Fluent Essays

Students must use APA formatting for your personal philosophy project research paper and presentation.- research paper: 3-5 pages- presentation: 8-10 PowerPoint slides see attached _wrte_led_phil__xid_47058363_2.pdf _dev_lead_phil__xid_47058364_2.pdf shm_hw__1_.docx Unformatted Attachment Preview IOMA’S PAYROLL MANAGER’S REPORT Follow These Steps to Write Your Own Leadership Philosophy A few questions to consider as a payroll manager: Are you taking full advantage of your payroll coordinator’s strengths? Are you able not only to motivate your data entry clerk, but to inspire passion for meeting department goals? Do your staff understand and buy into your vision for the department? Do you even have an articulated vision? If you answered yes to these questions, congratulations: You’re an impressive leader. If not, don’t despair. You simply need to create—and live by—a personal leadership philosophy. Pssst: There’s a new book on the market that will help you do it right. Written by two military veterans, Ed Ruggero (a West Point grad) and Dennis F. Haley (a Navy Academy grad), The Leader’s Compass: Set Your Course for Leadership Success (Academy Leadership Publishing; cost: $14.95; available in bookstores nationwide) is the story of how one manager developed his personal statement on what he expects from his team and from himself. Presented as a work of fiction, The Leadership Compass shows how (and why) to create your own “compass.” Ultimately, having a personal leadership philosophy allows your staff (and your boss) to know what you expect, what you value, how you’ll act, and how you’ll measure their performance. A narrative to success: The plot summary. The protagonist in The Leadership Compass is Guy Cedrick, a top performer with a marketing and design firm thrust into a leadership position. Assigned to manage the company’s newest divisions, he is suddenly faced with overwhelming challenges: He’s expected to motivate and challenge a group of new employees—and his superior design OCTOBER 2003 skills are no help at all for his new role. He’s in over his head, he can’t control his employees, and a critical new project hangs in the balance. At home one weekend, he borrows some gardening tools from his neighbor Stanley Sabato, a retired Navy commander. He explains his workplace struggles to Stanley, and the two men embark upon a conversation that continues for several months ... and the remainder of the book. As Guy learns about the nature of leadership from his wise, older neighbor, he begins slowly to bring order to his chaotic work world. He understands the animosity of a difficult employee, convenes an all-nighter to rescue the floundering marketing project, and forges strong connections with his team. The book culminates in Guy’s written leadership philosophy—and instructs you on how to write one for yourself. What should your leadership philosophy include? Personal values such as honesty, commitment, and respect for others come first—these are all essential for an effective leader. Next, articulate your priorities for yourself and your department, your expectations of your staff, and how you will evaluate them. Then, outline how you will carry out your responsibilities. Finally, be brave: State what your staff (and boss) can expect from you. Ruggero and Haley recommend these five steps to developing a thorough leadership philosophy that will serve you and, ultimately, your department and organization well: 1. Define how you see an effective leader. The best way to do this is to list the qualities of the “best” and “worst” leaders you have known. PMR note: Don’t restrict this list to individuals from the workplace, but think of all the individuals in your life who have made you want to excel, do the best you could, and more. Consider how they were able to inspire you. The purpose of this exercise is for you to define good leadership Publisher: Lee Rath Editor: Donis W. Ford Executive Director: David L. Foster Managing Editor: Maggie Shaw Editorial Coordinator: Stephanie Mannino Design: David Allikas IOMA’s Payroll Manager’s Report (ISSN 1098-2244) is published monthly for $289 per year by the Institute of Management & Administration, Inc., 29 West 35th St., New York, NY 10001-2299. ©2003. Institute of Management & Administration, Inc. Internet address for subscription inquiries: subserve@ioma.com. Periodicals postage paid at New York, N.Y. and additional mailing offices. POSTMASTER: Send address changes to IOMA’s Payroll Manager’s Report, 29 West 35th St., New York, NY 10001-2299. 