Emotional Intelligence And Leaderships

Emotional Intelligence And Leaderships This essay discusses how emotional intelligence can affect leadership, through the fundamental function of decision making process, and lead to organisational effectiveness. For this purpose, Golemans, Boyatzis et al.s (2002) four key elements of emotional intelligence are employed, which are classified into twenty self and social focused competencies. A number of practical applications are described, explaining how emotional skills can affect leaders ability to achieve the desired outcome during the decision making process. We concluded that organisational effectiveness can benefit from the application of emotional intelligence on leadership skills, through the decision making process. Finally, we note some limitations such as the level of emotional intelligence and its accurate measurement. Keywords Emotional intelligence, leadership, decision making process Introduction Emotional intelligence was first introduced in the late 1980s (Mayer, Roberts, Barsade, 2008). Yet, one of the most controversial issues is how emotional intelligence as the new form of intelligence that concerns the interaction of thinking and feeling, can be employed on leadership and subsequently on organisational effectiveness (Goleman, 1998). There are several definitions and conceptions about leadership and its effectiveness. Until the 1980s, leadership effectiveness was measured by leaders cognitive ability to apply and develop effective strategies for complicated problem solving (Woods West, 2010). However, the last three decades leadership effectiveness due to its apparent social aspect is measured by leaders capability to influence, inspire and motivate followers. (Woods West, 2010). After further research, emotional intelligence evolved into a popular and useful tool for enhancing leadership effectiveness (Kerr, Garvin, Heaton, Boyle, 2006). In our essay we discuss how emotional intelligence through the application of individual and social skills on decision making process, can affect leadership efficiency and lead to organisational effectiveness (Hess Bacigalupo, 2011). Given the fact that the leaders decisions play a central role in the organisational viability (Woods West, 2010), we consider that the implementation of emotional intelligence resources to the decision making process can contribute notably to the increase of organisational efficacy. Emotional intelligence The term of emotional intelligence was first formally introduced into academic literature in the decade of 1990 by Salovey and Mayer (Kerr, Garvin, Heaton, Boyle, 2006). Emotional intelligence is considered to be a dual dimensional theory that is focused on peoples self and social skills. That means that emotional intelligence concerns the humans ability of having an effective command of expressing, evaluating, managing emotions, communicating feelings and generating thought applied on individual and relationship based level (Salovey Mayer, 1990). It can be classified in two broad models: the ability based model and the mixed model. The ability model involves the abilities of conceiving and recognising the emotions, facilitating thoughts, understanding complex emotions and managing them (Mayer, Salovey, Caruso, 2000). Emotional intelligence links emotions and intelligence to someones perception for understanding the social environment (Grewal Salovey, 2005). Specifically: Emotional intelligence involves the ability to perceive accurately, appraise and express emotion; the ability to access and/or generate feelings when they facilitate thought; the ability to understand emotion and emotional knowledge; and the ability to understand emotions to promote emotional and intellectual growth (Mayer Salovey, 1997). The four branch model as mentioned above, links hierarchically the basic process of conceiving emotions to the advanced level of understanding them and is measured by MSCEIT [Mayer Salovey Caruso Emotional intelligence Test; (Mayer, Caruso, Salovey, Sitarenios, 2003)]. Goleman (1995) introduced the mixed model of emotional intelligence that involves non innate talents but learnt competencies that significantly affect job performance (Hess Bacigalupo, 2011). This kind of model mainly addresses leaders performance and provides dynamic outlines for becoming an effective leader. According to Goleman (2001) and Boyatzis et al (2000) the basic elements of the mixed model of emotional intelligence consist of self focused and social focused competencies. These are: self awareness, self management, social awareness and relationship management (Hess Bacigalupo, 2011). Self awareness involves emotional self awareness, accurate self assessment and self confidence. The emotional self awareness is referred to the fact that someone is fully aware of his/her feelings and realise their impact. The accurate self assessment involves the knowledge of strengths and weaknesses and how they can be eliminated through gradual improvement. A highly self confident person is aware of his/her abilities, expressing strong confidence and being able to deal with difficult tasks (Goleman, Boyatzis, McKee, 2002). Moreover, the group of self focused competencies includes self management capabilities that concern emotional self control, transparency, adaptability, achievement, initiative and optimism. The emotional self control is referred to ones ability to setting impulsive emotions under control, while the transparency is associated with integrity and honesty. The adaptability entails flexibility and the ability to easily adjust to spontaneous changes, whereas achievement concerns the fulfillment of goals and targets. The initiative concerns ones ability to act alone holding responsibility for the consequences of his/her actions; the optimism entails seeing the positive aspect of the events and the future facts that might take place (Goleman, Boyatzis, McKee, 2002). The social focused competencies i.e. social awareness and relationship management determine the manner of managing followers. The social awareness includes empathy which means understanding ones concerns and emotional situation, organisational effectiveness which is referred to the efficiency of meeting organisational goals and service which has to do with the comprehension of followers requirements. The relationship management involves inspiration (generating motivations to the followers), influence, developing others (improving ones capabilities), change catalyst (leading an entirely new and innovative modification), conflict management (how to manage disagreements), building bonds (the ability of socialising and developing a network of new relationships) and teamwork (effective collaboration and co existence within the group) (Goleman, Boyatzis, McKee, 2002). Leadership and Emotional intelligence According to House et al (1999):Leadership is the ability of an individual to influence, motivate and enable others to contribute towards the effectiveness and success of the organizationà ¢Ã¢â€š ¬Ã‚ ¦ (Yukl, 2006). Some theorists argue that leadership is adjusted according to organisational environment and aims. Hersey and Blanchard (1982) claim, different situations require different kinds of leadership (Situational Theory of Leadership). On the other hand, Fiedlers Contingency Theory (1967) suggests that leadership effectiveness depends on the place, the time, the task and the situation (Arnold, Randal, al, 2010). In any case leadership through its dynamic dimension provides guidelines that can promote organisational effectiveness. By this term, it is meant profitability in financial terms, or organisations ability to equip employees with those skills necessary for performing business fully engaged with the organisational culture (Woods West, 2010). A leaders effectiveness depends on the manner of developing and enhancing followers skills and abilities. Personality characteristics in themselves do not make leaders inherently effective. What matters is how those characteristics are expressed to leaders behavior, and how that behavior is understood by others (Woods West, 2010). The Center for Creative Leadership (CCL), the worldwide known Work and Organisational Psychology Organisation, conducts research on what is effective leadership by highlighting the factors that lead to failure (derailing). Its study showed that even though there are common traits between those who succeeded and those who failed, certain characteristics seemed similar for their imminent failure. For example, managers promotion from lower levels of the organisation to upper ones, might lead to over-confident behavior (Woods West, 2010). At the organisational level, leadership is considered to be a mixture of behaviors, administrative abilities, traits and interactions that are driven by the circumstances and the organisational culture; the link among various departments in an organisation managed by the leader (Woods West, 2010). Considerable evidences in recent years note that social skills are vital for leadership performance (Prati, Ceasar, Ferris, Ammeter, Buckley, 2003). An efficiently oriented leader takes advantage of emotional skills and resources in terms of interaction, in order to achieve the optimal performance outcome (Wong Law, 2002). The emotional skills concern the social aspect of emotional intelligence during the interaction process (Riggio Reichard, 2008). Under these circumstances, leaderships outcome is considerably affected by a leaders ability to recognise and manage followers emotions in social interaction (George, 2000). This argument is supported by Goleman, Boyatzis and McKee (2002) wh o claim that emotional intelligence is fundamental for leadership effectiveness and specifically when it is applied on teams. Antonakis et al (2009) claim that leadership effectiveness is strongly linked to emotional intelligence when concerns the relationship development between the followers and the leader (Antonakis, Ashkanasy, Dasborough, 2009). Since leadership is considered an emotional process, the level of emotional intelligence in a leader plays a significant role in the effectiveness of social interaction with others. George J.M. (2000) in her article Emotions and leadership: The role of Emotional intelligence underlines that there are five basic elements of leadership that are positively correlated with the level of emotional intelligence. The five key elements of effective leadership as presented by the authors Conger Kanungo (1998), Lock (1991), Yukl (1998) are the following: Development of collective goals and objectives. Instilling in others a sense of appreciation and importance of work. Generating and maintaining enthusiasm, confidence, optimism, cooperation, and trust. Encouragement of decision making and change. Establishing and maintaining meaningful identity for the organisation. (George, 2000) Emotional intelligence is the spark that ignites a companys performance creating a bonfire of success or a landscape of ashes. (Goleman, Boyatzis, McKee, 2002). There has been research on the correlation between the level of emotional intelligence and the leadership effectiveness; results showed that ones level of emotional intelligence might play an important role to the leadership effectiveness (Kerr, Garvin, Heaton, Boyle, 2006). However, it is doubtful whether the ability to understand emotions and the ability to act effectively are inextricably linked or not (Kerr, Garvin, Heaton, Boyle, 2006). According to Rosete and Ciarrochi (2005), the higher level of emotional intelligence, the higher leadership effectiveness (Kerr, Garvin, Heaton, Boyle, 2006). Leaders with high level of emotional intelligence inspire, generate motivation to the followers and state greater job satisfaction (Scott-Ladd Chan, 2004). Emotional intelligence and decision making process It is common knowledge that organisations consist of several departments that interact in order to perform business. Koop (1995) claims that this interaction is managed by the decision makers (leaders) (Scott-Ladd Chan, 2004). Under these circumstances, we realise the importance of the decision making process and the impact of their outcomes on organisational effectiveness. The decision making process is classified in the following stages according to Simon (1986) Langley (1989): Rational economic model Definition of the issue. Identification of limiting factors (external and internal). Plan and development of potential alternatives. Evaluation of each alternative in terms of practicality and cost. Selection of the best alternative. Implementation of decision. (Huczynski Buchanan, 2007) The decision making process involves the decision maker and those that are affected by the decision. The decision maker is essential to take into account the people affected by the decision and determine an effective manner of interpreting it (Hess Bacigalupo, 2011). Subsequently, the decision maker is required to make use of rationality and logic as well as of emotions. However, a controversial issue has been raised by some researchers. This is due to the fact that they consider that the best decisions are made in the absence of emotions. According to Stanovich and West (2000), the shift from emotional thinking to rationality can entail better decisions. They suggested that emotional functions may be substituted and replaced by logic in the aim of enhancing the quality of decisions. By contrast, others claim that the ability to have a good command of ones emotions is an advantage for the decision maker (Hess Bacigalupo, 2011). Actually, there is no wrong perception of the key factors of the decision making process. What matters most, is to take into consideration the possible impact that emotions might have on the decision making process and the quality of decisions (Hess Bacigalupo, 2011). Research on emotional intelligence and decision making process Sevdalis et al (2007) in the article Trait emotional intelligence and decision related emotions explain that emotions are evident during the decision making process (Hess Bacigalupo, 