Equality Act Essay Example for Free

Equality Act Essay Learning intentions: Investigating the legislation that protects all groups covered Breaking down the key features of the legislation Assessing the ways in which the legislation addresses their needs Evaluating the strengths and weaknesses of the legislation To consider how a range of care workers would use anti-discriminatory practise Success Criteria Can I name the legislation that protects all groups covered? Can I explain the key features of this legislation? Can I assess how this legislation meets the client’s needs? Can I evaluate the strengths and weaknesses of this act? Research Questions: 1. New definitions of discrimination As well as direct discrimination, indirect discrimination, harassment and victimisation The Equality Act outlines three new categories of discrimination that certain groups of individuals are protected against. Define the three additional types of discrimination below: 2. Who is protected under the Equality Act (protected characteristics)? a) Age- The Act protects employees of all ages but remains the only protected characteristic that allows employers to justify direct discrimination, i.e. if an employer can demonstrate that to apply different treatment because of someones age constitutes a proportionate means of meeting a legitimate aim, then no discrimination will have taken place. The Act continues to allow employers to have a default retirement age of 65, as long as the default retirement age remains. b) Disability- The Act includes a new protection arising from disability and now states that it is unfair to treat a disabled person unfavorably because of something connected with a disability. An example provided is the tendency to make spelling mistakes arising from dyslexia. Also, indirect discrimination now covers disabled people, which mean that a job applicant could claim that a particular rule or requirement disadvantages people with that disability. c) Gender reassignment- It is discriminatory to treat people who propose to start to or have completed a process to change their gender less favorably, for example, because they are absent from work for this reason. d) Marriage and civil partnership- The Act continues to protect employees who are married or in a civil partnership. Single people are however not protected by the legislation against discrimination. e) Pregnancy and maternity- The Act continues to protect women against discrimination because they are pregnant or have given birth. f) Race- The Act continues to protect people against discrimination on the grounds of their race, which includes color, nationality, ethnic or national origin. g) Religion or belief- The Act continues to protect people against discrimination on the grounds of their religion or their belief, including a lack of any belief. h) Sex- The Act continues to protect both men and women against discrimination on the grounds of their sex. i) Sexual orientation- The Act continues to protect bisexual, gay, heterosexual and lesbian people from discrimination on the grounds of their sexual orientation. http://www.fpb.org/hottips/601/The_Equality_Act_2010:_protected_characteristics_and_types_of_discrimination.htm 3. Research examples of discrimination and place them into the chart in the correct place Type of Discrimination Example Direct discrimination For example, when people are treated less favorably than others because they have some ‘irrelevant’ characteristic; i.e., they are from a different ethnic background or belong to a religious minority. Indirect discrimination For example, a dress code that requires women to wear a knee length skirt (which has no direct relation to their ability to carry out their work) could be indirectly discriminatory against women from certain cultural or religious groups. Harassment Victimisation For example, a person is victimized (punished or treated unfairly) because  they have made a complaint, or are believed to have made a complaint, or supported someone who has made a complaint (this is a form of harassment). Discrimination by association For example, refusing to promote a woman who has some caring duties because her mother has recently had a stroke is discrimination arising from association. Perception discrimination For example, a heterosexual man who has a gay friend cannot be discriminated against because someone believes (wrongly) that he is also gay. Third party harassment For example, a waitress of Asian origin has complained on several occasions to her employer that a particular customer has been making racist remarks to her. The employer should take steps to protect the employee from harassment by a third-party, such as banning the customer from the restaurant.

Terrorism and Intelligence Failures Essay Example for Free

Terrorism and Intelligence Failures Essay Terrorism by dictionary definition is described as the unlawful use or threatened use of force or violence by a person or an organized group against people or property with the intention of intimidating or coercing societies or governments, often for ideological or political reasons. Terrorism comes from decades of histories of deep national pride, religious disputes and what is seen as an intrusion upon Islamic holy grounds. Terrorist groups try to gain influence and power in order to affect political change on either a local or an international level. They make this possible through the publicity and fear that is generated by their violent acts. Throughout history terrorist groups have caused much devastation and damage, leaving a huge impact on the world. Terrorism is one of the leading problems in today’s society. The terrorist attack against the United States, on September 11th, 2011, clearly demonstrated the power and strength that terrorist groups possess. The causes of these acts come from the instability, oppression, poverty and political alienation that the citizens of many Islamic-Arab nations face. As a result, the people of Afghanistan and many other Arab nations have generated a deep hatred for the United States going back over a hundred years. The American government and intelligence agencies, such as the Central Intelligence Agency, now work harder than ever to prevent such horrifying acts of terrorism from re occurring, since they failed in the prevention of 9/11. â€Å"Terrorism is a complex problem: Its origins are diverse; and those who engage in it, even more so† (Reich, 1). The actions of terrorist groups, as well as terrorists as individuals, are complex. One must recognize that there is not only a single explanation for the act of terrorism. The subject is very intricate and involves a huge diversity of causes and reasons that aid in the explanation and understanding of terrorism. In the book, Origins of Terrorism, Walter Reich examines the psychologies, ideologies, theologies, and the states of mind of terrorists in an attempt to better understand the realms of terrorism. Reich does not only work with terrorism studies itself but instead works within the realms of political science, Islam, history and social psychology to gain a more well rounded understanding of terrorism. Through recognizing the knowledge of these realms, Reich and other scholar’s state this information can contribute to the understanding of the ways in which terrorists view the world and behave in it. Terrorism can be explained as an expression of political strategy. Meaning that terrorist behavior is a willing choice made by an organization for specific strategic reasons. These organizations are very radical political groups that determine that terrorism is the best course of action in accomplishing their political goals. â€Å"The practitioners of terrorism often claim that they had no choice but terrorism, and it is indeed true that terrorism often follows the failure of other methods† (Reich, 10). Failure to mobilize support from masses, lacking of utilization of military power, time constraints and unrealistic expectations cause radical political organizations to turn to terrorism. By choosing terrorism, group members and leaders, willingly accept the risks of challenging the government. The origin of terrorism is as old as humans’ willingness to affect politics through the use of violent acts. Terrorism dates back to first-century Palestine when a Jewish group fought and murdered the Romans and their collaborators who ruled over them. Terrorism went on to be classified as a modern phenomenon. In the twentieth century terrorism was associated with the Italian Red Brigades, the Irish Republican army, the Palestine Liberation Organization and Perv’s shining paths among many others. Terrorism moved away from being based on state action and moved further into a larger aspect of attack against existing political orders. The result of this was due to the growing amount of ethnic nationalism within countries. Groups with strong ethnic nationalism were forming throughout the entire world. Then in the late 1960’s international terrorism became a prominent issue. Terrorism progressed from random killings to massive plans of attacks. Hijacking and bombing had become the favored and popular methods of attack. Organized groups had specific political goals that they carried out through theatrical, symbolic acts of violence. As the twenty-first century came around terrorism started becoming very religiously motivated. Groups like Al-Qaeda, Hamas and Hezbollah come to mind as they justify their acts of violence on Islamic grounds. Terrorism was now not only being used for political reasons but for religious reasons as well. Religiously motivated terrorist groups are the most alarming terrorist threats in today’s world. The rise of Islamic radicalism and militancy began during the 1970’s in the Middle East region of the world. Islamist terrorism is based on the belief that U.S. foreign policy has killed, oppressed and harmed Muslims throughout the Middle East. This belief resulted in a tense relationship between the ‘West’ and the Arab and Muslim nations, creating a great amongst American society. Osama bin Laden was the founder of the most well known Islamic militant organizations called Al-Qaeda. His goal was to remove and end American military presence in the Middle East and Arabian Peninsula, end American support for Israel, return East Timor and Kashmir to Muslim rule and overthrow any Arab regimes that he considered corrupt and insufficiently religious. Al-Qaeda is the most innovative and dangerous terrorist group that has ever existed according the American government and all other countries that have been victims of terrorist acts. It has been known to engage in suicide attacks, kidnappings, hijackings and recruiting new members through the Internet. Al-Qaeda’s operating network consists of a multinational, stateless army, and a radical Sunni Muslim movement calling for Jihad. Jihad is an important religious duty of Muslims that involves the protection and keeping of the Islamic faith. In the book, The Age of Sacred Terror, authors Daniel Benjamin and Steven Simon provides essential insight into the thinking of bin Laden and his followers. Benjamin and Simon talks about bin Laden’s first televised interview with Peter Arnett in March 1997. During his interview he complained and stated, â€Å"the truth is that the whole Muslim world is the victim of international terrorism, engineered by America at the United Nations . We are a nation whose sacred symbols have been looted and whose wealth and resources have been plundered.