The Marine Corps Should Have No Restrictions On Tattoos Essay

Winston Churchill, President Theodore Roosevelt, and John Fetterman they all have something in common and that is tattoos. I am here to argue that tattoos can view as freedom of expression, strong Naval tradition, and more importantly no hindrance on job performance. The Marine Corps should have no restrictions on tattoos. Over the past 50 years’ tattoos have continued to grow in popularity, yet the Marine Corps wants to place restrictions on their service members; claiming their policy is design to help their service members to maintain a discipline appearance. It would be proven that tattoo is viewed as favorable by royalty and the elite. Freedom of expression, Before one can truly understand the stance of an argument, you have to understand the topic. After carefully reviewing reliable resource it was discovered that the art of tattooing can easily be dated back to the 4th millennium BC (Before the Common Era) mummified bodies discovered in ancient Egypt. Archeologists found themselves identifying tribes as well as historical information the marking and body tattooing. It became clear and concise that ancient rulers would brand their bodies to inform others of their rank and accomplishments, whereas other royal family alleged that tattoos meant magical talents. On the other hand, tattoos replicate a standout amongst the most trustworthy known categories of communication. Archeologists attribute pictures as earliest methods ofShow MoreRelatedTattoos And Its Impact On Society Essay962 Words   |  4 PagesTattoos have always been very appealing to mankind. In today’s Society tattoos have spiraled out of control in my opinion. From the tattoo placement anywhere on the body, to the vulgar and offensive kind of tattoos; restrictions are absolutely necessary. Some feel as if the Marine Corps shouldn’t have any tattoo restrictions. But I strongly disagree. This Organization has been built on so many great principles, like our Corps Values: â€Å"Honor, Courage, and Commitment.† Then we have our official UnitedRead MoreTattoos And Its Impact On Society Essay955 Words   |  4 Pages Tattoos have always been rather appealing to mankind. In today’s Society tattoos have spiraled out of control in my opinion. From the tattoo placement anywhere on the body, to the offensive kind of tattoos; restrictions are absolutely necessary. Som e feel as if the Marine Corps shouldn’t have any tattoo restrictions. But I strongly disagree. This Organization has been built on so many great principles, like our Corps Values: â€Å"Honor, Courage, and Commitment.† Then we have our official United StatesRead MoreThe First Amendment Of The United States Essay970 Words   |  4 Pagesart; also known as tattoos. This creative form of expression can be displayed anywhere on the body. It is because of this same freedom that I believe there should be restrictions on what and where a tattoo is placed. Some feel as if the Marine Corps shouldn’t have any tattoo restrictions. But I strongly disagree. This Organization has been built on so many great principles, like our Corps Values: â€Å"Honor, Courage, and Commitment.† Then we have our official United States Marine Corps (USMC) slogan: â€Å"TheRead MoreEssay on Importance of Military Rules and Regulations5572 Words   |  23 Pagesmore experienced lead ers who have been doing this for years. We have plenty of obedience in Charlie company and I feel it is one of the best units I have been in. It has made me want to persue a carreer in the military and I no rules and regulations is what is going to make me move up the ranks and make me a all around better soldier. I no I need to work on discapile sometimes and am doing corrective training right now to make me become a better sodier. So in my essay I have listed many chararisticsRead MoreAr 670-1117328 Words   |  470 PagesFebruary 2005-o Updates figures throughout the regulation (throughout). o Clarifies the definition of unauthorized tattoos while wearing the class A uniform (chap 1). Identifies officials responsible for making initial entry determinations on tattoos and brands (chap 1). Delegates the authority to MACOM commanders to grant exceptions to policy or discharges on initial entry soldiers with tattoos (chap 1). Clarifies the definition of a privately owned vehicle for the purpose of wearing the headgear (chapRead MoreAr 670-1116218 Words   |  465 PagesRecords Management and Declassification Agency). *Army Regulation 670–1 Headquarters Department of the Army Washington, DC 3 February 2005 Effective 3 March 2005 Uniforms and Insignia Wear and Appearance of Army Uniforms and Insignia Corps of Cadets, United States Military Academy, only when their respective uniform regulations do not include sufficient guidance or instruction. It does not apply to generals of the Army, the Chief of Staff of the Army, or former Chiefs of Staff ofRead MoreFundamentals of Hrm263904 Words   |  1056 Pageswritten permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, (201)748-6011, fax (201)748-6008, website http://www.wiley.com/go/permissions. To order books or for customer service please, call 1-800-CALLRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesappropriate page within text. Copyright  © 2013, 2011, 2009, 2007, 2005 by Pearson Education, Inc., publishing as Prentice Hall. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material

Health Care Is The Sole Payer Of This System - 1327 Words

TC Health Care is centered on providing universal coverage to all citizens. This specific type of health care is provided and financed by the government through tax payments from the citizens. The government is the sole payer of this system, which is why residents will not receive a doctor bill at any time. This is due to the government having the sole control over what doctors can do and what they can charge. With TC, health care is tax-based versus insurance based, which improves the health of residents as it makes them more inclined to participate in preventive care programs. By increasing taxes to cover the health care needs of residents, residents can look forward to decreasing their debt by no longer having to pay for hospital bills†¦show more content†¦Residents within the TC Healthcare window will be able to access their health care through any government funded hospital or hospital where a government paid doctor is attending or residing. Being that a resident is abl e to get to a qualifying hospital or doctor they will receive full access to healthcare benefits regardless of their ability to pay or insurance plan. Each resident’s Primary care physician will be responsible for guiding each resident throughout the system and to the different levels of health care they will need. The TC Health Care model allows for equal access to all residents. This allows for better preventive care and for early awareness of diseases and disorders by allowing residents to have health care more readily available. Because TC Health Care is funded through the government, it will become more widely accessible to people who may not have the necessary funds to obtain proper health insurance. With the hundreds of people who currently cannot afford health insurance, and are either paying too much out of pocket or avoiding getting the medical treatment that they need, TC Healthcare is the perfect solution. Recipients will no longer have to worry about finances and can receive treatment. Therefore, more people

