6 Skills you need to success Essay Example for Free

6 Skills you need to success Essay While we all aspire to climb to the top of our respective professions, but from time to time we come up against a roadblock, a barrier that slows our climb to the top. Whether you are being consistently overlooked in favor of someone else who is a bit more productive or perhaps there is just some intangible quality that allows other people to get ahead of you, it can be immensely frustrating to be denied a job you know you could excel in. With this in mind, we decided to consider the six skills you need to succeed. It is worth noting that all of these skills are transferable and have as much relevance in your personal life as they do in your professional life. Just as importantly, these are all skills that can be learned, so no one should feel that they are at a disadvantage with any of these. Work on them and you will reap the rewards accordingly. After reading this, the career ladder will suddenly seem a much easier climb than it did before. 1- Speaking skills Whether you are hustling for a promotion when you bump into a CEO in an elevator or making an important speech at an international conference, the ability to speak with a wide variety of people is an absolute essential. Good eye contact, a varied vocabulary and the ability to tailor your language to suit your audience are all essential characteristics of an artful speaker. Being a good speaker will give you presence and make you memorable to those who are listening. Practice talking with anyone and everyone you meet, look for a debating society or a Toastmasters group. The  rewards are worth it. Being more adept in social situations and being better equipped to network successfully will help you forge working relationships that could be very advantageous to you in the future. It will also be useful to you for performing duties as a best man. 2- Confidence in decision making Nothing says mediocrity like indecision. A good leader is decisive and will always back himself up when making the correct decision. If you want to be considered leadership material, you have to possess these characteristics. If you are paralyzed by the fear of getting it wrong, you will end up doing nothing, which is worse than trying something and failing. A lot of high-fliers are prepared to take risks knowing that a mistake can be corrected. Learn to evaluate different decisions for their pros and cons, and make decisions that will take you closer to completing a given task. The key is to make sure that your decisions are thought out and reasoned. Be confident in your judgment and believe in yourself to get things right. Don’t just play it safe every time — you will blend into the wallpaper and no one will notice you. Putting yourself on the line will earn you respect, and if your decisions turn out to be right, you can expect to be rewarded for your efforts. 3- Accountability Another major part of being successful is accepting responsibility, both for successes and failures. If you want other people to respect you, acknowledge your errors rather than trying to blame someone else for your shortcomings. Everyone makes mistakes, but the real test is how you react to that. Putting yourself in the firing line is the mark of a man who wants to achieve great things and is prepared to be scrutinized. It is a sign of confidence and self-belief, and is a key ingredient among men who want to be successful. Being able to admit you have made a mistake is also a sign of humility and can garner respect from your employees. A useful way to hold yourself accountable is to scrutinize your to-do lists, see what you accomplished and what you did not. Look at ways you can improve your performance and take appropriate steps to correct mistakes yourself. Three more skills you need to succeed after the jump 4- A positive attitude Being positive about work and life is also essential to success. While your colleagues may laugh at your endless cynicism and misanthropic tendencies, your boss will see you as someone who hates his job and who will never support the aims of the company. We should distinguish between the occasional bad day (although you should always try to minimize this and remain upbeat no matter how trying the circumstances) and being consistently pessimistic. The eternal pessimist will always try to drag other people down and will probably be less productive. If you can cultivate a positive outlook, you will encourage others to be more positive. Youll also be more productive and possibly more credible as someone with executive potential. A positive attitude is entirely self-determined and can be helped by accentuating the positives in any situation. Don’t see problems; see solutions. 5- Self-presentation Learning how to present yourself to others is another major aspect of being successful. Good grooming and, in particular, smart attire will project an image of success to other people — before you have even said a word. Wearing a well-cut suit, quality shoes and an elegant timepiece speak of a man who takes pride in his appearance. High sartorial standards indicate someone who has high standards generally, and this will cause people to view you favorably. A huge amount of your impact on colleagues, bosses or clients will be based on how well put together you appear. And while substance is crucial, having a great style to support it is no bad thing. Read fashion magazines and think about visiting a hairstylist rather than a barber. If you can afford it, have suits and shoes made to measure; they will fit much better than off-the-rack goods. Don’t forget that the way you look also enhances the way you feel about yourself, making you more confident. 6- Time management skills It doesn’t matter how well you dress, how positive you are or how well-spoken you are if you cannot keep everything under control. Disorganization means that you will be forever playing catch-up with your work, rushing to meet  deadlines and producing work below par. Learn to keep a detailed diary, listing deadlines and setting a schedule for your work, to ensure it is all done with time to spare. Your work will be of better quality and you will be entrusted with increased responsibility. It will also afford you additional leisure time. It is a key element to success and well worth practicing. This means overcoming procrastination (which we can all be guilty of at times), setting goals that are challenging (but realistic) and trying to use your time efficiently. Don’t check your e-mails 17 times every hour; spend that time writing up that project that is due tomorrow. Ideally, you will reach a stage when you can get ahead of the curve and start taking on additional projects and responsibilities — a surefire way of setting yourself up for that promotion. Success is simple when you follow these professional skills success is simple There you have it: An essential list to help you move up in the world and stake your claim in business. There are more, of course, but no other general guide is more comprehensive. A final word of advice: Worry not about an intangible trait you may not have. If you have not been born and raised as the best communicator or dealmaker, you can make your mark with expertise in a specific field or venture. As long as you make your mark in something, the sky is the limit. Just keep in mind that the best of the best have a wide scope of knowledge and do not focus on one area alone.

