African Empires in the Early Modern Period: (1450-1750) Essay

One of the comparative topics in this time period is â€Å"empire building† in Africa. The AP Jedi Masters want you to know only one of the following: (Kongo, Benin, Oyo, Dahomey, Ashanti or Songhay) – so they probably are not going to ask you to compare two African Kingdoms since they stated you only need to know one – so they could ask you to compare the process of â€Å"empire building† in Africa to that in: (Asia, Latin America or Europe) – but I am providing you with information from three African Empires – just in case – and each if from a different region in Sub-Saharan Africa – so different historical forces to consider. The Kongo (c. 14th – 17th century) Located on the western coastal region of Central Africa – along the Congo river. Centralized state – with officials overseeing military, judicial, and financial affairs. The empire was divided into regions – and governors who were usually related to the King oversaw those areas – some areas were allowed to continue to rule as long as they recognized the superiority of the Kongo King – they had to report to him yearly for inspection and â€Å"renewal† of their title. The empire was financed both by the taxing of trade as well as a head tax collected by local administers and sent to the capital. Songhay: (West Africa – Sudanic Empire) (Mid 1400’s – Mid-1600’s) ï‚ · As the power of the Mali continued in the 1400’s a state within the Empire was able to obtain its independence – this was called the Songhay Empire with its capital in the trading city of Gao. The height of the Empire came under the leadership of Sunni Ali who ruled from 1464-1493. He built an elaborate administrative and military apparatus to oversee affairs in his realm. The Kingdom of the Asante (1680-1900) The Asante were one of the Akanspeaking peoples who settled in the forest region of modern Ghana between the 11thand 13th centuries. The separate Asante chiefdoms were united by Osei Tutu in the 1670s and in 1696 he took the title of Asantehene (king) and founded the Asante empire. Asante was the only part of Africa where rich agricultural and mineral resources coincided. With its capital at Kumasia only 30 miles south of the northern forest edge – it could draw on both forest and savanna produce some of the traditional crops were: plantains, yams, and rice. The Portuguese arrived in the late 15th century – Kings of the Kongo converted to Christianity as a way to establish closer commercial relations with Portuguese merchants and diplomatic relations with the Portuguese King. He appointed governors to oversee provinces and maintained a professional army, with a cavalry and navy of small boats and canoes – which were able to patrol the Niger River. He extended his empire over the areas formally controlled by the Mali rulers – he conquered the cities of Timbuktu and Jenne (which took him 7 years of siege warfare – he finally married its Queen to solidify his rule). From the capital city of Gao the Songhay rulers presided over a prosperous empire that participated in the transSaharan trade that brought: Salt, textiles and metal goods in exchange for gold and slaves. Despite the fact that the rulers were Islamic and supported Islamic institutions: mosques / universities – the vast majority of the populace remained non-Muslim. The Songhay meet their demise in 1591 when they took on a Moroccan army armed with musket gun – the defeat left open an opportunity for regions to revolt against Songhay administration. Kongo Kings appreciated the fact that Christianity offered a strong endorsement of their monarchical rule – the new faith was convenient also because the saints of the Roman Catholic Church were similar to spirits long recognized in Kongolese religions. For the first number of years Portugal and the Kingdom of the Kongo dealt with each other with a certain level of equality – they exchanged ambassadors and a number of Portuguese went to Kongo: advisors, priests, soldiers, tailors, shoemakers, masons, and minors. One of the most important Kings of the Kongo was: Nzinga Mbemba – also known as King Afonso I (1506-1542) – he was a devout Roman Catholic and actively sought out to convert all his subjects to Christianity – he attended religious services daily and always studied the Bible. Trade and relations with Portugal brought wealth and foreign recognition to the Kongo – items such as: ivory, copper and slaves were exchanged for European: textiles, weapons (guns, guns, guns)!!!! – remember that during this time period (1450-1750) Europeans were â€Å"colonizing† the Western Hemisphere – as this time period went on the demand for slaves increased – this dramatically impacted societies such as the Kongo – one King during the 16th century – himself had 20,000 slaves in his household. However – the vast majority of wealth of the empire was in its gold deposits – the Europeans would call this the â€Å"Gold Coast† – which they used to buy European guns – which further solidified the power of the Asante over nearby regions which did not have access. Guns were also obtained by providing the Europeans with slaves – the notorious â€Å"El Mina† – a fortress built along the coast where slaves were housed until departure across the Atlantic was built on Ghana’s coast. Other items brought by the Europeans were: iron, horses, cloth, tobacco and finished manufactured goods. Historians sometimes speak about Asante’s â€Å"metropolitan† and â€Å"provincial† spheres. â€Å"Metropolitan† Asante consisted primarily of the towns in a fifty-mile radius around Kumasi. The rulers of these towns, many of whom were related to the ruling family, participated in the enthronement of Asante kings, served on the king’s advisory council, and retained considerable autonomy. Eventually the relationship between Portugal and the Kongo worsened because the Portuguese desire for more and more slave pushed them to negotiate with other regions around the Kongo – some of with were enemies of the Kongo while others were protectorates – the authority of the Kongolese King was undermined – which led to war with the two nations. The Songhay empire crumbled into a series of small regional kingdoms – and with the arrival of the Europeans and the redirection of trade towards the coastline – the Sudanic Empires ceased to play a prominent role in West African politics. By contrast, outlying regions were more clearly subordinate and were forced to pay tribute to the Asante rulers. The most distant districts of the state which were populated by non-Akan people annually sent thousands of slaves to Kumasi. They placed all trade under state agencies controlled by the Asante King, and created a complex bureaucracy to govern and collect taxes. Asante achieved a high degree of administrative efficiency (its wellmaintained roads, for example, were famous) and the ability to implement sophisticated fiscal policies.

