Communication And Cell Phones The Evolution Of...

The evolution of social interaction, like so much of human existence, usually takes place over multiple generations. However, the advent of mobile cellular devices and their proliferating ownership and use has altered social interaction dramatically in the last decade; communication never stops. Instead of looking ahead while walking and engaging with other pedestrians, many people are looking down and interacting with their mobile device. Texting while driving is such a significant problem that 48 states, Puerto Rico, the District of Columbia, Guam and the U.S. Virgin Islands have laws banning and/or restricting it (Cellular p2). The sight of a group of people enjoying a conversation without using their cellphones is virtually obsolete.†¦show more content†¦In January 2007, Steve Jobs introduced the iPhone and declared that â€Å"this will change everything† (Planet p1). This tautology, as it turns out, may have been more prophecy than mere introduction and begs t he question of whether those involved in its infancy critically and judiciously thought through all potential ramifications of the technology on our society. Today, approximately 77% of Americans own a smartphone, an increase from 35% in 2011 and in the 18-29-year-old age group, that statistic soars to 92% (Smith p3-4). Interestingly this age-group encompasses the Millennial generation who are often thought of as â€Å"digital natives,† those who grew up with this kind of available technology. Among this age-group, over 80% use texting as their first choice in contacting friends (Hyman p5) and approximately 90% have one or more social media accounts (Meyer p5). With the onslaught of instantaneous digital communication available every moment of every day, it is not surprising to see adaptation. When texting, the English language has changed to such a degree that, visually, it barely resembles its origin. Writing for Parenting Magazine, Tahnk gives us an all-to-real example of this: â€Å"UGTBK, OMG! ALOL!!! GTG, MOS†¦TMB L8R, K?† (p1). Initially unintelligible, this communication strand â€Å"translates† to: You’ve got to be kidding, oh my God! Got to go, Mom over shoulder†¦Text me back later,Show MoreRelatedTelephone Essay1430 Words   |  6 Pagespeople to maintain long distance friendships/relationships. Most communication occurred through letters and telegraphs. Can you imagine not being able to hear the voice of loved ones for long periods of time? On March 10, 1876 the first initial speech was transmitted by Alexander Graham Bell by using electricity. Even though it did not instantly revolutionize th e world, it started a course that would change the future of communication. This occurred when Bell was doing experiments with electricalRead MoreThe Cell Phone Evolution Essay1667 Words   |  7 PagesThe Cell Phone Evolution Table of Contents THE BEGINNING 3 A NEW WAY TO COMMUNICATE 4 PRESENT CELL PHONES 6 FUTURE CELL PHONES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦7 REFERENCES†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 The Cell Phone Evolution THE BEGINNING Over a century ago, Alexander Graham Bell changed the way people communicated with each other. Back when he invented the phone in 1876, no one could imagine that over the next century, his invention would change the way societies interactRead MoreTechnology And Its Effects On Our Lives1402 Words   |  6 Pagesrelying on more of these resources because it makes their life easier. However, technology is slowly hurting a ton of people by being smartphone dependent, reducing our communication skills and disabling people from being productive. Many people are dependent on their smartphones. First of all, various who uses these cell phones are regularly on it twenty four- seven. These problems arise on ignoring the people nearby and not paying attention to the surroundings while they are moving from one placeRead MoreCell Phone Evolution: Good and Bad1252 Words   |  6 PagesCell Phone Evolution: Good and Bad Since the beginning of the industrial revolution, the world has become a smaller and faster place. The time used to travel to far distances has decreased. The growth of new technologies, traveling and communicating has become simple daily tasks for many people. Through the growth of global communication, people have become closer to others across the globe, and business has gone world wide. One invention that came along with the technological revolution is theRead MoreEfficient Business Communications in Companies Today Means Full Use of Social Media and Modern Technologies1411 Words   |  6 PagesIntroduction Communication is one of the most important factors in any organization or relationship. It is â€Å"the process of people sharing thoughts, ideas, information and feelings with each other in commonly understandable ways† (Hamilton, 2011, p. 3). When you can communicate properly in a business then it runs smoothly without communicational mistakes and misinterpretation. The main purpose of efficient business communications is to generate a positive, reliable and consistent reputation withRead MoreA Proposal : A Modest Proposal1028 Words   |  5 Pagesand sprinting to our phones the very moment we receive a text message. Instead, we should be taking the time to notice our breathtaking surroundings. But looking right and left, all we encounter is a head tilted down, eyes mesmerized by a square glass screen, and the continuous motion of shuffling fingers smudging the screen. Nowadays we allow our thumbs to do all of the talking without a single ounce of resistance, hooking on to every last word sent through a tiny electronic box that can neitherRead MoreImpact of the Technology on Each Individual’s Behavior1129 Words   |  5 Pagesrecognize that it is a language evolution. And when it comes to cultures and lack of technology in the early days, Charles McGrath’s â€Å"The Pleasures of the Text† talk about the limitation of texts and the cultural reasons, so the abbreviations have start been using. The Campus Times keep talking about the abbreviations and the influences on today’s language. By CQ Researcher, it says people today are more connected than ever, and each individual relies on the cell phones to work, entertain, and evenRead MoreDigital Jewellery1509 Words   |  7 PagesDIGITAL JEWELLERY MADE POSSIBLE USING WIRELESS COMMUNICATIONS PAPER SUBMITTED BY Praneeth Surapaneni  ¾ IT ANITS VISAKHAPATNAM E-MAIL:praneeth1000@gmail.com PH.NO  :9908033043 ABSTRACT Mobile computing is beginning to break the chains that tie us to our desks, but many of todays mobile devices can still be a bit awkward to carry around. In the next age of computing, there will be an explosion of computer parts across our bodies, rather than across our desktops. Basically, jewellery adorns theRead MoreThe National Security Scam1117 Words   |  4 Pagesintelligence and counterintelligence purposes† (Nsa 1). Following 9/11, the Bush administration created the USA PATRIOT Act, established in a time of distress. â€Å"The USA PATRIOT Act, giving the government the power to search phone records, emails, and other forms of communication to gather intelligence† (Nsa 1). It lives on today under the control of President Obama who has forged compliances with big name companies to access intelligence on all scales in a primarily digital world. Considering the powerRead MoreMobile Technology Is An Imperative Industry Today1188 Words   |  5 Pages the one exper iencing the most rapid change. Every aspect of ordinary life in developed countries depends on cell phones: the freedom to change social plans on a whim, relying on GPS (Global Positioning System) to navigate people to unfamiliar destinations, and most of all raising productivity expectations to a staggering standard. Its invention came about to serve specific communication purposes; the initial pioneers in this field underestimated the massive impact, good and bad, mobile technology

Resolving Internal And External Conflicts - 1496 Words

Having the skills to resolve internal and external conflicts effectively is one of the biggest challenges faced by organizations in today’s business world. In most cases, mediators are needed to attain success in conflict issues. They are vital to success as they act as they act as neutral parties to analyze a conflict by listening to both parties and coming up with a solution. The mediator is completely impartial (neutral) person(s) who probably doesn’t know either party, but will act as a middle person that listens to both sides of the situation from the two and see if any middle ground opportunities for some kind of arrangement, acceptable to both sides, which will in part or fully help to resolve the situation. By so doing, a mediator functions as an intermediary. A mediator talks to parties in separate rooms and never allows shouting or interruption from disputants facing each other. In fact, it is needless allowing disputants to be in the same room at all. The rol e of the mediator is to â€Å"shuttle† or go between the parties. However, this paper will describe a work-related conflict experience where a mediator was used to resolve the conflict, define the role of a mediator, explain the types of data a mediator may choose to gather and analyze when conducting a session to reduce or eliminate the conflict, assess how the information is utilized in a mediation plan by providing a detailed example of each. Definition of the Mediator A mediator is one thatShow MoreRelatedResolving Internal And External Conflicts1496 Words   |  6 PagesHaving the skills to resolve internal and external conflicts effectively is one of the biggest challenges faced by organizations in today’s business world. In most cases, mediators are needed to attain success in conflict issues. They are vital to success as they act as they act as neutral parties to analyze a conflict by listening to both parties and coming up with a solution. The mediator is completely impartial (neutral) person(s) who probably doesn’t know either party, but will act as a middleRead MoreResolving Internal And External Conflicts1482 Words   |  6 PagesHaving the skills to resolve internal and external conflicts effectively is one of the biggest challenges faced by organizations in today’s business world. In most cases, to attain success in conflict issues, mediators are needed. They are vital to success as they act as they act as neutral parties to analyze a conflict by listening to both parties and coming up with a solution. The mediator is completely impartial (neutral) person(s) who probably does not know either party, but will act as a middleRead MoreStudy Questions for Disguises by Jean Fong Kwok Essay599 Words   |  3 Pageslike before. She lives with a different perspective than the other people on the train, and leads by example. Q: Why do you think this story is titled â€Å"Disguises†? A: The word â€Å"disguises† is significant because it can describe Mrs. Chen’s external and internal situation. A disguise is used to hide or cover something up. In this case, Mrs. Chen tries to hide from the present world by reliving the past. She is physically in a place where everything is foreign, from the language to the treatment ofRead MoreAuditors And The International Financial Reporting Standards1703 Words   |  7 Pagesdispute, the companies and the auditor should consider alternative dispute resolving mechanisms which are faster, less expensive and less adversarial than traditional litigation. Reason for Conflict: Audited financial statements may be a source of dispute between the auditor and management. The process of audit resolution would entail negotiating them. Knapp (1985, p. 202) proposes the way that auditors approach these conflicts play a big role on the auditors independence and the content of the resultsRead MoreLeadership Application For Leadership Applications987 Words   |  4 Pages In order to become more effective at leadership applications, people must learn how to more effectively communicate, listen, and embrace a variety of diverse perspectives. Positively influencing both internal and external variables on personal and professional levels require the attainment of individual and self-awareness. Having gained a relatively broad-based awareness for many diverse perspectives, all of which are very much applicable towards enhancing efficiency, effectiveness, and overallRead MoreIntroduction. Conflict Is Inevitable, Be It In The Workplace1175 Words   |  5 PagesIntrodu ction Conflict is inevitable, be it in the workplace or outside the work place. The reason is that people are from diverse backgrounds and thus have different ideas and opinions. In the workplace, employees are expected to work together towards achieving the company’s goals. The management needs to find ways to resolve conflicts that may arise so as to ensure that there is increased production. Conflict management is important and it entails being able to identify and handle conflicts in a mannerRead MoreThe Summaries Four Types Of Temperaments788 Words   |  4 Pagesevaluating a change, an artisan can assist in implanting a needed change in a timely fashion. The idealist avoids conflict and confrontation because it upsets them. They put up barriers between people. They also have the tendency to focus on what might be rather than what is. This would cause a conflict to my guardian personality. Guardian leaders deal with confrontation by systematically resolving the problem and focusing on the here and now rather than what might be. An idealist act in good conscious asRead MoreMalaysia s Approach On Resolving The South China Sea1212 Words   |  5 Pages Malaysia’s Approach on Resolving the South China Sea (SCS) Disputes CDR Mohamad Hasli bin Abu Hassan RMN Defense Language Institute English Language Center During his keynote address at the opening of the 30th Asia-Pacific roundtable, the Malaysian Prime Minister said, â€Å"We will continue to rely on diplomacy and dialogue to peacefully resolve difference and disputes. We will do so in accordance with and in adherence to the norms, customs, and principles of international law (Cheng,Read MoreCase Study : Course Work Of Project Management1573 Words   |  7 Pagesand Rachel. They are hiring an external company for Planning and Designing the plan. Below is the overview of the process: 1.1 Planning In this Project, Planning needs to be accurate to fulfill the timeframe. Following is the Project steps plan: Plan from 01/01/2015 to 31/03/2015 Tasks Start Date End Date Days Final The message to launch to customers 1/1/2015 6/1/2015 4 Meetings with external company for discussing requirements 1/1/2015 9/1/2015 6 External Company work Sprint-1 12/1/2015Read MoreManagerial Interventions in Third Party Conflicts2034 Words   |  9 PagesSummary of the article The article â€Å"Managing conflict: Third-party interventions for managers† delineates the essential steps followed by a manager in effectively and efficiently managing organizational conflict and the various approaches adopted for its resolution. It identifies certain key variables to consider for each step of the decision process concerning intervention and presents guidelines for making appropriate choices. It also describes a variety of pitfalls that a manager must beware