Factors that affect employee motivation

Factors that affect employee motivation Motivation has to do with the understanding of the reasons why human beings act the way they do. It is said to be the study of psychology and is concerned with explaining all forms of human behaviours (Phil Gorman, 2004). Motivation is a very important aspect of psychology that tries to explain why humans or animals act in a certain manner (David A.H, 1995). Motivation studies have to do with the study of the Human psychology and behavioural patterns, it is an attempt to explain why and what the reasons are for actions we take. Mitchell (1982) suggests that the term motivation represents those psychological process that cause the awakening, direction and persistence of voluntary actions that are goal oriented. It is a psychological process resulting from the corresponding interaction between the individual and the environment that affects a persons choices, effort and persistence (Gary P. L and Christopher T, 2006). Motivation seeks to explain the why of behaviour (Phil Gorman, 2004). When we ask why a person or animal behaves in a particular manner, we are essentially asking about motivation (Mook, 1996). Motivation has generally been related to the need to achieve specific goals. It is concerned with goal-directed behaviours that pushes us towards certain actions and not others and is also the complex process that moves individuals towards some goals (Phil Gorman, 2004). Robbins (1993) defined motivation as the willingness to exert high levels of effort toward organisational goals, conditioned by the efforts and ability to satisfy some personal needs. According to David A. H (1995), Motivation examines two aspects of behaviour; the direction of behaviour those concerned with the influences which cause specific actions in humans and the intensity of behaviour concerned with the strength of behaviour. It is concerned with what causes specific actions, the reasons for actions we undertake and what determines the intensity of such action. Two individuals could be motivated towards a specific goal, say passing an exam. They will both be motivated to read, but the degree or intensity of motivation will usually not be the same for both individuals. Motivation studies are undertaken in order to explain the onset, the direction, the intensity and the persistence of behaviour directed towards the attainment of one or more goals or objectives (Mark R. Z ,2006). So many authors have written and established various motivation theories. The following chapters in this review will discuss on the various motivation theories and contributions of renowned writers in the field of motivation studies. MOTIVATION THEORIES MAJOR CONCEPTS AND CONTRIBUTIONS. ABRAHAM H. MASLOWS HIERARCHY OF NEEDS THEORY This theory advocates that all individuals are born with natural needs and if these needs are not fulfilled, the individual will be motivated to act in a manner that will enable him satisfy them. Maslow A.H (1954) suggests that all individuals have a series of human needs which are prioritised on an ascending scale, with basic physiological survival needs at the bottom and the more psychological individual needs at the top. Maslow (1954)s Hierarchy of needs stems from Physiological needs (survival), Safety needs, Social needs, Esteem needs and Self-actualization at the top. According to this theory, humans have gone beyond the need of only basic survival needs but are now driven towards greater achievements and high needs up till self actualization. Maslow (1954)s theory also assumes that these needs are activated in a sequential order starting from the bottom and a higher need emerging when the lower need has been satisfied and that after a need has been satisfied it ceases to dominate behaviour. Physiological needs: These are the basic biological needs of man to survive. These needs are food, water, shelter etc. Maslow (1954) believes that humans are likely to be motivated by physiological needs rather than any other need. Once this needs have been satisfied, he is then motivated by the next level set of needs. Safety needs: This refers to the need for security, freedom from fear and anxiety, need for stability and protection. Maslow (1954) suggests that this safety needs are mostly apparent in chaotic societies and when there is a stable, smooth running and good society, this need will not be so desired. Social needs: This is the need for love and social belonging. When these needs are not satisfied, individuals will do all in their power to get affection from family and friends (Maslow, 1954) Esteem needs: This refers to the need for prestige and recognition from others. It refers to the need for development, maintenance of self-respect and respect from others (David A.H, 1995). Self actualization: This is the individual need of achieving ones full capability. It is the satisfaction of reaching what the individual believes to be his/her full potential. Maslow (1954) however, was of the view that very few people manage to satisfy the highest set of needs such as self actualization. Some strengths of the theory; Theory acknowledges that all individuals have in-born natural needs and when these needs are not satisfied the individual is compelled to act in a manner that will enable him satisfy these needs. He has been able to combine both physiological and psychological needs in his hierarchy of needs theory. Physiological having to do with the innate needs and instinctive drives to satisfy these needs in the body. While psychological needs stem from cognitive conscious assessment before actions are taken. David A.H (1995) noted that the ascending hierarchy of needs is not a one way process, if lower needs become unsatisfied, the individual will go back towards satisfying those lower needs. The theory also suggests that the hierarchy does not apply rigidly to all individuals and some individuals may seek to satisfy some higher needs at the expense of lower ones (Maslow. 1954) Pointed out below are some weaknesses of the theory; Phil Gorman (2004) pointed out that the theory doesnt seem to take account of the possibility that people who make small achievements in their lives may feel satisfied and fulfilled believing that they have truly achieved their full potential. He suggests that this may be due to restrictions placed upon them by their social background. The theory does not consider that other factors such as environment and society can influence the individual to act in a particular manner. According to Stanworth and Curran (1973) the theory ignores the way the culture of a society and its subcultures, structure the aspirations and expectations of individuals and groups. Ivan T. R, et al (1992) bares the opinion that Maslows theory barely touches on the role of environmental factors in the development of his hierarchy. The theory is difficult to apply in some situations. Stanworth and Curran (1973) also pointed out that most people who set up businesses would seem to be satisfying the higher level of needs in Maslows theory and going into a business is quite a risky venture. This means they are more concerned about a higher need of opening a business than a lower need, security and risk of having a business. HERZBERG F.W HYGIENE THEORY This theory is primarily concerned with motivation at the work place. According to Herzberg et al (1959) there are basically two sets of factors that influence behaviour; Hygiene Factors (dissatisfiers) and Motivators (satisfiers) Hygiene factors (dissatisfiers) These are factors that do not satisfy the individuals but only keep them from being dissatisfied. The presence of these factors in a work place will mean the individuals will not be unsatisfied but they will not be motivated either. These factors include, good working conditions, good salary, supervision, security, relationship with peers, company policy and administration. Most of these factors are classified as being extrinsic (David A.H, 1995). Motivators (satisfiers) These are those factors that actually motivate the individuals in the work place. They give the individual a feeling of self satisfaction and achievement. These factors are essentially internal and examples of these motivators are need for recognition, personal development and advancement and the need for growth. These motivators are related to the content of the job that allows the individual employee to develop their occupation as a source of personal growth. Employees will be motivated with such factors as they allow them satisfy the need for self actualization (Herzberg et al, 1959). Part of the strengths of this theory is that just like Maslows theory, Herzberg et al (1959) believes that all human beings have physiological needs that can be satisfied with money e.g. Food and water and psychological needs such as the need for self-development and self-actualization. While a major weakness is that Herzberg has also neglected the influence of the environment and societal background as possible motivators. Some of his hygiene factors such as good salary which he suggests will only prevent an individual from being dissatisfied, in some case can actually provide motivation to the individual (David A.H, 1995). McGREGOR DOUGLAS. -THEORY X AND Y McGregor (1960), suggest that there is a direct relation between the way managers treat their workers and workers motivation. McGregor believes there are two major approaches to the management of people and they have to do with a managers view on workers attitude towards work. He formulated the theories X and Y. Theory X In this theory, management treats workers with little or no respect. The attitude of managers towards workers in this theory is based on: The belief that the average human being dislikes work and will avoid it if possible. That most people have to be controlled, forced, directed and punished to get them to put adequate efforts towards the achievement of organisation objectives. That the average human, prefers to be directed wish to avoid responsibility and wants security above all (Evans D, 1990). Theory X is patronizing and makes no allowance for workers individualism. It is based on aspects of management such as discipline and control (David A.H, 1995). Theory Y This theory concentrates on delegation, decentralization, participation and consultation. The characteristics of management here are as follows: External control and the threat of punishment are not the only means of bringing out efforts towards achieving organisation objectives. People are committed to objectives in proportion to the rewards associated with achieving the objectives. That the average human being learns, under proper conditions not only to accept but to seek responsibility (David A.H, 1995). The theory encourages participative management and suggests that for workers to be motivated it is necessary to allow them use their skills within the work place. This will make them feel involved