2011). They suggest that differences in trait emotional self-efficacy can affect the way the individuals experience the impact of the decision (Sevdalis, Petrides, Harvey, 2007). Also, Mellers et al (1999) concluded that the emotions people experience from the impact of a decision, can affect their future attitude and behavior (Hess Bacigalupo, 2011). Winter and Kuiper (1997) underlined that every person has a different perception of the emotions experienced whereas, Jordan and Troth (2004) noted that there is a significant difference on the effectiveness of emotional intelligence when the decision making process concerns individual or team tasks accordingly (Hess Bacigalupo, 2011). They concluded that individuals with high level of emotional intelligence as members of a team are more likely to come up with better solutions, without the fear of making mistakes (Frye, Bennett, Caldwell, 2006). Studies in PDM (participation in decision making process) have shown that emotionally intelligent employees who are involved in the decision making process contribute to organisations effective response to continuous changes. But, organizations are supposed to clarify to the employees the reason, the way and the degree of their participation in the decision making process resulting in greater commitment and benefits for both employee and employers. Nevertheless, the clear definition of boundaries in the participation of decision making process improves the quality of decision outcomes which depends either on the purpose for implementing PDM or on how efficiently it is implemented (Scott-Ladd Chan, 2004). The contribution and application of emotional competencies to leaders as decision makers Since the decision making process involves stages that are addressed both to brain and emotional function, it is necessary to understand the impact of the application of emotional intelligence on decision makers and the potential outcome. According to Hess Bacigalupo, (2011) no considerable research has been conducted for the practical interaction between behavior and emotional intelligence during the decision making process on both individual and group basis. In their paper, they develop a methodology based on a number of practical applications of emotional intelligence skills on the decision making process that could be useful and beneficial for individuals and organizations development. For this purpose, the model of Goleman (2001) and Boyatzis et al (2000) is applied, as it concerns individual and interpersonal skills, which are both crucial and determinative for the decision making process (Hess Bacigalupo, 2011). The group of the skills mentioned, involves self awareness, sel f management, social awareness and relationship management (Goleman, Boyatzis, McKee, 2002). In the organisational environment, the leader plays the role of the decision maker. Taking advantage of the competencies of emotional intelligence, the possibilities for making an effective decision are increased. The individuals skills i.e. self awareness and self management enable the leader (decision maker) to acknowledge his/her weaknesses, recognise the possible influence that can have on the followers and boost his/her confidence. Why is this so important? Because, it helps the leader to foresee the different aspects of followers vision as well as their reactions and communicate effectively the decision (Goleman, Boyatzis, McKee, 2002). Tannenbaum and Schmidt (1958) claimed that leaders and followers share control during the decision making process that is based on the assumptions they have formed for the amount of control they possess (Hess Bacigalupo, 2011). A strongly efficient leader is supposed to achieve balance during the decision making process; he/she should guide th e discussion appropriately, act as a consultant encouraging the information exchange and the increase of comprehension as well. At this stage, emotional intelligence competencies can be applied, so that the leader can regulate the allocation of control among the parties creating a climate of cohesion. Though, emotional intelligence application is as important as in the case of sharing responsibility for inappropriate decisions. An emotional intelligent leader not only welcomes the commendations of good decisions but also holds responsible for bad decisions (Hess Bacigalupo, 2011). This reinforces leaders integrity and reliability, necessary elements for establishing a climate of trust and honesty in an organisation. Moreover, through the self control the leader can develop the skill of controlling emotions and impulses i.e. stress tolerance, which derive from time pressure and unexpected changes in the organisational environment. The ability to manage time pressure and suppress neg ative emotions is considered of utmost importance, as it enables leaders to establish the appropriate climate for making decisions and avoid misjudgments that can have an adverse impact on organisational effectiveness (Hess Bacigalupo, 2011; Goleman,Boyatzis et al, 2002). Likewise, emotional social focused skills i.e. empathy, organisational awareness, conflict management, change catalyst, teamwork and others, are highly important when they are implemented by the leader in an attempt to achieve effective consensus of team decision making. On the grounds that most times the decision is addressed on employees, with different values and beliefs, the leader should be able to manage diversity through the skills of empathy and conflict management. Furthermore, organisational awareness enables a leader as a decision maker, to make decisions that comply with the organisational status and determine the appropriate processes. On the basis of service orientation, decisions that are related to the customers needs and satisfaction are highly appreciated within the organisational environment and add value (profitability) to the image of the organisation. Last but not least, the decision making process involves active participation and constant interaction among me mbers; emotionally intelligent leaders taking advantage of this fact can not only enhance the quality of teamwork and promote relationship development, but also ignite and stimulate followers initiative, motivation and commitment (Hess Bacigalupo, 2011; Goleman,Boyatzis et al, 2002). Conclusion In conclusion, the leader through the application of emotional intelligence can empower followers and establish cohesion among them during the decision making process. This allows to the leader to improve the quality of decision making process increasing the organisations potential for effectiveness (Hess Bacigalupo, 2011). However, we should not overlook a range of factors that can limit emotional intelligence efficiency on organisational basis; queries such as Can emotional intelligence affect negatively the organisational effectiveness if it is excessively high? or Could it be accurately measured? (Fiori Antonakis, 2011) are considered to be crucial and part of future further research on emotional intelligence.

