A Brief Profile Analysis of an Immigrant by the Name Chulryong Seo Essay

A Brief Profile Analysis of an Immigrant by the Name Chulryong Seo - Essay Example The interviewee states that there are a lot of tribulations facing North Korea such as famine, lack of freedom and lack of communication. It is sad that he lost both of his parents through starvation. His escapes from North Korea allowed him to learn about several things in America such as freedom of communication, religion, dressing and movement. He wants to learn the experiences in America so as to go and change the perceptions of living in North Korea. The 25years old boy who has lived in the United States for four years is well conversant with the English language hence giving him an opportunity to interact with the Americans effectively. Ironically, he stays with a Korean family in New York despite him saying that Koreans are not good people as compared to the Americans. He first met the family he is putting up with while in China. Despite being a tempered person he is open-minded to every person thus can interact effectively. Chulryong cites that the government of North Korea practices dictatorship which does not give its people privileges to enjoy hence causing sufferings, challenges and underestimation. The government controls both cultural and social activities in the country. The dictatorial tendencies do not go down well with Chulryong who feels that something must be done to end the vice. He is surprised that Americans do not appreciate the privilege of freedom that is bestowed upon them. The treasure of freedom is the best gift one must always appreciate because it is rare according to Chulryong. Whereas he appreciates freedom in the United States, Chulryong asserts that too much freedom is very dangerous. He cautions Americans not to send money to friends in North Korea. Too much freedom is very dangerous to a nation and can cause harm if not tamed. (Sen Pg 23) Chulryong states that freedom of religion is not guaranteed in North Korea. As a Christian, he  believes that church is an essential tool in life for progress.   

Functions in the Human Body

Functions in the Human Body Part A Digestive System The digestive system is the system of organs that takes food in, the digestive system is a set of organs that transforms whatever we eat into substances that can be used in the body for energy, growth and repair. The main functions of the digestive system are ingestion, digestion, absorption, and defection. Ref: (Class Notes 2015) Explain the functions of each part of the digestive system identified in the diagram above? The Mouth The mouth is the first portion of the alimentary canal that receives food and saliva. The oral mucosa is the mucous membrane epithelium lining the inside of the mouth. The tongue is a muscular organ and has many taste buds, which are accountable for the tastes: sweet, sour, bitter and salt. You would get a range of different flavours as the tongue moves the food around the mouth. The food in your mouth moves from tooth to tooth to have it made into a pulp with the aid of saliva. The tongue would then pass the pulp (bolus) down the throat. There are four types of teeth. Individually they have their own functions in the breakdown of food. The first would be the incisors, there are four in each jaw. They are sharp, chisel shaped teeth that are used for cutting and biting. Next to these on both sides are the canines, canines are cone shaped teeth frequently called the eye-tooth. They have a sharp point and you would use them to tear food. There’s to in each jaw. Next are the premolars, there are four of them in each jaw, they would be used for crushing and crunching of food. There blunt broad teeth with two sharp ridges. Molars are similar to premolars and are six to each jaw, they are also blunt broad teeth but have a larger surface area. Each has four surface points. The salivary glands there are three parts of the salivary gland you have the parotid gland that is situated below the ear, the submandibular and the sublingual gland, they are situated below the tongue. Liquid called saliva is secreted from them. It contains water, mucus and the enzyme salivary amylase. The function of saliva is to lubricate the food with mucus, making it easier to swallow. The Oesophagus It’s a muscular tube that leads from the pharynx to the stomach. The food moves through it by a muscular contraction known as peristalsis. It’s part of the digestive system. It is the tube that carries food from your mouth to the stomach. The muscles contract and relax creating a wave like motion on the tube. The lining of the oesophagus secretes mucus to ease and oil the passage of food. Once food touches the end of the oesophagus it presses against the cardioesophageal sphincter. The Stomach The stomach is a C-shaped elastic sac. The wall of the stomach is a grouping of layers of muscle fibre with an inner mucous membrane. The mucous membrane has a lot of doublings called rugae. When the stomach is full is will stretch out allowing expansion, then it would contract when it empties. When the stomach is full it can hold up to approx. 4 litres (1 gallon) of food. The Liver The liver has numerous functions, its main function inside the digestive system is to process the nutrients absorbed from the small intestine. Bile from the liver secreted into the small intestine also plays a significant role in digesting fat. The liver only makes bile. The Gallbladder The gallbladder is a pear-shaped deep structure located under the liver and on the right side of the abdomen. Its main function is to store and concentrate bile, a yellow / brown digestive enzyme formed by the liver. The gallbladder is part of the biliary tract. The Pancreas The pancreas is a greyish pink gland organ it’s placed in the upper abdomen, it lies behind the stomach and intestines (guts). It is roughly the size of a hand. The pancreas has to major functions, one of them is to make digestive enzymes which help us to digest food. Enzymes are special chemicals which help speed up your body’s processes. The second one makes hormones which regulate our metabolism. Hormones are chemicals that can be released into the bloodstream. The Large Intestine The large intestine is a thick tube that’s approximately 1.5 metres (5 feet) long it receives waste from the small intestine, it hangs around the small intestine in an arch shape. It involves the caecum, colon, rectum, and the anal canal. The colon holds bacteria which breaks down any remaining food and makes some significant vitamins. It also deals with waste within the body. Small Intestine The small intestine is approximately six metres (18 feet) long. 90% of the digestive process takes place here in the small intestine. It’s a coiled tube that has three parts which are the duodenum, jejunum, and the ileum. The wall of the whole of the small intestine is significantly folded, each of the villi contains more projections called microvilli that absorbs food and passes it onto the capillaries. Muscles of the walls contract and relax so that the villi sway about. Appendix The appendix is a narrow tube attached to caecum and it is about 9 cm long. The appendix is not a vital organ you can live without it. The appendix sits at the junction of the small intestine and the large intestine, the appendix sits in the lower right abdomen. The function of the appendix is unknown. A theory is that the appendix acts as a storehouse for good bacteria â€Å"rebooting† the digestive system after diarrheal illnesses. Rectum The rectum is a short straight section of the alimentary canal, it leads from the colon to the anus and thus to the outside world. A human rectum is approximately 12cm long.The rectum is a chamber that begins at the end of the large intestine. It is usually empty only receiving the contents of the colon called faeces when they are ready to be passed out of the anus. The Anus The anus starts at the bottom of the rectum. The anorectal line separates the anus from the rectum. Tissue called fascia surrounds the anus and joins it to nearby structures. Circular muscles named the external sphincter form the wall of the anus and hold it closed. The glands in your body discharge fluid into the anus to keeps it surfaces moist. Outline the composition of Proteins, Fats and Carbohydrates, and explain how each of them are digested and absorbed by the body. Proteins, fats and carbohydrates are all in the body. Protein helps the body to grow, it builds muscle and gives you energy. Protein accounts for 16% of a person’s total body weight the reason for this is because connective tissue, skin, hair and muscle are all made up from protein. Carbohydrates are sugars the body uses for energy, simple carbohydrates give the body quick energy. Fat is also another way it helps the body grow, your body needs fat to process vitamins. Polyunsaturated and monosaturated fats are good for your body. Source Function Digestion Proteins Fish Red Meat Beans Dairy Products The functions of protein are to help the body to grow and repairs any damage done to your body .i.e. Cuts. The Stomach – the enzymes pepsin begins the digestion of proteins in the stomach breaking it down into large polypeptides. The Small Intestine- enzymes from the pancreas, trypsin, and chymotrypsin break the large polypeptides into smaller chains. Finally the small intestine breaks up the small polypeptides into individual amino acids ready for absorption. Fats Dairy Products Meat Olive oil Avocados Sunflower oil The functions of fat are to help the body grow. In the small intestine, fat are emulsified by bile salts from the liver. Lipase from the pancreas breaks down fat into fatty acids and glycerol ready for absorption. Carbohydrates Rice Potatoes Pasta Cereals Flour The functions of carbohydrates are a release of energy Salivary amylase creates the breakdown of polysaccharides in the mouth. Part B Draw a diagram of a typical cell, and state the function of each of its organelles? Cells are the most important units of life. Our bodies contain over 100 trillion cells, they do everything in a human body from providing structure and stability to providing energy and a means of reproduction. Ref: (Class Notes 2015) Cell membrane The cell membrane forms the outer edge of the cell and allows certain materials move in or out of the cell. Cytoplasm Cytoplasm is a gel-like material inside the cell that contains water and nutrients for the cell. Nucleus The nucleus directs the activity of the cell and contains chromosomes with DNA that contains all genetic information. Nuclear Membrane Nuclear membrane separates the nucleus from the cytoplasm. Ribosomes Ribosomes make protein for the cell. Golgi Body Golgi bodies are used in the cell for packaging and secreting of energy. Lysosomes Lysosomes are chemicals that are used to digest waste. Vacuoles Vacuoles are storage areas for the cell. Mitochondria Mitochondria breaks down food and releases energy to the cell, it’s like a powerhouse as it provides the cell with energy. Endoplasmic Reticulum Endoplasmic Reticulum moves materials around the cell. Classify tissues into the four main groups; epithelial, connective, muscle, and nervous, give an example of each? (Table format will suffice) There are four main tissue groups within the body, there are some functions and examples below for the four main groups of tissue within the body. All four cells work together in the body. Type Of Tissue Function Example Epithelial The functions of the epithelial are that the epithelial cell from the skin protects underlying tissue from injuries, harmful chemicals, invading bacteria and excessive loss of water. A sensory stimulus penetrates specialised epithelial cells. Epithelial tissue is widespread throughout the body and aid protection absorption and secretion, it’s made of closely packed cells. The cells are arranged in continuous flat sheets. They form the covering of all body surfaces. Connective The function of the connective tissue is to join bodily structures like bones and muscles together and it holds the tissue together in their place. Connective tissue connects all other tissues in the body. It consists of many different types of cells in the body and is surrounded by non-living fluid. Muscle The functions of muscle tissue are that muscle tissue is a soft tissue that composes muscles and provides rise to muscles. Muscle tissue varies with function and location in the body. Muscle tissue is tissue that contracts and relax there are 3 types in the body, the skeletal muscle tissue, smooth muscle tissue and cardiac muscle tissue. Nervous The functions of nervous tissue are to form communications network of the nervous system by conducting electric signals. The nervous tissue forms the organs of the nervous system it’s made up of a special kind of cell called a neuron it’s also called a nerve cell. Nerve cells are long and narrow. A human has 100 billion nerve cells. Ref: (Class Notes 2015) (www.google.co.uk) Explain the difference between benign and malignant tumours? A tumour develops when a group of cells escape from their normal orderly process of cell division and they begin to multiply in an uncontrolled way, after a while plenty of these abnormal cells will be produced to form a lump, that is called a growth or a tumour. Two important differences between benign and malignant tumours are invasion and spread. Benign Benign tumours do not spread they can grow to a very large size, but it wouldn’t go to other parts of the body. Benign tumours push the surrounding normal tissues and organs out of their way. Occasionally pressure from a benign tumour could damage surrounding structures but the benign tumour never invades into those structures. There are several hundred different types of benign tumours that can develop in our bodies. Malignant Malignant Tumours have the power to spread by sending off seelings of tumour which can pass through the blood or lymphatic system to other parts of the body. The Seedlings would then settle in other organs and form what are called secondary tumours or metastases. A malignant brain tumour is a fast-growing cancer that spreads to other parts of the brain and spine, brain tumours are graded between 1 and 4, and a malignant brain tumour is either grade 3 or 4. Most malignant tumours are secondary cancers that mean it starts in one part of the body and spreads to the brain. The primary tumours are the ones that start in the brain. The word cancer only relates to malignant tumours. With malignant tumours it eats away and destroys the normal tissue around the affected area in which it has started off at. The difference between benign and malignant tumours is that a benign tumour is non-cancerous were as a malignant tumour is cancerous. If has nothing to do with frequency in some of the organs of the body, benign tumours can be very large in size were a cancerous tumour can be very small. Ref: (Class Notes 2015) (www.google.co.uk) Part C Label the urinary system using the diagram overleaf. The urinary system is one of the human’s body’s waste disposal units and its filtration unit. It contains the kidneys, ureters (tubes connecting the kidneys to the bladder), the bladder and the urethra. The urinary system helps empty the body from potentially harmful waste substances like urea and alcohol. It does this through filtration and excretion. Explain the structure and function of each element of the urinary system? The urinary system consists of the kidneys, the ureters, the bladder and the urethra. The major function of the urinary system is to get rid of all waste products and excess fluid from the body. The kidneys are the main organs of the urinary system. The urinary system produces a hormone which is responsible for controlling the rate at which red blood cells are made and an enzyme is responsible for controlling blood pressure. Inside each kidney there are approximately 1 million tiny nephrons, they are the units that clean the blood. All of the functions are needed for helping the body to maintain homeostasis also known as balance. Urinary System Structure Function Kidneys The structures of the urinary system are the kidneys, ureters, bladder, and the urethra they all work together in the body. The kidneys are dark red, bean-shaped organs, it’s about 11cm long Inside each kidney there a 1 million tiny nephrons. The functions of the kidneys that they filter blood in order to get rid of wastes and excess water. The waste and water would be excreted as urine. The kidneys filter about 200 quarts of blood a day and produces about 2 quarts of waste and extra fluid. Ureters The structure of the ureters is that the ureters are tubes made up of smooth muscle fibers that propel urine from the kidneys to the urinary bladder. The functions of the ureters is that the ureters is the tube that carries urine from the kidneys to the bladder, all humans have two ureters one is attached to each kidney. Bladder The structures of the bladder is that sometimes it’s called the urinary bladder it’s a sac-like organ in the pelvic cavity. The functions of the bladder are the bladder is a reservoir for urine. The bladder has an internal sphincter that relaxes when the walls contract, thus opening and emptying the urine into the urethra. Urethra The structure of the urethra is that it’s a narrow tube passing from the bladder to the outside of the body. It’s shorter in women making them more susceptible to infection. The function of the urethra is to take urine from inside the body (the bladder) to outside. In men the urethra is the passage for semen. Ref: (www.google.co.uk) (Class Notes 2015) Draw the structure of a nephron and explain how it produces urine? A nephron is an important functional part of the kidneys. Both kidneys have around a million minute nephrons. Nephrons reside in the cortex and medulla it produces urine from filtrate, filtrate is the fluid that remains in the nephron after filtration its then removed from the bloodstream passing it to the bladder, a nephron is an intricate structure in the body it serves two purposes it filters and removes waste products and maintains the body’s water supply. Ref: (Class Notes 2015) Name and explain three diseases / disorders which affect the urinary system? There are a lot of diseases and disorders that affect the urinary system in different ways. Kidney Stones Kidney stones are deposits of substances found in urine and would form solid stones in the renal pelvis, bladder or the ureters. It can be extremely painful and if they needed removing it would be done by surgery. Glomerulonephritis Glomerulonephritis is a type of glomerular kidney disease in the kidneys the filters become inflamed and scarred and would slowly lose their ability to remove waste and excess fluid from the blood to produce urine. Cystitis Cystitis is an inflammation on the bladder and would cause a person pain when passing urine. Sometimes it’s caused from infection. It’s very common in women because of the part of the shorter length of the female urethra. Ref: (Class Notes 2015) Nicole O’Brien