as part of the organisation. ALDERFERS EXISTENCE RELATEDNESS AND GROWTH THEORY (ERG) This theory advocates that in the attempt to achieve individual satisfaction, people are motivated to act in a specific manner (Aldefer C.P, 1972). He suggests that satisfaction relies on the fulfilment of natural needs such as existence, relatedness and growth. Individuals constantly interact with their environment which as an effect in their behaviour. He believes that these 3 sets of needs are able to exist simultaneously and can be satisfied in a flexible order. Existence needs: These needs are concerned with physiological and material factors related to survival such as hunger, thirst, salary and working conditions. Relatedness: This has to do with the need to relate with others in the society. Individuals are motivated to seek satisfaction in their social relationships. Growth needs: This refers to creating the optimum use of existing capacities and the development of new capacities. Satisfaction of growth needs depends on the individual developing to their full potential (Alderfer C.P, 1972). This theory does suggest a rigid hierarchical structure and does not propose that an individual will try to satisfy one set of needs at a time (David A.H, 1995). McCLELLANDS NEED FOR ACHIEVEMENT THEORY This theory is also based on three innate needs which are of optimum importance. They are the need for achievement, affiliation and power (McClelland, 1961). Robbins (1993) believes that those who have strong drives to succeed are searching for personal achievements rather than rewards. They have the drive to improve on better ways of doing things. Need for achievement (N.arch): This can be described as the need for success and high standards of personal excellence (David A.H, 1995). It is the drive to achieve success. Need for affiliation: This is the need for a good relationship with other individuals. Need for power: This is the need to want to influence and exert some level of control over others. McClelland (1961) believes that all individuals have each of these needs although the level of intensity of the needs varies between each person. This means that some people might have high needs of some and low of the others. According to McClelland et al (1953), any attempt to understand a persons motivation to achieve must take into account both the personality and situation the individual finds him or herself in. He also suggested that the desire for achievement in a society could be measured from the kind of achievement imagery presented to the children (McClelland, 1961). Stanjworth Curran (1973), pointed out that McClellands theory considers differences between groups in motivational pattern and relates this to social and cultural factors. EDWARD TOLMANSS EXPECTANCY THEORY Tolman E.C (1948), theory suggests that the motivation of individuals is not based on needs or drives but is determined by the presence of goals and the expectancy that their behaviour will lead to the attainment of this goal. He believes that human beings will be motivated in a specific manner when they are convinced that the results of the behaviour will be desired by them. The theory basically harps on individual motivation and the influence of the society. Tolmans theory recognises that people have different types of needs, desires and goals and proposes that the amount of effort people are prepared to put in task depends on whether the effort will produce better performance (Ivan T.R et al, 1992). VROOM V.H EXPECTANCY, VALENCE INSRRUMENTALITY THEORY This theory stems from Tolmans expectancy theory but in addition to expectancy Vroom added valence and instrumentality as determinants of motivation. Expectancy: Vroom Edward (1970) suggests that expectancy is a momentary belief concerning the likelihood that a particular act will be followed by a particular outcome. Instrumentality: This assumes that the behaviour of individuals is influenced by the degree to which additional desired goals can be attained as the direct result of such behaviour (Vroom Edward, 1970). The theory suggests that the amount of effort people are willing to put in a task depends on whether the performance when achieved will pay off in terms of outcomes (Ivan T.R et al, 1992). Valence: This refers to the value of the outcomes. Vroom Edward (1970) suggests that individuals value some outcomes highly and hence desire them and can value outcomes lowly and try to avoid them. He states that we are motivated by the fact that we expect specific behaviours to result in specific outcomes and that such outcomes will have a degree of valence. The main motivation points of Vroom according to David A.H (1995) are The expectancy that specific behaviour will result in that attainment of a specific goal, the value of the desired goal and the degree to which such behaviour is instrumental to the attainment of other additional goals. EDWIN A. LOCKE GOAL THEORY Basically this theory looks at motivation from the angle of motivating the employer. It suggests that when specific goals and targets are set out for individuals, they become motivated in order to achieve the goals. This theory has identified that human beings act in a specific way when they are faced with a particular goal (Locke E.A, 1968). The highlights of this theory are that difficult goals should be set because they result in higher performance, employees should be part of the goal setting and that there should be adequate feedback with guidance and advice (Locke Latham, 1984). Locke pointed out that incentives such as money, participation, competition and praise can influence goals. According to Ivan T. Robertson et al (1992) goals have been demonstrated to affect performance through four mechanisms: Directing attention and action. Mobilizing effort Increasing task persistence. Motivating the search for appropriate performance strategies. Ivan T. Robertson et al (1992) also added two goal attributes that could be relevant for motivation. Goal content the level of goal difficulty and how specific it is and Goal intensity strength and commitment attached to the goal. RECENT IDEAS ON MOTIVATION THEORIES The recent theories on motivation havent really come up with any new idea very different from what other older writers on the subject have written; instead they have built on it to make it more adaptable to the changing environment and human perspective. SHEILA RITCHIE AND PETER MARTIN 12 FACTORS OF MOTIVATION They gathered a list of factors that affected motivation in the work place and finally trimmed them down to 12 basic factors. Their observation method was to create a self assessment profile which was developed in other to find out what motivated people and also to weight the factors against each other. Their result was a unique motivational profile for each person which gave the relative strength of each factor when compared to each other. The 12 factors were developed from older theories of motivation (Sheila R Peter M, 1999). The 12 factors of motivation pointed out by Sheila R Peter M (1999) where: Money and tangible rewards: This is where money and tangible result is the overwhelming driving force. Where money is the motivator, people so inclined will be ready to tolerate any amount of boredom, work long hours. Undertake repetitive task over periods of months and years and even put work before family. People who have high money needs will regard their physical conditions at work with complete indifference. This factor relates to Tolman and Vrooms expectancy theory where they suggest that individuals act in a particular way when they expect a kind of reward that, they value (Vroom Edward, 1970). Physical condition: In their theory, physical conditions have to do with those physical factors that could motivate in a work place. This touches on the work space, work environment and how comfortable it is. Some people could be motivated by the mare fact that they work in a very comfortable and beautiful environment. However, they pointed out that physical factors in relation to other motivating factors are not seen as very important. Structure: This has to do with the organisational structure and administration of a work place. They believe that people with differing structure requirements need to be motivated in significantly different ways, the right approach motivates and the wrong approach will de-motivate. They suggest that very high structured people need to know where they stand. They need to know the rules and be assured that they have followed the right procedures. Anxiety may be the root cause of their desire for structure and may find a lack of structure very stressful. Some features of structure include timing, rules and procedures, societys norm and expectation, planning, good communication and information circulation etc (Sheila R Peter M, 1999). People Contact: People with this factor enjoy dealing with other people and derive comfort and satisfaction from having a number of others around them. They would prefer to work with other people nearby rather than on their own. Most are likely to be highly tolerant with the rowdiness that working with others entail and will even perform better in such situation (Sheila R Peter M, 1999). This in a way is related to Maslows hierarchys third stage that refers to the need for love and human relationship. Relationship: This has to do with those motivated by the need for relationships. They suggest that this need can be satisfied outside the work place but for organisations based on commitment and trust between employees will need long term relationships between employees. According to Sheila R Peter M (1999), this particular need usually depends on the organisation in question. Organisations were members of staff are interchanged, work shifts and level of skills are low, will not be in need of long term relationships. This is also related to Maslows need for love and relationship needs. Recognition: This factor harps on the need for attention and praise. Sheila R Peter M (1999) pointed out that high recognition needs can make people so dependent on others for approval, that in occasions where there is no recognition, they are unable to act independently. People with high need of this will always take care that they meet expectation. Achievement: Sheila R Peter M (1999) suggests that a strong characteristics of those with a high achievement drive is that they which to do things on their own. People with this need can find themselves voluntarily working long hours and driving themselves hard. They have to be satisfied that the targets they are aiming are achievable. High achievers are likely to be motivated, if they are not achieving they are likely to feel worthless. They will do whatever it takes to achieve their goals. Motivating such people has to start with the definition of the target (Sheila R Peter M, 1999). Power and Influence: This is the need to possess power and influence others. The ability to lead and