Literature Review of Cultural Leadership Essay Example for Free

Literature Review of Cultural Leadership Essay Cultural leadership is a diverse subject to touch upon. This aspect of leadership is constantly growing and changing. People should not look into cultural leadership with biased opinions. Dividing cultural leadership into sub groups just gives people an opinion on how to look at people differently. Cultural leadership should be looked at as a whole, as we are one, working together, with the same goal to be successful. Cultural leadership profiles are used to classify what followers expect from leaders in ten cultures cluster groups comprising of sixty-two countries. Six different leadership behavior classifications are used to show what profile is dominant in varying strengths in each region. A successful leader involves more than just planning, coordinate, managing and supervising. A successful leader also has the ability to deal with all genres of people. Whether in involves ethnicity, sexual orientation or people with different cultures. The success of an organization is highly impacted by its culture, which is part of a strategic planning of an organization. What is culture? Culture is defined as the universally shared beliefs, values, and norms of a group of people. Two factors that can hinder cultural awareness are ethnocentrism and prejudice. It is challenging for leaders because it averts them from fully understanding the world of others. Prejudice has a negative impression because it is self-orientated and restrains leaders from seeing the many sides and qualities of others. Whatever makes them unique is their culture. Having a clear understanding of one’s culture, communicating with each other will be much more efficient. Culture has been the attention of many findings across a variety of principles. In the past 30 years a significant number of studies have focused on specifically on ways to recognize and categorize the various dimensions of culture. Determining the rudimentary dimensions or charismas of different cultures is the first step in being able to recognize the relationships between them. Ever since World War II, globalization has been progressing throughout the world. Globalization is the increased interdependence (economic, social, technical, and political) between nations. People are becoming more interconnected. There is an increasingly significant amount of international trade, cultural exchange, and use of worldwide telecommunication systems. In the past ten years, our schools, organizations, and communities have become a lot more global. Increased globalization has created many challenges as well, for example the need to design effective multinational organizations, to identify and select appropriate leaders, and to manage organizations with culturally distinctly different employees. Globalization has also fashioned a need to understand how cultural differences affect the leadership performances. Globalization also created the requirement for leaders to become knowledgeable in cross-cultural awareness and practice. First, leaders need to understand business, political, and cultural settings worldwide. Second, they should learn the perspectives, tastes, trends, and technologies of multiple cultures. Third, they basically need to be able to work concurrently with people from many cultures. Fourth, leaders must be able to familiarize to living and communicating in other cultures. Fifth, they need to acquire to relate to people from other cultures from a position of equivalence rather than cultural supremacy. Anthropologists, sociologists, and many others have questioned the meaning of the word culture. Because it is a theoretical term, it is hard to define, and many different people often define it in unrelated ways. Here, culture is defined as the learned beliefs, values, rules, norms, symbols, and traditions that are common to a group of people. It is these shared qualities of a group that make them matchless. In summary, culture is the way of life, different customs, and script of a group of peoples. Related to culture, are the expressions of multicultural and diversity. Multicultural indicates an approach or classification that takes more than one culture into interpretation. It mentions to the existence of multiple cultures such an African, American, Asian, European, and Middle Eastern. Multicultural can also denote to a set of subcultures defined by race, gender, ethnicity, sexual orientation, or age. Diversity signifies to the subsistence of different cultures or ethnicities within a group or organization. Ethnocentrism is the inclination for beings to place their own group (ethnic, racial, cultural) at the center of their interpretations of others and the world. People tend to give importance and value to their own beliefs, attitudes, and values, over and above other groups. Ethnocentrism is the sensitivity that one’s own culture is better or more expected than the culture of others. Ethnocentrism is a worldwide tendency, and each and every one of us is ethnocentric to some degree. Ethnocentrism can be a major impediment to effective leadership because it averts people from fully understanding and/or respecting the perspectives of others. The more ethnocentric we are, the less open or accepting we are of other people’s cultural customs and practices. Prejudice is a general continual attitude, belief, or emotion