Leadership Essay Example | Topics and Well Written Essays - 500 words - 45

Leadership - Essay Example He wanted to get done with the enemy through killings and to put down anyone who resisted him. When he had this on his mind he did not have any regard even for the second and third orders of effect. For instance, the case study â€Å"Fall of the Warrior King† relates that Sassaman closed down the entire city of Abu Hishma by sealing it off with barbed wire. No person was allowed to enter or leave the city without showing the identification card which had been provided by his unit to the entire city population. This cannot be termed as an ethical act. It only paved inconveniences for the city people and they hated the Americans even more. Sassaman ended up making more enemies but he did not care about it, which was wrong. While a commander should live ethically so that his unit sees and follows his actions, he should not hesitate to teach ethics to his subordinates. He should continue this during a war as well because that helps with keeping him in the game and to prevent desensitization towards any dubious acts. Sassaman, however, does not fit the description of such a commander. After SSG Dale Panchot was killed due to an RPG, and when a company commander also died, Sassaman got hyper. He could not tolerate any misbehavior on the part of the soldiers under him. He cared for his men and probably wished to avenge the two deaths by making people pay for it. However, this is not how things work. The commander should have taught ethics. If so, Sassaman would have been able to actually pay attention to the ongoing game and maintain an ethical environment. The chaplain could also have talked to the commander and helped him stay calm. While giving any kind of an advice to an aggressive commander like Sassaman is pretty difficult it is not exactly impossible. In any case, the chaplain was supposed to help out the commander. It is, however, not known whether he did that or not, so the blame cannot be placed upon him. But the

Cultural Differences and Employee Selection Assignment

Cultural Differences and Employee Selection - Assignment Example Sometimes it is so urgent that a position be filled, that a person may win the job by default, or sloppy selection criteria may be applied. A quick fix may ease workload for a while, but it might prove lethal for the business viability itself in the long run. Therefore, a larger attention in the selection process can provide the business with employees who will finally produce the desired results. Processing an applicant for a job normally entails a series of steps, which are determined by the size of the organization, the types of jobs to be filled or the number of people to be hired. The selection stage should be backed up by an effective recruitment process, which greatly depends on job analysis and job description. Job analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Common American work styles are used everywhere. Work and the ways to succeed vary tremendously from culture to culture. Mainstream Americans value speed but some Native Americans value thoughtful analysis so much that they hold back the answer so as not to appear rash. Manual work is looked down upon in India; so many office jobs are created to satisfy the need for status. Japanese workers cooperate within their han (work unit), but the hans compete with each other. Different selection procedures are needed for the different work styles. Cultural patterns significantly influence both individual behaviour and the organizational environment. Culture can be defined as the value systems or modes of behaviour to which people in a given geographical area subscribe. Thus, by definition, country boundaries would offer the clearest example of cultural differentiation. The individual behavioural patterns and the organizational environment found in Japan are quite different than in the United States. The Japanese system, which is an outgrowth of feudalism that characterized Japan in the early 1900s, supports the welfare concept and yields a paternalistic type of management that has proved to be successful among Japanese firms. The depression of the early 1930s in the United States reduced employee perceptions of identity of interests between non-managers and managers, and made paternalistic management practices suspect. Additionally the competitive education system and the values traditionally taught American children by their parents for achievement and recognition have made it difficult for paternalistic patterns of management to work well in the United States. This fact is particularly true in professional work environments because the employees who staff these types of organizations are an outgrowth of systems where competitiveness, recognition, and individuality have been commonplace. Sub-cultural differences within any given set of country boundaries