E-Business Applications Internet Things

Question: Discuss about theE-Business Applications for Internet Things. Answer: Introduction E-business mainly includes the operational activities and management issues using internet things and follows big data management; which in simpler words is referred to as performing business through the web (Curty and Zhang, 2013, pp.260). The business procedure mainly includes the buying and selling of products and managing the informational flow through internet tools. This archetype includes data management, information practices, storage of data, secure shell environment, and encryption of information in safe context according to legislative context framed by government agencies. Other business requirement includes provision of providing customer service, partnership with business collaborators, transaction of payments, and recruitment of vendors or suppliers, via the same provision and that the data management will incur above described operational tools (Bertarelli, 2015, pp. 75). One of the examples of such e-business is e-bay Australia, which is an international market over internet. According to a current survey, it has been estimated that there are around 95 million regular users of e-bay Australia. It is worth mentioning that approximately 2500 sellers in Australia earn their primary source of income through e-bay. The scope of the present report is further based on the description of e-business, thereby focusing on elements like (i) application of e-commerce mechanism; (ii) marketing strategies; (iii) supply chain management strategies; and (iv) related architecture that supports these operational management issues. The discussion scope is being elaborated taking the example of e-bay, Australia, as an example and underpinning the e-business strategies employed herewith. Finally, based on the understanding and discussion context, a section comprising of recommendation for a set of actions and activities that can make the e-business activity more efficient is also discussed. Ease of Use of E-commerce Sites The e-bay Australia sites are much easier to use and that it provides an opportunity to be operated by any new user. They are so designed and programmed that the targeted customers can easily search and buy their desired products quickly. The customers are able to view the product categories and subcategories at the home page of the site and with simple navigation it gives the detailed information (Le-Nguyen and Guo, 2016, pp.1). This is reflective of architecture making use of cloud computing in which large data flow can be managed in a small internet traffic approach. It also provides an option for view the history of the recently viewed products, which prevent customers from navigating back as well as collect further information for customer choice and option which can be later used for market research. Notably, the search data of any customer remains secure and private to that customer itself. The products sold on this site are authenticated and have a comprehensive warranty as p er the collaborative informational sharing with vendors (Bertarelli, 2015, pp. 75). Additionally, provides an option for the users to use Photobucket,' which allows uploading and downloading images of products on the e-bay site that helps in attracting customers and providing them a precise set of information (Bones and Hammersley, 2015). Applications of E-commerce One of the critical application is e-bay merchandising API, which is being used by E-bay developers to highlight the products and items which are popular among customers (Curty and Zhang, 2013, pp.260). It helps to recover significant data of goods or items present in E-bay such that the users can merchandise more sellers to the buyers. Further applications of e-commerce is nowadays used in most of the business includes (Gallo, Randazzo and Gallo, 2016): Retail or wholesale through online retailing of products to consumers through e-stores Availability of all products is available in one single place through the internet. Using e-commerce application in the finance department to manage a secure shell for the transaction. Customer service management A collection of information and making it useful for market research purpose. E-Commerce Marketing Strategies The marketing strategy of e-bay Australia is highly advanced and based on social media like virtual tools. It uses the mobile optimize technology as its market strategy which reports around 53% of the total mobile traffic in Australia. It generally focuses on customization and sells the product according to the interest of customers (Malik and Prasad 2014, pp.165). It is worth mentioning that E-bay presents great stories for advertising as well as for offering discount schemes to their products that tend to attract customers. Communication with the social media and bloggers to know and share peoples stories and their products is also included in the above-mentioned marketing strategy. For example, the current and latest social media agency employed for marketing at E-bay is We are Social,' which ensure a safe and friendlier paradigm for the customer segment (Bones and Hammersley, 2015). This is reflective of the fact that the prior and solitary objective of this social media is to sh are and advocate the products and stories. E-Commerce Supply Chain Strategy In the todays modern world, the supply chain management handles and operate via the traditional brick and mortar retailers. The platform of e-bay Australia provides a broad range of opportunities to support all types of retailers (Hughes and Beukes, 2012, pp.921). It coordinates between the retail associates and customers with the help of the internet, mobile service, and other services. When a customer visits this online store and places an order for any product, then it contacts its retailers for availability of the product. The product is collected from the inventory of the retailer to E-bay, where again it is delivered to the particular customer through another private agency (outsourcing) or through fixed logistic supply organization (Pranata, Skinner and Athauda, 2013, pp.455). Therefore to manage synchronization in such a comprehensive process, the retailers have to manage real-time access and inventory movement. E-bay has to take requisite care of any misplacement of orders, having multiple numbers of retailers, warehouses and sales channels. This strategy of supply chain at E-bay is managed with ICT (Information and Communication Technology), explained in preceding section. In this process, the customers are also given the freedom to track their product before delivery that gains their confidence and trust on the e-commerce strategy. E-Commerce Security Strategy According to Ha and McGregor (2013) the customers often feel insecure and risky to buy from vendors through online shopping. Due to this insecurity, there are chances of the negative impact of customers engagement with e-commerce strategy. The safety aspect of E-bay Australia provides buyer protection for the Australian as well as abroad customers through security policy which is also available on their homepage. In order to protect their official site from any type of malware attack, several security programs are installed to mitigate the effect of malware. The administrator of E-bay Australia can only perform the administrative task, which is denied for any outsiders to access and accession to customer-prioritized information; which also aids to the security measures (Ha and McGregor, 2013, pp.1). IT Architecture of E-commerce The IT architecture of E-bay Australia is well-versed and making it secure and simpler for the users. It is designed in such a way that it supports faster-loading pages and reduced traffic load during the peak hours or weekends. Software like ICT (information communication technology) has been installed on their website, which helps the customers for tracking and performing transaction matter (Tatnall, 2014, pp.549). The cloud services, which can be operated in Windows, Linux, and devices like iPhone, tab, and smartphone in few minutes. Internal to the organization, the system also enables communication with the vendor, bidding and order collection, logistic feedback, and customer opinion. Additionally, E-bay Australia provides online payment gateway generally through PayPal, MasterCard and also provides the option for cash on delivery (Tatnall, 2014, pp.549). Future Scope of Development Though e-bay Australia is technically well-versed and customers prior choice but still it requires certain improvements and advancements. Most of the customers, especially young customers are impulsive and have no patience to view the inside of the website. There is a chance of skipping the site if the homepage does not attract the customers. Thus, E-bay should focus on the improving the detailing and security of the website, so that the clients can quickly browse and view their desired product (Wang and Zhang, 2013, pp.303). Applications such ASP.NET should be installed to increase functionality, simplicity, and safety (Li, Wu and Lai, 2013, pp.740). It should provide multiple carts for shopping for the convenience of the customers. The cart should design should be such that it should be a user-friendly application, which provides the features to view, delete, or add products to the cart (Xiao and Benbasat, 2014, pp.403). Conclusion In summary, it can be concluded that e-commerce business like E-bay Australia has become the ultimate shopping destination for the present people. It not only helps the customer to buy variety products at one click but also provides a huge platform for the vendors to sell their products at their suitable price. It not only supplements customers requirements but also understands their needs and demands and work accordingly. They also prefer to take customers feedback and views for further improvement. Overall, the report illustrated the e-commerce strategies for managing business environment thereby integrating modules like communication, information management, logistic supply, and feedback collection with internet things.' References: Bertarelli, S., 2015. On the efficacy of imperfect public-monitoring of seller reputation in e-commerce. Electronic Commerce Research and Applications, 14(2), pp.75-80. Bones, C. and Hammersley, J., 2015. Leading Digital Strategy: Driving Business Growth Through Effective E-commerce. Kogan Page Publishers. Curty, R.G. and Zhang, P., 2013. Website features that gave rise to social commerce: a historical analysis. Electronic Commerce Research and Applications, 12(4), pp.260-279. Ha, H. and McGregor, S.L., 2013. Role of Consumer Associations in the Governance of E-commerce Consumer Protection. Journal of Internet Commerce, 12(1), pp.1-25. Hughes, S. and Beukes, C., 2012. Growth and implications of social e-commerce and group buying daily deal sites: The case of Groupon and LivingSocial. The International Business Economics Research Journal (Online), 11(8), p.921. Le-Nguyen, K. and Guo, Y., 2016. Choosing e-commerce strategies: a case study of eBay. vn partnership. Journal of Information Technology Teaching Cases, 6(1), pp.1-14. Li, Y.M., Wu, C.T. and Lai, C.Y., 2013. A social recommender mechanism for e-commerce: Combining similarity, trust, and relationship. Decision Support Systems, 55(3), pp.740-752. Malik, M.R. and Prasad, R., 2014. Use of e-Commerce in Carpet Industry. Knowledge Horizons. Economics, 6(3), p.165. Pranata, I., Skinner, G. and Athauda, R., 2013, June. A survey on the usability and effectiveness of web-based trust rating systems. In Computer and Information Science (ICIS), 2013 IEEE/ACIS 12th International Conference on (pp. 455-460). IEEE. Tatnall, A., 2014. ICT, education and older people in Australia: A socio-technical analysis. Education and Information Technologies, 19(3), pp.549-564. Wang, J. and Zhang, Y., 2013. Opportunity model for e-commerce recommendation: right product; right time. In Proceedings of the 36th international ACM SIGIR conference on Research and development in information retrieval (pp. 303-312). ACM. Xiao, B. and Benbasat, I., 2014. Research on the use, characteristics, and impact of e-commerce product recommendation agents: A review and update for 20072012. In Handbook of Strategic e-Business Management (pp. 403-431). Springer Berlin Heidelberg.

