Statement of Purpose for Reporters and Creative Writers

Reporters and creative writers both further the freedoms of people. They give people the chance to read and learn about the world we live in. Reporters and creative writers must be fantastic writers and decent editors. Workers in both of these professions will be editing and revising their own pieces of work. I love writing and being creative in my writing style and spend hours at a time just writing, so these qualities are appealing to me. Though both include literary work, both differ the most in their work environments. Reporters can work irregular hours and travel at a moment’s notice. I would get to travel and experience the world through others’ eyes. Creative writers work from home on their own schedule, at their own pace. They can let their creativity flow freely because they are not confined by a cubicle. The ability to be spontaneous in reporting is highly appealing to my personal taste. With my personality and skills, reporting is a better career for me than creative writing. People now a day’s try to cover up the truth about things that are not so desirable, so that’s why the world needs reporters. People are needed that are willing to dig underneath all the lies to find the truth. Luckily, I have been gifted with a moral shovel that helps me sift through the falsities. It’s in reporter’s job description to write a lot and I enjoy writing. A lot of their time is also spent on the internet or in the library researching a topic they will be reporting on. They haveShow MoreRelatedInstallation Art And Its Impact On Art2857 Words   |  12 PagesINSTALLATION ART Installation art is living art which makes it relevant in our daily lives. It can be seen on display in communities, in business, in architecture, and in education. Additionally, it is pivotal in making a political statement as well as entertainment inclusively film installations, film and television productions. 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The, The Sold Out Ones, By Luis Valdez - 1594 Words

Los Vendidos, which signifies the sold out ones, is a play that was correlated by Luis Valdez and created by the Farm Workers Theater of Atzlan. They have built their theater society with respect to the old show clubs that were common in the striker s groups of the sixties and seventies. In these groups, performing artists and performers would assume parts that would ridicule certain gatherings or people that they were opposing. Case in point, if the produce pickers were striking against a cultivator, then the play would draw out every generalization that individual put stock in or each awful quality that that individual had and would decorate it. They would make their focus out to be inept and uninformed. Los Vendidos finishes this errand extremely well on the grounds that it demonstrates each generalization that Anglos have against Mexican Americans, and places it in a manner that will make any Anglo be embarrassed for having accepted such falsities. 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People Management Case Study Free Essays

string(51) " Ben appears as an EXECUTIVE LEADER, a â€Å"DOER†\." The SITUATION: the Ben Brooks’ dilemma Ben Brook, 43 years old, a solid professional with 20 years of experience at Livingstone Corp. , is extremely disappointed for not having been promoted CEO of his company. For the first time in his life, he is reflecting about his personal and professional history and choices, trying to get some lessons for the future. We will write a custom essay sample on People Management Case Study or any similar topic only for you Order Now He considers quitting his company for a CEO job in another one. The FACTS: Ben Brooks’ personal and professional life Our starting point will be to understand (through a 3 pages letter) who Ben is as a person, and as a professional. We can deduce several key personality clues, based on the facts in the letter: ? An â€Å"achiever†: born in 1935, graduated with honors, joins Livingstone at the age of 23, promoted to an important position after only 4 years in the company, promoted youngest ever Executive VP (35 years old) after 12 years in the company. ?Loyal to the company and proud of it: entire career at Livingstone (20 years) ? â€Å"Work-aholic† at the expense of his family: regularly spend evenings and weekends in the office. Forgets about taking vacation. Immersed by work, leaves all energies in the office and fails in dedicated some to his wife and kids. One anecdote: after divorce, lives in a NYC hotel close to the office. ?Self-confident: believes others will notice and reward him for his own professional skills. ?Small (or none) circle of friends: having written this letter, at this point in time, to a professor he has neither seen nor talked to in the past 20 years seems like a strong sign that he had nobody closer with whom share his dilemma. The ANALYSIS: Ben Brooks’ profile 1. Psychological Type With the limited information available in the letter, we can guess Ben is an NT TYPE (â€Å"Intuitive Rational†): Ben is fascinated by