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Book Summery

In this book, Wulff attempts to discuss the relationship between religion and psychology. In essence, the author examines the uneasy relationship between psychology and religion and how it changes and develops over time. The book then considers the scientific psychological research of religious practice, thought, and feelings have been influenced by the confinement to the study of Western Christianity. In this paper, the focus is on chapter two –religion and psychology.

 In chapter two, the question that seems to be addressed is, “Is the psychology of religion the psychology of Western Christianity?” According to the author, religious attitudes and beliefs can be related to introversion and neuroticism. Introversion entails low sociability and impulsivity whereas neuroticism entails anxiety, depression, tension, and low self-esteem. Neurotic introverts can be more easily conditioned than other people and thus be more prone to injunctions of all manners, including religious injunctions.

The study has it that the different religious traditions are so different from one another that there can be no common ground of understanding arrived at by psychologists. The Buddhists seem to place more emphasis on the psychological-interpersonal-spiritual context in their understanding of psychological difficulties. They also believe that sorrow and misfortune result from faulty of perception. Christianity has it that difficulty is as a result of personal responsibility. They also regard sin as a misuse of human freedom, with sufferings being the result of sin. According to Hinduism, plagues in one’s life result from an evil eye, life stress, spirit possession, or repercussions of previous lifestyles. Islam holds that sin is caused by pride and self-sufficiency. In this religion, regular prayer is beneficial psychologically.

Summary 2

Burnaford, Gail E., Arnold Aprill, and Cynthia Weiss, eds. Renaissance in the classroom: Arts integration and meaningful learning. Routledge, 2013.

In their book, Gail Burnaford, Arnold Aprill, and Cynthia Weiss address the issue of lack of fruitful partnership projects involving curriculum integration, as well as the development and documentation of coherent models for designing and implementing the integrated curriculum. These authors strive to address that lack by presenting a detailed primer on the arts education partnerships as well as curriculum integration visa arts.  In chapter one, the authors discuss arts integration as they define it and give a reason for doing the integration.  From this chapter, we can learn that children need arts in their daily lives and they can benefit from arts learning that is deeply immersed in all curricula areas. Learners need to have daily access to the teachers who think creatively about how learning in their classrooms can extend the textbook and dip well into the real world.

The authors, using various case studies from schools agree that child should participate actively as they use their hands and minds to make connections between what they learn and what they live. They also say that arts integration is compatible with other engaged learning techniques like problem-based learning as well as teaching with the knowledge of the multiple intelligences. Incorporating arts into the curriculum can help schooling to be more rigorous, real, and creative for students. They say that arts integration is the way of conceptualizing teaching and learning rather than a formula or a strict structure that needs specific resources.  It encourages individuals and groups of students to stretch out their hand to the community resources and make useful links to the school curriculum. Arts integration also encourages leaders of the young learners to observe the connections between the knowledge in a given area to another, between a unit in one subject and a unit in another.  This association will show the students that such way of thinking is possible and is done in the real world.

Summary 3

Alterio, Maxine, and Janice McDrury. Learning through storytelling in higher education: Using reflection and experience to improve learning. Routledge, 2003.

Alteiro, Maxine, and Janice’s book is the first one to cover storytelling as an effective learning tool at higher education, and since then storytelling as a learning tool has become increasingly popular. The authors have woven together the traditions of story-telling and reflective learning. They give their own experiences to help the readers find a plethora of ideas for students and other professionals seeking to give stories an honored place in not only their learning but also their practice within the educational and clinical context. The chapter seven of this book describes the way to introduce learners to several reflection theories to help them understand the essence reflective learning. Reflective learning is defined by the authors as the process of internally contemplating and exploring a problem of concern, activated by an experience that creates and clarifies the meaning regarding self, and that leads to a changed conceptual perspective.

