Scientific Evidence in Support of a Mind-Body Connection Essay Example for Free

Scientific Evidence in Support of a Mind-Body Connection Essay Descartes’ most famous words—Cogito ergo sum (I think, therefore I am)—are so powerful because of their intrinsic validity; no one can question their truth. Nevertheless, what follows from this premise in Meditations on the First Philosophy is Descartes’ thesis that mind and body are completely separate and distinct entities (page 139). He also believed that because of this separation, the mind is unaffected by and can outlive the body (insert page #). In contrast to the undeniable and well-founded nature of Descartes’ â€Å"cogito ergo sum†, these declarations are both inexact and under-justified. It is impossible for the mind and the body to be separate. To properly argue this point I present my own logical train of thought (in the Descartes tradition) starting with Descartes foundational idea of being a mere â€Å"thinking thing†. The mind cannot be without perceptions, which cannot be conveyed in the absence of senses. It follows that to have senses, one must have a body outfitted with sensory equipment. Because of this close association and mutual dependence the mind and the body share, it follows that if the body is affected in some way, so too will the mind be. As for matters of the spirit or soul, perhaps it is an element inhabiting the mind and the body as one, as they are inseparable. In the Meditations on the First Philosophy, Descartes begins the creation of an intellectual rebirth; building up from the foundation of his knowledge in assessing the validity of information conveyed to him by his senses. Starting in the third meditation, Descartes begins to doubt everything, stating that because he has learned everything through his unreliable senses, he can know nothing for certain apart from the fact that he is actively doubting (page #). Descartes deduces himself to a mere â€Å"thinking thing† (page #), a lone entity floating in space with nothing but intellect for company. What should have instantly dismissed the idea of the possibility of being a mere â€Å"thinking thing† from the very start of the meditation is the fact that Descartes could not rationally deny his own senses. Descartes’ willingness to believe that he may not have senses betrays an underlying fact in order to have any kind of information or ideas to actively deny, one must necessarily have senses which transmit information to the mind about the physical world outside the intellect. Descartes own ideas of the world, memories, and perceptions serve as evidence of communication from the outside world to his mind—even if he chooses to reject what was transmitted as hopelessly flawed. Descartes himself asserts that something cannot come from nothing (page #). By this logic, a â€Å"thinking thing† cannot know what to think unless given a foundational mental archive of information. Without experiencing anything outside of itself and not receiving any stimulus from the senses, thoughts would be impossible for a thinking thing. The fact that Descartes is trying to deny information he previously believe to be true proves that his mind has gleaned knowledge from outside of itself by some means of sensory extension. For example, when people think, they do it with the aid of language. Descartes never once explains or considers the fact that he is thinking in a language—a tool that obviously had to be learned from an outside source. While a similar conclusion is eventually reached in Meditation VI, the acknowledgement of the senses should have been first verity—clear beyond a reasonable doubt. After having accepting the fact that senses are indisputably real, one naturally comes to recognize the need of a body, since there must be some kind of extension through which the senses convey information. Again, using Descartes undeniable assertion that something cannot come form nothing; it must be true that senses have a physical reality. They must have this in order to interpret and communicate information about a physical world. A body is a means of physical extension by which the senses operate. Since one can be certain that senses are real, and because the senses have constantly conveyed information of the presence of a body, one can rationally be certain that the body too, is real. Baby.   Throughout all of his meditations, Descartes maintains that the mind is purely a â€Å"thinking thing† (page #) med II. This is the position of Antonio Damasio in Descartes’ Error: â€Å"the comprehensive understanding of the human mind requires an organism perspective; that not only must the mind move from a nonphysical cogitum to the realm of biological tissue, but it must also be related to a whole organism possessed of integrated body proper and brain and fully interactive with a physical and social environment.