† Bin Laden continued to state, â€Å"If their people do not wish to be harmed inside their very own countries, they should seek to elect governments that are truly representative of them and that can protect their interests† (Benjamin, 147). Bin Laden gave the people of America a clear warning that he is planning an attack and a war against them. Osama bin Laden issued and signed his second fatwa on February 23, 1998, as the leader of Al-Qaeda. A fatwa is a legal pronouncement in Islam, issued by a religious law specialist on a specific issue. Through the issue of bin Laden’s fatwa, he gave the USA an indictment on the Arabian Peninsula, Iraq and the Middle East. He blames America for occupying lands of Islam and intervening in Middle Eastern affairs. Bin Laden’s goal was to get rid of any Americans getting in the way of his radical Sunni movement. By issuing his second fatwa, bin Laden declared was on the West and Israel. Al-Qaeda also released a video later that year declaring war on the United States and the West as well. After bin Laden had declared war, bombings were carried out on US embassies in Kenya and Tanzania. There was also an attempted bombing of Los Angeles International Airport and then the USS Cole bombing occurred in October 2000. On September 11, 2001, Al-Qaeda attacked the United States once again. This attack not only crushed American ideologies, but also took away the feelings of security that had taken hundreds of years to build. To plan and successfully execute the September 11th attacks, Al-Qaeda terrorists worked for years within the United States using Islamic organizations to coordinate and build their networks. In the book, American Jihad, Steven Emerson tells the story of the terrorists who sought to destroy the United States from the inside. Emerson states, â€Å"Operating in our open society, with freedom of speech and assembly and with only casual oversight from the FB I, the CIA, and the Immigration and Naturalization Service, the worldwide network of militant Islamic organizations has finally been able to coordinate† (Emerson, 3). The idea that terrorists were working within the United States seemed unimaginable, but the attacks of 9/11 proved that it was possible. Bin Laden organized and set up a network of â€Å"cells† in Tucson, Arizona; Brooklyn, New York; Orlando, Florida; Dallas, Texas; Santa Clara, California; Columbia, Missouri; and Herndon, Virginia. He understood that if he recruited U.S. citizens it would help him in his terrorist efforts because they would be allowed to travel freely throughout the world. By having an American passport his followers would not be detected or questioned whether they were a part of or members of a terrorist group. Bin Laden â€Å"made efforts to recruit United States citizens†¦ in order to utilize the American citizens for travel throughout the Western world to deliver messages and engage in financial transactions for the benefit of Al-Qaeda and its affiliated groups and to help carry out operations† (Emerson, 153). Bin Laden was obviously successful in his attack on America, which demonstrated not only to Americans, but also to the rest of the world what great threat terrorism can be to humanity. The success of terrorism depends on the existence of a mass media, which will create and spread the feeling of fear throughout the world. As a result, the attacks of September 11, threw America into a full waged war against terrorism. Military efforts were sent to abroad to Afghanistan and the Bush administration increased domestic efforts in order to prevent future attacks. New ideas and reforms needed to be put in place. American citizens did not understand why the CIA, the biggest intelligence agency in the world, could not prevent such a large scaled terrorist attack from happening. â€Å"The CIA was designed to†¦ â€Å"Connect the dots.† Yet it failed to penetrate sufficiently with human intelligence agents or to fathom analytically with sufficient clarity the Al-Qaeda 9/11 conspiracy that lead to the slaughter of some 3000 individuals on U.S. soil† (Russell, 18). â€Å"The terrorists that intelligence must uncover and track are inert objects; they are living, conniving strategists. They, too, fail frequently and are sometimes caught before they can strike† (Hoge, 146). The intelligence system failed and in order to understand this failure one must understand that the strategic role of intelligence in decision making of foreign policy has been a neglected field of study. The outrage of the intelligence failure forced the Bush administration to fall to political pressure. The administration accepted the 9/11 Commission’s recommendation to the create DNI post. This post was to serve as the president’s chief intelligence advisor and oversee the entire intelligence community, including the CIA. The root cause of the failed penetration of Al-Qaeda’s 9/11 plot, by the CIA, has to do with their failure to marshal the resources that work against Al-Qaeda, which were corresponding with the threat. The CIA did provide the president with a strategic warning about the attacks but it would have been much better if they had access to the Al-Qaeda related information that the FBI had collected. The CIA has also failed to produce spies that are needed to reveal the plans and intentions of America’s enemies. The focus should be put on what can be done to improve intelligence rather than recap evidence of what the CIA did and did not do. Spending more money on intelligence agencies will not necessarily improve American security. Intelligence could be improved by the collection of more important information, the building up of human intelligence throughout the world and recruiting more and better spies. If the American government wants to protect its citizens, property, liberty and interests from attacks of terrorist groups then dramatic reforms need to happen. These reforms would hopefully give the president access to the enemy plans and tactics. â€Å"The systematic failures of American strategic intelligence and the CIA since its inception have been obscured by the political and emotional impulse to examine each and every incident of intelligence failure in isolation and not to put them together into a larger context with other intelligence failures that shared the same root causes† (Russell, 27). Nonetheless, America was in an overall agreement that changes in the American intelligence systems were necessary. The United States Department of Homeland security was created in November 2002 as a new cabinet level agency. This department was responsible for the reorganization of the U.S. federal government. Government bureaucracies dealing with military functions and security were also reorganized. In October 2001, the USA Patriot act was signed into effect reducing the restrictions on law enforcement agencies’ ability to search medical, financial, telephone, e-mail communications and other records. It also eased the restrictions on gathering foreign intelligence within the United States. The Patriot act also gave the Secretary of the Treasury more authority to closely regulate financial transactions, involving foreign persons. Immigration authorities and law enforcement could now detain and deport immigrants that were suspected of being affiliated with acts of terrorism more easily. Author Richard K. Betts suggested, â€Å"The National Security Agency (NSA), the National Imagery and Mapping Agency (NIMA), and associated organizations can increase â€Å"technical† collection – satellite and aerial reconnaissance, signals intelligence, communications monitoring – by buying more platforms, devices, and personnel to exploit them† (Hoge, 148). A Terrorist Finance Tracking Program was actually created to in order to monitor the movements of terrorists’ financial resources. However, the New York Times newspaper leaked this information, which ended th e project. The National Security Agency instead set up an electronic surveillance program that studied telecommunication use by suspected and known terrorists. All the laws and reforms that removed restrictions on governmental authority are notionally good for the overall prevention and protection against terrorism. In certain perspectives the removal of governmental restrictions is advantageous to American security. However, political interest groups have stated that because these new laws remove restrictions on governmental authority, they violate the civil liberties of the American citizens. The American Civil Liberties Union filed the first legal challenge against the Patriot Act. It claimed that the Patriot act violates the rights of the First Amendment, Fourth Amendment and the right to due process. It is a violation because the Patriot act grants the government the right to search a person’s private property without having to inform them that they are being investigated. Former Pr esident Bush stated that the Patriot Act helped convict more than two hundred suspects of being involved with acts of terrorism. On the other hand, the figures of the Justice Department show that there have been complaints of abuse of the Act from about 7000 people. The real question one must ask oneself is if the governments’ unknown investigations are worth the price of freedom and protection from terrorism. â€Å"The deaths of 3,000 people on American soil at hands of a ruthless adversary along with the CIA’s profound misreading of Iraq’s weapons of mass destruction (WMD) capabilities are the latest and greatest and in a long string of U.S. intelligence failures† (Russell, 149). The United States government has heavily concentrated on improving intelligence through bureaucratic approaches. Fighting the war on terrorism became a huge challenge for the United States. The terrorist attacks of 9/11 caused enormous devastation and damage to all the citizens of America. September 11 will never be forgotten as it has left a huge impact on the world. Al-Qaeda is a very serious threat to the United States but there will most likely be many more in the next generations to come. â€Å"The United States needs to rectify the substantial shortcomings in human intelligence collection operations if it is to deal successfully with issues of war and peace in the future† (Russell, 168). The protection of America is in the hands of the government and the intelligence agencies. Terrorism will not end on its own, therefore Americans need to be prepared for what the future has to bring. Terrorism has been around for centuries and will probably always be around. The question is how to handle it and keep it in check. There will always be extremists working against the governments in the world.