The Battle of the Wilderness - American Civil War

The Battle of the Wilderness - American Civil War The Battle of the Wilderness was fought May 5-7, 1864, during the American Civil War (1861-1865). In March 1864, President Abraham Lincoln promoted Ulysses S. Grant to lieutenant general and gave him command of all Union armies. Grant elected to turn over operational control of the western armies to Major General William T. Sherman and shifted his headquarters east to travel with Major General George G. Meades Army of the Potomac. For the coming campaign, Grant planned to attack General Robert E. Lees Army of Northern Virginia from three directions. First, Meade was to cross the Rapidan River east of the Confederate position at Orange Court House, before swinging west to engage the enemy. To the south, Major General Benjamin Butler was to advance up the Peninsula from Fort Monroe and threaten Richmond, while to the west Major General Franz Sigel laid waste to the resources of the Shenandoah Valley. Badly outnumbered, Lee was forced to assume a defensive position. Unsure of Grants intentions, he had placed Lieutenant General Richard Ewells Second Corps and Lieutenant General A.P. Hills Third Corps in earthworks along the Rapidan. Lieutenant General James Longstreets First Corps was positioned to the rear at Gordonsville from which it could reinforce the Rapidan line or shift south to cover Richmond. Union Commanders Lieutenant General Ulysses S. GrantMajor General George G. Meadeapprox. 102,000 men Confederate Commanders General Robert E. Leeapprox. 61,000 men Grant Meade Move Out In the pre-dawn hours of May 4, Union forces began departing their camps near Culpeper Court House and marching south. Divided into two wings, the Federal advance saw Major General Winfield S. Hancocks II Corps cross the Rapidan at Elys Ford before reaching camps near Chancellorsville around noon. To the west, Major General Gouverneur K. Warrens V Corps crossed over pontoon bridges at Germanna Ford, followed by Major General John Sedgwicks VI Corps. Marching five miles south, Warrens men reached Wilderness Tavern at the intersection of the Orange Turnpike and Germanna Plank Road before halting (Map). While Sedgwicks men occupied the road back to the ford, Grant and Meade established their headquarters near the tavern. Not believing that Lee could reach the area until late on May 5, Grant intended to use the next day to advance west, consolidate his forces, and bring up Major General Ambrose Burnsides IX Corps. As Union troops rested, they were forced to spend the night in the Wilderness of Spotsylvania, a vast area of thick, second-growth forest that negated the Union advantage in manpower and artillery. Their situation was further imperiled by a lack of cavalry patrols on the roads leading towards Lee. Lee Reacts Alerted to the Union movements, Lee quickly ordered Ewell and Hill to begin moving east to meet the threat. Orders were also issued for Longstreet to rejoin the army. As a result, Ewells men camped that night at Robertsons Tavern on the Orange Turnpike, only three miles from Warrens unsuspecting corps. Moving along the Orange plank road, Hills men made similar progress. It was Lees hope that he could pin Grant in place with Ewell and Hill to allow Longstreet to strike at the Union left flank. A daring scheme, it required him to hold Grants army with fewer than 40,000 men to buy time for Longstreet to arrive. The Fighting Begins Early on May 5, Warren spotted Ewells approach up the Orange Turnpike. Instructed to engage by Grant, Warren began moving west. Reaching the edge of a clearing known as Saunders Field, Ewells men began digging in as Warren deployed the divisions of Brigadier Generals Charles Griffin and James Wadsworth on the far side. Studying the field, Warren found that Ewells line extended beyond his own and that any attack would see his men enfiladed. As a result, Warren asked Meade to postpone any attack until Sedgwick came up on his flank. This was refused and the assault moved forward. Surging across Saunders Field, Union troops quickly saw their right shattered by Confederate flanking fire. While Union forces had some success south of the turnpike, it could not be exploited and the assault was thrown back. Bitter fighting continued to rage in Saunders Field as Wadsworths men attacked through the thick forest south of the field. In confused fighting, they fared little better. By 3:00 PM, when Sedgwicks men arrived at the north, the fighting had quieted. The arrival of VI Corps renewed the battle as Sedgwicks men unsuccessfully attempted to overrun Ewells lines in the woods above the field (Map). Hill Holds To the south, Meade had been alerted to Hills approach and directed three brigades under Brigadier General George Getty to cover the intersection of the Brock Road and Orange Plank Road. Reaching the crossroads, Getty was able to fend off Hill. As Hill prepared to assault Getty in earnest, Lee established his headquarters a mile to the rear at the Widow Tapp Farm. Around 4:00 PM, Getty was ordered to attack Hill. Aided by Hancock, whose men were just arriving, Union forces increased pressure on Hill forcing Lee to commit his reserves to the fight. Brutal fighting raged in the thickets until nightfall. Longstreet to the Rescue With Hills corps on the point of collapse, Grant sought to focus Union efforts for the next day on the Orange Plank Road. To do so, Hancock and Getty would renew their attack while Wadsworth shifted south to strike Hills left. Burnsides corps was ordered to enter the gap between the turnpike and plank road to threaten the enemy rear. Lacking additional reserves, Lee hoped to have Longstreet in place to support Hill by dawn. As the sun began to rise, the First Corps was not in sight. Around 5:00 AM, the massive Union assault began. Punching up the Orange Plank Road, Union forces overwhelmed Hills men driving them back to the Widow Tapp Farm. As the Confederate resistance was about to break, the lead elements of Longstreets corps arrived on the scene. Quickly