary related to impaired circulation Nursing Intervention for Hypertension †¢Maintain bed rest, elevate head of bed †¢Assess blood pressure at admission in both arms, sleeping, sitting with arterial pressure monitoring if available †¢Maintain fluid and drugs. †¢Observe the sudden hypotension. †¢Measure inputs and expenditures †¢Monitor electrolytes, BUN, creatinine. †¢Ambulation according to ability; avoid fatigue A community nursing diagnosis is a clinical statement of an actual or potential health problem in a community. A nurse bases identification on her professional judgment, in order to create a plan for improvement. 1. Basis oWhile medical doctors treat diseases and conditions, nurses treat the physical, psychological, social or cultural problems that arise from a disease or condition. A community nursing diagnosis promotes wellness. Scope oA community nursing diagnosis focuses on health promotion among a specific group of people in one place over a period of time. Therefore, a community can describe a city, a school or a given population, such as the homeless. Purpose The community nursing diagnosis is used to identify available resources, develop educational materials and plan interventions to address illness or improve health within the population. Components oA community nursing diagnosis includes three parts: a problem or risk statement (illness or desired improvement), related factors (cause or etiology) and the signs and symptoms (based on confirmed subjective and objective assessment dat a). Classification oThe North American Nursing Diagnosis Association (NANDA) is a recognized authority on nursing diagnoses and maintains a standardized database of nursing diagnostic terminology. How to cite Hypetension, Papers

Project Management, Leadership and Skills Planning and Control

The leadership can be considered as an art to direct the intentions, attention, and efforts of the employees into a needed direction for the project to succeed. It should be stated that the question concerning the leadership and how it affects the working process remains one of the most discussed and argued. The differences in approaches and methods of implementation theory on practice provide the project managers with the variety of techniques and strategies that can be chosen for the suitable reasons.Advertising We will write a custom report sample on Project Management, Leadership and Skills: Planning and Control specifically for you for only $16.05 $11/page Learn More Although it is significantly important for the leader to develop the strategy that will lead the project and company for the successful outcome, it should be stressed that the role of the team should not be undervalued as the motivation and confidence in the accomplishment of the goals influences the working process greatly (Schunk 2012, p. 77). The main objective of the paper is to discuss the role of the leadership and the teambuilding in the project management, to center attention on the theoretical models and identify the ways for the inspiration and staff motivation. The motivational factors influence the efficiency of the employees and play an important role while project management. It should be highlighted that every individual in the group is different and unique, that is, their motivation is rooted in different things (Dwivedula Bredillet 2010, p. 160). The major task of the leader is to find the key to every person and to use appropriate methods and techniques of motivation to increase the level of interest to the performing tasks. Despite the fact that everyone is unique, some elements can motivate the whole group. The most difficult part is to understand what is needed to make people motivated; however, the deep listening technique, observation, and communication may be a helpful tool while identifying the motivational factors (Ervin 2012, p. 391). To get the better understanding of the issue, one should pay close attention to certain motivational exercise. According to the recent researcher in the field of motivation on the workplace, there different approaches that can be implemented into the working process (Rose 2014, p. 30). First and foremost, one of the fundamental tasks of the leader is to bring the team closer. It should be pointed out that it may be beneficial to use the flipchart to save all the discussed ideas. The purpose of every meeting should be clear to the team members; moreover, the workers should feel comfortable, respected, and be heard. Such attitude will encourage the employees and will satisfy them. During the meeting, the leader can ask everyone what the motivation is and what factors can motivate best. Usually, there are certain types of the motivation that can be considered as obvious one, for example , money, recognition, self-development, accomplishments, and promotion.Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, there is a hidden side of motivation like the flexible working schedule and the possibility to bring pets to the workplace. The leader should notice similarities and differences in motivation within the team. To avoid the misunderstanding, all the questions should be clarified as the flexibility of the working process may mean the ability to solve some issues over the phone, whereas some team members are sure that this is about coming to work earlier or later. The next step is to prioritize every motivator. The team members should score their motivator elements from the most important to the less, and then put the results into the flipchart. This way, the leader gets the opportunity to identify the most significant motivators that should be used while the working process for the project to succeed. After identifying the significant tools that can motivate people, the leader should try to find the possible ways to apply the gained knowledge. The most widespread motivational factors are the following, namely, responsibility, support, promotion, achievement, the feeling of progress, interest to work, flexible work arrangements, good relationship, and purpose (Shearer 2012, p. 50). Taking into consideration stated above motivators, it is significant to point out that responsibility can be used as a tool to increase the confidence and feeling of the personal power of the employee. Support can be important for some team members, in this case, the leader should understand what can be frustrating and what should be done to improve the working conditions or eliminate the obstacles. People commonly lose motivation when they do not see results, progress, or the purpose of the work. That is, it is significantly important to set realistic and short-term goals. However, it is not enough, as the team members should also understand that they are valued, so the thankful words for the hard work can contribute to the increasing level of the motivation. When people feel that they are involved in an interesting and unique project, it can be beneficial for the future outcome. By eliminating the stressful situations at the workplace, the leader gets a chance to improve the working conditions of the employees. The distracting and tense atmosphere influences not only the mood of people but also the way they perform tasks. The flexibility of the working process may also contribute to the motivational level; however, in this case, everyone should understand what it means and what consequences it may have. One of the opportunities is to make the starting and finishing hours flexible. Another approach is to change the working process and let some team members work freelance, although, sometimes it may influence the successful outcome of the projec t. The leader should pay a lot of attention towards this issue. The positive atmosphere within the team is one of the most significant factors for the team members to feel comfortable.Advertising We will write a custom report sample on Project Management, Leadership and Skills: Planning and Control specifically for you for only $16.05 $11/page Learn More Team activities are the best tool that can be used to unite people. The employees should have a time before the meeting to exchange thoughts and ideas, or simply communicate. The involvement of the leader in such discussions is significant as the communication about personal information contributes to the trust development. According to the recent studies, there are different types of the leaders and the techniques that can be implemented into the working process (Sethuraman Suresh 2014, p. 168). First of all, it should be stated that the authoritative type describes the person who guides the members o f the team using certain knowledge and shares his point of view and vision with other people (Saeed et al. 2014, p. 216). Such leaders understand the significance of collaboration. The next type of the leadership is coercive. It should be stated that the project managers who work with a very young people usually address to this approach, although, some of the teammates can describe this style as a dictator one. However, one should pay close attention towards the implementation of the coercive technique as it is appropriate only while working with people who lack needed skills and knowledge. In contrast to the coercive is the democratic approach, which is considered to be the one that lacks the guidance, it can be compared to the football game without the coach. One of the most popular styles of the leadership is all for one and one for all, that allows every team member to use personal creativity and to get involved in all the levels of the project organization. The team leader is t he person who draws conclusions from the challenges and mistakes and implements the appropriate techniques of the leadership to improve the work of the team for the project to succeed. The question concerning the best type of the management and leadership style seems to be unanswered as there is no approach that could satisfy the needs of every project. As the matter of fact, the prolific work of the team depends on the leader, that is, the pacesetter should be inspiring, flexible, set realistic goals, and be open to the new ideas. It should be pointed out that the successful leader understands the importance of changing the approaches with the development of the project as it is significant to correct or modify the style to achieve greater results. Leadership is believed to be the essential part of every successful project as the pacesetter can be seen as a guiding element towards the prosperous realization of the task. It is significantly important to be able to influence workers and the way they see their work for the accomplishment of the goals that were set in the beginning. The primary role of the leader is to set the direction and to evaluate the efforts that need to be done for the achievement of the objectives (Maley 2012, p. 99).Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More There are certain characteristics that can be considered as the typical ones for the leader, among them are the following: the leader sees and uses every possibility, he is communicator, coach, learner, listener, coordinator, inspirator, the one who makes the difference not only in the working process but also in the life of the employees. However, it should be highlighted that the stated above description of the leader is not full as the guiding person is much more. The manager should combine every needed trait of character for the success of the project. The leader is not someone who is born with the all needed characteristics; moreover, one should understand that the leader skills should be developed. The background and the experience can help to gain appropriate knowledge; however, it is not enough for the true leader to arise. It should be pointed out that the learning process should be implemented for the leader skills to improve. The leadership theory deals with three aspects , namely situation, behavior, and traits (Northouse 2013, p. 19). The deeper involvement into the stated above approaches will provide the deeper understanding of the question. The theory, dealing with the trait description, is focused on an individual and the characteristics that are essential for the leader (Northouse 2013, p. 19). The traits usually involve the ones that can be learned, improved, and implemented from theory to practice. It should be pointed out that the leaders usually share the following traits, such as loyalty, motivation, integrity, enterprising spirit, confidence, and desire for learning and gaining knowledge (Bull 2010, p. 54). The enterprising spirit is about the understanding that one should be ambitious for the accomplishment of the goals, seek for development and improvement, and be demanding for the future results. One of the most significant leader traits is loyalty and the ability to admit that some mistakes were made to eliminate them while working f or the project’s improvement. The employees usually reflect the traits of the leader, that is, it is important for the manager to obtain as much leader skills and knowledge as possible. Taking into account the behavioral approach, it should be highlighted that the modern researchers usually determine three categories of the behavioral theory, namely the task performance, group maintenance, and the behavior while the decision-making process (Kerzner 2013, p. 34). The pivotal objective of the task performance is to communicate with the team, to stress the significance of the positive outcome, and focus on the results, quality, and efforts needed for the accomplishment of the discussed aims. The group maintenance behavior is centered on the importance of the working atmosphere, respectful and trustful relationship with every member of the group. As the matter of fact, the condition of the workplace and the overall mood in the organization influences not only the working process but also the outcome of every project. The fact that the employees can participate in the decision-making process can contribute to the feelings of the subordinates that they are valued, respected, and their opinion matters. Such type of the interaction between the leader and the employees is called democratic; whereas when the leader takes the decision on his own and does not consult the workers is believed to be autocratic. It should be pointed out that the ongoing debates concerning the question what style of the leadership is beneficial are still not solved as every approach has drawbacks and strength sides. The essential characteristic of the leader is the ability to adjust skills and knowledge to the different situation. The leader is essential to the success of the project; however, one of the most significant aspects is a team, and that is, teambuilding approach should be not undervalued. The different types of the team aimed to satisfy various needs of the company. It shoul d be stated that the functional team consists of people who perform their tasks on the permanent basis and make the company work stable, whereas the project team functions for the certain time that is needed for the goals accomplishment. People from various functional teams are grouped together for the achievement of the specific aims and will be disbanded when the task is performed. According to Bruce Tuckman, the specialist in the field of the dynamic of the group, every team should go through certain stages of development to be characterized as successful, namely forming, storming, norming, and performing (Johnson 2009, p. 368). While the phase of the forming the group is on the way towards the understanding the goals and objectives of the project, every member of the team works as an independent element. The primary task of the project manager is to direct the team towards the goal accomplishment. The next stage occurs when the team members exchange their ideas of how the workin g process should be