The authors say that reflective learning offers a way of accessing what practitioners know and instinctually but cannot easily share it, something referred to as tacit knowledge.  Reflective practice helps to reveal any discrepancies between the espoused theories –what the practitioners perceive is happening and why the theories in use –what is happening in practice. The attempts to grasp tacit knowledge and find ways of breaching the gap between the espoused theories and the theories in use led to the development of reflective practice.  The authors say that, apart from helping to bleach the gap stated above, it can initiate and support new leaning.  By examining the definitions from various scholars, the authors find common ground in all the views.  They say that the process of reflection entails self and its consequence is a changed conceptual viewpoint.  Explanation (categorizing, conceptualizing, and constructing theories from experience) and expression (of letting the meaning from experience to become apparent) are two ways of reflecting on and processing experience. 

Works Cited

Alterio, Maxine, and Janice McDrury. Learning through storytelling in higher education: Using reflection and experience to improve learning. Routledge, 2003.

Burnaford, Gail E., Arnold Aprill, and Cynthia Weiss, eds. Renaissance in the classroom: Arts integration and meaningful learning. Routledge, 2013.

Wulff, David M. "Psychology of religion." Encyclopedia of psychology and religion. Springer US, 2010. 732-735.

 Carolyn Morgan is the author of this paper. A senior editor at MeldaResearch.Com in nursing research paper writing service California. If you need a similar paper you can place your order from nursing paper writing services Pennsylvania.

The opportunities and challenges of managing a diverse workforce

Introduction

Globalization has enabled many organizations to operate in more than one country.  The main reason for expansion is to exploit market opportunities, reduce the cost of operations and create global competitiveness. By crossing of geographical boundaries, organizations have a growing need to hire and maintain an exceptionally diverse and multicultural workforce.  With organizations becoming increasingly globalized, in-house teams become increasingly multi-cultural. A diverse workforce can yield greater competitive advantages for the benefit of the organization.

 It therefore, becomes necessary for organizations to embrace diversity and identify ways to become inclusive. Effective managers recognize the importance of employing certain skills to successfully manage a diverse workforce.  However, diversity also gives birth to intercultural issues. These Intercultural issues can interfere with the successful completion of organizational goals.   It is therefore important for today’s management to solve these problems that arise from managing the culturally diverse workforce. Understanding and Effective knowledge and management of diversity issues improves employee productivity and efficiency and enhances the competitive position of organizations. This paper discusses main issues in the management of a diverse workforce, new developments in the field and relevance to the workplace.

Main issues in the management of a diverse workforce

The workplace is made up of different people from diverse backgrounds, ages, cultures, ethnic, heritage, races, sexual orientation and other aspects of diversity. As a result, workplace diversity has become an essential concern as no organization can afford to unnecessarily restrict the engagement of different employees.  The management of a diverse workforce presents various opportunities and challenges.

Opportunities

High level of Productivity

Employees from the diverse background can offer a selection of diverse skills, talents, and experiences to the advantage of the organization. An organization’s competitiveness significantly depends upon its skills, talents, and experiences.  To realize the benefits, there is a need to embrace diversity and actively handling diversity issues. When management effectively manages diversity, it enables employees to feel that they belong to the organization irrespective of their cultural backgrounds. As a result, they are likely to put more effort and increase company’s profit and productivity.

Productivity also arises from teamwork and exchange of ideas. Individuals working on their own cannot perform at the same level as teams. A team allows each individual to contribute their ideas and offer a unique perspective specifically during problem-solving.  A diverse workforce also increases adaptability given that they can supply a greater range of solutions to problems.  Additionally, organizations that encourage diversity inspire individuals to perform to their highest ability. Organizational-wide strategies can easily be executed; resulting in high productivity, return on investment and profit.

Growth and Learning

A diverse workplace creates an opportunity for employees’ personal growth.  When employees are exposed to new culture, perspectives and ideas, they acquire a clearer insight of their place in the global environment.  As a result, diversity management is seen as the key to organizational growth in today’s fiercely competitive marketplace. No longer can organizations hide behind a lack of cultural intelligence. Seeking market relevancy involves embracing diversity in thinking, acting and innovating (Cullen & Parboteeah, 2014). Due to the function that diversity plays in organizational growth, its management is a time-sensitive business imperative. Additionally, diversity contributes to organizational growth by attracting and retaining talent that adds a competitive edge to any organization.

