The Circle Of Fire Essays - Lines Of Latitude, Plate Tectonics

The Circle of Fire The secrets of the Circle of Fire lies somewhere deep into the Earths formation about 4.5 - 5 billion years ago. The Circle of Fire is a ring of volcanic mountains that Borders the coasts of North and South America, along with Asia and Thialand. It also forms a semi-cirlce from the southern tip of South America to Australia. The Earth is about 4.5 - 5 billion Years old. Whereas man's recorded history is only about 5000 years old.(Circle of fire page 3) The Earth is made up of 3 different layers 1- The Crust, the Crust is the very top layer of the earth that we live on, it consits of 7 different crustal plates. 2- The mantle which is the middle layer, This is made of a liquid plastic type of material called magma, This material is constantly flowing which causes the crustal plates to shift.3- The Inner Core, this is the very center of the Earth, Scientists aren't positive but they believe that it is solid lava. About 80% of the worlds Earthquakes occur in the Circle of Fire. (The Circle of Fire p. 13) They happen in a narrow belt of faults that run parallel with the equator from North and South America to Asia. In 1950 an Expidition from Scripps Institute of Oceanography while exploring the sea floor off the coast of California discoverd fracture Zones.(Circle of Fire p 17) These fracture zones run parallel with the equator from North and South America to Asia down to Thailand as well. Often these fracture zones are not deep but they run ten to twenty miles wide. And amazingly the run in an almost equal distance of about 400 - 500 miles long. The Circle of Fire is a mysterious place. Though no one knows how it was formed , scientists believe they are close, They also believe that once they uncover its secrets, they will be able to answer many of the unsolved questions of the Earths Formation.

Emotions1 essays

Emotions1 essays No matter how hard you try, you cannot control your emotions, only attempt to hide them. Emotions influence every aspect of our lives, what we do, what we say, and et cetera. All of our emotions, from anger to insecurity, are influenced by several factors, just as our lives are influenced by our emotions (Gelinas, Emotions 35). First of all, it causes problems when one does not trust himself, and it shows up in many ways. Some people brag to call attention to themselves, causing others to believe that the egoistic person has a lot of self-respect. Very often though, egotism can be an attempt to cover up insecurity in a person who does not feel they will be good enough without it (Gelinas, Emotions 36). Bragging about ones achievements, material possessions, or achievements reveals a sense of inferiority. Even though one may brag their whole lives, they never reach a sense of well being. This is caused by fixation, which is when a person does not grow emotionally after a certain point (Gelinas, Emotions 64). A person that brags a great deal may also be considered a snob. A snob may not act as a braggart for the same reasons egoistic people do, for what snobs do is act so that they end up isolating themselves. They do this to avoid the trouble of friends, responsibilities, and emotional relationship s by giving a snobbish attitude to the people who put up with these things (Gelinas, Emotions 45). Another sign of insecurity is envy. One often envies another to hide a lack of trust in themselves. They envy others accomplishments because they dont think they themselves can achieve those accomplishments (Milios 39). Many factors influence anger. Most anger is caused by a situation that makes one feel uncomfortable (Licata 14). This uncomfortable feeling could also be described as feeling threatened. Feeling threatened could lead to angry feelings because a threat can cause harm. Things that could ...

The Odyssey Themes and Literary Devices

The Odyssey Themes and Literary Devices The Odyssey, Homers epic poem about the decades-long journey of Trojan War hero Odysseus, includes themes such as cunning vs. strength, coming of age, and order vs. disorder. These themes are conveyed with the use of a few key literary devices, including poems-within-a-poem and flashback narration. Cunning vs. Strength Unlike Achilles, the Iliad protagonist known for his physical strength and prowess in combat, Odysseus earns his victories through trickery and cunning. Odysseus’ cleverness is reinforced throughout the text by the use of epithets accompanying his name. These epithets and their translations include: Polymetis: of many counselsPolymekhanos: many-devicedPolytropos: of many waysPolyphron: many-minded The triumph of cunning over strength is a running theme in Odysseus’ journey. In Book XIV, he escapes the cyclops Polyphemus with his words rather than a traditional duel. In Book XIII, he disguises himself as a beggar in order to probe the faithfulness of the members of his court. When he listens to the bard Demodocus retell the end of the Trojan war and the building of the Trojan horse- his own invention in Book VIII- he weeps â€Å"like a woman,† realizing how dangerous his own cunning is. What’s more, Odysseus’ cunning is almost matched by the intelligence of his wife Penelope, who manages to remain loyal to Odysseus and stave off her suitors in his absence through trickery and cunning. Spiritual Growth and Coming of Age The first four books of The Odyssey, known as Telemacheia, follow Odysseus’ son Telemachus. Odysseus has been absent from Ithaca for two decades, and Telemachus sets out to uncover his father’s whereabouts. Telemachus is on the brink of manhood and has very little authority in his own household, as he is besieged by suitors seeking to marry his mother and rule over Ithaca. However, thanks to Athena, who teaches him how to behave among Greek leaders and takes him to visit Pylos and Sparta, Telemachus gains maturity and knowledge. Ultimately, he is able to serve as an ally to his father when it comes time to slay the suitors, a scene that demonstrates how much Telemachus has matured. Odysseus undergoes spiritual growth of his own, becoming less brash and more thoughtful over the course of his journey. At the start of his journey, Odysseus is brash, overconfident, and taunting, which results in numerous obstacles and delays. By the time he returns home, Odysseus has become more cautious and careful. Order vs. Disorder In The Odyssey, order and chaos are represented by the contrasting settings.   The island of Ithaca is orderly and â€Å"civilized†: inhabitants tend to animals and agriculture, engage in handiwork, and lead orderly lives. By contrast, in the worlds visited by Odysseus during his travels, plants grow freely and the inhabitants eat anything that they find. These worlds are depicted as obstacles to Odysseus journey, threatening prevent him from returning home, Consider the Lotus Eaters, who spend their days languorously eating lotus plants; the lotus plants cause a sleepy apathy that Odysseus and his crew have to escape. Another example is the cyclops Polyphemus. Polyphemus, who reaped the fruits of his island without labor, is depicted as one of Odysseus main antagonists. Poems Within a Poem The Odyssey features two bard-like characters, Phemius and Demodocus, whose roles offer insight into the ancient art of oral poetry and storytelling. Both Phemius and Demodocus tell their court audience stories tied to the heroic cycle. In Book I, Phemius sings of the ‘returns’ of other Trojan War heroes. In Book VIII, Demodocus sings about the disagreements of Odysseus and Achilles during the Trojan War, as well as the love affair of Ares and Aphrodite. The vocabulary used to describe the poetic practice suggests that it is a performative art intended for an audience of listeners and accompanied by a lyre. In addition, both bards took requests from their audience: â€Å"But come now, change thy theme,† Demodocus is asked in Book VIII. Such requests suggest that these poets had a wide repertory of tales to draw from. Flashback Narration The narration of The Odyssey begins with Telemachus’ journey. Then, the narrative moves back in time, as Odysseus recounts his journeys for the length of three entire books. Finally, the narrative moves forward in time to Odysseus return to Ithaca. The most notable flashback in the text is the multi-book tale recounted by Odysseus himself, but other sections feature flashbacks, as well. The poem utilizes flashbacks to describe events of the past in detail, including the end of the Trojan War and the return of other war heroes.

Group Decision Making Process Essay Example | Topics and Well Written Essays - 500 words

Group Decision Making Process - Essay Example As there weren't any defined hierarchical structure within the group, so the individual and authoritarian decision making strategy were inapplicable in this situation. It was rather that we used the consensus decision-making model, as all every member of our group is a professional who has his own views on the problem, and who can make valuable contribution to solving it. Before making a decision we listened for all of the suggestions the members of our group had, and then we took the most valuable from all of the suggestions we heard. At the end of this stage, everything which we decided was worth attention was written down, and than we developed a strategy of actions according to all the information gathered. Thus the result we got was a result of real group work, but without the biases of the groupthink phenomenon. One of the characteristic features of group decision making process is that a good process itself doesn't guarantee the good outcome, and, on the contrary, complicated decision making process doesn't always result in a bad decision. Group decision making process is much more complicated than the individual one, due to the fact that there are several people in the group whose views have to be considered when making a decision.

