IELTS Essay Sample - One of the Most Popular Ways to Write an IELTS English Test

IELTS Essay Sample - One of the Most Popular Ways to Write an IELTS English TestIELTS essay samples are one of the most popular ways to write an IELTS English test. One reason for this is that IELTS Essay Sample sites are user-friendly, with plenty of study guides, practice tests and a wealth of other resources to help you get a good IELTS score. You don't need to worry about things like grammar or tense mistakes. You don't need to worry about what foreign words mean, or if you've used the right word for the English translation, or what proper punctuation is for.With the IELTS test, or any other English test, it's just about memorizing the words and grammar you need to know in order to pass the test. While you are studying for your IELTS Essay Sample, you will be working on getting your hands on a lot of facts, you will be making mistakes, and you will be having to use a lot of mental shortcuts to keep from being bogged down in large amounts of difficult material. All of this is a re sult of your physical being, having to go through a challenging test.In addition to that, all of the IELTS essay samples have a similar format, because they are all written with the same kind of vocabulary and grammar. These writing samples to help you put together information and answers. However, the rest of the information and answers might be almost as difficult as the actual essay. That's why a lot of people tend to write too much information and then fail to learn how to make sense of it all.You may not want to waste your time studying for the IELTS essay samples. You can find all of the IELTS Essay Sample test writing samples for free. However, you will not have access to a virtual tutor. So you will need to make sure that the materials you are using are very easy to follow, so that you can pass your essay test the first time.There are many tests available for ESL, whether you are trying to earn your IELTS English exam, or just want to go for a quick English exam. But the imp ortant thing is that you have a good understanding of the rules of the English language. If you are able to master the rules of English when you go through all of the different essay sample tests available, you will find it a lot easier to be able to speak and write English when you are taking the test, which will make it a lot easier to learn the language.You can get a lot of help with your English when you are studying. The best way to do this is by looking online for all of the free practice tests and essay samples available, and giving yourself plenty of time to learn all you can about English. However, if you are going to spend a lot of money studying for the IELTS test, you may want to take a course.You can find many courses available on the Internet, which will teach you about the English language. However, with such a competitive job market in the English language, most of these courses will charge you up front and won't give you enough help when you need it the most.

Ethical Issue Whistleblowing

Change of Meanings Essays

Change of Meanings Essays Change of Meanings Essay Change of Meanings Essay Meaning of words I read the essay, â€Å"How Dictionaries Are Made† by S. I. Hayakawa. In it, he explains that how editors write a meaning to a word after examine many literatures. Also, he talks about how meanings of many words have changed during different centuries. I decided to see if he was right so I looked up three words and how their meanings have changed. First, I looked into the word, â€Å"flavor†. I found that around year 1300 to 1350, flavor was origins to word fetor which means an offensive smell. In Latin, it was called flatus, and it meant to blow or to breathe. Soon the word became flator in Latin. The word Flavor was first spelled in middle French and they spelled it flaour. Then the word was introduced in Middle English and they spelled flavor and the meaning of the word changed to taste of something as it is in mouth. In British flavor is spelled as flavour. Second, I looked into the word, â€Å"choice†. I found that around 1250 to 1300, it was origins to word choose. In old French it was derivative of choisir, and it meant to perceive. Later in time, in Middle English, it was called chois. And later on, it was changed to choice, and the meaning of it changed to carefully chosen. Last, I looked into word â€Å"Succeed†. In early 1325 century, in Latin it was known as succedere, and it meant to go under, follow, and prosper. In 1350, in Middle English, they called it succeden, and it meant to follow. In Late 14centruy, Middle English changed it succeed and the meaning was changed to go near to, next to and come after. In late 15 century, the word succeed meaning was changed to â€Å"turn out well†, and it’s been same ever since. In conclusion, S. I. Hayakawa was right about the changing the meanings of words. He taught me how words have meant a lot to us and how it’s been changing ever since it exist.