Farewell to arms - Bravery :: essays research papers

Bravery is the quality of a person who displays courage and fearlessness in the face of danger. Such qualities show splendor and magnificence in a person. Fear and terror sometimes hinder the determination someone can show. Overcoming this fear is what portrays bravery. In Ernest Hemingway’s A Farewell to Arms, Frederick Henry shows bravery by freely joining the Italian army, risking his life for some ambulance drivers and swimming to freedom, being shot at the whole way. Frederick Henry grew up in America and in his early twenties, he decided to go to Europe and fight in the Italian army. Henry’s decision in the first place, showed courage and bravery. Fighting for another country over making a living in your own goes above and beyond what is remotely asked for. Even in my wildest dreams, I would probably not even think about fighting for my own country, let alone a foreign country. Times were tough, especially when the start of the winter came. With that winter came â€Å"permanent rain and with the rain came the cholera. But it was checked and in the end and only seven thousand died of it in the army.† (4) In the army, people die, and it is not the nicest place. Frederick Henry chose to enter this world and this portrays bravery. In chapter nine, Henry shows his brave character once again. In Paula, Henry was installed in a roadside trench. Some of the men were hungry so Henry volunteered to go and fetch some cold macaroni from the other side of the trench. The major advised him against it and said, â€Å"You better wait until the shelling is over.† Henry replied, â€Å"They want to eat.† (53) As Henry and the others came back to the dugout, shelling began and bombs burst around them. Then the blast furnace door swung open and Henry was badly injured. This incident showed his selfless courage and bravery. He did not have to do it, yet he went and got the food anyway. Henry risked his life for the others, and that is another true sign of bravery. Henry shows courage again in one of the last chapters we read. In the morning after a night of sleeping in a barn, Henry and Piani reunited with a group of soldiers. Suddenly two men from the battle police seize hold of Henry. Piani was led away, questioned, and then shot to death.

Women Safety

Being in the 21st century, with technology and world so advanced, we still talk about this subject, â€Å"Are Women Safe, in India, especially? † With surveys and understandings of what is happening around us, it is time that the country joins hands together to realize that – ‘Women are NOT SAFE in any means in India’. There have many cases that have been reported and many unreported for the torture a woman undergoes, yet there has been nothing done to change the law or the system to the way a woman is being looked at. Women have been advancing, progressing and have proved that they can beat men in any sector they are in.Be it sports, arts, science, politics, service or for that matter any where, she has stood at par with what a man could do. Yet, she still fights for equality. No matter what, the old thoughts and upbringing culture still lay cluttered in the minds of men that women should not be above men, but below them. It is sad to understand that women are the better halves of the society, yet they are the ones who face the maximum tortures in many ways in their lives. Time has changed, yet attitude towards women have never been changed.To understand better, one has to get to the root cause of the problem. It has all started ages ago, where men are thought to be gods and powerful and women to be just like slaves for household works. From inside the womb, till her death, a woman is always faced with danger. In the womb, the chances of being killed, even before seeing light, when being born and growing, she faces harsh brutalities like molestation, abusing, physical and mental tortures and above all a heap of workloads and in old age, just abandoned and still being opened for more brutalities till death.What a life? One has to understand, women are also human beings. They also have the same thoughts, desires, and dreams and feel the same pain that men feel. How could they just be taken for granted? We all know the Delhi Rape Case. (Dec 16th 2012) The most brutal rape case ever heard. There were Nation wide protests, debates, and candle lights, everything done by the public to punish the criminals. It is high time that the law has been changed with regard to cases like these.There has to be stringent punishments and fast tracks to monitor these kinds of cases. When the law is stringent in a country, before committing a crime, at least the offender would think twice on committing the crime. I agree that with one punishment, the nation is not going to get better, but with consecutive punishments, it would be under a controllable situation. Nothing changes overnight, but in due course it does create an effect. The present scenario is not going to change, but yes the coming generations could definitely make a remarkable difference.The basic understanding that men and women are equal has to start at school levels. Education is a must for all. The government has to come up with strategies where every child gets educ ation. Respecting the opposite sex has to be taught from school levels and parents and teachers have to join hands in this subject. With proper understanding, exploitation could be reduced to much extend. Women are not sex and child bearing objects, but they are also equally powerful and emotional and a great companion for men and the vice-versa should be made to understand.Once this understanding gets through, half the scenario changes. Changes do not take place soon or easily, but if each one of us join hands in every possible way that we can and start to make little changes within the family from today, it would gradually get implemented and there would be a better society that respects and understands women, at least for our next generation and generations to come. Women could walk around freely, without the fear of being attacked at any time, anywhere. Join hands and save women.