power, he is very ambitious and believes he will progress and be recognized / rewarded by others as a result of his own personal competences. As we said, he is a â€Å"work-aholic†, his competence seems never enough to him and he lives permanently with the fear to â€Å"fail† (ie. to not getting as high as he believes he deserves). He is a â€Å"visionary† and permanently challenges the status-quo: a good example is the â€Å"direct cost model† Ben developed and implemented at Livingstone only 2 years after having joined the company. In his professional relationships with others, NT types are arrogant in that sense that they assume a small contribution from his peers and team since, ultimately, â€Å"they are not as good as I am†. At the same time, as contradictory as it may seem, he can be as highly demanding with others as he is with himself. The NT types could go as far as hurting others’ feelings without even noticing it. Worth noting: there is nevertheless one component in Ben’s personality which could have led us to classify him rather as an SJ type. Ben is committed to deliver on his promises and objectives and, in that respect, he values duty above all and dedicates all of his time and energy to his work. That said, an SJ type is also very sensitive to others, to bringing harmony to the relationships and his â€Å"duty sense† goes beyond work to also his family. This is clearly not the case for Ben. ? To further complete this picture, Ben seems to be more of an INTROVERTED type: difficult to say through the letter but he does not seem like a very social or externally-focused person. He does not seem to be sourcing his energy from others, but rather from himself and his work. He definitely prefers communicating in written, even to a professor he has not seen for the past 20 years (! ) which clearly shows how little genuine interest he has in knowing how others (the professor) are doing: he dedicates 3 pages to talking exclusively about himself and his dilemma. On the 4th axe, Ben seems more like a JUDGEMENT type: he enjoys planning is work and is excited about reaching objectives. That said, we do not have much more information about this topic. 2. Motivational profile Reading through his letter, we can sense Ben has consistently been moved by mostly INTRINSIC MOTIVATIONS, with some component of EXTRINSIC MOTIVATIONS but a total absence of TRANSCENDENT MOTIVATIONS. Let’s elaborate slightly more: Most important motivation for Ben seems to have been his own self-fulfillment at work, the satisfaction of being a competent professional facing challenges and delivering results (INTRINSIC MOTIVATION) with the objective of being rewarded by the company with increasingly important jobs, power and status (EXTRINSIC MOTIVATION). Economic compensation, although also important (as for most of us), seems to play a secondary role for Ben. In his letter, he explains his jobs and some key business achievements yet never mentions other people, his teams, the role they played on his success or the impact he, as a manager, had on their development (lack of TRANSCENDENT MOTIVATIONS). This analysis is coherent with the conclusion we can drive from his (lack of) personal life: Ben acknowledges he failed in dedicating time and energy to his family and was not surprise when his wife left him. He talks about this â€Å"personal drama† in a very dispassionate manner, as a â€Å"logical fact†: another indication of the little relevancy of TRANSCENDENT MOTIVATIONS. How does this affect his LEADERSHIP ABILITY? Nobody, no matter how good of a manager he/she is, could be perceived as a true leader by his/her organization, if he/she does not display a minimum of TRANSCENDENT MOTIVATION, ie. a unique interest and empathy about others and about doing what is better for others’ well-being. This motivation is a must in order to be able to generate VALUES in the organization. Ben thought his personal needs would be fulfilled with MATERIAL and PROFESSIONAL components. He disregarded AFFECTIVE needs or, equally worrying, he thought it was other people’s role (his wife) to provide him unilaterally with some affection. 3. Leadership Style and Competencies Ben appears as an EXECUTIVE LEADER, a â€Å"DOER†. You read "People Management Case Study" in category "Essay examples" He has vision for the business and the skills to get there. He relentlessly focus on results, on delivering on objectives and is highly involved and committed to do so. This single-minded focus leaves little room for other people: he is egocentric and lacks genuine interest in others. He is a poor listener and could end up manipulating others (even unconsciously) in his will to get results at any cost. Ben is ambitious about his career and concerned about his own success above all. Through his 20 years of successful career progression, Ben has certainly demonstrated both BUSINESS and MANAGING COMPETENCIES (otherwise he would probably not have become Executive VP). As previously said, Ben has a vision for the business, knows how to administrate people and resources in order to be effective in delivering results. On