The Film, But A Good Kind Of Cheese - 1361 Words

A Cheesy Film, But a Good Kind of Cheese Daughter of Darkness, a euro-horror film was released in 1971 in a time where art was transcending to a new place. This place was one that had very little remnants of classic culture as things tended to look futuristic, fashion tended to be flamboyant and what in previous times would have been considered risquà © or totally inappropriate became something that would not raise too many eye-brows. Daughters of Darkness is constructed with all those traits typical of 70’s art and it does so in a way that is considered â€Å"cheesy†, however at the same time the film provides a fascinating take on the Elizabeth Bathroy by combining elements of mythological and historical vampires in combination with modern day religious thoughts thus creating a horror film on the surface but something with much more meaning underneath. One of the main horror elements is setting. The setting in Daughters of Darkness is not particularly horrifying thou gh. The film begins with the two newlyweds Stefan and Valerie on a broken down train which thus traps them at a hotel until they can reach their destination. The seaside hotel they stay at gives a sense of decrepitness and abandonment to it as the film takes place during the winter so no one else is checked into the hotel. The hotel and the surrounding areas have very little color to them the entire film almost seems like it is mainly composed of different shades of gray black and white with the occasionallyShow MoreRelatedThe Need for Censorship in the Media Essay1650 Words   |  7 Pagesout scenes which may mentally affect us for example a film about poverty and the working class which could trigger a revolution because our minds are not mentally strong able to take that it is just a film. We might even need censorship in some movies to protect young people fro m watching adult movies which could change them for a short or long term period. 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Even though this is what i got out of the movie, this movie is actually so complex that i believe there are at leastRead MoreEssay about Spartan and Persian Ideology 1041 Words   |  5 PagesGood afternoon, I’ve been asked to speak with you about the historical accuracy of recent popular culture incarnations of both Spartan and Persian ideology and in particular I’ve chosen to evaluate Zack Snyder’s 2007, movie 300 in order to demonstrate to you it’s compatibility between ancient sourced depictions of both Spartan and Persian philosophy. From this evaluation and historical representations given by philosophers and historians during approximately the same era that is represented withinRead MoreWho Is An Antisocial Personality Disorder?1459 Words   |  6 Pagescharacterized by something wrong with the person s conscience. Sociopaths only care about fulfilling their own needs and desires. Everything and everybody else is mentally twisted around in their minds. They often believe they are doing something good for society, or at least nothing that bad (dsm-iv-definition-of sociopath). Sociopath is common in politics and business because in both they often well liked for the reason of their charm and high charisma, yet they do not usually care about otherRead MoreHow Cobs Organic Popcorn - Lightly Salted1026 Words   |  5 Pagesartificial. Consumers would buy this product because healthy and great tasting. It is better than other snacks and junk foods. The Cobs Naturals range is available in other flavors, such as: cheddar cheese, sea salt and caramel etc. (see figure 2). It is available 40g and120g sizes. The small packet is a good choice for a snack when you are on the go. The large packets are prefect to serve and sharing. In my opinion, buyer would be very hard to find better natural popcorn anywhere. 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The Cognitive Theory Of Emotion - 1379 Words

Based on Tom’s feelings of anger, the theory of emotion described in the text that best fits his feelings at the time is cognitive-appraisal theory. The cognitive-appraisal theory states that â€Å"if a person notices a particular psychological response, that person has to decide what it means before he or she can feel an emotion† (Baird 195). In Tom’s case, about halfway through his Milgram’s experiment, his heartrate starts increasing and he starts sweating. He then stands up angry and declares that what is going on is wrong. He then proceeds to slam his fists on the table and say he will no longer participate. Tom’s reactions are following the cognitive-appraisal theory of emotion as he first must process what he is feeling about his heart†¦show more content†¦The drive-reduction theory of motivation might help explain why Tom walked out. The book states that â€Å"departures from the optimal states creates drives† (Baird 200). Du ring this experiment, Tom was removed from his optimal state as he began to sweat, his heartrate increased, he became angry, and stated what was going on was wrong and he no longer would participate. Nonregulatory drives involved in the drive-reduction theory such as sex or social drives also might help explain why Tom might have walked out. An example of these nonregulatory drive is â€Å"a drive to preserve safety motivates feelings of fear, anger, and even the need for sleep† (Baird 200). The reason I chose this theory of motivation to describe why Tom walked out is not only because of his removal from his optimal state, but also because the other theories might not be able to explain why Tom left. The social learning theory â€Å"emphasizes the role of cognition in motivation and the importance of expectations in shaping behavior† (Baird 200). From the definition of the social learning theory, Tom’s importance of expectations or goals from the experiment wer e never introduced making it difficult to choose this theory as we do not know what his goals were as a participant. Central-state theory of motivation tries to explain â€Å"drive by understanding them as