Eefects of Leadership Styles on Employee Prformance

CHAPTER ONE INTRODUCTION 1. 0OVERVIEW This chapter covers the background information of the study, statement of the problem by the researcher and objectives of the study to be attained. It also covers the research questions, significant of the study as well as the scope of the study and its limitations. 1. BACKGROUND INFORMATION There is an ongoing problem about leadership styles and its impact on various aspects of employee performance and their work-related health.It has been suggested that leadership factors had an influence on the employee performance, although relationship between leaders and subordinates has gradually been more focused; but it is still scientifically unclear as to what extent and in what ways leaders influence the employee’s performance. The leader can be described as a possessor of the tools to create and change the structure and culture within an organization. The structural changes have led to new demands on employees’ flexibility and ability t o handle changes, which is referred to as a heath risk (Aronson & Sjogren, 1994).With the ever changing business landscape of more and innovative competitors, most service firms recognize the need to introduce innovations and new technologies within their organizational processes to stay in the market, or retain their competitive advantage compared to their rivals. An attempt was made to find out the correlation between leadership style of mangers and performance and satisfaction of managers and followers. Democratic/participative leadership style involves employees in decision making process (determining what to do and how to do it) to attain the organization goals.Using this style is not a sign of weakness, rather is a sign of strength that our employees will respect. This is normally used when you have part of information, and your employees have other parts. Note that a leader is not expected to know everything. This is why you employ knowledgeable and skilful employees. Using t his style is of mutual benefit. It allows them to become part of the team and allows you to make better decisions. A democratic leadership style will lead to the use of non-controlling tactics of influence in which managers and employees discuss work-related issues.It is also effective for the performance evaluation as illustrated below:- 1. 1. 1 Diagram showing performance evaluation. 1. 2STATEMENT OF THE PROBLEM The relationship between leadership style and employee performance has been a subject controversy by researchers (Nwadian 1998 and Adeyeni 2006). The controversy was centered on whether or not the leadership style influences the level of job performance among employees. Common observation shows that leadership style could perhaps have serious impact on human relationship hence affected the employee performance.For the purpose of high performance of employees and subordinates there was the need of using effective leadership style and also important. Research also described that effective leadership styles can enhance the employee performance and commitment with their job. So the execution of leadership styles is one way that with use of different leadership styles, leaders can construct commitment and job satisfaction of employees that increase their performance. 1. 3RESEARCH OBJECTIVES The general purpose of the study was to establish the relationship between employee’s performance and leadership style.The specific objectives of the study were: i) To identify the extent of democratic leadership style used in the organization. ii) To determine the indicators of employee performance. iii) To establish the relationship between democratic leadership style and employee performance. 1. 4RESEARCH QUESTIONS The study covers the questions which are from the objectives so that it answers them appropriately. i) To what extent does democratic leadership style improve employee’s performance? ii) What are the indicators of employee’s performan ce? iii) Is there good relationship between democratic leadership style and employee’ performance? . 5SIGNIFICANCE OF THE STUDY The study intends to bridge the gap between the researcher and other previous researchers who undertook a similar case study. This study will benefit other researchers in learning instruction such as universities to make reference from. It shall also benefit companies in the way that they will have knowledge about the use of democratic leadership style and employee performance. Employers will generally have an overview of how workable and effective democratic leadership style should be handled through the project.It is hoped that as a result of the study, employees at the middle management and lower level will benefit from more productive and efficiencies in performing their duties. 1. 6SCOPE OF THE STUDY The study was conducted in Mombasa Municipal Council in Coast Province Mombasa District at Mwembe Tayari. 1. 7LIMITATIONS OF THE STUDY 1. Time limi tation 2. Lack of funds to facilitate and complete the study 3. Lack of material for reference 4. Disclosure of information by the population. 1. 8DEFINITION OF TERMINOLOGIES 1. 8. 1LEADERSHIP STYLELeadership style is the behaviour of leader that has expressed ability to influence the subordinates toward the achievement of goals (Armandi Oppedisans & Sherman 2003). Leadership style has been classified in different ways in prior researches. Some of them are as follows:- 1. Participative Leadership Style Is defined as a leader who shares decision making with group members or subordinates (Dubrin, 1995). The leader will identify the problem, generate solutions and evaluate the alternatives together with subordinates.The decision-making of participative leadership style is decentralized authority throughout the organization (Steers, 1977). 2. Democratic Leadership Style Is defined as a friendly, helpful leader who encourages participation. A leader with a democratic leadership style sha res his or her power with subordinates and decisions are made by consensus or majority vote (Seidenberg & Snadowsky, 1976). Democratic leaders encourage subordinates to discuss and make decisions as a group on the policy and steps towards achieving goals. 3. Autocratic Leadership StyleIs defined as a directive leader, controlling, discouraging or suppressing participation. An autocratic leader centralizes power with little or no room for subordinates to participate in decision-making process (Seidenberg & Snadowsky 1976). Autocratic leader determine all policies, dictate techniques and activities, assign tasks and work partners to group members and are personal in their criticism and praise. 1. 8. 2INDIVIDUAL PERFORMANCE This can be stated as the product of ability multiplied by motivation it gives performance.Furthermore it can be the belief that performance is ultimately an individual phenomenon with environmental factors influencing performance primarily through their effort on t he individual determinants of performance. Despite the motivation to perform, it is necessary to briefly highlight the barriers that might affect the performance of employees. 1. 8. 3INFORMATION This is the processed data which was collected, interpreted and analyzed to give a meaning. 1. 8. 5POPULATION It refers to the entire group of individuals having a common characteristic. . 8. 6SAMPLE This is a small group obtained from the accessible population. 1. 8. 7SAMPLING It is the process of selecting a number of individuals for a study in such a way that the individual selected represent the population. 1. 8. 8STATISTICS This is the science of organizing, describing and analyzing data. CHAPTER TWO LITERATURE REVIEW 2. 0OVERVIEW This chapter covers all the literature review from different authors of different text books, Journals, newspapers, magazines and any other related source of obtaining information. 2. 1. 1PURPOSEThe purpose of the research was placed on managerial initiative, the technique had been applied to solve the following problems:- – Lack of operating flexibility – Low morale – Poor work quality – High labour turnover – High absenteeism 2. 1. 2DEMOCRATIC LEADERSHIP BENEFITS This brings about the following:- – Improvement of productivity – Improvement in quality of a product/service delivered – It reduces labour turnovers – It reduces need for direct supervision – Reduction in idle time – Increase of good communication which brings about feedbacks. 2. 2INFLUENCES OF PERFORMANCENevertheless, the principle influence on the organization performance is the quality of the workforce at all levels of the organization. The function that human resources can play in gaining a competitive advantage for an organization is empirically well documented (Brewster, Carey Dowling, Grobler, Holland and Warnich, 2003). For organizations to accomplish their goals, they must continually look f or better ways to organize and manage their work. There is a growing recognition that the primary source of competitive advantage is derived from an organization’s human resource.This was not always the case, as human resources were traditionally seen as a cost (Brewster, et al, 2003). Due to the realization that people are the most valuable assets in an organization, the importance of performance management has been pushed to the fore (Bartlett and Ghoshal, 1995). The complexity of managing organizations today requires managers to view performance in several areas simultaneously. The performance measurement system employed in an organizational must therefore measure the performance of all assets including the human ones.The Balance scorecard of Kaplan and Norton (1996) is a mechanism which provides a holistic measure of organizational performance. It is a set of measures that provide mangers a fast but comprehensive view of the business. The Balanced scorecard is not only a measurement system but also a management system, which enables organizations to clarify their vision and strategy and translate them into action (Kaplan ad Norton, 1996). It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results.When fully deployed, the Balance Scorecard transforms strategic planning from an academic exercise into the nerve centre of an enterprise (Norton, 1999). The Balance scorecard includes both financial measures that tell the results of actions already taken, and operational measures that are the drivers of future financial performance (Kaplan and Norton, 1996). It can be seen that the individual’s performance has an impact on the organization’s wider objectives, and it is thus imperative that every employee’s performance should be managed.This process of performance management includes group assessments and peer reviews, as well as written repor ts (Hellriegel et al, 2004). In recent years performance management system have become more important because managers are under constant pressure to improve the performance of their organizations (Holloway, Francis Hinton, 1999). As the performance of organizations influence the organization’s continued existence, it is therefore necessary to discuss the notion of managing this performance. 2. 3IMPORTANCE OF PERFORMANCE Performance is important to us as a people and organizations.In fact, most of us believe that we can, and will, improve at what we do, and we expect others to improve over time as (Temple, 2002). People are an organization’s greatest assets individuals and organizations have learned about the importance of the role of people in an organization depends on its people (Barlett and Ghoshal, 1995). According to (Armstrong and Baron, 1998) states that the role of human resources is absolutely critical in raising performance in an organization. Ultimately it is the performance of many individuals which culminates in the performance of an organization context.According to (Hellriegel, et al 2004) states that performance management is an integral part of effective human resource management and development strategy. Performance management is an ongoing and joint process where the employee, with the assistance of the employer, â€Å"strives to improve the employee’s individual performance and his contribution to the organization’s wider objectives† (Hellriegel, et al 2004). According to Amos, et al (2004) defined performance management as â€Å"the process that begins with translating the overall strategic objectives of the organization into clear objectives for each individual employee†.Performance Management can also be seen to incorporate all of these aspects of human resource management that are designed to progress and/or develop the effectiveness and efficiency of both the individual and the organization (A mos, et at. , 2004). First-class performance management begins and develops with the employee’s understanding of the organization’s expectations (Hendrey, 1995). To elevate and sustain the level of work performance, managers must look past individual or team performance to a larger arena of play: the performance management system (Campbell, McCloy, Oppler and Sagar, 1993).The success of a performance management system is reliant on the commitment/support of an organization’s management. Performance Management Systems must be seen to reward personal development and achievement (Hendrey, 1995). Within the performance management field itself, it is important that targets are viewed to be fair and equitable across all groups. It is imperative that employees have confidence in their work and recognize that management supports them (Cherrington, 1994; Baird 1996).A good performance management system motivates employees to better their own performance, promotes self-mo tivation, and builds and strengthens relationships via open communication between employees and managers (Baird, 1986). 2. 