the contrary, lacking of Transcendent Motivations, Ben has been unable of bringing a SENSE OF MISSION to his leadership. Further, he has probably even been unconscious and unaware of the importance of this sense of mission. Ben has lacked the critical PERSONAL COMPETENCIES required to lead others behind a common â€Å"vision†, a higher level commitment than merely objectives or tasks. With strong Business and Managing competencies, Ben has been able through his career to deliver results and to motivate his teams â€Å"on the short-term† by merely leveraging on their extrinsic and intrinsic motivations (LIDERANCA TRANSFORMADORA). Nevertheless, as it is, Ben would be unable to motivate an organization behind a higher-end, longer-term mission (LIDERANCA TRANSCENDENTE), and this is certainly what Livingstone top management has identified as a gap for Ben to become the company CEO. In the words of another leadership specialist, Ben is certainly a COMPETENT MANAGER, he organizes people and resources to reach objectives. He is probably an EFFECTIVE LEADER, with a vision to engage others towards the pursuit of stretching goals. But he is not at the top leadership level, the LEVEL 5 EXECUTIVE, who builds solid organizations and preaches with his own example and humility, rallying the organization behind a common mission, one which transcends extrinsic and intrinsic motivations to truly make an impact on people’s well-being and, ultimately, on the society. Advice I would give to Ben Brooks Throughout the above analysis, the advice I would give to Ben is to take quality time and start a well-thought process of personal change. Any personal change process requires: -First, to acknowledge the need for a personal and a professional change: Ben has done so already, at least on the professional side, as we can see in his letter. He does not yet seem concerned about the importance of a well-balanced personal and emotional life and its positive impact on his leadership ability. Second, the willingness to change: Ben is starting to realize this as he says he will certainly behave differently if he joins a new company. -Third, to act, to plan the change and to execute it, as an iterative process. For a mid-aged person like Ben, with 20 years of professional experience in the same company (hence, already with a personal risk-aversion profile), changing profoundly anchored habits will be a very difficult exercise. Further, Ben is currently frustrated and angry about his top management decision and he will probably lack the necessary objectivity in analyzing his own case and the true reasons why they believe he is not ready to be the CEO the company needs. I would hence advice Ben to reach out to a professional coach who, same as psychiatrics do, will help him dissect the information and drive conclusions and who will design, with him, the steps needed for the change. I would advise him to start by complementing his own in-depth reflection with the feedback he could get from several peers, subordinates and friends/family about who is Ben, how does he behaves, how is he perceived. This will be the starting point, the raw material to start the work with the coach. Also importantly, this process will take significant time and effort, yet it is crucial if he wants to become not only a better rounded senior leader for an organization, but also a happier person. I would suggest that he puts aside, for the moment, his prospection for new jobs. Ideally, if this is financially possible, he would quit his job and dedicate some time (some months) entirely to himself and his change process. Probably 20 years of experience do â€Å"buy you† the right to do so and the personal â€Å"win† will be worth the time and the salary. Ultimately, I believe Ben will be better off leaving his company: he has accumulated significant frustration that will impact him in his daily work and, as he says, he will probably not make it to CEO there in the mid-term. That said, I believe he should also think whether â€Å"becoming CEO† is his true objective. The title â€Å"per se† does not say much. He should be more factual in writing down the â€Å"must have† and the â€Å"negotiable elements† of the ideal job he wants and, with the help of his coach, identify the type of jobs and, as importantly, the type of companies where he could find it. In my opinion, these are the lessons Ben Brooks should learn for the future Driven by his own professional ambition, Ben has failed in taking a â€Å"helicopter view† to evaluate his personal and professional life on a permanent mode. He has failed in growing as a leader and as a person to go beyond efficacy (delivering on results), to leave a positive mark on those surrounding him and to make his beloved ones happier and his collaborators more profoundly committed about a mission. A leader is not a â€Å"top level† leader if he does not: -First, knows himself (â€Å"Self-Awareness†), his motivations, his style, his strengths and weaknesses, the impact he makes on others, -Leverages his own emotions and skills to be more effective and empathic in working with others, to