believed by an individual about another individual or group that is based on defective or unproven statistics. It refers to assumptions about others based on previous decisions or occurrences. Prejudice involves obstinate generalizations that are impervious or change or evidence to the opposing. Prejudice is often thought in the framework of race. In addition to combating their own prejudice, leaders also face the experiment of dealing with the prejudice of followers. These prejudices can be toward the manager or the leader’s culture. Additionally, it is not infrequent for the leader to face followers who symbolize several culturally different groups, and these groups have their own prejudgments toward each other. A experienced leader needs to find ways to negotiate with followers from numerous cultural backgrounds. Training programs about culture and diversity have been admired for many years. At the center of these programs, people are educated about the degrees and characteristics of different cultures, and how to be perceptive to people in other countries and cultures. Considerate about issues about culture is useful in several ways. The discoveries about culture can help leaders recognize their own cultural biases and inclinations. Tolerant of their own preferences is the first step in accepting that people in other cultures might have different predilections Additionally, the findings help leaders to apprehend what it means to be a noble leader. Different cultures have different ideas about what they desire from their leaders. These verdicts help our leaders adapt their style to be more operative in different cultural settings. Third, the findings help leaders correspond more effectively across cultural and geographic boundaries. By considering cultural differences, leaders can become more empathic and precise in their communication with others. Information on culture and leadership has also been applied in very concrete ways. It has been used to construct culturally perceptive Web sites, design new employee orientation programs, organizing programs in relocation training, advance global team effectiveness, and expedite multinational merger implementation. These illustrations clearly specify the wide range of applications for research on culture and leadership in the workplace. GLOBE researchers allocated the data from the 62 countries they studied into regional masses. These masses provided a expedient way to investigate the similarities and differences between cultural groups, and to make significant generalizations about culture and leadership. In sum, these regional masses exemplified a valid and dependable way to differentiate countries of the world into 10 distinct groups. The GLOBE studies compromise the greatest body of findings to date on culture and leadership. GLOBE researchers studied how 17,000 managers from 62 different countries perceived leadership. They evaluated the similarities and differences between regional clusters of cultural groups by grouping countries into 10 distinct clusters; the outcome was a list of leadership attributes that were universally recognized as positive and negative. The representation of an ineffective leader is someone who is asocial, malicious, self-focused, and autocratic. The conceptualization of leadership used by GLOBE researchers was consequential in part from the work of Lord and Maher on implicit leadership theory. Concurring to implicit leadership theory, individuals have implicit beliefs and opinions about the qualities and theories that differentiate leaders from non-leaders and effective leaders from ineffective leaders. â€Å"Leadership is in the eye of the beholder.† Leadership refers to what people see in others when they are demonstrating leadership behaviors. To depict how different cultures view leadership behaviors in others, GLOBE researchers identified six global leadership behaviors: * Charismatic/Value-Based Leadership: Reflects the ability to inspire, to motivate, and to expect high performance from others based on strongly held core values. This kind of leadership includes being visionary, inspirational, self-sacrificing, trustworthy, decisive, and performance oriented. (Peter Northouse 2012). * Team-Orientated Leadership: Emphasizes team building and a common purpose among team members. This kind of leadership includes being collaborative, integrative, diplomatic, non-malevolent, and administratively competent. (Peter Northouse 2012). * Participative Leadership: Reflects the degree to which leaders involve others in making and implementing decisions. It includes being participative and non-autocratic. (Peter Northouse 2012). * Humane-Oriented Leadership: Emphasizes being supportive, considerate, compassionate, and generous. This type of leadership includes modesty and sensitivity to other people. (Peter Northouse 2012). * Autonomous Leadership: Refers to independent and individualistic leadership, which includes being autonomous and unique. (Peter Northouse 2012). * Self-Protective Leadership: Reflects behaviors that ensure the safety and security of the leader and the group. It includes leadership that is self-centered, status conscious, conflict inducing, face saving, and procedural. (Peter Northouse 2012). Cultural Leadership in organizations always seems to miss the discussion of how leadership keeps culture in organizations stable. Charisma is where it all begins. Therefore having