Human Resources †Knowledge Workers Free Essays

string(134) " and likewise the worker should not expect too much from the firm, hence the need for contracts to get an understanding of the needs\." Human Resources Management Coursework – Manjeet Singh – 7637434 The Question: â€Å"Examine the claim that the management of knowledge workers requires the development of human resource practises that are more suited to the particular characteristics of these workers and their jobs† Introduction The term â€Å"knowledge worker† was first used by Peter Drucker in â€Å"Landmarks of Tomorrow† in 1959. A knowledge worker is someone who specialises in a specific field as they possess certain knowledge which has been accrued through specific courses or experience in relevant activities, they usually have some sort of accreditation or documentation to certify that they have accrued this knowledge. They are typically well educated, and with the application of their knowledge it aids them to solve problems for an organisation and it is through problem solving that value is added for the organisation. We will write a custom essay sample on Human Resources – Knowledge Workers or any similar topic only for you Order Now As well as problem solving, knowledge workers are also involved in innovation, re-engineering, training etc. although there are certain tasks which would require knowledge workers with specific specialities. Knowledge workers are seen as a crucial asset as with application of their knowledge it can determine the success and reputation of the organisation. â€Å"The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity. (Drucker, 1999, P135) This quote highlights the fact that we are moving away from the traditional mentality that wealth was based on the amount of resources an organisation held in its possession, and more towards how we handle knowledge workers and attain this knowledge. Knowledge workers attract higher banded salaries, with enhanced levels of autonomy in comparison to the normal employee. As a result th e turnover of Knowledge workers is typically high, because they are aware of the fact that the knowledge that they possess is of great need and importance to the organisation. In many cases the knowledge that these workers have allows the organisation to establish a competitive advantage over their rivals, which is why they are willing to pay the generous salary of these workers. If the workers are not kept happy, then it is easy for them to just move to a different organisation or hold back on the knowledge that they provide for the company. In addition, as the levels of autonomy are high this means that here is an element of self-government, and they have a high amount of freedom, for example they can work from home, this then decreases the amount of control that a firm has over a knowledge worker. Within this report I wish to discuss the different factors that would result in the need for different HR practices for knowledge workers. I will then also highlight which characteristics these workers possess that sets them apart from their colleagues at the organisation where they work and how the characteristics affect the HR practices. As these workers are of such importance to the organisation, they try their best to keep these workers at the organisation and as their job description differs vastly in comparison to the typical employees, this highlights the need for adaptation in the HR practices that are implemented by the firm as typical employees can be replaced rather easily, through the normal recruitment procedures, however, with knowledge workers, they add value for the organisation, thus, changes would have to be made to keep them happy at the organisation, whilst performing at an acceptable level. What are the benefits a Knowledge Worker receives? The main technique where we can identify a knowledge worker is by highlighting the benefits that they receive in comparison to normal workers. According to Lowendahl (1997), these workers are offered high remuneration and substantial autonomy, this simply means that there is no one overlooking them constantly and they are highly paid in comparison to others. Knell (2000) Pink (2002), also describe these workers as â€Å"free workers†, this would mean that for them there is a lot more choice as to what they can do. As they hold all the knowledge which is valuable, it usually means that these workers are a lot less reliant on the organisation that employs him. In addition to this, it is because these workers have access to knowledge and it is them that control it, this then enables them to control the flow of the knowledge, this would mean that they need to be kept happy in order to make sure that the flow of information is suffice and of value to the company. As a result of this, knowledge workers are also offered a lot more freedom in comparison to other workers. As described above, Knowledge workers are offered many benefits due to how aluable they are to the organisation, however, there are challenges that are then forced on HR with the benefits that they offer to these workers. I will now describe these below and show examples