Ikea Business Strategy free essay sample

The strategy of IKEA adopted was cost leadership strategy. The cost leadership strategy is an integrated set action taken to produce goods or services with feature that are acceptable to customers at the lowest cost relative to that of competitors. Firms using the cost leadership strategy commonly sell standardized goods or services to the industry’s most typical customers. IKEA sells a lifestyle that customers around the world embrace a signal they have arrived good taste and recognize value. â€Å"If it wasn’t for IKEA,† Wrote the British design magazine Icon, â€Å"Most people would have no access to affordable contemporary design. The firm’s vision is â€Å"good design and function at low prices. † In fact that everyone like low price products and everyone like new and good design products. But the good design products seldom mark at low prices, but not many are affordable or want to pay much just for the furniture. We will write a custom essay sample on Ikea Business Strategy or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page So IKEA targets at this group people. Good design is IKEA’s competitive level of quality that creates value for customers. To achieve its positioning, IKEA has put much effort on several ways. Firstly, IKEA sells good designed furniture at low prices.But how can IKEA make its product good design and lower its production cost? IKEA has a group of good designers in Sweden. They are responsible for product design and innovation. In order to lower the cost, other members work hand in hand in house production team to indentify the appropriate materials and the least cost suppliers. IKEA works overtime to find the right manufacturer for the right product. It has a big network of suppliers over the world and keeps in good relationship. As primary activities, inbound logistics (e. g. materials handling, warehousing, and inventory control) and outbound logistics (e. g. , collecting, storing, and distributing products to customers) often account for significant portions of total cost to produce furniture. Research suggests that having a competitive advantage in terms of logistics creates more value when using cost leadership strategy than when comparing t using the differentiation strategy. Thus, cost leaders seeking competitively valuable ways to reduce costs may want to concentrate on primary activities of inbound logistics and outbound logistics. In so doing many now outsource the operations to low cost firms with low-wage employees (e. g. , China). IKEA’s big products will usually be designed as a box packaged, which not only saves IKEA’s millions dollars in shipping cost, warehouse storage cost, but also enable shoppers haul their own stuff home. It is another way saves ilea’s delivery cost – get lower cost. Secondly, IKEA uses remarkable shop design. The blue-and-yellow buildings average 300000 square feet in size. The big showrooms let shoppers and scholars have a comfortable and rich environment enjoy shopping inside.IKEA practices a form of gentle coercion to keep you as long as possible. Right at the entrance, for example, you can drop off your kids at the playroom, an amenity that encourage more leisurely shopping. The stores is designed as a circle, you can see everything as long as you keep walking in one direction. Wide aisles let you inspect merchandise without holding up traffic. The furniture itself is arranged in fully access wised displays, down to the picture frames on nightstand, to inspire customers and get them to spend more.Besides, along its designed path shopping, one touch after another seduces the shopper, from the paper measuring tapes and pencils to strategically placed bin with items like pink plastic watering cans, scented candles, and picture frames, these are things you never knew you needed but at less than $2 each you load up on them anyway. That’s why you spend more money than you set out at the beginning. Thirdly, IKEA promotes by sending catalogues. It is produced different editors in different language for 28 countries; over 100 millions catalogues were circulated – more than the Bible.It may increase sales volume by promotion. IKEA provide food services in the stores. The restaurants usually locate at the centre. It provides shoppers a breather and encourages them to keep going and spend more money. It may increase sales volume by provide more services. Once a big sales volume created, IKEA has more space in making an affordable price for the customers or making discount without affecting its income too much. Besides, the firm may have a large bargaining power to the suppliers.It may have a longer account payable period or a quicker inventory supply at lower prices. IKEA has effectively used the cost leadership strategy. It allows firms to earn above-average turns. The reasons of the strategy difficult for competitors imitate are: To a certain extend, IKEA acts a first mover in the furniture market. It has its own group designers. They design new style of furniture each year. As Ikea’s vision is â€Å"good design and low price†. Also IKEA has a team of buyers who are responsible to find the appropriate materials for the products at the lowest cost.This material searching also helps ikea to be the first mover over the market. A first mover is a firm that takes an initial competitive action in order to build or defend its competitive advantages or to improve its market position. The first-mover concept has been influenced by the work of the famous economist Joseph Schumpeter, who argued that firms achieve competitive advantage by taking innovative actions. In general, first movers â€Å"allocate funds for product innovation and development, aggressive advertising, and advanced research and development. The benefits of being a successful first mover can be substantial. Especially in fast-cycle markets, where changes occur rapidly and where it is virtually impossible to sustain a competitive advantage for any length of time, â€Å"a first mover may experience five to ten times the valuation and revenue of a second mover. This evidence suggests that although first-mover benefits are never absolute, they are often critical to a firm’s success in industries experiencing rapid technological developments and relatively short product life cycles.In addition to earning above-average returns until its competitors respond to its successful competitive action, the first mover can gain (1) the loyalty of customers who may become committed to the goods or services of the firm that first made them available, and (2) market share that can b e difficult for competitors to take during future competitive rivalry. The general evidence that first movers have greater survival rates than later market entrants is perhaps the culmination of first-mover benefits.The firm trying to predict its competitors’ competitive actions might conclude that they will take aggressive strategic actions to gain first movers’ benefits. However, even though a firm’s competitors might be motivated to be first movers, they may lack the ability to do so. First movers tend to be aggressive and willing to experiment with innovation and take higher, yet reasonable, levels of risk. To be a first mover, the firm must have readily available the resources to significantly invest in RD as well as to rapidly and successfully produce and market a stream of innovative products.Organizational slack makes it possible for firms to have the