Research Paper on Psychoanalytic Theory Essay Example

Examination Paper on Psychoanalytic Theory Essay Psychoanalytic hypothesis was created by Austrian specialist Sigmund Freud in the late nineteenth/mid twentieth century and is firmly identified with his psychotherapeutic practice. It is a hypothesis that tries to depict the etiology of mental issue, the improvement of man and his character, and clarify human inspiration. In light of this of hypothesis, Freud built up a sort of psychotherapy. The complex shaped by the hypothesis, in light of psychotherapeutic practice and techniques he utilized, got the name of analysis. Freud envisioned the mind (or mental mechanical assembly) of the individual as a vitality framework: Each individual had, he stated, for a restricted sum the clairvoyant vitality. This implies, first, that the vitality required to play out certain action (e.g., creative articulation) won't be accessible for different purposes (e.g., sexuality), then again, if an individual can't burn through his effort somehow or another (e.g., sexuality), the individual must do as such in another manner (e.g., aesthetic articulation). This vitality originates from the drives (once in a while inaccurately called senses). As indicated by the creator, the person has two natural, sexual and demise senses. These two drives are against the perfect of society and hence should be controlled through training, with the goal that the vitality produced by the drives can't be discharged legitimately. The individual is in this way sexual and forceful essentially and capacity of society is to tame these characteristic human inclinations. The circumstance of not having the option to vent this vitality creates the individual a condition of interior pressure that should be illuminated. Each activity of man is consequently propelled by libertine hunt to vent collected mystic vitality. We will compose a custom exposition test on Research Paper on Psychoanalytic Theory explicitly for you for just $16.38 $13.9/page Request now We will compose a custom article test on Research Paper on Psychoanalytic Theory explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom article test on Research Paper on Psychoanalytic Theory explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer People, be that as it may, don't know about this entire procedure of creating and discharging the vitality. To clarify this reality, Freud portrays three degrees of cognizance: Cognizant (Bewusste), which incorporates all wonders that at some random time can be seen by the individual cognizant way; The preconscious (Vorbewusste) alludes to marvels of which an individual doesn't know at some random time, yet can become, if the individual wishes to know them; The oblivious (Unbewusste ) alludes to marvels and substance that we don't know about, and just under exceptional conditions can turn into. (The term â€Å"subconscious† is regularly utilized interchangeably, in spite of having been surrendered by Freud.) Freud was not the first to recommend that piece of the mystic life grows unknowingly. He was, in any case, the first to research profoundly that region. As indicated by him, human wants and considerations regularly produce content that would make dread the individual, in the event that they were not put away in the oblivious. This well has a significant balancing out capacity of cognizant life. His examination drove him to recommend that the obli vious is alogical (and consequently open to logical inconsistencies); ageless and aespacial (i.e., content having a place with various occasions or spaces). Dreams are viewed as emblematic articulation of oblivious substance. At the point when you need a decent, solid wellspring of important information, you might need to utilize free model examination paper on psychoanalytic hypothesis. Is it true that you are searching for a first class custom examination paper on Psychoanalytic Theory points? Is secrecy as essential to you as the high caliber of the item? Attempt our composing administration at EssayLib.com! We can offer you proficient help at reasonable rates. Our accomplished PhD and Master’s essayists are prepared to consider your littlest requests. We promise you 100% realness of your paper and guarantee you of dead on time conveyance. Continue with the request structure: If it's not too much trouble don't hesitate to visit us at EssayLib.com and get familiar with our administration!