improved for the goal accomplishment (Tuckman 2010, p. 342). It should be stressed that during this period the team usually faces some kinds of conflicts and misunderstandings (Schulze, Stade, Netzel 2014, p. 71). The pivotal objective of the project manager is to unite people and get closer to the achievement of the task. The stage of the norming is featured with the understanding of how to achieve the desired outcome, what approaches should be changed and implemented into the working process (Bonebright 2010, p. 115). The work of the team is centered on trustful relationships. Managers should provide the workers with the appropriate guidance and contribute to the success of the teamwork. The performing stage occurs when the team is operating as the united organism and shows high results without the supervision. Every member of the team applies the skills and knowledge to the successful outcome. It is important to understand that the role of the leader during a ll the stages is significant while the whole group and effectiveness of the work depend on the leader and the traits that he obtains. Being a good problem solver and decision maker one can succeed in the teambuilding process as it requires abilities, skills, and knowledge to be able to negotiate stressful situations and eliminate conflicts (Ding Zho 2015, p. 241). Moreover, the positive attitude of the leader towards the working process and every team member will be beneficial not only for the motivational level of the employees but also for the successful performing of the long and short-term goals (Burke Barron 2014, p. 37). The teambuilding techniques and approaches are essential for the project manager to implement into the working process as it will be beneficial for the development of the team and will contribute to the trustful, honest, and loyal relationship whiting the group (Coles 2015, p. 76). Teambuilding is not only about the activities that unite people or evaluation of every participant of the working process; usually, it is about the combination of various techniques, approaches, and tools for the positive outcome. The relationship within the team affects the working process; the team will function best if every member feels comfortable and knows how to operate in the group. Certain agreements and clarifications should take place to ease communication and contribute to the better involvement into the process. Functional teams have already faced challenges and went through all the stages of the team development process (Daspit et al. 2013, p. 53). The newly formed group is changeable, and the project manager should create the rules and objective that everyone should respect and follow. The deeper understanding of how the task should be performed is beneficial for the team. Although, the project manager should direct the effort to unite the individuals, one should pay close attention to the conflict solving process. When everyone works independ ently, there is a possibility that the way the other person views the problem will be contrasting to the other workers, that is, the leader should undertake the needed actions to prevent conflicts and misunderstandings as it affects the working atmosphere. The ability of the leader to solve the conflict during the early stage will be beneficial for the storming stage of the team development process (Williams 2013, p. 306). It should be pointed out that the personality assessments play an important role while forming a team. The maturing and the development of the team is impossible without the events that involve every member. The improvement of trust relationship within the group seems to be crucial for the team effectiveness. When people are engaged with each other outside of the working process, it provides a chance to get to know each other from the unknown side that does not deal with the project (Binder 2012, p. 56). Social events can become a turning point on the way for the team maturing and development. It should be pointed out that the individual or team coaching is an essential element in the project management that deals with the improvement of the communication, collaboration, and negotiation skills (Cobb 2012, p. 175). The successful leader understands the significance of the role of the recognition and rewards in the working process. People will work beyond the limits if they feel respected and see that their work is appreciated and valued. The motivational level of the employees affects the result of the project in a great way. According to the recent researches, the motivated team is more likely to achieve the goals and struggle less on the way towards the accomplishment (Beersma 2010, p. 1115). The project manager should be aware that there are certain differences in the motivation of the individual employee and the project team. The deeper involvement into the issue will allow the leader to choose appropriate theories, methods, and technique s to reach every team member (Arroyo 2010, p. 705). With the beginning of the project, most of the workers are motivated to perform the task successfully. The reason for such strong motivation is that people usually view the new project or job in a very optimistic perspective, and that is, eager to work hard and contribute to the overall good of the company (DeShon 2009, p. 47). The pivotal objective of the leader during this phase is to maintain the motivational level of every team member. One of the best approaches to do that is to keep to the participative leadership style that involves planning and decision making with the team members and celebrating accomplishments. It should be also highlighted that the positive atmosphere is fundamental for the creating of the prolific environment. In conclusion, it should be stressed that the role of the leader seems to be essential and significant for every team, and should not be undervalued, especially when the projects become more globa lized and should be taken under control. It is important to understand that the leadership does not depend on the position, rank, or age, as these factors are not enough for becoming a leader. The leader should obtain the needed skills, knowledge, and characteristics and be able to adjust the gained experience to the practice. The teamwork and the overall success of the project are highly connected to the professionalism of the leader and the way he uses appropriate knowledge and implements techniques and strategies. The motivational factors and the understanding of the team members the purpose of the work, feelings of accomplishment and progress contribute to the successful relationship within the team and influence the positive performing of the tasks. That is, the leader should pay close attention to the methods of the skills and work improvement as they influence not only the working process but also lives of the employees. Reference List Arroyo, A 2010, â€Å"International pro ject management – leadership in complex environments,† International Journal of Managing Projects in Business, vol. 3, no. 4, pp. 705–716. Beersma, B 2010, â€Å"Team confidence, motivated information processing, and dynamic group decision making,† European journal of social psychology, vol. 40, no. 7, pp. 1110–1119. Binder, J 2012, Global project management communication, collaboration and management across borders, Gower Publishing, Aldershot, U. K. Bonebright, D 2010, â€Å" 40 years of storming: a historical review of Tuckman’s model of small group development,† Human Resource Development International, vol. 13, no. 1, pp. 111–120. Bull, C 2010, Moving from project management to project leadership a practical guide to leading groups, CRC Press, Boca Raton, FL. Burke, R Barron, S 2014, Project management leadership: building creative teams, 2nd ed, John Wiley Sons, New York, NY. Cobb, A 2012, Leading project teams: the basi cs of project management and team leadership, 2nd ed, SAGE, Thousand Oaks, CA. Coles, H 2015, Team Building: Simple Team Building Techniques for Your Business, Create Space Independent Publishing Platform, North Charleston, CA. Daspit, J, Tillman, J, Boyd, G Mckee, V 2013, â€Å"Cross†functional team effectiveness,† Team Performance Management Team Performance Management: An International Journal, vol. 19, no. 2, pp. 34–56. DeShon, R 2009, â€Å"The motivating potential of teams: Test and extension of cross-level model of motivation in teams,† Organizational behavior and human decision processes, vol. 110, no. 1, pp. 45–55. Ding, R Zho, J 2015, Key project management based on effective project thinking, Springer, New York, NY. Dwivedula, R Bredillet, N 2010, â€Å"Profiling work motivation of project workers,† International Journal of Project Management, vol. 28, no. 2, pp. 158–165. Ervin, D 2012, â€Å"Motivations and Barriers to Corporate Environmental Management,† Business Strategy and the Environment, vol. 22, no. 6, pp. 390–409. Johnson, A 2009, Health organizations: theory, behavior, and development, Jones Bartlett Learning, Sudbury, MA. Kerzner, H 2013, Project management a systems approach to planning, scheduling, and controlling, 11th ed, John Wiley Sons, New York, NY. Maley, H 2012, Project management concepts, methods, and techniques, CRC Press, Arlington, VA. Northouse, G 2013, Leadership: theory and practice, 6th ed, SAGE Publications, Thousand Oaks, CA. Rose, H 2014, â€Å"Personal Effectiveness in Project Management: Tools, Tips Strategies to Improve your Decision-making, Motivation, Confidence, Risk-taking, Achievement and Sustainability,† Project Management Journal, vol. 45, no. 2, pp. 28–46. Saeed, T, Almas, S, Anis-Ul-Haq, M Niazi, G 2014, â€Å"Leadership styles: relationship with conflict management styles,† International Journal of Conflict Managemen t, vol. 25, no. 3, pp. 214–225. Schulze, D, Stade, C Netzel, J 2014, â€Å"Conflict and Conflict Management in Innovation Processes in the Life Sciences,† Creativity and Innovation Management, vol. 23, no. 1, pp. 57–75. Schunk, D 2012, Motivation and self-regulated learning: theory, research, and applications, Routledge, New York, NY. Sethuraman, K Suresh, J 2014, â€Å"Effective Leadership Styles,† IBR International Business Research, vol. 7, no. 9, pp. 165–172. Shearer, A 2012, â€Å"Management styles and motivation,† Radiology management, vol. 34, no. 5, pp. 47–89. Tuckman, B 2010, â€Å"Leadership Teams: Developing and Sustaining High Performance,† Management Decision, vol. 48, no. 2, pp. 340–344. Williams, C 2013, Effective management, 6th ed, Cengage Learning, Mason, OH. This report on Project Management, Leadership and Skills: Planning and Control was written and submitted by user Delaney U. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Andrew Beard Invents the Jenny Coupler