† (page #) There is no way of proving that the mind can exist without a body. Our way of experiencing seemingly intangible mental activity may be no more than the phenomenon of chemical signaling between neurons in the brain and throughout the body. It is not impossible that there could exist a purely â€Å"mental† realm outside of our physical awareness, however because our minds are so tightly intertwined with our bodies, we have no sure way of knowing. What we can be sure of is that our minds have a physical basis in our bodies. What must next be argued based on what has been established above are Descartes assertions regarding divisibility of the body verses the mind. In Meditation VI, Descartes comes to decide that though there is some inexplicable means by which the mind and body are linked, they remain two different things. Based on this assumption, he comes to decide that the mind is indivisible while the body, by design, is divisible (page 139). Descartes does not provide a solid logical argument for his assertion. When discussing the divisibility of the body, Descartes abandons his style of lengthy and well-thought-out line of reasoning. Rather, he holds that an amputee, though physically divided from a limb, would suffer no mental alteration. While it is true that a person can survive after losing a foot, it is also true that the mind loses access to all of the information the lost foot would have conveyed about the world: ground motion and temperature, texture, and surrounding material. The foot also gave the body the ability to walk, run, and balance. In this example, division of the body through the loss of a limb would lead to a void of information in the mind. Every component constituting the body is considered and accounted for in the mind. When thinking of doing something or going somewhere, the mind takes in to account all advantages and hindrances of possible future actions and analyzes a plan of action. The mind does this constantly and mostly, unconsciously. In the absence of an appendage the mind must adjust and re-diagram plans of action. It must also make up for the fact that it has lost all of the sensory input that once came from the lost appendage. Certainly in the case of losing more vital parts of the body such as a lung or heart, the mind would be deprived not only of the sensory input, but also of a resource needed to survive; it would be physically altered beyond repair. For these reasons, it is evident that the body is not so easily divisible as Descartes, never having lost a limb himself, implies. In regards to conditions of the mind, Descartes’ chief reason for asserting that the mind is indivisible is that upon introspection, he can only understand himself to be one complete thing. In making this statement about the mind, Descartes is not referring to the brain; rather, he is referring to an entity outside of the brain. An intangible intelligence. As previously discussed, as far as we can rationally prove, the brain and the mind are one in the same. Because The Meditations on the First Philosophy was meant to be an analysis on gaining certainty of reality using a systematic and rational method, the consideration of indivisibility of the mind must be argued in terms of the brain. One of the most famous, more modern examples proving the divisibility of the brain is the case of Phineas Gage. Though there were undoubtedly many cases of people surviving brain damage in the time when Descartes lived, the accident endured by Phineas Gage is well known and well documented. Phineas Gage is a man made famous for his survival of an accidental lobotomy. After being impaled by a metal rod through the frontal lobe of his brain, Phineas Gage remarkably, made a full corporeal recovery. However, following the accident, there was evidence of profound personality change. (Source)   From all that we humans have learned about ourselves in the ways our mentality works, evidence such as brain damage, and its capability to completely change a person, this seems evidence enough that our minds are divisible; that they are an ever-changing entities that can survive in cases of severance. As far as a â€Å"soul† is concerned, we have no solid evidence proving any such thing exists. So how can Descartes scientifically speculate matters regarding its characteristics, and particularly, its possible â€Å"divisibility†? The case of Phineas Gage   reinforces the argument that the mind and body are not, divisible; those unhealthy in the mind are also unhealthy in the body, and vise versa. One cannot be whole without the company of the other. As for matters of the soul, they are purely speculative as they cannot be supported by any kind of evidence, and should be left to faith alone.   [Author: You need to source the Gage case in the text and in your References at the end] Despite inconsistencies in Descartes’ treatise, his ideas continue to challenge conventional wisdom, just as they offered a new perspective to people trapped in the close-minded society of his day. Descartes provoked readers to think for themselves, an action which was at that time punishable by death. Though he would never fully know the extent to which he affected society, his dream of stimulating new ways of thinking became a global phenomenon that continues in the contemporary world.   If it is essentially the â€Å"soul† to which Descartes is referring when he uses the Latin word for â€Å"mind†, than by Descartes own standards laid out in his Discourse on Method, specifically, his rule to never believe anything to be true unless he himself can prove it (insert page #), it can never be proven, for one would have to die first to be sure. References Damasio, A.R. (1994). Descartes Error: Emotion, Reason, and the Human Brain. New York: Putnam Publishing. Descartes, Philosophical Essays and Correspondence (cir.1641). Translation by Donald Cress (1993). Indianapolis: Hackett Publishing Company. Grassian, S. (1983). Psychopathological Effects of Solitary Confinement. American Journal of Psychiatry, 140, 1450-1454. Grassian, S. Friedman, N. (1986). Effects of Sensory Deprivation in Psychiatric Seclusion and Solitary Confinement. International Journal of Law and Psychiatry, 8, 49-65. Sutker, P. et al. (1991). Cognitive Deficits and Psychopathology Among Former Prisoners of War and Combat Veterans of the Korean Conflict. American Journal of Psychiatry, 148, 67-72.