of changes and alterations that have been made either for the attracting, motivating or retention of knowledge workers. HRM challenges as an effect of these Knowledge Workers As Knowledge workers are offered such attractive advantages due to the nature of their work, this impacts the normal practices that are in place by HRM. Therefore, managing these Knowledge workers can be challenging for HRM. These include: Firstly, we can look at the work organisation; this has a major impact on the motivation and productivity of the knowledge worker. If the environment and the organisation is structured in a way that the knowledge worker doesn’t like then this could have a high negative effect on the company, as they need environments where they are comfortable and more importantly a place that offers them new challenges. Another challenge is the constantly changing psychological contract, this is where there are unwritten obligations and expectations that are out of the written contract of the knowledge worker. The firm should not expect too much of the worker and likewise the worker should not expect too much from the firm, hence the need for contracts to get an understanding of the needs. You read "Human Resources – Knowledge Workers" in category "Papers" Thirdly, if the knowledge workers have more than one employer, it is difficult to ensure that these knowledge workers stay loyal. The factor of opportunism can arise here as the knowledge worker would not take into consideration how them leaving or not being productive, can affect the company, instead they will just focus on the benefits that they can take advantage of. Due to the autonomy that is offered to these workers, monitoring the productivity and motivating the workers is difficult for the organisation. These workers also have varied desires as some of them go for the more short-term incentives, like money and freedom of work, or some tend to focus on building their career, and it is a must for them to work with well recognised clients. One of the biggest challenges that they face is the challenge of retaining these workers as turnover of these workers is significantly high in comparison to other workers. So it is critical that the HR department devise correct and well suited practices to make sure that these workers are content. The management of the knowledge is important because the knowledge is held by the workers and it is important to make sure that the flow of this knowledge is not restricted by any other factors that can be controlled or altered by the firm. The knowledge that they have also needs to be up to date as out-dated knowledge would not add maximum value for the organisation. Defining who owns the knowledge at question is also a challenge for the organisation as there are always boundaries which are often unclear and vague, they would need to know this so that they can clearly see how much knowledge the worker can dedicate to the firm. Also as a result of the worker having the knowledge with them, there is also always the threat of them going away and setting up their own firms and as they typically work with clients directly, they could take the clients with them to their own firm. As all these challenges to HRM have been described and highlighted I believe it also reveals the need for the differentiated HR practices for these workers as they vary massively to normal workers. Different contexts and organisations The dependency between the knowledge workers and the organisation also varies largely to normal workers as the firm itself is a lot more dependent on the knowledge workers. (Swart and Kinnie, 2003) suggest that this is because of knowledge workers changing the typical trend of the firm owning all the knowledge. In addition, the work process also differs making the firm more dependent on the workers. An example of this is where the knowledge is at the core of the company so that would mean the knowledge worker would usually be the main source of this knowledge. The knowledge worker is at the centre of the business but this is collaborated with the reputation of the firm and working closely with the worker to main a strong relationship which is strategically vital in that particular type of industry. As a result of this type of relationship and strategic collaboration, this would mean that both parties involved would be highly dependent on each other as the firm would not have the knowledge they require to do business as the knowledge is with the workers but the worker would need the resources, brand reputation and the clients that the firm has. Pink (2002) describes this as â€Å"substantial interdependency† as they are both reliant on each other. The only way this dependency can be reduced is by using knowledge management and outlining boundaries and expectations from both parties. It is important to look after these workers, as if the workers leave then the value created will also leave with them. It is also difficult within this type of industry to determine how much the knowledge worker did or is needed to add value as it is tacit knowledge, which is hard to measure. Knowledge work also influences the network of the organisation as in traditional employment, there is usually a hierarchy which is implemented and all who are involved in this will adhere and follow this hierarchy (Williamson, 1975). However, with knowledge work hierarchies won’t work due to the power differences that will be incurred as a result of the hierarchy. With knowledge work it is all about being in the correct networks and building a portfolio of careers (Castells, 2000). This