counterattacking, they struck Union forces with immediate results. Having become disorganized during their advance, the Union troops were forced back. As the day progressed series of Confederate counterattacks, including a flanking attack utilizing an unfinished railroad grade, forced Hancock back to the Brock Road where his men entrenched. In the course of the fighting, Longstreet was severely wounded by friend fire and taken from the field. Late in the day, Lee conducted an assault on Hancocks Brock Road line but was unable to break through. On Ewells front, Brigadier General John B. Gordon found that Sedgwicks right flank was unprotected. Through the day he advocated for a flank attack but was rebuffed. Towards nightfall, Ewell relented and the attack moved forward. Pushing through the thick brush, it shattered Sedgwicks right forcing it back the Germanna Plank Road. Darkness prevented the attack from being exploited further (Map). Aftermath of the Battle During the night a brushfire broke out between the two armies, burning many of the wounded and creating a surreal landscape of death and destruction. Feeling that no additional advantage could be had by continuing the battle, Grant elected to move around Lees right flank towards Spotsylvania Court House where the fighting would continue on May 8. Union losses in the battle totaled around 17,666, while Lees were approximately 11,000. Accustomed to retreating after bloody battles, the Union soldiers cheered and sang when they turned south upon leaving the battlefield. Selected Sources CWSAC Battle Summary: WildernessHistory of War: Battle of the WildernessFredericksburg Spotsylvania National Military Park

Admission Rates at Ivy League Business Schools

Admission Rates at Ivy League Business Schools If youre planning to attend business school in order to obtain an MBA, few universities offer more prestige than those of the Ivy League. These elite schools, all located in the Northeast, are private institutions known for their academic rigor, outstanding instructors, and alumni networks. What is the Ivy League? The Ivy League isnt an academic and athletic conference like the Big 12 or the Atlantic Coast Conference. Instead, its an informal term used for eight private colleges and universities that are some of the oldest in the nation. Harvard University in Massachusetts, for example, was founded in 1636, making it the first institution of higher learning established in the U.S. The eight  Ivy League schools are: Brown University  in Providence, R.I.Columbia University  in New York CityCornell University in Ithaca, N.Y,Dartmouth College  in Hanover, N.H.Harvard University  in Cambridge, Mass.Princeton University  in Princeton, N.J.The University of Pennsylvania  in PhiladelphiaYale University  in New Haven, Conn. Only six of these elite universities have independent business schools: Columbia Business School (Columbia University)Samuel Curtis Johnson Graduate School of Management (Cornell University)Harvard Business School (Harvard University)Tuck Business School (Dartmouth College)Wharton School (University of Pennsylvania)Yale School of Management (Yale University) Princeton University does not have a school of business but does award  professional degrees  through its interdisciplinary  Bendheim Center for Finance. Like Princeton, Brown University does not have a business school. It offers business-related study through its  C.V. Starr Program in Business, Entrepreneurship, and  Organizations). The school also offers a joint  MBA  program with the  IE Business School  in Madrid, Spain.   Other Elite Business Schools The Ivies arent the only universities with highly regarded business schools. Private institutions like Stanford University, the University of Chicago, and Duke University, and public schools such as the University of Michigan and the University of California-Berkeley all regularly make lists of the best business schools by sources like Forbes and the Financial Times. Some overseas universities also have programs that are competitive internationally, including  the China Europe International Business School  in Shanghai and the London Business School. Acceptance Rates Getting accepted to an Ivy League program is no easy feat. Admissions are highly competitive at all six Ivy League business schools, and acceptance rates vary from school to school and from year to year. In general, between 10 percent and 20 percent of applicants are granted admission in any given year. In 2017, the acceptance at top-ranked Wharton was 19.2 percent, but just 11 percent at Harvard. Non-Ivy school Stanford was even stingier, accepting just 6 percent of applicants. There really is no such thing as a perfect Ivy League business school candidate. Different schools look for different things at different times when evaluating applications. Based on profiles of past applicants who were accepted at an Ivy League business school, a successful student has the following characteristics: Age: 28 years oldGMAT score: 750Undergraduate GPA: 3.8Undergraduate degree: Earned from an Ivy League universityExtracurricular activities: Alumni participation, community service in an underserved area, membership in multiple professional associationsWork experience: Five to six years of post-undergraduate work experience at a well-known firm such as Goldman SachsRecommendations: Letter of recommendation written by a direct supervisor; letters of recommendation that speak directly about leadership potential or experience (with specific examples) Other factors that can affect a persons chance of admittance include application interviews, essays, and portfolios. A poor GPA or GMAT score, an undergraduate degree from an obscure or noncompetitive university, and a checkered work history can all have an impact as well. Sources Badenhausen, Kurt. Wharton Tops 2017 List of Americas Best Business Schools. Forbes.com. 25 September 2017.Ethier, Mark. Acceptance Rates At Top 50 MBA Programs. PoetsAndQuants.com. 19 February 2018.Ortmans, Laurent. FT Global MBA Ranking 2018. FT.com. 28 January 2018.