Famous Management Journals

RESEARCH WORSHOP ASSIGNMENT # 04 According to the subject order of your control print the followings: ? Rundown the diaries in your control ? Rundown of endorsed diaries by HEC ? Rundown of diaries in your general vicinity for ISI Thomson list ? Rundown of some chose diaries with some effect factor MPhil Human Resource Management SUBMITTED ON: second March, 2012 Discipline Chosen: Management Area Chosen: HRM Journal Stated (Management): 141 HRM Journal according to ISI Thomson List: 110 Impact factor according to 2010 SERIAL NO: |NAME OF JOURNAL |3-YEAR IMPACT FACTOR |5-YEAR IMPACT FACTOR |HRM JOURNAL IN ISI | |(MANAGEMENT) | |THOMSON LIST | |1 |ACADEMY OF MANAGEMENT ANNALS |5. 440 |5. 342 |? | |2 |ACADEMY OF MANAGEMENT JOURNAL |5. 250 |10. 779 |? | |3 |ACADEMY OF MANAGEMENT LEARNING and EDUCATION |2. 33 |3. 333 | |4 |ACADEMY OF MANAGEMENT PERSPECTIVES |2. 470 |2. 500 |? | |5 |ACADEMY OF MANAGEMENT REVIEW |6. 720 |11. 657 |? | |6 |ADMINISTRATIVE SCIENCE QUARTERLY |3. 684 |7. 539 |? | |7 |ADVANCES IN STRATEGIC MANAGEMENT-A RESEARCH ANNUAL |0. 43 |0. 636 | |8 |ADVANCES IN STRATEGIC MANAGEMENT-A RESEARCH ANNUAL | |9 |AFRICAN JOURNAL OF BUSINESS MANAGEMENT |? | |10 |AMERICAN REVIEW OF PUBLIC ADMINISTRATION |? | |11 |ASIA PACIFIC JOURNAL OF HUMAN RESOURCES |0. 18 |? | |12 |ASIA PACIFIC JOURNAL OF MANAGEMENT |3. 355 |? | |13 |ASIAN BUSINESS and MANAGEMENT |0. 610 |? | |14 |AUSTRALIAN JOURNAL OF MANAGEMENT |0. 469 |? | |15 |AUSTRALIAN JOURNAL OF PUBLIC ADMINISTRATION |? |16 |BALTIC JOURNAL OF MANAGEMENT |0. 525 |? | |17 |BASIC AND APPLIED SOCIAL PSYCHOLOGY |? | |18 |BRITISH JOURNAL OF GUIDANCE and Counseling |0. 403 |0. 646 |? | |19 |BRITISH JOURNAL OF INDUSTRIAL RELATIONS |1. 033 |1. 529 |? | |20 |BRITISH JOURNAL OF MANAGEMENT |1. 85 |2. 631 |? | |21 |CALIFORNIA MANAGEMENT REVIEW |1. 706 |2. 524 |? | |22 |CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES |0. 714 |0. 695 |? | |23 |CAREER DEVELOPMENT QUARTERLY |1. 345 |1. 406 |? | |24 |CHINESE MANAGEMENT STUDIES |0. 750 |0. 39 |? | |25 |CONFLICT MANAGEMENT AND PEACE SCIENCE |? | |26 |CROSS CULTURAL MANAGEMENT-AN INTERNATIONAL JOURNAL |? | |27 |CULTURE AND ORGANIZATION |? | |28 |DECISION SCIENCES |2. 233 |3. 937 |? |29 |Â EUROPEAN FINANCIAL MANAGEMENT | |30 |EUROPEAN JOURNAL OF INDUSTRIAL RELATIONS |0. 690 |0. 926 |? | |31 |EUROPEAN JOURNAL OF INTERNATIONAL MANAGEMENT |0. 220 |? | |32 |EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY |1. 489 |2. 682 |? |33 |EUROPEAN MANAGEMENT JOURNAL |? | |34 |FINANCIAL MANAGEMENT | |35 |GENDER WORK AND ORGANIZATION |0. 733 |1. 373 |? | |36 |GROUP and ORGANIZATION MANAGEMENT |2. 415 |2. 710 |? | |37 |GROUP DECISION AND NEGOTIATION |1. 48 |1. 313 |? | |38 |HARVARD BUSINESS REVIEW |1. 881 |2. 671 |? | |39 |HUMAN ORGANIZATION |? | |40 |HUMAN PERFORMANCE |0. 636 |1. 962 |? | |41 |HUMAN RELATIONS |1. 701 |2. 95 |? | |42 |HUMAN RESOURCE DEVELOPMENT QUARTERLY |0. 475 |? | |43 |HUMAN RESOURCE MANAGEMENT |1. 341 |1. 825 |? | |44 |HUMAN RESOURCE MANAGEMENT JOURNAL |? | |4 5 |HUMAN RESOURCE MANAGEMENT REVIEW |2. 796 |? |46 |INDUSTRIAL and LABOR RELATIONS REVIEW |1. 