Abstract
This paper describes the situation in which Karen Jacob, once a strong and energetic owner of a successful business, led her company to a dramatic failure so that the bank had to remove her from its management. To understand how this failure came about, the author looks at Karen's inability to oversee all the areas of the business adequately and reviews her authority of power and how she employed it to govern the business. The paper concludes that the business failed because, instead of inspiring her subordinates to dedicate themselves to the goals of the business by connecting them to her vision and demonstrating a charismatic leadership, Karen led her company through domination thus creating the situation by which she failed to understand the production problems. This paper contains a figure in color.

Table of Contents:
Introduction
Literature View
Type of power and How Used
Is Karen the Leader and the Prevalent Style
Definition of a Business Leader
Karen's Use of Power
Findings/Results and Analysis
Findings
Results
Analysis
Conclusions and Recommendations
Conclusion
Recommendations

From the Paper
"Karen outstandingly portrays the characteristics of a powerful leader. She executed her duties as a determined, dedicated and predominant leader that stops at nothing to get what she wants, even if she has to do it herself. Karen was so caught up in managing the business; she actually desires nothing less than satisfaction.
"There are different variants of leadership styles in different business environments. In Karen's business, we were able to analyze her leadership attributes and qualities to determine her predominant leadership style present in her operation. Karen's leadership skills depict that of the situational management style. This kind of leadership pattern is not determined by manage management skills.
"The theory behind this type of leadership pattern is closely correlating to the use of the style to acquire success in a given work environment or the specified needs of the organization. Karen effectively employed various leadership styles depending on the situation being addressed. This is the hypothesis behind the innovation of situational management. Essentially, this kind of leadership strategy directs attention to controlled training managers who identify the existing employee condition or work setting and utilizes the leadership patter that is most appropriate to address the specified challenge.
"The situation must be carefully examined before a style is implemented for the business, because failure can at times create catastrophic situations that are difficult to correct."

Tags:goal suprasystem, authority of power, style powerful

Abstract
Effective communication with the internal organizational public at all levels is the key to success of an organization. Communicating with the employees results in augmentation of confidence and productivity and the reduction of job insecurity and other related fears. The first part of this paper presents the issue of the merger of two giant companies, Hewlett Packard and Compaq and the dire need for the companies to make their internal communication effective. The second part of the paper discusses the impact of effective internal communication. The third part outlines the essentials for an expedient internal public relations action plan. The fourth and the last part conclude the research paper.

From the Paper
"Hence from the above discussion, it is evident that effective communication with the internal public of an organization does not only play a vital role in determining the success of an organizational change but it also confirms its well-being. The employees at Hewlett Packard wanted assurance, job security and a sense of belongingness and being wanted by the company. In such changes, job security is always threatened and it is effective and prompt communication that breaks down all barriers and helps in pacifying the frightened and agitated work force. Hence, when the firm started explaining, assuring, in short. communicating effectively with their internal people, it not only received favorable response but also managed to keep the organizational peace alive and employee satisfaction in line."

Tags:face-to-face, supervisor

Abstract
Report on the importance of leadership with respect to the five functions of human resource management: planning, organizing, staffing, leading and controlling. The author investigates to what extent leadership is a requirement for the effective accomplishment of these functions.

From the Paper
"The Leader is interested in aligning the beliefs and values of people with the overall goals and vision of the organization. In the Leadership role one can bring about change by providing direction, by setting an example, by motivating through inspiration, and by building teams based on respect and trust. A leader is focused on results rather than methods, systems and procedures. Leaders ask themselves "For what purpose?" and "What are the consequences for the system as a whole?" (Chait, 1997). In relation to planning, organizing, staffing, leading and controlling, leadership plays a vital role in determining these activities within an organization."

Tags:organizing, planning, resource, staffing, industrial, psychology, employee, employer

Abstract
Logical fallacies are methods of argumentation or persuasion that, in simplest terms, look or sound good, but do not stand up to critical analysis. This paper explains that, although there are more, three very commonly used examples of logical fallacies are 'straw man', 'equivocation' and 'ad hominem'. It shows how these fallacies are frequently used to get people to agree to desired proposals or plans. They are often used when those doing the proposing either are not sure their facts are strong enough to get cooperation or those doing the proposing are sure that people will not agree because the proposals are not honest/necessary or useful to begin with.