Persuasion against Capital Punishment Research Paper

Persuasion against Capital Punishment - Research Paper Example The death penalty or capital punishment presents American society with a myriad of contradictions, which is the terrain of unresolved tensions characterizes the 'moment of terror' (Haney 2005, p. 3). It is declared as a sensitive issue which is prioritized on the human rights agenda and has been declared as the most inhumane act practiced by most of the civilized nations. Research suggests that it is already abolished by 106 countries of which 30 are those that have abolished since the last two decades (Human Rights, 2009).  The concern that arises here is that why so many countries including the United States have swallowed the truth that long-term imprisonment is better than execution. However, there are nations that still believe the effectiveness of death penalty that is proliferated and practiced in many countries throughout the world among which China, Japan, Middle Eastern nations along with the United States are the most prolific executioners in the world. Being a significa nt subject of controversy, this paper discusses the anti-death penalty stance by debating on the execution consequences that often left a dubious mark on the personalities of the innocent after being executed and in this manner, many innocents not only lose their lives but are also labeled as offenders. The death penalty, for many Americans, offers discrimination between minorities and the socially deprived and violates the right of the offender to survive. Pro-capitalists claim that penalty is the tantamount justification for offenders that by proving the principle of retribution, are liable to acquire death instead of imprisonment. However, there are other aspects that are often overlooked while determining the legitimacy of capital punishment. These issues pertain to racial prejudice while raising the concern over the failure of history to justify innocent execution.     Ã‚  

Analytical Method Essay Example | Topics and Well Written Essays - 750 words

Analytical Method - Essay Example This formed the problem statement for the article thereby triggering the researchers to seek for the most appropriate tools and techniques for achieving their objectives. In which case, the researchers provide the theoretical background asserting that the chemical analysis of GSR can either focus on inorganic or organic components of the analyte therein. Intuitively, flame ionization detector (FID), thermal energy analysis (TEA), electron capture detector (ECD) and mass spectrometry (MS) together with Gas chromatography are important aspects which could be considered in this OGSR analysis. For the methods and materials, the use of MS/MS mode guided in explicit identification of target analyte. The researchers majorly focused on liquid chromatography tandem mass spectrometry (LC–MS/MS) coupled with GC; as evident in the use of LC–MS grade methanol used in the mobile phase and in Chromatographic analysis was performed on an Agilent 1200 Series HPLC system coupled with a hybrid quadrupole time-of-flight mass spectrometer. The QTOF system was core to facilitating analysis in MS or MS/MS mode. The researchers carried out accurate mass measurement of the precursor ion, within MS spectra, mass measurement of the most specific product ion, and the retention time of the analyte compared with the retention time of the standard. Swabs were compared with home-modified tape lift supports covered with a PTFE layer to determine the better sampling technique. The modified tape lift provided better extraction recoveries and enabled the analysis of inorganic and organic G SR simultaneously. In Optimization of LC–QTOF in MS/MS mode parameters, different columns were tested to ensure optimization of the composition of the mobile phase through unequivocally separating and ionizing the analytes. In which case, chances for getting false positive and false negative results

Gender difference in CALL Programs for English as a second Language Essay

Gender difference in CALL Programs for English as a second Language Acquisition - Essay Example Lai and Kuo have struggled to further prove this claim by evaluating the learning outcomes of both male and female counterparts making use of CALL programmes. 2. Aim: The study is conducted to identify the effects of language learning through CALL programs on gender basis. Many researches provide evidence that gender does affect the learning process. The basic distinction of this research paper is the evaluation of English learning pace and attributes in second language acquisition using CALL programs. Which means that this study also incorporates the evaluation of computer based learning on gender basis. The study also aims to identify the differences in the attitudes of male and female students towards learning, their differing views about learning efficacy, their differing levels of learning anxiety in learning language via CALL programs and the different learning barriers they identified. 3. Methodology: Proper methodology is mandatory to produce valid results. Lai and Kuo used b oth quantitative and qualitative techniques to produce reliable results. To develop initial understanding, Lai and Kuo, used different studies conducted by various researchers. They produced proper setting and created an appropriate understanding of the importance given to this area of research. The quantitative data was collected from a sample of 200 students of which 166 were female and the rest of 34 were male. The participants were given a questionnaire to gather data about EFL & CALL. The qualitative data was collected by interviewing 10 participants including 5 males and 5 females. The qualitative data aimed to identify the key challenges that each gender faces in learning language through CALL programs. ... The qualitative data aimed to identify the key challenges that each gender faces in learning language through CALL programs. 4. Results: The results of this research were divided into 4 parts. The first part was about the learning attitudes of male and female participants using Computer Assisted Language Learning (CALL) Programs. A fairly large number of male participants provided an affirmative result on the learning processes of language via CALL programs. In contrast to 91.1 percent males, only 42.7% females showed a positive result on using computer based learning for English language. Results on learning efficacy were also in line with this trend. Only 53.6 percent females believed that it may be helpful to increase learning efficacy whereas, 88.2 percent male participants believed that CALL programs are helpful in increasing the learning efficacy. A different result was found when the participants were asked about the learning techniques used in CALL programs. Both groups found it interesting to use computers in learning Language and a smaller population marked CALL programs as ‘boring’. In addition, majority believed that CALL programs may be more beneficial to enhance reading, writing and listening skills but less helpful in increasing speaking power. Learning anxiety was lesser in male (14.2%) counterparts on using computer as a learning tool as compared to female participants (19.2%). Learning barriers for female students was the difficulty of using the CALL programs’ software, whereas, the only big hurdle for the male participants was the availability of learning software due to expensive nature of new technologies. 5. Interpretation of Data: The results obtained by the authors were as expected if compared with other studies

Culture Diversity Within Ryanair