071 |1. 607 |? | |47 |INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY-PERSPECTIVES ON SCIENCE| |? | |AND PRACTICE | |48 |INDUSTRIAL RELATIONS |1. 311 |1. 948 |? |49 |Â INDUTRIAL MARKETING MANAGEMENT | |50 |INFORMATION and MANAGEMENT | |51 |INTERNATIONAL JOURNAL OF CONFLICT MANAGEMENT |? | |52 |INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT |0. 869 |1. 610 |? |53 |INTERNATIONAL JOURNAL OF INDUSTRIAL ORGANIZATION |? | |54 |INTERNATIONAL JOURNAL OF INTERCULTURAL RELATIONS |? | |55 |INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS |2. 641 |4. 304 |? | |56 |INTERNATIONAL JOURNAL OF MANPOWER |0. 429 |0. 752 |? | |57 |INTERNATIONAL JOURNAL OF OPERATIONS and PRODUCTION MANAGEMENT |1. 12 |2. 792 | |58 |INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT | |59 |INTERNATIONAL JOURNAL OF SELECTION and ASSESMENT |? | |60 |INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT |0. 859 |1. 361 |? | |61 |INTERNATIONAL JOURNAL OF STRESS MANAGEMENT |? |62 |INTERNATIONAL ORGANIZATION |? | |63 |INTERNATIONAL PUBLIC MANAGEMENT JOURNAL |? | |64 |INTERNATIONAL REVIEW OF ADMINISTRATIVE SCIENCES |0. 848 |0. 798 |? | |65 |JOURNAL FOR EAST EUROPEAN MANAGEMENT STUDIES |0. 781 |? | |66 |JOURNAL OF APPLIED BEHAVIORAL SCIENCE |1. 82 |? | |67 |JOURNAL OF APPLIED PSYCHOLOGY |3. 977 |6. 730 |? | |68 |Â JOURNAL OF APPLIED SOCIAL PSYCHOLOGY |? | |69 |JOURNAL OF BEHAVIORAL DECISION MAKING |1. 672 |2. 409 |? | |70 |JOURNAL OF BUSINESS ECONOMICS AND MANAGEMENT |3. 66 | |71 |JOURNAL OF BUSINESS ECONOMICS AND MANAGEMENT | |72 |JOURNAL OF BUSINESS RESEARCH |1. 773 |2. 484 |? | |73 |JOURNAL OF CAREER ASSESSMENT |1. 639 |1. 986 |? | |74 |JOURNAL OF CAREER DEVELOPMENT |1. 50 |1. 125 |? | |75 |Â JOURNAL OF CONSUMER PSYCHOLOGY |? | |76 |JOURNAL OF COUNSELING AND DEVELOPMENT |0. 623 |0. 894 |? | |77 |JOURNAL OF ECONOMICS and MANAGEMENT STRATEGY |1. 123 |1. 656 | |78 |JOURNAL OF EXPERIMENTAL PSYCHOLOGY-APPLIED |2. 237 |2. 09 |? | |79 |JOURNAL OF INDUSTRIAL AND MANAGEMENT OPTIMIZATION |? | |80 |JOURNAL OF INDUSTRIAL RELATIONS |0. 430 |? | |81 |JOURNAL OF INTERNATIONAL BUSINESS STUDIES |4. 184 |5. 539 |? | |82 |JOURNAL OF INTERNATIONAL COMPENSATION |? |83 |JOURNAL OF INTERNATIONAL FINANCIAL MANAGEMENT and ACCOUNTING | |84 |JOURNAL OF INTERNATIONAL MANAGEMENT |1. 298 |? | |85 |JOURNAL OF MANAGEMENT |3. 758 |6. 210 |? | |86 |JOURNAL OF MANAGEMENT and ORGANIZATION |0. 425 |? | |87 |JOURNAL OF MANAGEMENT INQUIRY |1. 83 |1. 600 |? | |88 |JOURNAL OF MANAGEMENT STUDIES |3. 817 |4. 684 |? | |89 |JOURNAL OF MANAGERIAL PSYCHOLOGY |2. 150 |? | |90 |JOURNAL OF OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY |0. 882 |2. 259 |? | |91 |JOURNAL OF OPERATIONS MANAGEMENT |5. 093 |6. 29 | |92 |JOURNAL OF ORGANIZATIONAL BEHAVIOR |2. 351 |4. 411 |? | |93 |JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT |0. 963 |1. 222 |? | |94 |JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT |0. 650 |0. 944 |? | |95 |JOURNAL OF PERSONNEL PSYCHOLOGY |? |96 |JOUR NAL OF PRODUCT INNOVATION MANAGEMENT | |97 |JOURNAL OF PURCHASING AND SUPPLY MANAGEMENT | |98 |JOURNAL OF SMALL BUSINESS MANAGEMENT | |99 |JOURNAL OF SUPPLY CHAIN MANAGEMENT |5. 