Living Horizontally

Our entire culture, as well as our hectic day and age, have very strict views on lying down, getting up late and in general spending our time sleeping or simply reclining in bed. Famous high-achievers tend to state that they get by with no more than six hours of sleep a day if not less; the sleep itself is often considered something of a nuisance, something to be minimized, something that, regretfully, cannot be eliminated altogether. Even the people who work from home often say that in order to motivate themselves they have to behave as if they had a usual job: dress properly, sit at a desk, get up early and so on. German writer Bernd Brunner, the author of The Art of Lying Down, certainly has some very different views on this subject. He almost sanctifies the process, gradually describing its different aspects. According to him, human beings usually spend about a third of their life sleeping and even more simply lying down, and there is nothing shameful about it. People who like to get up late or have a nap during the day should not at all be afraid to acknowledge it he firmly believes that the future of the Western civilization lies in embracing a new lifestyle which is less obsessed about activity and more about resting. Moving from subject to subject in an effortless manner, Brunner describes different aspects of horizontal lifestyle, at the same time grudgingly accepting that some things are probably better left alone. For example, eating although ancient Greeks and Romans were known for having their meals while reclining on benches, he agrees that tables and chairs have been around for thousands of years and there are logical reasons why it is the standard that is accepted by the majority of civilized peoples. Also he speaks against the notion of sleeping outside however romantic and natural it may sound, people have invented houses to improve their lives, and sleeping in the open is far less comfortable: there are cold and damp earth, rain, animal sounds and so on. All in all, The Art of Lying Down may be characterized as a kind of a hymn to living horizontally: the authors encourages the readers to spend more time resting and make their lives less noisy and frantic: by accepting the culture of rest, he believes, the Western civilization may find a new way into the future.

Parenting Goals And Values, Styles, Behaviors, And...

In this session, I will explain about many parenting goals, beliefs, styles, behaviors, and strategies that I have experienced growing up. Parenting goals may lead to variation in parenting behavior across culture. Parenting goals provide the motivation and framework for what parents think is the best way to raise their children. In the book, â€Å"Culture and Psychology† explain about different parenting goals within different cultures. For example, there is different parenting goals between middle-class mothers in Berlin, German and middle-class mothers in New Delhi, India. In Germany, an important parenting goal is to raise children who are autonomous (Matsumoto, D. R., Juang 2013, 68). The term autonomous means independent and having the power to make decisions. Then in India, an important parenting goal is to raise children who are autonomous, but also closely interdependent with other people (Matsumoto, D. R., Juang 2013, 68). I believe I was more likely raised how th e middle-class mothers from India raise their children. My parents wanted my sister and me to be interdependent, but also have our own independent growing up. My parents gradually had my sister and me to be more independent and less interdependent. I believe children become independent is when they are gaining skills. When they obtain new skills, they become self-sufficient and they grow more confident in their abilities. Some example of having a child become independent is by teaching them to pick outShow MoreRelatedDifferent Types Of Parenting Styles1495 Words   |  6 PagesParenting styles have been described by Diana Baumrind into four categories, authoritative, authoritarian, neglectful, and indulgent parenting (Santrok 461). Parenting styles can be defined as patterns of attitudes in how parents choose to express and communicate with their children. 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Dick Spencer Case Study Essay Sample free essay sample

Strengths as a Salesman Dick Spencer has had an interesting calling. He began as a salesman at Tri-American Corporation and rapidly worked his manner up the corporate ladder to direction degree. He experienced many accomplishments and besides many barriers during that clip. This instance analysis will analyze some of the lending factors to his successes and failures every bit good as provide recommendations on how he could hold been more successful as a director. Dick Spencer experienced great success really early in his gross revenues calling. His surpassing. sympathetic personality could hold factored into that success. High degrees of openness to see are associated with wonder and a willingness to entertain new thoughts and experiences ( Barrick A ; Mount. 