From the Paper
"The straw man fallacy includes such approaches as stereotyping, caricaturing, name-calling, slanted language or deck-stacking. Basically the idea is to portray your opponent as weak so that your own arguments look stronger. Reporting the opposing views in overly simplified terms or in concepts that are absurd are relied on to make the opinion or position offered by those employing the technique, seem stronger and more sensible."

Tags:argumentation, persuasion, opposition

Abstract
This paper discusses different types of business and everyday communication, such as cross-cultural, group and inter-level communication. The paper focuses particularly on interpersonal communication, also known within organizations as 'F2F' (one-on-one) communication and provides a comparison of two different interviewers. The paper also explores interpersonal communication.

From the Paper
''One of the basic skills of conversation is questioning. Questions are a form of verbal communication that gains an informative response. Many types of question exist, each to their own effect on the interviewee when used by an interviewer. On BBC One's "Friday Night with Jonathan Ross", he interviews Sarah Michelle Geller. Ross uses a variety of questions; mainly he uses Open, Closed, Probe and Multiple questions and avoids Leading, Reflective and Hypothetical questions. This indicates the entertaining nature of the interview. Open and Probe questions encourage a self-disclosure response2 which effectively keeps the other person talking. Useful for a television interview where it would seem irregular if there was a large pause in conversation. Evidence of this is when the interviewer asks, "What about the toilets?" an open question introducing an entertaining four minute funny anecdote from the interviewee. Probe questions have a similar function as they are used to follow up on an open question in order to gain further information and usually receive shorter responses. Interviewer one frequently uses multiple questions, which are used to either confuse the listener or to give them a choice of question to respond to2. I suppose the function here is to give the interviewee the choice of what answer to give. However, this does not seem particularly effective because the general pattern seems to be that the earlier questions are ignored and latter are focused upon. For example, Ross asks, "What did you like most, did you like the food, did you like the politeness of the people, did you like the weirdness of the culture, what was it that most excited you?" The interviewee focuses on "the weirdness of the culture" which led to the four minute story. This causes the interviewer to repeat his previous questions later in the interview. At this point, the interviewee takes control of the conversation, where control should normally lie with the interviewer. Instead, he is reduced to nodding his head in indication of active listening to confirm he is paying attention3. The interviewee takes control a few times, talking directly to the camera and interrupting the interviewer. Not significantly an issue with this type of interview, as it provides good audience entertainment. But it would not be as welcome in a more formal interview, such as the BBC News where the interviewer remains always in control, asking all the questions with the interviewee answering. My advice would be for the first interviewer to organize his questions more efficiently throughout the interview instead of bunched together. The second interview from BBC News similarly uses open and probe questions for the same purpose. The interviewer uses a multiple question once, "And who do you think the culprits might be, where do you think the suspicions lie?" But the questions are both so similar that they could be collected as the one question. An interview on the news follows the general pattern of interviewer asks the questions and interviewee provides the answers. For the purpose of news this is an effective structure of communications as it remains factual and simple for the audience to gather information on the latest news. And this structure forms that of most organizations technique to interviewing. As opposed to interview one, that offers audience entertainment, often goes into tangents leading to humorous stories.''

Tags:interpersonal, interview, comparison, business, management

Abstract
The three-dimensional Rubik's Cube - an icon of the 1980s brought a certain cerebral quality to the modern toy. This paper shows the similarities in the mechanism of the Rubik's cube and the way in which humor functions. It shows these similarities with reference to relevant academics such as Sigmund Freud and Henry Bergson. Examples used to illustrate the argument are drawn from a variety of sources including novels, live stage performance, theater and cinema.

From the Paper
"Freud's work Jokes and their Relation to the Unconscious dissects the technique, purposes and motives of jokes and reveals a remarkably similar mechanism to that of Rubik's Cube. The jumble of colors into matching sets may be likened to "the ability to find similarity in dissimilar things." A joke begins in the mind as a puzzle for the audience as they try to guess its outcome or make sense of nonsense. Humor has to be expressed physically - whether it is through voice, mime or writing - but is essentially a materialization of intellectual thought (behind bumbling Mr. Bean in fact lies Cambridge-educated Rowan Atkinson)."