multiple cultural leaders helps to resolve this issue. Most leaders do and say different things, but in the end, everyone just wants success. Whether that success is culture, coordination, or a profitable business, or all of those things, many people learn to cope with differences by experience. Experience is the best form of knowing, therefore, to be a great leader; you have to start somewhere. The leader, the followers, and the situation, all have to do with leadership. As well as playing a significant role in cultural leadership. Or any type of leadership for that matter. Personal qualities, perceived situation, vision and mission, followers’ and attributes, leader behaviors, performance, administrative actions, use of cultural forms, and the use of tradition all are key elements to a successful leader, their followers, the business, and the outcome of the business, organization, company. Multicultural is increasing all over the world. Even though America is known as the melting pot, everywhere across the world have cultural behaviors within their organization. Ethics affects leadership, as well as tradition. But studies complied on cross-cultural leadership have been attained, and this helps us to understand the differences between different cultures from our own. Decaregorization is a cultural leadership style for employees to become more aquinted with one another. This style helps companies get to know onw another and interact in a positive manner doing something else besides work. The leader would old a funraiser, etc. Therefore, rather than group-based interactions, this approach will focus on individuality. The following quotes are crucial to cultural leadership, and accepting differences among others. â€Å"Moral excellence comes about as a result of habit. We become just by doing just acts, temperate by doing temperate acts, brave by doing brave acts.† – Aristotle, Nichomachean Ethics (350 BCE). â€Å"Lead them with culture and regulate them by the rules of propriety, and they will have a sense of shame and, moreover, set themselves right.† – Confucius (5110479 BCE). The results of ethical leadership came up with six main themes from the responses of all six societies. Accountability, consideration and respect for others, fairness and non-discriminatory treatment, character, collective orientation – organization and social, openness and flexibility. Each society is unique, and to understand the differences, you must experience it firsthand. Reading and learning will only give your insight. Aforementioned cultural leadership must be learned in person, by the leader and its followers, for they are working towards a common goal. Leadership profiles are used to describe how cultures view leadership behaviors. There are six leadership behaviors identified by Globe researchers, they are: charismatic/value based, team-oriented, participative, humane- oriented, autonomous, and self-protective.( House Javidan, 2004) Charismatic/value based leadership is being visionary, inspirational, with the ability to motivate high performance from others based on strongly held core values. Team-oriented leadership is instilling a common purpose among team members to encourage a team effort by being collaborative, diplomatic, and administrative competent. Participative leadership involves making others in the decision making process and includes being non-autocratic and participative. Autonomous leadership is being unique, independent, and a individualistic leader. Humane-oriented leadership is being modest and sensitive to other people, being supportive, compassionate, and generous. Self-protective is self-centered, face saving, status conscious, ensuring the safety and security of the leader and group. There are ten distinct groups to differentiate countries of the world into regional clusters ( e. g. Ronen Shenkar, 1985) Middle East, made up of Qatar, Morocco, Egypt, Kuwait, and Turkey. Nordic Europe which includes Denmark, Finland, and Sweden. Latin Europe comprising Israel, Italy, Spain, Portugal, France, and Switzerland. Latin America made up of Ecuador, El Salvador, Columbia, Bolivia, Brazil, Guatemala, Argentina, Costa Rica, Venezuela, and Mexico. Southern Asia which includes The Philippines, Indonesia, Malaysia, India, Thailand, and Iran. Sub-Saharan Africa consisting of Zimbabwe, Namibia, Zambia, Nigeria, and South Africa. ( Black caucus) Anglo consists of Canada, the United States, Australia, Ireland, England, South Africa( white caucus) and New Zealand. Confucian Asia includes Singapore, Hong Kong, Taiwan, China, South Korea, and Japan. Eastern Europe is Greece, Hungary, Albania, Slovenia, Poland, Russia, Georgia, and Kazakhstan. Germanic Europe includes Austria, The Net herlands, Sweden, and Germany. Middle Eastern culture and leadership perceived to be effective in this region of the world are the interrelationships among societal culture, organizational culture and leadership methodologies. Data collected from four Middle Eastern nations (Iran, Kuwait, Turkey, and Qatar) provide an insight into the framework of societal and organizational values and management practices in Arab countries. The great majority of the population in Iran, Kuwait, Turkey, and Qatar are muslins. Turkey has a formal state ideology; the state is independent of religious rules and is run by secular rules mostly adapted from the west. Iran, Kuwait, and Qatar are not secular, but religious