Effective Communication

Workplace diversity can significantly strengthen an organization’s relationship with its stakeholders by making communication more effective.  Organizations have adopted the practice of pairing up service personnel with clients that share the same characteristics. This makes customers feel at home with the representative and thus with the organization. It also increases organization’s language skills that propel organizations forward to effectively compete in the marketplace or increase its diverse customer base. A diverse workforce that feels comfortable when communicating varying viewpoints is a good source of experiences and ideas.  The business can draw from that pool to pursue business communication strategy needs and meet customers’ needs more effectively (Devine et al., 2007).

Diverse Experience

            A diverse workforce is a source of experience as employees come from diverse backgrounds. As a result, they bring to the table some unique experiences and perceptions during group tasks and teamwork. Pooling diverse skills and knowledge of a pool of culturally distinct individuals can greatly benefit the organization by strengthening the productivity and responsiveness of the team to adapt to the changing conditions (Yang & Konrad, 2011). The diverse workforce can also supply a greater variety of solutions to problems in allocation of resources, service, sourcing, and allocation of resources as they bring individual talents and experiences.

Improved Morale

Diverse culture in the workplace improves morale. The important advantage arises when diversity is well-managed, and individuals are trained on cultural awareness and sensitivity. The result is an organization where every person is validated and regarded as important regardless of their differences. Such affirmation of value improves employees’ morale and the collective positivity in the workplace.

Challenges

Individual versus Group Fairness

Diverse workplaces present a number of management challenges.  Trying to be fair to individuals may result in being unfair to a group.  Managers are faced with the issues of balancing between what is better and what is divisive.

Resistance to Change

The management of a diverse workforce is often characterized by resistance to change. When employees enter a different environment, they tend to suffer cultural shock, which is the disorientation and insecurity caused by encountering a new culture.  Organizational culture may be different from individuals’ culture. There are also cultural differences among employees.  A typical workplace is made up of employees from different walks of life with different experiences, cultural backgrounds, ethics, values, and personalities. With this form of diversity, there is bound to be a clash somewhere (Jamieson, & O'mara, 2000). Every workplace has a culture. Like people, workplaces differ in personalities. They have different moods and work atmospheres.  Workplace culture refers to core values, beliefs, rules of behavior, corporate ethics and attitudes held by employees in the workplace. Workplace culture defines how things are done. It guides how individuals in the workplace act, think and feel.  This gives rise to resistance. Employees may fear losing their face or not know how to act. As a result, they may become emotionally upset, often isolating themselves.  As a result, it is challenging to implement changes in organizations with a diverse workforce. 

Group cohesiveness and interpersonal conflict

Organizations are made up of a varied workforce. The workplace is filled with incredibly complex human beings with different personalities, values, and motivations. The sources of diversity in organizations may result from demographic factors, economic factors, and social factors among others. Inherent employee diversity is often linked to positive benefits to the organizations. However, it may also present some challenges. In keeping with this growing level of diversity, conflicts occur. Conflict is a product of non-functional diversity. Non- functional diversity presents a major challenge to organizations. The forms of diversity may cause harassment and hinder organizational effectiveness.  On the other hand, the highly stressful environment that characterizes workplaces is fertile ground that can promote the development of discrimination among employees.

Every employee at the workplace shares a certain relationship with other employees. It is human nature to relate to others and discuss ideas. Thus, a person cannot work in isolation; one requires other people around. In fact, an isolated environment will only negatively influence people’s motivation and spreads negativity around. It is critical that employees share positive relations with each other at the workplace.  When a work environment is friendly and efficient, the possibility of unproductive conflict within the work environment is minimized. Minimal conflicts result in the people being able to focus on the tasks at hand, hence becoming more productive. Conflict among employees may be expressed in the form of Passive Hostility and other forms of toxic behavior.