Culture Diversity Within Ryanair Main purpose of this assignment to show the importance of Ryan air airline management and leadership across culture. In this assignment I am going to show the theories of leadership and motivation and different leadership styles across different culture and different motivation technique across different culture, motivate across a different culture , the theories of leadership and motivation, different leadership styles across different culture , Manage culture diversity within an organisation, theories relating managing culture diversity, different needs and expectations culturally diverse guests, techniques for managing and building team with a culture diverse workforce of Ryanair Please do not refer to first person (I) Introduction Ryanair is the worlds most wanted airline working near fifteen hundred flights per day from low cost directions across twenty eight countries, involving over 168 terminuses. It was set up in 1985 Ryanair has a team of more than 8,500 people and assumes to carry over 80 million travellers in the present economic time. Its head office is located at Dublin Airport with its primary operational bases at Dublin and London Stansted Airports. It is Europes largest low cost airline and one of the most commercial, In spite of the hard business environment in which Ryan air worked in both 2011 and 2012, the airline has been characterized by rapid expansion, a result of the deregulationof the aviation industry in Europe in 1997 and the success of its low-cost business model. It was one of the first independent airlines in Ireland. In 2001, many believed that Ryan air was like the Wal-Mart and Southwest Airlines of Europe Barret, S. D. (2004) Task 1 Chapter 1 Lead and motivate across a different culture All cultures have beliefs which are mutual for all people in that culture. Many beliefs have same values consequently there are some arguments that no need to learn Indian cultural beliefs and American cultural beliefs. Equally both countries hold morality as faith in their culture no need to check it people only need to understand how these values are bought out in toward life over activities, manners, beliefs . In the modern age of enterprise culture, aggressive competition and strategic leadership for effectiveness in the market, Ryanair has structured its leadership and business classic to report the subjects of organizes an commercial method to the management of organisations for a transformational method established upon achievement. For Ryanair, these issues discovery expression in low-cost and generic factors. Basically these factors are answerable for Ryanairs success occurrence. In catching this transformational, change-oriented quantity of Ryanair. A distressing business ideal tests the strategies used by the present well-established organisations in the market. Its main attention is on price understanding of customers. , noticing these things that Michael OLeary, the CEO of Ryanair has been at the centre of economy and low-cost revolt that has produced an detonation in the airline industry. Ryanairs leadership success is contingent on the economic condition in the United Kingdom i n the stir of the de ruling strategy that allowed new entrants into the aircraft industry thereby opening the rule that completed air manageable partial preserve of the rich class, and the inflexible commercial spirit that OLeary displays(Arredondo, P., 2011) Motivation is a massive matter. The base of motivation may change in people. In the determination location, many have self-confidence in that the side by side of agreement at work is a durable negotiator. It is true that people alter throughout their life. A person who once was motivated by change may or not like it any shorter. Though, the person who beloveds lifelessness may essential to involvement alteration to obtain almost different in their lives, fairly new than what they been doing for many, several years. 1.1 Theories of leadership and motivation (Ryanair ) Interest in leadership improved for the period of the early twentieth century. Early leadership theories motivated on abilities notable between leaders and followers, whereas following theories considered at other variables such as situational features and proficiency levels. Although many diverse leadership theories have occurred, maximum can be confidential 1. Contingency Theories: Contingency theories of leadership focus on certain variables associated to the atmosphere that might determine which particular style of leadership is best appropriate for the condition. According to this theory, no leadership style is best in all states. Success is determined by a number of variables, including the leadership style, qualities of the followers and aspects of the situation. Contingency theory adopts no one accurate way to lead will fit all conditions. In this approach states that there is no perfect way to lead an establishment rather situations govern the way to lead at an assumed time. In addition, there is a serious correlation or affinity between situational and contingency theory of leadership. Both suggest that sets of structure to lead depend on the problem at hand. Contingency theory is a class of behavioural theory that claims that there is no best method to Ryanair or leads a government. Instead, the ideal progression of action is c ontingent on the internal and external factors or conditions. Thus, contingency approach to leadership pressures related factors as significant influence on leader success. Bass, B. M. (1985 4. Situational Theories: Situational theories recommend that leaders preference the best classification of attainment based upon situational variables. Different styles of leadership of Ryanair may be more appropriate for positive types of decision-making. That anxieties follower development, an extension, the point actuality strained is that there is a break from organizational model scientific management largely mistreated the impacts of the environmental factors as well as encouraged vertical management structure, a departure from flat management arrangement. Ryanairs contingency or situational leadership, the symbol is that it is based upon leader-match theory, Theories of Motivation Motivation is the different, internal method that strengthens, leads, and sustains behaviour. It is an individual strength that bases one to perform in a particular way .Most often, motivation is the term used to explain peoples behaviour. Effective directors are said to be highly encouraged. A team leader who eludes work is said to be unmotivated Equity Theory: Motivation theories can help directors understand how to motivate their staff. The equity theory of motivation is based on the fact that individuals are inspired first to achieve and then to preserve a sense of impartiality. Equity refers to the distribution of rewards in direct equality to the contribution of each employee to the organization (Ryan air). Everyone needs not to receive the same rewards, but the rewards should be in accordance with individual contributions. The idea of equity likes a development of an input-to-outcome ratio. Alavi, M (2000), Expectancy Theory: Expectancy theory, industrialized by Captor opportunity is a very difficult prototypical of incentive that is based on an uncertain assumption. According to expectancy theory, motivation is dependent on how much want something and on how likely to become it. Ryan air airline sales subjects managers who are applicants for advancement to one sales reservations managers job. Ryanair has had a very good sales year and always get good performance evaluations.D.R., 1997 Reinforcement Theory Reinforcement theory states that behavior that is pleased it is likely to be repeated, although behavior that has been criticized is less likely to remain. Ryan airs is a non-additional airline but it has a high business the assistant general Secretary Ryan air has a very suppressive government