853 |11. 06 | |100 |JOURNAL OF THE OPERATIONAL RESEARCH SOCIETY |1. 102 |1. 481 | |101 |JOURNAL OF VOCATIONAL BEHAVIOR |2. 604 |3. 928 | |102 |JOURNAL OF WORLD BUSINESS |? | |103 |KNOWLEDGE MANAGEMENT RESEARCH and PRACTICE |0. 55 | |104 |LEADERSHIP |0. 535 |1. 381 |? | |105 |LEADERSHIP QUARTERLY |2. 902 |4. 919 |? | |106 |Â MANAGEMENT ACCOUNTING RESEARCH | |107 |MANAGEMENT AND ORGANIZATION REVIEW |2. 06 |? | |108 |MANAGEMENT COMMUNICATION QUARTERLY | |109 |MANAGEMENT DECISION |1. 078 | |110 |MANAGEMENT INTERNATIONAL REVIEW |0. 882 |? | |111 |MANAGEMENT SCIENCE |2. 221 |3. 66 |? | |112 |MIS QUARTERLY |5. 041 |9. 821 | |113 |MIT SLOAN MANAGEMENT REVIEW |1. 452 |2. 317 |? | |114 |NEW TECHNOLOGY WORK AND EMPLOYMENT |0. 469 |1. 000 |? | |115 |OMEGA-INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE |3. 467 |3. 733 |? | 116 |ORGANIZATION |1. 488 |2. 152 |? | |117 |ORGANIZATION and ENVIRONMENT |? | |118 |ORGANIZATION SCIENCE |3. 800 |5. 838 |? | |119 |ORGANIZATION STUDIES |2. 339 |? | |120 |ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES |2. 80 |3. 586 |? | |121 |ORGANIZATIONAL DYNAMICS |0. 862 |0. 979 |? | |122 |ORGANIZATIONAL RESEARCH METHODS |4. 423 |5. 350 |? | |123 |PERSONNEL PSYCHOLOGY |3. 367 |6. 395 |? | |124 |PERSONNEL REVIEW |0. 446 |1. 74 |? | |125 |Â PRODUCTION AND OPERATIONS MANAGEMENT | |126 |PUBLIC ADMINISTRATION |1. 292 |1. 938 |? | |127 |PUBLIC MANAGEMENT REVIEW |1. 295 |1. 387 |? | |128 |Â PUBLIC PERFORMANCE AND MANAGEMENT REVIEW |? |129 |PUBLIC PERSONNEL MANAGEMENT |0. 200 |0. 479 |? | |130 |R and D MANAGEMENT |1. 580 |2. 806 |? | |131 |RESEARCH IN ORGANIZATIONAL BEHAVIOR |4. 833 |5. 167 |? | |132 |REVIEW OF INDUSTRIAL ORGANIZATION |? | |133 |REVIEW OF PUBLIC PERSONNEL ADMINISTRATION |0. 91 |? | |134 |SCANDINAVIAN JOURNAL OF MANAGEMENT |1. 108 |? | |135 |SMALL GROUP RESEARC H |1. 148 |1. 888 | |136 |SOUTH AFRICAN JOURNAL OF BUSINESS MANAGEMENT |0. 146 | |137 |STRATEGIC MANAGEMENT JOURNAL |3. 583 |6. 18 | |138 |STRATEGIC ORGANIZATION |2. 727 | |139 |TOTAL QUALITY MANAGEMENT and BUSINESS EXCELLENCE | |140 |WORK AND OCCUPATIONS |0. 857 |1. 682 |? | |141 |WORK AND STRESS |3. 071 |4. 71 |? | |TOTAL |141 |99 |75 |110 | HEC RECOGNIZED JOURNALS: 10 DISCIPLINE: MANAGEMENT 1. Business Review 2. Diary of Behavioral Sciences 3. Diary of Gender and Social Issues 4. Diary of Independent Studies and Research? The executives 5. Diary of Quality and Technology Management 6. Pakistan Business Review 7. Pakistan Journal of Psychological Research 8. Pakistan Journal of Psychology 9. Pakistan Journal of Scientific and Industrial Research 10. Pakistan Journal of Social Sciences

SIPA Love Stories The Newest Connections COLUMBIA UNIVERSITY - SIPA Admissions Blog