Development of Behavioural Finance Essay Example | Topics and Well Written Essays - 1250 words

Development of Behavioural Finance - Essay Example This was followed by Selden’s ground breaking work on the stock exchange where he attempted to explain people’s financial behaviour in the stock exchanges (Selden, 1912). Further work on behavourial finance continued through the efforts of psychologists such as Leon Festinger who introduced the concept of cognitive dissonance (Festinger et al., 1956). The more modern trends in behavourial finance were placed by Tversky and Kahneman who introduced the availability heuristic that delineated the financial probability of decision making by a person (Tversky & Kahneman, 1973). This idea was followed by another expected utility theory that critiqued the original theory. This new theory delineated a descriptive model of decision making when faced with risks. The emerging model was espoused as the prospect theory (Kahneman & Tverksy, 1979). The prospect theory presented by Kahneman and Tversky has also been suggested as the alternative financial explanation for people making le ss than expected decisions in a risky market situation. The sixties saw the application of cognitive psychology to the processing of information by the brain. This stood in contrast to behavioural models. The newly emerging cognitive models were being compared to each other such as those presented by Ward Edwards, Daniel Kahneman and Amos Tversky. This was augmented by the development of mathematical psychology that began to link up transivity of individual preferences to different kinds of measurement scales (Luce, 2000). These developments were augmented with the introduction of newer concepts such as overconfidence that forces individuals to make irrational choices which lead to poor financial decision making (Kahneman & Diener, 2003). The bounded rationality projections in behavioural finance project that individuals act to maximise satisfaction rather than utility through their financial decision making even though it may lead to a loss (Gigerenzer & Selten, 2002) (Tsang, 2008) . Over the years, various kinds of psychological traits like projection bias, overconfidence, limited attention and the like have been used in behavioural finance models. The domain of inter-temporal choice has also had various applications of behavioural finance which tend to use various kinds of psychological factors to explain basic models of rational choice. Active Portfolio Management versus Passive Portfolio Management Fund managers carry out active portfolio management so that the portfolio investments tend to outperform a particular investment benchmark index. In contrast, fund managers who are not looking to outperform any investment benchmark index try to invest in funds that replicate previous weightings and returns. This technique is labelled as passive portfolio management (Malkiel, 1996). Passive portfolio management is the most preferred investment technique on the equity market but it is gaining wider acceptance in other investment fields. The contention behind passi ve management is to reduce transactional costs as well as investment risks so that the investor’s output increases. In the modern economy it is common for funds to be managed with the original fund owners relying on fund managers to take investment decisions. According to Cuoco and Kaniel (2009), in 2004 the total amount of managed mutual funds exceeded $8 trillion, hedge funds totalled $1 billion and pension funds totalled more than $12 billion in the United States alone. It has also been

John Rawls Ethical Theory Essay Example for Free

John Rawls Ethical Theory Essay On February 21 on the year 1921 a man who’s in the future will be regarded as a prominent philosopher John Rawls in Baltimore Maryland was born. He graduated in Kent School in 1939; Rawls completed BA at Princeton University and received in here his Ph. D. in 1950. Great American Political Philosopher John Rawls was highly considered as an important person at the time, as the most prominent liberalisms’ advocate. He was also working as a Professor at Harvard University in his field of expertise, in the field of Political Philosophy. Rawls’ theory that often calls â€Å"justice as fairness† and its concepts presented in 1971 Theory of Justice, his primary published book. He is also the creator of 1993 Political Liberalism that means distinctive things into different people and The Law of Peoples in 1999. It presents a non-historical or hypothetical variation on the social contract theory. In the said theory, it declares that agents are making a balanced and rational social decision following a certain rule at the rear of â€Å"veil of ignorance†. The said theory makes them able to prevent from knowing in progress what condition and category they will hold. Rawls proclaimed that this method will be beneficial for all the citizens for it will surely produced a society in which the freedom of everyone embrace and their independence will be practiced. His proclamation also emphasized that this will maximize for the entire nation and social disparity will only happen when the circumstances prove that it will benefit a least favored constituents. In brief, what he has done is to combine the very strong principle of social and economic equality. In the issue entitled â€Å"When is creating a turnover situation the right thing to do†, the author, â€Å"MEK†, tells the story an employee who is really doing quite well in the job. However, it is also said that the employer of the said employee although willing to keep him for the job, is not willing and interested in making such investment for the development of the employee’s career. â€Å"MEK† also tells his story in regarding his past employer. In order to understand the situation let me first give a summary of the story. MEK once work as a shift supervisor in a certain company. By that time, the operations manager is really skilled not only in the job but as a leader too. After some time, the shift manager was promoted leaving MEK in charge of the vacant position. MEK works as acting operations manager for about 4 months and it can be said that he is doing a great job with increase in the sales and low turnovers during his time as the operations manager. Suddenly, after more than 160 days of working in the said position, it is said that he is to be replace by fresh graduate of BA degree. The said replacement had absolutely no experience in running a business. MEK is even asked to train the person who is to replace him. Thus, MEK was in actuality upset and decided not to work in the company to any further extent. The presence of ethical issue can be seen in this story. And this presence of issue can be resolved and accomplished using a concept formulated by John Rawls in what appear to us and popularly known as the â€Å"justice of fairness†. According to Rawls, two conditions must be satisfied for social and economic inequalities. First, fair equality of opportunity must be given when it comes to positions and as well as offices that are often to all who can be considered under condition. Second, it has to benefit those that are considered least advantage member of the society. Applying Rawls’s concept in the case of MEK, it can be said that MEK has the right remain as the operation manager of the said company. It can be said that MEK was not given equal opportunity because the company based their decision on the educational attainment of the individual (which is the main basis for most companies), something that MEK lacks. However, MEK had proven that although he does not have a BA degree, he is still able to do the job. Thus, applying Rawls concept in the situation, it would had been in goodwill and favor of MEK. Aside from what had been mentioned earlier, there had also been several concepts of Rawls that are considered of great value and importance in political philosophy. It is believed that John Rawls made an important contribution in the said field. Rawlss work not only attracted the attention of those who are interested and are in the field of philosophy but many other fields as well such as political scientist, economist and even legal scholars and theologians. This only proves that his ideology is well known and regarded as one of the best if not the best. Among all of the works of Rawls, his books of Justice as fairness, his original position, the reflective equilibrium, Rawls’ overlapping consensus, and public relations are the ones that had been given and receive extensive attentions. Rawls is regarded as unique among political philosophers in the contemporary time. Ethics involves the study of norms and values in particular action knowing what is right or wrong and the consequences of it weather bad or good and character virtue and this practices are importance in the fields of governance as well as in business world. Ethics aim was to provide a systematic explanatory account and inquiry that the people may actually have. The use of ethics in business and government world also imply public policy as a way of balancing or weighing relevant considerations usually identified by principles of common use. In my personal opinion, I also believe that in today’s business and government world study of ethics is of great value. In business, ethics examined moral and ethical problems that can arise and take it’s place in a business environment. Through this study, they will able to trace how the corporations conduct business, hold both within and outside workers of the company. Through this company can strengthens its relationship with the employees how they can manage and treat every member the right and most effective way, or workplace ethics, they can also formulate a proper governance, and make policies, decision making, appropriate techniques and understanding individual behavior. In the case of governance, it creates a leadership process and social responsibility to be able to administer and process the system. And so the governance for the organization, like a government would include such common feature such as a clear mission, a good responsibility, accountability, transparency, stewardship, flexibility, representation and most of all they may acquire success. The fulfillment of the organizations mission is a paramount concern be it to make profits do good works or act as a government.

The Hero’s Journey in Francis Ford Coppola’s Apocalypse Now Essay

The Hero’s Journey in Francis Ford Coppola’s Apocalypse Now The hero’s journey in Francis Ford Coppola’s â€Å"Apocalypse Now† begins in the known natural world. The hero in Francis Ford Coppola’s masterpiece is Captain Willard. A call to adventure arouses when Willard is sent for to report to the general in command to receive his mission. Willard is informed of a renegade Colonel by the name of Kurtz, who has assembled his own followers and army. Kurtz left and disappeared from the Army and is killing American soldiers that come into his turf. Willard’s mission is to travel up river by boat deep into Cambodia, find Colonel Kurtz, and eliminate him by any means necessary. After Willard receives this call to adventure, he sometimes recalls in his head how silly his choice is to go throu...