laws dominate. Also differences in the Islamic sects, Iran being predominately â€Å"shiite†, Kuwait, Turkey, Qatar people largely â€Å"sunni†. Language may account for part of the differences in Middle East region, while Islamic religion seems to be a common attribute. In making plans and forecasts all four nations are below average and very close to each other, which involves the concept of fate embodied in Islamic beliefs. Effective leadership attributes in Middle Eastern societies have universalistic characteristics and some culture-specific attributes with participation having a different meaning compared to western societies, being centered on satisfaction of egos rather than to improve quality of a decision. Organizational leaders tend to be more sensitive to local cultures and traditions and more future-orientated practices, plus promote change.( Introduction to the special issues on Leadership and Culture in the Middle East, Hayat Kabasakal and Ali Dastmalchian) Face saving and status are important characteristics of effective leadership, and deemphasizes charismatic/value based and team- oriented leadership. Looking after one’s job and security is of the upmost priority for most leaders in this group category. Diversity of management systems exist across contemporary Europe, and societal culture diversity remains unquestionable and frequently preserved as much as possible. The formation of the European Union has opened up all borders, increasing diversity if cultures, all intermingling, changing cultural clustering, and cultural divide between eastern and western Europe. Prior studies of cultural distinctions, cross-cultural studies between east-west and north-south European distinctions are changing from prior data and may need further studies. Managers in Germanic countries make more participative decision-making behavior, central Europe makes more autocratic decisions. West European (Nordic, Anglo, Latin) empathize more â€Å"Equality â€Å"or egalitarian commitment. East and near East countries lean more toward hierarchy or conservatism. North Europe has shown to favor equality and participation, while managers from Southern Europe prefer more hierarchy. A coaching leader is preferred in North Europe, while preference is for a directing leader in South Europe. While self centered and malevolence are seen as impeding leadership in all clusters. Eastern Europe leader would be independent while maintaining strong interest in protecting their position as leader. Nordic Europe want leaders who are inspiring and involve others in decision making, not concerned with status and other self-centered attributes. Anglo Europe want leader to be exceedingly motivating and visionary, considerate of others, team orientated and autonom ous and not autocratic. Latin America leader is charismatic/value based but somewhat self serving, collaborative and inspiring. Confucian Asia leader works and cares about others but uses status and position to make independent decisions without input of others. Sub-Saharan Africa sees effective leadership as caring, should be inspirational, collaborative, and not excessively self centered. A portrait of a leader who is high in integrity, is charismatic/value based, and has interpersonal skills is one whom almost everyone would see as exceptional. (Dorman et al. 2004) After major corporate failures and financial failures of banks and other high impact institutions, being honest and trustworthy could be a high priority for leadership positions in all culture groups. Other personal traits or learned skills would be useful and desirable attributes but lower on the priority scale. Being positive and intelligent definitely would be useful as a leader of any type of venture or business. There are a lot of other positive attributes that would be desirable for leadership; among them is one that plans ahead, having foresight to accurately see what is coming up in near and long range time predictions. Being a team builder, instilling confidence in others encouraging them with a just and dependable example. Personal traits such as being administrative skilled, decisive, and motivating people to be excellence oriented would be very beneficial to any leader and followers. Leaders should be aware and knowledgeable of the many undesirable attributes that can be obstacles in being an effective leader. Being a loner and anti-social would be very negative in showing followers your concern for them and gaining their confidence. The most visible and destructive undesirable attribute in recent events is that of being ruthless, as you would think of people in financial leadership of banks and wall street that caused the massive collapse of the world economies. Being dictatorial and egocentric is very bad for keeping a positive relationship with followers. Personal traits like being irritable and non-cooperative would be hard to understand by followers. There are many strengths associated with classifications of culture groups into clusters that can be easily be utilized for leadership profiles so as to provide a data base of reference for managers of international corporations. Providing valuable asset for training more efficient leaders is one of the strength, it also provides a good understanding of how different cultures have an impact upon leading a workforce into better cohesion and productive atmosphere in the workplace. What followers expect from