and they have very high staff income Ryan air and as result the company is recruiting now agreement labor from activities as far away .Pilots were lately told that in order to development from older airplanes to original aircraft 1.2 Different leadership styles across different culture Nowadays, people from different cultures and value systems are appointed by the business organizations across the world. Western leadership style is supplementary of a participative style somewhere the manager contains his team followers to a positive point in result making. But, in Asia the leadership style is a combination of autocratic and transactional leaderships. An effective leader who arrangements with another culture should recognize their work related social and cultural values to achieve business success. He should also have the ability to organize and main a workforce of diverse cultures. Mosakowski, E, (2000) The leadership style OLeary has started at Ryanair good deal form in a grouping of translation a movement from autocratic leadership to democratic one. Major styles of leadership democratic participative, autocratic repressive and laissez faire representative. OLeary has expanded the leadership base at the top organisation unit from. It is significant to communication that OLearys leadership style has to experience this evolution from 1988 till present in order to recover the then injured, unknown airline, Ryanair, from dripping cash and this essential aggressiveness, confidence, style of leadership that concluded in low cost and non-additional method. OLearys leadership structure as at when he joint Ryanair in 1988 as Tony Ryans particular enforcer to 1994 when he became the CEO of the airline and now has experienced distinction to ensemble different situations. Different leadership styles are desirable to manage with different situations the autocratic style marks logic when an ass ociation is in deep anxiety and needs to complete an express improvement that style would be counter productive when the association is in a growth situation Green, S. G. (2002 Ryanairs leadership style has developed the European air company industry has been unfavourably re-joined. Leadership change is primarily a function of leadership style. Also, it is doubtful from the analysis presented Ryanairs success story is blocked in its leadership style, which has observed a sort of evolution from autocratic to democratic. And the leadership theory that marks the possibility of this new organizational culture change is administered Therefore, even though OLearys leadership model has been successful, it is essentially contingent upon the deregulation strategy in place since its founding. In addition, in order to withstand this administrative success, Ryanair requirements to gain the opposition in the airline industry and alters itself for sustainability. 1.3 Different motivations across different culture Motivation has kept people in emergencies accepted during times. It has been the basis of improved principles of living, achievement, prosperity, and approval. Most leaders concluded olden days have used irregular systems of motivation. The same is accurate of successful managers. The role of motivation in the work environment has great value. Many readings have developed from one place to another various motivational techniques for leading employees towards desired goals. The success or failure of motivation time-outs not on the system itself but on managements capability to like the wants of people with appropriate rewards Objects are needs, which force people to move towards goals. Many theories of motivation have been established with the thoughtful of how workers performances can be strengthened confidently and how they can improve and focused to accomplish favourite ideas. Motivation training in diverse culture needs ID of the positive and negative culture based-factors. Grant, R.M. 2002, Contemporary concepts of culture Several organization examiners contributed to the opinion that perceives culture as- a mutual similar way of existence, calculating and doing which are ideas, shared by members of a cultural group. Culture involves of designs, clear and unspoken of and for behaviour acquired and conducted by signs, establishing the unique successes of human groups, including their expressions in objects; the important basic of culture involves of customs practices that only come into existence in relation to, and in contrast with, other cultural groups. Differences in cultural principles need additional skill when trying to motivate changes in Behaviour. Managers of Ryanair want to correctly understand the condition and strategy an approach that turns a persons morals and needs. The theory of motivation recommends that people are motivated to do belongings as of external honors. Humanistic Theory of Motivation: Humanistic theories of motivation are founded on the knowledge that people also have strong Perceptive clarifications to perform various actions. Once the minor level requests have been seen, the main motivator converts the requirement for the desire to fulfill ones specific possible Adapting to Environments Ryan air managers are said to be highly motivated. A team leader who circumvents work is said to be unenthusiastic. Many workers from the United Kingdom have port their occupations with Ryan air and as result the company is employing now contract labor from agencies. Pilots were newly told that in order to progress from older planes to newer aircraft, they would have to compensation for their own retraining. Politis, J. D. (2004 1.4 leadership strategies for an organization that operates across different culture Organizations are motivated by expert leadership to display them over unsurpassed modifications. Some of the best and most appreciated managements are weakening to adapt to change, implement their strategic plans successfully or prepare for a more indeterminate future. Many top directors complain the lack of leadership worktable strength in their companies and sensation what will happen every leader is conscious of the value of a precise business strategy. Without proper leadership, even the best and courageous strategies die on the plant, their probable never understood. The skill of an association to attain its areas does not be dependent completely on the strong point of will of an only great leader, even upon the efficiency of the organizations restraint of knowledge. A good leadership strategy takes all of these factors into explanation Politis, J. D. (2004 Strategic Leadership is a development, which certifications organisation to be active rather than reactive in shaping its own future. A concentrating organizational lead affords and launches unworkable leadership to Ryanair. A good organisational leader progresses a positive scheme to strategic management, where the management rather than just identifying and answering to alteration. The change in business environment unfair the strategy of Ryanair. New markets or introducing a new service and it also created sources of innovation like a change in market structure, Tie Leadership Development to Business Strategy. Leadership development should originate and end with the businesss strategy and objectives in mind. The respondents well-known that the establishment of an cohesive strategy and system for all managerial development was the leading significance of their learning and development establishments These results imitation an previous study as well Many corporate learning and development establishments The best businesses for leaders consistently execute on the strategies that make for good leadership development. They make enterprise wide standards, practices, and metrics for leadership;Martins, L.L. (1996) Organizational culture is the collective