BSc Participant

These approaches can be implemented through the following methods, analytical, participatory, regulatory, protected area, systems approach, socio-cultural approaches and economic approaches. Command and control regulations- It's an approach where political authorities mandate people, by enacting a law, to bring about a behavior and use an enforcement machinery to get people to obey the law. It's an environmental management strategy where the government or responsible authorities sets standards to protect and manage the natural resources. This technique covers the regulatory and protected areas approaches.In Zombie the regulations involve the bylaws, legislative, reserved or protected areas and bio monitoring. The government of Zombie construct national parks like Generous National park, sanctuaries, Safari areas, recreational areas, botanical gardens/ reserves, state forests. The maintenance of biodiversity, natural resources and associated cultural resources. This approach worked we ll in Zombie as this was evidenced by the creation of many national and recreational parks thought it resulted in some negative impacts to the communities where these projects were done.Some of the problems were location of communities, poaching of the resources by the nearby communities for example the recent issue where 20 elephants were killed in Kari The approach of protected areas in town is appearing no to be considered when different developments are taking place in Zombie. A good example when the city council of Chitchatting gave residential stands on wetland areas of Zinged 4. Another good example it's the construction of the new shopping mall that is along Hare-Bylaws road, that place was reserved by the city fathers of Hare as a wetland.This shows that the approach of protected areas in towns is not considered. This evidences the conflicts between economic development and conservation of resources using this approach. Another challenge faced by Zombie from these protected areas is land, some of these areas require very large pieces of land, and for example the Generous National Park is approximately 5000 km, and this is a very large piece of land that can be used for other economic uses. But on the other hand these areas can serves as income generation to the country through CEO-tourism.Another approach involves the regulatory policies and pieces of legislation. On legislation arioso acts have been put in place to date for the management of natural resources in Zombie. Some of the acts and policies are Forest, Minerals, Wildlife, Environmental management Acts. Some of the Acts are; Native husbandry Act (1951), National Parks & Wildlife Act (1975), National Parks & Wildlife Amendment Act (1984), Communal Land Act (1982) and the Water Act (1976).Described below are some of the Acts; The Zombie Environmental Management Act (2004) provides for the sustainable management of natural resources and protection of the environment; the prevention of pollution and environmental degradation. The Act also provides for the preparation of a National Environmental Plan and other plans for the protection of the environment. The implementing 134 agency of the Act is the Environmental Management Agency and Ministry of Environment and Natural Resources Management. The primary strategy embodied in the Act is crystallization.The Environmental Management Act is now the supreme environmental Law in Zombie. Another act is the Forest Act of 1954, the management of woodland and forest products is embodied in the Forest Act and the Communal Land Forest Produce Act. The Forest Act (1954) provides for management of wood resources wrought Zombie although its focus is state forests and on private land. The main management strategy in both acts is to establish conditions under which forest produce can be used and to determine and regulate the extent of that use.Both Acts rely on the crystallization of activities in order to protect and regenerate forest produc e. The Forest Act creates forests officers who have general police powers of seizure and arrest. Designated officers or forest officers under the communal Land Forest Produce Act do not have power of arrest. These arrests may only be made by rest officers in Communal Areas where the charge is for an offense under the Forest Act (Camaraderie, 2000). Parks and wildlife Act (1975), the Act is administered exploitation of plants, trees and wildlife.Camaraderie (2000) argues that the Act seeks to protect indigenous plant life and prohibits its sale without a permit. However it allows pants to be harvested by the owner or occupier of land for use in the home of occupier. It further allows harvesting indigenous plants where the area is needed for cultivation and construction. All the regulatory legislation described above was enacted using the top- down approach. The masses were not consulted so as to incorporate their knowledge in the conservation of the resources hence the defilement.If participatory approaches had been used, indigenous knowledge could have been harnessed into the statutory acts. Although Acts mentioned above are vital to the country, they are failing to curb depletion of forest resources. Mismanagement of these forest resources is rife especially in most Communal Areas of Zombie regardless of the existence of the legal frameworks. One of the major causes of the misuse of forest products, especially trees, is arguably the fact that people are nearly ignoring traditional beliefs and indigenous knowledge systems in the sustainable management of natural resources.Economic Instruments approach- this is natural resources management strategy that uses the concepts of economics meaning it deals with the market. By dealing with the market it means it deals with the demand and supply. This approach uses economics to manage or regulate the environment by using supply and demand to minimize the impact of the human economy on ecosystems. This approach changes the behavior of resource users through subordination of natural resources in the form of tax incentive, user charges f the resource, soft credits that enables the good management of natural resources, pollution charges to the polluter of the environment.The method employs approaches like analytical and system approaches to achieve its natural resources management successfully. The method uses the â€Å"polluter -pays principle†. The economic instruments used by this approach involve taxes or charges that are paid by the producer or firms. Since the producer is being taxed this increases prices, which provides both opportunity and incentive for innovation; eventually the innovations are so successful that prices end up below what they were before the source shortages occurred Aeolian Simony's rule of Ultimate Resource).The success of this technique depends on market developments and market variations. In Zombie economic benefit was identified as a major driver for sustainable natural resources management. The approach involves use of economic benefits as incentives to drive sustainable management of natural resources. Participatory approach- this involves empowering local communities to take up guardianship and stewardship over natural resources. Communities derive economic benefit by using natural resources as alternative land use.The most common participator programmer one in Zombie is the Community based Natural Resources Management (CPRM). The CPRM is where existing natural resources within an area are managed as a commercial enterprise at community level in a sustainable and productive manner. It has ecological benefits, it also makes sound economic sense by maximizing on the resources that are available and reducing the reliance on external inputs. The programmer started late sass with CAMPFIRE programmer, initiated by Zimmermann Department of National Parks and Wildlife Management, the wildlife, to rural communities.Because of its successful inter nationally in enabling immunities to derive a sustainable livelihood from wildlife management, the programmer achieved a great deal in terms of setting a stage for CPRM in Zombie. The problem with the CPRM was not covering all the resources; it was mainly focused on wildlife management. This presents a greater challenge to other resources since many Zimmermann communal areas are largely devoid of Wildlife. However to a larger extent the programmer was effective on managing natural resources in Communal areas of Zombie.This is because the programmer sought to decentralized the management of natural resources to rural communities which ivies these communities sense of ownership over the resources thereby motivating citizens to participate on managing the resources in their community. Another example of the participatory approach done in Zombie was the SAFARI MIT programmer. The participatory approach has been found to be an effective means to manage natural resources since the communi ty its self is in charge of managing their available resources thereby creating the sense of ownership among them.This approach is believed to bring cost-savings over mandatory policies for regulators, while encouraging individuals and communities to take holistic strategies to improve ND manage their natural resources efficiently (Khan, 2001; Lyon & Maxwell, 2004). Another approach used in Zombie is the system approach which encompasses critical view of system earth and the ecosystems approach. Ecosystem approach maintains or restores the composition, structure and function of natural and modified ecosystems for the goal of long-term sustainability.This is an integrated approach made up of protected areas approach, CPRM and the Turnaround Natural Resource Management (TORN). TORN is a board that manages resources found on the boarders of Zombie and its neighboring countries. A good example where this board work effectively it's between the South African- Zombie boarders. The Turnaro und approach rises after a number of factors which includes, the need to better manage shared resources; the drive for economic growth through regional integration and development, the need to foster community participation, promote peace and security and embrace the forces of globalization.This was evidenced by the construction of the game park that stretches from Zombie to South Africa for the management of wildlife and other resources found between the boarders of these two countries. However, despite these envisaged benefits of Turnaround natural resource management (TABOR), there are numerous concerns arising from these initiatives ranging from community normalization, inter – community conflicts and inter – state inequity in the distribution of benefits.