1991 ) . Those with high degrees of openness to see and motive will be more likely to use their abilities to obtain initial calling success than those with low degrees of motive ( Rode. Arthaud-Day. Mooney. Near. A ; Baldwin. 2008 ) . These features helped Dick achieve great things in the beginning of his calling. Dick was a force to be reckoned with in the gross revenues section yet his equals still regarded him as a regular cat. Highly surpassing people tend to be warm. positive. and sociable. with a high energy degree and hence be given to be comfy interacting with others ( Costa A ; McRae. 1992 ) . Surveies have shown that conscientiousness. openness to see. extraversion. and emotional stableness are positively associated with calling success and satisfaction ( Rode et Al. . 2008 ) . The same can be said of features necessary in a calling in gross revenues. Dick’s equals attributed his rise in gross revenues volume to his good expressions. appeal. gross revenues ability. concern cognition. and shmoozing accomplishments on the golf class. Fall 2012 MGT 585 Dick began his calling with Tri-American Corporation at the age of 20 two. merely after completing his Master’s grade. Research has shown that salesmen under the age of 20 five are in the honeymoon phase of their callings. During this phase they exhibit a high degree of enthusiasm for their occupations every bit good as positive attitudes and a desire to win ( Apostolidis. 1980 ) . This is in direct contrast to salesman ages forty six and older. This group shows less aptitude towards development and calling promotion. They are less originative in their occupations and less likely to larn new accomplishments ( Apostolidis. 1980 ) . Dick was decidedly in the honeymoon phase of his calling. because win is what he did. In his first twelvemonth as a salesman. he landed a big history that made him ill-famed among the other salesmen. He continued to put a fast gross revenues gait even into his 2nd twelvemonth and gained himself a repute with upper direction. When asked for a transportation out of gross revenues. the president of the company was hesitating to travel him. acknowledging his superior gross revenues ability. Not merely was age a factor of Dick’s success in concern. but mental ability is one of the strongest forecasters of occupation public presentation ( Hunter A ; Hunter. 1984 ) . Dick was a knowing adult male. having his Master in business from a reputable university. which shows an aptitude for high mental ability. Research has shown that mental ability can foretell calling success through its effects on occupation public presentation ( Judge. Higgins. Thoresen. A ; Barrick. 1999 ) . This is particularly true during the beginning of one’s calling. During the initial employment stage the acquisition curve is steep with larning new occupation specific procedures and processs. Peoples with a higher capacity for larning are at an advantage ( Kraut. Pedigo. McKenna. A ; Dunnette. 1989 ) . Dick took that advanta ge and continued full force to his 2nd twelvemonth as a salesman with Tri-American. His abilities surpassed those of his equals and put hard ends for them. Fall 2012 MGT 585 Dick Spencer was besides good at networking. Networking can be described as discoursing work challenges. interchanging information. fall ining professional associations. volunteering for organisational undertaking forces. and prosecuting in community enterprises ( McCallum. 2008 ) . The primary intent of networking is to develop and keep relationships and to supply work and calling aid ( Forrett A ; Dougherty. 2004 ) . Dick networked with the president of TriAmerican during company conferences and maintained a friendly chumminess. Surveies show that salesmen ages twenty six thru 30 five are dying for promotion and keep a good degree of communicating with their higher echelons ( Apostolidis. 1980 ) . Relationship networks play a polar function in the calling results of directors and professionals ( Higgings. 2000 ) . Research workers have found networking to be associated with single entree to information. resources. and calling sponsorship ( Brass A ; Burkhardt. 1 992 ) . Dick Spencer used his networking connexions for calling promotion after three old ages as a salesman. He requested a transportation out of the gross revenues section and was granted a place in production. In add-on to his gross revenues ability. Dick’s support system could hold played an built-in function in his gross revenues success. Research workers have linked interpersonal comfort with concern success ( Allen. Day. A ; Lentz. 2005 ) . Evidence suggests that relationship intimacy has an consequence on a person’s ability to develop relationships ( Hanoch. 