get the most out of them (Emotional Intelligence) -Has a genuine interest for other people, Behaves as a change agent, an influential leader well beyond a â€Å"doer† delivering business results -Knows how to manage his own career and his personal time and, ultimately, balances both (Work Life Balance) to be an example as a professional but also as a human being. Ben invested all his time and energy on his own effectiveness as a manager and thought this would be enough to take him where he wanted to be. He invested all the time in his company, his projects and results and failed to dedicate time and energy to his beloved ones but also to himself. The best investment one can make, at any time in life, is the investment made to become a better person and a better leader, more genuine and more engaged to excel not only in results, but also in the positive impact we have on others. Ben is still on time to do so and excel in this new professional adventure, whatever makes him happier, with or without the â€Å"CEO† title in the business card. How to cite People Management Case Study, Free Case study samples

Honor Is Cyrano de Bergerac free essay sample

People in today’s society have many different aspects about their character that make them who they are. Positive character traits can be found in people around the globe and in the characters that many read about in books. Edmond Rostand presents the character Cyrano in the play Cyrano de Bergerac with a many positive traits that make him a very relatable character. Cyrano lives his life based on a strict code of honor through his actions. A code of honor can be seen in the way Cyrano acts towards himself. His pride shows this many times throughout the play. One example of this is when Cyrano fights Valvert over his own nose whilst at the play in the beginning of the novel. This shows that he respects himself and does not feel as though others should be able to point out his flaws. His own integrity also reveals his honor. We will write a custom essay sample on Honor Is Cyrano de Bergerac or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page When Cyrano talks with de Guiche about changing his poetry so they can sell it he says, â€Å"Impossible, sir; my blood curdles at the thought of having a single comma changed† (87). This scene reveals that Cyrano cannot be so easily morally corrupted because he expresses himself through his own works. Honor is also revealed in his altruism. The fact that Cyrano does not want to date Roxane, even after Christian dies, reveals this. This shows that he is unselfish and wants to put the wants and needs of others before his own. Cyrano’s sense of honor can be seen all throughout the play in his actions towards himself. Cyrano’s code of honor is shown in the way that he acts towards his friends. His service rather than selfishness reveals this code of honor. One example of this was when he helps Christian impress Roxane by helping him speak more eloquently and intelligently all throughout the book. He goes out of his way to do something for his friend so that Christian can be happy. Cyrano’s loyalty towards Ragueneau also reveals his code of honor. This makes an appearance when he attempts to tell him that the poets in his shop are taking advantage of him by saying, â€Å"Haven’t you ever noticed how they stuff themselves while they listen to your verse? (70). His actions reveal that he cares for his friend and does not want to see him being taken advantage of. Honor can also be seen in Cyrano’s duty to Christian. This can be seen when he tells the dying Christian that Roxane still loves him. His actions make Christian feel happy, even in his last few minutes alive. Cyrano’s actions towards his friends reveal the strict code of honor that he live s by. Cyrano’s code of honor is shown in his actions towards Roxane. Such honor is displayed in his service rather than selfishness for Roxane. One example is when Cyrano distracts de Guiche by falling from a tree in order for Christian and Roxane to get married. His actions reveal that he will do whatever he can to see that she is happy. Cyrano’s responsibility to Roxane also reveals his code of honor. This can be seen when Roxane asks him to protect Christian and he says, â€Å"I promise† (79). After making a promise to her, he goes out of his way to do anything to keep it and make her happy. Honor can also be seen in Cyrano’s loyalty towards Roxane. This is portrayed when Cyrano shows up every day to the chapel in order to keep her updated on local news. His actions reveal that he is devoted, wants to please Roxane, and will always be by her side. Cyrano’s actions all throughout the novel towards Roxane reveal a code of honor in which he lives by. Cyrano’s actions throughout the play provide evidence that he lives life by a strict code of honor. This honor is so important many because it is one of the core values of humanity. Often times people go to great lengths to defend their honor for this reason. Honor guides these lives because these people feel that it is a great way for them to assert their individuality.