Affirmative action- Trials within human resource management Term Paper

Affirmative action- Trials within human resource management - Term Paper Example The term â€Å"affirmative action† was first mentioned in the United States when President John F. Kennedy signed the Executive Order 10925 on March 6, 1961; this was then used to refer to initiatives that aimed to attain equality and prevent discrimination By 1965, the Executive Order 11246 was implemented, requiring all national contractors to make use of affirmative action when hiring employees, regardless of national origin, culture, and religion; in 1968, gender was then included in the anti-discrimination list. Aside from the US, other countries have taken similar approaches to promote equality in the society, such as Canada’s employment equity or the United Kingdom’s positive discrimination. Affirmative action is known to be a set of policies that consider gender, race, culture, religion, and national origin for an underprivileged or underrepresented population to obtain equal rights and benefits, thereby contradicting the outcomes of discrimination that h ave been passed down from every generation . Such policies emphasize a wide range of aspects, from health programs and social services to education and employment opportunities. Because affirmative action aims to encourage equal opportunities, it is typically applied in government actions and educational settings to make sure that all groups in the society are involved in such programs. Affirmative action can be exemplified through different forms, such as rigid quotas or encouragement of members of minority groups to apply for employment. Similarly, each intends to increase the number of underrepresented groups in the workplace, educational settings, or in any societal context. Programs that demonstrate affirmative action vary in terms of the extent to which they consider race as an important factor in making decisions and obtaining results. In 2001, representatives from the Americas gathered together to establish policies and implement strategies to combat racial discrimination. I n order to adopt affirmative and positive actions, paramount importance was attached to the creation of conditions for every individual to become involved both in decision making and realizing civil, political, economic, social, and cultural rights with regards to all aspects of life on a foundation of non-discrimination (Global Rights, 2005). Such ideas acquired considerable support in the World Conference against Racism with which the Declaration and Programme of Action points out affirmative action as fundamental factor for the global struggle against discrimination. Due to the fact that international law promotes affirmative action, national and international treaties along with regional and global institutions have attempted to integrate countless norms that support equality and non-discrimination; more states are also being required to take on active roles in guaranteeing such rights. While a number of norms state that affirmative action is permissible, this form of positive a ction can be made mandatory by others. While the form and outline of such norms may slightly vary, nonetheless, international law requires that all states be involved in promoting affirmative action. Guidelines for Affirmative Action Plans and Programs Affirmative action should be supported in all contexts, such as in educational and workplace settings; therefore, educational institutions and organizations have proposed guidelines to promote equality among all individuals (Kravitz, Bludau, and Klineberg, 2008). For instance, American universities, in their intentions of seeking employees, have established guidelines for their affirmative action programs, directed towards women, minority groups, people with disabilities, and veterans, to which academic and staff members should comply. For instance, university policies that affect staff members should be reviewed to ensure the provision of equitable treatment for every employee, compliance with the legal requirements for avoidance of discrimination and equal employment opportunity, as well

Character of Socrates Essay Example | Topics and Well Written Essays - 2000 words