gives them the freedom to go out and expand their knowledge base and they can progress within their career at their own will. It is the responsibility of the organisation to provide the workers with clients that are well recognised to keep them happy and motivated, as it would challenge them more and allow them to utilise their knowledge to their maximum potential. This is very good for the knowledge worker, however it poses a threat to the firm as they can potentially, take the clients with them if they were to leave because they could have formed a strong bond due to the high level of autonomy that they are granted, thus meaning that the organisation won’t know how close they are. For this reason it is important to evaluate the level of autonomy that is offered to these workers, they would need enough to keep the workers motivated but not too much where the workers can get too close with clients and cause problems for the organisation. Another factor which highlighted by Horwitz (2003), was how the ownership of the firm (foreign or local) affects the practices and the attraction of these knowledge workers, this shows that the culture of the firm has a major impact on the motivation and attraction of these workers. â€Å"Foreign versus local ownership appears, therefore, to reflect differences in certain types of HR practices such as using headhunters and advertising media to recruit and select knowledge workers† (Horwitz, 2003). This shows us that the differing organisations from different cultures use approaches to which they think is best, and there is not a universal, â€Å"one fits all† approach which can be used globally. In addition to this they also found that â€Å"both wholly owned foreign and local firms found a fun and informal work environment more highly or fairly effective† (Horwitz, 2003), this shows us that the workers take a preference to an environment which is more informal and again changing from the conventional hierarchical approach. An example is when Horwitz (2003), describes how there are certain cultural requirements or standards within Singapore (where they did their study), for example they have large respect for the hierarchy and everybody seems to know their positions. This would affect the knowledge workers in the sense that if there is a major emphasis on hierarchies within the organisation, it may push them towards multi-national companies with different cultures. Also, if a firm is international, this attracts knowledge workers as it allows them to travel and experiment different cultures, whilst working for the same firm, this also builds on their experience and makes them a more valuable worker. Figure 1: Proposed schema for attracting, motivating and retaining knowledge workers Source: Frank M. Horwitz. (2003). Finders, Keepers? Attracting, motivating and retaining knowledge workers. Human Resource Management Journal. 13 (4), 23-44. HR practices Figure 1 shows a schema which proposed for attracting, motivating and retaining knowledge workers, I believe that the elements that have been taken into consideration within the schema are critical and the schema is accurate, however, Horwitz (2003), says himself that it needs further hypotheses testing to make sure its accurate. In addition to this, it does not take into account anything about differing industries as for each industry, they found that different things motivated or attracted the knowledge workers, this is crucial as it again highlights that there cannot just simply be one standard approach or practice across all industries. According to Kinnear and Sutherland (2000), some researchers have found HR practices which they believe are vital for retention of knowledge workers and decrease the turnover of these workers. However, how could this be possible when there are so many factors that affect the different requirements of these workers and the HR practices required to accommodate these workers? The nature of work is exceedingly different, although there may be tensions between the two types of worker simply because, the knowledge workers are granted such high benefits and salaries. Again as per Figure 1, we can see that there is no consideration of normal workers, this implies further that these practices should be altered and suited for the knowledge workers. With altered practices it also shows that there is a possibility that it could affect the current employees’ chances of progression to get to the level of knowledge workers as the firm would invest so much into the recruitment of these knowledge workers, they would expect to find people that already have the knowledge and don’t require the training to work, simply just to settle in to the culture of the organisation. On the other hand, Frost (2002), goes on to also talk about how employers can distinguish between the two types of workers and thus, supports the claim that HR practices need to be different for the types of workers and this will allow them to both be happy and progress accordingly. In addition to this, Despres and Hiltrop (1995), state â€Å"traditional approaches to work remuneration and reward are no longer appropriate in a post-industrial knowledge economy† (Horwitz, 2003) this further reinforces the idea that new and fresh approaches are needed for knowledge workers and the industries need to move away from this old fashioned mentality as the industries are evolving more and more towards knowledge based organisations. A key thing that Horwitz (2003) found was that the most popular HR practices implemented by the organisations were not always the most effective, this can