No Se

Chapter 12 Basic Approaches to Leadership MULTIPLE CHOICE What Is Leadership? 1. John Kotter’s view argues that management focuses on coping with complexity, whereas leadership focuses on coping with _____. a. conflict b. success c. defeat d. morale e. change (e; Moderate; Management and Leadership; p. 385) 2. Which of the following roles focuses on bringing about order and consistency by drawing up formal plans? a. leadership b. management c. task structure d. initiating structure e. none of the above (b; Easy; Management; p. 385) 3. Leadership is best defined as _____. a. he ability to influence a group in goal achievement b. keeping order and consistency in the midst of change c. implementing the vision and strategy provided by management d. coordinating and staffing the organization and handling day-to-day problems e. not a relevant variable in modern organizations (a; Moderate; Leadership; p. 385) 4. Which of the following statements regarding leadership is true? a. All l eaders are managers. b. Formal rights enable managers to lead effectively. c. All managers are leaders. d. All leaders are hierarchically superior to followers. . Nonsanctioned leadership is as important as or more important than formal influence. (e; Challenging; Leadership; p. 386) {AACSB: Analytic Skills} Trait Theories 5. Which theory differentiates leaders from nonleaders by focusing on personal qualities and characteristics? a. Fiedler’s perspective b. characteristic theory c. LPC d. contingency theory e. trait theory (e; Easy; Trait Theories; p. 386) 6. According to a comprehensive review of the leadership literature, what is the most important trait of effective leaders? a. conscientiousness b. openness c. extraversion d. greeableness e. emotional stability (c; Easy; Big Five and Trait Theories; p. 386) 7. Recent studies indicate that ________ may indicate effective leadership. a. an endless supply of terrific ideas b. a compelling vision c. a highly analytical mind d . outstanding training e. emotional intelligence (e; Easy; Emotional Intelligence and Trait Theories; p. 387) 8. Emotional intelligence is so critical to effective leadership because one of its core components is ________. a. conscientiousness b. empathy c. openness d. extraversion e. agreeableness (b; Easy; Trait Theories; p. 387) 9.There is fairly strong evidence that traits can predict _____ more accurately than leadership effectiveness. a. leadership emergence b. extraversion in leaders c. leadership awareness d. leadership competence e. the conscientiousness of leaders (a; Moderate; Trait Theories; p. 388) Behavioral Theories 10. Trait research suggests that we focus on _____, whereas behavioral studies imply that we can effectively _____. a. teaching people certain traits; teach people certain behaviors b. selecting the right person for a job; train leaders c. changing jobs to suit people; change people to suit jobs d. raining new employees; dispense with training e. identifyi ng certain traits in leaders; ignore leaders’ traits (b; Moderate; Trait Theories versus Behavioral Theories; p. 389) {AACSB: Analytic Skills} 11. If trait theories of leadership are valid, then leaders are _____. a. trained b. born c. authoritarian d. educated e. grown (b; Moderate; Trait Theories; p. 389) 12. If behavioral leadership theories are correct, then _____. a. leadership behaviors are consistent b. leaders are born with leadership behaviors c. leaders’ behavior should be altered d. leadership can be taught e. omen generally make better leaders than men (d; Moderate; Behavioral Theories; p. 389) 13. Which of the following is not a behavioral theory of leadership? a. Ohio State studies b. Fiedler model c. University of Michigan studies d. managerial grid e. All of the above are behavior theories of leadership. (b; Moderate; Behavioral Theories; pp. 389-390) {AACSB: Analytic Skills} 14. The two dimensions of leadership behavior explained in the Ohio State stud ies are _____. a. coercion and motivation b. concern for people and concern for production c. employee-oriented and production-oriented d. nitiating structure and consideration e. operant conditioning and classical conditioning (d; Moderate; Ohio State Studies; p. 389) {AACSB: Analytic Skills} 15. According to the Ohio State studies, the extent to which a leader’s behavior is directed toward getting the job done is called _____. a. consideration b. maximization c. relationship-oriented d. path-goal e. initiating structure (e; Moderate; Initiating Structure; p. 389) 16. A leader high in initiating structure would do which of the following? a. seek consensus b. exhibit laissez-faire type of leadership c. maximize leader-member relations d. ssign group members to particular tasks e. empower employees to make their own decisions (d; Moderate; Initiating Structure; p. 389) {AACSB: Analytic Skills} 17. According to the Ohio State studies, the extent to which a leader is likely to h ave job relationships characterized by mutual trust and respect for his/her employees is _____. a. consideration b. matrix c. consensus-building d. LPC e. maximization (a; Moderate; Consideration; p. 389) 18. The two dimensions of leadership behavior identified in the University of Michigan studies are _____. a. coercion and motivation b. emotional and rational c. mployee-oriented and production-oriented d. initiating structure and consideration e. initiation and completion (c; Moderate; University of Michigan Studies; p. 390) {AACSB: Analytic Skills} 19. The University of Michigan studies define a(n) _____ leader as one who takes personal interest in the needs of his/her subordinates. a. LMX b. contextual c. employee-oriented d. consensus-building e. consummate (c; Moderate; Employee-Oriented Leaders; p. 390) 20. If a leader’s main concern is accomplishing his/her group’s tasks, the University of Michigan studies label this leader _____. a. consideration-oriented . ma nagerial c. ineffective d. high achieving e. production-oriented (e; Moderate; Production-Oriented Leaders; p. 390) 21. According to University of Michigan researchers, which type of leaders is associated with higher group productivity and higher job satisfaction? a. situational b. employee-oriented c. production-oriented d. initiating structure-oriented e. heliocentric (b; Moderate; Employee-Oriented Leaders; p. 390) 22. The graphic portrayal of a two-dimensional view of leadership style by Blake and Mouton is known as the _____. a. least preferred co-worker scale b. leader-participation model c. utocratic-democratic continuum d. managerial grid e. matrix of discretion (d; Easy; Managerial Grid; p. 390) 23. According to the Managerial Grid, managers perform best using which of the following styles? a. 9,9 b. consideration c. contingency d. development-oriented e. rigid (a; Moderate; Managerial Grid; p. 390) 24. According to Blake and Mouton, a leader with a 9,1 style can best be de scribed as a(n) ____ type of leader. a. visionary b. laissez-faire c. authority d. effusive e. contrasting (c; Moderate; Managerial Grid; p. 390) Contingency Theories: Fiedler Model and Situational Leadership Theory 5. All contingency theories are based on the idea that effective leadership performance depends on _____. a. the proper match between the leader’s style and the control the situation gives the leader b. selecting the right leadership style based on the level of the followers’ readiness c. using a leadership style that is appropriate to the situational conditions d. making use of the best path for the goal that is identified e. none of the above (c; Challenging; Contingency Models; p. 392) {AACSB: Analytic Skills} 26. Who proposed a contingency theory? a. Fiedler b. Surber c. Grey . Deickman e. Swartz (a; Easy; Fiedler Contingency Model; p. 392) 27. The first comprehensive contingency model for leadership was developed by _____. a. Hersey and Blanchard b. Bl ake and Mouton c. Fred Fiedler d. John Kotter e. Douglas Surber (c; Moderate; Fiedler Contingency Model; p. 392) 28. Which model represents the theory that effective group performance depends on the proper match between a leader’s style and the degree to which the situation gives control to the leader? a. Leader-Member Exchange Model b. Fiedler’s Contingency Model c. Hersey and Blanchard’s Situational Leadership Model d.Vroom and Yetton’s Leader-Participation Model e. none of the above (b; Moderate; Fiedler Contingency Model; p. 392) 29. Who developed the LPC (least preferred co-worker) questionnaire? a. Wachner b. Fiedler c. House d. Blake and Mouton e. Surber (b; Moderate; Least Preferred Coworker; p. 392) 30. In Fiedler’s model, if a respondent describes his or her least preferred co-worker in relatively positive terms, then the respondent is considered to be _____. a. relationship-oriented b. people-oriented c. consensus-building d. considerati on-focused e. unrealistic (a; Challenging; Least Preferred Coworker; p. 92) {AACSB: Analytic Skills} 31. If a survey respondent sees his or her least preferred co-worker in unfavorable terms, Fiedler would categorize the respondent as _____. a. overly critical b. task-oriented c. emotionally deficient d. insightful e. laissez-faire (b; Moderate; Least Preferred Coworker; p. 392) {AACSB: Analytic Skills} 32. Fiedler’s contingency model assumes that an individual’s leadership style is _____. a. changeable b. contingent c. situational d. fixed e. intangible (d; Moderate; Fiedler Contingency Model; p. 392) 33. Three situational criteria identified in the Fiedler model are _____. . job requirements, position power, and leadership ability b. charisma, influence, and leader-member relations c. leader-member relations, task structure, and position power d. task structure, leadership ability, and group conflict e. emotional intelligence, group orientation, and employee status ( c; Moderate; Fiedler’s Key Situational Factors; p. 393) {AACSB: Analytic Skills} 34. Fiedler labels the degree of confidence, trust, and respect that subordinates have in their leader as _____. a. leader-member relations b. relationship orientation c. positional power d. employee-orientation . none of the above (a; Easy; Leader-Member Relations; p. 393) 35. The degree to which job assignments are procedurized is classified in the Fiedler model as _____. a. leader-member relations b. task orientation c. task structure d. initiating structure e. productivity oriented (c; Moderate; Task Structures; p. 393) 36. Fiedler’s theory predicts that an individual who is considered task oriented will be most effective when the situation is _____. a. moderately to highly favorable b. moderately favorable c. moderately to highly unfavorable d. very favorable or very unfavorable e. highly favorable d; Challenging; Matching Leaders and Situations; pp. 393-394) {AACSB: Analytic Skills} 37. Based on the contingency theory, if the leadership style does not match the situation, you should _____. a. change the leader to fit the situation b. change the situation to fit the leader c. accept this circumstance as unchangeable d. either a or b e. retrain the leader in a more appropriate style (d; Moderate; Matching Leaders and Situations; p. 394) {AACSB: Analytic Skills} 38. The reconceptualization of the contingency model by Garcia and Fiedler is called _____ theory. a. situational b. cognitive resource . evaluative d. leadership recognition e. cognitive dissonance (b; Moderate; Cognitive Resource Theory; p. 395) 39. Cognitive resource theory focuses on the role of ____ as a form of situational unfavorableness and how a leader’s intelligence and experience influence his or her reaction. a. stress b. task structure c. position power d. conflict e. resolution (a; Moderate; Cognitive Resource Theory; p. 395) 40. All of the following are findings of the cognitive resou rce theory except _____. a. low stress situations show a positive relationship between intellectual abilities and performance b. ow stress situations show a positive relationship between job experience and performance c. high stress situations show a negative relationship between intellectual abilities and performance d. high stress situations show a positive relationship between job experience and performance e. None of the above are findings of the theory. (b; Moderate; Cognitive Resource Theory; p. 395) {AACSB: Analytic Skills} 41. Hersey and Blanchard developed which of the following? a. situational leadership theory b. cognitive resource theory c. managerial grid model d. path-goal theory . cognitive orientation model (a; Moderate; Situational Leadership Theory; p. 395) 42. Hersey and Blanchard’s leadership theory differs from other leadership theories primarily because it _____. a. explores the role of the expectations of the leader for the follower b. focuses on the fo llowers c. holds that leadership style should be dependent on the situation d. is normative e. deals strictly and exclusively with contingencies (b; Challenging; Situational Leadership Theory; p. 395) {AACSB: Analytic Skills} 43. According to Hersey and Blanchard, readiness encompasses the _____. a. egree of