the cathedral :: essays research papers

At a glance Carver’s writing style of the â€Å"Cathedral† seems simple but after further interpretation of the story one realizes that the â€Å"Cathedral† is about the interactions and epiphanies that regular people have that changes their entire life. This idea is perfectly represented at the end of the â€Å"Cathedral†, throughout the story the husband knew nothing about blind people and wondered how can they live their life without being able to see. He continually made references to the effect of how can he be married and not be able to see his wife, if she had makeup purple slacks and so on he would never know. At the end of the story the husband became closer to the blind man through the drawing exercise and when he asked him to close his eyes so the husband was able to â€Å"see† things as the blind man saw them he realized that being blind wasn’t that bad it was just a different type of life style. Because Carver writes about simpl e commonplace situations this makes the story more affective to the average person. Topics such as loss and drug and alcohol use are things that almost everyone can relate to because it affects almost everyone’s life in one facet or another. Because this is the concentration of Carvers story it allows more people enjoy and relate to the stories; this also leaves the story for more personal interpretation. Each person has their own thoughts about drugs, alcohol and loss and because of these feeling the interpretation of the story is left up to the reader. The husband was amazed at the blind mans ability to smoke a cigarette and eat food as well as he was able to. These are all commonplace objects and task that many people would believe that the blind would have trouble with, but this stereotype was quickly done away with once they began to eat and smoke. Carver is defiantly an optimist, he believes in the ability for people to change and be more acceptable of people that are different, and disabled.