ability (as measured by available resources) to be first movers. Slack is the buffer or cushion provided by actual or obtainable resources that aren’t currently in use and are in excess of the minimum resources needed to produce a given level of organizational output. As a liquid resource, slack can quickly be allocated to support competitive actions, such as RD investments and aggressive marketing campaigns that lead to first-mover advantages.This relationship between slack and the ability to be a first mover allows the firm to predict that a competitor who is a first mover likely has available slack and will probably take aggressive competitive actions to continuously introduce innovative products. Furthermore, the firm can predict that as a first mover, a competitor will try to rapidly gain market share and customer loyalty in order to earn above-average returns until its competitors are able to effectively respond to its first move.The strongest barrier for the competitor to imitate is the drain organization structure of IKEA. It is simple that the bigger company, the bigger bargaining power to the suppliers and more resources to make a sale to the customers. Synergy inside the big company is also its advantage. IKEA as global furniture company, it has a large advantage in leading its marketplace. An organization’s size affects the likelihood it will take competitive actions as well as the types and timing of those actions.In general, small firms are more likely than large companies to launch competitive actions and tend to do it more quickly. Smaller firms are thus perceived as nimble and flexible competitors who rely on speed and surprise to defend their competitive advantages or develop new ones while engaged in competitive rivalry, especially with large companies, to gain an advantageous market position. Small firms’ flexibility and nimbleness allow them to develop variety in their competitive actions; large firms tend to limit the types of competitive actions used.Large firms, however, are likely to initiate more competitive actions along with more strategic actions during a given period. Thus, when studying its competitors in terms of organizational size, the firm should use a measurement such as total sales revenue or total number of employees. The competitive actions the firm likely will encounter from competitors larger than it is will be different from the competitive actions it will encounter from smaller competitors. The organizational size factor adds another layer of complexity.When engaging in compet itive rivalry, the firm often prefers a large number of unique competitive actions. Ideally, the organization has the amount of slack resources held by a large firm to launch a greater number of competitive actions and a small firm’s flexibility to launch a greater variety of competitive actions. Quality has many definitions, including well-established ones relating it to the production of goods or services with zero defects and seeing it as a never-ending cycle of continuous improvement.From a strategic perspective, we consider quality to be an outcome of how the firm completes primary and support activities. Thus, quality exists when the firm’s goods or services meet or exceed customers’ expectations. Some evidence suggests that quality may be the most critical component in satisfying the firm’s customers. In the eyes of customers, quality is about doing the right things relative to performance measures that are important to them. Customers may be interested in measuring the quality of a firm’s goods and services against a broad range of dimensions. In my point of view, Ikea’s unique quality is its shop design. The big showroom with the combination of different kind of furniture just like a real new house, many different kinds of design houses group together, for customers visit and imitate for their own house. It is not only shopping, but also travelling. The competitive risks of cost leadership strategy: The cost leadership strategy is not risk free. One risk is that the processes used by the cost leader to produce and distribute its good or service could become obsolete because of competitors’ innovations.These innovations may allow rivals to produce at costs lower than those of the original cost leader, or to provide additional differentiated features without increasing the product price to customers. A second risk is that too much focus by the cost leader on cost reductions may occur at expense of trying to understand customers’ needs or perception of â€Å"competitive level of differentiation. † One design hard to fulfill different tastes and requirement for more customized furniture. Different countries have different culture and taste towards the furniture, for examples, Chinese style, Japanese style, HK.People in those countries may have their own favorite furniture style, not everyone likes Ikea’s deign. They may only like their own country style furniture. Therefore, Ikea’s a set of design may not fit all markets. They may have some special need customers. IKEA was difficult to transfer its culture to U. S. The stores weren’t big enough to offer the full IKEA experience, and many were poor locations. Prices were too high. Beds were measured in centimeters, not king, queen, and twin. Sofas weren’t deep enough, curtains were too short, and the kitchens didn’t fit U.S. – size appliances. American customers were buying vases to drink because the glasses were too small. Ikea’s low price products and partial board furniture not fit Japanese taste. The Japanese wanted high quality and great materials, not low price and particle board. As there was a earthquake happened in Japan before. It may happen in the future, the particle-board made furniture is not strong enough. They may manufacture high class furniture by employing good designer and use high class materials. The cost leadership strategy is not risk free. Accounting to the risks describe above, I think the IKEA’s managers should make some change base on the strategy in order to guard against the risks. To avoid obsolete by the market, IKEA should keep doing marketing research for every year or every season. Marketing research let the IKEA get the update marketing information. That’s why marketing research is very important. If you want to be a leader in your market, maybe not just cost leader, it depends on how much you know about the market, a in time marketing research is necessary. Because these customer expectation, a number of firms engage in primary and support activities that allow them to simultaneously pursue low cost and differentiation. Firm’s with this type of activity map use the integrated cost leadership/ differentiation strategy. The objective of using this strategy is to efficiently produce products with differentiated attributes. Efficient production is source of maintaining low costs while differentiation is the source of unique value. Firms that successfully use integrated cost leadership/differentiation strategy usually adapt quickly to new technologies and rapid changes in their external environments.Simultaneously concentrating two sources of competitive advantages (cost and differentiation) increases the number of primary and support activities in which the firm must become competent. Such firms often have strong networks with external parties that perform some of the primary and support activities. In return, having skills in a larger number of activities makes a firm more flexible.