SIPA Love Stories The Newest Connections COLUMBIA UNIVERSITY - SIPA Admissions Blog As promised, were wrapping up the SIPA Love Stories mini-series with alumni love stories submitted last week. Its been an emotional ride reliving Seeples relationships.  I hope this series gave you some additional insight into the program, and the student life offerings on campus. But most of all, I hope it reminded you to be kind to one another and to always look for the good in people. This may have been a romantic series for the United States Valentines Day holiday, but the message of love can be received in any form. Andy and Michelles Love Story: My wife (Michelle) and I met at Columbia through Date My School (we were the first to get married as a result of the website). I was at SIPA and she was at the School of Nursing working on her masters to become a Nurse Practitioner. We met on 17 February 2011 and were married on 29 April 2011. When you know, you know. This Friday, our daughter (Eva) will celebrate her first birthday. Ive attached two photos, both from this weekend. One is from a gala event we just attended, and the other is of Eva at lunch with me on Monday before our Daddy-Daughter day at the Denver zoo. Andres (Andy) Lalinde John and Silvias  Love Story: My husband John Heller, years after his graduation (class of 2000), once ran into former Dean Lisa Anderson from the School of International and Public Affairs and she asked him what had he taken away from SIPA. That’s easy he replied: a wife… “talk about a School of International Affairs”. I (Silvia Siller) had started SIPA in 1997, coming from Mexico and was living in Columbia Housing in Riverside Dr. and 109. I had a Chinese roommate, Samantha Ing, who transferred one semester later to SIPA and became good friends with John. In January 1998, she celebrated the Chinese New Year in our dorm and she invited her new class mates. That was the first time I met John, a good looking and refined man. (Although till this day he does not remember meeting me that time and we still debate our first encounter since he only remembers when I came to a party he organized)… John and I started dating at SIPA, trying to maintain our relationship secret… with no success. Sometimes we would sneak a kiss in the elevator of the main library of Columbia, or in the SIPA library. Before dating, we ran into each other in the Asian library where he prefered to study, or in the always crowded coffee shop in the lobby of the SIPA building, We also had one class together where we had a rule not to look at each other if we were presenting in front of the class. But the footprint of our love story is that he actually proposed right at the Alma Matter statue in the middle of Columbia University in May 2001. Today against all the odds of relgion, despite cultural differences and countries, languages and more. We have been happily married for almost 14 years. We have now three children, Daniel Joseph (11), Gabriel (9) and Amalia (5). John still works in International Development at the Synergos Institute since he graduated and Silvia Siller balances her life between motherhood, international communications for philanthropy, poetry and flamenco dancing. Silvia Siller Find the entire Love Stories collection in  Columbia Alumni Associations  Facebook album. And just for our current student and alumni readers, check out CAAs collection of e-Valentines here.

The Incredible And Sad Tale Of Innocent Erendira And Her...