Retention

A poorly managed a diverse workforce may give rise to a hostile working environment that makes employees uncomfortable. Instances of discrimination or harassment may arise and jeopardize the victim's mental and emotional health. It may also compromise personal relationships, significant stress, and anxiety. In the short-term, employees will likely be irritated and dissatisfied with their job (Bassett, 2005). They are likely to be less productive in their position as much effort will be made replaying the harassment episodes and avoiding the harasser. Employees may begin leaving early, calling in sick more often or showing up late in efforts to avoid the harasser.  Harassment often alters employees’ confidence, making them less likely to speak up suggestions or new ideas. Employees may also feel that their organization has failed them. As a result, they may start resenting their jobs and searching for other organizations with accommodative policies.

New learning: Diversity management

Organizations are recognizing the need and significance of investing in diversity as a component of their general workforce management practices. The payoffs touch in all areas of the organization by potentially resulting in increased productivity, increased creativity, global understanding, new attitudes, new language skills, processes and new solutions to challenges. Organizations that effectively manage diversity record stronger customer loyalty, greater agility, innovation, better market insight and improved employee recruitment and retention.  Businesses that fail to see the significance of diversity might find themselves unable to attract and retain the kinds of employees, customers and stakeholders that constitute the changing world in the long-term.

Diversity management is an evolving concept. At the beginning, theories and models were developed from the need for pragmatic strategies to meet the objectives of civil rights movements. Today, global diversity management recognize the importance of implementing, planning and coordinating strategies for a growing number of organizations with global, transnational and international business activities. Central to this concept is the belief that businesses stand to benefit from having a diverse workforce. Therefore, it is in the best interest to understand and cater to the needs of individuals (Myers & Dreachslin, 2007).

Incidents that facilitated learning and understanding

Given that discrimination was a reality in the past, the need for constitutional protection increased. This led to the enactment of laws that prohibited different acts of discrimination, thus the birth of anti-discrimination legal frameworks. This formed the basis of the implementation of diversity management practices in organizations in order to meet legal requirements. Today, the need for diversity management largely arises from the need to achieve a competitive advantage particularly for organizations operating in the global marketplace. Organizational change, specifically as it relates to organizational culture is another reason for increased diversity management. Organizational change calls for a commitment to diversity as management make both implicit and explicit changes to bring about the organizational change necessary to competitive advantage.

These incidences call for valuing of diversity. Obtaining management commitment is critical for the realization of diversity objectives. This involves reflecting diversity in the organizational mission, vision, and strategy.  Further, management should demonstrate leadership behaviors that promote inclusivity. Additionally, they should commit resources to foster an organizational culture that values diversity and ensure effective implementation of resources. Some organizations go further and hire director of workforce diversity to manage and coordinate companywide diversity efforts. When diversity is valued and managed, it can be a useful tool for organizational success and growth.

Developing and implementing an organizational culture that supports diversity has some challenges that require management knowledge, commitment, skills, and efforts. It also requires a type of organizational culture in which every employee is encouraged to succeed and grow without being inhibited by gender, race, age, religion, nationality or other factors that are not related to performance. HRM is required to develop a culture that helps people to embrace diversity and unify them in order to augment organizational performance and effectiveness. In addition, they endeavor to promote a positive work environment that promotes a positive working environment that enhances satisfaction, commitment, and satisfaction of diverse people. However, the effects of diversity can also be negative or neutral depending on how well it is managed. Hence, a successful diversity management program must address culture in order to create an environment where diversity is nurtured and valued.

Diversity management and cultural practices

Many organizations are now working with the motto that their workforce characteristics should mirror customers’ characteristics. The need to manage diversity, therefore, arises from the need to satisfy the requirements of diversified customers. What’s more, dynamic companies are implementing essential Human Resource strategies. There are various diversity management practices that human resource departments implement including diversity related recruitment, managing workforce diversity, diversity-related selection, diversity-related training, and diversity-related rewards programmes.