Relational Model :: essays research papers

The Relational Database Model A database can be understood as a collection of related files. How those files are related depends on the model used. Early models included the hierarchical model (where files are related in a parent/child manner, with each child file having at most one parent file), and the network model (where files are related as owners and members, similar to the network model except that each member file can have more than one owner). The relational database model was a huge step forward, as it allowed files to be related by means of a common field. In order to relate any two files, they simply need to have a common field, which makes the model extremely flexible. Poet Code First Name Surname Age 1 Mongane Afrika 62 2 Stephen Serote 58 3 Tatumkhulu Watson 29 Poem Title Poet Wakening Night 1 Thrones of Darkness 2 Once 3 These two tables relate through the code field in the poet table, and the poet field in the poem table. We can see who wrote the poem 'Once' by following the relationship, and see that it was poet 3, or Tatumkhulu Watson. In 1970, when E.F. Codd developed the model, it was thought to be hopelessly impractical, as the machines of the time could not cope with the overhead necessary to maintain the model. Of course, hardware since then has come on in huge strides, so that today even the most basic of PC's can run sophisticated relational database management systems. Together with this went the development of SQL. SQL is relatively easy to learn and allows people to quickly learn how to perform queries on a relational database. This simplicity is part of the reason that relational databases now form the majority of databases to be found. Basic Terms An understanding of relational databases requires an understanding of some of the basic terms. Data are the values stored in the database. On its own, data means very little. "43156" is an example. Information is data that is processed to have a meaning. For example, "43156" is the population of the town of Littlewood. A database is a collection of tables. Each table contains records, which are the horizontal rows in the table. These are also called tuples. Each record contains fields, which are the vertical columns of the table. These are also called attributes. An example would be a product record.

Attitude Towards Work Essay

Attitude towards work and interpersonal relations as factor in job performance Statement of the problem: This study aims to determine the relationship of attitude towards work and interpersonal relations to the job performance of the employees. Specifically, this study seeks to answer the following questions: 1. What is the profile of the Employees in Drug Maker Company in terms of the following personal circumstances? 2.1 Age and Sex 2.2 Civil Status 2.3 Educational Attainment 2.4 Years of Experience 2. Do attitude towards work and interpersonal relations affect job performance? 3. To what extent do the work attitudes affect the job performance? 4. To what extent do the interpersonal relations affect the job performance? 5. What is the perception of the employees towards work attitude and interpersonal relation? 6. Is there any significant relationship between attitudes toward work, interpersonal relations and job performance? WORK ATTITUDE AND INTERPERSONAL RELATIONSHIP QUESTIONNAIRES Personal Information Name:________________________________________ Gender:MaleFemale Age: 20 yrs. and below 41-50 years 21-30 years 51 and above 31-40 years Civil Status: Single Married Widow Educational Attainment: High School Graduate College Graduate Course: _______________________________________________ Year of Experience: 1-5 years 6-10 years 11-15 years 16-20 years Others please specify: _____________________________________ Direction: Please check the appropriate answers to the item questions. The following are the symbols/letters use: SYMBOLS | | SD| Strongly Disagree| D| Disagree| SA| Strongly Agree| A| Agree| | SD D SA A| A. Work Attitudes:| 1. Your current hob is interesting and challenging.| | | | | 2. The qualifications you possess are appropriate and relevant to the job.| | | | | 3. The skills required match the tasks to be performed and consistent with the job description.| | | | | 4. The efforts demanded by the job are commensurate to the pay received.| | | | | 5. The responsibilities assumed in the job are well defined and clearly delineated| | | | | 6. The working condition (illumination, ventilation, temperature and humidity, etc.) in the office is conducive to work.| | | | | 7. There is close supervision by the office head to ensure efficiency of performance in the job assigned. | | | | | 8. You dislike your job and looking forward to a better employment elsewhere.| | | | | 9. The routine or daily task is dull, boring and monotonous.| | | | | 10. You consider work as something natural and necessary in life. | | | | | 11. The job provides you a sense of responsibility in performing the duties.| | | | | 12. A fee ling of satisfaction is attained as a result of completing the task (sense of achievement).| | | | | 13. The job offers opportunities for promotion in position as well as pay increase based on merits.| | | | | 14. The remuneration for the job position in just and position is just and fair with the nature of the work being undertaken.| | | | | 15. The interaction in the office among co-workers is cordial and harmonious.| | | | | 16. The job itself becomes a means for personal growth and professional advancement (self-actualization/Self-fulfillment).