leaders is a signal to upper management as to what type of person would be more effective with a certain culture group. A second strength could be that this provides useful information/guidelines about what is accepted as good and bad leadership, a yardstick for managers/leaders to measure how do I measure up? Leadership and culture are two separate studies, but inseparable in effective leadership programs. There are some criticisms on culture and leadership classification studies in that a lot of findings about perceptions of leadership in different cultures do not provide a clear set of assumptions and propositions that can be used to provide a single theory about the way culture influences the leadership process. Another one would be in that some of the terms used are hard to understand without any education about the diversity of world culture. The meanings of some terms are very vague. The conceptualizations in these studies of culture and leadership integration has had varying reception from people on that it being a process of being perceived by others as being a leader. Also the way a provocative list of universally endorsed desirable and undesirable leadership attributes are presented. Different cultures have different ideas about what they want from their leaders. Understanding the diversity of cultures in the workplace today can be very positive for leaders and followers in their pursuits. While there are many studies on culture leadership and the GLOBE Study, there is also a model that helps leaders in achieving effective cultural leadership. In that it helps them understand the difference that exits among national cultures. The model was developed by Geert Hotstede. In his research he outlines the variation of national culture into five dimensions. They are as follow: individualistic/collectivistic, high power distance/low power distance; high and low uncertainty avoidance, achievement/nurturing; and long-term/short-term orientation. Familiarity with the GLOBE Study and the Hofstede model, leadership culture is made easy and will increase organizational effectiveness. This will also create better relationship among nations. This will benefit the common good of all through respect and better communication. Individualistic people; according to Hofsede, worry about themselves and that of those who are close to them or who are like them. They tend not to trust outsiders. In contrast, collectivistic work in groups, much like team players. The second dimension of Hofsede’s study is power distance. Some cultures have accepted high power distance and others low power distance. High power distance cultures display great respect for those in authority or power holders. This model is seen based on the difference between leaders and their followers. It is obvious in pay scale, benefits and promotions. Though lower power distance: power is distributed more equally among group members; there is much lateral communication line between subordinates and leaders. Third dimension is high uncertainty avoidance. This dimension is concerned with the impact of societal norms, ritual and what is being done in avoiding uncertainty. Organizations want to be able to predict the future based the rules of cultures are used. They live under constant stress because of fear of the future. In contrast; low uncertainty avoidance is comfortable with risks, they do not impose or create friction over differences in behaviors and or others opinions. Those cultures in the low uncertainty avoidance tend to be more tolerant of others. The next dimension is achievement; those belonging to this group tend to be more aggressive. They are assertive, they are confrontational, there is a lot of greed for money and they lack humility. They encourage competitiveness among them and others. Whereas the opposite of that is nurturing, they value relationship and are genuinely concern about the wellbeing of others. The last set of dimension of natural culture is long-term orientation. They are optimistic of the future and they are persistent. Though short-term orientation, they stay in the past, they place high importance on values of the past. In addition to the Five Dimensions of National Culture as described by Hofsete, there is for additional dimensions that affect cultural leadership. They are as follows, and I quote as listed in Northouse (2010): * Institutional Collectivism: An organization or sociality encourages institutional or societal collective action. (Peter Northouse 2012). * In-Group Collectivism: People express pride, loyalty, and cohesiveness in their organizations or families. In-group collectivism is concerned with the extent to which people are devoted to their organizations or families. (Peter Northouse 2012). * Gender Egalitarianism: An organization or society minimizes gender role differences and promotes gender equality. (Peter Northouse 2012). * Assertiveness: People in a culture are determined, assertive, confrontational, and aggressive in their special relationships. (Peter Northouse 2012). * Future Orientation: People engage in future-oriented behaviors such as planning, investing in the future, and delaying gratification. (Peter Northouse 2012). * Performance Orientation: An organization or society encourages and rewards group members for improved performance and excellence. (Peter Northouse 2012). * Humane Orientation: A culture encourages and rewards people for