confidence, trust, and respect members have in their leader b. amount of influence a leader has over variables such as hiring, firing, and salaries c. level of morale and satisfaction of the employees d. ability and willingness of the followers to accomplish a task e. all of the above (d; Moderate; Readiness; p. 396) {AACSB: Analytic Skills} 44. Hersey and Blanchard say that the laissez-faire leadership style should be used when employees are ____ to accomplish a task. a. unable and willing b. able and unwilling c. unable and unwilling d. able and willing e. none of the above d; Moderate; Situational Leadership Theory; p. 396) {AACSB: Analytic Skills} 45. What theory was develop ed by Robert House? a. cognitive resource model b. decision theory c. leader-member exchange theory d. path-goal theory e. situational leadership theory (d; Moderate; Path-Goal Theory; p. 396) 46. The leadership model that integrates the expectancy theory of motivation with the Ohio State leadership research is _____. a. path-goal b. contingency c. leader-participation d. leader-member exchange e. cognitive arousal (a; Challenging; Path-Goal Theory; p. 396) 47. What is the essence of the path-goal theory? . Successful leadership is achieved by selecting the right leadership style. b. Stress is a form of situational unfavorableness and a leader’s reaction to it depends on his or her intelligence and experience. c. Effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives control to the leader. d. Leaders establish a special relationship with a small group of their followers because of time pressures. e . The leader is responsible for providing followers with the information, support, or other resources necessary for them to do their jobs. e; Moderate; Path-Goal Theory; p. 397) {AACSB: Analytic Skills} 48. The leadership behaviors identified by the path-goal theory are _____. a. supportive, employee-oriented, laissez-faire, and participative b. achievement-oriented, supportive, humanistic, and directive c. participative, achievement-oriented, directive, and supportive d. directive, participative, supportive, and laissez-faire e. affective, cognitive, and behavioral (c; Challenging; Path-Goal Theory; p. 397) {AACSB: Analytic Skills} 49. Which path-goal leadership style leads to greater satisfaction when tasks are ambiguous or stressful? . directive b. supportive c. participative d. mixed e. reactive (a; Moderate; Path-Goal Theory; p. 397) {AACSB: Analytic Skills} 50. According to House, what leader is friendly and shows concern for the needs of followers? a. the achievement-oriented leader b. the directive leader c. the laissez-faire leader d. the participative leader e. the supportive leader (e; Easy; Path-Goal Theory; p. 397) 51. Which of the following is not an example of a prediction based on path-goal theory? a. Subordinates with an internal locus of control will be more satisfied with a directive style. b.Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. c. Supportive leadership results in high employee performance when performing structured tasks. d. Directive leadership is likely to be perceived as redundant by employees with a lot of experience. e. All of the above are examples of predictions based on path-goal theory. (a; Challenging; Path-Goal Theory Predictions; p. 398) {AACSB: Analytic Skills} Leader-Member Exchange (LMX) Theory 52. Which of the following theories argues that because of time pressures, leaders establish a special relationship with a small group of their subordinates? . managerial grid b. lea der-member exchange c. path-goal d. expectancy e. contingency (b; Easy; Leader-Member Exchange Theory; p. 398) 53. According to LMX theory, which of the following is not true of those individuals who fall into the out-group? a. They receive a disproportionate amount of the leader’s attention. b. They have leader-follower relations based on formal authority interaction. c. They are less trusted. d. They receive fewer of the preferred rewards that the leader controls. e. All of the above statements are true. (a; Easy; Leader-Member Exchange Theory; p. 99) {AACSB: Analytic Skills} 54. According to LMX theory, a leader implicitly categorizes followers as â€Å"in† or â€Å"out† _____. a. after careful analysis b. on a temporary basis c. early in the interaction d. because of political pressure e. based on job requirements (c; Easy; Leader-Member Exchange Theory; p. 399) Decision Theory; Vroom and Yetton’s Leader-Participation Model 55. The leader-participatio n model was developed by _____. a. Hersey and Blanchard b. Fred Fiedler c. Blake and Mouton d. Vroom and Yetton e. Douglas and Surber (d; Moderate; Leadership-Participation Model; p. 400) 56.Vroom and Yetton’s leadership theory could also be described as a _____ theory. a. contingency b. decision c. behavioral d. trait e. cognitive dissonance (b; Moderate; Leadership-Participation Model; p. 400) 57. Criticism of Vroom and Yetton’s leader-participation model focus on ________. a. the model’s overall complexity b. the lack of research testing of the model c. the abstract nature of the model d. the model’s emphasis on follower commitment e. the model’s emphasis on time restrictions related to decision-making (a; Challenging; Criticism of Leadership-Participation Model; p. 400) TRUE/FALSEWhat Is Leadership? 58. Leadership and management are two terms that are often confused. (True; Easy; Management and Leadership; p. 385) 59. According to Kotter, manag ement focuses on coping with change; leadership focuses on coping with complexity. (False; Moderate; Management and Leadership; p. 385) 60. Leadership can be defined as the ability to influence a group towards the achievement of cohesiveness. (False; Moderate; Leadership; p. 385) 61. Holding a management position is an important step towards becoming a leader in an organization. (False; Moderate; Management and Leadership; p. 385) 62.Strong leadership is the primary element needed for optimum organizational effectiveness. (False; Moderate; Leadership; p. 385) Trait Theories 63. By the 1990s, numerous studies indicated that leaders differed from nonleaders only in ambition and self-confidence. (False; Challenging; Leadership; p. 386) 64. Research efforts at isolating leadership traits achieved a breakthrough, of sorts, when researchers began organizing traits around the Big Five personality framework. (True; Moderate; Big Five and Trait Theories; p. 386) 65. The Big Five personality framework revealed that traits are most useful as predictors of leadership emergence. True; Moderate; Big Five and Trait Theories; p. 386) Behavioral Theories 66. Trait research would provide a basis for selecting the â€Å"right† persons to assume formal positions requiring leadership. (True; Easy; Trait Theories; p. 389) 67. One assumption of the trait view of leadership is that leaders cannot be trained. (True; Moderate; Trait Theories; p. 389) 68. If behavioral theories of leadership are valid, selection of leaders should focus on length of experience an individual has obtained in the right situations. (False; Easy; Behavioral Theories; p. 389) 69.If behavioral theories of leadership are valid, we could have an infinite supply of effective leaders. (True; Challenging; Behavioral Theories; p. 389) 70. The most comprehensive and replicated of the behavioral theories resulted from research begun by Fred Fiedler. (False; Moderate; Ohio State Studies; p. 389) 71. The Ohio Stat e Studies involved research on only two dimensions – initiating structure and consideration. (True; Moderate; Ohio State Studies; p. 389) 72. A leader designated as high on initiating structure would be likely to clearly define the roles of his or her subordinates. (True; Easy; Initiating Structure; p. 389) 3. According to the University of Michigan studies, production-oriented leadership is defined as the extent to which a leader tends to emphasize the technical or task aspects of the job. (False; Moderate; University of Michigan Studies; p. 390) 74. The University of Michigan studies found that production-oriented leaders were associated with higher group productivity than employee-oriented leaders. (False; Challenging; University of Michigan Studies; p. 390) 75. The managerial grid model of leadership uses a grid containing nine possible positions on each axis, representing 81 different positions in which a leader’s style may fall. True; Moderate; Managerial Grid; p . 390) 76. The managerial grid model holds that managers tend to perform best under a 9,9 management style. (True; Moderate; Managerial Grid; p. 390) 77. The managerial grid was developed by a team of researchers known as the Scandinavian Studies group. (False; Easy; Managerial Grid; p. 390) 78. The managerial grid helped promote the progress of leadership research by identifying the productivity results produced by each of 81 different leadership styles. (False; Challenging; Managerial Grid; p. 390) Contingency Theories: Fiedler Model and Situational Leadership Theory 79.The Fiedler contingency model proposes that effective group performance depends upon the proper match between a leader’s style and the degree to which a situation gives control to the leader. (True; Moderate; Fiedler Contingency Model; p. 392) 80. Fiedler’s contingency model is considered to be the first comprehensive contingency model for leadership. (True; Moderate; Fiedler Contingency Model; p. 392 ) 81. Contingency models of leadership suggest that there is no one best style of leadership. (True; Easy; Contingency Models; p. 392) 82. Fiedler believes that a key factor in leadership success is the follower’s preferences for co-worker types. False; Easy; Fiedler Contingency Model; p. 392) 83. Fiedler’s findings focused on results obtained from his pioneering use of the most preferred co-worker (MPC) questionnaire. (False; Easy; Least Preferred Coworker; p. 392) 84. In Fiedler’s approach, if a respondent uses unfavorable terms to describe the co-worker in question, the respondent can be said to be primarily task-oriented. (True; Moderate; Least Preferred Coworker; p. 392) 85. Fiedler’s theory is based on the assumption that leaders can’t change their styles to fit changing situations. (True; Moderate; Fiedler Contingency Model; p. 392) 86.Fiedler’s theory suggests that training is an effective tool to improve leader effectiveness. (False ; Moderate; Fiedler Contingency Model; p. 392) 87. Fiedler’s three situational factors include: leader-member relations, task structure, and stress. (False; Moderate; Fiedler’s Key Situational Factors; p. 393) 88. According to Fiedler, task structure is the degree to which the job assignments are procedurized. (True; Moderate; Task Structures; p. 393) 89. According to Fiedler, leader-member relations concern the degree to which a leader takes a personal interest in the needs of his or her employees and accepts individual differences among them. False; Challenging; Position Power; p. 393) 90. According to Fiedler’s contingency model, task-oriented leaders are most effective in situations of high or low control. (True; Moderate; Matching Leaders and Situations; pp. 393-394) 91. Fiedler assumes that we should concentrate on changing situations to suit the leaders or changing the leaders to fit the situation. (True; Moderate; Matching Leaders and Situations; p. 394) 92. Taken as a whole, tests of the overall validity of the Fiedler model tend to support substantial parts of the model. (True; Moderate; Fiedler Contingency Model; p. 394) 93.One criticism of the Fiedler model concerns the fact that the logic underlying the model’s questionnaire is not well understood. (True; Moderate; Problems with Fiedler Contingency Model; p. 395) 94. Studies regarding the Fiedler model have shown that respondents’ questionnaire scores tend to be relatively stable. (False; Moderate; Problems with Fiedler Contingency Model; p. 395) 95. One advantage of the Fiedler model is that its contingency variables are simple and easy to assess. (False; Moderate; Problems with Fiedler Contingency Model; p. 395) 96. The essence of cognitive resource theory is that stress is the enemy of rationality. True; Moderate; Cognitive Resource Theory; p. 395) 97. Cognitive resource theory predicts that in low-stress situations, bright individuals perform better in the le adership role than their less intelligent counterparts. (True; Moderate; Cognitive Resource Theory; p. 395) 98. Cognitive resource theory predicts that in high-stress situations, more experienced individuals perform better than do less experienced people. (True; Moderate; Cognitive Resource Theory; p. 395) 99. Under the cognitive resource theory, experience is generally a strong predictor of leadership effectiveness. False; Easy; Cognitive Resource Theory; p. 395) 100. Hersey and Blanchard argue that the correct leadership style is contingent on the level of the follower’s readiness. (True; Easy; Situational Leadership Theory; p. 395) 101. Situational leadership theory essentially views the leader-follower relationship as analogous to that between a parent and child. (True; Easy; Situational