Accounting and Analysis for Managers-Free-Samples for Students

Question: Analysis and Compare the Annual report of TPG Telecom Limited and Telstra Ltd. Answer: Companies Selected TPG Telecom Limited Telstra Ltd Telstra Corporation Limited Telstra corporation is one of the largest telecom and media companies in Australia and offers a variety of services to over 30 million customers. It consists of over 18 million mobile connections, over 6.8mn fixed telephony and over 3 and half a million of fixed broadband customers. It employs little over 14,500 employees and has reached a revenue of over $27 billion in FY 2016 and a net operating profit of over $5.8 billion for the same year. It operates through a number of subsidiary companies newly Foxtel, Telstra media, Pac net and Ooyala etc. Despite facing stiff competition from emerging company named Optus in the early part of 1990s Telstra continues to be the largest telecom operator in Australia and continues to expand into new services(Weygandt, 2014). TPG Telecom Limited TPG Telecom Limitedis one of the emerging telecom and internet service provider in Australia and New Zealand. It is recognized as the second largest ISP in Australia. The company is actively involved in areas such as mobile telephony, ADSL based internet service and fixed lined telecom and broadband services. The TPG Telecom Limited was formed in 2008 through a merger between the Total Peripherals Group and SP Tele media in 2008. As of 2016 the company undertakes networking works along with OEM and accounting software services as well for its clients. It employs a little over 1450 employees and revenue reached approx. $971 million in 2016 and operating profit reached a little over $246 million. It has a no of subsidiaries including the AAPT limited, Agile communications, west net and Net space etc(Wood, 2005). Analysis and Explanation of the depreciation policy of each company and its impact on the profitability of the company. Telstra Corporation Limited Telstra company uses the Straight-line method to depreciate assets of long term nature such as PPE and also the building and leasehold property. The amount of depreciation is calculated by using the assets useful life. The depreciation is estimated form the time the assets are installed and ready to use. Buildings of the company are having an estimated life of 4 to 48 years in 2016 and the other PPE had an useful life term of 4 to 20 years. Communication long term assets of the company are estimated to have useful life of 2 to 57 years and depreciated over the same. Assets which are taken under the regulations of financial lease gets capitalized in the beginning of the terms of lease ( either at fair value of the asset or the PV of the lease payments which is lower) and is then depreciated under the benefits of the Straight-line method(Hoggett, 2011). TPG Telecom Limited TPG Limited company uses the Straight-line method to depreciate assets of long term nature such as PPE and also the building and leasehold property. The amount of depreciation is calculated by using the assets useful life. The depreciation is estimated form the time the assets are installed and ready to use. Buildings of the company are having an estimated life of 40 years in 2016 and Leasehold improvements had a useful life term of 8 years. Network infrastructure of the company are estimated to have useful life of 3-25 years and depreciated over the same period. For the purpose of the estimation of depreciation the residual values of all the long term depreciable assets are reassessed at least once each year. The groups overall PPE increased by $302.3m in 2016 when compared to 2015. There was an increase of $178.4 million of long term assets which was there because of the companys acquisition of the iiNet and capital expenditures were incurred to the tune of $260.8m ad form the same the company made a depreciation adjustment of $136.9m in the last fiscal period(Annual Report TPG, 2016). The benefits of the Straight-line method is that the company is able to assess the amount of deprivation on a continuous basis and the provides consistency to the income statement. Unlike other methods there is less fluctuation in the amount and the depreciation is spread equally over the life term. this makes it possible for the comparison of profitability over a long term a possibility and reality. The Declining balance method is avoided by the two companies because under the Declining balance method the reported income would be lower in the early years of reporting as opposed to the straight-line method and this would not be considered a fir and justifiable practice by most board of directors. Analysis and interpretation of the inventory valuation methods adopted by each company. Telstra Corporation Limited Inventories were reported in the financial statements at $586mn in 2016 and $ 523m in 2015. The finished goods maintained by the company includes the goods which were marked as available for sale and other materials and spare parts kept for use in the construction and maintenance of the telecom equipments in the next 12 months period. The company also has been using the practice of maintaining non-current inventories which is estimated to be sued in the maintenance and repair of the telecom related long term assets beyond a period of 1 year. In estimating the net realizable value, the management of the company has applied the judgement of the relevant managerial personnel in the determination of the NRV by using relevant market assumptions and extending he assumptions into the foreseeable future. The current and existing and future expected technological state has also been assumed and used for this purpose. Other inventory assets have been presented using the weighted average method of inventory valuation(Eisen, 2013). The details of the inventory maintained by the company is as follows: 30.6.2016 30.6.2015 In $ million In $ million Construction work in progress: Contract costs incurred 510 655 Progress billings (391) (561) 119 94 Raw material stocks at cost (current) 113 86 Finished goods (at cost) 228 234 Finished goods recorded at the net realizable value 97 77 438 397 557 491 Non-current: Finished goods recorded at the net realizable value 29 32 586 523 The inventories maintained by the Telstra limited is recognized in the books at the lower of the cost or the net realizable value (less probable selling costs for the same). The costs however are allocated through the Weighted average cost basis. On the other hand, the construction contract related inventories are the work in progress items which are actually recognized at the gross unbilled amounts which would be estimated be collected form the clients later. The gross unbilled amounts are the costs incurred and recognized and the same includes the profit margins and after subtracting the progress billings made so far and any foreseeable loss if any. Both variable expenses any fixed expenses are included in the cost for estimation of the gross unbilled amounts. TPG Telecom Limited The Company reported Inventories worth $12m in 2016. However, being primarily a services company, the company has not kept too much inventory in its books and minimized the same. The inventory of the TPG Telecom Limited is recognized in the books at the lower of the cost or the net realizable value (less probable selling costs for the same)(Cottrell, 2012). Analysis of the intangibles listed within the statement of financial position of each company. Intangible assets are those assets which are non-physical in nature. These assets can be either created in house or they can be acquired through a commercial transaction. For example, brand names can be recognized in the books of a company when it pays for acquiring a rival company or purchases a division of another company. Intangible assets can also be categorized as either definitive in nature or indefinite. For example, the brand name of a company like Telstra would be considered to be the indefinite intangible because it would be there in use as long as the company remains a going concern. However, patents of the company can have a definite life depending upon the life term of the patent after which the same cant be extended. The in-house developed intangible assets cant be amortized by the company concerned. However intangible assets acquitted through purchases etc. would be allowed to be amortized(BAKER CORTRELL, 2011). Telstra Corporation Limited Telstra Limited has 5 different types of intangible assets. Under the indefinite useful life term the company had 1 assets such as goodwill whereas under the definite life term the company has four different intangible assets such as: Software assets Licenses Deferred Expenses Other intangible assets The goodwill recognized by the company is recognized in the financial statements at cost less the relevant accumulated impairment. The details of the goodwill and other intangible assets reported by the Telstra company is as shown in the table below: Goodwill Software assets Licenses Def Expenditures Other Intangibles Total Book value at 1 July 1652 4465 2042 955 218 9332 Additions during the year 2016 0 1194 7 1056 1 2258 acquisition of business 3 1 0 0 4 8 acquisition of controlled entities 61 5 0 0 19 85 impairment losses from continuing operations -246 -4 0 0 0 -250 amortization expense from continuing operations 0 -1003 -168 -868 -27 -2006 amortization expense from discontinued operations 0 -1 0 0 0 -1 disposal through sale of controlled entities -137 -2 0 0 -7 -147 net foreign currency exchange difference 13 3 0 0 3 19 transfers 0 2 -12 0 0 -10 Net book value at 30 June 2016 1346 4660 1869 1143 211 9229 Intangibles at cost 1592 10431 2436 2186 336 16981 Accumulated amortization and impairment -246 -5771 -567 -1043 -125 -7752 The Telstra limited has gone on to recognize an amount of $61 million for goodwill on account of acquisition of the same and which includes $32 million related to acquisition of Readify Limited and $29 million for acquisition of Sliverlining consulting group. During the last year the company has also proceeded to amortize $246 million worth goodwill related to Ooyola holdings group on account of impairment. Total amount of goodwill disposed of includes$130mn related to the Autohome Inc(Annual Report (Telstra), 2016). TPG Telecom Limited TPG has 5 different types of intangible assets. Under the indefinite useful life term the company had 2 assets such as goodwill and brand name whereas under the definite life term the company has three different intangible assets such as: Acquired customer bases Indefeasible rights of use of capacity Other intangible assets The goodwill recognized by the company is recognized in the financial statements at cost less the relevant accumulated impairment. Brand names of the company were recognized by the company as the subsidiary company was acquired. The company valued the amount of the brand names under the Relief form Royalty method. The intangible assets of the company increased in 2016 by an amount of $1,799.6m and the same included an amount of $1,364.9m and an amount of ($316.8m on account of acquired customer base form iiNet and $185m of other intangible assets and Spectrum costs of $20.2 million(Annual Report TPG, 2016). The detailed intangibles of TPG is shown below: (all values in $ million) goodwill brands ACB IRU of capacity Other intangibles Total Balance as of Aug 1,2015 546.1 20.1 247.9 106.4 24 944.5 additions 0 0 0 20.2 27.8 48 Acquisition through Business combinations 1364.9 70.5 316.8 52.3 62.2 1866.7 1911 90.6 564.7 178.9 114 2859.2 Amortization and impairments balance as of Aug 1,2015 0 0 219.1 33.9 5.9 258.9 Amortization for 2016 0 0 74.5 10.6 30 115.1 Balance of July 31, 2016 0 0 293.6 44.5 35.9 374 Balance of July 31, 2016 1911 90.6 271.1 134.4 78.1 2485.2 Acquired customer bases (ACB) Acquired customer bases or the ACB are recognized in the books when the company acquired the subsidiary and estimated the value of the total customer bases on the basis of their future economic benefits that is expected to accrue to the company and the same has been calculated on the basis of the discounted cash flow techniques and shown in the books as definite intangible assets(Atrill Eddie, 2012). Indefeasible rights of use of capacity (IRU) Indefeasible rights of use or IRUs on the basis of the present value of the estimated future cash flows which is estimated to be payable for using the same rights. These assets are used with their fair value at their respective acquisition dates. Other intangible assets Other intangible assets of the TPG includes softwares being used, costs of subscriber acquisition costs, payments made to purchase spectrum, many other licenses being held by the company another expenses incurred to develop income generating services and products. These assets ae shown in the books at cost of acquisition less the amount of amortization etc. the softwares of the company being used is however shown at the amortized replacement value. The intangible assets of the TPG limited has bene amortized in 2016 by an estimated $115.1million of which the last amortization has been with respect to the other intangible assets. The amortization is transferred to the statement of income under the SLM method(Annual Report TPG, 2016). Recommendations Both Telstra and TPG have detailed notes to the financial statements but the depreciation and amortization of the Telstra group is not explained and exhibited in detail. However, the same for TPG has been exhibited and the long term and intangible assets have been explained and exhibited well for last two fiscal periods. Telstra being a larger company has more intangible assets. But the TPG groups failed to explain the details of the inventory recognized in its books since the amount of the inventory is very small TPG being a service provider. However, the exhibits in the Telstra financial statements has been very detailed as to the inventory recognized in the books(Atrill Eddie, 2012). Bibliography Annual Report (Telstra). (2016). Annual Report 2016. Telstra corporation Limited. Annual Report TPG. (2016). Annual Report 2016(TPG). TPG Groups limited. Atrill, P., Eddie, M. (2012). Accounting and Finance (5th ed.). LONDON: Prentice Hall Financial Times. BAKER, R., CORTRELL, D. (2011). ADVANCED FINANCIAL ACCOUNTING ,10TH ED. CHICAGO: MCGRAWHILL IRWIN. Cottrell, T. E. (2012). Advanced fiancial Accounting (10th ed.). NewYork: McGrawHill - Irwin. Deegan, C. (2015). Australian Fiancial Accounting (8th ed.). Sydney : McGraw-Hill Education - Europe. Eisen, P. J. (2013). Accounting (Business Review Series) ( 6th edition ed.). NewYork : Barron's Educational Series Inc.,U.S. Hoggett, J. (2011). Company Accounting (9th ed.). Brisbane: John Wiley and sons. Jerry J. Weygandt. (2012). In ACCOUNTING PRINCIPLES. WILEY. Peter Atrill, E. M. (2014). Accounting: an introduction (6th ed.). Sydney: Pearson Publicaitons. Picker, R. (2015). Australian Accounting Standards (1st ed.). Melbourne: Earnst and Young Publications. Sterling, R. (2012). A Statement of Basic Accounting Theory. Journal of Accounting Research, 5(1), 95-112. Weirich, T. (2013). Accounting and Auditing Research: Tools and Strategies (8th Revised edition ed.). London: John Wiley Sons; . Weygandt, J. (2014). Accounting for Business Decision Making (6th ed.). Chicago: John Wiley and Sons INC. Wood, F. a. (2005). Business Accounting (10th ed.). HArlow-London : Pearson Education Ltd.

