Recent orders
The two concepts explored in the article are the reasons for the formation of relationships and the dynamics of the relations
HIST101
Name
Institution
Question 1
The two concepts explored in the article are the reasons for the formation of relationships and the dynamics of the relationships. As far as the reason as to why we form relationships is concerned the author notes that “sometimes, we have no choice… [and]…in other cases… we seek out some people and actively avoid others” (Adler, & Proctor 281). He goes ahead to discuss various reason why people seek out others and active avoid others. I regard to relationship dynamics, the article notes that “even the most stable relationships vary from day to day and over long periods of time” (Adler & Proctor 387).
I have seen how applicable these concepts are in life through an observation of my own relationships. I tend to seek out people who are similar to me yet different that they can compliment on my shortcomings. As far as relationship dynamics are concerned I have experience various dialectic tensions and used different approaches to manage them.
I am currently experiencing inclusion-seclusion dialectic tension in one of my close relationship-my relationship with my aunt who took care of me since I was young by doubling up as my nanny. She lived with us at our home but later moved to another city. She invited me to her new home years later and helped me get a part time job. Have worked for three years on this job, I raised a sizable sum of saving and moved to rent my own apartment. Occasionally, I feel sad that I have left her alone especially since her children live oversees and her husband passed away. On the other hand, I feel a sense of achievement for the freedom I have achieved, and I am torn between the joys of freedom of the warmth of family. This encouraged me to find a way of dealing with this tension. I use alternation strategy since I cannot have the better of the two worlds at the same time. I alternate between staying at my place and visiting my aunt and spending time with her. In most cases, I visit my aunt during the weekend and but spend weekdays including Fridays at my place.
Questions from concepts:
What influences us to form relations with specific people and not others?
What dynamics commonly influence human relationships?
Question 2
The project I propose is a project Education and Economic Improvement. The project will specifically aim at improving the economic standing of the members of the community through increasing their educational attainment.
I am interested in this idea because most people live in poverty due their ability to secure well paying jobs curtsey of their low educational attainment. These people live in squalor conditions due to poor housing; have poor health due to poor contaminated living conditions and poor nutrition. These people cannot afford nutritious food and healthcare.
Before settling on this project I consulted reliable sources on current human affairs. The sources noted that law education attainment was at the core of continuous poverty. According to Books (2004) and UNESCO (2001) poverty made it impossible for children to get adequate education and additional training after their elementary education this undermined their ability to get well paying jobs that can help them pay for the basic need in life.
I am comfortable at using various research resources both online and print. I am comfortable with online books and journal as well as website. I have the ability to go through different resources and compile useful information for drawing practical conclusions.
I comfortable with working with PowerPoint and can create power point presentation slides at an advances level. In can further effective use the slides to present and share information effectively. In compiling this project, I believe is will need help when it comes to using specific profession content that need further explanation such as the critical relationship between the economic systems and education systems.
References
Adler, R. B., & Proctor, R. F. (2001). Interplay: The process of interpersonal communication. New York: Oxford University Press.
Books, S. (2004). Poverty and Schooling in the U.S.: Contexts and Consequences. London: Routledge.
UNESCO. (2001). Education. Retrieved from http://www.unesco.org/education/poverty/
Liberty and Rights
Liberty and Rights
The main point of the article is the fact that the right to life should include individuals being given the right to terminate their own lives through a process known as euthanasia. However, while this concept is legally permitted in Belgium, the story is different in other countries. It is argued that as much as the constitution provides individuals with the right to the pursuit of happiness, life, and liberty, this right primarily sanction individuals own sovereignty. In this particular sovereignty, it is postulated should include the right to choose not to live in certain circumstances. The notable circumstance is when life is perceived to be unfavorable to ones flourishing and has lost its value to the affected person. However, Ronald Dworkin points out that the concept of the right to liberty has been misguided. This is because if liberty is about the freedom of individuals to choose, then it is about things they want and not things that they have a right to choose.
I do not agree with the article because life is sacred and should not be ended just because the circumstances do not favor our comfort. If one faces a prospect of no meaningful recovery from an illness, the problem could be solved spiritually. By ending somebody’s life on the grounds of euthanasia, we in the real sense are saying God does not exist or he cannot solve such problems. Individuals’ lives are not their own properties nor of the state, rather are they answerable to a sovereign being who decides their destiny. However, God also provides the freedom of choice and that is how an individual is sovereign when it comes to making their decisions. Nonetheless, these decisions should not conflict with the laws of the state.