influence people used properly according to Sheila R Peter M (1999) is one of the most desirable human qualities. The difference of this factor from others is that it involves people impinging directly on other people. They pointed out that here is also an element of risk that other people might not react favourably. Variety and change: This is the need to always want to do something different. This kind of people we need stimulation to move on to something different with boredom setting in after an initial discharge of energy. These individuals cope better where there is constant demand for new energy and new initiatives. Sheila R Peter M (1999), pointed out that the problem with this factor is that since the stimulation to change does not always arise, there is always the likely hood of uncompleted business or no motivation. Creativity: This concerns the original idea and the development of the new out of the old. They believe that the creative drive has a very important part to play in the organisation. They advocate that those who have the need for creativity to be given an enabling environment for them to operate (Sheila R Peter M, 1999). Self development: This factors shows that people who have high self development needs will judge their work in terms of what it does for them. These individuals are not motivated except it has something to do with their self development. Motivating such people requires an understanding of what they are looking for and an ability to relate what the organisation requires to what the need (Sheila R Peter M, 1999). Interest and usefulness: Sheila R Peter M (1999) believes that the need for job interest or usefulness is higher on average than the need for any other motivator. They stated that Professional and managerial people are more motivated for example by feeling of usefulness or interest than for opportunities to influence, achieve or be recognised. This factor suggests that the work place has to be structured in such a way that the employees find it useful and interesting and that in the absence of this factor, all other motivators will not work to full potential. (Sheila R Peter M, 1999). These 12 factors have covered in a way most motivating factors talked about by early researchers in the topic. REISS AND HAVERCAMPS SENSITIVITY REINFORCEMENT THEORY According to Reiss and Havercamp (1996), sensitivity theory suggests that individuals differ in both the types of reinforcement they desire and in the type of reinforcement they need to satisfy them and that people crave too much love, attention, acceptance, companionship or too much of some other fundamental reinforce are at the risk for peculiar behaviour because normative behaviour does not produce the desired amount of reinforcement. This theory generally postulates the idea of individual differences in reinforcement effectiveness. In discussing the theory, Reiss and Havercamp (1996) defined the concept of reinforcement sensitivity as an individual difference in the reinforcing effectiveness of a fundamental motivator. They mention three key phases of this theory: Reinforcing effectiveness, Individual difference and fundamental motivation. The high points of the theory according to Reiss and Havercamp (1996) are that the theory identifies individual differences in desired amount of reinforcement that is individual differences in rates of satisfaction, as an understudied and potentially important variable, suggesting that because people spend considerable time and energy seeking the reinforcement they desire, these individual differences may predict some person-environment interactions. Secondly, the theory suggests the need for research to identify the fundamental sources of motivation. And finally, that a new theory in the development of psychopathology is suggested based on the assumption that different individuals not only desire different types of reinforcement but also desire widely varying amounts of each fundamental reinforcer. CONCLUSION APPLICATION OF MOTIVATION THEORIES IN THE BUILT ENVIRONMENT AND CONSTRUCTION INDUSTRY The Built Environment and Construction industry is a labour intensive industry; therefore the application of motivation theories cant be ignored. The nature of the construction industry is different in the sense that it offers jobs which appeal to many people because of their interesting, challenging and rewarding nature (Birchall D.W 1977). According to Olomolaiye Ogunlana (1988) construction operatives in developing countries are faced with many problems unlike those experienced by their counterparts in developed countries. They believe the construction environment is different in terms of site organisation, quality of supervision and availability of production resources, so also is their socio-economic environment. This environment produces a different worker probably motivated by different factors. In this situation, even when we have highly motivated labour force, it is not right to assume that their motivation will lead to higher productivity. Inability to produce as expected, could lead to frustration and de-motivation. Essentially, extrinsic factors such as good working condition, availability working materials and resources can go a long way in motivation construction workers in developing countries. In the construction industry like every other industry productivity is paramount. The motivation theories discussed in the earlier chapters have shown that productivity of workers is directly related to motivation. When workers are highly motivated the will put more efforts in order to achieve self-fulfilment from doing so, and thereby resulting in higher productivity (Lam and Tang, 2003). Lam and Tang (2003), also added that motivation theories such as Maslows hierarchy of needs, Herzbergs Hygiene theory, McGregors X and Y theories, Vroomss expectancy theory, etc. are often applied to increase productivity in construction projects. Borcherding and Gamer (1981) in their view, have pointed out that there are certain factors that will cause dissatisfaction amongst construction workers. The factors include material availability, tool availability, overcrowded areas, inspection delays, incompetence of foremen, etc. and they also suggested that factors like good craftsman relationship, good orientation program, pay. Recognition, defined goals and projects well planned can motivate construction employees. In the application of motivation theories to the construction industry, Maslow and Herzbergs theories form the basis. Once a worker satisfies his/her physiological needs, he will strive towards satisfying safety and social needs. And then later on seek to satisfy the needs of social belonging and self-actualization. In order to satisfy the construction workers physiological needs and increase motivation a suitable salary scheme and employment policy should be established (Lam and Tang, 2003). Lam and Tang (2000) also noted that though eccentric rewards such as salary and financial benefits do not motivate employees to high work performance, they could lower employee dissatisfaction. Construction companies should maintain a high level of security, health and safety policy at work environment in order to satisfy the safety needs of workers. Effective communication will also give them a g=feeling that their jobs are secured. For social and relationship needs to be satisfied in the construction industry, induction programs for new employees should be organised to introduce them to company objectives, other colleagues, the facilities and the working environment. The concepts above will motivate the construction workers in the short term. Lam Tang (2003) also suggested that to motivate the construction employees on the long term, the below listed approaches will come in handy: Proper resource management and job design. Life-long learning programs. Open door communication. Effective rewarding systems. Diverse and contingency style of leadership. Empowering and valuing construction employees. Continual assessments and improvement of motivation programs. In summary the study and application of motivational theories in management is a very essential tool for all managers in all works of life, especially when there are direct interactions with human beings.

Relational Aggression :: essays research papers fc

Relational Aggression   Ã‚  Ã‚  Ã‚  Ã‚  A high school student cried as she recounted being tormented in middle school by her classmates. For some reason she was targeted as a â€Å"dog,† and day after day she had to walk the halls with kids barking at her. How did it stop? The girl said she stopped it. But how? She picked out another girl, someone worse off than herself, and started to call her dog. Then the others forgot about her. Then they barked at the other girl instead. Girls may be made of sugar and spice and everything nice, but on the inside, they are just plain mean. â€Å"Girls tease, insult, threaten, gossip maliciously, and play cruel games with their friends’ feelings and set up exclusive cliques and hierarchies in high schools.† (Omaha World Herald, 10A).   Ã‚  Ã‚  Ã‚  Ã‚  Relational aggression is a fairly new development, which involves adolescent girls and their emotions. To understand this newly found term, one must start from the core word â€Å"aggression.† After understanding the forms of aggression, one can slowly begin to understand relational aggression. Aggression is defined as behavior that is intended to harm others. Aggression can take many forms including physical violence, date violence, and criminal violence. Most have related aggression with the male physical violence or â€Å"beating up.† Most females have low or do not show any form of aggression; therefore, most people believe women to be the lesser aggressive sex. It is true that males are proven to be more aggressive than females, but not by far. This is depending on which form of aggression is being studied.   Ã‚  Ã‚  Ã‚  Ã‚  So why are girls so â€Å"aggressive?† Nicki Crick, PhD, a researcher at the University of Minnesota says: â€Å"Physical aggression isn’t very accepted for girls, so they turn to manipulation and emotional threats as weapons† (Murray, par 3). â€Å"In recent research, it indicates that gender differences in aggression disappears when the definition of aggression is broadened to include aggressive acts in whish the victim’s personal relationships are manipulated of damaged-- that is, relational aggression† (Miller, 145).   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"Relational aggression is defined as behaviors that harm others by damaging (or threatening to damage) or manipulating one’s relationship with his/her peers, or by injuring one’s feelings of social acceptance.† (Ophelia Project, â€Å"Issues† par 3). This type of aggression is mainly directed toward the emotions rather than physical behavior. Some examples of relational aggression include: Purposefully ignoring someone when one is angry with the other (i.