Self Confidence And Leadership

Self Confidence And Leadership Purpose The purpose of this study is to test empirically whether a relationship exists between self confidence and leadership, with self efficacy as a mediator. This effect is studied with respect to gender differences among the sample population. Design/methodology/approach An online questionnaire was administered to students of XLRI, Jamshedpur. The questionnaire measured the students on various parameters like self confidence, self efficacy, and leadership quality. Gender differences were also recorded for the same. Findings There is a significant relation between self confidence and leadership of an individual, with self efficacy fully mediating this relationship. Also, it was seen that gender plays an important role in defining the leadership among management students. Research limitations/implications Only management students of a B-school were taken as sample. Also, this study administered a structured questionnaire with cross-sectional design. Future research is required on various other parameters that effect leadership quality of an individual. Practical implications The research is carried on management students. Hence, it is expected to act as a guide for organisations in determining the effectiveness of future managers with respect to co-relation between levels of self confidence and their display of leadership behaviour. Originality/value This paper studies the direct effect of self confidence and indirect effect through self efficacy on leadership quality among students of a B-school and how gender differences affects this relationship model. This model, though earlier studied in parts will now be researched upon in totality. Keywords Self confidence, Self efficacy, Leadership, Gender, XLRI, Jamshedpur, India Paper type Research Paper Introduction Leadership has become an important determinant managerial ability. Leadership has been defined as the ability to execute, organize, communicate, motivate and inspire. Several approaches have been proposed for the assessment of leadership ability. These range from specific theories of leadership, such as trait theory, to specific kinds of leadership, such as transformational leadership, to specific dimensions, such as goal setting. However, lately, the best assessment of leadership is on the ability to inspire others through positive exemplary behaviour and through empathetic communication. As such the best description of leadership ability might comprise ability to: Exercise discipline over oneself, demonstrate clarity of thought of life, and possess a well rounded worldview and philosophy on life that combines personal mastery and public interdependence in a benign, non-manipulative way. Display compassion from others point of view, and to truly empathize with others and know their motivations, concerns and preconceptions. Communicate effectively on the basis of an accurate assessment of others perspective and their various levels of drives and motivation. That is, to construct the most appropriate message, and encode and deliver it through language and otherwise in the best way possible so that the recipient has thorough understanding of the idea being communicated. Draw from ones clarity of thought powers of empathy and freedom from vanity so as to assess the situation around him accurately, and to draw a vision of a lofty but attainable future which he considers to be desirable and beneficial to the largest number of people. To inspire large numbers of people towards a common, highly meaningful and motivating goal; guiding and showing them how it is achievable, while facilitating communication at every stage To maintain utmost consideration for, and a personal bond with, the people for and with whom he is working in the process elevating them and making leaders out of them in turn. The above characteristics what a leader is supposed to achieve. However these characteristics are difficult to measure over a short period of time, so alternative methods are use. One such method has been used in this study. Organizations are constantly on the lookout for executives who display these behaviours. As such they are constantly on the lookout for methods which can help predict the leadership abilities of prospective members of the organization. Self confidence is one such measure of leadership abilities (Kaplan, 1986; Popper and Mayseless, 2007). It is considered to be one of the fundamental building blocks of leadership ability and indispensible to leadership success. A person with a high level of faith in himself or herself is likely to be a better executor and motivator. Only a high degree of self confidence can enable a person to make the effort and the choices that go into developing leadership ability. A related trait that is crucial to leadership is self efficacy. The ability to handle adverse situations by taking charge of situations has been found to be determinant of leadership in situations requiring change. This is important because ability to lead positively, empathetically and ethically while facing tough competitive situations requires a belief that one can successfully negotiate such situations without compromising. Furthermore, gender has been an area of focus in study of leadership styles. Studies have pointed out that gender is related to leadership style and performance on various leadership dimensions. Given that leadership abilities of women are expected to draw from somewhat different strengths than men, it can be expected to affect the relationship between self confidence, self efficacy and leadership. Hence we see that there is a need to study the mediating role of self-efficacy in the relationship between self confidence and leadership. Furthermore, given the significant differences found in leadership parameters of men and women, it is important to see how the strength of the relationship between self confidence and leadership abilities is affected by gender. Hence in this study, we seek to study the mediation effect of self-efficacy on the relationship between self confidence and leadership with gender as the moderating variable. Research background and hypotheses Efforts to pinpoint the influences on leadership skills have focussed, for the greater part of the twentieth century, on individual factors such as personality traits and behavioural attributes. In a 1948 literature review, over a 100 studies on trait approach were reviewed and it was found that traits like interpersonal skills, initiative, intelligence and integrity were consistent with leadership capabilities (Daft, 2005). Studies on individual traits have included research on various traits such as honesty, interpersonal skills, initiative etc. Studies have also talked about traits like self-confidence and self-efficacy in relation to leadership (Popper and Mayseless, 2007; Hautala, 2005). This study carries forward these ideas while also attempting to add to knowledge of leadership by studying factors which lead to leadership as well as the way in which other factors moderate this relationship. Self-confidence Self-confidence is a personality trait. One of the most widely accepted definitions of it comes through the Trait Theory of Leadership wherein it is considered one of the most important personality traits used to identify potential leaders (Daft, 2005). If we were to take a more contemporary definition of self-confidence, Merriam-Webster Online defines it as confidence in oneself and in ones powers and abilities. Although there is no singular definition of self-confidence as a construct, a lot of research has been done on the subject and various authors have defined it in different ways. For instance, the reasons for development of self-confidence in an individual have been identified by various authors. Self-confidence may result from a persons belief in whether he or she can performs a task a belief derived from whether or not they succeeded in performing the task in the past (Burns, 1993). On the other hand, self-confidence has also been said to develop in two phases. First, you examine whether you are capable of handling, or have adequate information about, a task and then based on this analysis you decide whether you can handle the task in the present context or situation (Koriat et al, 1980). Self-confidence has most often been linked with the concept of self-efficacy and the two terms are often used interchangeably. Apart from gaining experiential knowledge, a persons self-confidence may also increase through appropriate motivational mechanisms or through reinforcement behaviours (Bandura, 1977). The components of self-confidence have also been studied and they can be divided into internal and external components, ranging from self-love for the former to assertiveness for the latter (Lindenfield, 1995). There are also certain general behavioural indications, which have been linked to self-confidence as components or attributes, viz. a persons air of assurance and the fact that his entry or exit from a space is considered to be of note (Goleman, 1998) In an analysis of self-confidence as a concept, we can find those attributes, which are most representative of self-confidence as a stand-alone concept. These attributes include belief in positive achievements, persistence and self-awareness all of which our questionnaire attempted to capture (White, 2009). Personal characteristics such as willingness to take initiative, effectiveness, self-esteem etc. have also been variously linked to self-confidence (Kacmar and Young, 1998; Pool and Sewell, 2007). Self-confidence measures have, for the most part, continued to measure the attributes mentioned above. However, some new scales to measure it have been developed in recent years, mostly for use in specific professions. The Self-confidence Attitude Attribute Scale was developed to measure the ability of students as well as the amount of work they are willing to perform in order to succeed (Nokelainen et al, 2007). A new measure, the Perceived Self-confidence Scale was also developed for n urses in order to gauge the correlation between willingness to take up managed care and perceived self-confidence (Hayes, 2003) Self-efficacy Self-efficacy is also a construct related to personality and was first developed as part of a study on behavioural change (Bandura, 1977). It was initially defined in terms of an element which helps in development of learning abilities, especially for social or cognitive skills. The concept gained currency over the years and may now be defined as the conviction that one can act in accordance with certain predetermined norms and that such actions will lead to the successful achievement of objectives (Ormrod, 1999). It can also be defined as the belief that our actions can have a modifying effect on the environment and, hence, bring about changes or achieve goals (Steinberg, 1998). Elsewhere self-efficacy, especially among students has been examined and has been described as being capable of imagining oneself achieving a goal completely or as far as one desired to achieve it (Smalley, 1998). It has also been described as, simultaneously, an influence on and a result of socio-cultural n orms and ethnic background (Pajares, 2002). As mentioned above, a similarity of