THE TUNISIAN AUTOMOTIVE INDUSTRY’S GSCM (2)
Final Paper Outline
Author’s Name
Institutional Affiliation
Final Paper Outline
The Research Gap
In managing emergencies, leadership plays an imperative role in alleviating the harm inflicted by calamitous incidents. Accordingly, the absence of adequate and successfully executed leadership can aggravate effects of emergencies (Ga, 2014; Mazo, 2015). Managing catastrophes and disastrous events require leaders to possess specific abilities, competencies, skills, and aptitudes. Such attributes and traits enable leaders to effectively manage major emergencies that depend on the emergencies’ scope, the prevailing environmental conditions, and the firms these leaders lead (Demiroz & Kapucu, 2012). Emergency managers should also demonstrate the capacity and prowess to develop and implement policies and programs that meet the emergency management goal. Primarily, the goal entails enabling vulnerability curtailment, ecological protection, and multi-organizational emergency coordination enrichment while limiting the loss of life and property (Heintze & Thielbörger, 2018; Kapucu & Özerdem, 2011).
Leadership and crises are intertwined concepts because one naturally complements the other. While crises and emergencies do not have the same meaning, leaders in the management of crises must possess specific skills, knowledge, metacompetencies, and proficiencies to effectively execute their essential responsibility. This responsibility involves being able to respond to and manage unpredictable events, catastrophes, uncertainties, and threats arising from these crises, normalize situations, and reform institutional structures to facilitate damage control and prevention (Demiroz & Kapucu, 2012; Smits & Ally, 2003). Also, contemporary crises might emanate as effects of globalization, unprecedented effects of pandemics such as COVID-19, technological advances in information and communication technology, and cultural, financial, and operational processes in emergency management establishments. So, leaders should demonstrate an understanding of these causes of crises and their associated rapid changes to know how to provide proper direction on dealing with them.
Given the broad scope of leader responsibilities in handling challenging emergency conditions, it is imperative to explore the role of leadership in emergency management.
The Explanatory Questions
What role does leadership play in emergency management?
What skills and competencies are important in realizing this role?
The Thesis (Argument)
I believe that when responding to emergencies, leaders must take charge of the prevailing situations, manage networks, mitigate the emergency effects, and depict decisiveness and flexibility amidst uncertainty, chaos, and anxiety.
Leaders must possess specific characteristics, skills, and abilities developed via training and experience to enable them to manage crises and emergencies.
Themes
The three themes that will be part of my course term paper include the following:
Theme 1: Handling Routine Emergencies and Severe Events
This theme delves into the specific activities characterizing the role of leaders in managing catastrophes, routine emergency scenarios, and extreme incidents in diverse emergency contexts.
Supporting Perspective:
Demiroz, F., & Kapucu, N. (2012). The role of leadership in managing emergencies and disasters. European Journal of Economic & Political Studies, 5(1), 91-101.
The authors’ perspective is that an array of leadership competencies are necessary for emergency managers in their leadership role of handling routine emergencies, major catastrophes, and extreme incidents.
Alternative Perspectives:
Van Wart, M., & Kapucu, N. (2011). Crisis management competencies: The case of emergency managers in the USA. Public Management Review, 13(4), 489-511.
The article examines the role of leadership in crisis management and the competencies that the involved leaders must possess.
Trainor, J. E., & Velotti, L. (2013). Leadership in crises, disasters, and catastrophes. Journal of Leadership Studies, 7(3), 38-40.
This article looks into the role and activities of leaders and leadership in managing crises, catastrophes, and disasters, emphasizing the significance of different leadership abilities.
My Perspective
Leaders should be competent and skillful to manage diverse incidents and scenarios in emergency settings.
Summary:
The articles will offer insightful evidence to support the theme of handling routine emergencies, major catastrophes, and extreme incidents in that they particularize the key activities included in the leadership role.
Theme 2: Competencies, Essential Skills, and Metacompetencies
Leaders in emergency management need to attain all-inclusive excellence by possessing a complete blend of competencies, essential skills, and metacompetencies.