John Brown

John Brown- A Hero Or Villain? Essay What makes a hero or a villain? A hero is defined as a person noted for feats of courage or nobility of purpose, especially one who has risked or sacrificed his or her life. By this definition, there existed countless heroes in America during the 1800s with relation to slavery. There were many abolitionists, particularly from the North, that exhibited courageous attitudes. It was these heroes that taught the southerners, who believed their lives could only prevail if slavery survived and expanded westward, what they knew was morally right (3, 92). John Brown is one abolitionist who stands out amongst the rest and has been noted as one of the most important men in the process of abolishing slavery. It was Browns work that sparked the revolts and fighting that would occur between the North and the South after his time. Brown can be considered a hero on account of his actions in Kentucky and Virginia. After the Turner revolt, the topic of slavery took over American politics (3,91). Congressman David Wilmot suggested that legislation prohibit slavery in new territories that were conquered from the victory in a war with Mexico (3,91). Wilmot acted in hopes of stopping slaverys expansion westward but his movement did not pass with the Senate and was therefore disregarded (3,91). The Souths population was slowly becoming overshadowed by the Norths, leaving little room to stop anti-slavery legislation (3,91). When California was admitted as a free state in 1850, the US was left with no slave state to balance this addition and some southerners desired a separation of slave states from the union (3,92). Congressmen and senators started to fear their political opponents tremendously; tension was slowly building up (3,92). The Compromise of 1850 admitted California as a free state but also passed a law making it painless for slave-owners to recover their escaped slaves from free states (3, 92). Congress then passed the Kansas-Nebraska Act which allowed inhabitants to decide whether Kansas would be a free state or a slave state (3,92). In hopes of victory, the opposing sides invaded the territory which was after nick-named Bleeding Kansas by the easterners (3,92). This unsettled region would be the perfect setting to launch a crusade against slavery (3, 92). This scheme was exactly what John Brown had in mind (3,92). John Brown was born in Torrington, Connecticut in 1800 and grew up in Hudson, Ohio with a family of sixteen children (2, 1). Browns father was a captain in the Revolutionary War and endowed Brown a hatred for slavery (3, 93). Since he was young, Brown felt a strong importance of religion and his teachings in the Bible (3,93). He felt that the pro-slave sinners should be punished for their wrongdoings (3,93). After Brown married Dianthe Lusk and moved to North Elba, New York, he wished to assist the free blacks in getting accustomed to farming in the Adirondacks (2, 1). During the 1850s, Brown liberated small slave groups in Missouri and saw them off to Canada (2,1). Up to this point, there was no violence or bloodshed involved in Browns actions (2,1). All the while he was involved in these small movements, Brown was creating a greater plan of attack(2,1). Eager to help in the abolition movement, Brown traveled to Kansas, where five of his sons were (2,1). In May of 1856, news spread of a pro-slavery attack on the town of Lawrence, Kansas (3, 94). Before Brown could reach Lawrence with his militia group, the pro-slavery group had attacked and looted the town (3,94). As the action was dying down, Brown heard that five anti-slavery settlers had been killed in Lawrence during the attack (3,94). Believing in an eye for an eye, Brown and his men set out to kill five pro-slavery settlers (3,94). On their way, they heard news that pro-slavery Congressman Preston Brooks of South Carolina had beaten abolitionist Senator Charles Summer of Massachusetts with a cane on the Senate floor (3, 95). This news increased the abolitionists furies and that night they hacked James Doyle and his two sons to death (3,96). Continuing on their rage, they split Allen Wilkinsons skull and stabbed him in the chest (3,96). Needing one more victim, Brown and his men slashed at and killed William Sherman on the banks of the Pottawatomie River (3,97). Browns group then washed off their bloody s words and headed home on the dead mens horses, completely satisfied (3,97). Pro-slavery newspaperman Henry Clay Pate, in hearing about the Pottawatomie massacre, organized a gang and became determined to bring justice to John Brown (3,97). When free-staters found out about Pates intent, 28 men stood up in defense for Old Brown (3,97). Brown put together a mini-army and trapped Pates gang for several hours (3,97). The pro-slavery men eventually surrendered to Browns group and were later released by U.S. Army troops (3,97). Brown remained untried for the Pottawatomie massacre and left Kansas to come up with a larger-scaled assault on slavery (3,97). Essay on Personal Reflection On Gratitude And Its Effects On Prosocial Behavior EssayBrowns attack caused many repercussions in the South. Southerners placed the blame on the North for funding and supporting Brown (6, 134). Strict curfews and increased defense measures were enforced in southern towns out of fear (6, 134). The North worried that the South would infer that Browns attack meant the North was turning abolitionist (6, 136). The northeastern business society tried to persuade the South that it had no association with the doings of such an unsupported madman (6, 136). Boston conservatives were horrified by the raid because it put a damper on their good names in politics (6, 135). Robert C. Winthrop was warned by Edward Everett that the Harpers Ferry attack would lead the way for the final catastrophe.(6, 136) Originally, Browns supporters, Howe and Stearns, both denied any knowledge of Browns plans and fled to Canada ( 6, 136). Sanborn, another supporter, headed to Canada also, to try a change of air for his old complaint.