The Pearl Essays (1098 words) - The Pearl, Kino, Poetry, Pearl

The Pearl Kino, Juana and their infant son Coyotito live in a modest brush house by the sea. One morning, calamity visits their home when Coyotito is bitten by a scorpion. With hopes of protecting their son, Kino and Juana rush him to the doctor's clinic in town. However, when they arrive at the gate, they are turned away because they are poor natives and not paying customers. Later that same morning, Kino and Juana take their family canoe out to the estuary to go diving for pearls. Juana makes a poultice for Coyotito's wound while Kino canvases the sea bottom. Juana's prayers for a large pearl are answered when Kino surfaces with the largest pearl either of them has ever seen. Kino lets out a triumphant yell at his good fortune, prompting the surrounding boats to circle in and examine the treasure. In the afternoon, the whole neighborhood gathers at Kino's brush house to celebrate his find. Kino names a list of things that he will secure for his family with his newfound wealth, including a church wedding and an education for his son. The neighbors marvel at Kino's boldness, wondering if he is wise or foolish to hold such ambitions. Toward evening, the local priest visits Kino, to bless him on his new fortune, and to remind him of his place within the church. Shortly after, the doctor arrives, explaining that he was out in the morning but has come now to cure Coyotito. He administers a powdered capsule and promises to return in an hour. In this period, Coyotito grows violently ill and Kino decides to bury the pearl under the floor in a corner of the brush house. After the doctor returns, he feeds Coyotito a potion to quiet the baby's spasms. When the doctor inquires about payment, Kino explains the story of the pearl to him. This intrigues the doctor greatly, and Kino is left with an uneasy feeling. Before going to bed, Kino re-buries the pearl beneath his sleeping mat. That night, he is wakened by an intruder, who is digging a hole in the corner in hopes of finding the pearl. A violent struggle ensues, and Kino is left bloodied in his efforts to chase away the criminal. Juana, terribly upset by this turn of events, proposes to abandon the pearl, which she considers an agent of evil. The next morning, Kino and Juana make their way to town in an attempt to sell the pearl. Juan Tomas, Kino's brother, advises Kino to be wary of cheats. Each dealer Kino visits makes an absurdly low bid on the pearl. Kino indignantly refuses to accept their offers, resolving instead to take his pearl to the capital. That evening, as they prepare to leave, Juan Tomas cautions his brother against being overly proud, and Juana reiterates her wish to be rid of the pearl. Kino silences her, explaining that he is a man and will take care of things. In the middle of the night, Juana steals away with the pearl. Kino wakes as she leaves and pursues her, apprehending her only at the shore. Just as she is poised to throw the pearl into the sea, he tackles her, takes the pearl back, and beats her violently, leaving her in a crumpled heap on the beach. As he returns to the brush house, he is confronted by a group of hostile men who try to take the pearl from him. He fights them off, killing one and causing the rest to flee, but loses control of the pearl in the process. As Juana ascends from the shore to the brush house, she finds the pearl lying in the path. Just beyond, she sees Kino on the ground, next to the dead man. He bemoans the loss of the pearl, which she presents to him. He explains that he had no intention to kill, but she insists that he will be labeled a murderer regardless. They resolve to flee at once, and Kino rushes back to the shore to prepare the canoe, while Juana returns home to gather Coyotito and their belongings. Kino arrives at the shore only to find his canoe destroyed by vandals. When he ascends the hill, he sees a fire blazing, and

Free Essays on Green Party Of Canada

Origins and development of the Green Party The Green Party/Movement in the United States began with self-starting local groups in 1984, the first such group having formed in early January of that year in the state of Maine. By 1989, over 400 local groups had sprung up in most parts of the country. A Clearing House in Kansas City, Missouri fostered communication among all the local groups. The movement took the name of Green Committees of Correspondence.- recalling the organizing that took place under the name of Committees of Correspondence in the decade before the Revolutionary War. In addition to local group membership, individual national memberships were also encouraged. Over 2000 had signed on by the end of the 80s. In the beginning, local groups spent much time debating the meaning and application of Ten Key Values. These had emerged from the first national meeting in St. Paul in August, 1984. The Ten Key Values are drawn from the Four Pillars that the then West German Greens articulated, plus three sets of two values each. The Four Pillars are Ecological Wisdom, Social Justice, Grass Roots Democracy, and Non-violence. The three sets of two each are: Respect for Diversity and Feminist Values; Decentralization and Community Economics; Global Responsibility and Sustainability (or: Thinking to the Seventh Generation). The debates over their meaning and application were often intense and sometimes harsh. One important argument reflected the on-going controversy between Social Ecology and Deep Ecology, the former led by Murray Bookchin at the Social Ecology Center in Vermont and the latter inspired by the work of Arne Naess, the Norwegian eco-philosopher. The debate was whether one had to liberate human beings first before being able to save nature; or whether the work of saving nature had to be well advanced before it would be possible to liberate human beings. It was an argument that would continue to stir in Green circles, ta... Free Essays on Green Party Of Canada Free Essays on Green Party Of Canada Origins and development of the Green Party The Green Party/Movement in the United States began with self-starting local groups in 1984, the first such group having formed in early January of that year in the state of Maine. By 1989, over 400 local groups had sprung up in most parts of the country. A Clearing House in Kansas City, Missouri fostered communication among all the local groups. The movement took the name of Green Committees of Correspondence.- recalling the organizing that took place under the name of Committees of Correspondence in the decade before the Revolutionary War. In addition to local group membership, individual national memberships were also encouraged. Over 2000 had signed on by the end of the 80s. In the beginning, local groups spent much time debating the meaning and application of Ten Key Values. These had emerged from the first national meeting in St. Paul in August, 1984. The Ten Key Values are drawn from the Four Pillars that the then West German Greens articulated, plus three sets of two values each. The Four Pillars are Ecological Wisdom, Social Justice, Grass Roots Democracy, and Non-violence. The three sets of two each are: Respect for Diversity and Feminist Values; Decentralization and Community Economics; Global Responsibility and Sustainability (or: Thinking to the Seventh Generation). The debates over their meaning and application were often intense and sometimes harsh. One important argument reflected the on-going controversy between Social Ecology and Deep Ecology, the former led by Murray Bookchin at the Social Ecology Center in Vermont and the latter inspired by the work of Arne Naess, the Norwegian eco-philosopher. The debate was whether one had to liberate human beings first before being able to save nature; or whether the work of saving nature had to be well advanced before it would be possible to liberate human beings. It was an argument that would continue to stir in Green circles, ta...

Theorising Art, Media and Design Essay Example | Topics and Well Written Essays - 1500 words

Theorising Art, Media and Design - Essay Example It advocates their independence and their role in the society – a role which is more than that inside the household (Chodorow). This paper will discuss feminism in the context of visual culture and the means by which this particular movement was theorized and historicized in the past three centuries. Before delving into the discussion of the historiography of the femininity in the context of visual arts, it is appropriate to explain the projection of women in contemporary art by citing varying texts published by feminist writers. In particular, this research will use Amelia Jones’ book, The Feminism and Visual Culture Reader, as its primary basis for said study. Jones’ work focuses on the collates different accounts and writings concerning art, film, architecture, popular culture, new media, and other visual fields in the point of view of feminist thinkers and writers. The author describes feminism as, â€Å"... in most of its forms, proposes and demands a polit ical and/or ethical stance towards cultural experience...† (Jones 2). She also argues that the presence of visual culture, â€Å"... is a rubric and a model of critical thinking about the world of images saturating contemporary life.† (Jones 2). ... of critical models of reading visual imagery in visual culture and its related disciplines of art history, film theory, television studies, and the visually oriented arm of media, new media and culture studies.† (Jones 3). There is no need to explain what had been cited from the work of the author. She directly applies the leading role of such movement in contemporary forms of art and media. However well established feminism is as a major movement that advocates the emphasis of the female gender in a patriarchal society, the depiction of femininity and its degradation in some visual arts has had a lengthy discourse. According to Judith Butler in the book, Gender Trouble: Feminism and the Subversion of Identity, â€Å"The notion of an original or primary gender identity is often parodied within the cultural practices of drag, cross-dressing and the sexual stylization of butch/femme identities. Within the feminist theory, such parodic identities have been understood to be either degrading to women...† (187). Butler makes clear that not all contemporary art can be beneficial to the cause of women empowerment. The example that she had presented gives light to the misuse of the feminist movement which had inevitably resulted to the lampooning of the feminine gender. Indeed when the ideological basis of feminism is used but the medium of expression is deformed, the outcome may cause harm to the ultimate goal of uplifting femininity as gender in the arts. If Jones depicts feminism as the major player in the context of contemporary visual arts and Butler argues that the proper expression of feminism in the mentioned media is a must, other feminist writers regard that feminism in visual arts can create liberal and complex image of the female subject. Judith Williamson

Country Research Essay Example | Topics and Well Written Essays - 500 words

Country Research - Essay Example Amaterasu is considered their chief deity with the emperor and empress as the successors who must lead ceremonies for the welfare of the people. Buddhism is another main religion practiced by many Japanese. Buddhism set the standard where salvation is achieved when believers give up their worldly desires and without too much thought of themselves. Japanese likewise have faith in myths. They claim that Izanami, the female goddess retired into the underworld as a result of the birth of god of Fire. Izanagi, the male god created the storm god, Susano. The myth of the tallest mountain is yet another that they maintain. Mount Fuji became the highest mountain in Japan because she destroyed Mount Haku after it was known that it has the tallest peak (Piggot, 1969). Interestingly, there are many rituals practiced by Japanese. Family ritual practices involve bathing themselves in a small square tub. The tub is used by every member of the family where it requires scrubbing and soaping outside t he tub before dipping. Bowing when meeting someone and departing them is observed to show respect. When entering a house, outside shoes should be removed as a sign of cleanliness. Family eats with chopstick and talking is restricted.