212-244-0360; FAX: 212-564-0465. Subscribers are invited to make periodic copies of sections of this publication for professional use. Systemic reproduction or routine distribution to others, electronically or in print, is an enforceable breach of intellectual property rights. IOMA offers easy and economic alternatives for subscribers who require multiple copies. Contact Randy Cochran at 212-244-0360 ext 640 (rcochran@ioma.com) for further information. 3 IOMA’S PAYROLL MANAGER’S REPORT through your personal experiences with teachers, preachers, children, friends, the president of the PTA, and others. Don’t overlook negative experiences: How people sapped your self-confidence and motivation. 2. Compare and contrast the “best” and “worst” lists. What do the similarities and differences tell you about your idea (ideal) of leaders? Consider the qualities Kenneth Krum, CPP, payroll manager with KidsPeace Corp. (www.kidspeace.org), outlined in his How to Be an ‘Awesome’ Boss presentation on awesome/awful bosses at the American Payroll Association Congress in Las Vegas (see the sidebar, “How to Be an ‘Awesome’ Boss”). Write a short paragraph describing both “good” and “bad” leaders. This will form the basis for your own analysis. 3. Use your description to analyze your leadership style and personality. Which characteristics do you have? How important are they to you? To others? Pick the top three to five stated or implied values. Get them down in writing as if you were explaining them to a child. State the ethical rules you infer from these values. Are you generous with your appreciation of a job well performed? Are you a manager or a manipulator? Not once in the past six years has Kenneth Krum, CPP, payroll manager with KidsPeace Corp. (www. kidspeace.org), had to ask his staff to stay late to get work done. Perhaps it’s the example he sets by being willing to cover for his staff. Perhaps, too, it’s because Krum places the emphasis on the “work” and not “when” you work. 4. Now that you have the values and ethical rules, translate these into leadership principles. These are the qualities that you will model and that you want to see in others. Krum told attendees at the American Payroll Association Congress in Las Vegas, “I don’t care when [staff] are in the office, so long as the department is adequately covered and the work gets done.” Krum offered fellow payroll managers the following insights into being an “awesome boss”: 5. Finally, list your specific likes, dislikes, hot buttons, and pet peeves. This gives you insight into how your staff can send you “off the deep end” and how you might also “grate on their nerves.” At this point, you should have the first draft of your philosophy. Review it, set it aside for at least a week, review it again, make corrections, and set it aside for another week. Keep doing this until you are satisfied with the philosophy. l Allow your staff to own their work. Give them control over their tasks and empower them to make meaningful contributions to their jobs. The “awesome” boss encourages staff to use their own judgment and take risks without fear of being fired. l Support staff’s ambitions. Remember: Employees need different types of support. Some need to know you are there to back them up when necessary— an open-door policy can help with this, as can specific assurances. l Show respect to those who report to you. It’s as simple as the difference between “We work together” and “You work for me.” l Provide opportunities for personal development. Send your staff to seminars. Create meaningful training. Push staff to go for their CPP or FPC. l Practice active listening. Keep dialogue going. Offer feedback often. If the feedback is negative, Krum recommends you give it immediately. Contrast these qualities with the “awful boss” who is controlling, exhibits favoritism, and creates a culture of internal competition by pitting people against each other. What’s the most egregious sin of the awful boss? Using a double standard: When you take a long time, you’re slow, he’s thorough. When you make a mistake, you’re an idiot, he’s only human. 