(6, 136) Smith was admitted to an insane asylum to evade arrest (3, 102). When Brown was put on trial, both his opponents and his supporters thought he was crazy (3, 102). Some thought a plea of insanity would save him from his death and so his family presented documents claiming insanity ran in the family (3, 102). Virginia Governor Henry A. Wise was confident that Brown was an intelligent and brave man and he convicted him of murder, treason against Virginia, and conspiring to incite a slave revolt (3, 102). Wendell Phillips, William Bowditch, Thomas Wentworth, Theodore Parker, and others of Browns original followers stuck to their beliefs and supported Brown until his death (6, 136). Brown wrote a letter to his wife and children before his death, saying the following. I am awaiting the hour of my public murder with great composure of mind and cheerfulness; feeling the strong assurance that in no other possible way could I be used to so much advantage to the cause of G-d and humanityI have now no doubt but that our seeming disaster will ultimately result in the most glorious success (3, 103). Harpers Ferry aided in dividing the North and South into opposing teams, which could be considered a good deed (3, 103). Henry David Thoreau said before Browns death, It was Browns doctrine that a man has a perfect right to interfere by force with the slaveholder, in order to rescue the slave. I agree with him. (3, 104)Although Browns actions were radical, his cause was heroic. His plans to spark slave revolts in both Kansas in Virginia were not well thought-out, but his cause was passionate and justified. Brown can be looked upon as a courageous man who stood up for what he believed was right. He was a martyr until the moment he was hanged. Brown revealed all of his schemes under trial, but would convict no one else (6, 134). He was seen as silent, grim, and defiant (6, 134). He was not working to attain power or respect, but to put an end to the violation of human rights. John Browns actions in Kansas and Virginia render him a hero. To sum up Browns impact, Thomas Brigham Bishop once said, John Browns body lies a-moldering in the grave, his soul goes marching on.(2, 1)

A2 English Literature Quotes love through the ages Flashcard

A2 English Literature Quotes love through the ages

An Analysis of Early Years Philosophies The WritePass Journal

An Analysis of Early Years Philosophies Introduction An Analysis of Early Years Philosophies and is the full document guiding those involved in the provision of years education is seen as merely a minimum standard that they are required to meet and any underlying aims and objectives that should be in mind when establishing their own methods and philosophies. This was given its statutory status by virtue of the Childcare Act 2006. There are underlying aims associated with the guide, including the desire to provide consistency and equality of opportunity for all young children, which will ultimately then provide a secure foundation upon which every child can develop in an appropriate manner and according to their abilities and desires and become well adjusted young adults, in the future. Basic safeguarding welfare requirements are also fundamental to this guidance and, although the focus here is on educational theories, it should be noted that early years’ education theories should, at all times, consider welfare issues and how these may interact within the educational environment (Helm, and Katz 2001). Overarching principles recognise that each child is unique and will be in a constant state of learning and development, and will therefore need to be adaptable and taking the lead from the child in question. Furthermore, the establishment of positive relationships, both with their peers and adult groups is crucial and educational environments should be enabling and positive, regardless of precisely how they are set up or managed. Depending on the nature of the early years provider there may be more specific requirements when it comes to learning and development. For example a childcare provider for wrap-round services, e.g. outside of school hours, would have a lesser requirement to support learning and development, as it would be presumed that the learning and development has been covered within the educational environment. In order to ensure sufficient flexibility, while also ensuring equality and consistency with policies produced in the area of learning and development down into three key subjects: communication and language; physical development; and personal, social, emotional development. All providers of early years’ education need to provide basic supporting literacy, mathematics, general understanding of the world and expressive arts and design. To a certain extent, the rigidity of the current requirements would prevent total freedom within the educational environment and this would disallow a pure theory, such as that of Montessori, to be used although many of the elements of this educational theory can still be present, despite the constraints of the statutory guidance. When establishing methods of learning and development the guidance requires the use of a mixture of directed   and free play within any education establishment and this prevents the approach from begun being entirely focussed one way or the other. The binding agreement to deliver the statutory framework requires that there are three characteristics which must be applied to all the activities that are undertaken by those involved in early years’ education. Firstly, there is the need to encourage playing and exploring which is supportive and congruent with the earlier theories of Steiner and Montessori and which encourage every child to explore and develop during their early years. Secondly, there is the need for active learning which encourages children to concentrate and to continue to strive to achieve the results that they are after (Anning et al 2004). Thirdly, there is the need to encourage the creativity and critical thinking of the children, in order to develop their own thoughts and ideas, as well as making links between ideas which they can then use in the future. Although the statutory guidance has a relatively large level of structure attached to it, on the whole, it follows the educational theories on early years’ education advocated by Steiner and Montessori. Certain requirements are also placed on early years’ education providers; for example, a pupil must have an allocated key person with whom they interact and who has responsibility for ensuring that they are developing and learning in an appropriate manner; this is also seen as a welfare and safeguarding issue, where this is a non- negotiable requirement. Certain standards are expected of children at any stage of early years’ education, such as the requirement that, by a specific age, sentences should be constructed and the children will be regularly reviewed and tested, in order to ascertain whether they are meeting the requirements, exceeding the requirements, or falling short. Although it is not expected that every child will develop at the same place, regular monitoring in many areas which are deemed to be weak is critical and a fundamental part of the current framework, so that the child in question can then be supported to develop in these weak areas. The main assessment is undertaken in the final term of the academic year in which the child becomes five years old is provided to the child’s carers / parent and other professional that are relevant during the early years. This assessment has several purposes other than to