Character of Socrates - Essay Example The paper initially compares, then contrasts and eventually concludes about the character of Socrates. This is done by taking into account what is said by Nietzsche about Socrates’ problems in TI, as Socrates talks with Crito and as seen in Apology. Some of the attributes of Socrates as discovered by Nietzsche are similar to the ones seen in Apology, when Socrates appeared in court and when he talked with one of his friends Crito. There are certain characteristics of Socrates, which did not change, even though his life became quite tough. These include: I. Being argumentative II. His acts of being a real criminal III. Being erotic IV. Being controversial V. Being ironical I. Argumentative Socrates was actually argumentative (Friedrich 33). He began his speech by arguing on how the problem he faced was massive; he stated that his accusers hardly uttered a word of truth about him. He went onto further state that his accusers may go ahead and tell the men of Athens that Socrates deceives people through his eloquence. He also goes onto declare that using the same words is like a known habit to Socrates, since it was seen in the money changer’s table and agora among other places. ... Socrates established that this was one of his principles. He further explained that the bad opinions need no consideration, but good ones need careful deliberation. He explained that this was the reason for him not escaping to a nearby safe country. He took one-step further and stated that his opinions are better than the rest, since he regarded himself as a wise man. The opinions of unwise people are evil and therefore require no attention. II. Being a typical criminal Nietzsche discovered Socrates as a typical criminal. Nietzsche validates this fact by stating that in Apology, Socrates, in the presence of judges confronted everyone without any sort of fear or remorse. By defiantly asking Meletus to name the improver of the youth, he implied that he was the youth’s corrupter. Furthermore, one of the foreigners also told Socrates that he was full of worst appetites and vices. At this remark, Socrates actually agreed with the foreigner, stating ‘You know me sir’, s howing that someone who barely knew Socrates also found him to be a criminal. Moreover, Nietzsche also used the appearance of Socrates to claim that since Socrates was so ugly, he was ugly in spirit, as well, as elucidated by ‘monstrous in appearance, monstrous in spirit. III. Socrates was erotic Socrates was quite erotic, as mentioned by Nietzsche. He told men of Athens that he was not going to change his way of living, even if he had to die many times. He told people not to interrupt him, while he was delivering his speech, as shown in Apology in these lines ‘And I must remind you that you are not to interrupt me if I speak in my accustomed manner’. (Walter and Hollingdale, 162). He claimed that he might be a corrupter of youth by stating that he never misled them intentionally. By asking