being fair, altruistic, generous, caring, and kind to others. (Peter Northouse 2012). Through all of the studies it has been concluded that there is exact correlation between the culture of an organization and its effectiveness. And it also shows that a lot of those dimensions have a negative impact on the organization. In conclusion, cultural leadership is one of the major principles every organization, company, person needs to fully grasp. For decades, many researchers have been prophesying that globalization, increased technology, civil rights legislation, and changing demographics will generate new encounters for leaders who administer a diverse organization. All of these elements place a considerably improved probability that workers from both genders, diverse nationalities, ethnic backgrounds, numerous races, and a mixture of religious will be essential to work jointly. This in sum, employees must work together to create a positive environment. This is what naturally will happen, and this is an international effort. References Leadership Theory and Practice Fifth Edition Peter G. Northouse Introduction to the Special Issue on Leadership and Culture in the Middle East(2001) Hayat Kabasakal Ali Dastmalchian Cultural Variations Across European Countries(2000) Felix C. Brodbeck Michael Frese THE INTERNATIONAL JOURNAL OF INTERDISCIPLINARY SOCIAL SCIENCES (http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=a2b5ee8b-a9d2-4bae-a8ed-16919582d9c5%40sessionmgr115vid=4hid=14) Chrobot-Mason, Donna, Ruderman, Marian N. Weber, Todd J, Oholott, Patricia J, Dalton, Maxine A. (Nov 2007) Illuminating a Cross-Cultural Leadership Challenge: When Identify Groups Collide. Volume 18 (11) 2011 (26). Retrieved From http://discover.linccweb.org/primo_library/libweb/action/display.do

Angels and Demons by Dan Brown Essay -- Angels and Demons Dan Brown Es

Angels and Demons by Dan Brown Title of the book: Angels and Demons Author: Dan Brown Year original book was published: 2000 Four words to describe the author: Cosmopolitan, Witty, Articulate, Sophisticated Characters in the book: The Hassassin: Strong, Merciless Commander Olivetti: Disciplined, Stubborn The Camerlengo/Janus: Deceitful, Powerful Cardinal Mortati: Fortunate, Patient Robert Langdon: Clever, Cautious Leonardo Vetra: Humanitarian, Loving Victoria Vetra: Gorgeous, Dangerous Maximilian Kohler: Cold, Ruthless Setting of the book: This novel takes place during present times, but has several historical facts dating back several hundred years. The setting takes place from Harvard University in Massachusettes to Rome, Italy where Vatican City is located. The story takes place from underground tunnel systems and secret society dungeons and lairs, to the inside of famous architectual feats such as the Vatican Archives. Was the setting very important or not so important to the events of the story? Yes, the setting was absolutely crucial for this novels plot and storyline. With the entire story devoted to the Catholicism and its root of power, Vatican City had to be the setting for this exciting novel. Without Vatican City and Rome in our story, the most critical details would have been forgotten. Without factual settings and places to help build and construct the thrilling and action packed scenes, the reader would have difficulty following along with this fast pace trek. What is the main conflict in the book? There were three major conflicts in this novel, all of equal importance to the stories plot. With the Anti-Matter device threatening to blow up Vatican City and half of Rome, the Illuminati Hassassin kidnapping cardinals, leaving them for dead on the eve of â€Å"conclave,† and trying to keep everything from the public gives this book mulitiple conflicts. How was this conflict resolved? The conflict is resolved when Robert and Victoria are no longer able to save anymore Cardinals lives, but follow the suspected Hassassin. When they reach him, Victoria is captured and Commander Olivetti is murdered. When Robert follows the Hassassin and frees Victoria, killing the Hassassin in the process, they return to Vatican City and the Camerlengo. With the Camerlengo’s help, they are are able to locate the Anti-Matter device and... ...d eye, has now gone missing.   Ã‚  Ã‚  Ã‚  Ã‚  Vittoria and Robert travel to the Vatican in an attempt to help find the canister (before it†¦explodes!) and bring all things dark into the illumination, so-to-speak. They get to The Vatican just in the nick of time- it is about to be closed since the papal election is about to start- but they do get in. The horror of it is-should the anti-matter canister explode, the entire upper echelon of the Catholic Church would be wiped out in an instant. Brown’s conjecture here is that so would a lot of the wealth of the Catholic Church, because all those rumored â€Å"treasures of the Vatican† would be vaporized in the fireball. And then, with the deaths of a lot of Catholic Church leaders gathered in Europe, and the erasure of a lot of the Catholic Church’s money, it would he only a matter of hours before the church would all fall apart like a big house of cards, and then, presumably, would all the Protestant and Independent churches all come tum bling down, and Christianity would Be No More. Meanwhile, back at the Rancho-de-Vaticano, helped by the Swiss Guard, Robert and Vittoria do their best to solve the riddles and right the wrongs†¦before it is too late.