Archetype “Cinderella” and “Rough-Faced Girl” Comparison Essay

Throughout Native American culture, they have always used everything and not waste anything. For example if they hunt a buffalo, the Indians make sure everything from the buffalo is used. They use the skin for clothing, bones for tools, and meat for food. Everyone is equal except the wise old men and the shaman. Native Americans use the nature to guide them through the day. They know the meaning of respect and never rebelled against authority. Indians never cared how their clothing looks to their peers; they always wore what was given to them. The American culture of the 1950s is the exact opposite of the Native Americans. The years after World War Two were generally prosper and stable for the middle-class Caucasian. The United States manage to turn the post war into a consumers culture with a snap of a finger. During immediate boom of consumerism, suburbs, and economy it overshadowed the some poverty. This rising prosperity didnt apply to everyone. During this time everyone was obsessed with consumer goods such as automobiles, television, stereos, dishwasher, etc. There was subculture of greasers that originated in the 1950s. They tend to own expensive classical hot rod and motorcycles. Greasers tend to be very conscious about their appearance. They wear leather jackets and comb back their hair with an abundance of hair wax. Rock and roll is the music of choice for Greasers. These two comparisons are very similar to Cinderella and the Rough-Faced Girl. There are major differences between the Disneys Cinderella and the Rough-Faced Girl. In the Rough-Face Girl, it describes his society and its surrounding with a prominence on Nature, not on affluence by possessions. Pictures of the sun, moon, stars, plants, trees, and animals are painted in the wigwams showing what the Invisible Being finds significant in his village. The Disney version everyone is consumed with wearing the extravagant dresses and jewelry. The fairy godmother did her magic and changed her tattered clothes into an elegant dress. Oochigeaskw is brave when she walked into the wilderness and made clothes from the accessories of the forest. Every girl that wanted to marry the Invisible Being wore pleasant clothes to impress his sister. The sister of the Invisible Being was too smart for that. She wanted someone that can see past the clothes and appreciate themselves. A carriage was created from a pumpkin by the godmother. It was made to take  Cinderella to the princes Ball. However, Oochigeaskw had to walk for miles to get to the Invisible mans cabin. In the Disneys version of Cinderella, the prince was intrigued by the glass slipper and went looking for the person that fits it. There was no such thing in the Rough-Faced Girl because it dealt with knowledge one possesses. Disneys version of Cinderella is related to the developed nations society because people base their decision for a companion with exaggerated expectations. Usually monarchies in Europe have this kind of attitude towards marriage. They want their children to marriage into another royal house to keep the power within their grasp. They frown upon the lower class. In England, the queen was obviously upset when Charles married Diana. She was a kindergarten teacher and from the lower class. The Rough-Faced Girl is related to countries that practice arrange marriages because it is about the well-being of the family than the artificial aspiration to live a better life. The Rough-Face Girl, Oochigeaskw saw the remarkable beauty of the earth and skies spreading unlike all the other villagers. This obviously shows how she also appreciates nature through the beautiful qualities. Oochigeaskw did not need any kind of magic such as the fairy godmother to ask the Invisible Being to wed her. In this particular tale, the assessment of knowledge is based on the wisdom of the Invisible Being. The Invisible Beings sister tests the women by asking three questions about the Invisible Being. The subject of these questions is essential because it shows his values based on wisdom rather than superficial looks. The first question is to see if the women are honest. The two sisters of Oochigeaskw lied to the Invisible Beings sister when she asked them â€Å"Do you see him?† Oochigeaskw tells the sister the truth by saying I do indeed. Then the sister of the Invisible Being asks what is his sled-string? Oochigeaskw said it is the rainbow. Finally the last questio n was what is his bow-string? It is the Spirits Road-the Milky way answered Oochigeaskw. The essence of these questions and their related answers are based on Nature. The individual must be intelligent and have the wisdom to appreciate the earth as a gift without taking advantage of it. This was a reasonable test based on what is inside the heart of the individual to see if she is good by the natures results. The sister of the Invisible Being is a decent moderator this because she had  to go through many women to find her brother a wife. She judged the women on their wisdom to see inner beauty and not the exterior of the person. Basically the Invisible Being uses his judgment to choose his mate by not using beauty. It continues as Oochigeaskw takes a bath in the lake and transforms back to her old self knowing that she will get married to the one and only Invisible Being. That change and recognition of her beauty is only stressed after the test and not before. The marriage between Oochigeaskw and Invisible being is based on her inner beauty and wisdom. However, in the Disney version of Cinderella illustrates how beauty depends on the exterior. For example, Cinderella is much more beautiful than her stepsisters. The prince judges beauty on the size of a womans foot. There is always the fairy godmother to make everything pleasing to the eye. The United States society has a hard time seeing people for their uniqueness; however we prefer if everyone was bundle together by similar quality. These standards are not only normal, but enviable by most people. Personality and intelligence is overridden by beauty in the tale. That is another example of the way society has portrayed women. The Native American is more intelligent than what that Europeans and other settlers think. When the European came to the US and started to destroy the natural goodness of their surroundings the Native Americans knew there will be trouble in the future. For example in the Gulf Coast, people got rid of wetlands and built houses. That ruined the natural barrier to guard against the weather such as a hurricane. Now you have seen the differences between Native American culture and the American Culture.