Case study Example | Topics and Well Written Essays - 1000 words - 32

Case Study Example Printed catalog is the major focus area of IKEA marketing strategy. In fact the company spends most of its marketing budget on this area every year. Catalog entailing 300 to 400 pages is produced in 30 languages in 59 editions. Around 200 million catalog copies were circulated in 2012. In 2013 IKEA catalog incorporated new characteristics of special symbols that could be read by IKEA Android and iPhone apps. When the symbols are scanned, customers are fascinated by the presentation of detailed information about IKEA products. These apps also offer 3D product models and videos explaining ‘how to’ (Copeland and Hartline, 495). Similar real experience applies in the internet as attested by (Copeland and Hartline, 495). Customers are allowed to download programs that guide them in redesigning kitchens, bathroom and bedrooms. Customers can also view products online. Data entailing local events of every store, product and service specials as well as promotions, is also available in the website. This expands customer knowledge of products, services, motivation, events among other concerned business information. However, the drawback with regard to the website is that it does not entirely allow customers to purchase items online. Consumers have to visit the stores to access and purchase products. About 30 percent of the product line is allowed for purchase online. Moreover, in order to reach its target customers, IKEA catalog employs the use of radio, television and communication via the internet. The fact that IKEA lets its consumers to experience shopping experience by themselves, motivates customers towards purchasing items at IKEA stores. The materials that IKEA provides for its customers make it easier to shop. The showrooms in the floor display furniture of the company with several accessories that will make the style noticeable for consumers. This frees the customers from salespersons working on commission, according to Copeland and Hartline, (497). This