simply ascertain the current stage of learning for the child in question and provides information for the teacher who will be dealing with the child, as soon as they enter into compulsory education. This indicates that the early years’ agenda does in fact have the underlying aim of placing children in the best possible position to enter Year One (National Council for Curriculum and Assessment 2004). Another important aspect of the statutory guidance which is relevant to this discussion is the heavy emphasis placed on partnership arrangements, with the requirement for early years’ education providers to engage with the local authority, where appropriate, particularly for welfare and safeguarding issues. The essence of the policies here, therefore, is to fulfil certain requirements for having the statutory, basic standards in place, while also offering freedom to the early years’ educational establishment, in order to allow them to adjust, depending on the nature of their establishment and the types of facilities available to them. This would seemingly be a combination of theories, as discussed above, and goes largely along with the early focus on freedom and independence, but with slight constraints put in place. Based on this it can therefore be argued that the closest educational theories discussed above to the current situation are that of High Scope, where the adult operates as a form of scaffolding around the independent and free learning of the children. There does however need to be clarity, on a day-to-day basis, but the children themselves are given the freedom to develop at their own pace. A Personal Philosophy By looking at the educational theories explored in the first part of this report and also looking at the way in which the government has established guidelines, both compulsory and optional for educational establishments, the author here has been able to develop their own personal philosophy for early years’ education. This personal philosophy also draws, to a certain extent, on reflective learning from the author’s own experience within the early years teaching environment. As a result, and in the opinion of the author, it was found that the educational theories that support the notion of entirely free play are not as effective as the current educational agenda. However, whilst there are merits in the notion of entirely free experiences for very young children, as advocated by Montessori, it is suggested here that there needs to be a degree of structure, as this is more reflective of the educational experience which the children are likely to receive in the future. Moreover, there is an underlying aim within early years’ education to present children with the best possible foundation before branching into compulsory education and this would seem to be the main focus. The author also believes that the most appropriate philosophy is a combination of Waldorf and High Scope, stating that there needs to be at least some degree of structure and expectation, in order to ensure that there is sufficient consistency. Each child leaving early years’ education needs to be in position to undertake compulsory education; therefore, without having at least some boundaries and expectations laid out for all involved in education, this would result in some children not being able to achieve basic standards. This could ultimately impact, not only on their educational knowledge, but also on their self-esteem, if they were to enter compulsory education considerably behind others, in terms of attainment (Hohmann, 2002). Applying the statutory rules which are in place within the UK also supports this philosophy and recognises the fact that the ability of children to learn and develop will be different, particularly within the early years, and there needs to be at least some   freedom for the children to explore and make up their own minds. This does, however, need to be structured and facilitated by the educational professionals, so that any individual weaknesses can be identified and supported in such a way that would not be possible, if total freedom were given to the students. Educational theories provide a strong background to the way in which education should be delivered, both from a physical environment perspective, through to how the adults responsible for delivering education interact with the children in their care. Despite the need for structure, it is noted here that a strong emphasis should also be placed on freedom of choice for the children when building social and self-esteem factors, which are arguably going to be the foundations for future learning, far beyond technical skills such as the ability to read and write (Penn, 2005). By looking at the broader developmental issues, such as those set out in the statutory guidance, those involved in delivering educational standards can adapt to deal with any issues that arise, rather than being constrained to delivering a specific curriculum. Based on this, my own personal philosophy of education is a hybrid between High Scope and Waldorf, with a bias towards increasing structure, so that basic standards are achieved, regardless of the underlying skills and personalities of the children involved. References Anning, A., Cullen, J. and Fleer, M. (eds.) (2004). Early childhood education: society and culture. Delhi, New York and London: Sage Publications Cadwell, L. B., and C. Rinaldi. (2003) Bringing Learning to Life: A Reggio Approach to Early Childhood Education. New York: Teachers College Press. Catron, C. E., and J. Allen. (2007) Early Childhood Curriculum: A Creative Play Model, 4th ed. Upper Saddle River, NJ: Merrill/Prentice Hall. Department of Education (2012) Available at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/2716/eyfs_statutory_framework_march_2012.pdf French, G. and Murphy, P. (2005). Once in a lifetime: Early childhood care and education for children from birth to three. Dublin: Barnardos. Helm, H and Katz, L (2001) Young Investigators: The Project Approach in the Early Years, New York: Teachers College Press. High/Scope Educational Research Foundation. (2001). The physical learning environment: Participants guide. Michigan: High/Scope Educational Research Foundation Hohmann, M., et al. Educating   (2002) Young Children: Active Learning Practices for Preschool and Child Care Programs. Ypsilanti, MI: High/Scope Press. Montessori, M (1994). From Childhood to Adolescence. Oxford, England: ABC-Clio. pp. 7–16 National Council for Curriculum and Assessment. (2004). Towards a Framework for Early Learning. Dublin:   National Council for Curriculum and Assessment. Penn, H. (2005). Understanding early childhood. Glasgow: Open University Press. Roopnarine, J., and J. Johnson. (2005) Approaches to Early Childhood Education, 4th ed. Upper Saddle River, NJ: Merrill/Prentice Hall.