4EMPLOYEE PERFORMANCE According to Amos, et al. (2004) states that â€Å"the effective management of individual performance is critical to the execution of strategy and the organization achieving its strategic objectives†. Performance cannot be left in anticipation that it will develop naturally, despite the employee’s natural desire to perform and be rewarded for it.This desire needs to be accommodated, facilitated and cultivated (Amos, et al 2004). In return for this performance, organizations extend themselves in various forms of acknowledgement (Foot and Hook, 1999). Individual performance has become a topical issue in today’s business environment, so much so that organizations go to great lengths to appraise and manage it (Armstrong and Baron, 1998). Whetten and Cameron (1998) states that individual performance is the product of ability multiplied by motivation.Furthermore, Cummings and Schwab (1973) concur with the belief that performance is ultimately an individual phenomenon with environmental factors influencing performance primarily through their effect on the individual determinants of performance-ability and motivation. Organizational leadership can be described as the leadership present within the organization, having a direct and indirect effect on individual employee performance – ability and motivation. According to Cummings and Schwab (1973) describe the need for at least minimal ability before an employee can carry out a task, regardless how motivated he may be.Similarly, an abundance of ability will riot result in successful performance if the employee is completely unwilling to perform adequately. This view is supported by Vroom (1964) who indicates that factors influencing individual performance within the organization are factors such as the ability of the willingness of the person to exert effort (motivation). 2. 4. 1LEADERSHIP Finally, organizational leadership can be described as the leadership present within the organization, having a direct and indirect effect on individual employee performance.This role of organizational leadership is further substantial in Hall’s (1996) Competence process, which depicts performance as a dependent collective competence. The competence process is a three-dimensional approach consisting of collaboration, commitment and creativity. The message conveyed by an organization’s leaders may be one that encourages and enables competence and, in turn, performance. 2. 4. 2FACTORS AFFECTING PERFORMANCE Despite the motivation to perform, it is necessary to briefly highlight the barriers that might affect the performance of employees.For organizations purposes factors affecting overall employee performance may be separated into two groups: Internal and external. Internal factors are those factors over which the organization ha in fluence and control, such a job descriptions and employee selection. External factors are those factors over which the organization has little or no control, such as demands for jobs grading systems (Hellriegel, et al. , 1999). Having outlined and defined individual performance, it is now necessary for this research, to review the relationship between performance and leadership. . 5PERFORMANCE AND LEADERSHIP Ultimately is the individual employee either performs, or fails to perform, a task. In order for an organization to perform, an individual must set aside his personal goals, at least in part, to strive for the collective goals of the organization. Thus, effective leadership enables greater participation of the entire workforce, and can also influence both individual and organizational performance (Bass, 1997; Mullins, 1999). The success of an organization is reliant on the leader’s ability to optimize human resources.A good leader understands the importance of employees i n achieving the goals of the organization and that motivating these employees is of paramount importance in achieving these goals. To have an effective organization, the people within the organization need to be inspired to invest themselves in the organization’s mission. The employees need to be stimulated so that they can be effective; hence effective organizations required effective leadership. To have an effective organization, there must be effective and stimulating relation between the people involved in the organization (Paulus, Seta and Baron, 1996).It is generally accepted that the effectiveness of any set of people is largely dependent on the quality of its leadership. Effective leader behaviour facilitates the attainment, of the followers desires, which then results in effective performance (Martiz, 1995; Ristow, et al. , 1999). Preliminary research undertaken by (Swanepoel et al. , 2000) found that outstanding leaders, in terms of effectiveness, are perceived to s how a strong and direct, but democratic and participative leadership style, and are seen as agents of change and visionaries who increase organizational performance.According to (Botha, 2001) concludes that the need of firms to flourish in the world of escalating competitiveness, of technological advances, of altering government regulations and of changing employee attitudes, requires an advanced level of leadership more than ever before. His views further demonstrate the importance of leadership in the business arena. Research data (Brand, et al. , 2000) has clearly shown that transformational leaders are more effective than transactional leaders regardless of how â€Å"effectiveness† has been defined. This can be further supported by research conducted by Ristow, et al. 1999), which concluded that there was a positive relationship between certain styles of leadership and organizational effectiveness within the administration of East Africa. 2. 5. 1CHANGES AFFECTING LEADERSH IP Leadership is a dynamic process, influenced by changing requirements of the task, the group itself and the individual members. The implication o this is that there is no â€Å"one best way† of leading, and leaders need to be able to exercise a range of behaviour to maintain their role effectively (G. A Cole 2002). Cole said that the leader’s principal role is to influence the group towards the achievement of group goals.In an official group, such as a production team, goals are set mainly, if not exclusively, by senior management. In an informal (unofficial) group, composed of people who have got together as friends and workmates, group goals are much more likely to be agreed on a consensus basis. Either way, the leader’s task is to gain the group’s commitment to these goals. Research studies conducted over the last thirty (30) years have suggested that there are at least four key variables which are crucial in any analysis of leadership. These are: 1. the attributes (knowledge, skills, attitude) of the leader 2. he nature of the task of goal 3. the nature of the group or team 4. the climate, or culture, of the organization. The most recent researches suggest that a contingency approach to leadership is likely to achieve the most productive balance between the need of the team, the requirements of the task, the nature of the organization climate and the pressures exerted by the situation or context. According to (G. A Cole 2002) elaborated that a contingency approach is one where the leader adopts his or her behaviour to suit the needs of the situation.Clearly, such a view makes leadership somewhat problematic in practice. 2. 6LEADER ATTRIBUTES The earliest studies of leadership focused on the personal qualities, or traits, of leaders. The thinking behind this approach was that the secret of leadership lies in some innate â€Å"qualities of leadership possessed by selected member of society†. Indeed, since most of the lead ing early exponents of management such as Henri Fayol and Frederick Taylor were themselves lively personalities as well as successful entrepreneurs, it is not surprising that personal qualities were the focus of attention.It is true that personal qualities – or charisma – can play a part in the exercise of leadership. Nevertheless, the so-called â€Å"trait theories† of leadership produced such varied accounts of the key characteristics that Handy (2976) mentions that by 1950 over 100 studies into leadership qualities could only find common features in about 5% of the cases studies. Although trait theories are largely discredited as an instrument of leadership theory, the qualities approach can have some useful applications in management training and development. . 7LEADERSHIP STYLE THEORIES Since the 1950s much of the study of leadership has centered on the behaviour, or style of the leader. If leadership is not much about personal attributes, the argument goes , then perhaps it is about the way in which the leader exercise leadership? The ‘style theorists’; as they have been called, were influenced by an earlier study by Lewin, Lippitt & White (1939) in which the effects of three different styles of leadership on the performance of groups in camp were studied.It was found that in terms of both goals achieved and member’s satisfaction, a democratic style was preferred to automatic or Laissez-faire styles. The style theorists have taken dimensions such autocratic-democratic and employee centre-task-centred in order to test ideas about leadership style and leadership effectiveness. Leadership effectiveness, or success, refers to performance that leads to: 1. the achievement of organizational goals 2. a high degree of commitments to those goals by the group 3. a high level of group member satisfaction.Reddin (1970), in a discussion on managerial effectiveness distinguishes three types of effectiveness. 1. Apparent effectiv eness – the extent to which the manager gives the appearance of being effective by maintaining a high input into the job, but where in reality, his or her achievements are disappointing. 2. Personal effectiveness – The extent to which the manager achieves his or her own objectives, as opposed to those of the organization. 3. Leader effectiveness – The extent to which the leader influences his or her followers to achieve group objectives.The concepts of leadership that we are concerned with in this are associated with leader effectives. That is to say, they are concerned with the results of leadership rather than the inputs they are concerned with the achievement of organizational rather than personal goals, and they are intimately concerned with the relationship between the leader ad his or her group. The way in which the leader approaches the task and people needs of the situation is commonly referred to as leadership style.There have been several well-known st udies into styles of leadership and these are summarized brief below. 2. 7. 1THE MICHIGAN STUDIES In a series of studies carried out in early 1950, Rensis Likert and his colleagues studies that behaviour of supervisor of both high-and low- producing groups. The researchers observed that supervisors of high-producing groups tended to be employee-centered in their approach. That is they paid attention to relationships within the group, exercised less direct supervision, and encouraged participation in decision-making.By comparison, supervisors of the low-producing groups tended to be more directive in their behaviour and appeared to be more concerned with the demands of the task than the needs of people in their groups. High-producing groupsLow producing groups Employee-centered approachTask-centered approach 2. 7. 2THE OHIO STUDIES These were also conducted in the early 1950, but from a slightly different perspective from the Michigan studies. The basis of the Ohio researches (Stogdi ll and Coons, 1957) was a leader Behaviour Description Questionnaire of some 150 items.The analysis suggested that unlike the Michigan conclusions, the two approaches represented separate dimensions. That is to say, people could be scored on consideration and on initiating structures. High Consideration Low LowHigh Figure 2. 7. 2: Initiating structure The researches found that employee satisfaction was greatest under leaders who were rated high on consideration. However, the context had a bearing on responses, since military groups tended to discount consideration in favour of initiating structure. 2. 7. 3MOGREGOR AND LEADERSHIPDouglas McGregor (1960), reflecting on leadership and motivation at work, took the available literature on organizations and examined contemporary managerial policy and practice. Leadership style may affect either positive or negative performance of employees. Leaders who practice democratic style do motivate their employees hence performance increases. When an employee is recognized as part and parcel of the organizational contributors then he/she tend to work hard towards the achievement of the set organizational goals. 2. EMPLOYEE JOB SATISFACTION AND LEADERSHIP STYLE According to Mosadegh Rad and Yarmohammadian (2006), employee job satisfaction refer to the attitude of employees towards their jobs and the organization which employees them. The researchers pointed out that job satisfaction is influenced by many organizational contextual factors ranging from salaries, job autonomy, job security, workplace flexibility to relationship. In particular, leaders within organizations can adopt appropriate leadership styles to affect employee job satisfaction, commitment and productivity.Previous studies have examined the relationship between employee job satisfaction and leadership behaviour in various settings such as healthcare, military education and business organizations (Chenand Silversthorne, 2005). These studies generally indicate th at employee job satisfaction in the public sector is just as important as it is in the private sector. Consistent with this, the present study intends to examine the relationship between leadership style and job satisfaction in the public sector.Leadership is a process of interaction between leaders and followers where the leader attempts to influence followers to achieve a common goal (Northhouse, 2010; Yuki, 2005). According to Chen and Chen (2008), previous studies on leadership have identified different types of leadership styles which leaders adopt in managing organization (e. g. Davis 2003; Spears and Lawerence, 2003, Dorfman and Gupta, 2004; Murray, and Riordam 2007). Among the more prominent leadership styles are burns (1978) transactional and transformational leadership styles.Transformational leaders emphasize followers’ intrinsic motivation and personal development. They seek to align followers’ aspirations and needs with desired organizational outcomes. In so doing, transformational leaders are able to foster followers’ commitment to the organizations and inspire them to exceed their expected performance (Silvanathan and Fekken, 2002, Jaokko and Ali 2006). With regard to day’s complex organizations and dynamic business environment, transformational leader are often seen as ideal agents of change who could lead followers in times of uncertainties and high to risk-taking.In contrast, transactional leaders gain legitimacy through the use of rewards, praise and promises that would satisfy followers’ immediate needs (Northhouse 2010). They engage followers by offering rewards in exchange for the achievement of desired goals. 