Diversity-Related Recruitment

 Recruitment programs that are diversity-related help organizations gain competitive advantage by recruiting diverse people. Many international organizations hire people with diverse characteristics to mirror the nature of the diverse market. Such programs have been important in realizing the importance of gender diversity.  Achieving greater diversity calls for recruitment strategies to attract diverse potential employees. Diversity recruitment is in line with increasing collaborative and team-based structures of the modern organization.

Managing Workforce Diversity

There are various workforce diversity practices that organizations carryout. They include aligning diversity goals and objectives with organizational goals and missions. Others include developing recruiting strategies designed to augment diversity and advertisements. For example, an organization can advertise positions through media that can reach a diverse audience. An effective diversity management program should promote respect for individual differences and encourage members of the organization to see their differences as benefits rather than disadvantages. It also involves creating a good environment where employees support one another and communicate. This way, employee can be comfortable with diversity reflected in the work environment. Management should also clearly identify and outlines organizational beliefs and values in relation to diversity.

Diversity-Related Selection

Selection programmes for effective diversity recruitment are implemented by human resources based on diversity sensitive criteria.  Selection-related programs include selection process based on job-relevant duties, the presence of managers in committees, competencies, qualifications, experience, and one that complies with anti-discrimination laws.

Diversity-Related Training

Diversity-related programmes refer to a systematic process in which employees are well-informed about the socio-economic, cultural, religious and racial differences among employees. It can be separated two categories: skilled-based and awareness-based. Skill-based training is focused towards promoting change in behavior while awareness-based is focused in enhancing employee knowledge.  Training programs may be in the form of seminars, workshops, and experiential exercises. Benefits of effective diversity-related training programs include the development of latent skills and talents among employees, the realization of innovative potential and employee empowerment.  Often, individuals may feel unable to move forward in an organization owing to factors such as gender, race, and cultural differences. Training allows these individuals to realize their innovative potential as they may feel valued and more willing to get make extra effort and increase their knowledge and skills for the benefit of themselves, their teams and organizations.

Diversity-Related Rewards Programmes

Promoting diversity may also necessitate the use of reward programs. Many organizations unambiguously provide incentives to managers based on their performance in diversity management. These programs are meant to help minorities in organization advance through their career. 

Applications and relevance to the typical workplace

Managing diversity involves effective planning and implementation of organizational practices and systems to manage workforce with the aim of minimizing potential disadvantages and maximizing potential advantages. Diversity management provides a distinct advantage in an era when creativity and flexibility are keys to competitiveness.  Diversity management begins with an understanding of how various dimensions of diversity affect motivation, performance, interactions, and success of the organization and its members. Organizational practices and structures that present barriers to some dimensions of diversity are challenged examined and removed.

Besides being ethical and social, cultivating a diverse workforce demonstrates a good business-oriented approach. Effective diversity management does not only involve effectively and efficiently accepting and accommodating individual differences, but also supporting, nurturing and utilizing these differences for organizations. A shared responsibility between human resource managers and top executives is critical to learning and recognizing these differences. Valuing diversity is not enough. Managers must develop an organizational culture that supports diversity initiatives.

Conclusion

It has become necessary for organizations to embrace diversity and identify ways to become inclusive. Effective managers recognize the importance of employing certain skills to successfully manage a diverse workforce.  Diverse workplaces present a number of management opportunities and challenges. The payoffs touch in all areas of the organization by potentially resulting in increased productivity, increased creativity, global understanding, new attitudes, new language skills, processes and new solutions to challenges. Challenges include conflicts and resistance to change. It is therefore important for today’s management to solve these problems that arise from managing the culturally diverse workforce. Understanding and Effective knowledge and management of diversity issues improves employee productivity and efficiency and enhances the competitive position of organizations.