Andrew Beard Invents the Jenny Coupler Andrew Jackson Beard lived an extraordinary life for a black American inventor. His invention of the Jenny automatic car coupler revolutionized railroad safety. Unlike the vast majority of inventors who never profit from their patents, he profited from his inventions. Life of Andrew Beard - From Slave to Inventor Andrew Beard was born a slave on a plantation in Woodland, Alabama, in 1849, shortly before slavery ended. He received emancipation at age 15 and he married at age 16. Andrew Beard was a farmer, carpenter, blacksmith, a railroad worker, a businessman and finally an inventor. Plow Patents Bring Success He grew apples as a farmer near Birmingham, Alabama for five years before he built and operated a flour mill  in Hardwick, Alabama. His work in agriculture led to tinkering with improvement for plows. In 1881, he patented his first invention, an improvement to the double plow, and sold the patent rights for $4,000 in 1884. His design allowed for the distance between the plow plates to be adjusted. That amount of money would be the equivalent of almost $100,000 today. His patent is US240642, filed on September 4, 1880, at which time he listed his residence at Easonville, Alabama, and published on April 26, 1881. In 1887, Andrew Beard patented a second plow and sold it for $5,200. This patent was for a design that allowed the pitch of the blades of plows or cultivators to be adjusted. The amount he received would be the equivalent of about $130,000 today. This patent is US347220, filed on May 17, 1886, at which time he listed his residence as Woodlawn, Alabama, and published on August 10, 1996.  Ã‚  Beard invested the money he made from his plow inventions into a profitable real-estate business. Rotary Engine Patents Beard received two patents for rotary steam engine designs. US433847 was filed and granted in 1890. He also received patent US478271 in 1892. There was no information found as to whether these were profitable for him. Beard Invents the Jenny Coupler for Railroad Cars In 1897,  Andrew Beard patented an improvement to railroad car couplers. His improvement came to be called the Jenny Coupler. It was one of many that aimed to improve the knuckle coupler patented by Eli Janney in 1873 (patent US138405). The knuckle coupler did the dangerous job of hooking railroad cars together, which formerly was done by manually placing a pin in a link between the two cars. Beard, himself had lost a leg in a car coupling accident. As an ex-railroad worker, Andrew Beard had the right idea that probably saved countless lives and limbs. Beard received three patents for automatic car couplers. These are US594059 granted November 23, 1897, US624901 granted May 16, 1899, and US807430 granted on May 16, 1904. He lists his residence as Eastlake, Alabama for the first two and Mount Pinson, Alabama for the third. While there were thousands of patents filed at the time for car couplers, Andrew Beard received $50,000 for the patent rights to his Jenny Coupler. This would be just shy of 1.5 million dollars today. Congress enacted the Federal Safety Appliance Act at that time to enforce using automatic couplers. View the complete patent drawings for Beards inventions.  Andrew Jackson Beard was inducted into the National Inventors Hall of Fame in 2006 in recognition of his revolutionary Jenny Coupler. He died in 1921.

The Nazi-Soviet Non-Aggression Pact of 1939

The Nazi-Soviet Non-Aggression Pact of 1939 On August 23, 1939, representatives from Nazi Germany and the Soviet Union met and signed the Nazi-Soviet Non-Aggression Pact (also called the German-Soviet Non-Aggression Pact and the Ribbentrop-Molotov Pact), a mutual promise made by the two leaders  guaranteeing that neither would attack the other. With the imminence  of World War II becoming ever clearer, signing the pact guaranteed Germany protection against the necessity of fighting a two-front war. The Soviet Union  was awarded land in return, including parts of Poland and the Baltic States, as part of a secret addendum. The pact was broken when Nazi Germany attacked the Soviet Union less than two years later, on June 22, 1941. Why Did Hitler Want the Pact? Germanys role in a two-front war in World War I had split its forces, weakening and undermining their offensive strength.   As he prepared for war in 1939, German dictator Adolf Hitler was determined not to repeat the same mistakes. While hed hoped to acquire Poland without force (as he had annexed Austria the year before), the necessity to diminish the possibility of a two-front war as a consequence of the invasion was clear. Thus negotiation for Nazi-Soviet Non-Aggression Pact was born. The Two Sides Meet On August 14, 1939, German Foreign Minister Joachim von Ribbentrop contacted the Soviets to arrange a deal. Ribbentrop met with the Soviet Foreign Minister Vyacheslav Molotov in Moscow, and together they arranged two pacts: the economic agreement and the Nazi-Soviet Non-Aggression Pact. The Economic Agreement The first pact was an economic trade agreement, which Ribbentrop and Molotov signed on August 19, 1939. The agreement, which proved instrumental