concepts has often led to self-efficacy being used interchangeably with self-confidence. This is also true in the case of efficacy, self-esteem and self-concept. Efforts to distinguish efficacy from self-efficacy have focussed on the fact that efficacy represents actual ability whereas self-efficacy represents a belief in ones ability to accomplish a goal in a designated manner (Sue et al, 2005). The sources which lead to self-efficacy as well as the factors which impact it have been divided under four broad headings learning derived from experiencing something in the past; learning from or comparing oneself with others; persuasion from social relations or even institutions and finally, our reactions to the physiological changes within us during specific situations (Bandura, 1977). Self-efficacy also has certain consequences on behaviour. For example it leads to greater effort and increased focus on ach ievement of goals (Schunk, 1990). It may also make one more competent in generating enthusiasm and motivation for a task (Gonzalez et al, 1990). On the other hand, low self-efficacy could also lead to the reverse, i.e. low competence due to lack of belief in oneself (Pajares, 2002). Self-efficacy, apart from being linked to the above-mentioned constructs (with which it is frequently interchanged), also has an impact on the way we think and act, our thought patterns and behaviour (Bandura, 1977). In order to define self-efficacy or to apply it to their research, theorists and researchers began to devise new ways to describe and measure the construct of self-efficacy. Initially self-efficacy was primarily measured on the General Self-Efficacy Scale (Scherer et al, 1982). However, more recently, apart from the universally accepted scales such as the Generalised Self-Efficacy Scale (Jerusalem and Schwarzer, 1995), other scales have been developed, such as the Scale of Perceived Social S elf-Efficacy (Betz and Smith, 2000). The latter was developed to measure self-efficacy expectations in the context of actions taken or behaviour demonstrated in social situations. There were six sub-factors to self-efficacy, in this scale, and they included performance in public situations as well as social assertiveness. These scales have also been modified according to the needs of the research (Matsushima and Shiomi, 2003). Leadership Leadership has been identified in various forms over the years. It has alternately been considered a combination of traits, of behaviours, of contingency actions etc. It can be defined as the process by which an individual encourages others, or works with others, to achieve certain shared goals (Chemers, 2002). Over time this definition has become more expansive and now includes the interrelationship between the leader and his followers. Leadership as a construct has evolved over time and this evolution can be divided into six broad types of leadership theories (Daft, 2005). The Great Man Theory of leadership defined it as inherent ability which set apart one man from the rest and he was recognised as a leader while the Trait Theory, which was in currency for nearly half a century, tried to identify those traits which can be influencers or predictors of leadership ability (Robbins, 2008). Other theories have included study of leadership behaviours, leaderships impact on followers, le adership actions to be taken in emergency, interrelationship between leadership and change etc. (Yukl, 1981). ). Leadership or leadership quality (which has been used as a construct in our survey and our research) has also been defined in terms of the people orientation and task orientation of individuals (Hemphill and Coons, 1957; Likert, 1979; Blake and Mouton, 1985). The reasons for leadership definitions being focussed on these two dimensions are the importance of both to the organisation as well as the fact that the presence of both, in an effective leader, is necessary. Irrespective of whether the two orientations are displayed simultaneously or at different situations, it is clear that extensive research has determined them to be present in successful and admired leaders (Fleishman and Harris, 1962). The various constructs which have been related to leadership over time include emotional intelligence and social intelligence (Goleman and Boyatzis, 2008), integrity and self-con fidence (Trait Theory) and other more elusive constructs such as charisma (Influence Theories). There has been a great deal of empirical evidence over the years to suggest that leadership is affected by self-confidence (Bass, 1985; Popper, 2004 etc.) and also by self-efficacy (Bandura, 1977; Paglis and Green, 2002 etc.). Various measures have been developed over the years to capture the elusive and ever-changing construct of leadership. Some of the scales developed in the last decade included the Revised Self-leadership Scale (Houghton and Neck, 2002), revisions to existing scales on Leadership Scale for Sport and Athlete Satisfaction Questionnaire (Nazarudin et al, 2009), etc. Self-confidence and Leadership From the literature which was reviewed, it was clear that self-confidence was an important part of an individuals personality and, hence, should be an important factor in the development of leadership in him. But, first it needed to be proved that personality has an effect on development of leadership or on demonstration of leadership behaviour. The study of relationship between leadership and personality has found significant interdependence between the two, with self-confidence being an important element of a leaders personality (Hautala, 2005). In one such study personality was divided into four clusters and it was proved that certain types of personality demonstrated greater leadership behaviour (Church and Waclawski, 1998). However, in order to relate the constructs of self-confidence and leadership, more research has been conducted, both empirical and conceptual. While studying transformational leadership through a survey feedback session, it was discovered that one of the important personality components, for those who scored high on leadership was self-confidence (Bass and Riggio, 2006). Similarly a study on the building-blocks of leadership development, has also shown that self-confidence was the most evident variable when it came to determining ability to lead others (Popper and Mayseless, 2007). When it comes to leadership in a business environment, there is ample research to suggest that business leadership is also dependent, to a great extent, on self-confidence. For instance, there has been research on managerial self-confidence and organisational change. The study attempts to formulate a new concept of self-confidence, which can lead to better managerial performance in terms of leading an orga nisation towards change (Bowman, 1999). The current economic environment requires a new set of business leaders with new ideas and a confident leader as well as earning confidence through respect is an important means of achieving success (Darling and Nurmi, 1995). A profiling tool on public sector managers had also discovered a lack of leadership confidence among them, which affected their ability to provide inspiration and support to subordinates and colleagues (Women in Management Review, 2007). Entrepreneurship can intuitively be considered a direct firm of leadership and studies have demonstrated that among MBA students (our sample), higher self-confidence can be statistically correlated with higher levels of entrepreneurship-orientation (Koh, 1996; Turker and Selcuk, 2009). A study on communication in groups has also shown how self-confidence is essential for improved communication (Education + Training Journal, 1960). For prospective managers it, therefore, becomes necessary to develop self-confidence as a means to developing leadership and even communication skills. Self-confidence and self-efficacy As mentioned earlier, self-confidence and self-efficacy are often used interchangeably, primarily due to the similarity of the constructs, which are both dependent on a sense of self-belief. While self-confidence is the belief in ones abilities, self-efficacy is the belief that one is capable of performing a certain task in an expected manner. Studies on either of these constructs tend to focus on the other as well. In a conceptual study on use of these constructs for therapy, self-confidence was advocated for the common man whereas self-efficacy was recommended for use in (Ulmer, 1998). The study felt that self-efficacy had more empirical support as a construct and, hence, self-confidence could be considered a sort of sub-set of self-efficacy, whereby, higher self-confidence would imply higher self-efficacy. The relationship between the two, with self-efficacy playing an important mediating role between self-confidence and effective performance, has also been empirically validated b y another study (Orpen, 1999). Not only are the two concepts interrelated but they can also be used a substitutes for each other for example self-efficacy can be seen as a private form of shoring up faith in oneself, while self-confidence can be seen as the external image we need to present to society in order to succeed It has been suggested that self-confidence can be either a trait or something that is specific to certain situations (Pool and Sewell, 2007). There have also been attempts to redefine these personality traits as contextual concepts so that it would easier to measure them and also to work towards developing them in individuals. It would also be easier to map the exact relation between the two, i.e. how the increase in one leads to increase in the other (Pool and Sewell, 2007). Most attempts at measuring one or the other have culminated in both being measured as a factor of the other. Confidence has been included as one of the six dimensions on the Occupational Self- efficacy Scale (Pethe et al, 1999). Similarly, a study on the Israeli military used the construct of self-confidence as a combination of 3 variables, one of which was self efficacy (Popper et al, 2004). Variants of the constructs have also been found to be related to each other. For example, Social Self-efficacy has been proved to have a high correlation with Social Confidence (Betz and Smith, 2000). Thus, we may say that an increase in self-confidence or high levels of self-confidence is mirrored by correspondingly high levels of self-efficacy. Self-efficacy and leadership It has been seen that high level of self efficacy makes a person better suited for leadership role than a person with a low level of self efficacy. Through the Social Learning Theory, it was demonstrated that leadership development increases with high levels of self-efficacy (Bandura, 1977). Leadership involves being committed to the organisation you work for and self-efficacy at the workplace plays an important role in increasing this commitment (Rastogi and Rathi, 2009). A construct called Leadership Self-Efficacy (LSE) was also designed and the relationship, between LSE and an increase in leadership behaviours, was empirically validated (Green and Paglis, 2002). Studies have not only related individual self-efficacy and leadership but have also shown how increase in a leaders self-efficacy, so far as it pertains to his leadership