Erendira was bathing her grandmother when the wind of her misfortune began to blow. The enormous mansion of moon like concrete lost in the solitude of the desert trembled down to its foundations with the first attack. But Erendira and her grandmother were used to the risks of the wild nature there, and in the bathroom decorated with a series of peacocks and childish mosaics of Roman baths they scarcely paid any attention to the wind. The grandmother, naked and huge in the marble tub, looked like a handsome white whale. The granddaughter had just turned fourteen and was languid, soft-boned, and too meek for her age. With a parsimony that had something like sacred rigor about it, she was bathing her grandmother with water in which purifying†¦show more content†¦Around eleven o clock, when she was changing the water in the ostrich s bowl and watering the desert weeds around the twin graves of the Amadises, she had to fight off the anger of the wind, which had become unbearable, but she didn t have the slightest feeling that it was the wind of her misfortune. At twelve o clock she was wiping the last champagne glasses when she caught the smell of broth and had to perform the miracle of running to the kitchen without leaving a disaster of Venetian glass in her wake. She just managed to take the pot off the stove as it was beginning to boil over. Then she put on a stew she had already prepared and took advantage of a chance to sit down and rest on a stool in the kitchen. She closed her eyes, opened them again with an unfatigued expression, and began pouring the soup into the tureen. She was working as she slept. The grandmother had sat down alone at the head of a banquet table with silver candlesticks set for twelve people. She shook her little bell and Erendira arrived almost immediately with the steaming tureen. As Erendira was serving the soup, her grandmother noticed the somnambulist look and passed her hand in front of her eyes as if wiping an invisible pane of glass. The girl

Black Widow Spider Facts (Latrodectus mactans)

Comparative Essay between La Goulue Les Girard Free Essays

The city of lights was all about fun and the nightlife during the 19th century. Fortunately enough, Jules Cheerer and Henry De Toulouse-Ululate were able to perfectly capture the essence of Parish’s blooming nightlife through their posters. Generally speaking, both posters are the same style, however, each artist was able to create different visual effects and atmospheric perspective using their own aesthetic sense. We will write a custom essay sample on Comparative Essay between La Goulue Les Girard or any similar topic only for you Order Now In this situation, both posters are advertising to the viewer the exhilarating nightlife n Parisian cabarets back in the 19th century. Yet, Latter’s poster managed to capture a distinctive and sensual atmosphere compared to Cheerer’s joyful atmosphere. Louise Weber, the female dancer In Latter’s poster, can be seen performing the provocative cancan dance, which exposes her undergarments as she kicks her legs. The audience in the background looks as if they are interacting with the dancer even if they are Just watching her. Meanwhile, the dancers in Cheerer’s poster are cheerfully dancing with their hands in the air with no audience around. Even though the figures depicted in both posters are 2-dimensional, Latter’s poster has more depth because of the way he places his figures through out different layers. The male dancer and the unusual yellow shape on the left dominate the foreground. The main focus of this image is the female figure placed in the center and between the foreground and background. The contrasting silhouettes behind her further highlight the focus on her. The figure in the middle of Cheerer’s poster is wearing a vibrant red dress, which easily catches the viewer’s eye even though two lively nagging men overlap her. The two male figures are framing the woman in the middle with their legs. The soft, textured, and plain background contrast with the red and black of the flat figures and brings them out. There Is minimal use of shading, but instead, crisp black lines outline the figures, giving the illustration a flat look. Nothing seems to have a definite structure since there is no sense of strong, angular and straight lines but instead, the lines look more organic as seen with the text and figures. This poster might look a bit symmetrical but the artist drew both men who re facing each other with slight differences to add more to the unstructured and organic feel of the Image. One of the main features of Less Gerard is how the text and illustrations can be seen interacting with one another. One figure looks like as if he is standing on the letter G while the other figure has his legs passing through the letter o. The small 3rd figure relationship can be seen between the text and illustrations in the way they were rendered. The have a long pointed form. For example, the tip â€Å"A† in â€Å"Less Gerard mimics the man’s foot. The text was customized by the artist hence the similarities between the illustrations and the text. Ululate uses several different fonts in his poster. In this case, Latter’s font does not interact with the figures in the poster and does not look like it was drawn by hand but instead is placed on top of the figures with low opacity. The other text that is dominating the top part of the poster has more bold colors and is outlined in black, which balances out the heavy image filled bottom part of the poster. Since Ululate was influenced by Cheerer, the similarities in their work. Ululate also chose to work using the same medium, lithography, which is why their work has strong bold colors. There is no doubt that both artists were influenced by the Japanese style, as it is evident in most of their work. The flat planes of color, 2-dimensional figures, and crisp black contour lines are elements from the Kikuyu-e woodblock print style. Latter’s composition of figures overlapping each other is also derived from the Japanese art style. On the other hand, the composition in Cheerer’s poster is almost symmetrical. This shows us that even though Ululate was influenced by Cheerer, Ululate had a better understanding of Japanese art and was able to fuse that with his own work in order to produce his own style. In conclusion, the posters may seem to be very similar in style; nevertheless, slight differences between those posters do exist and those differences showcase each artist’s unique touch. This demonstrates the endless cycle of an artist influencing another artist who in turn modifies and develops what he learned in order to develop his own style and that may even result in a whole new art movement. How to cite Comparative Essay between La Goulue Les Girard, Essays