| | | | | 17. The office head being very supportive and tolerant enables you to feel confident in the job. | | | | | 18. There were opportunities for a right job which you missed by working in the present set-up. | | | | | 19. In the present job, there is no chance to improve and learn more in terms of better aptitudes and new skills.| | | | | 20. The need for recognition is much felt in the office.| | | | | B. Interpersonal relationship with peers and heads:| 1. The office head is very flexible and approachable making so easy for the workers to have closer interpersonal relationship with him/her.| | | | | 2. The working relationship within the office is formal and cautious (careful) between the head and the rank and file. Resulting in uneasy situation.| | | | | 3. The need for others to turn to for advice and direction is the reason for maintaining a particular group to interrelate with.| | | | | 4. Interpersonal relationship is part and parcel of a work place in order to establish harmony and foster cooperation with fellow workers.| | | | | 5. The head picks or chooses somebody personally close to him/her to interrelate with group.| | | | | 6. You feel insecure with group activity whether work related or personal interaction.| | | | | 7. Your admiration and respect for the office head draws you further apart from him/her.| | | | | 8. Due to office interpersonal relationship with other workers, job dissatisfaction arises as an outcome of comparison or jealousy/envy.| | | | | 9. An informal group consisting of selected employees is intended to establish some type of conformity to ideas, beliefs, personal activities which may serve mutual interests. Thus, ostracizing or excluding others.| | | | | 10. Interpersonal relationship is resorted by you with colleagues as a form of recognition and acceptance of personal identity in your part (Feeling of importance).| | | | | 11. The latest gossip or rumor is the mutual bound for interpersonal relationship. | | | | | 12. The office head or superior maintains aloofness or distancing himself/herself thus, creating gap in terms of interpersonal relationship with the rank and file.| | | | | 13. The saying that â€Å"intimacy breeds contempt† really applies between a head and subordinates in close interpersonal relationship.| | | | | 14. You prefer to be on your own; a loner or introvert, and do not establish any relationship with others.| | | | | 15. Camaraderie or comradeship makes you to experience sense of belonging by sharing common interests. This way, the informal group is the basis for interpersonal relationship.| | | | | 16. You feel nervous and insecure in the presence of the office head. As a consequence a very impersonal and uncomfortable situation in the office becomes evident.| | | | | 17. You stick to the present job or stay on because of the interpersonal relationship with loyal friends within the institution or work area.| | | | | 18. Interpersonal relationship among your peers or co-workers for solidarity or a total sense of group allegiance for a common purpose.| | | | | 19. The interpersonal relationship that exists in the institution is factional or consisting of small fragmented, splintered groups having each its own motives and objectives.| | | | | 20. Interpersonal relationship may become a recourse or outlet to confide problems and an avenue to express opinions on work related issues. | | | | | CONCEPTUAL FRAMEWORK: Work AttitudeRespectfulnessCommitmentInnovationHelpfulnessInterpersonal RelationsWork ethicsChemistryFriendshipLoyalty| INDEPENDENT VARIABLESDEPENDENT VARIABLES Job PerformanceAccuracy of workQuality of workQuantity of workTimeliness| The effect of attitudes on interpersonal relationships in the workplace is well documented in scholarly psychology literature. However, opinions regarding the types of effects that result from different attitudes vary somewhat. Regardless of the opinion of scholars, it does help for business owners to know how attitudes affect these relations among workers so that they can hire the right kinds of people and also head off any potential problems among existing employees. 1. Cooperation * One way in which attitudes affect interpersonal work relationships is evident in the way a positive attitude can engender a sense of cooperation among workers. The tendency to think positively and approach each task with a â€Å"can-do† attitude can be infectious. When it comes to collaborating on projects, the positive attitude can spill over into the way employees cooperate with one another. Those who start projects with the expectation of completing the project on time and correctly will find no excuses for not getting the work done. Those who cooperate with one another on these types of projects will generally have more positive relations with one another. Division * Workers with a poor attitude about work and the tasks they are required to complete will have a negative effect on those around them. Just as a positive attitude is infectious and spreads to others, so too do poor attitudes have a negative effect on worker relations. This can cause division in the workplace, making it difficult for employees to collaborate with one another, as the poor attitudes spill over into how they treat one another. * Sponsored Links * 3-Minute Chakra Test Take the Free Chakra Test to Find Out Which of Your Chakras Are Weak www.ChakraHealing.com Similarity * Studies show that workers who have similar attitudes, positive or negative, will inevitably attract