Trait EI Theory in Leaders at Network Rail

Trait EI Theory in Leaders at Network Rail ABSTRACT This investigation addresses the problem of leadership attributes variance in different levels of management. With the environment work force changing in terms of relationships the linkages of self perceived emotional intelligence traits of 52 individuals in junior, middle and senior management at Network Rail are gathered using the Trait Emotional Intelligence Questionnaire (TEIQue) developed by Dr.Petrides at UCL. The investigation exposed a lower level of Global emotional intelligence of senior management in comparison to junior and middle management. However the findings also showed that senior management outperformed on traits that are closely linked with Network Rails Leadership development framework. The other variations and patterns in the data bring up the topic of optimism bias, the neuroscience of change and overcoming the immunity to change. Recommendations outline the intentional change model that could be adapted in order to develop effective leadership traits and be linked with the current talent management programme at Network Rail. CHAPTER 1 INTRODUCTION 1.1 Project Overview This study will look for the existing evidence and links between emotional intelligence (EI) and Leadership development in the construction environment. This study will focus on the trait EI theory (Petrides Furnham, 2006) and look to establish common traits in leaders at Network Rail. The study will look for commonalities in terms of traits and competencies in the organisations leaders. The Trait Emotional Intelligence Questionnaire (TEIQue) (Petrides Furnham, 2006) has been selected post literature review for its ability to test for Emotional Intelligence traits that most closely link with what is defined as leadership in academic literature. A lot of interest has surrounded the concept of Emotional Intelligence, and the alleged links it has to improving an individuals ability be successful. Linking and harnessing EI to individuals and their leadership performance is hard to scientifically establish. The investigation focuses upon common attributes that can be developed. Trait Emotional Intelligence (TEI) does not necessarily seclude what Goleman (1998) describes as those EI abilities that you are born with, such as the ability to tune in-emotionally (emotional awareness) to others, and read how they are feeling (social awareness). But this investigation will aim to look at the harder factors of EI that can be developed for and provide added value and competitive advantages to organisations. The investigation of EI and Leadership aims to uncover value that can be used to develop leadership performance. The practical or applied focus is the construction industry. The discovery of the common traits will then be compared to what currently exists in Network Rails (NR) current leadership framework. Recognising that NR and most large organisations already do acknowledge the link between EI and Leadership, the investigation will look at the construction industry specifically. As the construction environment is described as one which is based on human interactions yet suffers from disputes, fierce competitiveness and fragmentation (Walker and Hampson, 2003). The study then into EI and improved Leadership performance would be relevant into helping overcome these barriers to improved working relationships. 1.2 High Level Project Plan Literature review of emotional intelligence models. Selection of EI testing survey. Milestone One – rolling out EI test survey 15/06/09 – 19/06/09. Analysis of EI test results Assessment of leadership focus groups, survey and EI test results. Leadership framework analysis. Milestone Two – Realisation of gaps that exist within the leadership framework and proposal of enhanced leadership framework 06/07/09. Milestone Three – Draft Copy Complete – 06/08/09. 1.3 Project Road map Chapter 1 has introduced the problem area that this research is looking to add knowledge to. The second half of chapter 1 will draw in the reader to the more specific problem area that this project is addressing, and how this problem will be researched. A review of the existing EI models and an effective approach for this investigation will be sought and shall be addressed in this chapter also. Chapter 2 will set out the research methodology that has been adopted for this research, considering the nature of the project and the relative social complexities and privacy issues associated with emotional intelligence tests will be addressed here. This will follow on to the actual analysis section, chapter 3 where a cross section of the results will be displayed, and quantitatively analysed. The results of the study shall be shown in chapter 4. The evaluation of the study and future recommendations or work will be concluded in chapter 5. 1.4 Literature Review 1.5 Introduction The scope of the literature review will define emotional intelligence from the various academic perspectives, distinguishing an accurate and succinct description of the term, which is considered relatively new. The Literature Review will compromise of the following: Brief History of EI A discussion of the current EI models and the attributes that are linked to them Focus: The elected EI Model TEIQUE. How EI is linked to improved leadership performance. Leadership Responsibilities. The need for EI competencies and Leadership in the Construction Industry. The current problems within Network Rail. 1.6 What is EI? Though the term EI has in recent years broadened, the original definition of EI is: The ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions, Salovey and Mayer (1990 pg 189). Popularised by Goleman (1995) in his books and speeches in recent years EI may give the impression of being a very new concept, psychologists have of course established its presence much earlier than this. A time line has been produced to give an idea of how EI has grown and expanded (Figure 1). In 1920 a psychologist named Thorndike referenced in Khilstrom and Cantor (2009) established three forms of intelligence one of them being social intelligence. Thorndike stated that this was the ability to function successfully in interpersonal situations. Gardner (1983) then proposed social intelligence as one of 7 multiple intelligences which actually mapped out the beginnings of EI by stating that social intelligence comprised of interpersonal and intrapersonal skills. Gardner (1983) believed however that we have multiple intelligences rather than a general intelligence and was clear on this notion. It was not until 1990 that the term emotional intelligence was first officially coined by Salovey and Mayer, their definition is still regarded as the most accurate description of EI. 1.7 The Problems with EI Currently Murphy (2006) critiqued the problems of Emotional Intelligence addressing the three common problems found on the subject. (1) EI is poorly defined and poorly measured (Locke, 2005, Eysneck, 2000 and MacCann et al, 2004). (2) EI is a new name for familiar constructs that have been studied for decades. (Locke,2005). (3) Claims about EI are overblown, (Landy, 2005). Though this investigation is not a study into the definition of EI, the reader must be made aware that EI is a contended description, and one that does receive positive and negative attention. EI is often linked to popular psychology which dilutes the validity of the concept adding value in organisational environments. It is this association coupled what Landy (2005) comments as the lack of measurability, providing weak evidence to suggest EI tests have any predictive value. This has caused many to completely dismiss its label, with Locke, (2005) adding that EI should be re-labelled and regarded as Emotional skills. 1.8 The various models of EI Since Savoley and Mayer first introduced the term EI, a few authors have expanded or taken a slightly different perspective on what constitutes as EI. These models do vary somewhat on how they define EI with stretching definitions that often encompass other related areas. Therefore EI does not have one set model that all academics can agree contains all the attributes that pertains to what is defined as EI. As this investigation is narrowing on the EI attributes and traits with leadership performance, the model that best-fits this particular study will be selected. Therefore a brief synopsis of EI models will be reviewed, and a set of attributes provided by a psychologist (Qualified Corporate Trainer) and Network Rails Leadership Development team will assist in identifying the correct model to follow. This will enable the administering of the survey to be appropriate for the organization and for the purpose of the research. Emotional Intelligence models are categorised into 3 areas, and this research will analyse a model in each of the following areas. Ability EI models Mixed models of EI Trait EI model 1.9 The ability EI model In 1997 Savoley and Mayer introduced a four branch model which has since transpired to involve the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). This four branch model pertains to the following: Perception, Appraisal and Expression of Emotion Emotional Facilitation of Thinking Understanding and Analyzing Emotions; Employing Emotional Knowledge. Reflective Regulation of Emotions to Promote Emotional and Intellectual Growth The ability test views EI as a form of intelligence, testing the participant on the above four branches, showing a score for each of the branches and a total EI score. The model has recently received quite mixed reviews with a recent study carried out by FÃ ¸llesdal (2008) which details a study of 111 business leaders based in Norway. In this study business leaders were compared with how their employees described their leader; however no correlation of empathy to being effective leaders, or behaviors for transformational leadership were found. Three papers were completed, all questioning the validity of the MSCEIT, which critically lead to a questioning of the validity of the EI model in general. 1.10 Mixed models of EI Goleman (1998) originally developed this model and describes the mixed model of emotional intelligence as the bedrock for emotional competencies, which actually pertains to the ability to realise what another person is feeling, which Goleman boldly states is a skill that you are born with. He goes on to comment that emotional competence is quite different, this pertains to a personal and social skill set. This personal and social skill can lead to a superior performance in the world of work, and this skill can be learnt and developed to increase performance. The Mixed Model theory describes five domains of EI. Each area has its own set of behavioural attributes and describes these as EQ, unlike IQ which is difficult to change, emotional intelligence can be developed through education and training interventions (Goleman, 1995). 1. Knowing your emotions. 2. Managing your own emotions. 3. Motivating yourself. 4. Recognising and understanding other peoples emotions. 5. Managing relationships, i.e., managing the emotions of others. There are various measurement tools that are based on the Goleman model, the main model is termed The Emotional Competency Inventory (ECI), and later updated to the Emotional and Social Competency Inventory (ESCI). The second is Intelligence Appraisal, often taken as a self-report or a peer assessment termed a 360-degree assessment. 1.11 Trait EI model Trait EI is not to be confused with the first ability model presented, as this model concentrates on self-perception. It is recognising that behavioural disposition and self perceived abilities can be quite different, and by using a self report which in contrast to the ability based model can be scientifically tested much easier than the ability model which tests actual abilities rather than traits. This framework also known as Trait Emotional Self Efficacy (TESE) links well with personality tests. This model has been favoured by recent academics and especially critics of the ability model. The Trait EI model is credited with a more accurate testing rules than the ability model, which has been termed a psychometrically meaningless scoring procedure (Petrides, et al 2007). The Trait EI model is tested using the TEIQUE (Trait emotional Intelligence Questionnaire), the model is freely available and its open access status means that its transparency for testing welcomes scientific challenges. This approach the author feels is a positive step towards developing EI tests further to contributing to a more accurate construct of emotional intelligence. The Trait theory however does differ in its interpretation of EI, with the following differences outlined: Ability EI is defined as a cognitive-emotional ability that relates to emotions that are only measurable through what Petrides (2007) calls maximum performance tests. These tests are linked with extensive psychological emotional testing that requires large sample sizes. Indicating that tests currently established in the mixed models and ability models of EI really may not have much substantial predictive value, aligning the view point of Petrides and Furnham (2004) with Locke (2005). Rather trait EI describes what Petrides (2007) calls emotion-related behavioural dispositions and self perceived abilities, and can therefore be measured through self-report questionnaires. It is the focus on self perception of traits and leadership performance that allows this investigation to conclude a more accurate research hypothesis. The TEQUI has 20 variables with 15 traits grouped into four categories; this is explained in further detailed in the methodology chapter (3.8). 1.12 EI as a core competency in organisations When it comes to improving organizational effectiveness, management scholars and practitioners are beginning to emphasize the importance of a managers emotional intelligence (Sosik Megerian, 1999 pg 367). Despite the shortcomings in establishing EI as a concept, this study recognises that EI is a core competency and the focus will be on what attributes of EI should be developed in order to contribute to improved leadership performance, and to use the findings to improve the current leadership framework in Network Rail. Organisations are starting to recognise the emerging role EI has in the workplace, (Fisher and Ashkanasy, 2000). An investigation completed by Cooper and Sawaf (1996) in to an Executives EQ has exposed evidence that Emotional intelligence is a pre-requisite in leadership and successful organisations should implement strategies to develop this core competency, in order to provide its workforce with a competitive advantage. This competitive advantage has a huge hidden immeasurable value (Cooper and Sawaf, 1996) which if nurtured correctly will ultimately lead to protect organisations working collaboratively for win-win scenarios. EI has not only been used in organisation training, but can now be seen in a variety of scenarios. Selling life insurance was seen as a delicate sales pitch, that often lead to low responses. However, with specific training given to shed a positive light on the subject, sales were positively effected as the quality of interactions improved with comfort levels increasing with clients, this study focused on the topic of self awareness (Druskat and Druskat, 2006). Kaplan et al (2001) comment that recurring blind spots in managers that are striving to attain higher levels of EI are setting unrealistic goals to subordinates, relentlessly striving, and ruthlessly driving others too hard is not an example of a leader with a good level of EI. Kaplan et al (2001) explains that the hunger for power and the need for recognition are also not traits that leaders with high levels of emotional intelligence should demonstrate. 1.13 Linking emotional intelligence with leadership development and performance This requires more thinking than the generic training that is currently delivered to an organisations employees, but a study on what attributes successful leaders tend to possess. The evidence that EI exists in leadership is not questioned with both Goleman, (1995) and Savoley and Mayer (1990) agreeing that it is the ability to combine emotional and cognitive capacities to handle lifes emergent circumstances (referenced in Higgs and McGuire, 2001) , coping with setbacks and dilemmas, and effectively interacting with others requires a form of intelligence. Goleman (1998) has commented that leaders have to make decisions about strategy, employees and situations. It is the leaders ability to make effective decisions that determine the performance of good leaders. Goleman has taken five components from the EI realm and listed them as integral these are: Self-awareness Communication influencing skills Commitment Integrity Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998 pg 95) outlines the importance of relationship management and the mistake of being task focused in the work environment. Sosik Megerian, (1999) carried out a study which addressed how self-awareness components can improve transformational leadership. Transformational leadership is defined by Burns (1978) as a process that assists leaders and followers to enable each other to advance to a higher level of moral and motivation. The study founded empirical support for EI being the foundation of leadership. Sosik and Megerian (1999) went on to comment that if leaders became more self-aware the implications of their own feelings and thoughts could be better managed and understood, and would lead to improved interactions with sub-ordinates. In Druskat and Druskat (2006) it was referenced that Spencer (2001) found that in a study of 28 construction project managers that EI competencies was most strongly related to their job success. Druskat and Druskat (2006) then supported this with a study carried out by Mount (2005) on 74 project managers which demonstrated that nearly 70% of Project managers put their success down to the emotional competencies of the individual. And Finally Butler and Chinowsky (2006) carried out a study in construction with 130 construction executives. Interpersonal skills and empathy were the two most important EI behaviours to be identified in this investigation. The key findings mentioned that additional attention during the development of construction industry executives would be favoured to overcome what the industry suffers with currently. 1.14 Examples of how competency development can bring positive change Self-confidence a form of self awareness is defined by Pryke and Smyth (2006) as having a strong sense of Self worth and capabilities. Although these attributes can often be wrongly identified with arrogance, it is the ability to inspire those around you to subscribe to an idea. This attribute was chosen alongside other emotional competencies to change a problem in an organisation. The problem related to staff retention, with the firm not managing to maintain its division presidents for no longer than two years. This new recruitment strategy hired based on self confidence characteristics, influencing skills and what is termed Inspirational leadership (Goleman, 1998). Though Goleman has not been transparent on what the recruitment questions were specifically, the results are clear. With retention dropping from 50% to 6% with using this new hiring process (Pryke and Smyth, 2006). Self-control is another form of self awareness, and relates to effective communication and integrity. Druskat and Wolff (2001) comment that self control is not a question of dealing with a necessary evil by dealing with emotions as they bubble up and then suppressing them as soon they appear. It is a process of consciously bringing emotions to the surface and understanding how they can affect others. Construction industry suffers with managing emotion in the work place Walker and Hampson (2003) have termed the Construction industry as one that is characterised by disputes, fierce competitiveness and fragmentation all major obstacles to development. With this environment regarded as fact by many practitioners and academics, the relationship approach is seen as an effective stance to deal with the pressures of this complex environment (Pryke and Smyth, 2006; Walker and Hampson, 2003). 