M3.46 Managing Performance Ilm Level 3 Essay Example

M3.46 Managing Performance Ilm Level 3 Essay Managing Performance When looking at performance management it can be defined as (1) ‘a process which contributes to effective management of individuals and teams in order to achieve high levels of organisational performance. As such it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved. ’ We can see from this definition that managing performance is crucial to the overall performance of the organisation and meeting its goals and objectives. This process must then be strategic but also link other aspects of the organisation such as individuals and teams. As defined above, performance management is ultimately about achieving high levels of organisational performance. As managers we must use performance management as a continuous process that aims to improve develop the individuals in our team. MITIE uses the below diagram to illustrate that the process is continuous. (2) Within my role as Admin Manager I have 3 people directly reporting in to me. As a team we are largely responsible for the smooth running of the operations side of the business including planned and reactive tasks. The team operates across the contract as a whole so has responsibilities in numerous varied processes and tasks. Below I have highlighted some of the key responsibilities within this role in terms of performance management. * Recruitment – I am responsible for recruiting people who are qualified, have relevant experience and can fit in to the team. * Inductions – Site Company inductions are completed and help to start setting performance standard. Setting Performance standards – Features of the job that are usually continuous and based around how the team works or their behaviour. * Setting Objectives – Team and individual objectives are set to achieve specific performance targets. Also objectives are set for individuals relating to personal development. * Probation Review – Completed 3 months in to a new team mem ber’s employment. This is the first official opportunity to review an individual’s performance. Initial objectives and performance standards are also set at this time. Improvement and Development – I have to look for areas where the team can improve performance. Similarly I have to ensure the team has the skills and ability to complete their objectives. This involves development and training for the team and individuals. This is a 2-way process though and as a manager I must create a culture where the team and individuals can be at the forefront of their own development. * Appraisals – These are completed annually and are used to review performance of the individual. We will write a custom essay sample on M3.46 Managing Performance Ilm Level 3 specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on M3.46 Managing Performance Ilm Level 3 specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on M3.46 Managing Performance Ilm Level 3 specifically for you FOR ONLY $16.38 $13.9/page Hire Writer During this process the objectives set previously are reviewed along with performance standards. Feedback is given both positive and negative if required. Future development plan is discussed and agreed with the individual. This is also an opportunity for the individual to discuss any problems or obstacles that they have encountered in trying to carry out their role. Furthermore this is also an opportunity to take action to improve poor performance. * Absence/leave – This involves managing planned leave as well as unplanned so team performance is maintained at the required level. As highlighted above one of the key responsibilities I have as a manager is to set team objectives. These objectives must be set and then agreed with the team. Some examples of objectives I have set for the team are below: * Achieve a minimum of 96% overall KPI score for reactive task performance every month * Manage the planned maintenance tasks so 100% of statutory PPM’s are completed within legislative defined timeframe. * Manage all Priority 1 reactive requests for data centres MTXs to ensure zero SLA failures are incurred each KPI month. Within the team I also have performance standards that I set, which are linked to the MITIE’s values. Some examples are below. (3) * Take pride in delivering and improving services to the client * Understand the clients requirements and try to exceed expectations * Use initiatives to resolve issues calmly and effectively * Promotes MITE by doing the best job possible and demonstrating passion for the quality of work done * Deliver the best service by showing flexibility in approach and being open to fresh thinking * Understand and implement strategies nd processes to generate profits in line with business targets and expectations * Understand what is expected of them in support of the client and how to deliver it * Work efficiently without wasting resources or time, understanding that this effects profit * Informs manager of factors that may impact on the business * Co-operate with colleagues and clients, work together and support each other to achieve team and client goals * Recognise the impacts of personal actions on reputation of the team, yourselves and MITIE * Prioritises workload to ensure personal and team goals are achieved * Make a positive contribution to the team and the organisation as a whole * Demonstrate support for others Looking at the above we can see how many of the objectives and performance standards are linked. To achieve the objectives the team must work to the performance standards. Below I have highlighted an example of how the two are linked. Objective| Performance standards