be questioned as the study was in Singapore, but I believe that it just simply reinforces that the culture of each country and organisation varies and thus would affect the wants and needs in HR practices from the knowledge workers. In addition to this, they say â€Å"There is increasing evidence that particular organisations are beginning to acknowledge that distinctive HR practices lead to better knowledge worker performance. (Horwitz, 2003) this again shows the link between altered practices for these workers has a positive impact on the work and the morale of the workers. The design of the job was stated as being high important as part of the satisfaction of the knowledge workers, as if it designed correctly, then this can have a positive impact on the morale, productivity and behaviour of the knowledge worker (Thompson and He ron, 2002). This again shows the importance of different practices for these types of jobs and not to just let them have a monotonous job style like the normal employees. Conclusion In conclusion, I agree with the initial claim that HR practices should be altered for knowledge workers. I have discovered the real sheer importance of these workers to organisations and how they add value to organisations, for this reason I believe the benefits that are afforded for them are fair and deserved and although they do require some changes which organisations are not accustomed to, for example, losing hierarchies, partnership style working, allowing them to work from home and other challenges the pose to HR, there are certain ways to attract, retain and motivate them. They also can be risky for a firm, with the ambiguity of their tasks and lack of control from the organisation, but if the firm can keep them happy and monitor in a suitable way, then the worker would be kept happy. Knowledge based companies especially should recognise the importance of tailoring HR practices for these workers, as they are what would give them the competitive advantage, they are also characterised as being innovative and this is key to any firm. Finally, I believe that these workers will shape the industry in the coming years, so firms should invest into finding the best HR practices which suit their own culture and organisations based also on their industry. References Castells, M. (2000). The rise of the network society: rise of the network society. Oxford, Blackwell. Despres, C. and Hiltrop, J. M. (1995), â€Å"Human resource management in the knowledge age: current practice and perspectives on the future†, Employee Relations, Vol. 17 No 1, pp. 9-23. Drucker (1999). Managing Oneself,† Management Challenges for the 21st Century. Frost, M (2002) `Managing knowledge workers’. HR Magazine, May, 47: 5, 124-126 Horwitz, F, 2003. Finders, Keepers? Attracting, Motivating and Retaining knowledge workers. Human Resource Management Journal, 13/4, 23-44. Knell, J (2000) Most Wanted: The quiet birth of the free worker. Futures reports Kinnear and Sutherland (2000) `Determinants of organisational commitment amongst knowledge workers. ’ South African Journal of Business Management, 32: 2, 106-111. Lowendahl (1997) Strategic Management of Professional Service Firms Pink, D. H. (2002). Free agent nation: the future of working for yourself. New York, Warner Books. Swart, J. Kinnie, N. (2003) knowledge-intensive firms: the influence of the client on HR systems. HRMJ, 13 (3) 37-55 Thompson, M. and Heron, P. (2002). `The employment relationship and knowledge creation: evidence from RD based high technology firms. ’ EURAM Conference, Stockholm (May), 1-10. Williamson, Oliver (1975), Markets and hierarchies, analysis and antitrust implications Word Count : 3,242 including references How to cite Human Resources – Knowledge Workers, Papers

Role of Team Leaders

Question: Discuss the role of team leaders in managing the work of the organization. Answer: Introduction The prime purpose of this paper is to understand the team leaders are playing major role in managing the work of the organization. It is the sole responsibility of the management of the organization to take care of the employees as they are playing significant role in accomplishing the goals of the organization (Alexander et al., 2005).. There are several theories, which are helping the management of the organization specially the leaders of the organization to manage the teamwork. Here in this research paper, the researcher is trying to depict the relationship between the employees and employers. Employers are responsible for recruiting the employees in the organization so it is the sole responsibility of them to take care of the employees by fulfilling the demand of the employers. Overview of the company For the better analysis of the paper, researcher has chosen Calgary Oil Shale Technologies. COST is the acronym of Calgary Oil Shale Technologies. It is a subsidiary of an international oil field company. The specialty of the organization is in supplying of the goods and equipments, which are necessary in the oil field. On the other hand, the company is specialist in supplying the Database Management System (Blanchard, et al, 2005). The management of the organization believes that employees are the key stakeholder of the organization so they put emphasis on choosing the employees. All the employees in the organization are well educated and skilled enough. Data Management Operation is facilitating the management of the organization to control the price of oil in Alberta, Colorado and Utah. There major functional groups of the organization are operations of the organizations, below ground and the