Steroids in Sports Today Essay example -- Athletes Athletics Drugs Per

Steroids in Sports Today   Ã‚  Ã‚  Ã‚  Ã‚  The United State is a country that thrives on competition. We idolize our sports stars and practically make major athletic events holidays. Children grow up with their favorite athletes plastered to the wall of their bedrooms and dream that one day they will be the next Barry Bonds, Shaqullie O'Neal, or Tom Brady. Professional athletes train year-round to be in ideal psychical shape in order to perform their best. But what happens when their best just isn't good enough? We expect our sports stars to be perfect, upstanding citizens and role models but this isn't always the case. The recent exposure of athletes using steroids has exploded into a phenomenon involving athletes all around the world. It has cheapened sports and cast doubt on the integrity of our athletes. Steroid use is not exclusive to professional sports. More and more college and high school athletes are beginning to use steroids for many of the same reasons that the pros do; to enhance performance, get an edge on the competition, and improve personal appearance.   Ã‚  Ã‚  Ã‚  Ã‚  Non-medical use of anabolic steroids is illegal and banned by most, if not all, professional, intercollegiate, and interscholastic sports organizations. No matter what justifications are given for using steroids, one cannot overlook the fact anabolic steroids can cause serious physical and psychological side effects. So what exactly is this substance that appears in the headlines of our newspaper?s sport section? Anabolic steroids ?are the synthetic derivatives of the naturally occurring male anabolic hormone testosterone? (Wadler 1). Testosterone?s natural effects help a boy going through puberty grow hair, develop a deeper voice, and retain dietary protein, which aids in the development of muscles. Athletes take the drugs ?to primarily increase muscle mass and strength? (Wadler 2). Steroids do not, however, improve agility, skill, or cardiovascular capacity. Steroids can be taken orally or they can be injected. Most recently, the steroid of choice has been the k ind that is injected and is short-lasting and water-soluble. Many steroids that come in the oral form have proven to be hazardous to the liver, but as Dr. Wadler explains, ?injectable steroids aren?t free of side-effects either. There is no free ride and there is a price to be paid with either form.? Some effects in men of frequent ... ...bout the steroid controversy, the reasons behind the phenomenon is basically universal. Athletes are always striving to be the best and to take their game to the next level. Steroids may drastically enhance their performance and give them a valuable competitive edge. Because so much attention and money is directed towards professional athletics, athletes are now more than ever in the public?s spot light. Today, like it or not, the athletes that take steroids get most of the attention. Children dream of being the next superstar, but will future superstars be clean or will steroids continue to dominate professional sports? Only time will tell. Bibliography Barczy, Jason ?Olrich Centers Study on Steroids.? Central Michigan Life 8 April 2005 ?Drugs and Sports: Anabolic Steroids.? Sept. 2004   Ã‚  Ã‚  Ã‚  Ã‚  URL http://espn.go.com/special/s/drugsandsports/steroids.html Fahey, T.D. ?Anabolic-androgenic steroids: mechanism of action and effects on performance.? Encyclopedia of Sports Medicine and Science 1998 Farmer, Sam ?Haslett: steroid use rampant in old NFL.? Los Angeles Times 24 March 2005 Straka, Mike ?Grrr! ? Steroids Not the Issue.? Dec. 2004   Ã‚  Ã‚  Ã‚  Ã‚  URL http://www.foxnews.com

Essay --

2.2. Review related to morphological variables Noutsos, K., Koskolou, M., Barzouka, K., Bergeles, N., & Bayios, I.36 (2008) In a study performed by the researchers with the adolescent team Board Jump and volleyball players, found that the team Board Jump players were basically shorter (166.9[+ or -]4.7 cm) than the regular volleyball players (175.2[+ or -]6.3 cm). However, in the adolescent team Board Jump and volleyball players which had similar body mass and FFM. as compared to the study by, Hoffman, J.37 (2006) reported that the average height for 17-year-old American females was 163-2 cm. Therefore, adolescent team Board Jump players were slightly taller than the average American female. Kmanthropometry profile (weight, stature, sum of six skin folds, muscularity and vertical jump) of Brazilian (BCN Osasco female) volleyball athletes (age : 13 to 22 years) in 3 age groups: A-(13 to 14 yrs old), B-(15 to 17 yrs old), C- (>17 yrs old) with different training experience Gr.l (0 to 2 yrs) Gr.2 (2 to 4 yrs) and Gr.3 (>5 yrs) were studies Silva, L.R.38 (2000) One-way the scholars added the ANOVA and post hoc (Turkey) test for the collection of the statistical analysis. The study showed a significant difference was observed for most of the variables studied among the age groups and between the shorter (Gr.l) and longer (Gr.3) trained groups. Can, F.39 (2004) in the study conducted by Can, he had a purpose to describe certain morphological characteristics of women soccer players and to examine aspects of training and performance. The researchers choose twenty-two anthropometric sites were used in measurements of somatotype 49 and body composition; flexibility, agility, anaerobic power, leg muscle power and dynamic pulmonary functio... ... female hockey players, from 4 universities of Punjab. The age of player's ranged between 18 to 24 years. The stepwise regression was applied to assess the importance of different variables in predicting hockey playing ability. The result of’t’ ratio suggested that endurance run test, standing broad jump, grip strength (LH), vertical jump, wrist flexion, age, height, and weight were significantly important in evaluating the hockey performance. Also, the results failed to find support for speed as an important predictor of hockey playing ability. The result of this analysis again stresses the positive role of physical fitness components in hockey playing ability, the investigator even suggested that if we conduct proper speed training with the athletes of any event it improves their jumping performance , so it is useful for the study of the board jumpers.

Island of the Sequined Love Nun Chapter 27~28

27 Girl Talk Sepie washed the pilot's hair in a bowl with pounded coconut and brackish water. She had been taking care of the unconscious white man for two days and it was starting to get tedious. She was mispel of the bachelors' house, and washing and ministering to a sick and stinky white man was not in her job description. This was women's work. There are legends in the islands, and some of the old men swear they are true, that the women who service the bachelors' houses, the mispels, were taken to the secret island of Maluuk, known only to the high navigators, where they were trained in the art of pleasuring a man. After months of training, a mispel was required to pass a test before she was allowed to return to her home island to take over the duty of tending to the sexual needs of the men of the bachelors' house. The test? She was sent into the ocean with a ripe brown coconut clutched between her thighs, and there she floated, in heavy surf, for the entire circuit of the tides. Should the coconut pop loose or the mispel touch it with her hands, she failed the test (although there was some leeway in the event of shark attack). It is said that the inner thighs of the mispels of old were as strong as net cable. The second part of the test required the girl to find a delicate dragonfly orchid with a straight stem, and while her teachers looked on, she would lower herself over the flower until it disappeared inside of her, then rise again after a few minutes, leaving the stem unbent and the petals unbruised. The mispel held a position of honor, respected and revered among the is-landers. She was n ot required to do housekeeping, cooking, or weaving, and while the other women toiled in taro fields from the time they could walk, a mispel was allowed to nap in the shade, conserving her energy for her nocturnal duties. A mispel often ended her tour of duty by marrying a man of high status. No stigma followed her into married life, and she would be sought out to the end of her days by the other women for advice on handling men. Sepie, however, had not been chosen because of any special skill, nor had she passed through any vigorous concubinal boot camp. Sepie had been marked for mispel from the moment of her menses, when she emerged from the women's house with her lavalava tied a bit too high and showing a bit too much cappuccino thigh, her skin rubbed with copra until she glistened all over, and her breasts shining like polished wooden tea cups. She had painted her lips with the juice of crushed berries and peppered her long black hair with scores of sweet jasmine blossoms. She giggled coquettishly in the presence of all the men, danced dangerously close to the taboo of speaking to them in public, risked beatings by refusing to fall to her knees when her male cousins passed, and went about her chores with a wiggly energy that had caused more than one of the distracted village boys to fall out of a breadfruit tree during harvest. (She broke ankles as well as hearts.) Sepie was all titter and tease, a lazy g irl who excelled at leisure, a natural at invoking and denying desire, a wet dream deferred. At fifteen she took up residence in the bachelors' house and had lived there for four years. When Malink and the men brought the flyer and the man in the dress to her, she knew she was in for some trouble. â€Å"Take care of them,† Malink said. â€Å"Feed them. Help to make them strong.