required to complete| Achieve a minimum of 96% overall KPI score for reactive task performance every month| To complete this objective the team must – * Understand the client’s requirements and try to exceed expectations. * Work efficiently without wasting resources or time, understanding that this effects profit * Prioritises workload to ensure personal and team goals are achieved| The performance standards can be applied to all of the objectives in some way and do not change significantly throughout a review year. These standards are continuous and they outline the way in which the team works. Team Objectives differ as they have defined performance areas. Furthermore they can change frequently throughout a review year. When managing performance arguably the most critical element of the process is measuring the performance. This can be completed in a variety of ways and is done so against the team objectives and performance standards set. Measuring performance against objectives differs from that of performance standards. Below I have highlighted how I would measure performance against the objectives and performance standards. In the above flowchart we can see how measuring performance against objectives involves many of the same methods. As managers we can use a combination of measures to get an overall picture of how the team is performing. Measuring objectives is usually a precise measurement with defined criteria for success and failure. For example the KPI score indicates the success and or failure of the above objectives. In the above flowchart I have highlighted the methods I use for measuring performance against the performance standards. To illustrate how a combination of measures is often required I have grouped them together. Looking at the above flowcharts we can see how objectives and performance standards need to work in unison to be successful. All of the performance standards are there to help achieve the objectives and clearly indicate to the team what the expectations are. As the admin manager I need to use a combination of performance measures so I can effectively manage the team’s performance. If I know where we are in terms of performance I can then look at development and improvement opportunities. When measuring performance there are inevitably instances where the team or individuals are underperforming. An example of underperformance that has occurred from an individual is as follows: Within the admin team I manage there are 3 individuals with similar workloads and responsibilities. Around 6 months ago one member of the team continually made errors and in some cases forgot to complete the weekly bookings for the engineers. The bookings are so the engineers in the field can access secure sites and complete routine and reactive maintenance. It is a crucial part of the role and if not completed it impacts negatively on the overall contract performance. After a few weeks of mistakes being made and bookings not being done I decided that a performance improvement plan needed to be implemented. Prior to completing this I had looked at the workload of the individual compared to the other team members and concluded that there was no difference. Next i looked at other factors that could be reasons for the individual performance. In this process I looked at internal factors such as competences, methods of work, personal problems, medical and motivation. Examples of the external factors I considered were distractions, family ; relationships, finance and other team members. Most of these factors were discussed with the individual in an informal meeting to gain an understanding of how the individual thinks they are performing. The individual highlighted that during the time where they complete the weekly bookings they were distracted by phone calls, emails and other team members so couldn’t concentrate on the completing the task. Taking this feedback from the individual I was happy that the reason for underperformance was due to distractions and time management issues. From here I asked the individual to go away and look at the tasks they need to complete in the week and suggest areas for improving their time management. The next step was to have a meeting with the individual to identify areas to improve the way they work to allow the task to be completed. It was agreed that 2 hours was required a week to complete the bookings. Using the individual’s feedback regarding time and the distractions I put together a method that would aim to remove the distractions. I suggested the following methods: * Put a 2 hour window in calendar to complete bookings each week between 10-12 * Put out of office on diverting to other team members for the 2 hours and close down outlook * Divert phone to other team members for 2 hours Move to location away from other team members to complete bookings In the process i looked to remove the distractions and give the task some structure by putting a timeframe to it. This was agreed by the individual and then cascaded to the other team members. When using this performance improvement technique I also had to consider what happens after it is implemented. To do this I used an improvement cycle which continues until the individual is performing at the required level. Below is an example of cycle: (4) For the above example we can see that after the plan stage I must measure the performance. This will involve using the techniques as highlighted earlier, in particular feedback from engineers. I must then compare these results with other members of the team. This will help to see if the improvement process can be improved or needs amending. If any changes need to be made then they are implemented and the cycle starts again. Improving performance is not a start to finish process and needs to be implemented as a continuous cycle. Bibliography 1. ARMSTRONG, M. and BARON, A. (2004) Managing performance: performance management in action. London: Chartered Institute of Personnel and Development 2. MITIE Intranet – BMS Form MG(G)541 Managers guide to performance management – objective based appraisals – Page 2 3. MITIE – Performance Standards Document 4. measure2improve. econtrack. co. uk/Content. aspx? 236 – accessed 29/11/2011