Hersey Blanchard Situational Leadership Management Essay

Hersey Blanchard Situational Leadership Management Essay The term leadership is a word taken from the common vocabulary and incorporated into the technical vocabulary of a scientific discipline without being precisely redefined. As consequences, it carries extraneous connotations that create ambiguity of meaning (Janda, 1960). Additional confusion is caused by the use of other imprecise terms such as power, authority, management, administration, control and supervision to describe similar phenomena. An observation by Bennis (1959, p. 259) is as true today as when he made it many years ago: Always, it seems, the concept of leadership eludes us or turns up in another form to taunt us again with its slipperiness and complexity. So we have invented an endless proliferation of terms to deal with it. and still the concept is not sufficiently defined. Most definition of leadership reflect the assumption that involves a process whereby intentional influences is exerted over other people to guide, structure, and facilitate activities and relationsh ips in a group or organisation. The numerous definitions of leadership appear to have little else in common. They differ in many respects, including who exerts influence, the intended purpose of the influence, the manner in which influence is exerted, and the outcome of the influence attempt. The differences are not just t a case of scholarly nit picking; they reflect deep disagreement about identification of leaders and leadership processes.(Gary Yukl, 2010) Theories of leadership: Douglas McGregor described Theory X and Theory Y in his book, The Human Side of Enterprise. Theory X and Theory Y each represent different ways in which leaders view employees. Theory X managers believe that employees are motivated mainly by money, are lazy, uncooperative, and have poor work habits. Theory Y managers believe that subordinates work hard, are cooperative, and have positive attitudes. Theory X is the traditional view of direction and control by managers. 1. It is the nature of average human being who dislikes doing work and will avoid if he or she can. 2. Because of this human characteristic of dislike of work, most people must be controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. 3. The average human being prefers to be directed, wishes to avoid responsibility, and has relatively little ambition, wants security above all. Theory Y is the view that individual and organizational goals can be integrated. 1. The expenditures of physical and mental effort in work are as natural as play or rest. 2. External control and the threat of punishment are not the only means for bringing out effort toward organizational objectives. 3. Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being learns, under proper conditions, not only to accept but also to seek responsibility. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems in widely, not narrowly, distributed in the population. 6. Under the condition of modern industrial life, the intellectual potentialities of the average human being are only partially utilized. Fred E. Fiedlers contingency theory postulates that there is no best way for managers to lead. Situations will create different leadership style requirements for a manager. The solution to a managerial situation is contingent on the factors that impose on the situation. For example, in a highly routinized (mechanistic) environment where repetitive tasks are the norm, a certain leadership style may result in the best performance. The same leadership style may not work in a very dynamic environment. Fiedler looked at three situations that could define the condition of a managerial task: 1. Leader member relations: Compatibility between the manager and the employees? 2. The task structure: Is the job highly structured, fairly unstructured, or somewhere in between? 3. Position power: How much authority does the manager possess? Managers were rated as to whether they were relationship oriented or task oriented. Task oriented managers tend to do better in situations that have good leader-member relationships, structured tasks, and either weak or strong position power. They do well when the task is unstructured but position power is strong. Also, they did well at the other end of the spectrum when the leader member relations were moderate to poor and the task was unstructured. Relationship oriented managers do better in all other situations. Thus, a given situation might call for a manager with a different style or a manager who could take on a different style for a different situation. Another aspect of the contingency model theory is that the leader-member relations, task structure, and position power dictate a leaders situational control. Leader-member relations are the amount of loyalty, dependability, and support that the leader receives from employees. It is a measure of how the manager perceives he or she and the group of employees are getting along together. In a favorable relationship the manager has a high task structure and is able to reward or punish employees without any problems. In an unfavorable relationship the task is usually unstructured and the leader possesses limited authority. Positioning power measures the amount of power or authority the manager perceives the organization has given him or her for the purpose of directing, rewarding, and punishing subordinates. Positioning power of managers depends on the taking away (favorable) or increasing (unfavorable) the decision-making power of employees. The task-motivated style leader experiences pride and satisfaction in the task accomplishment for the organization, while the relationship-motivated style seeks to build interpersonal relations and extend extra help for the team development in the organization. There is no good or bad leadership style. Each person has his or her own preferences for leadership. Task-motivated leaders are at their best when the group performs successfully such as achieving a new sales record or outperforming the major competitor. Relationship-oriented leaders are at their best when greater customer satisfaction is gained and a positive company image is established. Hersey-Blanchard Situational Leadership The Hersey-Blanchard Situational Leadership theory is based on the amount of direction (task behaviour) and amount of socio-emotional support (relationship behaviour) a leader must provide given the situation and the level of maturity of the followers. Task behaviour is the extent to which the leader engages in spelling out the duties and responsibilities to an individual or group. In task behaviour the leader engages in one-way communication. Relationship behaviour is the extent to which the leader engages in two-way or multi-way communications. This includes listening, facilitating, and supportive behaviours. In relationship behaviour the leader engages in two-way communication by providing socio-emotional support. Maturity is the willingness and ability of a person to take responsibility for directing his or her own behaviour. People tend to have varying degrees of maturity, depending on the specific task, function, or objective that a leader is attempting to accomplish through th eir efforts. To determine the appropriate leadership style to use in a given situation, the leader must first determine the maturity level of the followers in relation to the specific task that the leader is attempting to accomplish through the effort of the followers. As the level of followers maturity increases, the leader should begin to reduce his or her task behavior and increase relationship behaviour until the followers reach a moderate level of maturity. As the followers begin to move into an above average level of maturity, the leader should decrease not only task behaviour but also relationship behaviour. Houses Path-Goal Model The path-goal theory developed by Robert House is based on the expectancy theory of motivation. The managers job is viewed as coaching or guiding workers to choose the best paths for