Sustainable Agriculture Essay Example | Topics and Well Written Essays - 500 words

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Relationship Between EI and OP Amongst Librarians

Relationship Between EI and OP Amongst Librarians CHAPTER TWO LITERATURE REVIEW 2.1 INTRODUCTION This chapter is seeks to verify the limited studies into the relationship between EI and OP amongst librarians. There appears to be very little research, or study investigating the areas synthesizing library administration issues and the study of EI in information works. Although researchers allude to the need to be able to understand and manage their own emotions as an information provider, the lack of research combining the areas of EI of librarians in Malaysian public libraries suggests a large gap in a very important research area (Quinn, 2002; Hernon, 2008 and Singer, 2005). Consequently, a study that focuses on a public librarians perceived need for EI would fill this gap and therefore contribute to the existing EI literature. The following information is provided as a literature review encompassing an overview of the different constructs and theories of EI, as researched by several authors. The historical context and development of Malaysian Public Libraries will also be explored in this literature review. The topics of EI, and the area of information works, are reviewed individually within, as there is very little research on issues pertaining to the combination of these topics. This chapter furnishes an encompassing review on past literature, which covers a richness of information on EI research in general. There are 8 parts itemized as follows: Part 1 contains the introduction; Part 2 gives the description of EI history, theory, models and development; Part 3 discusses EI and applications in the workplace EI; Part 4 discusses librarians standard skills and capabilities; Part 5 shows clearly occupational performance; Part 6 examines the relationship between EI and performance, and finally, Part 7 summarizes all elements of this review. 2.2 EMOTIONAL INTELLIGENCE 2.2.1 Introduction Twenty years ago, researchers didnt much pay attention the topic of emotions in the workplace, perhaps because emotions were viewed too difficult to be measured and were thought of as illogical, unstable, and not fit for decision making tool; they were therefore less popular and largely unexplored among researchers (Arvey et al., 1998 and Muchinsky, 2000). Early 1990 however, researchers have begun to recognize that emotions should not be excluded from skill and competency of organizational, because it can be used in ways that contribute constructively to organizations (Arvey et al., 1998 and Fredman, Ghini and Dijk, 2008). In relation to this, it is motivating researchers to study the emotions in organizations. For instance, study on occupational performance has adopted a more affective focus. Additionally, new interest in the people feeling on work behavior has been influential in turning attention to the more emotional side of workplace experiences (e.g., Brief, Butcher, Roberson, 1995; Fisher Ashkanasy, 2000). Fisher and Ashkanasy (2000) and Ryback Wenny (2007) also claim the popularity of EI as a mechanism for new research in the workplace. The information below was derived from the previous empirical studies and multiple formats of resources. 2.1.2 Definition There is no definitive definition of EI. Many authors define EI as the ability to understand feelings, either internally or externally. Numerous studies indicate that, knowledge, cognitive skills and abilities are usually blended with performance. The term and concepts of EI were coined by Golemen (1995; 1998) in his two books, EI and Working with EI and developed a dimension and attribute of EI as self-awareness, self-regulation, motivation, empathy, and social skill. However different authors have defined EI to some extent differently from Goleman. Mayer and Saloveys (1997) meaning is a kind of intelligence in that it emphasizes thinking, perceiving, understanding, appraising, discriminating, and identifying emotion. Golemans concept of EI, in distinction, relates to the way people function emotionally if their functioning is at its potential or at least is not problematic. From the viewpoint of Weisingers (1998) gives descriptions and definition of EI is comparatively close to Golemans when he described EI is the intelligent use of emotions. It in comparison to Golemans, Cooper and Sawafs (1997) delimitation gives greater attention to the higher directions of human behavior, mainly aspects correlated with leadership. Their concept comprehends factors such as intuition, integrity, personal purpose, and creativity which is not emphasized by Goleman. In contrast, Simmons and Simmons (1997) approach to EI are very different from Golemans when they relate EI to multiple relatively invariant character traits. These theorists and many others defined and explained the concept of EI. There is no single definition in defining EI. Here I will include the five most popular ones. EI can be defined as: 1. â€Å"the ability to monitor ones own and others feelings and emotions, to discriminate among them, and to use the information to guide ones thinking and action† (Mayer Salovey,1993). 2. â€Å"ability to recognize and express emotions in yourself, your ability to understand the emotions of colleagues.† (Gardner, 1983). 3. â€Å"the intelligent use of emotions: you intentionally make your emotions work for you by using them to help guide your behaviour and thinking in ways that enhance your results.† (Weisinger, 1998). 