References

Bassett‐Jones, N. (2005). The paradox of diversity management, creativity and innovation. Creativity and innovation management, 14(2), 169-175.

Cullen, J.B., & Parboteeah, K.P. (2014). Multinational management: A strategic approach (6th ed.). Mason, OH: Southwestern

Devine, F., Baum, T., Hearns, N., & Devine, A. (2007). Managing cultural diversity: opportunities and challenges for Northern Ireland hoteliers. International Journal of Contemporary Hospitality Management, 19(2), 120-132.

Jamieson, D., & O'MARA, J. U. L. I. E. (2000). Gaining the Diversity Advantage. Workforce, 15.

Myers, V. L., & Dreachslin, J. L. (2007). Recruitment and retention of a diverse workforce: challenges and opportunities. Journal of Healthcare Management, 52(5), 290-298.

Yang, Y., & Konrad, A. M. (2011). Understanding diversity management practices: Implications of institutional theory and resource-based theory. Group & Organization Management, 36(1), 6-38.

Carolyn Morgan is the author of this paper. A senior editor at MeldaResearch.Com in nursing research paper writing service California. If you need a similar paper you can place your order from nursing paper writing services Pennsylvania.

Intercultural management

Transformational leadership is a leadership outlook that causes changes in both individuals and social systems. This type of leadership creates positive change in its followers with the final goal of developing its followers into leaders. When enacted in its authentic form,   the leadership enhances motivation, morale, and performance in individuals through a variety of mechanisms. 

The mechanisms include connecting the individuals’ sense of identity and self to the mission and identity of the organization, being a role model for individuals that inspire them, challenging individuals to take ownership of work and understanding the strengths and weakness of followers which enables the leader to align individuals with tasks that optimize their performance.

Q1.

There are different types of transformational leaders that exist for each cultural group. Transformational leaders can be referred as managers that go beyond the transactional leadership through articulating a vision, breaking loose from a status quo, and giving purpose to the goals, risk-taking, and motivation to lead and demonstrating high ethical standards. Such leaders succeed because their subordinates respond with high levels of performance, devotion, reverence, and willingness to sacrifice for the company.  Transformational leaders exist in every culture although the same leadership may not succeed everywhere. It is widely acknowledged that cultural differences play a major role in influencing the human thinking and behavior and therefore management is affected by the local, historical and social norms. Different cultures have different conceptions and evaluation standards of the requirements for effective leadership. Some of the cultures expect leaders to make all decisions to be effective whereas other cultures the leaders might need to adopt a democratic approach to be termed effective.  

In Taiwan, the Confucian based values emphasize a strong respect for hierarchy whether at work or in the family, preserving interpersonal peace and exhibiting modesty. Confucian based societies emphasize leadership paternalism and benevolence. Cultural values have an important influence on the development of leadership ideals. Research has found that different country seems to have different ideals of leaders.   The effectiveness of a leader is therefore inferred through cultural values. The most important attribute for the leaders is the personal responsibility for work performance. Therefore, when determining how to respond to subordinates behavior, leaders have to make a key distinction the external and internal distinction.

Q2.

In general, people prefer certain traits and behaviors in their leaders depending on their cultural backgrounds. Different cultures have different perceptions of what defines a successful leader. However, some of the behaviors and traits are culturally universal since most of the cultures accept them. The distinction between a person’s national cultures is explained as the focus on exalting itself above all other present cultures while a multinational environment is explained as working to embrace and adapt the diverse cultures. An individual selected for multinational leadership must adjust their strong sense of national cultural norms through adopting a multicultural mindset.  The multicultural mindset must have the willingness to recognize the limitations of their own culture and adopt the culture of the host country.  Therefore, to become an effective leader in a multinational environment, the leader will require a multicultural mindset that is cultivated by employing universal principles of effective leadership such as the vision, service and leading other to greatness. In other words, to achieve effective leadership in the multinational environment, the leader is required to adopt the host culture, establish a corporate vision by not abandoning their national culture and leading others to greatness with humility and patience.