2001 ) . Harmonizing to Hanoch ( 2001 ) . â€Å"when people know that person is at that place for them. the relationship becomes a resource from which they draw strength and enjoyment† ( p. 3 ) . This is apparent in Dick Spencer’s instance. During the first old ages of his gross revenues calling he was merrily married and successful in his calling. However after several old ages of going for work. his matrimony suffered and he began to doubt his hereafter as a salesman. Fall 2012 MGT 585 Failures as a Manager One of the first things that could hold contributed to Dick Spencer’s failure as a director was his location. He was married with a household and had to deracinate his life to travel to London when he was promoted to assistant works director. This was a cultural daze for both him and his household. He was holding problem seting to cultural differences and being accepted at work and his household was holding troubles being accepted into the community. These reserves are common for many American directors who move to different states for work. One survey showed that the most of import issue directors face when working in different states is the interpersonal struggle stemming from cultural differences ( Jassawalla. Truglia. A ; Garvey. 2004 ) . Dick encountered many struggles because of cultural differences. He was used to the fast paced doctrine of American concern and found himself holding to tippytoe around his British higher-ups. Scholars have found that an inability to accommodate to new behaviours and interpersonal interactions can do some directors to reject their new civilization and leave their occupation before they have completed their assignment ( Sanchez. Spector. A ; Cooper. 2000 ) . Dick experienced this exact thing when he was reassigned to a new works in Birmingham. He left his London assignment with assorted fillings as he had non completed many of the undertakings he was assigned because he had neer to the full embraced his new civilization and learned how to work with his coworkers. This is a large job in cultural differences where directors try to decide jobs with coworkers from different civilizations ( Morris et al. . 1998 ) . Cross-cultural differences can besides be blamed for some of Dick’s jobs at the Modrow works. He had requested a transportation back to the United States and was alternatively appointed as works director in Canada where he was one time once more thrown into a different civilization and expected to accommodate. Scholars have blamed a batch of managers’ jobs in transverse cultural state of affairss Fall 2012 MGT 585 on their firms’ deficiency of pre going preparation ( Sanchez et al. . 2000 ) . It did non look that Dick was given any kind of cultural preparation which may hold been able to assist him better adapt to his host states. Although Dick Spencer was a successful concern adult male. he was a self-proclaimed shirker when it came to accounting steps and human dealingss. Harmonizing to Richmond. Wagner. and McCroskey ( 1983 ) . â€Å"Two of the major concerns of most organisations in modern-day society are productiveness and employee satisfaction. In profit-making organisations. productiveness is straight related to accomplishment of the primary end of the organisation – increasing the net income margin† ( p. 27 ) . Dick focused on that primary end by implementing many cost film editing processs without respect to productiveness or employee satisfaction. This is demonstrated in the turnout section incident. Dick had become so individual focused on cost film editing that he jumped at the chance to implement a new process. disregarding the concerns of his chief. the expert on the topic at manus. His important attitude backfired when the chief of the turnout section externally disobeyed him bing the company productiveness and certainly conveying down employee satisfaction. The behaviour by his chief can be explained by Thau. Bennett. Mitchell and Marrs ( 2008 ) as the societal exchange theory â€Å"where hapless intervention by one’s supervisor indicates an instability that subordinates seek to rectify by prosecuting in negative behaviours themselves† ( p. 1 ) . This move on Dick’s portion besides hurt his repute with his workers. Dick remembers this state of affairs as the most elusive and mortifying one he had of all time experienced. In add-on to mortifying him. it besides affected his repute as a director. While Dick roamed the halls listening for insider information. yet trying to look societal. his employees suspected him of wrong-doings and easy began to lose regard for him as a director. Harmonizing to Steger. Manners. and Zimmerer ( 1982 ) . â€Å"The successful director has Fall 2012 MGT 585 ever led his or her subsidiaries. to a great extent. by analyzing and reacting suitably to their behaviors† ( p. 22 ) . Dick did non react suitably to state of affairss that happened in his works. He gathered every bit much information as he could during his ambles but had a policy of non noticing or discoursing affairs on the floor. His subsidiaries began to oppugn his motivations for making this. They spent clip planning for his visits and analysing them afterwards. Recommendations I think that Dick Spencer’s biggest hurdle as a director was his hapless communicating accomplishments and human dealingss accomplishments in respects to cross-cultural differences. He neer truly embraced the cultural alteration and played both sides of the fencing by being excessively timid to implement patterns in his first assignment and being excessively important in Modrow. Researchers found that one of the three most of import ingredients to being an effectual director in an international function is the bent to command with a non-authoritarian manner ( Franzee. 