1.15 Responsibilities of good leaders It is suggested that leaders that have emotional intelligence tend to align personal and subordinate goals to accomplish company goals. Belasco and Stayer (1993) have suggested responsibilities a leader should possess, the author has taken these suggestions and developed actions and traits in a waterfall format, as they are suggested steps that could be undertaken. 1.16 Leadership Traits and Trait Emotional Intelligence The following principals in the above system have been aligned with traits tested for in the trait emotional intelligence test (TEIQUE). For a full description of the TRAITS the official TEIQUE interpretation can be found in the appendix and a condensed version is found in section 2.8. 1.17 Current Problems at Network Rail The problem owner is of course NR, and the problem is the legacy attitude of the workforce, with the Q12 survey (a survey comprising of 12 questions to gather employee engagement) uncovering some very disheartening results. In 2003 the Gallup organisation reported that NR had fallen in the bottom quartile and stated they had never seen results this low before. With 30% of NRs 33,000 branded actively disengaged, indicating a lack of loyalty and/or allegiance to the firm and its aims and 50% not engaged (Gallup , 2006) it was clearly evident that this problem had to be addressed. With little progress made in 2006, NR introduced a cross-functional management team to implement a plan of change. This agenda addressed management behaviours, unions, communications, basic/root causes, benchmarking, best practices and analysis techniques (Warwick Business School, 2006). Furthermore NR introduced a Leadership Framework to provide guidelines for its middle and junior management (Managers Handbook, 2006). These values are implemented through annual reviews, corporate training and the American 360-degree anonymous peer review. A series of positive responses by the executives is a move in the right direction; however this dissertation wishes to expand on the leadership framework and make some sensible suggestions. Specifically leadership in project management, with NR considered the biggest employer of project professionals in the UK (Telegraph, 2008). 1.18 Chapter Summary This investigation therefore considers the current problem that exists within NR, and attempts to discover the self perceived emotional intelligence of its junior, middle and senior management. The next chapter will detail the correct approach that should be taken in order to administer this sensitive test. The current leadership framework though has been investigated at this stage has been brought into discussion in chapter 4 to explain some of the unexpected and expected results of the trait questionnaire. CHAPTER 2 RESEARCH METHODOLOGY The following chapter aims to discuss the research methods the author employed to answer the questions derived from the critical literature review. The over arching research question is: Does trait emotional intelligence increase with management seniority? With the following sub-hypotheses used to investigate this statement: H1 – The Higher the position level and/or level of seniority the higher the Global Trait EI. H2 In the Self Control factors of trait EI the older individuals will score higher. H3 In the Emotionality factor of trait EI, females will score higher than males. 2.1 Previous Research The authors research builds empirically on previous work carried out within the area of Leadership and Emotional Intelligence. An indication as to what research was previously carried out will be given to give further justification to the research methods that were used. There have been a few studies in the area of emotional intelligence and leadership, with the majority of investigations implementing a single and multi strategy approach. The area of emotional intelligence and its effect on leadership in construction is quite limited with studies all adopting similar approaches. Authors such as Butler and Chinowsky (2006) and Walker (2003) conducted emotional intelligence surveys. Their research targeted a select management type within the construction industry enabling a statistical grounding for stronger analysis. The research discussed took a positivist approach but it can be seen as somewhat unreliable as the emotional intelligence surveys taken were not self perceived tests of emotion. The basis of their EI tests claims to test genuine EI rather than realistically outline that the tests taken are hypothetical in nature; and in reality if not tested using high performance test techniques then the tests are somewhat invalid (Petrides , 2003) with the potential for certain individuals to exaggerate or omit certain truths. This could lead to a weak correlation in EI data for various levels of management. Sunindijo et al (2007) used a mixture of quantitative and qualitative research methods completing direct interviews and EI tests developed by TalentSmart, with over 90 construction management executives. Due to the success of previous research methods outlined above, the author adopted a survey based methodology to gather primary research. Taking the format of Butler and Chinowsky (2006) by identifying various management types and using an emotional intelligence survey that calculated self-perceived EI, the survey selected TEIQUE (Petrides, 2003) recognises that individuals may wish to portray a positive impression (PI), or may have a skewed Negative Impression (NI) and also give varied answers measured by an Inconsistency Index (II). The trait survey has adopted a similar concept and additionally recognises that all traits are self perceived rather than indefinite EI scores. In keeping with Butler and Chinowsky (2006) Sunindijo et al (2007) and Walker (2003) the author distributed questionnaires to the target audience. The underlying assumptions of the research methods chosen formed the basis of the rest of the chapter. 2.2 Research Philosophy and Strategy In order to extend on existing social interpretations found within the literature, a philosophy for this investigation has been used. The concept of empiricism was seen as a relevant philosophy to adopt, as the research findings add to the current body of knowledge (Remenyi et al 1998, pg 31). The questioning nature of this investigation however aimed to have a perspective of realism recognising that research questions can be interpreted quite differently. With Fisher et al (2004) commenting that the subjective nature of research and the inevitable role of values in it should be considered carefully. A primary attribute of realism is that it is common for researchers findings to complement existing explanations. Using this philosophy and drawing on existing presumptions and assessments, the author is able to validate which can be transferred easily. The TEIQUE survey was the ideal as its philosophy and theme married well to the concept of realism and positivism. As the developer of the survey does take the following notion working with an observable social reality and that the end product of such research can be the derivation of law like generalisations, similar to those produced by the natural sciences (Remenyi et al, 1998). However as this investigation is one of very few in the construction industry, the realism aspect is emphasised as the appropriate philosophy. With this form of study often brandished as fuzzy, the pre-existing frameworks in Networks Rails organisation alongside networks, concepts, hypothesis and theories (Czeller, 2003) are used to create theoretical predications concerning peoples experiences (Bryman and Bell, 2003). 2.3 Research Approach An inductive approach is appropriate due to the perspective of theory being the outcome of research (Bryman and Bell, 2003). The deductive approach has been disregarded subject to criticism due to the nature of the methodology being rigid, and the inability to construct any alternative explanations. The author wishes to build on the current body of knowledge. With concepts explored such as; ? The relationship between self perceived emotional intelligence and leaders in an organisation. ? The possibility of traits of emotional intelligence in junior, middle and senior management varying. ? The gaps in this trait analysis to form recommendations for a review of the leadership framework at Network Rail. Thus implementing research methods that can build understandings on these current theories was fitting. However if new issues and understandings arose then they can still be discussed and placed within context. 2.4 Data Collection Methods The data collection method applied was a questionnaire. The advantages and disadvantages of using this research method discussed further on in the chapter. The single method approach was chosen as it incorporated complementary research, with a questionnaire that is tried and tested in many organisational environments. The TEIQUE questionnaire was aimed at three groups of management in the infrastructure investment arm of Network Rail. The groups were junior, middle and senior management. The data collection commenced during the early parts of June, with 100 papers based surveys being administered by the author. The distribution of the questionnaire aimed for a 60% response rate with an even split of junior, middle and senior management. The potential issue is that as Network Rail is a pyramid organisation, the number of senior and middle management is far fewer than junior, and thus could be reflected in the response split. To avoid this happening, more surveys have been distributed specifically to senior and middle management, as they would be more inclined to ignore surveys due to time commitments. 2.5 Justification of questionnaires The use of an emotional intelligence survey and short questionnaire was down to two major reasons. Initially in order to carry out an emotional intelligence test successfully, the participant had to meet certain criterion which was driven from the literature review and forums that the author attended (see appendix for f Trait EI Theory in Leaders at Network Rail Trait EI Theory in Leaders at Network Rail ABSTRACT This investigation addresses the problem of leadership attributes variance in different levels of management. With the environment work force changing in terms of relationships the linkages of self perceived emotional intelligence traits of 52 individuals in junior, middle and senior management at Network Rail are gathered using the Trait Emotional Intelligence Questionnaire (TEIQue) developed by Dr.Petrides at UCL. The investigation exposed a lower level of Global emotional intelligence of senior management in comparison to junior and middle management. However the findings also showed that senior management outperformed on traits that are closely linked with Network Rails Leadership development framework. The other variations and patterns in the data bring up the topic of optimism bias, the neuroscience of change and overcoming the immunity to change. Recommendations outline the intentional change model that could be adapted in order to develop effective leadership traits and be linked with the current talent management programme at Network Rail. CHAPTER 1 INTRODUCTION 1.1 Project Overview This study will look for the existing evidence and links between emotional intelligence (EI) and Leadership development in the construction environment. This study will focus on the trait EI theory (Petrides Furnham, 2006) and look to establish common traits in leaders at Network Rail. The study will look for commonalities in terms of traits and competencies in the organisations leaders. The Trait Emotional Intelligence Questionnaire (TEIQue) (Petrides Furnham, 2006) has been selected post literature review for its ability to test for Emotional Intelligence traits that most closely link with what is defined as leadership in academic literature. A lot of interest has surrounded the concept of Emotional Intelligence, and the alleged links it has to improving an individuals ability be successful. Linking and harnessing EI to individuals and their leadership performance is hard to scientifically establish. The investigation focuses upon common attributes that can be developed. Trait Emotional Intelligence (TEI) does not necessarily seclude what Goleman (1998) describes as those EI abilities that you are born with, such as the ability to tune in-emotionally (emotional awareness) to others, and read how they are feeling (social awareness). But this investigation will aim to look at the harder factors of EI that can be developed for and provide added value and competitive advantages to organisations. The investigation of EI and Leadership aims to uncover value that can be used to develop leadership performance. The practical or applied focus is the construction industry. The discovery of the common traits will then be compared to what currently exists in Network Rails (NR) current leadership framework. Recognising that NR and most large organisations already do acknowledge the link between EI and Leadership, the investigation will look at the construction industry specifically. As the construction environment is described as one which is based on human interactions yet suffers from disputes, fierce competitiveness and fragmentation (Walker and Hampson, 2003). The study then into EI and improved Leadership performance would be relevant into helping overcome these barriers to improved working relationships. 1.2 High Level Project Plan Literature review of emotional intelligence models. Selection of EI testing survey. Milestone One – rolling out EI test survey 15/06/09 – 19/06/09. Analysis of EI test results Assessment of leadership focus groups, survey and EI test results. Leadership framework analysis. Milestone Two – Realisation of gaps that exist within the leadership framework and proposal of enhanced leadership framework 06/07/09. Milestone Three – Draft Copy Complete – 06/08/09. 1.3 Project Road map Chapter 1 has introduced the problem area that this research is looking to add knowledge to. The second half of chapter 1 will draw in the reader to the more specific problem area that this project is addressing, and how this problem will be researched. A review of the existing EI models and an effective approach for this investigation will be sought and shall be addressed in this chapter also. Chapter 2 will set out the research methodology that has been adopted for this research, considering the nature of the project and the relative social complexities and privacy issues associated with emotional intelligence tests will be addressed here. This will follow on to the actual analysis section, chapter 3 where a cross section of the results will be displayed, and quantitatively analysed. The results of the study shall be shown in chapter 4. The evaluation of the study and future recommendations or work will be concluded in chapter 5. 1.4 Literature Review 1.5 Introduction The scope of the literature review will define emotional intelligence from the various academic perspectives, distinguishing an accurate and succinct description of the term, which is considered relatively new. The Literature Review will compromise of the following: Brief History of EI A discussion of the current EI models and the attributes that are linked to them Focus: The elected EI Model TEIQUE. How EI is linked to improved leadership performance. Leadership Responsibilities. The need for EI competencies and Leadership in the Construction Industry. The current problems within Network Rail. 1.6 What is EI? Though the term EI has in recent years broadened, the original definition of EI is: The ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions, Salovey and Mayer (1990 pg 189). Popularised by Goleman (1995) in his books and speeches in recent years EI may give the impression of being a very new concept, psychologists have of course established its presence much earlier than this. A time line has been produced to give an idea of how EI has grown and expanded (Figure 1). In 1920 a psychologist named Thorndike referenced in Khilstrom and Cantor (2009) established three forms of intelligence one of them being social intelligence. Thorndike stated that this was the ability to function successfully in interpersonal situations. Gardner (1983) then proposed social intelligence as one of 7 multiple intelligences which actually mapped out the beginnings of EI by stating that social intelligence comprised of interpersonal and intrapersonal skills. Gardner (1983) believed however that we have multiple intelligences rather than a general intelligence and was clear on this notion. It was not until 1990 that the term emotional intelligence was first officially coined by Salovey and Mayer, their definition is still regarded as the most accurate description of EI. 1.7 The Problems with EI Currently Murphy (2006) critiqued the problems of Emotional Intelligence addressing the three common problems found on the subject. (1) EI is poorly defined and poorly measured (Locke, 2005, Eysneck, 2000 and MacCann et al, 2004). (2) EI is a new name for familiar constructs that have been studied for decades. (Locke,2005). (3) Claims about EI are overblown, (Landy, 2005). Though this investigation is not a study into the definition of EI, the reader must be made aware that EI is a contended description, and one that does receive positive and negative attention. EI is often linked to popular psychology which dilutes the validity of the concept adding value in organisational environments. It is this association coupled what Landy (2005) comments as the lack of measurability, providing weak evidence to suggest EI tests have any predictive value. This has caused many to completely dismiss its label, with Locke, (2005) adding that EI should be re-labelled and regarded as Emotional skills. 1.8 The various models of EI Since Savoley and Mayer first introduced the term EI, a few authors have expanded or taken a slightly different perspective on what constitutes as EI. These models do vary somewhat on how they define EI with stretching definitions that often encompass other related areas. Therefore EI does not have one set model that all academics can agree contains all the attributes that pertains to what is defined as EI. As this investigation is narrowing on the EI attributes and traits with leadership performance, the model that best-fits this particular study will be selected. Therefore a brief synopsis of EI models will be reviewed, and a set of attributes provided by a psychologist (Qualified Corporate Trainer) and Network Rails Leadership Development team will assist in identifying the correct model to follow. This will enable the administering of the survey to be appropriate for the organization and for the purpose of the research. Emotional Intelligence models are categorised into 3 areas, and this research will analyse a model in each of the following areas. Ability EI models Mixed models of EI Trait EI model 1.9 The ability EI model In 1997 Savoley and Mayer introduced a four branch model which has since transpired to involve the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). This four branch model pertains to the following: Perception, Appraisal and Expression of Emotion Emotional Facilitation of Thinking Understanding and Analyzing Emotions; Employing Emotional Knowledge. Reflective Regulation of Emotions to Promote Emotional and Intellectual Growth The ability test views EI as a form of intelligence, testing the participant on the above four branches, showing a score for each of the branches and a total EI score. The model has recently received quite mixed reviews with a recent study carried out by FÃ ¸llesdal (2008) which details a study of 111 business leaders based in Norway. In this study business leaders were compared with how their employees described their leader; however no correlation of empathy to being effective leaders, or behaviors for transformational leadership were found. Three papers were completed, all questioning the validity of the MSCEIT, which critically lead to a questioning of the validity of the EI model in general. 