Leadership Theory; p. 396) 102. Situational leadership theory has been well validated by research but not well received by practitioners because there are so many factors to examine. (Fal se; Moderate; Situational Leadership Theory; p. 96) 103. SLT is an example of a trait theory. (False; Easy; Situational Leadership Theory; pp. 395-396) 104. The path-goal model of leadership integrates the expectancy model of motivation with key elements of the Ohio State Studies. (True; Moderate; Path-Goal Theory; p. 396) 105. Path-goal theory assumes leaders are flexible and can display different leadership behavior depending on the situation. (True; Moderate; Path-Goal Theory; p. 397) 106. A hypothesis that has evolved out of path-goal theory is that directive leadership leads to greater satisfaction when tasks are ambiguous or stressful. True; Moderate; Path-Goal Theory Predictions; p. 398) Leader-Member Exchange (LMX) Theory 107. In the leader-member exchange theory, leaders don’t treat all of their subordinates alike. (True; Moderate; Leader-Member Exchange Theory; p. 397) 108. According to LMX theory, out-group members get more of the leader’s time, but in a neg ative manner. (False; Moderate; Leader-Member Exchange Theory; p. 397) 109. In the leader-member exchange theory, leaders establish a special relationship with a small group of employees called the â€Å"supportive followers. † (False; Moderate; Leader-Member Exchange Theory; p. 397) 110.Research testing of LMX theory has been generally supportive. (True, Moderate, Evaluation of Leader-Member Exchange Theory; p. 398) Decision Theory; Vroom and Yetton’s Leader-Participation Model 111. The leader-participation model provides a set of rules that leaders can use to determine the appropriate leadership behavior for a given task structure. (True; Moderate; Leadership-Participation Model; p. 400) 112. The complexity of the leadership-participation model enables leaders to apply it realistically when they are assessing decision-making situations. (False; Challenging; Criticism of Leadership-Participation Model; p. 00) SCENARIO-BASED QUESTIONS Application of Trait Theories Your company’s HR director is a believer in trait theories of leadership. He believes that he can differentiate leaders from non-leaders by focusing on personal qualities and characteristics. The HR director plans to promote Lawrence, a highly extroverted manager with a great deal of ambition and energy. Furthermore, the president of the company is preparing to retire, and the HR director is searching for her replacement. He asks for your expertise in helping him to apply trait theory to leadership selection within your company. 13. You explain that research efforts at isolating leadership traits have ________. a. identified six leadership traits that predict leadership b. been supportive of the Big Five leadership traits predicting leadership c. shown that conscientiousness does not help much in predicting leadership d. identified emotional stability as the most strongly related trait to leader emergence e. been more focused on developing contingency theories and replacing trait theories (b; Easy; Big Five and Trait Theories; p. 386) {AACSB: Analytic Skills} 114.When selecting individuals for leadership positions, trait theory suggests that which of the following is least helpful for identifying leaders? a. extraversion b. conscientiousness c. openness to experience d. agreeableness e. ambition (d; Moderate; Big Five and Trait Theories; p. 387) {AACSB: Analytic Skills} 115. You advise the director to prioritize which of the following when looking for appropriate candidates for the president’s replacement? a. goal-orientation b. analytical capacity c. emotional intelligence d. emotional stability e. training (c; Moderate; Emotional Intelligence and Trait Theories; p. 387) {AACSB: Analytic Skills} 16. The director believes that because of these innate characteristics, Lawrence will be highly effective at helping the company achieve its production goals. You advise the director against this decision because ________. a. research has identified emotiona l stability as the strongest predictor of leadership effectiveness b. studies have found that the Big Five traits are difficult to identify in leaders c. studies have shown that traits are poor predictors of leadership effectiveness d. research has found that conscientiousness is a better predictor of effectiveness than extraversion e. esearch has shown that effective managers are often unlikely to become effective leaders (c; Moderate; Trait Theories; p. 388) {AACSB: Analytic Skills} Application of Trait and Behavioral Theories You are the CEO of an engineering design firm that has several departments, each specializing in the design of different products. You have noticed a great deal of difference between the styles of the various department directors. You also see a big difference in the morale, employee satisfaction levels, and effectiveness (productivity) levels of the departments.One of your goals as CEO is to maximize productivity across all departments. 117. As you look at the difference between the department directors, you notice that some are more charismatic and enthusiastic than others. In identifying this difference, you are looking at the directors’ _____. a. behaviors b. traits c. personalities d. attitudes e. all of the above (b; Easy; Traits; p. 386) {AACSB: Analytic Skills} 118. Some of the departmental directors spend more time training and helping their employees, while other spend more time on the technical issues that arise in the development process.According to the categories used in the University of Michigan studies, the directors can be described as ________. a. oriented toward initiating structure vs. oriented toward consideration b. employee-oriented vs. production-oriented c. training-oriented vs. development-oriented d. assistance-oriented vs. growth-oriented e. authority-type leaders vs. laissez faire-type leaders (b; Moderate; University of Michigan Studies; p. 390) {AACSB: Analytic Skills} 119. Based on the results of the University of Michigan studies, which directors most likely have departments with higher productivity and job satisfaction? . the employee-oriented leaders b. the production-oriented leaders c. the consideration-oriented leaders d. the development-oriented leaders e. the task-oriented leaders (a; Moderate; Employee-Oriented Leaders; p. 390) {AACSB: Analytic Skills} 120. Of all the departments, Gerard’s department has the greatest production output. His employees seem most satisfied with his leadership as well. You categorize the behavioral styles of each department director using the managerial grid. According to the work of Blake and Mouton, who developed the grid, which of the following is most likely to reflect Gerard’s score on he grid? a. 8,8 b. 5,5 c. 1,7 d. 7,1 e. 1,1 (a; Moderate; Managerial Grid; p. 390) {AACSB: Analytic Skills} 121. It can be inferred that the poorest performing director is most likely to receive which of the following scores on the mana gerial grid? a. 9,9 b. 1,9 c. 9,1 d. 5,5 e. 1,1 (e; Challenging; Managerial Grid; p. 390) {AACSB: Analytic Skills} Application of Fiedler’s Contingency Theory You have decided to use Fiedler’s LPC questionnaire to help your employees learn more about their leadership styles. Each of your employees has filled out and scored the instrument.It is your job to try to explain to them how to use the survey information. 122. According to Fiedler’s approach, your employees should assume which of the following about the leadership styles determined through using the survey? a. Each person’s style is essentially fixed. b. Each person can use the information to change his/her style to a more productive style. c. Task-oriented leaders will not perform as well as relationship-oriented leaders in situations that are very unfavorable. d. Task-oriented leaders will perform better than relationship-oriented leaders in moderately favorable situations. . Each person’s style will change in accordance with the situation at hand. (a; Moderate; Fiedler Contingency Model; p. 392) {AACSB: Analytic Skills} 123. Fran completes the LPC questionnaire and finds that she described her least preferred co-worker in relatively positive terms. She is surprised by this finding because she recalls being particularly annoyed by this difficult co-worker. Based on your understanding of Fiedler’s model, you explain to Fran that her LPC score makes sense within the model because ________. a. Fran tends to become very dominating when given ambiguous tasks b.Fran is usually much more focused on productivity than on developing relationships c. Fran tends in general to focus on building good relationships with the other employees at your company d. Fran has a spotty work history and has tended to switch jobs every couple of years e. Fran is usually chosen for positions of high responsibility within your organization (c; Challenging; Least Preferred Coworker; p. 392 ) {AACSB: Analytic Skills} 124. In utilizing Fiedler’s contingency model, which of the following contingency dimensions should your employees pay attention to? a. leader-member relations b. ask structure c. position power d. All of the above are important dimensions in this model. e. None of the above are important dimensions in this model. (d; Moderate; Fiedler’s Key Situational Factors; p. 393) {AACSB: Analytic Skills} 125. The Fiedler model proposes ________. a. changing the leader b. changing the situation c. matching leaders and situations d. changing the employees e. training the leader to match each situation (c; Easy; Matching Leaders and Situations; p. 394) {AACSB: Analytic Skills} Application of Various Theories Your boss has been reading several books on leadership. You notice that every ew months he is spouting a different approach and philosophy. You have been trying to keep up with him and figure out which â€Å"leadership theory of the month† he i s studying. 126. Suddenly your boss begins sending people to training to help them develop more effective leadership styles. It is clear that he is reading an author who supports _____. a. trait theories b. behavioral theories c. Fiedler’s contingency model d. the reflection effect e. none of the above (b; Easy; Behavioral Theories; p. 389) {AACSB: Analytic Skills} 127. You have noticed that your boss is often asking you what types of peers you least like to work with.You suspect that he is trying to covertly determine your leadership style according to _____. a. Hersey and Blanchard b. Vroom and Yetton c. Fiedler d. Sondak e. none of the above (c; Easy; Fiedler Contingency Model; p. 392) {AACSB: Analytic Skills} 128. This month your boss seems less concerned about his leaders than he is about the people who work for them and whether these employees are willing and able to perform particular tasks. Your boss is most likely reading _____. a. Hersey and Blanchard b. Vroom and Y etton c. Fiedler d. Christos e. Fiedler and Garcia (a; Easy, Situational Leadership Theory; p. 95) {AACSB: Analytic Skills} 129. Now your boss seems to be trying to analyze each leader according to which employees they interact with most and least, and which employees they rate highest and lowest. You suspect that he is reading about which of the following models? a. SLT b. LMX c. LPC d. PGT e. SNFU (b; Moderate; Leader-Member Exchange Theory; p. 398) {AACSB: Analytic Skills} Application of Leader-Member Exchange (LMX) Theory As you have observed your department manager and her interactions with the department’s employees, you have come to believe in LMX theory.Sarah and Joe get less of the manager’s time. Sally gets fewer of the preferred rewards that the manager controls and John has a relationship with the manager based on formal authority interactions. Rebecca is trusted. Jennifer gets a disproportionate amount of the manager’s attention and is more likely t o receive special privileges. 