people with similar attitudes. A 2010 article published in the International Journal of Innovation, Management and Technology reveals that workers tend to develop relationships with colleagues who share the same outlook on the world. The recognition that others have similar attitudes and values will inevitably lead to the establishment of potentially long-term relations with these employees. The article points out that the establishment of such relationships has the reciprocal effect of elevating self-esteem and strengthening the beliefs and values of those who did the attracting. Communication * Shared attitudes and values can strengthen interpersonal relations among workers by opening up the lines of communication. Communication is essential for the growth of relationships among people, regardless of whether they are colleagues. Those who have positive attitudes and are open to interpersonal communication with others will be more effective in developing positive interpersonal work relationships. Those with a negative attitude can be harder to communicate with because of their tendency to shut down or close themselves off from interacting with others. In short, the communication necessary for interpersonal relations is affected by the attitudes of the workers. Abstract Purpose – Through the lens of social exchange theory and organisation support theory, the purpose of this paper is to examine the passive, aggressive, and assertive styles of managers/supervisors that influence perceived supervisory support and to test whether the support increases employees’ satisfaction with the communication of supervisors and their organisation-based self-esteem. It also assesses whether employees’ communication satisfaction and their self-esteem influence employees’ performance, commitment and absenteeism. Design/methodology/approach – In total, 400 employees from ten manufacturing firms in India were studied through questionnaire survey. Standard instruments were used to assess the constructs. A scale was developed to measure the communication style of managers and a single item to assess absenteeism. Findings – Results revealed that assertive style of communication lends maximum support to employees. Perceived supervisory support at the workplace enhances employees’ satisfaction with communication of supervisors and organisation-based self-esteem. Satisfaction with communication fosters a strong emotional bond with organisations and the emotional bond with organisations reduces employees’ absenteeism. Originality/value – The paper shows that employees’ organisation-based self-esteem increases their job performance. Organisations can conduct training programs to develop an assertive communication style in their managers/supervisors to increase the support to subordinates; thereby its positive consequences will follow in increasing employees’ performance and commitment and reducing absenteeism. Introduction Today we are faced with the pre-eminent fact that, if civilization is to survive, we must cultivate the science of human relationships (Roosevelt, 1945). Interpersonal relationships including social relations with one another are an essential part of organisational life and sustainable success. As far as communication is concerned, words are only superficial aspects. Without human function, words can never convey the exact meaning to the other person. Effective communication builds relationships. Wyatt (2006) stated the following: Effective communication is the lifeblood of a successful organization. It reinforces the organization’s vision, connects employees to the business, fosters process improvement, facilitates change, and drives business results by changing employee behaviour (p. 6). Managerial communication drives relationships and frames the attitudes and behaviours of employees in the workplace. Attitude has three components: affective, cognitive, and behavioural. Whi le the cognitive component represents the evaluation of stimuli in the mind, behaviours are actions or reactions that occur in response to those stimuli. In measuring attitudes, only affective/feeling components are assessed in connection with communication, organisations, managers, and situations. Positive attitudes manifest in well-adjusted behaviours and negative attitudes lead to the reverse. An historical overview of managerial communication shows that the way managers communicated with subordinates is markedly different from how they do today. While employees were previously regarded as the greatest asset of an organisation, the asset metaphor has been elevated to a new level. Organisations have started recognising employees as human capital owners and investors (Davenport, 1999). As a result, the emphasis on communication â€Å"content† has shifted to â€Å"behaviour† as a part of the communication process because employees’ interpretation of supervisory communication depends not only on â€Å"what† is said but also on â€Å"how† it is said. A people-centred strategy is an important source of competitive advantage because, unlike technology, costs, or new product development, it is difficult to imitate (Pfeffer, 1998). Managers can create an environment through communication where employees feel happier and more passionate about their jobs and exhibit attitudes and behaviours necessary for improved organisational performance. Background Blau’s (1964) social exchange theory is among the most influential conceptual paradigms for understanding workplace behaviours. Social exchange theory is based on a central