in helping Germany bypass the British blockade during the early years of World War II, committed the Soviet Union to provide food products and raw materials to Germany in exchange for products such as German machinery for the Soviet Union. The Non-Aggression Pact On August 23, 1939- four days after the economic agreement was signed and a little over a week before the beginning of World War II- Ribbentrop and Molotov signed the Nazi-Soviet Non-Aggression Pact. Publicly, this agreement stated that Germany and the Soviet Union would not attack each other and that any problem that might arise between the two countries was to be handled amicably. The pact, which was supposed to have lasted 10 years, lasted less than two. Terms of the pact included the provision that if Germany attacked Poland, the Soviet Union would not come to its aid. Thus, if Germany went to war against the West (especially France and Great Britain) over Poland, the Soviets were guaranteeing that they would not enter the war. This would block the opening of a second front for Germany. In addition to the agreement, Ribbentrop and Molotov added a secret protocol to the pact- a secret addendum whose existence was denied by the Soviets until 1989. To the Chancellor of the German Reich, Herr A. Hitler,I thank you for your letter. I hope that the German-Soviet Nonaggression Pact will mark a decisive turn for the better in the political relations between our two countries.J. Stalin* The Secret Protocol The secret protocol held an agreement between the Nazis and the Soviets that greatly affected Eastern Europe. In exchange for the Soviets pledging to decline engagement in the imminent war, Germany gave the Soviets the Baltic States (Estonia, Latvia, and Lithuania), leaving Poland to be divided between the two along the Narew, Vistula, and San rivers. The territory restructuring provided the Soviet Union a level of protection from a Western invasion via an inland buffer. It would need that buffer in 1941. Pact Unfolds, Then Unravels When Nazis attacked Poland on the morning of September 1, 1939, the Soviets stood by and watched. Two days later, World War II began with the British declaration of war on Germany. Soviets rolled into eastern Poland on September 17 to occupy their sphere of influence as designated in the secret protocol. The Nazi-Soviet Non-Aggression Pact effectively barred the Soviet Union from joining the fight against Germany, thus affording Germany success in its attempt to safeguard its borders from a two-front war. The Nazis and the Soviets kept the terms of the pact and the protocol until Germanys surprise attack and invasion of the Soviet Union on June 22, 1941.

Challenges of Information Technology Research Paper

Challenges of Information Technology - Research Paper Example Moreover, data management with enhanced high-tech security is an expensive undertaking. Network management in the organizational setting experiences both the positive and negative aspects of improved technology. Improved networks have made communication efficient and effective in and out of the organizational setting (Kuhn, 2008). Employees have been quick to exploit this realization, resulting in network management challenges. Use of smartphones and other devices on company networks have increased network usage costs, necessitated time to time maintenance, and threatened network security. To address these challenges, a company would need to have its employees subscribe to its network, or limit its network usage on personal smartphones and other devices. The company can also allow its employees to use their personal devices on its network, with a requirement to meet maintenance fees from time to time. Finally, where network security is threatened, administrative rights should be used to monitor and control company network usage by employees (Klein,

Module 3 Case Study Example | Topics and Well Written Essays - 500 words

Module 3 - Case Study Example To develop one’s plan of action for each child, aside from indicating their respective areas of interests, the additional information would could enhance the development and design of differentiated instructions include: preferences of using identified instructional materials (technological applications, games, or visually designed projects). Also, it would be helpful to determine from their respective parents the academic support accorded outside the classroom (use of computers, tutors, mentors, and other enriching activities). The information would help in the design of compacted and differentiated instruction; as well as in monitoring the performance of the child outside the traditional classroom setting. Actually, the strategies and recommended differentiated instructions were effective in achieving the identified goals. For Mark, it was important to gain interpersonal skills; aside from exhibiting excellence in the subjects which were noted. For Katrina, it was crucial to mitigate any potential negative impact of having to retain her to Grade 3 level. As such, it was correct to solicit the inputs of parents, as well as to refer the children for consultation and evaluation with the school psychologist, who could assess the condition of the children, their accurate competencies and skills, and the preferred intervention, as