2. 9LEADERSHIP STYLES AND CONCEPTS Leadership styles range widely from a job-or task-centered orientation to a people or relationship-centered one, with many other combinations. A participative style has special merit for consideration. A supervisor uses in trying to direct, activate or otherwise p rovide a motivational atmosphere for employees.It includes leadership traits skills attitudes and behaviour that employees perceive their supervisor to have and consistently use. According to John W. Newstorm (2001) study guide stated that leadership is one in which the leader sets goals, makes decisions, gives orders and demands obedience, autocratic style of leadership. A democratic or consultative style is one in which the leader presents problems, consults with relevant individuals or solicits ideas from those with expertise and interest before making decisions. It is highly consistent with the need to employees and assumptions of Theory Y.True participation gives one or more employees the right to explore problems, gather information, make decisions, and implement them. The positive results is employees are mentally and emotionally to its success. Conditions that should be in place to assist in having the participative approach succeed include:- 1. Adequate time to consult with employees. 2. The benefits of allowing participation must exceed the cost. 3. The issue must be sufficiently interesting to engage the workers’ mind and imaginations. 4. The problem must be within the supervisors area of job freedom. . Not all problems lead themselves to the participative approach and the supervisor and employees must understand this. Examples of formal programs that encourage employee participation include:- a) Suggestion systems, which invite individual employees to submit recommendations for work improvements. b) Quality circles and total quality programs which involve formal training and problem solving, group decision making, and statistical techniques to encourage employee to continuously search for improvements in their operations. ) Employee ownership plans, also called employee stock ownership plans (ESOPs) which allow employees to purchase shares of common stock in the company, thereby becoming art owners. When participate leadership fails its ofte n because:- a) It is uncomfortable to change old habits. b) It is attempted in a insincere fashion. c) Supervisors fail to follow through on employee input and decisions. d) Performance pressures produce fear and insecurity. e) Supervisors fear it could result in a loss of personal power. 2. 10SELECTING AN APPROPRIATE LEADERSHIP STYLELeadership styles should be selected with a keen sensitivity to individuals and circumstances involved. An autocratic, authoritative task centered style workers best in situations where the supervisor has lots of real power, the process requires strong control and rapport is good and in situations where just the opposite conditions prevail. A participative/democratic people centered style is best where the supervisor’s authority hasn’t been clearly spelled out or acknowledged, where the process and procedure are somewhat flexible, and where rapport is only average.For good performance in production or service delivery and contain style of leadership should be put in consideration as that employees are at easy and free from stress caused by bad leadership practices. When selecting an appropriate style one has to bear in mind that employees are people who have differences in both attitude likes and dislikes, so they should be all involved when coming 2. 11INTERVENING VARIABLES To understand how a leader can influence the performance of a group or individual employee or organizational subunit, it is helpful to examine intervening variables that determine employee performance.The six intervening variables in the model are based on earlier research and theory on determinants of individual and group performance (Hackman, Brousseau & Weiss, 1976). Unlike most other situations theories, the intervening variables are defined primarily. 1. Task Commitment – The extent to which unit member strive to attain a high level of performance and show a high degree of personal commitment to unit t ask objectives. 2. Ability and r ole clarity – The extent, to which unit members understand their individual job responsibilities, know what to do, and have the skills to do it. 3.Organization of the work – The extent to which effective performance strategies are used to attain unit task objectives and the work is organized to ensure efficient utilization of personnel, equipment, and facilities. 4. Cooperation and Mutual trust – The extent to which group members trust each other, share information and ideas, help each other and identify ;with ;the work unit. 5. Resource and Support – The extent to which the group has the budgetary funds, tools, equipment, supplies, personnel and facilities needed to do the work, and necessary information or assistance from other units. . External coordination – The extent to which activities of the work unit are synchronized with the interdependent activities in other parts of organization and other organizations (e. g. suppliers, clients, joint v enture partners). The intervening variables interact with each other to determine the effectiveness of a group or organizational subunit. A seriously deficiency in one intervening variable may lower group effectiveness. The greater the relative importance of a particular intervening variables the more employee performance will be reduced by a deficiency in this variable.The relative importance of the intervening variables depends on the type of work unit and other aspects of the situation. 2. 12SITUATIONAL INFLUENCE ON INTERVENING VARIABLES The situational can influence the intervening variables independently of anything done by the leader. There are two situational variables that influence task commitments are the formal reward system and the motivating properties of the work itself. Member commitment to perform the task effectively will be greater if the organization has a reward system that provides attractive rewards contingent on performance.Motivation is likely to be high for subordinates if work requires varied skills, is interesting and challenging, and provides automatic feedback about performance. Role clarity is affected by task structure, prior member’s experience, and external dependencies. Conditions that increase role ambiguity are as follows: 1. the task has multiple performance criteria that are somewhat incompatible with each other and priorities are unclear. 2. the task requires continuous coordination and mutual adjustment among members. 3. he nature of the work or technological is changing requiring new skills and procedures. 4. a crisis or emergency creates confusion and 5. work unit operations are frequently affected by changes in policies, plans or priorities determined by higher management or clients. 2. 13DETERMINANTS OF TEAM PERFORMANCE 1. Commitment to shared objectives Employee performance will be higher when they are highly motivated to attain shared objectives (Mackenzie and Ahearne 1997) Task commitment is higher when the team considers the objectives worthwhile and the strategy for attaining them appropriate.Leadership behaviours that are especially relevant for increasing members commitment to shared objectives include articulating an appealing vision of what can be accomplished by the team, describing the task in a way that links it to member values and ideals, explaining why a project or task is important, involving members in planning strategies for attaining the objectives and empowering members to find creative solution to problem. 2. Member skills and Role clarityTeam performance will be higher when members have the knowledge and skills necessary to do the work and they understand what to do, how to do it, and when it must be done. In a newly formed team, or when the team has a new type of task to perform, leader can clearly explain member responsibilities and relevant procures for performing specific types f activities (Marks, Zaccaro & Mathieu, 2000). 3. Internal Organization and Coordinat ion The performance of a team depends not only on the motivation and skills of members, but also on how members are organized to use their skills.The design of work roles and the assignment of people to them determine how efficiently the team has talented people but they are given tasks for which their skills are irrelevant, or if the team uses a performance strategy that is not consistent with members skills. 4. External Coordination The performance of a team also depends upon adjusting their activities to be consistent with the activities of interdependent units inside or outside the organization (include suppliers), and the need of clients who must be accommodated (Ancona 1990).Many specific types of leadership behaviours are relevant for improving external coordination. These include maintaining a network of contacts who can provide relevant information, monitoring external events to identify threat and opportunities for the team, meeting with clients o users to lean more about their needs, consulting with other units of the organization abut plans and decisions that affect them, and facilitating shared mental models that accurately describe the relationship between the team and its environment. 5. Resources and Political SupportTeam or group performance also depends on getting information, resources and political support needed to do the work (Druskat and Wheeler, 2003) Relevant resources such as budgetary funds, tools and equipment, supplies and materials and facilities. A production team cannot maintain a high level of output without a dependable supply of materials. Leadership behaviours that are relevant for obtaining necessary resources from outside include planning the resources required for a special project or activity. 6. Mutual Trust and CooperationEven a talented, well-organized team may fail in carrying out its mission unless there is a high level of cooperation and mutual trust among the members. Cooperation is more likely when members identi fy with the team, value their membership in it and are intrinsically motivated to support it. 7. Collective Efficacy and potency. Member/employee commitment depends in part on the shared belief of members that the team is capable of successfully carrying out it mission and achieving specific task objectives (Bandura 2000, Gallagher and Ensley 2002).This shared belief is called collective efficacy or potency. A highly confident team is also likely to have a more positive mood (Mannand Hirst 2002) Collective efficacy is likely to be higher for a team with strong member skills, a high level of mutual trust and cooperation, ample resources and a relevant performance strategy. Prior success can increase collective efficacy, which in turn can enhance a team of subsequent performance. 2. 14ADVANTAGES OF USING DEMOCRATIC LEADERSHP STYLEThe participant can result in high motivation of group members, the knowledge and experience of group members can be used in decision making. Employees may f eel more committed to goals and less resistant to managerial actions. Individual abilities can be developed through participation; they may be better informed as a result of two way communication that is from the employee to the leader and also from the leader to the employee. 2. 15DISADVANTAGES OF USING DEMOCRATIC LEADERSHIP STYLEAs discussed earlier this style of leadership can also have a few drawbacks to the leader and also to the organizations set goals. Some of them are; individuals may dominate the participation or make disruptive contribution, this approach can be very time consuming for the leader because of the use of two-way communication compromise can result in actions that are not the most effective. Conflict may be resolved by making the least offensive decision not the most effective; situation can develop where responsibilities are not clear cut.Participation may be viewed as a sign of inefficiency on part of a leader; subordinates may view leaders as incompetent to handle the job responsibilities. Employee performance will mostly depend on the leadership style used by the management; if it is favourable to be adapted then high productivity shall be experienced. So far the production to be maintained in employee some methods should be practiced that is manager may adopt to use a combination of two leadership style so as to balance both the employee and organization goals. 2. 16OTHER MANAGEMENT TECHNIQUESOther companies tend to use other styles of gathering information from their employees, such as management by walking around (MBWA) is a classic technique used by manages who are proactive listeners managers using this styles gather as much information as possible so that a challenging situation does not turn into a bigger problem. Listening carefully to employees’ suggestions and concerns with help evade potential crises, management by walking around benefits managers by providing unfiltered, real-time information about processes and po licies that is often left out of formal communication channels.By walking around, management get an idea of the level of morale in the organization and offer help if there is trouble. A potential concern of MBWA is the manager will second-guess employees’ decisions. The manager must maintain his or her role as coach and counselor, not director. By leading decision-making responsibilities with the employee, manager can be assured of the fastest possible response time. Competence (or competency) to the ability of a individual to perform a job properly.A competency is a set of defined behaviours that provide a structured guide enabling the identification, evaluation and development of the behaviours in individual employees. Some scholars see â€Å"competence† as a combination of knowledge, skills and behaviour used to improve performance or as state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance management com petency might include systems thinking and emotional intelligence and skills in influence and negotiation. 