abilities and job performance, have a positive effect on self-efficacy of the team or group that is being led (Sanchez and Villanueva, 2007). Self-effica cy is also necessary for achievement of stated objectives and the construct has been found meaningful for developing better performances in an organisational setting (Appelbaum and Hare, 1996). Other research has also tried to establish a correlation between self-efficacy at work and the personal traits which can be considered essential for leadership (Schyns and Sczesny, 2010). Career success which could be defined as being able to reach a level of influential leadership is also positively affected by self-efficacy (Ballout, 2009). There has also been an interest in transformational leadership and its relation to self-efficacy for leaders, both male and female (Sanders and Schyns, 2005). For those working in expatriate roles or leading global organisations, self-efficacy has been found to be an important criterion for success (Ang and Dyne, 2006). Self-efficacy also leads to greater job involvement, a prerequisite for effective leadership (Lin et al, 2009). The ability to lead new companies or begin a new venture has been found to be positively affected by high self-efficacy (Alvarez et al, 2006). Self-confidence, self-efficacy and leadership Based on the discussion above, we can say that there is a positive relationship between self-confidence and leadership, self-confidence and self-efficacy and self-efficacy and leadership. But in order to study the relationship between self-confidence and leadership, with self-efficacy as a mediator, further research was involved. The Social Learning Theory was one of the first in establishing a correlation between these three constructs since it showed self-confidence to be an important element of self-efficacy while also establishing its relation with leadership development (Bandura, 1977). Any comprehensive study of leadership as a concept tends to include self-confidence and self-efficacy as two of the most important factors in possessing or developing leadership skills (Conger et al, 1988). Self-confidence and self-efficacy have also been found to influence the thought patterns or actions which lead to leadership development (Popper, 2004). Both self-efficacy and self-efficacy ha ve been shown to have an impact on a persons job capabilities and, hence, ultimately his leadership capabilities as well (Pool and Sewell, 2007). Self-confidence and self-efficacy have also been independently correlated to entrepreneurial leadership abilities and, considering the correlation between the two constructs, one can say that an increase in one would lead to an increase in the other and finally to an increase in leadership abilities (Turker et al, 2008; Alvarez et al, 2006). Attempts to develop future leaders have also shown that increasing self-efficacy and motivating employees to have greater self-confidence are integral to the process (Popper and Lipshitz, 1993). From empirical and theoretical research, the two constructs of self-confidence and self-efficacy have been shown to be related conceptually, since both are dependent on self-belief to a great extent. If we posit that self-confidence has a positive correlation with leadership, then an increase in one should lead to a corresponding increase in the other. However, since self-confidence is related to self-efficacy and self-efficacy is related to leadership, any increase in self-confidence will lead to increase in self-efficacy, which in turn would increase leadership ability. Genders Moderating Role on the Model The definition of gender includes the practices, beliefs and norms, internalised by men and women, with reference to their roles in society. Thus, gender influences individual decision making according to societal expectations. As a sociological entity, it also affects the development of personality and, hence, of traits such as self-confidence and self-efficacy. There has been significant research on how gender affects leadership. The possibility of women attaining leadership roles has been studied with reference to whether a glass ceiling exists and how evaluation of (and by) either gender tends to have an element of bias (Weyer, 2007). There is research to suggest that the types of roles or leadership positions offered to women are often significantly different compared to men (Lantz and Maryland, 2008). The differences in leadership orientation or style, between men and women, have also been studied to identify the varying ways in which they handle change and transformation (Yane z and Moreno, 2008). Leadership effectiveness has been analysed to show that gender differences exist (Chow, 2005). Not only does gender affect leadership but it also has an impact on various abilities and competencies which affect leadership. Studies have shown that women tend to score higher on emotional intelligence, which is generally identified with leadership (Bauch and Rucinski, 2006). There is also a significant difference in the extent to which men and women possess these success-predicting attributes (Hopkins and Bilimoria, 2008). In a study, which is of particular interest to this research, entrepreneurship skills (linked to leadership in the discussion above) were found to be influenced by levels of self-confidence. The self-confidence levels for men and women were qualitatively proved to be different, hampering women in their quest for leadership development and success. Thus, we can say that gender has an influence on the relationship between self-confidence and leader ship. Based on the discussion above, the following hypotheses are proposed: H1. Self-confidence has an impact on leadership quality. H2. Self-confidence has a positive impact on self-efficacy. H3. Self-efficacy has an impact on leadership quality. H4. Self-confidence has an impact on leadership quality by increasing self- efficacy. H5. Gender has an impact on the relationship between self-confidence and leadership quality. Research Model Self-Confidence Self Efficacy Leadership Gender Methods Sample The survey was administered to management students of XLRI of batch 2008-10 and 2009-11. There are total 420 students (294 males and 126 females), out of which 68.03% of the students chose to participate. The response consisted of 127 males and 73 females. Using stratified sampling, 102 males and 58 females were chosen using random number generator. The average age of the sample is around 25 years. The questionnaire was a self-administered questionnaire and it was sent to students using internet. Measure The constructs used here were measured using Likert and Likert-type scale with different range used for different constructs. Leadership quality It is measured using 5-point Likert type scale developed by. A sample item is The more challenging a task is, the more I enjoy it. Self confidence it is measured using 5-point Likert scale developed by Sherer et als (1982). A sample item is I avoid facing difficulties. Self efficacy it is measured on a 4-point Likert type scale using Schwarzer and Jerusalems General Perceived Self-Efficacy Scale (Schwarzer and Jerusalems, 2010). A sample item is If I am in trouble, I can usually think of a solution. Also, gender has been used as a moderator which is a dichotomous variable asking if the respondent is a male or a female. Analysis For the analysis, different methods have been used for different purposes. For measuring the reliability of various constructs the Cronbachs alpha has to be calculated for all the constructs defined in the model. For proving H1, H2 and H3 we are using linear regression model to find out the significance of relationship between the constructs of Self confidence, self-efficacy and Leadership Quality. In order to evaluate the effect of mediator we use the mediator model with multiple regression analysis or MRA which consists of four sequential steps to find out the significance of mediation and the effect of mediation. This analysis supports H4. For evaluating the effect of gender as the moderator, we first do regression analysis between the predictor and the consequent while including only the male gender in the analysis and then we do the same analysis using the female gender. This is done to find out whether gender has a significant role to play on how self-confidence affects leaders hip quality in a person. We use SPSS software to carry out our analysis. Results Reliability: In order to test the consistency of a construct, Cronbachs alpha is calculated. Following are the results for the same. According to some professionals, as rule of thumb, if value of alpha is 0.7 or higher, the construct is considered as reliable. Construct Cronbach alpha Reliability Leadership Quality 0.847 Yes Self Confidence 0.681 Yes Self Efficacy 0.889 Yes Effect of Self confidence on Leadership Quality: This

Internet bank failures :: essays research papers

Product failures happen more often than many people would think. The failure can result from many elements of a products campaign such as the introduction to a stale market, missing the target through improper ad campaigns, and most importantly, not modifying a products concept to appeal to a foreign market. Web banks, also known as internet-based banks, are one such example where the success that originated in the United States was not transferred to Europe. Instead, failure occurred because of three main reasons: the money plant, the lack of access points, internet fraud, and lack of unity among neighboring countries. Banking in Europe before the introduction of web banks was very basic. People were drawn to the personal attention they received from the customer service staff, the multiple access points such as ATM’s and local branches, and the ability to use new technology such as the internet to check balances and transfer funds. The banking structure was very similar across borders of countries and was what people were used to since the evolution of banking. People trusted their banks and showed a great deal of brand loyalty, an important factor that was overlooked when introducing web banks in Europe. Web Banks very quickly turned into a large failure for many companies across Europe. The initial concept of web banks was that they would provide many services to you in the comfort of your own home, often at far lower rates than traditional banks. While many traditional banks such as Vontobel Holding AG have many requirements to hold accounts with them such as a minimum balance charge and low interest rates, web banks main concept was to offer banking for free with no balance requirements, multiple loan opportunities, and the tracking of many separate accounts under one umbrella. Realization soon came that most banks were built on the personal customer service that it provided and the money that kept the bank afloat was the money earned off loan interest and account charges. This left many bankers in Europe to second guess the new web banks. "It would have been hard for us to establish full relationships with new customers, and we couldn't really see where the revenue was going to come from." With no solid revenue stream and no personal attention, a cornerstone for banking success, it is any wonder that the proposed web banks even were invested in.