Q3.

All levels of culture influence the types of leaders’ behaviors that the subordinates consider appropriate or just and therefore multinational managers will be considered most effective if they behave the way their subordinates’ expect of them. In countries with high power distance values, the subordinates’ expect an autocratic leadership whereby the leader assumes a master figure status but acts as an authoritarian master. In low power countries such as Sweden and Norway, the subordinates expect their leader to act more like themselves. England is an example of a low power distance and low uncertainty avoidance where the leader is expected to be democratic and the leadership style a participative and supportive. China, however, is an example of a country with high power distance and low uncertainty avoidance whereby the leaders are expected to be “masters” using directive and supportive leadership styles.

The national context affects the subordinates expectations relating to what a leader should do and what they may not do.   The differences in leaders’ behaviors communicate the personal leader’s task orientation. The subordinates can either accept or reject certain leadership behaviors as a legitimate entitlement of leadership. The cultural values of power distance have insightful effects on subordinates’ expectations concerning their leaders. In the countries with high power distance which are mostly Latin and Asian countries, the subordinates expect autocratic leadership. Other than the power distance, other cultural values are likely to affect the subordinates’ expectations concerning the leadership styles and behaviors.  Strong masculinity norms often cause the acceptance of authoritarian leadership although this is most evident in the paternalistic authoritarianism of the Japanese. The classic contingency view and the national context contingency models of leadership provide multinational managers with tips on how to adapt leadership styles to different national context.

Q4.

Fundamental attribution error is the human tendency to explain another person’s behavior based on internal factors such as their disposition and underestimating the role those external factors such as the situational influences play on a person’s behavior. Fundamental attribution error is often associated with correspondence bias which refers to the tendency to conclude stable personality characteristics from another person’s behavior even in instances when situational factors caused the behavior.

Humans are inclined to attribute a person’s behavior to his or her personality rather than considering the external factors that caused the actions. When one or more of the employees are underperforming, it is easy to conclude that the employees are at fault since they either lack the drive or the competence to perform effectively.  The leader may conclude that the right people for the job were not hired (Andrew, 2015). Though this may be true, there are other explanations for the situation are also possible. The employees may not have been properly trained or perhaps lack the resources needed to perform effectively in their job capacities. The leaders are likely to fall prey to the fundamental attribution error and under look underlying problems within the departments which results in inadequate solutions, time and resource wastage.  The leaders need to broaden their mindset and consider alternatives to ensure thorough analysis of situations is done, and the correct solutions are developed.

References

Day A. ( 2015) the fundamental attribution error and how to better understand your employees. 

Carolyn Morgan is the author of this paper. A senior editor at MeldaResearch.Com in nursing research paper writing service California. If you need a similar paper you can place your order from nursing paper writing services Pennsylvania.

Literature Review

 One of the main concerns facing researchers is examining the effects of divorce on the academic achievements of students. The articles provide cross examinations of the effects of divorce and separation on children’s academic achievement and behavioral problems over time. Over the past several decades, the divorce rates that increased at very high rates in the U.S alone.  Consequences of the changes in family structure have impacted affected children in a variety of ways with the main concern being academic success of the students.

Review literature

According to Christopher (2014), half of all American youth experience parental divorce at some point during their childhood. In the light of the high divorce prevalence and its association with negative outcomes, researchers have studied extensively the effects of divorce on students. The effects of divorce depend on the configuration stressors such as conflicts and separation and resources such as parental support present in a post divorce situation. Among the negative outcomes that persist and change following divorce include parental divorce that that has been associated with lower academic achievement. Academic related attitudes and models (ATL) have been linked with family involvement. The participants were drawn from of a kindergarten class as national representative sample of kindergarten students through their eighth grade year (Christopher, 2014). Reading and mathematics tests were used to measure academic achievement.