2. 7BENEFITS OF GOOD LEADERSHIP STYLE Managing employee co-system performance facilitates the effective delivery of strategic and operational goals. There is a clear and immediate correlation between using performance management programs or software and improved business and organizational results. It benefits the organization direct financial gain in sales gain, reduce costs in the organizational also decreases the time it takes to create strategic or operational changes by communicating the changes through a new set of goal. (Business Journal 2002).Good leadership style brings about motivated workforce which optimizes incentive plans to specific goals for over achievement, not just business as usual, improves employee engagement because everyone understands how they are directly contributing to the organizations high level goals. It also improved management control, flexible responsible to management needs displays data relationships, provides well documented and communicated process documentation; organization development, performance can be thought of as Actual Results Vs Desired Results.Any discrepancy, where Actual is less than Desired, could constitute the performance improvement zone. (Business Journal 4th edition 2004) Performance Management and improvement can be thought of as a cycle. 1. Performance planning – where goals and objectives are established. 2. Performance coaching – where managers intervenes to give feedback and adjust performance. 3. Performance appraisal – where individual performance is formally documented and feedback delivered. A performance problem is any gap between Desired Results and actual Results.Performance improvement is any effort target at closing the gap between Actual Results and Desired Results. 2. 18CONCLUSION In summary, an overview of organizational performance was presented highlighting th e need for organizations to deliver results in the competitive business environment of today. As employees play a pivotal role in organizational performance, individual performance has become a topic issue, so much so that organizations go to great lengths to develop, manage and appraise it. In light of this, performance management and individual performance was discussed.Finally, the relationship between performance and leadership was discussed, demonstrating the relationship between them. It is clear that there is definitely a need to identify and implement leadership that enables East Africa Organization to become globally competitive. It has generally been acknowledged that organizational performance requires effective leadership and performance will suffer in direct proportion to the neglect of this. A broad overview of performance has been presented with some reference to its relationship with leadership. It is now important to discuss leadership in detail. CHAPTER THREE METHO DOLOGY . 0OVERVIEW This chapter covers the research design, population of the study, sample design/procedure, data collection instruments, data collection procedure and data analysis techniques. 3. 1STUDY AREA The research design is a case study which involves one single company where the research is to be undertaken. For this case the selected company is Mombasa Municipal Council of Mombasa. 3. 2POPULATION OF THE STUDY The targeted population of the research is the employees of Mombasa Municipal Council. Mombasa MunicipalNumber of employees Percentage Council targeted Top Management612% Middle level employee1836%Lower level employee2652% Total50100% 3. 3SAMPLE DESIGN/PROCEDURE The sampling method employed in undertaking this research was randomly sampling; where the population i. e employees were subdivided into three levels; top management, middle and lower level of employees. 3. 4DATA COLLECTION INSTRUMENTS In getting the relevant data for the research study, the following instru ments were used; a) Interview This involves interaction with the respondent. Direct interview of the top management and some few middle level employees was undertaken in an effort to get more necessary data relevant for this research.This method is of good advantage in the way that it is easier and clear to get feedback from the questions asked, more elaboration is given by the respondent. b) Questionnaire This is a set of questions properly designed in advance related to the subject of the interview. The questionnaire comprising of precise, short and logically segmental and concise questions calculated to retrieve the appropriate data that enabled the researcher make data based conclusions and recommendations, in reflection of the objective and fulfillment of the general purpose of the study. This method is of a good advantage in the way that:- . 5DATA COLLECTION PROCEDURE The event was carefully scheduled in a way that there was time for interview and for submitting of the questio nnaires to the intended respondents. The questionnaires were then collected after three days after having conducted the interviews. 3. 6DATA ANALYSIS TECHNIQUES Charts i. e pie charts, tables, bar graphs, bar charts were used to analyze the collected data. These illustrations were used to represent and interpret the collected data to meaningful and useful information. More clarification was carried in chapter four of the study. CHAPTER FOUR 4. DATA PRESENTATION AND ANALYSIS This chapter covers various findings collected from the field of study by the use of questionnaires and interview. In the analysis, the study simplifies the raw data collected in relation to the objectives of the study. The data was presented in the use of tables, charts and graphs to interpret the findings. 4. 1FINDINGS The targeted population were issued with questionnaires in various departments and collected as shown below in the table. Table 4. 1. 1 showing respondent rate |Employee |Questionnaires |Question naires ollected |Percentage | | |distributed | | | |Top managers |6 |6 |15% | |Middle level |18 |12 |30% | |Lower level |26 |22 |55% | |TOTAL |40 |40 |100% |The response shows that the company uses more than one leadership style. Some of the manager responded well. Figure 4. 1. 1 showing the employee response KEY: [pic] 4. 2LEADERSHIP STYLES USED IN THE ORGANIZATION The leadership style used based on the various department. The council used a combination of Autocratic and democratic style of leadership. Table 4. 2. 1 showing respondent on leadership styles |Leadership Style |Respondents |Percentage | |Autocratic |1 |2. % | |Participation |5 |12. 5% | |Combination of Autocratic & Participation |20 |50% | |Democratic | | | |Combination of Autocratic and Democratic |6 |15% | | 8 |20% | |TOTAL |40 |100% | Figure 4. 2. 1 showing leadership style in the organization. KEY [pic] In fig. 4. 2. 1, 50% of the respondent pointed out the leadership style used by the manager was a combination of Autocratic and Participation, 20% pointed Autocratic and democratic, 15% pointed participation, 12. 5% pointed Democratic and 2. 5% pointed autocratic leadership style. 4. 3EMPLOYEE PERFORMANCE DETERMINANTS The table below shows response on the determinants of employee performance.Table 4. 3. 1 showing determinant of employee performance |Employee levels |Respondent |Percentage | |Top managers |4 |10% | |Middle level |16 |40% | |Lower level |20 |50% | |TOTAL |40 |100% |Figure 4. 3. 1 showing the level of employees who are motivated. KEY: [pic] From the Pie Chart above the percentages of the respondent was 50% of the lower level employee, 40% from the middle level and 10% from the top management. This shows that most of the employees performed better when motivated financial than the non finance which was from the top senior managers. 4. 4DEMOCRATIC LEADERSHIP STYLE AND GOOD EMPLOYEE PERFORMANCE The table below shows employee response on democratic leadership style and employee perf ormance.Table 4. 4. 1 showing democratic leadership style and good employee performance |Good Employee levels |Respondent |Percentage | |Agree |18 |45% | |Strongly agree |22 |52. 5% | |Disagree |1 |2. % | |Strongly disagree |Nil |0% | |TOTAL |40 |100% | Figure 4. 4. 1 showing democratic leadership style and good employee performance KEY: [pic] From the figures the biggest percentage 52. 2% strongly greeted that democratic leadership style brings about good employee performance in the organization, 45% also agreed and the smallest percentage of 2. % disagreed. 4. 5ADVANTAGES OF DEMOCRATIC LEADERSHIP STYLE AND EMPLOYEE PERFORMANCE Employees are more productive when motivated by their leaders hence democratic style is best. It reduces employees’ conflict and stress caused by dictatorship style of leadership. It builds employee confidence, morale hence perform the best. 4. 6DEMOCRATIC LEADERSHIP STYLE REDUCES EMPLOYEE CONFLICT AT THE WORK PLACE The table below shows the responden t to the democratic leadership style & conflict reduction at the work place. Democratic leadership style reduces |Respondent |Percentage | |employee conflict | | | |Strongly agree |28 |70% | |Agree |10 |25% | |Disagree |1 |2. % | |Strongly disagree |1 |2. 5% | |TOTAL |40 |100% | Table 4. 6. 1 showing respondent to the democratic leadership style. 70% of the respondent pointed out that they strongly agreed on the fact that democratic leadership style reduces employee conflict hence increase productivity. 25% agreed and 2. 5% were not to agreeing to that. CHAPTER FIVE DISCUSSION, CONCLUSION AND RECOMMENDATION . 0DISCUSSIONS This chapter covers the conclusion and recommendations. It also fills the gap in between. From the study it was found that the company used more than one leadership style so that it may fit with their employees. The top managers used such different style to be compatible to their employee as a means of motivation so that they perform better. 5. 1CONCLUSIONS It was conducted that for employees to perform better some rules must be applied that is, good working tools, conducive environment, good employee relations, motivation, training of employee on relevant fields.Most of the respondent from the company pointed out that good leadership style may bring about good employee performance. Apart from that age also matters in the way that middle employee tend to be more active hence perform better than those in mid 50’s and above. 5. 2RECOMMENDATIONS In view of the findings the researcher recommendations were, that the company has to put in place good understanding of employees, on matters affecting them and their work. It was suggested that the management should put in place a good communication channel though which employee shall follow when in problem.The management should encourage employees to work as a team, share tasks to avoid overloading employees, share profit of the company, motivate the employees to even work extra harder in doing their jobs hence increase productivity. It is also very important to consider employees in formulation of policies and procedures of the organization; consult the employee so that they express their views on matters affecting them. It was recommended that employees to be given good working tools, share tasks, ideas and also given an opportunity to acting positions of managers so that they have experience as well as motivating them to perform better.Employees will be more committed if the roles and tasks are well defined to reduce role conflict as who is to do what and where or when at the work place. Doing so shall build the employees morale to work hard and gives them confidence to work towards the set goals an objectives of the organization. 5. 3GAPS TO BE FILLED There was a gap to be filled by other researchers. It was not clear whether the leadership style affected the employee’s performance or there’re were other factors affecting them to perform poorly. REFERENCE S . Armstrong and Baron (1998) Performance Management – The New Realities 2. Brewster Cobbler Holland and Warnich, 2003. Contemporary issues in Human Resource 3. Bartlett and Ghoshal (1995) – Harvard Bus Review 4. Norton (1999) The balanced scorecard: Participant’s Workbook 5. Hellriegel et al (2000) Management Second South Africa Edition 6. Hallaway, Francis Hinton (1999) The International Journal of Public Sector Management 7. Amos et al 2004 Human Resource Management 2nd Edition 8. Cherrington 1994, Baird (1986)Organization Behaviour 9. Foor and Hook (1999) Introduction to Human Resource Management 10. Cummings and Schwab (1973) Performance in Organizations determinants and appraisal 11. Bass 1997; Mullins 1999 Leadership and Performance beyond expectations 12. Brand, et al, (2000) Organizational development and transformation 13. Leadership in Organization by Gary Yuki 14. Supervisory Management by P. W. Betts (Seventh Edition) 15. Study Guide Supervision 8t h edition by John W. Newstorm APPENDICES APPENDIX I WORK PLAN OF THE PROJECT Activity |Schedule | |Proposal writing |October 2011 | |Proposal submission |October 2011 | |Data collection |October 2011 | |Data Analysis & Presentation |November 2011 | |Typing setting, editing and printing |November 2011 | |Submission |December 2011 | APPENDICES APPENDIX II FINANCIAL BUDGET |Item |Quantity |Price (Ksh. ) |Amount | | | | |(Ksh. | |Stationary | | | | |Fullscapes |1 ream |@500/= |500. 00 | |Printing papers |1 ream |@500/= |500. 00 | |Typesetting & Printing |50 pages |@20/= |1,000. 00 | |Photocopy |50 pages |@3/= |150. 00 | |Binding |2 copies |@50/= x2 |100. 0 | |Transport |- |- |800. 00 | |Tools | | | | |Pen |2 pieces |@20/= x 2 |40. 00 | |Pencil |1 piece |@10/= |10. 00 | |Ruler |1 piece |@20/= |20. 00 | |Other expenses |- | |200. 0 | |Total | | |3,320. 00 | ———————– DEMOCRATIC+IMPROVED+FAVOURABLE LEADERSHIPPERFORMANCEEMPLOYEE ST YLEEVALUATION Low structure/ High Structure/ High consideration High consideration Low structure/ High Structure/ Low consideration Low consideration Lower level employee Line manager Middle staff Autocratic & Participation Autocratic & Democratic Participation Democratic Autocratic Lower level employee Middle level Top level Strongly agree Agree Disagree