Ethic Essay Essay

Assume that Mark pledge to look after his sister’s son while she goes to the grocery store to buy some food. Instead, he goes to a computer shop to play poker in the internet. Supposedly, Mark should find another person to baby-sit the son of his sister. This is the moral responsibility of Mark for his obligations to the child and his mother. Secondly, Mark’s sister has also a moral responsibility in circumstances when it would be right to ethically commend or hold responsible Mark for his actions. If Mark failed to find a baby-sitter, he is morally responsible for the failure of his sister to buy some food in the grocery store. Mark’s actions are reflected to moral agents. Agents are reflects to situations and intensions of actions (Q1 & Q2). I found my self altruistic to other people. If I have something (i. e. some money, food, clothes, etc. ), I intend to give it to other people. I didn’t count those things but I just want to help other people even at small things. Altruism in ethical concept in psychology is the purposeful pursuit of welfare of other people and/or public interest. In layman’s term, the concept of altruism is the unselfishness of one person for the welfare of other people (other than his/her family). I find it odd since I’m attracted towards helping other people like beggars and street people and charities rather than giving help my family’s lives (Q3 & Q4). The top three values I have are being altruistic, kind, and serious. I think these values came from my family and the culture we have. I also think that being altruistic and kind are some of the professional ethics in psychology that are most compatible with my personal values. The notion of psychological egoism I believed is the notion where people are inspired by self-interest and concerns to others for the reason that this kindness will be returned back to them and will benefit them. (ETHICAL PRINCIPLES OF PSYCHOLOGISTS AND CODE OF CONDUCT, 2002). Conversely, this is only a viewpoint of how things are but not what is expected to happen or ought to be (Q5 & Q6). References ETHICAL PRINCIPLES OF PSYCHOLOGISTS AND CODE OF CONDUCT. (2002) American Psychological Association.

Southeastern Promotions, Ltd. V. Conrad Case - 1668 Words

Cloe Michaud History 11 Southeastern promotions, Ltd. V. Conrad In 1974, the Southeastern promotions, Ltd. V. Conrad case came to the Supreme Court. This came to the court because they believed it violated the First Amendment. The First Amendment protects freedom of religion, speech, press, petition and assembly. In Southeastern Promotions, Ltd. V. Conrad it was argued that Southeastern Promotions was stripped of their freedom of speech because they were denied the use of the Tivoli Theater in Chattanooga, Tennessee to put on the rock musical Hair. The Supreme Court had to uphold the First Amendment while still allowing the theater to keep their reputation of being a family establishment. Southeastern Promotions wanted to put on the†¦show more content†¦Then it was brought to The United States Circuit Court of Appeals for the Sixth Circuit and that court affirmed the decision of The Districted Court (The Oyez Project). When the case was brought to the Supreme Court, the Supreme Court had to make sure they balanced the First Amendment rights along with the requests of the theater in upholding their family theater reputation. The Supreme Court finally ruled that that Chattanooga’s denial of the request was a â€Å"prior restraint† and violated the free speech clause of the First Amendment (The Oyez Project). A prior restraint is â€Å"the prohibition of expression before it is spoken or published (Friedman 68). There were 6 votes for Southeastern Promotions, Ltd. and 3 votes against. There was one majority written along with a concurrence and a dissent. Both the majority opinion and the dissenting opinion were strong in this case, but the majority opinion won. The majority opinion wanted to make sure the jury remembered that the theater needs to be treated as a public space and therefore be protected under the First Amendment. As stated in the majority opinion By its nature, theater usually is the action out -- or singing out -- of the written word, and frequently mixes speech with live action or conduct. But that is no reason to hold theater subject to a