130. According to LMX theory, the in-group is likely to be comprised of _____. a. Rebecca and Jennifer only b. Jennifer only c. Rebecca only d. John, Rebecca, and Jennifer only e. Sarah, Joe, Sally, and John only (a; Moderate; In-Group; pp. 398-399) {AACSB: Analytic Skills} 31. According to LMX theory, which of the following employees is likely to be included in the out-group? a. Rebecca only b. Jennifer only c. Sarah and Jennifer only d. Sarah and Joe only e. Sarah, Joe, Sally, and John only (c; Easy; Out-Group; p. 399) {AACSB: Analytic Skills} 132. When you look at this department’s performance evaluations, you expect to find that _____. a. Rebecca and Jennifer have high ratings b. Rebecca, John, and Jennifer have high ratings c. Rebecca and Jennifer have high ratings, John has moderate ratings, and the rest of the employees have low ratings d.John has received more promotions than any of the other employees e. Rebecca and John compete with eac h other for the highest ratings (a; Moderate; In-Group; p. 399) {AACSB: Analytic Skills} 133. The manager of this particular department is very goal-oriented in his leadership style. Which of the following employees is also likely to be very goal-oriented? a. Sarah b. Jennifer c. Joe d. Sally e. John (b; Moderate; In-Group; p. 399) {AACSB: Analytic Skills} SHORT DISCUSSION QUESTIONS 134. What is the difference between leadership and management? Leadership is defined as the ability to influence a group toward the achievement of goals.Leadership is about coping with change, management is about coping with complexity. Good management brings about order and consistency by drawing up formal plans, designing rigid organization structures, and monitoring results against plans. Management consists of implementing the vision and strategy provided by leaders, coordinating and staffing the organization, and handling day-to-day problems. (Easy; Management and Leadership; p. 385) {AACSB: Analyti c Skills} 135. What â€Å"breakthrough† resulted in consistent and strong support for traits as predictors of leadership?When researchers began organizing traits around the Big Five personality framework, it became clear that most of the dozens of traits that emerged in various leadership reviews could be subsumed under one of the Big Five. This approach resulted in consistent and strong support for traits as predictors of leadership emergence. (Easy; Leadership; p. 385) {AACSB: Analytic Skills} 136. What are the implications of the behavioral theories of leadership? If trait research had been successful, it would have provided a basis for selecting the â€Å"right† persons to assume formal positions in groups and organizations requiring leadership.In contrast, if behavioral studies were to turn up critical behavioral determinants of leadership, we could train people to be leaders. The difference between trait and behavioral theories, in terms of application, lies in t heir underlying assumptions. If trait theories were valid, then leaders are born rather than made. On the other hand, if there were specific behaviors that identified leaders, then we could teach leadership – we could design programs that implanted these behavioral patterns in individuals who desired to be effective leaders. Moderate; Implications of Behavioral Theories; p. 389) {AACSB: Analytic Skills} 137. Identify and explain the two dimensions of leadership described in the Ohio State studies. The Ohio State studies proposed that two categories accounted for most of the leadership behavior described by employees. They called these two dimensions initiating structure and consideration. a) Initiating structure refers to the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. ) Consideration is described as the extent to which a person is likely to have job relationships that are characterized b y mutual trust, respect for employees’ ideas, and regard for their feelings. (Easy; Ohio State Studies; p. 389) {AACSB: Analytic Skills} 138. Explain the components of Blake and Mouton’s managerial grid. Blake and Mouton proposed a managerial grid based on the styles of concern for people and concern for production. This grid shows the dominating factors in a leader’s thinking in regard to getting results. Managers were found to perform best under a 9,9 style.The dimensions represent the Ohio State dimensions of consideration and initiating structure and the Michigan dimensions of employee oriented and production oriented. (Easy; Managerial Grid; p. 390) {AACSB: Analytic Skills} 139. How was cognitive resource theory developed, and what are its main findings? Fiedler and Joe Garcia re-conceptualized Fiedler’s contingency model. They focused on the role of stress as a form of situational unfavorableness and how a leader’s intelligence and experience influence his or her reaction to stress. The essence of the theory is that stress is the enemy of rationality.Fiedler and Garcia found that a leader’s intellectual abilities correlate positively with performance under low stress but negatively under high stress. According to the theory, it’s the level of stress in the situation that determines whether an individual’s intelligence and experience will contribute to leadership performance. (Moderate; Cognitive Resource Theory; p. 395) {AACSB: Analytic Skills} 140. Describe LMX theory and identify its main beliefs. This theory argues that because of time pressures, leaders establish a special relationship with a small group of their followers.These individuals make up the in-group – they are trusted, get a disproportionate amount of the leader’s attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the leader’s time, fewer of the preferred rewards that the leader controls, and have leader-follower relations based on formal authority interactions. The leader implicitly categorizes the follower as an â€Å"in† or â€Å"out† and that relationship is relatively stable over time. (Moderate; Leader-Member Exchange Theory; pp. 398-399) {AACSB: Analytic Skills} 141. Describe the leader-participation model.Victor Vroom and Phillip Yetton developed a model that related leadership behavior and participation in decision making. Recognizing that task structures have varying demands for routine and non-routine activities, these researchers argued that leader behavior must adjust to reflect the task structure. The model was normative – it provided a sequential set of rules that should be followed in determining the form and amount of participation in decision making, as determined by different types of situations. The model was a decision tree incorporating seven contingencies and five alternative lea dership styles. Easy; Leadership-Participation Model; p. 400) {AACSB: Analytic Skills} MEDIUM LENGTH DISCUSSION QUESTIONS 142. Explain the principles of Hersey and Blanchard’s situational leadership theory. Situational leadership is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which they argue is contingent on the level of the followers’ readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders.Readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get t he follower to â€Å"buy into† the leader’s desires; if followers are able and unwilling, the leader needs to use a supportive and participative style; and if the employee is both able and willing, the leader doesn’t need to do much. Moderate; Situational Leadership Theory; pp. 395-396) {AACSB: Analytic Skills} 143. What are the predictions of path-goal theory? Path-goal theory made several predictions: a) Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful than when they are highly structured and well laid out. b) Supportive leadership results in high employee performance and satisfaction when employees are performing structured tasks. c) Directive leadership is likely to be perceived as redundant among employees with high perceived ability or with considerable experience. ) Employees with an internal locus of control will be more satisfied with a participative style. e) Achievement-oriented leadership will increase employee s’ expectancies that effort will lead to high performance when tasks are ambiguously structured. (Moderate; Path-Goal Theory Predictions; p. 398) {AACSB: Analytic Skills} 144. Summarize the leader-member exchange theory. The leader-member exchange (LMX) theory argues that because of time pressures, leaders establish a special relationship with a small group of their followers.These individuals make up the in-group—they are trusted, get a disproportionate amount of the leader’s attention, and are more likely to receive special privileges. Other followers fall into the out-group. They get less of the leader’s time, fewer of the preferred rewards that the leader controls, and have leader-follower relations based on formal authority interactions. The theory proposes that early in the history of the interaction between a leader and a given follower, the leader implicitly categorizes the follower as an â€Å"in† or an â€Å"out† and that relations hip is relatively stable over time.The theory and research surrounding it provide substantive evidence that leaders do differentiate among followers; that these disparities are far from random; and that followers with in-group status will have higher performance ratings, lower turnover intentions, greater satisfaction with their superior, and higher overall satisfaction than will the out-group. These positive findings for in-group members are consistent with our knowledge of the self-fulfilling prophesy. (Moderate; Leader-Member Exchange Theory; pp. 98-399) {AACSB: Analytic Skills} COMPREHENSIVE ESSAYS 145. Explain Fiedler’s contingency model. In your discussion, describe the role of the LPC (least preferred coworker) questionnaire and identify the key situational factors that determine leadership effectiveness, according to this model. Fred Fiedler developed the first comprehensive contingency model for leadership. This model proposes that effective group performance depends upon the proper match between the leader’s style and the degree to which the situation gives control to the leader.The least preferred co-worker (LPC) questionnaire is used to determine what the leader’s basic style is. Sixteen contrasting adjectives are used to ask respondents to describe their least-preferred co-worker. If the least preferred co-worker is described in relatively positive terms (a high LPC score), then the respondent is primarily interested in good personal relations with this co-worker. This person is considered relationship oriented. If the least preferred co-worker is primarily interested in productivity, they would be labeled task oriented.Fiedler assumes that an individual’s leadership style is fixed. Fiedler identified three contingency dimensions that define the key situational factors that determine leadership effectiveness. a) Leader-member relations are the degree of confidence, trust, and respect members have in their leader. b) Tas k structure is the degree to which the job assignments are procedurized. c) Position power is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.The better the leader-member relations, the more highly structured the job, and the stronger the position power, the more control the leader has. With knowledge of an individual’s LPC and an assessment of the three contingency variables, Fiedler proposes matching them up to achieve maximum leadership effectiveness. Task-oriented leaders tend to perform better in situations that were very favorable to them and in situations that were very unfavorable. Relationship oriented leaders perform better in moderately favorable situations.Fiedler has suggested recently that task-oriented leaders perform best in situations of high and low control, while relationship-oriented leaders perform best in moderate control situations. There are two ways to improve leader effect iveness. You can change the leader to fit the situation. The second alternative would be to change the situation to fit the leader. This could be done by restructuring tasks or increasing or decreasing the power that the leader has to control factors such as salary increases, promotions, and disciplinary actions. (Challenging; Fiedler Contingency Model; pp. 92- 394) {AACSB: Analytic Skills} 146. Compare and contrast Hersey and Blanchard’s situational leadership theory with House’s path-goal theory. Hersey and Blanchard’s situation leadership theory is a contingency theory that focuses on the followers. Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers’ readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leaders.The term readiness refers to the extent to which people ha ve the ability and willingness to accomplish a specific task. SLT says if a follower is unable and unwilling to do a task, the leader needs to give clear and specific directions; if followers are unable and willing, the leader needs to display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get the follower to â€Å"buy into† the leader’s desires; if followers are able and unwilling, the leader needs to use a supportive and articipative style; and if the employee is both able and willing, the leader doesn’t need to do much. Path-goal theory was developed by Robert House. The essence of the theory is that it’s the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.The term path-goal is derived from the belief that effective le aders clarify the path to help their followers get from where they are to the achievement of their work goals and make the journey along the path easier by reducing roadblocks. House identified four leadership behaviors. The directive leader lets followers know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish tasks. The supportive leader is friendly and shows concern for the needs of followers.The participative leader consults with followers and uses their suggestions before making a decision. The achievement-oriented leader sets challenging goals and expects followers to perform at their highest level. House assumes that leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation. (Challenging; Situational Leadership Theory and Path-Goal Theory; pp. 395-396) {AACSB: Analytic Skills}