Love And Shakespeare Essay -- essays research papers

Love and Shakespeare The love theme in Shakespeare's Twelfth Night is confusing but at the same time entertaining. The love triangle involving Viola, disguised as Cesario, is in love with Orsino. Orsino is in love with Olivia. Olivia, however, loves Cesario. Orsino tries to woo Olivia with the language of love; however, his many attempts fail because the heart cannot be controlled. Orsino, a man in love with love itself, is on a mission to win the heart of his current object of affection, the Lady Olivia. She, however, has somewhat different plans as she envisions herself married to the lovely Cesario. Shakespeare's beautiful sonnets 18 and 73 describe the changes in season and the passages of time that correlate with the play's main theme and mood. In both sonnets and in the Twelfth Night introduce the issue of the effect of the weather. In Twelfth Night, a stormy sea has shipwrecked a vessel leaving the passengers scattered at sea. Viola, a Sea Captain, and some sailors believe that they are the only survivors of the wreck. The Captain believes that their being saved was only as fate would have it. Viola struggles with what to do with herself in a foreign country with no male companions. She, with the Captain's help, disguises herself as a boy so that she can protect her identity, support herself, and not be taken advantage of. The Captain agrees with her plan and convinces Duke Orsino that Viola, disguised as Cesario, is one of his noblest men. When the play ends, Viola i...

Story Sharing and Female Adolescent Faith Development :: Essays Papers

Story Sharing and Female Adolescent Faith Development Adolescence: Women in Crisis According to developmental psychologist Erik Erikson, the defining psychological crisis of adolescence is identity formation versus identity confusion (Erikson 1982). This involves defining what is most important to the individual in terms of ethics, long-term goals, and especially personal and interpersonal commitments. Erikson proposes three elements necessary for this formation: an experience of â€Å"inner sameness† or consistency between values and self-determined actions, a historical continuity of such decisions, and a community of important others who serve to validate that integrated self (1968). Ideally, self-confidence is evident for both genders during this period. However, the contrast between male and female commitments indicates that many females are not successful in forming a strong identity at this phase. To examine the varying commitments adolescents make during the identity formation crisis period, a team of adolescent psychologists interviewed hundreds of middle and high school aged people of both sexes. Each participant was asked to record a few things that were most important in their lives (i.e. family, career goals, life philosophy), then the interviewers asked them to say more about these themes. While the men mentioned subjects most pertinent to their own interests (school, political issues, and their futures), women focused mainly on interpersonal relationships. This alone may or may not indicate a gap in identity development, but the study indicated that women did not exclude talk of themselves and their lives, but rather spoke negatively about both: â€Å"Many older female subjects mentioned problems and ambivalence with regard to themselves (being uncertain and so on) and difficulties in committing themselves to the different aspects of their own personalities†(B osma 100). Why are they not committed to themselves? Perhaps they cannot not commit because they do not know to what they are committing. Neither are they committed to certain life philosophies that might inform their characters. In fact, religion was ranked one of the weakest commitments for older adolescent women. Do they honestly not care, or do they not know what to care about without the immediate feedback of others? In this light, the volatile nature of a woman’s attention to her own character may not be moodiness, then, but a deeper sense of despair at choosing to commit to something that might elicit a damaging critique from others. It is much safer to focus on something highly valued in the social world, like one’s friends, than something that could be construed as selfish, like schoolwork or faith.

Questionnaire Format

Introduction Before executing any survey a researcher should ask himself few questions in particular: * why you are asking the questions * who the results are for * what you expect to ? nd from the answers * how you are going to analyse the data when you get them If you re? ect on these questions, it will be easier to compose more appropriate, accurate questions that provide useful ? ndings. This re? ection should also help to understand which method will be the most appropriate for particular needs.The choice of method therefore depends on the questions that researcher want answered. If he want to know what people do in a particular situation then a questionnaire will probably be suf? cient. If its to identify why something has occurred, a questionnaire will provide less valid responses than in-depth interviews or focus groups because in-depth interviews and focus groups allow the respondent the freedom to express things in context that may not have thought of before. This course wo rk is dedicated to the questionnaire method of research in management.The work is separated into two parts: part one is giving an overview information of about questionnaires and part two is consider questionnaires as a research method in different type of management. Questionnaire is a formalized set of questions, usually paper based or delivered online, submitted for replies that can be analyzed for usable information: * social research * marketing research * management research Questionnaire design process 1. Specify the Information needed 2. Specify the Type of Interviewing methodAs it was said before each research should begin with some common steps such as specifying the necessary information and deciding which method of interviewing should be conducted for this particular research including all the advantages and possible obstacles. Also the researcher should assess what information will be sought after a thorough scanning of secondary sources of data and determine the target respondent. 3. Decide on the type of questionnaire and its structure 4. Evaluation of question content. Before including a question in the schedule, examine whether: * This question is really essential The respondent can understand the question. (i. e. is it too technical, ambiguous, or advanced for the target respondent? ) * The respondent can answer the question. (Say, the respondents possess sufficient knowledge. As such, it is better not to ask too much of factual data or about past history. ) * The respondent will answer the question. Specially, if it invades into one's privacy or it requires too much effort to answer, then they usually refuse to cooperate 5. Check question phrasing. For Example * Do words have ambiguity in meaning? Are there any implied alternatives in the question? * Are there some assumptions to be made to answer the question'? * Will the respondents approach the question from the same frame of reference as designed by the researcher? 6. Determine form of r esponse to each question: The response format may be open or closed ended. In general, the type of response format will depend on the objective of the research, nature of data to be collected and analysis to be performed. 7. Determine sequence of questions. * Use simple and interesting opening questions * Put the questions in logical manner Ask for classificatory data at the end 8. Assess the physical layout of the questionnaire. Naturally, the questionnaire must be printed properly; put in elegant form and facilitate handling. 9. Pre-test the questionnaire. It is normal practice to pretest a questionnaire on a small number of target respondents. The pretest is done to assess both individual questions and their sequence of response pattern. Accordingly, a researcher must revise questions which cause problems. While developing a questionnaire, researcher must: * Use simple words in framing the questions Avoid ambiguous- questions * Avoid implicit alternatives * Avoid questions that r equire too much memory recall and calculation * Avoid double barreled questions * Ideally, a questionnaire should first secure' some basic information to get the respondent's cooperation and gradually try to collect more information about the phenomenon of interest. * It is easier to administer a multiple choice response categories that requires one simple tick. Questionnaire format Questionnaire format depends upon the amount of structure and disguise required during data collection:Structure At the time of fronting the questionnaire the researcher must appropriately determine the degree of structure to be imposed on the questionnaire. A highly structured questionnaire is one in which the question to be asked and the responses permitted are explicitly pre-specified. On the other hand in a non-structured questionnaire the questions to be asked are kept flexible in their own words and also the respondents are allowed to answer the questions in a manner they like. The response pattern may vary from open-ended to closed-ended.In open-ended question the respondent is free to choose the possible response, whereas in the closed ended from the researcher pre specifies certain options and the respondent is allowed to choose the alternatives from the given options. Disguise Disguised questions is one where purpose is not made obvious to the respondents and is asked in an indirect manner. Non-disguised questions, on the other hand, are ones which are direct and the purpose of asking them is known clearly is the respondents. Disguised questions are used in the conditions when the issues concerned are such that respondents may not give correct answer to direct questions.Questionnaires by the format can be divided into the following categories: Structured non-disguised questionnaire| Structured-disguised questionnaire| * Questions are listed in a pre-arranged order * Respondents are told about the purpose of collecting information| * Questions are listed in a pre-arranged order * Respondents are not told about the purpose of conducting survey| Non-structured non-disguised questionnaire| Non-structured disguised questionnaire| * Questions are not structured. * Researcher is free to ask questions in any sequence he/she wants. Respondents are told about the purpose of collecting information| * Questions are not structured * Researcher is free to ask questions in any sequence he/she wants. * Respondents are not told about the purpose of conducting survey| Structured, non-disguised questionnaires are very popular in marketing research studies. These are more applicable when large sample sizes are there. Non-structured, non-disguised