† Sepie kept her head bowed while Malink spoke, but when he finished she took his hand and led him into the bachelors' house, gesturing to the other men to lay the flyer and his friend on the ground outside. The men smiled among themselves, thinking that old Malink was going inside to receive a special favor from the mispel. What, in fact, he was receiving was an ass chewing. â€Å"Why don't you take them to your house, Malink? I don't want them here.† â€Å"It's a secret. If my wife and daughters find out they are here, then everyone will know.† â€Å"I'm the only one who can keep a secret in the bachelors' house. Take them to old Sarapul's house. No one goes there.† â€Å"He wants to eat them.† Malink couldn't remember ever having to argue with a woman and he wasn't at all prepared for it. â€Å"You're chief. Tell him not to. I will not cook for them. If I feed them, they will shit. I'm not going to clean it up.† â€Å"Sepie, what will you do when you marry and have children? You will have to do these things then. I am asking you as your chief to do these things.† â€Å"No,† Sepie said. Malink sighed. â€Å"I am asking you to do these things because these men have been sent to us by Vincent.† Sepie didn't know what to say. She had heard the Sky Priestess chastise Malink in front of the people, but she had been more concerned with losing coffee and sugar for a month than with the actual offense. â€Å"You will tell the men to cook for them?† â€Å"Yes.† â€Å"And they will carry them to the beach and wash them if they shit?† â€Å"I will tell them. Please, Sepie.† No man had ever said â€Å"please† to her before, let alone the chief. It was not a courtesy that women deserved. For the first time she realized how desperate Malink really was. â€Å"And you will tell Abo to wash his dick when it is his turn.† â€Å"What does that have to do with this?† â€Å"He is stinky.† â€Å"I will tell him.† â€Å"And you will tell Favo to quit making me put beads in his ass.† â€Å"Favo does that?† â€Å"He said he learned it from the Japanese.† â€Å"Really? Favo?† â€Å"Yes.† â€Å"But he's old, and he has a wife and many grandchildren.† â€Å"He says it makes his spear stronger.† â€Å"He does? I mean, does it work?† Malink had momentarily forgotten why he was here. â€Å"I don't like it. It is evil and unclean.† â€Å"You're talking about my old friend Favo, right? He's the one you're talking about?† â€Å"I told him only bachelors were suppose to stay here, but he says his wife doesn't understand him. His hands are like the skin of a shark.† â€Å"What kind of beads?† â€Å"Tell him,† Sepie said. â€Å"Okay,† Malink said in English. Then to himself he said: â€Å"Old Favo.† He shook his head as he walked out of the bachelors' house. â€Å"Beads.† Sepie watched him go, wishing that she had asked for more favors. Outside the men were grinning when Malink stepped into the moonlight. He hitched up his loincloth and averted his eyes from theirs. â€Å"Take them inside. You must cook and clean for them. Don't let the woman do it. It is too important for her.† As the men carried Tuck and Kimi into the bachelors' house, Favo ambled up to Malink. â€Å"How was it?† Malink looked at his old friend and noticed for the first time that Favo wore a long string of ivory beads around his neck. â€Å"I have to go home now,† Malink said. Sepie was, once again, swabbing up the wooden floor where the pilot had urinated on himself, when she heard the other one speak for the first time. The men had propped the Filipino up in the corner, where he had sat drinking the coconut milk and fish broth that she had been pouring into the pilot, but except for a few grunts when he made his way outside to urinate, the man in the dress had been quiet for two days. Sepie had learned to ignore him. He didn't smell as bad as the pilot, and she sort of liked his flowered dress. She'd said a prayer to Vincent for a dress just like it. â€Å"Where is Roberto?† the Filipino said. Sepie jumped. It didn't surprise her so much that he had spoken, but that he had spoken in her language. Although the words were clipped, the way someone from Iffallik or Satawan might speak. â€Å"He's right here,† she said. â€Å"Your friend stinks. You should take him outside and wash him in the sea.† â€Å"That's not Roberto. That's Tucker. Roberto is shorter.† Kimi crawled over to Tuck and laid his hand on the flyer's forehead. â€Å"He has bad fever. You have medicine?† â€Å"Aspirin,† Sepie said. Malink had given her a bottle of the tablets to crush into the flyer's broth, but after he gagged on the first dose she had stopped giving it to him. â€Å"He is more sick than aspirin. He needs a doctor. You have a doctor?† â€Å"We have the Sorcerer. He does our medicine. He was a doctor before the Sky Priestess came.† Kimi looked at her. â€Å"What island is this?† â€Å"Alualu.† â€Å"Ha! We have to get doctor for Tucker. He owes me five hundred dollars.† Sepie's eyes went wide. No wonder he wears such a fine dress. Five hundred dollars! She said, â€Å"The chief says I have to be secret about this man. Everyone knows he is here. The boys get drunk and talk. But I can't get the doctor.† â€Å"Why are you taking care of him? You are just a girl.† â€Å"I am not just a girl. I am mispel.† Kimi scoffed. â€Å"There are no mispels anymore.† Sepie threw down the rag she was using to wipe the floor. â€Å"What do you know? You are a man in a dress, and I don't believe you have five hundred dollars.† â€Å"It was a nice dress before the typhoon,† Kimi said. â€Å"Wash-and-wear. No dry cleaning.† Sepie nodded as if she knew what he was talking about. â€Å"It is a very pretty dress. I like it.† â€Å"You do?† Kimi picked at the crushed pleats around his legs. â€Å"It's just an old thing I picked up in Manila. It was on sale. You really like it?† Sepie didn't understand. Among her people, if you admired someone's else possession, manners bound them to give it to you. How could this silly man speak her language and still not know her customs. And he wasn't even looking at her that way all men looked at her. â€Å"What island do you come from?† â€Å"Satawan,† Kimi said. â€Å"I am a navigator.† Sepie scoffed. â€Å"There are no more navigators.† Just then the doorway darkened and they looked up to see Abo, the fierce one, entering the bachelors' house. He was lean and heavily muscled and he wore a permanent scowl on his face. The sides of his head were shaved and tattooed with images of hammerhead sharks. He wore his hair tied into a warrior's topknot that had gone out of fashion a hundred years ago. â€Å"Has the pilot awakened?† he growled. Sepie looked down and smiled coyly. Abo was the one boy in the bachelors' house who didn't seem to accept the communal nature of her position. He was always jealous, enraged, or brooding, but he brought her many presents, sometimes even copies of People that he stole from the men's drinking circle. Sepie thought she might marry him someday. â€Å"He is too sick for this,† Kimi said. â€Å"We need to take him to the doctor.† â€Å"Malink says he must stay here until he is well.† â€Å"He is dying.† Kimi said. Abo looked at Sepie for confirmation. â€Å"Well, he smells dead,† she said. The sooner they sent the pilot to the Sorcerer, the sooner she could get back to spending her days swimming and preening. â€Å"Malink will be angry if he dies,† she added for good measure. Abo nodded. â€Å"I will tell him.† He pointed to Kimi. â€Å"You come with me.† Kimi got up to leave, then turned back to Sepie when he reached the doorway. â€Å"If Roberto comes, tell him I'll be right back.† Sepie shrugged. â€Å"Who is Roberto?† â€Å"He's a fruit bat. From Guam. You can tell by his accent.† â€Å"Oh, him. I think Sarapul ate him,† Sepie said casually.† Kimi turned and ran screaming into the village. Malink looked up from his breakfast, a banana leaf full of fish and rice, to see Abo coming down the coral path toward his house. Malink's wife and daughters shuffled to the cookhouse at the sight of the fierce one. â€Å"Good morning, Chief,† Abo said. â€Å"Food?