1998 ) . He besides kept his subsidiaries wholly in the dark which caused them to oppugn his motivations and see him as untrustworthy. Surveies have found that employees enjoy working in a topographic point where they enjoy the people they work with and swear the people they work for ( Mishra. 2007 ) . Mishra ( 2007 ) besides states that if direction does non pass on to their employees a sense of supportiveness. lovingness. honestness. and a willingness to listen the employees will stop up swearing direction lupus erythematosus. She argues that organisations should take attention of their employees. construct trust with them through positive communicating. and demonstrate regard for them. If Dick had taken his ain advice and brushed up on his human dealingss accomplishments. he could hold been a more successful director. Mentions: Fall 2012 MGT 585 References Allen. T. D. . Day. R. . A ; Lentz. E. ( 2005 ) . The function of interpersonal comfort in mentoring relationships. Journal of Career Development. 31. 155–169. Apostolidis. P. ( 1980 ) . Looking at the age ofsales representatives. Academy of Marketing Science Journal. 8 ( 4 ) . 322. Barrick. M. R. . A ; Mount. M. K. ( 1991 ) . The large five personality dimensions and occupation public presentation: A meta-analysis. Personnel Psychology. 44. 1–25. Brass. D. J. . A ; Burkhardt. M. ( 1992 ) . Centrality and power in organisations. Networks and organisations. 191-215. Costa. P. T. . A ; McCrae. R. R. ( 1992 ) . NEO-PI/NEO-FFI professional manual. Odessa. FL: Psychological Assessment Resources. Forrett. M. L. . A ; Dougherty. T. W. ( 2004 ) . Networking behaviours and calling results: Differences for work forces and adult females? Journal of Organizational Behavior. 25 ( 3 ) . 419-437. Frazee. V. ( 1998 ) . What does it take to be a success ful international director? Workforce. 3 ( 1 ) . 9. Hanoch. F. ( 2001 ) . Relational dimensions in calling development. Journal of Vocational Behavior. 59 ( 1 ) . 1–16. Higgins. M. ( 2000 ) . The more. the merrier? Multiple development relationships and work satisfaction. Journal of Management Development. 19 ( 4 ) . 277-296. Hunter. J. E. . A ; Hunter. R. F. ( 1984 ) . Cogency and public-service corporation of alternate forecasters of occupation public presentation. Psychological Bulletin. 96. 72–98. Jassawalla. A. . Truglia. C. . A ; Garvey. J. ( 2004 ) . Cross-cultural struggle and exile director accommodation: An exploratory survey. Management Decision. 42 ( 7 ) . 837-849. Fall 2012 MGT 585 Judge. T. A. . Higgins. C. A. . Thoresen. C. J. . A ; Barrick. M. R. ( 1999 ) . The large five personality traits. general mental ability. and calling success across the life span. Personnel Psychology. 52. 621–652. Kraut. A. I. . Pedigo. P. R. . McKenna. D. D. . A ; Dunnette. M. D. ( 1989 ) . The function of the director: What’s truly of import in different direction occupations. Academy of Management Executive. 3. 286–293. McCallum. S. Y. ( 2008 ) . An scrutiny of internal and external networking behaviours and their relationship to career success and work attitudes. ( Doctoral thesis ) . Retrieved from ProQuest Dissertations and Theses. ( 304834916 ) Mishra. K. E. ( 2007 ) . Internal communicating: Building trust. committedness. and a positive repute through relationship direction with employees. ( Doctoral thesis ) . Retrieved from ProQuest Dissertations and Theses. ( 3257559 ) Morris. M. W. . Williams. K. Y. . Leung. K. . Larrick. R. . Me ndoza. M. T. . Bhatnagar. D. . Li. J. . Konda. M. . Luo. J. . A ; Hu. J. ( 1998 ) . Conflict direction manner: Accounting for crossnational differences. Journal of International Business Studies. 29 ( 4 ) . 729-748. Richmond. V. P. . Wagner. J.P. . A ; McCroskey. J. C. ( 1983 ) . The impact of perceptual experiences of leading manner. usage of power. and conflict direction manner on organisational results. Communication Quarterly. 31 ( 1 ) . 27-36. Rode. J. C. . Arthaud-Day. M. . Mooney. C. H. . Near. J. P. . A ; Baldwin. T. T. ( 2008 ) . Ability and personality forecasters of salary. perceived occupation success. and perceived calling success in the initial calling phase. International Journal of Selection and Assessment. 16 ( 3 ) . 292-299. Sanchez. J. L. . Spector. P. E. . A ; Cooper. C. L. ( 2000 ) . Adapting to a boundaryless universe: A developmental exile theoretical account. The Academy of Managerial Executive. 14 ( 2 ) . 96-106. Fall 2012 MGT 585 Steger. J. A. . Manners. G. E. . A ; Zimmerer. T. W. ( 1982 ) . Following the leader: How to associate direction manner to subordinate personalities. Management Review. 10. 22-51. Thau. S. . Bennett. R. J. . Mitchell. S. . A ; Marrs. M. ( 2008 ) . How direction manner moderates the relationship between opprobrious supervising and workplace aberrance: An uncertainness direction theory position. Organizational Behavior and Human Decision Processes. 1. 115.