behavior of humans who are part of a society and the meanings that the people to their actions. Culture includes the organization values, visions, averages, working language attach, systems, symbols, principles. It is also the arrangement of such supportive behaviors and expectations that are taught to new executive members as a way of observing, and even thinking and sensation. Organizational culture moves the way people and collections interact with each other, with clients, and with sponsors Ryanair and Marketing Strategy Marketing strategy is very important in order to maintain modest advantage. It is important in order to maintain good relationship with the customers. This is mainly important in the service industry, as well as the hospitality and tourism sector. This is because of the fact that the entire industry is characterized by intensive competition, because of the growing number of competitors in the global market. In addition, the services actuality offered as well as the products being created are hard to differentiate, because the products and services to be offered towards the customers are practically the same Peterson, S. J. (2009) Ryanair were recognized by the Ryan family with an investment segment of a staff of 25. The company launched its first direction in July with daily flights which operate daily from Waterford in the southeast of Ireland to London Gatwick Ryanair is the worlds much-loved airline and works more than 1500 flights daily from 44 sources and more than 1100 low fare routes crossways more than 25 countries, which connect to over 160 terminuses. As a result, it is dynamic for company in this production the emergence of the Internet in the mid-1990s as well as the growth of Intranets and Extranets required airlines to progress their strategy on industrial innovations in order to increase their attractiveness. In addition, they progressively reinvented themselves to main technology suppliers for a wide range of tourism organisations including airlines, travel agencies and Internet travel portals. Cross-cultural understanding influences business relationships, and many training providers offer courses that outline the various basics of the cultural exchange and appropriate ways of doing business with abroad societies. Whilst this is highly applicable, it is valuable to specifically analyse the impact of cultural values on business performs in the tourism industry. Task 2 Chapter 2 Manage culture diversity within an organisation Diversity is much wider topic today Diversity is strangeness or those human capacities that are diverse from outside the sets, to which we belong, yet present in other individuals and groups. Its important to appreciate how these magnitudes affect presentation, inspiration, success, and interactions with others. Organized organizations and observes that have presented barriers to some dimensions of diversity should be examined, challenged, and removed.Diversity also incorporates a wide variety of other differences, including work experience, parental status, educational background, and managing diversity means more than simply observing legal and policy requirements. Managing diversity is defined as planning and executing administrative systems and performs to manage people so that the potential advantages of diversity are maximized Thomas, R.R., 1996 Managing Diversity. Managing diversity means identifying peoples alterations and make out these differences as valuable it improves good organization like Ryanair practices by stopping perception and promoting inclusiveness. Companies should completely redesign the working culture that make possible the scheming of a wide collection of posts that leads to give definition of how work gets done and how diverse markets are approached. All workforces should be held responsible for their performances and human resources results. Companies must create a post bureaucratic organization based upon trust and admiration in which diverse employees are valued and integrated into all aspects of the work. Diversity increases inspiration and innovation and advantages. Diversity helps administrations for inflowing the global arena. Diverse groups mark it possible to improve elasticity and fast reply to change. The cultural impact on management is exposed by humble ethics, attitudes, and beliefs of the people. Culture can mark skill allocation, managerial attitudes, managerial ideology and even government-business relationships. Hall, T. (2005 Managing Cultural Diversity: To manage successfully in a global diverse environment, that essential to identify the differences and learn to use them to improvement, reasonably simply allowing differences to cause difficulties somewhat directors should be skilled how to respect the differences at work and how to work with them to maximize the contribution of each employee, It is a global and diverse company, which works individuals of all confidences. To reproduce the protracted collection of principles followed by their employees they provide prayer facilities across the business and publish religious festivals information sheet on intranet site with the aim of raising awareness on the different cultures across the company. Some religions or beliefs have specific food needs. Ryanair provide a variety of dietary selections to confirm key rations are provided for and foods are considered. In addition, the Ryanair Uniform Committee has adapted the new uniform to ensure that it sustains the company image whilst allowing flexibility to meet key religious needs. Peterson, S. J. (2009) The Employment Equality (Age) Regulations have had a great impression through the Ryanair airline. Prior to the regulation, Ryanair ran attention assemblies to estimate workers views on the changes. There was an extensive choice of answers, maximum persons sensed that the age regulation was an optimistic period and that flexibility was the key to working for longer. Ryanair is working closely with the construction of Terminal 5 to confirm all phases of disability are protected. As a company they are dedicated to confirming that controlled employees can attain their full conceivable. Practical alterations are completed for employees if they are disabled to become disabled whilst working for Ryanair. They work in partnership with the Employers Setting on Disability. They also work with the Disability Rights Commission to support their disability strategy. Flexible working has become significant part of the technique they (Ryanair) work and represents part of a current change of attitude. Ryanair has introduced a number of elastic working enterprises that have progressive women who tend to undertake responsibility for most dependent care. One objective is to increase the focus on work-life balance to encourage women to return near work after maternity leave. It is a priority of our race equality strategy to listen to their ethnic minority employees. Ryanair encourage sharing ideas on how they can work on issues such as career progression, training and development, internal and external recruitment, harassment and bullying. Milliken, F.J.1996 2.1 Theories relating managing culture diversity Workforce diversity is a difficult work to achieve in an establishment. The organization of workforce diversity as a device to raise administrative success cannot be highlighted, especially with modern alterations wide crossways the world Workforce diversity is a main anxiety for maximise of the trades. Workforce diversity, incapacity, old age, human resource management, equal opportunity. The increased flexibility and contact of people from assorted circumstances as a result of better-quality economic and political systems and the acknowledgment of human rights has put most organizations under burden to hold diversity at the