questionnaires, on the other hand, are used when a freehand is to be provided to the respondents so that in-depth information on the subject could be solicited e. . in industrial marketing research wherein number of respondents would also be low. Non-structured, disguised questionnaires are mainly used in `motivation research' . ‘Wore Association Test', ‘ Sentence Completion Test', `Thematic Appreciation Test', ‘Cartoon Test', etc. may be used in this category, Structured disguised questionnaires are more appropriate where responses are required towards certain sensitive issues like attitude towards aids patients, abortion etc. Questionnaire length and structure It is commonly accepted that a questionnaire should not be over long.People’s short attention spans mean that long questionnaires are completed less accurately as people rush to ? nish them. This is also true for obvious question repetition with respondents biased towards simply repeating what they said before whether it is accurate or not. One major problem with very long questionnaires is the likelihood of participants skim reading them, which increases the likelihood of participants misinterpreting complex questions. This is also a problem with back-ground information or instructions given at the beginning of the questi onnaire.Many of these problems can be counteracted with careful design of the questionnaire. The amount of motivation felt by participants to complete the questionnaire can affect how much they are prepared to concentrate on completing it. For example, participants who feel the outcomes of the research will directly bene? t them may feel more motivated to complete a questionnaire and vice versa. Since a spread of different types of users is often required, it is important to understand these variations when designing and piloting the questionnaire.To increase the usability and effectiveness of the questionnaire tool it is important to consider questionnaire is structured. This means reviewing the sequence of questions very carefully. Grouping questions together under a common theme heading will help the respondent contextualize the subsequent questions. This approach will also help identify how the sequence is likely to affect the respondent. The order in which questions are present ed may bias your respondent to give more or less favorable responses.This can also happen with the response scales whereby a respondent gives the same answer throughout a section without reading the questions. To counteract this can either counterbalance the questions or can counterbalance the response. Piloting the questionnaire should help identify these problems and correct them in the ? nal version. Question wording When designing questions it is important to consider if each question will have the same meaning for everyone. It is, therefore important to make sure frame of reference is clear. Providing de? nitions or examples is a useful way to overcome these problems.Some researchers provide scenarios at the beginning of sections to contextualize the questions. Keeping questions as short and simple as possible will increase the likelihood that they will be understood as well as the accuracy of responses. Questions that are complicated by double negatives or loaded words are par ticularly hard for a respondent to answer. It is also important not to ask more than one question at once (e. g. ‘How do you rate the system response times to urgent and non-urgent request? ’). Similarly it is essential not to ask a question that requires them to interpret meaning of a term (e. g. Do you attend online tutorials on a regular basis? ’ What is meant by the concept ‘regular basis’, is it once a day or once a week? ). Providing a range within which to choose a response will help to clarify these choices. Ranges can also help respondents feel happier about answering some questions. For example, being asked to write down age can feel far more invasive than choosing from a selection of age ranges. Ultimately, it is always important to consider what biases you may be relaying through the wording of a question. Leading questions are frequently the major problem with most questionnaires (e. . ‘Why do you think online assessment is wrong? ’). Similarly questions that invite a socially desirable response will produced a biased set of responses. Finally, assuming a respondent will be able to remember accurate details of events several months ago is unrealistic and will produce inaccurate responses. Question types Contingency questions – A question that is answered only if the respondent gives a particular response to a previous question. This avoids asking questions of people that do not apply to them (for example, asking men if they have ever been pregnant).Matrix questions – Identical response categories are assigned to multiple questions. The questions are placed one under the other, forming a matrix with response categories along the top and a list of questions down the side. This is an efficient use of page space and respondents’ time. Closed ended questions – Respondents’ answers are limited to a fixed set of responses. Most scales are closed ended. Other types of closed ended questions include: * Yes/no questions – The respondent answers with a â€Å"yes† or a â€Å"no†. * Multiple choice – The respondent has several option from which to choose. Scaled questions – Responses are graded on a continuum (example : rate the appearance of the product on a scale from 1 to 10, with 10 being the most preferred appearance Open ended questions – No options or predefined categories are suggested. The respondent supplies their own answer without being constrained by a fixed set of possible responses. Examples of types of open ended questions include: * Completely unstructured – For example, â€Å"What is your opinion on questionnaires? † * Word association – Words are presented and the respondent mentions the first word that comes to ind. * Sentence completion – Respondents complete an incomplete sentence. For example, â€Å"The most important consideration in my decision to buy a new house is . . . † * Story completion – Respondents complete an incomplete story. * Picture completion – Respondents fill in an empty conversation balloon. * Thematic apperception test – Respondents explain a picture or make up a story about what they think is happening in the picture Question Sequence Items on a questionnaire should be grouped into logically coherent sections.Grouping questions that are similar will make the questionnaire easier to complete, and the respondent will feel more comfortable. Questions that use the same response formats, or those that cover a specific topic, should appear together. Each question should follow comfortably from the previous question. Writing a questionnaire is similar to writing anything else. Transitions between questions should be smooth. Questionnaires that jump from one unrelated topic to another feel disjointed and are not likely to produce high response rates.Most investigators have found that the order in which q uestions are presented can affect the way that people respond. Questions in the latter half of a questionnaire were more likely to be omitted, and contained fewer extreme responses. Some researchers have suggested that it may be necessary to present general questions before specific ones in order to avoid response contamination. Other researchers have reported that when specific questions were asked before general questions, respondents tended to exhibit greater interest in the general questions. It is not clear whether or not question-order affects response.A few researchers have reported that question-order does not effect responses, while others have reported that it does. Generally, it is believed that question-order effects exist in interviews, but not in written surveys. Some general rules about question sequence: * flow logically from one to the next * researcher must ensure that the answer to a question is not influenced by previous questions * flow from the more general to the more specific * flow from the least sensitive to the most sensitive * flow from factual and behavioral questions to attitudinal and opinion questions * flow from unaided to aided questionsCoding and Tabulating Coding is the technical name used to categorize the data collected. It involves specifying the alternative categories or classes into which responses are to be placed and assigning code numbers to the classes. In fact, coding closed-ended questions are simple, depending on the response pattern one may design the various codes for different responses. Open-ended questions are, however, very difficult to code. Here no uniform rules exit. The researchers have been found to apply their own discretion in developing the coding procedure..Tabulation consists of simply counting the number of cases that fall into the various categories. It may take the form of simple or cross tabulation. Simple tabulation involves counting the responses based on one variable. One may apply various statistical tools like mean, median, mode, standard deviation or variance to condense and interpret the data. To present the data in graphical form one may make use of various forms of statistical graphs like histogram, frequency polygon, ogive etc. A brief description of these tools is given below.Histogram: It is a form of bar chart where the values of the variable are placed on the X-axis and the frequency of each distinct occurrence is indicated on the Y-axis. Frequency polygon: Figure obtained from the histogram by joining the midpoints of the bars of the histogram with straight lines. Ogive: This graph shows the number of cases having a value less than or equal to specified quantity; that is, the cummulative frequency is generated. Afterwards the cummulative frequencies are plotted along the Y- axis against the given combination of values of the variable (or X-axis).Advantages and Disadvantages of Questionnaires Advantages| Disadvantages| The researcher is able to contact larg e numbers of people quickly, easily and efficiently using a postal questionnaire | The format of questionnaire design makes it difficult for the researcher to examine complex issues and opinions. Even where open-ended questions are used, the depth of answers that the respondent can provide tend to be more-limited than with almost any other method of research. This makes it difficult for a researcher to gather information that is rich in depth and detail. Questionnaires are relatively quick and easy to create, code and interpret (especially if closed questions are used). In addition, the respondent- not the researcher – does the time-consuming part of completing the questionnaire| With a postal questionnaire, the researcher can never be certain the person to whom the questionnaire is sent actually fills it in. For example, if your research is concerned with finding-out the opinions of women on a range of