According to Jeremy (2015), studies have found that parental divorce and living in a non intact family is associated with several negative outcomes for students including behavioral problems and lowered student success. The vast studies on divorces compared children from families experiencing disruptions from intact families. Jeremy attempts to estimate the temporal effects of the disruption caused by divorce on the children’s outcomes. He categorizes the literature on how the marital disruptions affect the children. He uses a multivariate framework to estimate the cross sectional comparisons of children from families having disruptions and those from intact families. The findings are standard with children from divorced families doing worse on a variety of measures than those from intact families. The main problem   with cross sectional studies is that they neglect unobserved differences between families having or lacking disruptions. Hence they cannot distinguish between the causal effects of the disruptions and selection perspectives. Some of the unobservable or immeasurable factors can turn out to be important predictors of the children’s outcomes and the probability of disruption.  For example, a drug addict parent is likely to contribute to an increased likelihood of a disruption which is most likely to create an atmosphere that is not conducive for children’s studies. Longitudinal studies have an assumption that marital disruptions have a onetime effect that persists as time passes after the disruptions. Though this possible, the effects of disruptions are temporary or the effects can increase over time. The IV model studies   use unilateral divorce state laws to estimate the impacts of parental divorce on the children’s adult outcomes. This class of studies is isolated from the rest in that it isolates the effects of divorce as compared to the divorce process. In addition, the studies fully address the problem of unobserved differences between families that have divorce disruptions and those that do not. According to the IV studies, in some cases the parental divorce lead to worse outcomes as an adult such as lower income, less education and a higher probability of getting divorced themselves (Jeremy, 2014).

According to William (2008), the major concern for researchers has been how to explore the effects of divorce on the academic success of students has been the how to control for socioeconomic status. He samples students who had participated in the NELS for the years 1988, 1990 and 1992 that was sponsored by the US department of education’s national centre for statistics.  Methods such as two stage probability design were used (1998) to select the national representatives’ samples of schools and eighth grade students. Questionnaires concerning a wide range of topics were issued to parents, teachers and students and achievement tests indifferent subjects such as science were also given to the students. Follow up studies were conducted at two year intervals on the student ample with achievement tests and questionnaires being administered again.  Two models were used to analyze the effects of divorce on academic achievement. The study indicates that a different pattern of effects of divorce emerge depending on the whether pre-dissolution or post-dissolution control for SES are used (William, 2008).

Analysis

 Evidence provides that divorce negatively impacts the students’ academic motivation. Females who experienced divorce achieved less academic performance as compared to males who equally experienced divorce. Aughinbaugh et al. (2005) is the only study that has examined the effects of effects of divorce while addressing the problem of unobserved differences. The children who experienced parental divorce achieved less growth in mathematics as compared to children who did not experience divorce, thought the effects were small. The results however support the hypothesis that parental divorce is associated with diminished ATL.

Conclusion

The findings suggest that divorce plays a major role in the academic success of students. Parental conflicts and divorce affects the students negatively are caused them to lag behind in academics.

References

Anthony, C. J., DiPerna, J. C., & Amato, P. R. (2014). Divorce, approaches to learning, and children's academic achievement: A longitudinal analysis of mediated and moderated effects. Journal of school psychology, 52(3), 249-261.

Arkes, J. (2015). The temporal effects of divorces and separations on children’s academic achievement and problem behavior. Journal of divorce & remarriage, 56(1), 25-42. 

Ham, B. D. (2004). The effects of divorce and remarriage on the academic achievement of high school seniors. Journal of Divorce & Remarriage, 42(1-2), 159-178. 

Jeynes, W. H. (1998). Examining the effects of divorce on the academic achievement of children: How should we control for SES?. Journal of Divorce & Remarriage, 29(3-4), 1-21. 

Carolyn Morgan is the author of this paper. A senior editor at MeldaResearch.Com in nursing research paper writing service California. If you need a similar paper you can place your order from nursing paper writing services Pennsylvania.