employees, who are managing the equipments. From the recent research, it is seen that the price of oil is skyrocketed; despite of the fact, COST is facilitating other nations to control the price of oil and maintain their productivity (Casimir, 2001). As the supply of oil is limited, in that case many oil producing companies can ask for any amount of price from the customers, it helps to ensure their profit percentage. It is facilitating in improving the productivity and profit margin of the company. Problem of the organization Like many other organizations, the operations of the organization are in the hand of the non-experienced and experienced staffs. Often due to lack of communication between the skilled and non-skilled staffs are facing staffs (Chen and Silverthorne, 2005). Experienced staffs are taking the non-skilled staffs as just a mere employee. The conflict arises when the low skilled staffs refuse of obey the guidelines of the skilled experience. The experienced staffs are trying to impose the rules and regulations on the low skilled staffs that automatically generate trouble. Often it is seen that semi-skilled staffs r the low skilled staffs fails to execute the command of the seniors (Cook, 2009). Highly trained staffs include geologist, engineers and geophysicists. Along with that it is also found that due to overpower of the skilled staffs on the semi-skilled staffs, the semi-skilled staffs are often getting offended. Solution to the problem There are several solutions to this problem but among the several other problems, the most proposed solution to this is implementation of leaders. To maintain the performance of the organization in the global competitive market, it is necessary for the management of the organization to implement various leadership theories(Donnellon, 2006). Only an effective leader can able to manage the conflict between the employees and management. On the other hand, for managing the entire team effectively, the management of the organization should put focus on engaging leaders by keeping in mind that the organizational activities are based on two different types of employees. Leaders should not be biased and proposed solutions, which are beneficial for the growth of the company as well as for the all level of employees. Cross Functional teams in Alberta As the large international organization, the management of the organization has to operate the business from different dimensions. The organization is working for supplying the technologies and Database management system. So it can be said that the management of the organization should concentrate on the cross functional activities (DuBrin, 2005). Before going deep into the study, it is necessary to understand the definition of Cross-functional team. The meaning of cross functional team is to manage different activities of the organization; it means the organization is working for different sectors. The leaders of these types of organization have to face different kinds of trouble. It is the sole responsibility of the leaders of the organization to motivate the employees of different sectors so that they can understand the COST has singular and they should work for the betterment of the organization (Glanz, 2002). Management of COST is trying to appoint new as well as experienced employees so that jointly they can manage the organizational structure effectively. COST has appointed Carlos Debrito and Howard for mitigating the challenges in the organization. Carlos Debrito is an experienced staff and he is working for COST for twenty-six years. He has experience on every department of the organization and on the other hand, the management also engages Howard, she has no experience. Carlos and Howard are entitled to look after the cross functional activities in the organization and they have to motivate the employees for common set of goals. Carlos is appointed in this organization to look after the conflict between the management and employees of the organization (Kantharia, 2015). Carlos is asked to implement leaders in the COST and she is also asked to understand the functionalities of the organization and based on the functionalities, employees can be engaged. Howard can take help from Debrit o as he is a senior employee and he has experience in all sectors. Fireside Chats There are two types of leadership processes, between two types of leadership process, Howard should concentrate on the Fire Side Chat. It is considered as the most effective process of motivating the employees. From the brief of the Fire Side Chat, it can be determined that this can helps to remove the anxiety from the employees. Roosevelt in 1933 has been the former president of America trying to motivate the people of entire nation so that they can fight against any kind of injustice. This theory has invented at the time of the Great Depression in 1930 and World War II (1939-45). At that time just to motivate the employees, Roosevelt has exhibited several speeches more specifically almost 30 speeches and later broadcast those speeches through television and Radio. The speeches had been delivered to the staffs of banking sector and people, who are unemployed (Kendrick, 2012). Even the leaders of these days are following this method for motivating the employees but with slightest twi st. In case of the Fire Side Chats, the management of COST should engage all the employees to take active part in the organizational decision making part. The meeting can be arranged at any place and there s no specific space for holding the meeting. The speeches of Roosevelt motivated employees