† Malink answered, gesturing with his breakfast. Abo had already eaten, but it would have been rude not to accept. â€Å"Yes.† Malink's wife poked her head out of the cookhouse and saw the chief nod. In a second she was giving her own breakfast to Abo, who neither thanked her or acknowledged her presence. â€Å"The pilot is sick,† Abo said. â€Å"Very bad fever. Sepie and the girl-man say that he will die soon without the Sorcerer's help.† Malink suddenly lost his appetite. He set his breakfast on the ground and one of his daughters appeared out of nowhere to take it to the cookhouse, where the women shared what was left. â€Å"And what do you think?† Malink asked. â€Å"I think he is dying. He smells of sickness. Like when Tamu was bitten by the shark and his leg turned black.† Malink rubbed his temples. How to handle this? The Sky Priestess was angry with him for even dreaming of the pilot. What would happen if he suddenly showed up with him? â€Å"What about the girl-man?† â€Å"He is not sick, but he has gone crazy. He runs around the village looking for Sarapul.† Malink nodded. â€Å"Catch him and tie him up. Make a litter and take the pilot to the betel nut trees by the runway. Leave him there.† â€Å"Leave him there?† â€Å"Yes, quickly. And bring the litter back with you. Make it look as if he walked to the runway. Send a boy to me when it is done. Go now.† Abo put down his food and ran off down the path. Malink went into his house and pulled the ammo box out of the rafters. Inside, next to the portable phone, he found the Zippo that Vincent had given him. He clicked it open, lit it, and sat it on the floor while it burned. â€Å"Vincent,† he said, â€Å"It's your friend Malink here. Please tell the Sky Priestess that this is not my fault. Tell her that you have sent the pilot. Please tell her for your friend Malink so she will not be angry. Amen.† His prayer finished, Malink snapped the lighter shut, put it away, then took the portable phone and went outside to wait for the boy to tell him everything was in place. 28 Choose Your Own Nightmare Tucker Case rolled through a fever dream where he was tossed in great elastic waves of bat-winged demons – crushed, smothered, bitten, and scratched – and there, amid the chaos, a pink fabric softener sheet passed by the corner of his eye, confirming that he had been stuffed into a dryer in the laundromat of Hell. He tumbled toward the pink, ascended out of the clawing mass, and awoke gasping, with no idea where he was. The pink was a dress on a heart-faced woman who said, â€Å"Good morning, Mr. Case. Welcome back to the world.† A man's voice: â€Å"After your message and the typhoon, we thought for sure you'd been lost at sea.† He was a white blur with a head, then a lab coat wrapped around a tall, smiling middle-aged man, gray and balding, a stethoscope around his neck. The doctor had his arm around the heart-faced woman. She too was smiling, with the aspect of an angel, the vessel of human kindness. Together they looked as if they had walked off of fifties television. The man said, â€Å"I'm Dr. Sebastian Curtis, Mr. Case. This is my wife, Beth.† Tuck tried to speak, but emitted only a rasping squeak. The woman lifted a plastic cup of water to his lips and he drank. He eyed the IV bag running into his arm. â€Å"Glucose and antibiotics,† the doctor said. â€Å"You've got some badly infected wounds. The islanders found you washed up on the reef.† Tucker did a quick inventory of his limbs by feel, then looked at them lest he had lost a leg that was still giving off phantom feel ing. He raised his head to look at his crotch, which was sending pulses of pain up through his abdomen. The woman gently pushed him down. â€Å"You're going to be fine. They found you in time, but you're going to need more rest. ‘Bastian can give you something for the pain if you need it.† She smiled beatifically at her husband, who patted Tuck's arm. â€Å"Don't be embarrassed, Mr. Case. Beth is a surgical nurse. I'm afraid the catheter will have to stay in for a few days.† â€Å"There was another guy with me,† Tuck said. â€Å"A Filipino. He was piloting the boat.† The doctor and his wife shot each other a glance and the â€Å"Ozzie and Harriet† calm shattered into panic, but only for a second, then they were back to their reassuring cooing. Tuck wasn't even sure he had seen the break. â€Å"I'm sorry, but the islanders didn't find anyone else. He must have been lost in the storm.† â€Å"But the tree. He was hung in the tree†¦Ã¢â‚¬  Beth Curtis put her finger gently on his lips. â€Å"I'm sorry you lost your friend, Mr. Case, but you need to get some rest. I'll bring you something to eat in a little while and we'll see if you can hold down some solid food.† She pulled her hand away and put her arm around her husband's waist as he pushed a syringe of fluid into Tuck's IV tube. â€Å"We'll check on you shortly,† the doctor said. Tucker watched them walk away and noticed that for all her â€Å"Little House on the Prairie† purity, Beth Curtis had a nice shape under that calico. Then he felt a little sleazy, as if he'd been caught horning on a friend's mom. Like the time, drunk and full of himself, he'd hit on Mary Jean Dobbins. To hell with solid food. Gin – in large quantities over a tall column of ice – that's the rub. Tonic to chase away the blues of bad dreams and men lost at sea. Tuck looked around the room. It was a small hospital ward. Only four beds, but amazingly clean considering where it was. And there was some pretty serious-looking equipment against the walls: technical stuff on casters, stuff you might use in complicated surgery or to set the timing on a Toyota. He was sure Jake Skye would know what it was. He thought about the Learjet, then felt himself starting to doze. Sleep came with the face of a cannibal, leg-jerk dreams, and finally settled in on the oiled breasts of a brown girl brushing against his face and smelling of coconut and flowers. There was a scratch and scuttle on the tin roof, followed by the bark of a fruit bat. Tuck didn't hear it. The pig thief had been caught and Jefferson Pardee had to find a new lead story. He sat at his desk pouring over the notes he'd written on a yellow legal pad, hoping that something would jump out at him. In fact, there wasn't a lot of jumping material there. The notes read: â€Å"They caught the pig thief. Now what?† You could run down the leads, pound the pavement, check all your facts with two sources, then structure your meticulously gathered information into the inverted pyramid form and what you got was: The pig's owner had gotten drunk and beat up his wife, so she sold his pig to someone on the outer islands and bought a used stun gun from an ensign with the Navy Cat team. The next time her husband got rough, a group of Japanese tourists found him by the side of the road, sizzling in the dirt like a strip of frying bacon. Mistaking him for a street performer, the tourists clapped joyously, took pictures of each other standing beside the electrocuted man, and gave his wife five dollars. The whole intrigue had been exposed when police found the pig-stealing wife in front of the Continental Hotel charging tourists a dollar apiece to watch her zap her husband's twitching supine body. The stun gun was confiscated, no charges were pressed, and the wife beater was pronounced unharmed by a Peace Co rps volunteer, although he did need to be reminded several times of his name, where he lived, and how many children he had. The mystery was solved and the Truk Star had no lead story. Jefferson Pardee was miserable. He was actually going to have to go out and find a story or, as he had done so many time before, make one up. The Micro Spirit was in port. Maybe he'd go down to the dock and see if he could stir up some news out of the crew. He slid his press card into the band of his Australian bush hat and waddled out the door and down the dusty street to the pier where rock-hard, rope-muscled islanders were loading fifty-five-gallon drums into cargo nets and hoisting them into the holds of the Micro Spirit. The Micro Spirit and the Micro Trader were sister ships: small freighters that cruised the Micronesian crescent carrying cargo and passengers to the outer islands. There were no cabins other than those of the captain and crew. Passengers traveled and slept on the deck. Pardee waved to the first mate, a heavily tattooed Tongan who stood at the rail chewing betel nut and spitting gooey red comets over the side. â€Å"Ahoy!† Pardee called. â€Å"Permission to come aboard.† The mate shook his head. â€Å"Not until we finish loading this jet fuel. I'll come down. How you doing, Scoop?† Pardee had convinced the crew of the Micro Spirit to call him â€Å"Scoop† one drunken night in the Yumi Bar. He watched the mate vault over the railing at the bow and monkey down a mooring line to the dock with no more effort than if he was walking down stairs. Watching him made Pardee sad that he was a fat man. The mate strolled up to Pardee and pumped his hand. â€Å"Good to see you.