Catcher in the Rye - chapter analysis essays

Catcher in the Rye - chapter analysis essays English Journal The Catcher in the Rye In the two opening chapters we are introduced to Holden Caulfield and his life at Pencey High. This is all about to end due to his failure in 4/5 subjects. My initial reaction to Holdens personality was that he had a very negative view on many things happening in his life, for example the football game he was watching and the teacher Mr. Spencer. Holden also introduces his view on phonies. I find Holden to be a very depressing character that doesnt really care about life or school, this is seen when he fails an essay. However when talking with Mr. Spencer we see another side to Holdens personality when he attempts to console the teacher by saying it is him not the teaching that caused him to fail. I find it hard to grasp the actual storyline, as Holden seems to talk about many various subjects. In this chapter, I learn more about Holdens personality. He is quick to judge people, impulsive, contradictive, cynical and quite random. Holden introduces Robert Ackley, who he says is a phony moron and then describes Ward Strandler his roommate as a secret slob. I think this is a very negative way to view the people around him. Holden seems to be quick to judge people and appears quite childish for making such a fuss and taking everything so negatively. Although Holden despises Stradlater he agrees to write an English composition paper for him. I think this relates to chapter 2 when he talked with Mr. Spencer because yet again Holden is helping someone he doesnt like. This showed me that although quick to judge people, he does have some concern for others. In this chapter Jane Gallagher, and old friend to Holden, is also mentioned. I found the reaction from Holden strange because he couldnt decide whether or not to go meet and greet her. I would have expected him to gone to see his friend to at...

War Of Roses essays

War Of Roses essays 1. The main players of the War between the Roses Henry VI became King of England at the young age of one, succeeding his father Henry V. He was incapable of following in his mighty predecessor's footsteps. Fractions in the court dominated him all his life. Margaret was the daughter of the powerful French noble Rene of Anjou, was married to Henry VI to strengthen ties with France. She was beautiful, fiery, blunt, and was a loyal friend as well as a dangerous enemy. Her blatant favoritism caused much resentment in England, and set sparks which would later flare up into the Wars of the Roses. Somerset escalated the clash between the two families enormously. He was the bastard grandson of John of Gaunt and one of the King's closest relations, who handled a great amount of power. He supported King Henry VI and the Queen during the King's breakdown. William de la Pole was a magnate of moderate power who came to exercise much control in the Lancastrian circle. Richard Plantagenet was a man of many titles and lands who was filled with a passion to raise his family to what he saw as their proper due. He was also the father of Edward IV and Richard III. His relationship with King Henry was amiable at first and his claim to the throne was considered strong enough for him to become heir to Henry VI. Salisbury staunchly stood by York at all times, even when York later endangered both of them with his arrogance. His devotion was paid back by death. Richard, the Earl of Warwick, was the most powerful noble ever seen in England. Richard was York's nephew and a firm defender of that party, continuing to fight alongside his cousin Edward after York's death. He eventually was the person who placed Edward on the throne. Edward IV, Earl of March, was handsome and skilled. He fought by his father's side during the early years of the Wars of the Roses. When his father was killed at Wakefield, he became leader of the Yorkist cause. In...