Television and How It Works essays

Television and How It Works essays The only reason we can view the effects of the television is due to how our brain interprets the signal it emits. Broken down, the images on a television are made up of tiny little particles of light. These are called pixels. Each pixel is a tiny part of an image. As a TV screen gets larger, more pixels are necessary to make the picture sharp enough for us to view it. Think of a computer screen just as you would a television in that it works just like a television. For example, the computer screen that I am working on is listed as 1024 by 728 pixels. This is the number of pixels horizontal by the number of pixels vertical. All of these little beams of light are sorted next to each other so that the picture can be seen. One can view these pixels in their full effect when they view pictures on the computer (in a program such as Microsoft Paint). You can zoom in on the picture so far that all you can see is the blown up version of the little pixels. The other reason our brain is the catalyst to our ability of viewing television is that it can fuse still pictures to make video. We literally, without knowing it, break down video into these stills. Our brains take these stills, and when enough of them are put together in a rapid rate, we can make them seem as though they are one fluid image. It takes roughly 15 or so images (per second) to make the images come out as a smoothly flowing video. If there are less than that, the video will come out choppy. Many can associate with that from online streaming video captures, and or web cam feeds. Televisions use a cathode ray tube (CRT) to display its images. This is the most common way TV images are displayed. The CRT is made up of parts comparable to a battery. It has an anode (positive terminal) and a cathode (negative terminal). Much like a normal light bulb u can find in fixtures around your house, the cathode is the part that heats up. When this cathod...

What Your SAT Scores Really Mean In College Admissions

For many high school students, standardized tests are a huge part of the college admissions process. After all, selective colleges often use test scores to help in the initial screening of applications, so it’s only natural that many students get anxious just thinking about them. Here at , we have successfully counseled hundreds of students through the test prep and college application processes, so we’ve heard all the questions and more. Will a bad score mean I can’t get into my top choice college? Does a perfect score outweigh my less-than-stellar grades? What score will guarantee me a place at an Ivy League? There’s no doubt that standardized test scores often play a role in college admissions, but it’s hard to generalize exactly much they matter across the board. In this post, we’ll discuss the various ways in which standardized test scores are weighed during the college admissions process. So, if you’re gearing up for a standardized test or college app season, read on to learn more about how much your SAT or ACT scores actually matter. There are two instances in which SAT and ACT are weighed heavily on college applications. The first is at the very beginning of an application’s review, and the second is at the end. Initially, SAT and ACT scores are sometimes used as screening tools in the college admissions process. That means they are one a few factors that are commonly reviewed before an entire application gets read. Admissions committees have a tough job. They often have to sort through thousands of applications to find the students who will be the best match at their university. Because these admissions officers are real people, and not simply robots without the need for sleep, food, or drink during admissions season, they are simply not able to read each and every application in its entirety. Instead, each application gets an initial review, or what amounts to essentially a skim reading, to determine if it should be looked at in more depth. Often, these initial reviews include a glance at standardized test scores, along with a few other factors like grades and extracurriculars or honors. If your scores in combination with these other factors do not compel the admissions committee to look further, there’s a possibility that your application won’t be completely reviewed. In other words, there are a few pieces of data on your application that have the opportunity to impress at first glance, and test scores are one of them. Perform well enough and you just might earn a spot in the second round of application reviews. Have a dismal showing and fail to compel the admissions committee in other ways and your application may not see the light of another day. The second instance in which your standardized test scores can be very important is when the admissions committee is finalizing their acceptances. Imagine this—the committee has narrowed their choices to 50 applicants, but only has room for half of them. Their job now is to compare the applicants and choose the ones who are most likely to succeed. If your application is identical to the next one, but you outscore him or her by 100 points on your SAT, you will likely become the more desirable candidate. Sometimes, SAT and ACT are not important in college admissions. This is great news for the student who simply doesn’t perform well on tests or who, for whatever reason, hasn’t prepped as well as possible. With our free SAT guide, you'll get ’s top tips for mastering the SAT. Enter your name and email below to download the checklist. SAT and ACT scores become less important when other aspects of your application become more compelling. For example, if you have competed at the national level in athletics or you have patented a new advance in medical technology, the fact that you performed poorly on your verbal SAT will be less important because the remainder of your application is so strong. Another time when standardized test scores don’t matter as much is when you are applying to a specific major or program that is largely unrelated to them. If your calling is musical performance and you have performed on the national stage, successfully competed in high profile band competitions, and taught master classes at a local community college, your SAT or ACT scores aren’t very relevant to your intended course of study. Finally, some colleges simply don’t weigh standardized tests very heavily. For example, Wesleyan, Bowdoin, Bates, and George Washington University don’t require standardized tests at all anymore, and these are just a few of the colleges that now consider these tests optional. To learn more about testing-optional schools, check out our post The Reality of the Testing Optional Trend . Standardized test scores aren’t just useful to college admissions committees. They can be useful to you, the applicant, as well. When you are choosing which colleges you’ll apply to, you can use your SAT or ACT scores to help narrow your choices. The simplest way to do this is by researching the SAT and ACT scores of admitted students at the colleges that interest you most. This data is typically readily available through a simple online query and is also often published by US News and World Report in their annual college review. When you review the scores of admitted students, you will usually see them broken down into percentile ranges. For example, at Notre Dame, the 25th percentile SAT score is 1410, the 50th percentile SAT score is 1490, and the 75th percentile SAT score is 1550. This means that if you score a 1400 on the SAT, you should consider Notre Dame a reach school, because your score falls in the bottom 25% of admitted students. Of course, this doesn’t mean that you won’t get in, but it does mean that your application will have to be more impressive in other ways to make up for it. On the other hand, if you score a 1570, you have a far better chance. While you still aren’t guaranteed an acceptance, you can be assured that you won’t be rejected due to your test scores. To learn more about how SAT scores can shape your college list and where you choose to apply, check out our post The College List, Decoded: Safety, Target, and Reach Schools . For help mastering both the content and strategy needed to boost your SAT score, consider the consider the benefits of ’s full service, customized SAT Tutoring Program , where the brightest and most qualified tutors in the industry guide students to an average score increase of 140 points.

Should smoking be outlawed in public areas Essay

Should smoking be outlawed in public areas - Essay Example public places should be outlawed, because it causes passive smoking, where those who are not smoking and perhaps are not smokers end up inhaling the smoke. This passive smoking has various effects; causes cancer, irritation, complications in children, fertility problems among others. Tobacco smoke includes over 4000 chemicals in the form of particles, and in these, approximately 60 substances contained in the tobacco smoke are known to causes of cancer. Lung cancer is the most common form of cancer caused by smoking. It is estimated that passive smokers have a 25% chance of developing lung cancer. Passive smoking causes irritation especially to non-smokers. The irritation may be visible irritation, but cigarette smoke is known to contain substances that cause irritation to the tissues of the respiratory system. There can also be irritation of the eye, causes cough, migraines, dizziness, nausea and other forms of irritation that the different non-smokers may exhibit. Children’s’ immune system is not fully developed, and passive smoking is extremely dangerous on them. Some of its effects on children are; asthmatic attacks, it may affect the mental growth of children. Studies also show that exposing children to passive smoking makes them more vulnerable to bronchitis and pneumonia, and will most likely be admitted in hospital for treatment in their first year of life. Passive smoking also causes fertility problems in women. Women affected by passive smoking have a 68% chance of developing fertility complications than those who have not been exposed. They may experience miscarriages and may find it very difficult to