† â€Å"Likewise,† Pardee said. â€Å"Where you guys in from?† â€Å"We bring chiefs in from Wolei for a conference. Pick up some tuna and copra. Same, same.† Pardee looked back at the sailors loading the barrels. â€Å"Did you say jet fuel? I thought the Mobil tankers handled all the fuel for Continental.† Continental was the only major airline that flew Micronesia. â€Å"Mobil tankers won't go to Alualu. No lagoon, no harbor. We going to Ulithi, then take this fuel special order to the doctor on Alualu.† Pardee took a moment to digest the information. â€Å"I thought the Micro Trader did Yap and Palau States. What are you going all the way over there for?† â€Å"Like I say, special order. Moen has jet fuel, we here in Moen, doctor wants jet fuel soon, so we go. I like it. I never been Alualu and I know a girl on Ulithi.† Pardee couldn't help but smile. This was a story in itself. Not a big one, but when the Trader or the Spirit changed schedules it made the paper. But there was more of a story somewhere in those barrels of jet fuel, in the ru-mor of armed guards, and in the two pilots that had passed through Truk on the way to No One's Island. The question for Pardee was: Did he want to track it down? Could he track it down? â€Å"When do you sail?† he asked the mate. â€Å"Tomorrow morning. We get drunk together tonight Yumi Bar. My boys carry you home if you want. Hey?† The mate laughed. Pardee felt sick. That was what they knew him for, a fat, drunken white man who they could carry home and then tell stories about. â€Å"I can't drink tonight. I'm sailing with you in the morning. I've got to get ready.† The mate removed the betel nut cud from his cheek and tossed it into the sea, where tiny yellow fish rose to nip at it. He eyed Pardee suspiciously. â€Å"You going to leave Truk?† â€Å"It's not that big a deal. I've gone off-island before for a story.† â€Å"Not in ten years I sail the Spirit.† â€Å"Do you have room for another passenger or not?† â€Å"We always have room. You know you have to sleep on deck?† Pardee was beginning to get irritated. He needed a beer. â€Å"I've done this before.† The mate shook his head as if clearing his ears of water and laughed. â€Å"Okay, we sail six in morning. Be on dock at five.† â€Å"When do you come back this way?† â€Å"A month. You can fly from Yap if you don't want to come back with us.† â€Å"A month?† He'd have to get someone to run the paper while he was gone. Or maybe not. Would anyone even notice he was gone? Pardee said, â€Å"I'll see you in the morning. Don't get too drunk.† â€Å"You too,† the mate said. Pardee made his way down the dock, feeling every bit of his two hundred and sixty pounds. By the time he made it back to the street, he was soaked with sweat and yearning for a dark air-conditioned bar. He shook off the craving and headed for the Catholic high school to ask the nuns if they had any bright students who might keep the paper running in his absence. He was going to do it, dammit. He'd be on the dock at five if he had to stay up all night drinking to do it.

Fundamental of Laws

We would first need to establish if there is a valid and legally binding contract formation between Iris (â€Å"the offeror†) before deciding on the likely outcomes for the parties. A proper contract constitutes an offer, an acceptance, the provision of a consideration of value and parties’ intention to legal relations. There was no depute as to the presence of a valid offer because Iris did indeed make an offer to sell the piano for a specific price and its terms i. e. keeping the offer open for Diana till noon on Saturday, were communicated to Diana. In return, Diana had also put up her consideration towards the formation of the contract by making an effort to raise the money needed to buy the aforementioned piano from Iris. Beside the elements of acceptance, which we shall discuss in the latter paragraphs, the collective actions from the both parties suggested that they were intending to form legal relations with each other. OFFER Offer and acceptance analysis is a traditional approach in contract law used to determine whether an agreement exists between two parties. Agreement consist of an offer by an indication of one person, the offeror, to another, the offeree, of the offeror’s willingness to enter into s contract on certain terms without further negotiation. At law, an offer is the indication by one party to another of his willingness to enter into a contract with him on certain terms. It must be communicated to the offeree. It may be kept open if supported by consideration. Also, an offer may be terminated. On Monday, Iris communicated her offer to sell her piano to Diana for ?500. Therefore, Iris is the offeror. At law, a promise to keep an offer open for a certain time or to give someone ‘first refusal’ will not be legally binding unless the offeree gave some payment to the offeror in return for the favour. Otherwise, the offeror is making only a gratuitous promise: giving something for nothing. Such a promise is not a contractual one, since it lacks consideration – Goldsborough Mort & Co Ltd v Quinn (1910) There is no option present as Diana did not give anything of value to Iris to keep the offer open. Therefore, Iris promise to hold the piano till Saturday was not legally binding. Thus, the offer was invalid. ACCEPTANCE There are two elements for acceptance to be valid. At law, acceptance must be Final and Unqualified. The general rule is that acceptance is effective only when is communicated to the offeror. Diana’s acceptance is final and unqualified as she phoned and left a message with Iris’s daughter, Athena, saying that she got the money and would collect the piano on Saturday morning. However, the acceptance was not communicated to Iris as Athena forgot to pass the message to Iris. Thus, Diana’s acceptance of offer is invalid as it does not fulfill the requirements for the acceptance to be effective. The acceptance was not communicated to the offeror. REVOCATION At law, offeror may revoke an offer at any time prior to the offer being accepted even if the offeror has promised not to revoke it – Routledge v Grant Notice of revocation is crucial; it is not effective unless the offeree knows it. Offeror are entitled to change their minds and withdraw offers at any time right up to the moment of acceptance. An offer can be revoked by the offeror any time before it is accepted. This is analogous to the case of Byrne & Co v Leon Tienhoven & Co (1880) Personal notification is usual, but is not essential as long as the offeree knew or reasonably should have know that the offer had been withdrawn. Dickinson v Dodds (1876, CA) Revocation must be communicated to the offeree – Byrne v Van Tienhoven (1880) On Thursday, Iris was visited by Juno who said that she would pay ?600 for the piano. Later that day, Iris posted a letter to Diana on Thursday to revoke the offer. The revocation of the offer was invalid as the letter of revoca tion did not reach Diana. This was due to the fact that Mercury, the postman, delivered the letter to the wrong address. Thus, revocation was not communicated to the offeree. However, Iris would argue that the revocation was valid as at law, Iris did not receive an acceptance from Diana and she could revoke the offer at any time prior to the offer being accepted. But, Iris was not aware that the letter of revocation did not reach Diana. On the other hand, Diana would argue that the revocation was not effective as she gave her acceptance on offer to Iris’s daughter on phone on Wednesday. Diana did not know that the acceptance was not communicated to Iris and she did not receive the letter of revocation. Thus, Diana assumed that her acceptance on offer was valid and appeared with a hired van to collect the piano on Saturday evening. Henceforth, Iris revocation on Thursday was not effective as the letter of revocation did not reach Diana. Revocation was not communicated to the offeree. CONCLUSION The offer between Iris and Diana is valid as well as Juno offer to Iris. The acceptance between Iris and Diana is not legally binding due to it was just a verbal promise that Iris would hold on to the piano for Diana till Saturday morning if Diana could raise the money. On Wednesday, although Diana’s acceptance was made to Iris’s daughter, Athena, it was not direct to Iris. If Diana’s acceptance is invalid it can be argued, but if there’s this, Juno’s acceptance may be valid. But the contract between Juno and Iris was invalid still due to Juno’s offer was given to Iris on Thursday. Although Iris accepted the offer, there’s still no legal contract between them until Saturday. But Iris did something, she sent a revocation letter to Diana but Diana didn’t receive it. Therefore, Diana can actually sue Iris for compensation.