What was the most important reason for the growth of Western economic Assignment

What was the most important reason for the growth of Western economic and political power after c.1750 - Assignment Example Many scholars argue that industrialization process was the leading cause for increased economic, social and political changes in the Western. In fact, westerners experienced the tremendous ongoing growth period after 1750 epoch, which was marked as the first notable divergence time. This was the period when the westerners started experiencing increased per capita income and sustained growth across diverse regions globally. This made economies such as Asia and Eastern Europe affluent but Western Europe became prosperous than their counterparts. Therefore, this essay focuses on industrial revolution as the main reason behind increasing economic growth and political power in the western after 1750 epoch. Industrial revolution in the western that was marked by rapid economic and political changes was the main reason behind increased development in the western before the 1750s. Diverse developments sparkled by the beginning of industrialization in the earlier period created economic and p olitical changes. ... For instance, the Great Britain developed after 1750 due to political power and economic changes that was a result of industrialization (Goldstone 2000, p. 176). Many regions started experiencing new development changes especially in architecture. Emerging differences among the medieval and earlier modern religious practices also led to significant changes in the economy due to political changes that was a result of industrialization. Many economies emphasized on the significant of scientific aspects that led to new development in the western religion. The western region emphasized on the greater capacity to sustain economic growth and political development over time. Thus, they concentrated on the use of technology as well as made significant changes in the political system that led to increased democratization in the workplace. Secondly, the steady progression resulted due to trading activities, which was associated by increased infrastructural development. Many westerners advanced their commercial trade especially the European along the Atlantic shore of Africa. They were inspired by the need to find the means through East Asia in commercial activities. The Atlantic Ocean commercial activities that ultimately led to crossings to Pacific marine led to better economic development. This is because of the changes in technology, trade and global interactions that brought many countries together.  The new maritime technologies made global interactions possible; thus creating changes in the trading patterns across the globe. The slave commercial activities augmented because the European colonies in the United States relied profoundly on the slave commercial activities. Many merchants became richer through the slave trade activities as the slave trade activities were

Non-current assets Essay Example | Topics and Well Written Essays - 1250 words

Non-current assets - Essay Example The paper will look at two standards by the IAS, which are the IAS 16 and IAS 38 regarding non-current assets. This paper attempts to analyze the standards that IAS sets regarding accounting of non-current assets. It sets these guidelines on how organizations and companies should handle both tangible and intangible non-current assets. IAS is responsible for setting international auditing standards so that they act as guidelines for auditors and accountants to follow regarding non-current assets (Kirk, 234). Each part in the accounting profession has its own standards as a guide on how to handle it. For instance, handling plant and machinery under IAS 16 is different from dealing with intangible non-current assets under IAS 38. This creates a form of independence when dealing with various aspects in the accounting process. IAS standards on Property, plant, and equipment IAS 16 defines handling of property, plant and equipment which is different from IAS 38 which defines handling of in tangible assets in financial statements. Property, plant and equipment are all fixed tangible assets; therefore, adoption of a common method when dealing with them in the accounting process. ... The first guideline is their initial measurement which entails the initial cost and all other cost necessary to make the assets ready for use. It also includes capitalization of interest costs. The other step is the subsequent measurement of the fixed assets which entails depreciation and disposal of assets (Kirk, 234). The rule of Impairment and disposing of the assets indicates how to dispose of such assets in terms of the guidelines. Accounting standards regarding these three assets provides a guideline on how to classify long-lived assets that are held for sale and those held for use. Long-lived assets that are meant to be held for sale do not depreciate; therefore, their presentation should be separate. They should be placed separately in a statement of financial position. This is because they are not in the business for use, rather they are for sale; hence, their selling price does not fall. The accounting standards provide rules and formula regarding how to measure this type o f fixed assets (Kirk, 250). The other guideline regarding plant, property and equipment is the discontinued operations for those assets held for sale and those held for use. The impairment test and recoverability test give rules regarding recoverability of fixed assets and those that are not recoverable. There are also rules on the impairment loss on plant, property and equipment under the accounting standards. The standards provide for impairment loss that can be reversed, and that is unversed. This indicates how these types of losses are recognized when preparing financial statement (Alexander, 359). The standards also give conditions on when such losses cannot be reversed, for instance in situations where there is an increase in the fair value of plant,