Cell Phone hazards Essays

Cell Phone hazards Essays Cell Phone hazards Essay Cell Phone hazards Essay How cell phone is affecting us socially. Kazi Mehdi Rahman ID-1210910030 English-105, Section 7 Abdus Selim December 10, 2013 Perhaps you have had one of those moments when you look around in a crowded public place and it seems that everyone is either talking or tapping a message on a cell phone. Older individuals might wonder how things ever became this way, but for younger mobile phone users, this is the norm and all theyVe ever Known. ell pnones, texting ana smart pnone appllcatlon are nere to stay ana nave changed society in important ways, for better and worse. When a cell phone goes off in a classroom or at a concert, we are irritated, but at least our lives are not endangered. When we are on the road, however, irresponsible cell phone users are more than irritating: They are putting our lives at risk. Many of us have witnessed drivers so distracted by dialing and chatting that they resemble drunk drivers, weaving between lanes, for example, or nearly running down pedestrians i n crosswalks. Cell phones have increased the likelihood of traffic accidents and proven to damage young people communication skills. So we need to educate the public about the dangers of driving while phoning and also change the habit of the youngsters of using abbreviated text words. It doesnt take a rocket scientist to know that texting and driving is dangerous. But plenty of people continue to do it. Most troubling: even with all the stories of tragic car accidents happening as a direct result of distracted driving, teens and adults are still texting at the wheel. According to Kristin Marino (2012) text messaging increases the likelihood of accident by 23 imes, the minimal amount of time a person is distracted from road is 5 seconds, in 2011, at least 23% of the car collisions involved cell phones, 13% of drivers at the age of 18-20 involved in car accidents admitted that texting or talking on mobile phone was the reason for their car crash. No One can deny that cell phones have caused traffic deaths and injuries. Cell phones were implicated in three fatal accidents in November 1999 alone. Early in November, two-year-old Morgan Pena was killed by a driver distracted by his cell phone. Morgans mother, Patti Pena, reports that the driver ran a stop sign at 45 mph, broadsided my vehicle and killed Morgan as she sat in her car seat. A week later, corrections officer Shannon Smith, who was guarding prisoners by the side of the road, was killed by a woman distracted by a phone call Besthoff (2001). On Thanksgiving weekend that same month, John and Carole Hall were killed when a Naval Academy midshipman crashed into their parked car. The driver said in court that when he looked up from the cell phone he was ialing; he was three feet from the car and had no time to stop Stockwell (2000). The scientific literature on the dangers of driving while sending a text message from a mobile phone, or texting while driving, is limited. A simulation study at the Monash University Accident Research Centre has provided strong evidence that both retrieving and, in particular, sending text messages has a detrimental effect on a number of critical driving tasks. Specifically, negative effects were seen in detecting and responding correctly to road signs, detecting hazards, time spent with eyes off he road, and (only for sending text messages) lateral position. Surprisingly, mean speed, speed variability, lateral position when receiving text messages and following distance showed no difference(Hosking, Simon; Kristie Young, Michael Regan. A separate, yet unreleased simulation study at the University of Utah found a six fold increase in distraction-related accidents when texting. The low number of scientific studies may be indicative of a general assumption that if talking on a mobile phone ncreases risk, then texting also increases risk, and probably more so. Market research by Pinger, a company selling a voice-based alternative to texting reported that 89% of U. S. adults think that text messaging while driving is distracting, dangerous and should be outlawed. The AAA Foundation for Traffic Safety has released polling a a ta tnat snow tnat B % 0T people cons10er texting ana e-malllng while driving a very serious safety threat, almost equivalent to the 90% of those polled who consider drunk driving a threat. Despite the acknowledgement of the dangers of texting behind the wheel, about half of drivers 16 to 24 say they have texted while driving, compared with 22 percent of drivers 35 to 44. Texting while driving received greater attention in the late 2000s, corresponding to a rise in the number of text messages being sent. Over a year approximately 2,000 teens die from texting while driving. Texting while driving attracted interest in the media after several highly publicized car crashes were caused by texting drivers, including a May 009 incident involving a Boston trolley car driver who crashed while texting his girlfriend. Texting was blamed in the 2008 Chatsworth train collision which killed 25 passengers. Investigations revealed that the engineer of that train had sent 45 text messages while operating. On July 27, 2009, the Virginia Tech Transportation Institute released preliminary findings of their study of driver distraction in commercial vehicles. Two studies, comprising about 200 haul trucks driving 3 million combined miles, used video cameras to observe the drivers and road; researchers observed 4,452 safety-critical events, which includes crashes, near crashes, crash-relevant conflicts, and unintended lane deviations. 81% of the safety critical events had some type of driver distraction. Text messaging had the greatest relative risk, with drivers being 23 times more likely to experience a safety-critical event when texting. The study also found that drivers typically take their eyes off the forward roadway for an average of four out of six seconds when texting, and an average of 4. 6 out of the six seconds surrounding safety-critical events. Reference:

Cranberry Morpheme Definition and Examples

Cranberry Morpheme Definition and Examples In morphology, a cranberry morpheme is a  morpheme (that is, a word element, like the cran- of cranberry) that occurs in only one word. Also called a unique morph(eme), blocked morpheme, and leftover morpheme. Similarly, a cranberry word is a word that occurs in only one phrase, such as the word intents in the phrase all intents and purposes. The term cranberry morpheme was coined by American linguist Leonard Bloomfield in Language (1933). These are other closely related and sometimes confused terms with cranberry morpheme: Bound Morpheme and Free MorphemeComplex WordIdiomRoot Compound and Synthetic Compound Examples and Observations The bound morphemes in neo-classical compounds have an identifiable meaning, but there are also morphemes that have no clear meaning. In the word cranberry, the part berry is identifiable, and this makes us interpret the word cranberry as denoting a particular kind of berry. Yet, cran- has no particular meaning. . . . This phenomenon of cranberry morphemes is widespread, and is to be expected since complex words can lexicalize and thus survive, even though one of their constituent morphemes has disappeared from the lexicon. . . .Cranberry morphemes like English cran- . . . thus form a problem for an exclusively meaning-based definition of the notion morpheme.(Geert Booij, The Grammar of Words: An Introduction to Morphology, 2nd ed. Oxford University Press, 2007) Morphemes and Meaning Is it possible for a bound morpheme to be so limited in its distribution that it occurs in just one complex word? The answer is yes. This is almost true, for example, of the morpheme leg- read in legible . . .: at least in everyday vocabulary, it is found in only one other word, namely illegible, the negative counterpart of legible. And it is absolutely true of the morphemes cran-, huckle- and gorm- in cranberry, huckleberry and gormless. . . . A name commonly given to such bound morpheme is cranberry morpheme. Cranberry morphemes are more than just a curiosity, because they reinforce the difficulty of tying morphemes tightly to meaning. . . . (You may have noticed, too, that although blackberries are indeed blackish, strawberries have nothing obvious to do with straw; so, even if straw- in strawberry is not a cranberry morpheme, it does not by itself make any predictable semantic contribution in this word.)(Andrew Carstairs-McCarthy, An Introduction to English Morphology: Words and Their Structure. Edinburgh University Press, 2002) Is Cran- Truly a Cranberry Morpheme? [Peter] Hook reported that cran itself was not a cranberry morpheme: he had seen cranberry harvesting and could vouch for the abundance of cranes as spectator-participants in the process, hence the term cranberry.(Probal Dasgupta, Rephrasing the Question of Complex Predicates in Bangla: A Biaxial Approach. Annual Review of South Asian Languages and Linguistics: 2012, ed. by Rajendra Singh and Shishir Bhattacharja. Walter de Gruyter, 2012) The Once-Over An example [of a cranberry word], from many, is the word once-over. If you give someone or something the once-over you make a quick inspection, with a view to deciding on the merits of the person or whatever it may be. The word once-over clearly makes a semantic contribution to the expressions in which it occurs; its meaning, presumably, is quick inspection. To this extent, give someone/something the once-over is interpreted in accordance with the dictionary meaning of once-over. On the other hand, once-over is not freely available to occupy the N-slot of a noun phrase; the word is virtually restricted to occurring in the cited phrase. (Note, in this connection, the virtually obligatory use of the definite determiner.) The phrase, along with its conventional meaning, has to be learned as such.(John R. Taylor, The Mental Corpus: How Language is Represented in the Mind. Oxford University Press, 2012) More Examples of Cranberry Morphemes (or Bound Roots) The morphemes luke-, cran-, -ept, and -kempt . . . appear only in lukewarm, cranberry, inept, and unkempt. We dont use the term lukecold, nor do we use cran- anywhere other than attacked to berry, and we dont ever say He is an inept writer, but she is very ept, or Her hair looked kempt. So the rules that attach un- to -kempt or luke- to warm are not productive; they derive only these words. We will also define morphemes such as cran-, luke-, -ept, and -kempt as bound roots because they cannot stand alone as free morphemes and because they dont occur as affixes in other English words.(Kristin Denham and Anne Lobeck, Linguistics for Everyone. Wadsworth, 2010)

The Crimes of Tookie Williams

The Crimes of Tookie Williams On February 28, 1979, Stanley Williams murdered Albert Lewis Owens during a robbery of a 7-Eleven convenience store in Whittier, California. Here are the details of that crime from the Los Angeles County District Attorneys response to Williams petition for executive clemency. Late on the evening of February 27, 1979, Stanley Tookie Williams introduced his friend Alfred Coward, a.k.a. Blackie, to a man named Darryl. A short time later, Darryl, driving a brown station wagon, drove Williams to the residence of James Garrett. Coward followed in his 1969 Cadillac. (Trial Transcript (TT) 2095-2097). Stanley Williams often stayed at the Garrett residence and kept some of his belongings there, including his shotgun. (TT 1673, 1908). At the Garrett residence, Williams went inside and returned carrying a twelve-gauge shotgun. (TT 2097-2098). Darryl and Williams, with Coward following in his car, later drove to another residence, where they obtained a PCP-laced cigarette, which the three men shared. Williams, Coward, and Darryl then went to the residence of Tony Sims. (TT 2109). These four men then discussed where they could go in Pomona to make some money. (TT 2111). The four men then went to yet another residence where they smoked more PCP. (TT 2113-2116). While at this location, Williams left the other men and returned with a .22 caliber handgun, which he also put in the station wagon. (TT 2117-2118). Williams then told Coward, Darryl and Sims they should go to Pomona. In response, Coward and Sims entered the Cadillac, Williams and Darryl entered the station wagon, and both cars traveled on the freeway toward Pomona. (TT 2118-2119). The four men exited the freeway near Whittier Boulevard. (TT 2186). They drove to a Stop-N-Go market and, at Williams direction, Darryl and Sims entered the store to commit a robbery. At the time, Darryl was armed with the .22 caliber handgun. (TT 2117-2218; Tony Sims Parole Hearing Dated July 17, 1997). Johnny Garcia Escapes Death The clerk at the Stop-N-Go market, Johnny Garcia, had just finished mopping the floor when he observed a station wagon and four black men at the door to the market. (TT 2046-2048). Two of the men entered the market. (TT 2048). One of the men went down an aisle while the other approached Garcia. The man that approached Garcia asked for a cigarette. Garcia gave the man a cigarette and lit it for him. After approximately three to four minutes, both men left the market without carrying out the planned robbery. (TT 2049-2050). He Would Show Them How Williams became upset that Darryl and Sims did not commit the robbery. Williams told the men that they would find another place to rob. Williams said that at the next location all of them would go inside and he would show them how to commit a robbery. Coward and Sims then followed Williams and Darryl to the 7-Eleven market located at 10437 Whittier Boulevard. (TT 2186). The store clerk, 26-year-old Albert Lewis Owens, was sweeping the stores parking lot. (TT 2146). Albert Owens is Killed When Darryl and Sims entered the 7-Eleven, Owens put the broom and dustpan down and followed them into the store. Williams and Coward followed Owens into the store. (TT 2146-2152). As Darryl and Sims walked to the counter area to take money from the register, Williams walked behind Owens and told him shut up and keep walking. (TT 2154). While pointing a shotgun at Owens back, Williams directed him to a back storage room. (TT 2154). Once inside the storage room, Williams, at gunpoint, ordered Owens to lay down, mother f*****. Williams then chambered a round into the shotgun. Williams then fired the round into the security monitor. Williams then chambered a second round and fired the round into Owens back as he lay face down on the floor of the storage room. Williams then fired again into Owens back. (TT 2162). Near Contact Wound Both of the shotgun wounds were fatal. (TT 2086). The pathologist who conducted the autopsy on Owens testified that the end of the barrel was very close to Owens body when he was shot. One of the two wounds was described as . . . a near contact wound. (TT 2078). After Williams murdered Owens, he, Darryl, Coward, and Sims fled in the two cars and returned home to Los Angeles. The robbery netted them approximately $120.00. (TT 2280). Killing All White People Once back in Los Angeles, Williams asked if anyone wanted to get something to eat. When Sims asked Williams why he shot Owens, Williams said he didnt want to leave any witnesses. Williams also said he killed Owens because he was white and he was killing all white people. (TT 2189, 2193). Later that same day, Williams bragged to his brother Wayne about killing Owens. Williams said, you should have heard the way he sounded when I shot him. Williams then made gurgling or growling noises and laughed hysterically about Owens death. (TT 2195-2197). Next: The Brookhaven Robbery-Murders