reaching their goals. Best is judged by the accompanying achievement of organizational goals. It is based on the precepts of goal setting theory and argues that leaders will have to engage in different types of leadership behavior depending on the nature and demands of the particular situation. It is the leaders job to assist followers in attaining goals and to provide direction and support needed to ensure that their goals are compatible with the organizations. A leaders behaviour is acceptable to subordinates when viewed as a source of satisfaction and motivational when need satisfaction is contingent on performance, and the leader facilitates, coaches and rewards effective performance. Path goal theory identifies achievement-oriented, directive, participative and supportive leadership styles. In achievement-oriented leadership, the leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. This style is appropriate when the follower suffers from lack of job challenge. In directive leadership, the leader lets followers know what is expected of them and tells them how to perform their tasks. This style is appropriate when the follower has an ambiguous job. Participative leadership involves leaders consulting with followers and asking for their suggestions before making a decision. This style is appropriate when the follower is using improper pr ocedures or is making poor decisions. In supportive leadership, the leader is friendly and approachable. He or she shows concern for followers psychological well being. This style is appropriate when the followers lack confidence. Path-Goal theory assumes that leaders are flexible and that they can change their style, as situations require. Effective leaders clarify the path to help their followers achieve their goals and make the journey easier by reducing roadblocks and pitfalls. Research demonstrates that employee performance and satisfaction are positively influenced when the leader compensates for the shortcomings in either the employee or the work setting. Leadership plays an important role in ones life. If one is a business owner he needs to be a leader in the field of your business. To be a successful leader, one must demonstrates some or all of the following characteristics: 1. The ability to listen: Most leaders do too much talking but not enough listening. Feedbacks to a persons company services or products are important to that person as they demonstrate the customers needs. 2. The ability to acknowledge and change: This is probably the hardest part to do. People often refuse to change. They believe their services or products are the best, which, theres nothing wrong with that. But when there are feedbacks coming from customers you have to listen, then acknowledge them and make changes to provide better customer service. 3. The ability to form one-on-one relationships: People will need to be able to reach you. If you are just starting a business its especially important for you to be able to spend some time to get to know your customers, and/or employees. If you do that, over time, you will develop a strong trust between you and your customers. 4. Successful people make sure they surround themselves with like-minded people. Im not saying millionaires should just ignore the poor. But you need to spend time to communicate with like-minded people. You cannot survive by yourself, and by interacting with others you can motivate others or give others a chance to motivate you. 5. The ability to know yourself: It is very important to know what youre best at, and what your weaknesses are. A business is a team sport. Often one cannot handle all the aspects of a business and need to know when to seek for assistance. 6. Successful people refuse to let other people dictate how they should do certain things. We are not living under someone elses shadow. We must take control and ownership of our lives and careers and never let go. 7. The ability to communicate: Communication is really very important. Even if you are running a home online business and you use email as a communication channel. Down the road, you might want to do a video to promote your company. You might receive TV interviews. Its never too late to practice your presentation and communication skills. 8. Successful people display high levels of optimism and confidence. They believe in themselves and they are not afraid of failures. They see every obstacle as a stepping-stone to their success. They turn challenges into motivators and become their advantages. 9. People who are successful are the ones who are passionate at what they do. 10. People who are successful are the ones who develop high levels of patience and dedication to see the results. http://ezinearticles.com/?Top-10-Characteristics-of-a-Successful-Leaderid=1552997 Characteristics of Successful and Effective Leadership It is not only inborn personality traits that are important but also styles and behaviours that a person learns. Strong autocratic leaders set their goals without considering the opinions of their followers, and then command their followers to execute their assigned tasks without question. Consultative leaders solicit the opinions and ideas of their followers in the goal-setting process but ultimately determine important goals and task assignments on their own. Democratic or participative leaders participate equally in the process with their followers and let the group make decisions. Extremely laid-back leaders, so called laissez-faire leaders, let the group take whatever action its members feel is necessary. A research team at the University of Michigan, inspired and led by Renis Likert, studied leadership for several years and identified two distinct styles, which they referred to as job-centered and employee-centered leadership styles. The job-centered leader closely supervises subordinates to make sure they perform their tasks following the specified procedures. This type of leader relies on reward, punishment, and legitimate power to influence the behaviour of followers. The employee-centered leader believes that creating a supportive work environment ultimately is the road to superior organizational performance. The employee-centered leader shows great concern about the employees emotional well-being, personal growth and development, and achievement. A leadership study group at Ohio State University, headed by Harris Fleishman, found similar contrasts in leadership style, which they referred to as initiating structure and consideration. The leadership style of initiating structure is similar to the job-centered leadership style, whereas consideration is similar to the employee-centered leadership style. It was the initial expectation of both research groups that a leader who could demonstrate both high initiating structure (job centered) and high consideration (employee centered) would be successful and effective in all circumstances. Many students of leadership today believe that there is no one best way to lead, believing instead that appropriate leadership styles vary depending on situations. Fred Fiedler (1967), for instance, believes that a task-oriented leadership style is appropriate when the situation is either extremely favorable or extremely unfavorable to the leader. A favorable situation exists when the relationship between the leader and followers is good, their tasks are well-defined, and the leader has strong power; when the opposite is true, an unfavorable situation exists. When the situation is moderately favorable, a people-oriented leadership style is appropriate. Some theorists suggest that situational factors-the type of task, nature of work groups, formal authority system, personality and maturity level of followers, experience, and ability of followers-are critical in determining the most effective leadership style. For instance, when followers are inexperienced and lack maturity and respons ibility, the directive leadership style is effective; when followers are experienced and willing to take charge, supportive leadership is effective. (http://www.answers.com/topic/leadership)