Tags:blackadder, Sgt., Henderson

Abstract
In this article, the writer notes that counselling is a critical part of the social worker's professional weaponry not least because it forms a core skill used to communicate and build relationships among those involved in care. The writer points out that of course, it is possible for the social worker to utilize his or her own personal experiences as a guide which would have accumulated, as any citizen would, through the process of socialization. But the kind of people a normal citizen would commonly have dealings with would necessarily be selective - it would merely encompass a relatively narrow circle of family, relatives and friends from similar social and ethnic backgrounds. The writer maintains that what sets professional social workers apart is that they are forced to confront a diversity of people from all walks of life who bring with them their own sets of distinctive problems, beliefs and cultures, for which even the most experienced individual might be ill-equipped.

From the Paper
"At its most basic, counselling takes into serious consideration verbal and non-verbal speech as well as listening skills. Impressions that clients take away from even the most fleeting of encounters matter: if the speed at which counselling is provided is either too fast or too slow; if the nature of conversation is formal or informal; if the tone of voice, pitch and loudness differ - all this can lead to divergent experiences that leave a more indelible mark rather than the contents of what is said. Equally important would be the skill to listen, providing reassurances to the speaker to express themselves freely and openly. Resisting the temptation to interrupt, avoid misunderstanding, using body language, choosing the right environment in which to talk would be some key skills, while non-verbal skills, such as gestures, facial expressions, eye contact, orientation, touch and proximity to the speaker are important ways in which social workers can engage in fruitful communication."

Tags:socialization, social, worker, relationships

Abstract
This paper provides a detailed analysis of the various types of leadership styles that interpret organizational structure, procedure and culture. The author discusses three types of leadership styles these being; charismatic, transactional and transformational leadership and the effect of transformational leadership on organizational culture.

From the Paper
"Many believe that leadership is simply the ability to make people do what you want them to do with as much will, determination and enthusiasm as possible. In other words, leadership is getting people to do what you want them to do without introducing methods of coercion (Robbins, 1998). This is easy and straight- forward in theory, but in practice leadership is a complex phenomena with an interplay of many aspects. Leadership is composed of many levels of relationships, contacts with people and situations that may arise. It is a mixture of give and take between the leader and his or her followers as well as influences from the outside environment on their relations. Leadership is therefore a complex interaction of situations, contexts and people."

Tags:manage, organize, lead, culture, employee, employer, relation

Abstract
The paper discusses attribution theories that argue that people look for another's attributes to explain their patterns of behaviour and highlights the concerns raised with this theory. The paper then discusses the theory that focuses on the use of social stereotypes in interpersonal interaction and explains the behavioural strengthening process employed by perceivers that adds to the self-fulfilling nature of the stereotype. The paper concludes that even the attribution theory is little more than a stereotype as we rely on our inferred qualities, and not the true situation, to make judgements.

From the Paper
"With regard to impression formation and social interaction, we find two key theoretical areas promoting alternative cognitive and behavioural processes. It is noted that both theoretical approaches are not without their criticisms, but that they also approach the process of dyadic impression formation in subtly different ways.
"The first of these theories are 'attribution theories', in which it is argued, within social interactions participants are continually (albeit, perhaps subconsciously) looking for causation of behaviour in the target partner and from these attributes, inferring the qualities of said person to explain their patterns of behaviour. Participants then assess the situational factors they are in and then 'adjust those inferences' (Gilbert et al. 1988: p733). (e.g., what qualities does target 'X' have that have made them act in such a way? Has the current situation forced or inhibited the actions?)"

Tags:attribution, qualities, stereotypes, judgements, assessments

Abstract
This paper examines how in any organization individuals must collaborate with their colleagues and how the success or failure of an organization depends on how well its groups and individuals interact with each other. It shows how with correct communication, organizations can recognize any potential problems and deal with them before they become too serious. It demonstrates how each individual must fully understand their own aims, the aims of their group and overall company aims to successfully achieve them and how this can only be successful with effective communication within the workplace.

From the Paper
"Motivation is a key aspect in achieving effective communication, a point clearly emphasized in Huczynski and Buchanan's "Organisational Behaviour". Managers who are able to motivate their staff will have a more productive workforce. How motivation is approached will depend on the type of organization and culture of the workforce. Motivation helps increase employee's job enrichment, enables people to develop socially and have increased drive in their roles. Allowing and encouraging staff to socialize at work provides increased enjoyment and confidence. It also encourages the most common form of communication in organizations, the grapevine. This process involves staff communicating unofficial informal messages. Although not always accurate information, it increases knowledge of other colleges and the operation of the organization."

Tags:activities, strategies, workforce, motivation, employees