premise that the exchange of social and material resources is a fundamental form of human interaction. When two parties who are in a state of reciprocal interdependence interact with each other, obligations are generated (Saks, 2006). Organisational support theory, derived from social exchange theory, explains how the support of organisations affects the behaviours of employees (Eisenberger et al., 1986). It suggests that employees form a global perception of the extent to which the organisation cares about their well-being and demonstrates appreciation, called perceived organisational support (POS). Supervisors are regarded as representatives of the organisation. If employees perceive the supervisor/organisation as supportive, they feel an obligation to return this support (Rhoades and Eisenberger, 2002) i n the form of favourable attitudes and behaviours that promote employees’ performance. POS manifests in increase in in-role and extra-role performance and decrease in stress and withdrawal behaviours such as absenteeism and turnover. Assessing such constructs quantitatively, the effects of managerial communication on employees’ attitudes and behaviours can be gauged. Although relational concerns have been at the heart of management research for decades, the power of relationships has become even more salient both for employees and organisations. Accordingly, going beyond the social exchange theory (Blau, 1964) and organisation support theory (Eisenberger et al., 1986; Rhoades and Eisenberger, 2002; Shore and Shore, 1995), this study investigates the impact of perceived managerial communication styles on employees’ attitudes and behaviours through perceived supervisory support (PSS) vis-à  -vis POS. Social exchange theory suggests that if a superior (on behalf of the organisation) confers a social gift on a subordinate, the latter will feel obligated to reciprocate. POS is defined as employees’ perceptions about the degree to which the organisation cares about their well-being and values their contributions. Organisation support theory suggests that the development of POS is the employees’ tendency to assign humanlike characteristics to the organisation (Rhoades and Eisenberger, 2002). POS represents an indispensable part of the social exchange relationship between employees and the employer because it implies what the organisation has done for its employees. The supervisor on behalf of the organisation extends support to subordinates. Subordinates perceiving support of supervisors vis-à  -vis organisations cultivate positive attitudes and engage in extra-role behaviours. Subordinates are unlikely to hold favourable attitudes and behaviours when the treatment is negative or neutral (Rhoades and Eisenberger, 2002). Reciprocity and strong mutual care are emphasised in Indian culture (Srivastava et al., 2008). Indian culture stresses interdependence, sharing, and harmony with the surrounding world. While horizontal orientation and rationalism are valued by Indians, hierarchical orientation and emotionalism are also being valued (Sinha and Kanungo, 1997). The family structure in India is a close knit unit. Decisions are made only after prior consultation with the family members. Making important decisions without talking to the family is considered offensive and implies a lack of respect. These human aspects of Indian culture may have implications in the workplace. This study stresses the â€Å"human function† of managerial communication, a concept neglected in communication style research. The human function embedded in communication of managers/supervisors can affect the work relationships that can facilitate or retard employees’/subordinates’ attitudes and behaviours (Varona, 2002). While human relations practices play a key role in developing and maintaining the exc hange relationship between the employee and the organisation (Aggarwal and Bhargava, 2009), extant research offers little insight on appropriate managerial communication style that can help to build high levels of support. The role of social relationships is yet to be explicitly investigated. An issue that needs to be addressed is the specific styles of managerial communication that can promote or demote relationship building. To address this issue, one potentially helpful approach is to establish a link between the effective managerial communication styles and development of positive supervisor-subordinate relationships. Review of literature and development of hypotheses Communication styles Management is a process of working with and through others to achieve organisational objectives in an efficient manner (Lwehabura and Matovelo, 2000). Managing employees is enacted through communication (Holladay and Coombs, 1993). â€Å"The way one verbally, non-verbally and para-verbally interacts to signal how literal meaning should be taken, interpreted, filtered or understood, is known as the communication style† (Norton, 1983, p. 58). Norton (1983) classifies communication styles into ten different types – dominant, dramatic, contentious, animated, impression-leaving, relaxed, attentive, open, friendly, and precise. McCallister (1992), combining Norton’s (1983) styles, classifies communication styles into noble, reflective, and socratic. Comstock and Higgins (1997), merge Norton’s styles to four clusters of communication styles – cooperative, apprehensive, social, and competitive. Analogous to McCallister’s threefold typology of communi cation styles, Heffner (1997) groups the communication styles into