4 OCTOBER 2003 Throughout the process, follow the advice of General Ulysses S. Grant, who said, “Write as if sending a telegram to a fool that will be prepaid by a miser.” In other words, be complete, but not verbose. Putting your personal leadership philosophy into play. Distribute your written philosophy to staff and discuss it with them. Make sure they understand it and what it will mean to them in their day-to-day work lives. Finally, live by your own philosophy—to the letter. Remember, your subordinates expect you not only to show them the standard of excellence but also train them to reach it. They expect you to lead by example. Moreover, they expect you to keep them informed and to care for them. You may have to ask your payroll coordinator to make extraordinary sacrifices to achieve goals (especially around yearend). If you have trained your people to your standards, inspired their willingness, and consistently looked after their interests, they will be prepared to accomplish any goal, at any time, anywhere. Publishing a leadership philosophy helps create an environment in which these things can happen. q Developing a Leadership Philosophy Lee Jones eadership, in my view, is the ability to marshal resources, build a collective vision, and develop creative ways to move a group of people to accomplish a common set of goals. In order to do these things, it is essential to have a leadership philosophy that is clearly articulated and well known among members of the organization. A leadership philosophy is a well-defined statement about the assumptions on which the leader provides daily direction to and for the organization. Developing and publishing this philosophy makes it possible for colleagues to have a thorough and comprehensive view of w^hat drives the leaders thinking in a variety of decisionmaking points. It also provides people with a glimpse of what the leader values and how he or she seeks to manifest that commitment in leading the organization. Let me present my own leadership philosophy as an example. L My Leadership Philosophy Effective leadership requires a clear understanding, the ability to adapt, and a proactive vision. My leadership capacities are constantly evolving through my willingness to leam from those who participate in the vision and to grow and develop. Leadership, to be effective, must have constancy ofpurpose and be willing to manage the competing dynamics of organizational culture, I have always believed that effective leadership commands thoughtflil planning, open communication, and efficient use ofresoiu^ces.The effective leader is one who has a clear understanding of the duties and responsibilities of all those who constitute the organization. Effective leaders understand that each person working on behalf of the organization has unique talents that contribute to the production of organizational outcomes. My philosophy of leadership is based on Stephen Coveys idea of principle-centered leadership. As a leader and a follower, my mission is to create an environment in which all constituents can participate in successfully fulfilling the organizations mission through the use of their human potential, I wUl help them reach peak performance as employees by effectively matching their job tasks with their job skills, by making sure they participate in cross-functional work teams that aim to advance a chain of trust and 14 V o l u m e 19, N u m b e r 3 • 1 9 9 9 establish confidence in all facets of organizational operations, and by anticipating and advancing employees opportunities for personal, professional, career, and organizational development, I will also aim to develop clear communication channels—which ultimately will contribute to group and job effectiveness, A Philosophy in Action As a leader, my goal is to make sure that everyone I work with is aware of my philosophy. This tells them that I am open to their ideas and to my changing, and it gives them some guidelines about what I consider most important. As a result, I think that the people I lead feel they are able to increase their sphere of influence, take part of the ownership, and understand the direction that the organization is headed, and this increases their effectiveness and satisfaction. Developing a leadership philosophy can be challenging. It requires self-awareness, something I came to appreciate first at a CCL program. In 1996,1 attended an intensive week-long leadership course w^ith twentythree other people from across the country, (J was the only one from higher education,) When I was given the results of a performance survey filled out by co-workers (superiors, peers, and subordinates) and the evaluations of other program participants and staff, it came as a shock to me that I was not always clear about what I thought leadership was and how it should be practiced. The feedback specialist who worked with me uiged me to develop a leadership philosophy. It took me six months to reflect on the new knowledge I had about myself before I could develop one. It was difficult to do, given the immediate demands I was constantly