Feminists, Stereotypes and Stereotyping in the Media Essay -- Feminism

Feminists and Media Stereotypes      Ã‚   The media portrays feminists in unflattering ways. Largely because of the media portrayal, the word 'feminist' usually evokes images of crass, butch, men-hating, very masculine women. Many women believe in the feminist doctrine, but they would never consider themselves as a feminist because they cannot relate to the images of crass, butch, men-hating, masculine women.   In fact, it has only been within the past year that I've been able to accept the fact that I am a feminist and that my preconceived images of feminists are merely media stereotypes.    I'm now able to admit I care more about my own rights than whether or not someone will assume I fit the media stereotype of a feminsit. Feminism is the belief in the social, political, and economic equality of the sexes. One doesn't have to hate men, refuse to wear dresses, or be homosexual to be a feminist. Feminism isn't about male bashing, but rather about equality. Now I can (and do) admit freely that I'm a feminist. People may think that means I'm lesbian. They may think that means I hate men. They may think I have some sort of secret agenda. They can be as misinformed or stereotypical as they chose, I just want equal rights.      Yet now I have to wonder why those stereotypes exist and where they stemmed from. Were early feminists "butch" man haters? No. Early accounts from women and men of the time prove otherwise.    *   ... the 1848 Seneca Falls convention for a female Bill of Rights provoked editorials about "unsexed   women"...which insinuated that they had become activists because "they were too repulsive to find a   husband....These women are entirely devoid of personal attractions."...When a supporter, Senato... ...lifetimetv.com/shows/specials/changingface/illusions2.html Life Time Entertainment Services. 2000 Changing Face of Beauty: Models http://www.lifetimetv.com/shows/specials/changingface/models.html Life Time Entertainment Services. 2000 Changing Face of Beauty: Views. "Sela Ward" http://www.lifetimetv.com/shows/specials/changingface/views5b.html Life Time Entertainment Services. 2000 Changing Face of Beauty: Views. "Maricia Gillespie" http://www.lifetimetv.com/shows/specials/changingface/views.html Life Time Entertainment Services. 2000 Douglas, Susan J. Where the Girls Are: Growing Up Female with the Mass Media. New York: Random House Publishing, 1994, 278. Starr, Bernard. IT AIN'T JUST PAINT:AGING AND THE MEDIA  Ã‚  Ã‚  Ã‚  Ã‚   http://www.longevityworld.com/justpaint.html. 1997 Wolff, Naomi. The Beauty Myth. New York: Doubleday Publishing, 1991