at that time; the employees feel comfortable and motivated. With the help of the Fire Side Chats, employees of Cost can be motivated. Problem Busting Team In case of the Problem Busting Team, the management of COST facilitates the employees to choose their own leaders. It is considered as the best way to engage the employees in the organizational operations (Marques, 2007). If the employees of the organization are asked to take part in the decision making process of the organization, in that case they feel that they are the part of the organization. In COST there is Myriad of problems and leaders are the ultimate solution to this. In Problem Busting Team, all the members are asked to take part. The activities of this team is dependent on the identifications of problem in Fire Side Chats and Temporary Team is going to develop for the problems of Fire Side Chats. Stages of team Development Apart from these two theories, Howard should concentrate on the Tuckman;s Team Development. Here in this theory, different stages can be identified. There are four basic stages of development: Forming: This is the beginning stage, at this stage employees are found curious enough and here leaders have to plays and dominant role to manage the employees and drive them towards a common set of goals. Storming: In this stage, employees stated learning things so they should be a tendency to break the boundary and limit and set their own (Parker, 2009). The conflict arises when they are trying to break the boundary. Leaders of COST should handle them carefully otherwise the chance of employee turnover will rise. Norming: This is the stage of learning; at this stage, employees have to learn how to adopt strength and weakness of the other employees and increase their performance. Performing: This stage helps the employees how to work harder. Besides Tuckmans Team development the leaders of the organization should concentrate on Fireside Chats and Problem Busting Team (Proehl, 2007). According to both these theories the employees should provide relaxed ambiance in the organization so that they can share problems with their team leaders. As the senior employee of the organization, Debrito has to play an effective role in the organization. He is entitled to increase the performance of the organization. He is also engaged to manage the success of the organization in Alberta and Colorado. With the help of the implementation of two types of theories, Debrito and Howards can successfully manage the productivity of the organization (Transformational Leadership: The Emerging Leadership Style of Successful Entrepreneurs, 2015). For managing the activities of the organization, the Derito and Howard have decided to implement Democratic Leadership Style in managing the employees in the organization. At the time of recruitment, the Human Resource Management of the organization has decided to recruit skilled and educated employees in the organization. In that case, to reduce the rate of employee turnover rate in the organization, the management of COST should implement democratic leadership style so that employees can able to get chance in the decision making process of the organization (Williams, 2002). This is the best theory to manage the employees as they are able to state their own views so they feel that they are the part of the organization and they put their best to accomplish the organizational goals. Taking part in the decision making process of COST has increased the loyalty among the employees. When the question is asked about the efficiency of the Problem Busting Team, it is stated that it is the best idea to engage the employee. It helps to enhance the chance of employee engagement in the workers of Colorado. Leader of Alberta has provided training to the employees to increase the efficiency, so training is the best process to improve the efficiency of the Colorado. There are five processes of mitigating challenges in the organization and the approaches are Accommodation Avoiding Collaborating Compromising and Confrontation Besides that, the leaders of COST are going to concentrate on the Fiedler Contigency Model. In accordance with the model, there is no particular leadership style or there is not best fitted leadership model. The leaders have to be flexible and depending on the situation, the leadership style should be changed. If there is lots of time to take any decision then leaders should focus on democratic leadership style but if the leaders have less time to take any decision then leaders should take help of Autocratic Leadership Style. Conclusion From the above analysis of the paper, it can be determined that leaders have to maintain the leadership qualities to for an effective team. Apart from this, this paper is concerned with the choosing of leaderships style. Among the several other leadership style, the leaders are entitled to choose best-fitted leaders style for the organization (Kendrick, 2012). Along with that management of the organization has to understand that conflict is the inevitable part of the organization and leaders should know the tricks to mitigate the negative impact of leadership. Besides Conflict, strategies are integral part of the organization; leaders with the help of the strategies can able to mitigate the issues in the organization. References Alexander, J., Lichtenstein, R., Jinnett, K., Wells, R., Zazzali, J. and Liu, D. (2005). Cross-Functional Team Processes and Patient Functional Improvement.Health Services Research, 40(5p1), pp.1335-1355. Casimir, G. (2001). 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