facing, but in the long run I have found it invaluable. Lee Jones is associate dean for academic affairs and associate professor of educational leadership at Florida State University. He has a Ph.D. degree from Ohio State University. EDITORS Ncaii: One of the goals (/Leadership in Action is to help our readersfocus on, and exchange ideas about, issues of practical importance to leaders. If you have such an issue that you tvouUt like to raise, or if you have a response to this or a subsequent column, ivrite it out (in no more than five hundred ivords) and send it to me at the address given in the masthead Copyright of Leadership in Action is the property of Center for Creative Leadership and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holders express written permission. However, users may print, download, or email articles for individual use. Physics II HW 1 SHM Name: Ahmed Alsabilah 1. A 100 g object connected to a spring (k= 40 N/m) oscillates on a horizontal frictionless surface with an amplitude of 4.00 cm. Find the period and the total energy of the system. 𝑚 = 100 𝑔 = 0.1 𝑘𝑔 𝑘 = 40 𝑁/𝑚 𝐴 = 4 𝑐𝑚 = 0.04 𝑚 𝑇𝑖𝑚𝑒 𝑝𝑒𝑟𝑖𝑜𝑑, 𝑇 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(𝑚/𝑘) = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(0.1/40) = 0.314 𝑠 Total energy of the system, 𝑇𝐸 = (1/2) ∗ 𝑘 ∗ 𝐴^2 = (1/2) ∗ 40 ∗ 0.04^2 = 0.0320 𝐽 2. What is the period of a pendulum with a length of 2 meters on Earth? On the Moon? Time period of the pendulum on the Earth, 𝑇 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(𝐿/𝑔) = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(2/9.8) = 2.84 𝑠 Time period of the pendulum on the moon, 𝑇 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(𝐿/𝑔) = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(2/1.63) = 6.96 𝑠 3. A 5 kg mass is attached to a spring that is hanging vertically. The spring is stretched 0.25 m from its equilibrium position. What is the spring constant? 𝑚 = 5 𝑘𝑔 𝑥 = 0.25 𝑚 𝑢𝑠𝑒, 𝐹_𝑠𝑝𝑟𝑖𝑛𝑔 = 𝐹_𝑔𝑟𝑎𝑣𝑖𝑡𝑦 𝑘∗𝑥 = 𝑚∗𝑔 𝑘 = 𝑚 ∗ 𝑔/𝑥 = 5 ∗ 9.8/0.25 = 196 𝑁/𝑚 4. A spring of constant k = 100 N/m hangs at its natural length from a fixed stand. A mass of 3 kg is hung on the end of the spring, and slowly let down until the spring and mass hang at their new equilibrium position. x (a) Find the value of the quantity x in the figure above. The spring is now pulled down an additional distance x and released from rest. 𝐾 = 100 𝑁/𝑚 𝑀 = 3 ℎ𝑔 𝐺 = 9.8 𝑚/𝑠^2 𝑋 = 3 ∗ 9.8 / 100 = 0.294 𝑚 𝑜𝑟 29.4 𝑐 (b) What is the potential energy in the spring at this distance? Potential energy in the spring at this distance = ½ 𝑘 ∗ 𝑥^2 = ½ ∗ 100 ∗ (0.294)^2 = 4.32𝐽 (c) What is the speed of the mass as it passes the equilibrium position? ∆𝑃 ∈ = ∆𝑘 ∈ 1 4.32 = 𝑚𝑣 2 2 2 ∗ 4.32 𝑉2 = = 2.88 3 𝑉 = 1.8 𝑚/𝑠 (d) How high above the point of release will the mass rise? = 2 ∗ 0.294𝑚 = 0.588 𝑚 𝑜𝑟 58.8 𝑐𝑚 (e) What is the period of oscillation for the mass? 𝑚 𝑘 𝑇 = 2𝜋√ 3 100 = 1.093 = 2𝜋√ 5. Calculate the length of a pendulum on earth whose frequency of oscillation is 10 Hz. T = 1/f = 0.1 s we know, T = 2*pi*sqrt(L/g) 𝑇^2 = 4 ∗ 𝑝𝑖^2(𝐿/𝑔) 𝐿 = 𝑔 ∗ 𝑇^2/(4 ∗ 𝑝𝑖^2) = 9.8 ∗ 0.1^2/(4 ∗ 𝑝𝑖^2) = 0.00248 𝑚 6. On planet X64J1, the period of a 0.50 m pendulum is 1.8 s. What is the acceleration due to gravity on this planet? 𝑢𝑠𝑒, 𝑇 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(𝐿/𝑔) 1.8 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(0.5/𝑔) ==> 𝑔 = 6.09 𝑚/𝑠^2 7. What is the value of g for a location where a pendulum 1.88 m long has a period of 2.20 s? 𝑢𝑠𝑒, 𝑇 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(𝐿/𝑔) 2.2 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(1.88/𝑔) 𝑔 = 15.3 𝑚/𝑠^2 8. The period of a mass on a spring is 2 s. If k=50 N/m, what is the mass? 𝑇 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(𝑚/𝑘) 2 = 2 ∗ 𝑝𝑖 ∗ 𝑠𝑞𝑟𝑡(𝑚/50) 𝑚 = 5.07 𝑘𝑔 9. Explain SHM. This is periodic motion where the restoring force is directly proportional to the displacement. 10. Explain Hook’s law. Hookes law gives the relation between the deformations of the body with the applied force. If you stretch a rubber band it can extend up to a certain limit of force .and if we apply force more than this the band will break this limit is known as the elastic limit of the rubber. until the force is less than the elastic limit the rubber can extend and can reform its original shape and size .once the force is more, then it loses its reforming ability, so the hooks law tells about the strength of the material, that how much change we can bring in that material by applying a certain amount of force. ... Purchase answer to see full attachment