Supporting Perspective:
Gerras, S. J., Clark, M., Allen, C., Keegan, T., Meinhart, R., Wong, L., … & Reed, G. (2010). Strategic leadership primer. Army War College, Carlisle Barracks PA.
These authors offer a comprehensive list of the strategic leadership competencies, which are deemed relevant to leaders in emergency management.
Alternative Perspectives:
Wong, L., Gerras, S., Kidd, W., Pricone, R., & Swengros, R. (2003). Strategic leadership competencies. Army War College, Carlisle Barracks PA, Strategic Studies Institute.
The article delineates the various metacompetencies that leaders in disaster and emergency management would find valuable in accomplishing their role.
Schoemaker, P. J., Krupp, S., & Howland, S. (2013). Strategic leadership: The essential skills. Harvard Business Review, 91(1), 131-134.
This article outlines several essential skills that leaders in emergency management must possess to effectively execute their mandate.
My Perspective
Leaders must work towards attaining a blend of competencies, skills, and metacompetencies to excel in emergency management activities.
Summary:
These articles will collectively guide my arguments for the theme of the competencies, skills, and metacompetencies that emergency managers need to effectively execute their roles.
Theme 3: Significance of Training and Experience
Leadership training and exposure to leadership experience are vital in facilitating the development of leadership skills, competencies, and abilities as they engage in managing catastrophic events that lead to emergencies.
Supporting Perspective:
McDermott, A., Kidney, R., & Flood, P. (2011). Understanding leader development: Learning from leaders. Leadership & Organization Development Journal, 32(4), 358-378. Doi: 10.1108/01437731111134643.
These authors examine how emerging and aspiring leaders can learn and gain insights from senior leaders’ leadership experiences to develop their leadership proficiencies.
Alternative Perspective:
Baron, I. S., & Agustina, H. (2017). The effectiveness of leadership management training. Polish Journal of Management Studies, 16(2), 7-16. Doi: 10.17512/pjms.2017.16.2.01
The authors emphasize the importance of leadership development training by quantifying the effectiveness of leadership management training for top-level executives.
My Perspective
Ongoing training and experience are imperative to developing the skills, competencies, and abilities of leaders in emergency management roles.
Summary:
These articles will provide evidence to back the theme of the importance of training and experience in advancing the proficiencies and capabilities of emergency management professionals.
References
Baron, I. S., & Agustina, H. (2017). The effectiveness of leadership management training. Polish Journal of Management Studies, 16(2), 7-16. Doi: 10.17512/pjms.2017.16.2.01.
Demiroz, F., & Kapucu, N. (2012). The role of leadership in managing emergencies and disasters. European Journal of Economic & Political Studies, 5(1), 91-101.
Ga, R. (2014). Leadership in handling disaster: Indonesian leaders in handling disasters. Yogyakarta, Indonesia.
Gerras, S. J., Clark, M., Allen, C., Keegan, T., Meinhart, R., Wong, L., … & Reed, G. (2010). Strategic leadership primer. Army War College, Carlisle Barracks PA.
Heintze, H. J., & Thielbörger, P. (2018). International humanitarian action. NOHA Textbook: Springer International Publishing.
Kapucu, N., & Özerdem, A. (2011). Managing emergencies and crises. Jones & Bartlett Publishers.
Mazo, G. N. (2015). Lessons in leadership amidst the devastation of super typhoon Haiyan. International Journal of Social Sciences Research, 3(3), 97-110.
McDermott, A., Kidney, R., & Flood, P. (2011). Understanding leader development: Learning from leaders. Leadership & Organization Development Journal, 32(4), 358 – 378. Doi: 10.1108/01437731111134643.
Schoemaker, P. J., Krupp, S., & Howland, S. (2013). Strategic leadership: The essential skills. Harvard Business Review, 91(1), 131-134.
Smits, S. J., & Ally, N. E. (2003). “Thinking the unthinkable”- Leadership’s role in creating behavioral readiness for crisis management. Competitiveness Review: An International Business Journal, 13(1), pp. 1 – 23. Doi: 10.1108/eb046448.
Van Wart, M., & Kapucu, N. (2011). Crisis management competencies: The case of emergency managers in the USA. Public Management Review, 13(4), 489-511.
Wong, L., Gerras, S., Kidd, W., Pricone, R., & Swengros, R. (2003). Strategic leadership competencies. Army War College, Carlisle Barracks PA, Strategic Studies Institute.