work place. The idea of diversity management of Ryanair increased kindness with globalisation and the requirement for more families to banquet globally to influence customers across the world. D.R., (1997) Managing diversity make a modest benefit to Ryanair. Possible benefits of this diversity contain well choices, more achievement in advertising to external and national cultural sectional groups, and an improved passage of economic chance culturally diverse groups comparative to similar groups are new active both in the contact method and work presentation these assistances arise after a diverse group has been together for old-fashioned. Ryanair succeed at diversity if the creativity to make, achieve and price the diverse workforce has the full sustenance of the highest management The organization must connect and worries for diversity to human resource management choices around staffing, group, project, sequence planning, presentation administration, and Managers must know their companys culture principal and then contrivance diversity plans allowing to that culture Diversity of Ryanair in administrations has its assistances but there are some disadvantages of workforce diversity. Some people feel helpless by working with people of a different age, sex, or culture. There is a rise in the cost of training. This increase originates from prices related with meetings, programs and addresses specified to encourage diversity in the company Theories of cultural values Mainly in the workplace, minions expect to be referred. In cultures with a high control distance, dissimilarity is more broadly recognised and power, which is thought by a marginal, is known by the needy majority of people. In a more manly culture leaders are expected to be critical and forceful and struggle is committed by aggressive Uncertainty deterrence rises to the vital for instructions and principles. Weak uncertainty avoidance comprises incentive by attainment and inspiration of inventive ideas and performance. Strong uncertainty escaping specifies a need for rules and some battle to state-of-the-art designs and behaviour. Motivation by safety is likely to be established in civilizations indicating strong uncertainty avoidance. Milliken, F.J.1996 2.2 Different needs and expectations culturally diverse guests Elastic working has becomean important part of the way Ryanair work and signifies part of an on-going change of attitude. There are clear benefits for passengers and for their business and they will continue to support flexible occupied solutions that are appropriate and meet our needs. They support a wide variety of elastic working possibilities that are aimed to meet different types of work. These solutions assist the employee to balance home and work life whilst contributing to the on-going changes wished by the organisation to assist cost reduction.Free and incapacity facilities governments essential to reflect the variety of their clients values, beliefs and cultural expectations. Religious practice Communal and debility facilities workers need to be watchful to the conceivable changes in sacred formal and the influence of a beings religious practice on their politics and value system. Central faith of Ryan air may admiration other beliefs as cults somewhat than official religions however people of any belief have a right to respect.Turner, J., 1985 Incapacity Ryan air needs to contemplate different cultural views of disability and look after of family members with incapacity, positioning the person before the disability, and facilities for people with a disability. Focus on the person, not the disability. Work performs may need to be modified to permit for dissimilar national views and conventions main contact and corporal exchange with the opposite gender. Culturally comprehensive practice It is impractical to assume public and disability services workforces at Ryan air to differentiate the cultural in a fast increasing and extremely modest global market, and in contradiction of the background of the current challenging economic climate, the pursuit of quality has become an organisational imperative for leisure industry trades. Different acuities of quality, yet, make its realisation more problematic, not least since of the very nature of the persons within the market the staff within vacation industry businesses and guests. Lawson, R., 2002 The relationship between cultural realization and superiority There is a correlation between the equal of national realization of the travel business and the following perception of product, service quality on the part of the tourist. Increased customer satisfaction is likely to follow as a result of improved staff cultural awareness and following development of ethnically appropriate products and services. It is significant for tourism businesses and purposes to take this into account in the provision of products and services. Cross-cultural understanding influences business relationships, and many training providers offer courses that outline the various basics of the cultural exchange and appropriate ways of doing business with abroad societies. Whilst this is highly applicable, it is valuable to specifically analyse the impact of cultural values on business performs in the tourism industry. Wendy. (2004, March Undoubtedly the tourism industry and culture are inextricably linked in that it is often the search for a cultural exchange that is an inherent part of the motivation for the tourist to travel. As already illustrated, to meet expectations there is a need for cultural awareness, both on the part of the individuals travelling and, equally importantly, tourism businesses. Customer loyalty is often affected by the perception of the level of service provision. Another aspect of culture is body language and whilst subtle, it is easily possible to offend through inappropriate gestures that demonstrate a lack of respect and subsequently undermine the business relationship. The National Centre for Languages stresses the requirement for cultural skills in business, specifically the tourism industry, indicating that cultural and language skills are beneficial for, amongst others, hotel reception, tourist attraction and restaurant staff, in welcoming guests, dealing with enquiries, taking bookings and guiding visitors. 2.3 Techniques for managing and building team with a culture diverse workforce Teambuilding Insignificant businesses depend on teamwork, objective as significant as their improved accompaniments. When a minor group of people starts employed to near common goals and making results that improve up to more than the amount of the portions, it becomes a team. Positive team employed gets consequences in all areas, including auctions, IT, problem solving and handling new projects. People work more effectively and their inspiration and loyalty to business are also increased. Starting and conference the team, important sides, Positive side assemblies, solving problems. Cultural Diversity in the Workplace, Paglis, L. L. (2002) gradually various incomplete work to the globalization of profitable, nationwide competence is conceivably the most leading ability for effective work presentation in this century. Social competence is the ability to collaborate successfully with persons from different beliefs. This capability of Ryanair is needy on awareness of ones own cultural worldview, information of worldviews, compliant to cultural variations, and multicultural services. Managing culture diverse workforce Developed cultural capability consequences in capability to appreciate, connect with, and efficiently cooperate with peoples crossways cultures, work with varying culture calendar Communication:Providing evidence precisely and punctually is dangerous to effective effort and team presentation.