aggressive, passive, and assertive (Ibrahim and Ismail, 2007). Noble style is directive and straightforward and may be equated with aggressive style. Reflective style is non-directive and may be parallel with passive style. Socratic style emphasises on analysis of details and debates and may be similar to assertive style. To understand the human aspects of managerial communication and the formation of interpersonal relations in organisations, Heffner’s classification of communication styles can be adopted to study perceived managerial communication styles. Heffner’s communication styles appear simpler and emphasise more on human relations in workplace than McCallister’s communication styles. Managers practice various communication styles. However, often one type dominants and becomes habitual. In passive communication style, managers avoid to express their needs, feelings, and feel shy to protect their rights. In aggressive communication style, managers express their feelings and opinions and advocate for their needs in a way that violates the rights of employees. While passive managers are usually unable to convey the full thrust of their message, causing irritation, delays, and rework, aggressive managers tend to be less concerned with moving things along than in preserving their own status and power over employees, though they may be successful in completing short-term goals (Newbold, 1997). Between these two extreme styles, is the assertive style. Assertiveness is a behaviour that enables managers to act in their own best interest and to stand up for themselves without denying rights of others (Arredondo, 2003). It facilitates good interpersonal interaction (Lwehabura and Matovelo, 2000) and is characterised by honesty, objectivity, openness, tolerance, accuracy, self- expression, and respect for self and others. Assertiveness can be used for creating mutual understanding and fulfilling objectives (Lwehabura and Matovelo, 2000). Assertive managers respect the needs of employees and go through the mental process of assessing what they need to know and how. Assertive managers also have the skills and confidence to challenge ambiguity and misunderstanding (Newbold, 1997). When the communication style of managers is straightforward and accurate, employees view managers as trustworthy (Tschannen-Moran and Hoy, 2000). This openness facilitates employees’ understanding of tasks and enables responsible decision making (Moye and Henkin, 2006). Assertive managers differ from aggressive managers. Aggressive managers attack or ignore employees’ opinions in favour of their own. They usually react to the given situation in a rude, derogatory, and sarcastic manner which escalates employees’ anxiety. On the other hand, assertive managers state their opinions while being respectful to employees. While aggressive managers fail to establish relationships with their employees, assertive managers build long-term relationships. The assertive communication style enables a manager to express his/her opinions and thoughts in a direct way without attacking others, refuse an unreasonable request without feeling guilty, give employees â€Å"constructive feedback† instead of â€Å"criticism†, give recognition and praise to employees at the right time and create a motivational climate, deliver a firm message by asking â€Å"questions† through a clever approach or ask effective questions to probe for facts and provoke for ideas, trust employees, and create a collaborative and congenial working environment. Employee attitudes can make or break business profitability and sustainability efforts. Although it can be difficult to change the atmosphere in a toxic workplace, it’s possible with positive thinking and actions. Listening to employee complaints and offering constructive feedback and resolutions encourages positive thinking. Learning how to appease and motivate employees can salvage talent from even the most negative work environments. Once you manage to change employee attitudes, your business can move in a positive direction. Today’s business world has just one constant–change. No matter what industry your company competes in, the business environment is always evolving. In order to survive, your business must also evolve. Too often your employees will encounter these environmental changes and respond with a negative attitude. Poor employee attitudes can derail your business efforts. This makes the managing of employee attitudes a critical management function. A negative attitude in the workplace is expressed as cynicism about job tasks, a disinterest in working with others and insubordination toward authority. The negative attitude may be subtle; for example, the employee may come in late or make frequent sarcastic comments. Both overt and discreet expressions have ramifications on an office environment. Dorene Ciletti, author of â€Å"Market Yourself,† states that a worker who exudes a negative attitude tends to be monitored carefully and is unlikely to be promoted. Coworkers also express caution about working with an individual who may weigh the project down with his bad attitude. An employee with a positive attitude shows enthusiasm and curiosity about her job. She is invested in the outcome of projects and the company as a whole. Harold Wallace, author of â€Å"Personal Development for Life and Work,† explains that an employee with a positive attitude has the potential to electrify the entire workplace. Such an attitude has the potential to increase worker productivity and overall job satisfaction.