1.10 Mixed models of EI Goleman (1998) originally developed this model and describes the mixed model of emotional intelligence as the bedrock for emotional competencies, which actually pertains to the ability to realise what another person is feeling, which Goleman boldly states is a skill that you are born with. He goes on to comment that emotional competence is quite different, this pertains to a personal and social skill set. This personal and social skill can lead to a superior performance in the world of work, and this skill can be learnt and developed to increase performance. The Mixed Model theory describes five domains of EI. Each area has its own set of behavioural attributes and describes these as EQ, unlike IQ which is difficult to change, emotional intelligence can be developed through education and training interventions (Goleman, 1995). 1. Knowing your emotions. 2. Managing your own emotions. 3. Motivating yourself. 4. Recognising and understanding other peoples emotions. 5. Managing relationships, i.e., managing the emotions of others. There are various measurement tools that are based on the Goleman model, the main model is termed The Emotional Competency Inventory (ECI), and later updated to the Emotional and Social Competency Inventory (ESCI). The second is Intelligence Appraisal, often taken as a self-report or a peer assessment termed a 360-degree assessment. 1.11 Trait EI model Trait EI is not to be confused with the first ability model presented, as this model concentrates on self-perception. It is recognising that behavioural disposition and self perceived abilities can be quite different, and by using a self report which in contrast to the ability based model can be scientifically tested much easier than the ability model which tests actual abilities rather than traits. This framework also known as Trait Emotional Self Efficacy (TESE) links well with personality tests. This model has been favoured by recent academics and especially critics of the ability model. The Trait EI model is credited with a more accurate testing rules than the ability model, which has been termed a psychometrically meaningless scoring procedure (Petrides, et al 2007). The Trait EI model is tested using the TEIQUE (Trait emotional Intelligence Questionnaire), the model is freely available and its open access status means that its transparency for testing welcomes scientific challenges. This approach the author feels is a positive step towards developing EI tests further to contributing to a more accurate construct of emotional intelligence. The Trait theory however does differ in its interpretation of EI, with the following differences outlined: Ability EI is defined as a cognitive-emotional ability that relates to emotions that are only measurable through what Petrides (2007) calls maximum performance tests. These tests are linked with extensive psychological emotional testing that requires large sample sizes. Indicating that tests currently established in the mixed models and ability models of EI really may not have much substantial predictive value, aligning the view point of Petrides and Furnham (2004) with Locke (2005). Rather trait EI describes what Petrides (2007) calls emotion-related behavioural dispositions and self perceived abilities, and can therefore be measured through self-report questionnaires. It is the focus on self perception of traits and leadership performance that allows this investigation to conclude a more accurate research hypothesis. The TEQUI has 20 variables with 15 traits grouped into four categories; this is explained in further detailed in the methodology chapter (3.8). 1.12 EI as a core competency in organisations When it comes to improving organizational effectiveness, management scholars and practitioners are beginning to emphasize the importance of a managers emotional intelligence (Sosik Megerian, 1999 pg 367). Despite the shortcomings in establishing EI as a concept, this study recognises that EI is a core competency and the focus will be on what attributes of EI should be developed in order to contribute to improved leadership performance, and to use the findings to improve the current leadership framework in Network Rail. Organisations are starting to recognise the emerging role EI has in the workplace, (Fisher and Ashkanasy, 2000). An investigation completed by Cooper and Sawaf (1996) in to an Executives EQ has exposed evidence that Emotional intelligence is a pre-requisite in leadership and successful organisations should implement strategies to develop this core competency, in order to provide its workforce with a competitive advantage. This competitive advantage has a huge hidden immeasurable value (Cooper and Sawaf, 1996) which if nurtured correctly will ultimately lead to protect organisations working collaboratively for win-win scenarios. EI has not only been used in organisation training, but can now be seen in a variety of scenarios. Selling life insurance was seen as a delicate sales pitch, that often lead to low responses. However, with specific training given to shed a positive light on the subject, sales were positively effected as the quality of interactions improved with comfort levels increasing with clients, this study focused on the topic of self awareness (Druskat and Druskat, 2006). Kaplan et al (2001) comment that recurring blind spots in managers that are striving to attain higher levels of EI are setting unrealistic goals to subordinates, relentlessly striving, and ruthlessly driving others too hard is not an example of a leader with a good level of EI. Kaplan et al (2001) explains that the hunger for power and the need for recognition are also not traits that leaders with high levels of emotional intelligence should demonstrate. 1.13 Linking emotional intelligence with leadership development and performance This requires more thinking than the generic training that is currently delivered to an organisations employees, but a study on what attributes successful leaders tend to possess. The evidence that EI exists in leadership is not questioned with both Goleman, (1995) and Savoley and Mayer (1990) agreeing that it is the ability to combine emotional and cognitive capacities to handle lifes emergent circumstances (referenced in Higgs and McGuire, 2001) , coping with setbacks and dilemmas, and effectively interacting with others requires a form of intelligence. Goleman (1998) has commented that leaders have to make decisions about strategy, employees and situations. It is the leaders ability to make effective decisions that determine the performance of good leaders. Goleman has taken five components from the EI realm and listed them as integral these are: Self-awareness Communication influencing skills Commitment Integrity Managers who do not develop their emotional intelligence have difficulty in building good relationships with peers, subordinates, superiors and clients (Goleman, 1998 pg 95) outlines the importance of relationship management and the mistake of being task focused in the work environment. Sosik Megerian, (1999) carried out a study which addressed how self-awareness components can improve transformational leadership. Transformational leadership is defined by Burns (1978) as a process that assists leaders and followers to enable each other to advance to a higher level of moral and motivation. The study founded empirical support for EI being the foundation of leadership. Sosik and Megerian (1999) went on to comment that if leaders became more self-aware the implications of their own feelings and thoughts could be better managed and understood, and would lead to improved interactions with sub-ordinates. In Druskat and Druskat (2006) it was referenced that Spencer (2001) found that in a study of 28 construction project managers that EI competencies was most strongly related to their job success. Druskat and Druskat (2006) then supported this with a study carried out by Mount (2005) on 74 project managers which demonstrated that nearly 70% of Project managers put their success down to the emotional competencies of the individual. And Finally Butler and Chinowsky (2006) carried out a study in construction with 130 construction executives. Interpersonal skills and empathy were the two most important EI behaviours to be identified in this investigation. The key findings mentioned that additional attention during the development of construction industry executives would be favoured to overcome what the industry suffers with currently. 1.14 Examples of how competency development can bring positive change Self-confidence a form of self awareness is defined by Pryke and Smyth (2006) as having a strong sense of Self worth and capabilities. Although these attributes can often be wrongly identified with arrogance, it is the ability to inspire those around you to subscribe to an idea. This attribute was chosen alongside other emotional competencies to change a problem in an organisation. The problem related to staff retention, with the firm not managing to maintain its division presidents for no longer than two years. This new recruitment strategy hired based on self confidence characteristics, influencing skills and what is termed Inspirational leadership (Goleman, 1998). Though Goleman has not been transparent on what the recruitment questions were specifically, the results are clear. With retention dropping from 50% to 6% with using this new hiring process (Pryke and Smyth, 2006). Self-control is another form of self awareness, and relates to effective communication and integrity. Druskat and Wolff (2001) comment that self control is not a question of dealing with a necessary evil by dealing with emotions as they bubble up and then suppressing them as soon they appear. It is a process of consciously bringing emotions to the surface and understanding how they can affect others. Construction industry suffers with managing emotion in the work place Walker and Hampson (2003) have termed the Construction industry as one that is characterised by disputes, fierce competitiveness and fragmentation all major obstacles to development. With this environment regarded as fact by many practitioners and academics, the relationship approach is seen as an effective stance to deal with the pressures of this complex environment (Pryke and Smyth, 2006; Walker and Hampson, 2003). 1.15 Responsibilities of good leaders It is suggested that leaders that have emotional intelligence tend to align personal and subordinate goals to accomplish company goals. Belasco and Stayer (1993) have suggested responsibilities a leader should possess, the author has taken these suggestions and developed actions and traits in a waterfall format, as they are suggested steps that could be undertaken. 1.16 Leadership Traits and Trait Emotional Intelligence The following principals in the above system have been aligned with traits tested for in the trait emotional intelligence test (TEIQUE). For a full description of the TRAITS the official TEIQUE interpretation can be found in the appendix and a condensed version is found in section 2.8. 1.17 Current Problems at Network Rail The problem owner is of course NR, and the problem is the legacy attitude of the workforce, with the Q12 survey (a survey comprising of 12 questions to gather employee engagement) uncovering some very disheartening results. In 2003 the Gallup organisation reported that NR had fallen in the bottom quartile and stated they had never seen results this low before. With 30% of NRs 33,000 branded actively disengaged, indicating a lack of loyalty and/or allegiance to the firm and its aims and 50% not engaged (Gallup , 2006) it was clearly evident that this problem had to be addressed. With little progress made in 2006, NR introduced a cross-functional management team to implement a plan of change. This agenda addressed management behaviours, unions, communications, basic/root causes, benchmarking, best practices and analysis techniques (Warwick Business School, 2006). Furthermore NR introduced a Leadership Framework to provide guidelines for its middle and junior management (Managers Handbook, 2006). These values are implemented through annual reviews, corporate training and the American 360-degree anonymous peer review. A series of positive responses by the executives is a move in the right direction; however this dissertation wishes to expand on the leadership framework and make some sensible suggestions. Specifically leadership in project management, with NR considered the biggest employer of project professionals in the UK (Telegraph, 2008). 1.18 Chapter Summary This investigation therefore considers the current problem that exists within NR, and attempts to discover the self perceived emotional intelligence of its junior, middle and senior management. The next chapter will detail the correct approach that should be taken in order to administer this sensitive test. The current leadership framework though has been investigated at this stage has been brought into discussion in chapter 4 to explain some of the unexpected and expected results of the trait questionnaire. CHAPTER 2 RESEARCH METHODOLOGY The following chapter aims to discuss the research methods the author employed to answer the questions derived from the critical literature review. The over arching research question is: Does trait emotional intelligence increase with management seniority? With the following sub-hypotheses used to investigate this statement: H1 – The Higher the position level and/or level of seniority the higher the Global Trait EI. H2 In the Self Control factors of trait EI the older individuals will score higher. H3 In the Emotionality factor of trait EI, females will score higher than males. 2.1 Previous Research The authors research builds empirically on previous work carried out within the area of Leadership and Emotional Intelligence. An indication as to what research was previously carried out will be given to give further justification to the research methods that were used. There have been a few studies in the area of emotional intelligence and leadership, with the majority of investigations implementing a single and multi strategy approach. The area of emotional intelligence and its effect on leadership in construction is quite limited with studies all adopting similar approaches. Authors such as Butler and Chinowsky (2006) and Walker (2003) conducted emotional intelligence surveys. Their research targeted a select management type within the construction industry enabling a statistical grounding for stronger analysis. The research discussed took a positivist approach but it can be seen as somewhat unreliable as the emotional intelligence surveys taken were not self perceived tests of emotion. The basis of their EI tests claims to test genuine EI rather than realistically outline that the tests taken are hypothetical in nature; and in reality if not tested using high performance test techniques then the tests are somewhat invalid (Petrides , 2003) with the potential for certain individuals to exaggerate or omit certain truths. This could lead to a weak correlation in EI data for various levels of management. Sunindijo et al (2007) used a mixture of quantitative and qualitative research methods completing direct interviews and EI tests developed by TalentSmart, with over 90 construction management executives. Due to the success of previous research methods outlined above, the author adopted a survey based methodology to gather primary research. Taking the format of Butler and Chinowsky (2006) by identifying various management types and using an emotional intelligence survey that calculated self-perceived EI, the survey selected TEIQUE (Petrides, 2003) recognises that individuals may wish to portray a positive impression (PI), or may have a skewed Negative Impression (NI) and also give varied answers measured by an Inconsistency Index (II). The trait survey has adopted a similar concept and additionally recognises that all traits are self perceived rather than indefinite EI scores. In keeping with Butler and Chinowsky (2006) Sunindijo et al (2007) and Walker (2003) the author distributed questionnaires to the target audience. The underlying assumptions of the research methods chosen formed the basis of the rest of the chapter. 2.2 Research Philosophy and Strategy In order to extend on existing social interpretations found within the literature, a philosophy for this investigation has been used. The concept of empiricism was seen as a relevant philosophy to adopt, as the research findings add to the current body of knowledge (Remenyi et al 1998, pg 31). The questioning nature of this investigation however aimed to have a perspective of realism recognising that research questions can be interpreted quite differently. With Fisher et al (2004) commenting that the subjective nature of research and the inevitable role of values in it should be considered carefully. A primary attribute of realism is that it is common for researchers findings to complement existing explanations. Using this philosophy and drawing on existing presumptions and assessments, the author is able to validate which can be transferred easily. The TEIQUE survey was the ideal as its philosophy and theme married well to the concept of realism and positivism. As the developer of the survey does take the following notion working with an observable social reality and that the end product of such research can be the derivation of law like generalisations, similar to those produced by the natural sciences (Remenyi et al, 1998). However as this investigation is one of very few in the construction industry, the realism aspect is emphasised as the appropriate philosophy. With this form of study often brandished as fuzzy, the pre-existing frameworks in Networks Rails organisation alongside networks, concepts, hypothesis and theories (Czeller, 2003) are used to create theoretical predications concerning peoples experiences (Bryman and Bell, 2003). 2.3 Research Approach An inductive approach is appropriate due to the perspective of theory being the outcome of research (Bryman and Bell, 2003). The deductive approach has been disregarded subject to criticism due to the nature of the methodology being rigid, and the inability to construct any alternative explanations. The author wishes to build on the current body of knowledge. With concepts explored such as; ? The relationship between self perceived emotional intelligence and leaders in an organisation. ? The possibility of traits of emotional intelligence in junior, middle and senior management varying. ? The gaps in this trait analysis to form recommendations for a review of the leadership framework at Network Rail. Thus implementing research methods that can build understandings on these current theories was fitting. However if new issues and understandings arose then they can still be discussed and placed within context. 2.4 Data Collection Methods The data collection method applied was a questionnaire. The advantages and disadvantages of using this research method discussed further on in the chapter. The single method approach was chosen as it incorporated complementary research, with a questionnaire that is tried and tested in many organisational environments. The TEIQUE questionnaire was aimed at three groups of management in the infrastructure investment arm of Network Rail. The groups were junior, middle and senior management. The data collection commenced during the early parts of June, with 100 papers based surveys being administered by the author. The distribution of the questionnaire aimed for a 60% response rate with an even split of junior, middle and senior management. The potential issue is that as Network Rail is a pyramid organisation, the number of senior and middle management is far fewer than junior, and thus could be reflected in the response split. To avoid this happening, more surveys have been distributed specifically to senior and middle management, as they would be more inclined to ignore surveys due to time commitments. 2.5 Justification of questionnaires The use of an emotional intelligence survey and short questionnaire was down to two major reasons. Initially in order to carry out an emotional intelligence test successfully, the participant had to meet certain criterion which was driven from the literature review and forums that the author attended (see appendix for f