issues, it would be less than useful if an unknown number of the question naires sent by the researcher were filled-in by men| A questionnaire is easy to standardise.For example, every respondent is asked the same question in the same way. The researcher, therefore, can be sure that everyone in the sample answers exactly the same questions, which makes this a very reliable method of research. | Where the researcher is not present, it's always difficult to know whether or not a respondent has understood a question properly. | Questionnaires can be used to explore potentially embarrassing areas (such as sexual and criminal matters) more easily than other methods. The questionnaire can, for example, be both anonymous and completed in privacy.This increases the chances of people answering questions honestly because they are not intimidated by the presence of a researcher. | The researcher has to hope the questions asked mean the same to all the respondents as they do to the researcher. This is a problem that can – to some extent – be avoided by conducting a Pilot Study prior to conducting the real survey | Relatively inexpensive method, does not require any investments| The response rate (that is, the number of questionnaires that are actually returned to the researcher) tends to be very low for postal questionnaires.A 20 – 25% return of questionnaires is probably something that most researchers would happily settle for and this may mean that a carefully-designed sample becomes unrepresentative of a target population. | | The problem of the self-selecting sample is particularly apparent in relation to questionnaires. When a response rate is very low the responses received may only be the opinions of a very highly motivated section of the sample (that is, people with strong opinions who take the time and trouble to complete and return a questionnaire)|Questionnaires in Management Management questionnaires are an important way of knowing about the productivity, sales and morale of the company. It provides an opening i nto the hearts and minds of the employees and enables the management to take corrective steps to change and improve the work environment for enhanced productivity. Managers need to prepare questions for recruitment of staffs, which involves all type of questions from technical to personal. Even managers themselves have to answer questions for their own appraisal process.Before designing the management questionnaire, it is necessary to understand the goal of the questionnaire? What are benefits of the questionnaire to the management and company as a whole? Start with a brief introduction, highlight the objective and motive of the questionnaire and what you aim to achieve from this survey. You can define a wide range of questions on strengths, weaknesses, opportunities and threats to make it comprehensive. Make sure the questions are independent in nature and easy to understand.Top level managers need to question their subordinates about their work and need to know about their psychol ogy Thus management questionnaires prove to be very beneficial for various different types of organizations. These questionnaires are not only important for employers but for employees as well. Management questionnaires are used in different type of management such as: * Performance management A performance management questionnaire is an essential instrument for collecting data. This data can be used to enhance management performance.By carrying out a survey on performance management, companies are in a better position to identify areas that require improvement and implement ways through which improvement of performance can be achieved. * Project management A project management questionnaire covers various areas in line with a particular project, the strategic processes of project management, how management processes are coordinated right from their initiation to their eventual completion. This helps to keep track of the progress that is being made and what else can be done. * Time ManagementA time management questionnaire is formulated for the purpose of evaluating individuals on their time management habits and character traits. Time is an essential resource and effective time management has a significant impact on performance. A time management questionnaire helps people identify areas of their life in which they can improve. * Supply Chain Management Supply chain management is the sensitive procedure being initiated by the corporate to ensure the growth process in which the raw material is supplied to the concerned department to boost the production.In supply chain questionnaire, the concerned department will follow certain working standards to answer all the questions. On the basis of the outcome of this questionnaire, an organization can easily evaluate the percentage of success of the supply chain department. * Human Resource Management A Human Resource Management Questionnaire is a set of questions regarding the management of the human resource departm ent of an organization. It has information regarding the number of employees involved and the structure and functioning of the human resource department.Examples of questionnaires can be found in Appendix Bibliography 1. Kinnear, Thomas C. and James R. Taylor, † Marketing Research – An Applied Approach† McGraw-Hill International Edition. 2. Adams, Anne and Cox, Anna L. (2008). Questionnaires, in-depth interviews and focus groups. In: Cairns, Paul and Cox, Anna L. eds. Research Methods for Human Computer Interaction. Cambridge, UK: Cambridge University Press 3. Questionnaire Design. A. N. Oppenheim Continuum International Publishing Group Ltd. ; New edition edition (17 Aug 2000) 4.Developing a Questionnaire (Real world research). Bill Gillham. Continuum (1 Jun 2000) Appendix Performance Management Questionnaires Company Name †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Industry †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Number of employees †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Company position †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Rate the following using this key: * Unsatisfactory *Average *Good *Excellent Efficiency in the use of resources †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Assurance of quality performance †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Employee satisfaction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Employee training and development †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Customer service †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Quality of products †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Quality standards †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Safety standards †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Rate of product delivery †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Staff punctuality †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Corporate social responsibility †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Project Management Questionnaires Is there a project management process in existence? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ What is the scope of the project? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. What project phases are put in place? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Upon the undertaking of projects, is there further delegation of tasks? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Who is responsible for the realization of project objectives? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Which processes of project management currently exist? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ What are the financial implications of these processes? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Are there guidelines in place for project organization and quality assurance? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Do processes related to the projects meet the needs of key stakeholders? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Is the project independently carried out? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Time management questionnaire Do you prioritize your tasks? †¦Ã¢â‚¬ ¦Do you allow interruptions to take your attention away from important tasks? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Do you take on tasks even when the time is not sufficient? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Do you take on other people’s tasks? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Do you take breaks during the day? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Do you take a long time to complete normal tasks? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Do you find yourself working o ver the weekend or during holidays? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Do you easily find your things? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. Do you spend a lot of time on recreational activities? †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Supply Chain Management Name of the department: ____________________ Head of the department: _____________________ Date of the questionnaire: ____/____/_____Q1: Is supply chain management having all the address of the developer branches of the company? Yes No Q2: Rate the working strategies of supply chain management department on the basis of the current programs? 10. Outstanding 9. Excellent 8. Good 7. Average Q3: Is the supply chain management department is having sufficient transportation? Yes Not sufficient Q4: According to the current growth process of the organization, which of the following needs much attention and progress to boost the production? Operational activities Tactical activities Current programming strategiesQ5: Choose the right option, wher e the supply chain department is facing problem in taking care of the raw material? During storage Packaging Testing of packaging Evaluation of defective raw material Q6: How do you rate the delivery activity of the department? 10. Excellent 9. Very effective 8. Good 7. Average Q7: Is there any case recorded by the supply chain department in which the production department complained late delivery of raw materials? Yes No Human Resource Management Questionnaire Name____________________________ Address________________________ Name of organisation ______________________Sector __________________ Address of organisation ___________________ city __________________ Email id of employee _____________________________ Contact number ______________________________________ Q1. State the number of employees in your organisation _______________________ Q2. How many employees are in the HR department _______________________? Q3. What sort of structure does your HR department have? _______________ ___________________________ Q4. What are the responsibilities and scope involved? _____________________________________________________________________