Women s Rights Of Women - 1611 Words

August 18th, 1920 the 19th Amendment was passed and women gained the right to vote. In 2013, the U.S officially lifted the ban on female soldiers, allowing them to participate in combat alongside men. If Wollstonecraft were alive today she would still be disappointed in society, women have a come a long way, but are still valued more for their beauty than for their brains. Although, women have more power in the workforce and more men can be found running their homes, women still must fight to prove that they are more than just a pretty face. When watching TV, how many commercials are there about how a woman can improve her looks? A lot, too many to count, and how many for men? Maybe one or two, if that. The commercials that draw women in are more about how to reverse the signs of aging or which makeup will cover up her flaws the best. The beauty industry spends billions of dollars a year convincing women that they need to look thinner, younger and sexier. Magazines and ads constantly remind women that they aren’t skinny enough or pretty enough. Even though more men are overweight, women are more prone to body image issues, they struggle with the idea that they are too fat even when they are perfectly healthy. So not only are women reminded daily of how they should act and what their role in society is but they are also reminded of what â€Å"they should look like†. Melissa Burkley author of â€Å"The Ugly Duckling Effect: Examining Fixed versus Malleable Beliefs about Beauty†Show MoreRelatedWomen s Rights Of Women Essay1455 Words   |  6 Pagesa myriad of women have expressed through outlets such as public assemblies, literature, and speeches. There have been three waves of the women’s movement, each targeting a variety of issues within each era. The third wave was in 1995, where Hillary Clinton spoke in Beijing, China, claiming that women’s rights were the same as human rights, that every aspiring girl deserved the civil liberties that every man was given around the world. Moreover, the movement had shifted towards women in developingRead MoreWomen s Rights Of Women1265 Words   |  6 Pagesstands in the way of women being equal to men? Journalist Carlin Flora suggests the following, â€Å"While not all claims to humanity are universal and no one context, culture or continent can truly represent all peoples, the following three examples from very different contexts, cultures and continents show that some violations of women’s human rights are universa l. In particular, it is still the case the world over that a woman’s reproductive rights, which impact on her right to life, are still seenRead MoreWomen s Rights Of Women881 Words   |  4 PagesTwenty –first century ladies are discovering it a daunting task to keep up both sexual orientation parts as an aftereffect of the women s activist development. They are presently assuming liability for both the supplier and the nurturer, battling like never before to acquire and keep a superior personal satisfaction. Woman s rights has supported in equivalent vocation opportunity, battling to get ladies acknowledged into the employment advertise, and what initially began as ladies strengtheningRead MoreWomen s Rights Of Women Essay1647 Words   |  7 Pagesthe early 1920’s, women thought they had achieved the unachievable. They could finally work, keep their earned wages, marry whomever they please, and even vote. After reaching their goal and fighting vigorously, wo men could taste equality and the freedom they deserved. While women still have the right to work in today’s society, women are not exactly treated equal in the workplace. Regardless of the past and the extreme measures taken to ensure equal opportunities for both men and women, there are manyRead MoreWomen s Rights Of Women1590 Words   |  7 Pagesthe 1920s, women were ignored in every aspect of their life. From politics, to social situations, women were constantly looked at as lesser. The 20s was a decade of women ready to fight for their rights. From gaining social freedoms, to getting political rights, the 20s was the first decade of feminism. Many women played key roles in the fight for women s rights through speeches, marches, and much more. The women that fought for their rights in the 1920s completely changed how women live their livesRead MoreWomen s Rights Of Women1230 Words   |  5 PagesWomen’s suffrage has stretched from the 1800’s to present day , as women have struggled to have the same civil and constitutional rights as men in politics and be appreciated as equals in the workforce. Groups of women known as suffragists questioned the customary views of women’s roles. Eventually our nation has evolved and realized that male-controlled societies suppress women’s rights. From the beginning steps taken in 1850 to 2013 with women earning combat roles in the military, women’s rolesRead MoreWomen s Rights Of Women1206 Words   |  5 Pagesto speak of women and the role of women in this election, the subject of women is tiresome but necessary in a world where gender is still existent as an obstacle for most. I cannot identify what woman is. I am basing my definition from our modern understanding of woman, our general view, and the popular experience. People are using younger women voting for Bernie Sanders as proof of gender’s irrelevant in this election, that women have achieved their rights. Even if women ‘have rights now’ it doesRead MoreWomen s Rights Of Women1393 Words   |  6 Pages Women all over the world are being treated different than men. Iran is one of the places that women are being treated the worst. From restrictions to punishments, women in Iran are being treated with no respect, and that is not okay. Women’s rights activists have tried to get it to change, and have traveled to many places to try and get more people to join their movement. There are many issues with women not having the same rights as men. One of the main problems is that they are treated lessRead MoreWomen s Rights Of Women1272 Words   |  6 PagesThroughout history, women have fought a strenuous battle for equal rights. Many men, and even some women, all over the world believe that women do not share the same value and importance to society as men do. On September 5, 1995, Hillary Clinton spoke at the 4th World Conference on Women, on behalf of women all over the world. Clinton raised awareness on how women s rights are being violated and why it is important to recognize women s rights as equal to everyone else’s rights. Even today, in 2016Read MoreWomen s Rights Of Women1052 Words   |  5 PagesThe family has traditionally been the basic unit of Chinese society where women have long been charged with upholding society s values in their roles as wives and mothers. Especially in the Qing Dynasty, women were required to balance society s i deals with the reality of raising a family and maintaining a household. Throughout the imperial period and into the beginning of the twentieth century, the relationship among family members was prescribed by Confucian teachings. The revered philosopher