4. â€Å"the ability to: 1) be aware of, to understand, and to express oneself; 2) be aware of, to understand, and to relate to others; 3) deal with strong emotions and control ones impulses; and 4) adapt to change and to solve problems of a personal or a social nature (Reuven Bar-On, 1998). 5. â€Å"the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.(Goleman, 1998) Based on the profusion of definitions, there seems to be no major differences among the definition of EI throughout the years. In consequence, EI generally entails the ability to understand and recognize feeling internally or intrapersonal and externally or interpersonal to make good decision. More timely, for this study, the researcher adopts the comprehensive of EI articulated by Goleman (1998) â€Å"a learned capability based on EI that resulted in outstanding performance at work†. EI echoes how an individuals possible for mastering the skills of Self-Awareness, Self-Management, Social Awareness, and Relationship Management translates into work performance. Having defined EI, the following sections will highlight the literature related to EI and performance in library works. 2.1.2 Evolution of EI In 1920, Thordike described the concept of EI as a form of social intelligence. He has divided intelligence into three facets; understanding and managing ideas (abstract intelligence), concrete objects (mechanical intelligence), and people (social intelligence). In his expression: By social intelligence is meant the ability to understand and manage men and women, boys and girls to act wisely in human relations. Further, in 1940, Wechsler, viewed intelligence as an effect and conceived that assessments of general intelligence are not adequate and consider that non-intellectual factors, such as personality, will influence the development of an individuals intelligence. Additionally, attention in social intelligence or other intelligence was reinvigorated in 1983 when Gardner introduced the theory of multiple intelligence (Brualdi, 1996; Gardner, 1995) and proposed an extensive field of differing intelligences. In relation to this, Mayer and Salovey, (1990) coined the term EI in their article â€Å"EI,† from the journal â€Å"Imagination, Cognition and Personality† while Goleman, (1995) brought EI to the characteristic and developed his own model of EI. Ultimately, the concept of EI has been expanded and applied to numerous disciplines including services (e.g. Sales, Hospitality, banking, and school and information services etc). The evolving of EI as described in 2.1 below. 2.1.2.1 Social Intelligence Social intelligence can be defined differently. Social intelligence can be defined as â€Å"the ability to understand and manage people to act wisely in human relations† (Thorndike, 1920, p. 228). Nevertheless, in the late 1930s, Thorndike and Stein (1937) altered the earlier definition of social intelligence to read, the â€Å"ability to understand and manage people† while a few years later, Gardner (1983) outlined his theory of multiple intelligences and he described in detail seven â€Å"relatively autonomous† of human intellectual competences (eg; linguistic, logical-mathematical, spatial, musical, personal, interpersonal, and intrapersonal). Likewise, Moss and Hunt (1927) described social intelligence as the ability to get along with others (p. 108). Six years later as Vernon (1933), defined the social intelligence as the persons ability to get along with people in general, social technique or ease in society, knowledge of social matters, susceptibility to s timuli from other members of a group, as well as insight into the temporary moods or underlying personality traits of strangers (p. 44). It was recognised by Maulding (2002) that EI was closely related to personal intelligence and was further qualified by Gardner with is employment of two personal intelligence aspects; intrapersonal and interpersonal. Intrapersonal intelligence was further depicted by Gardner as the capacity to be discriminating among ones feelings; to label them, and use them in ways to understand and guide ones behavior and interpersonal intelligence as â€Å"turns outward, to other individuals†. This focal point examined â€Å"the ability to notice and make distinctions among other individuals, and in particular, among their moods, temperaments, motivations, and intentions†. Thus â€Å"Personal Intelligence† covers the close relationship of both intrapersonal and interpersonal intelligence because, as Gardner noted, â€Å"these two forms of knowledge are intimately intermingled†. 2.1.2.1 Intelligence There were numerous outstanding theorists were asked to define intelligence; unfortunate some definitions were obtained (Sternberg Detterman, 1986) differently. White (2002) clarification, ‘In philosophical works we can find discussions of consciousness, perception and sensation, thought, action, memory, emotion and imagination, but rarely anything on intelligence (White, 2002, p.78). In other words, Hand (2004) discussed the concept of Intelligence that is in general as stipulating technical senses and attempting to describe the ordinary sense. In contrast (Neisser et al., 1996) described intelligence are attempts to clarify and organize a vast array of phenomena that include: â€Å"the ability to understand complex ideas, to adapt effectively to environments, to learn from experience, to engage in various forms of reasoning, to overcome obstacles by taking thought†. Even when experts in intelligence discuss the definition there appears more controversy than consensus (Matthews et al., 2002). Unlike other definitions of intelligence, Wechsler (1958) described intelligence as â€Å"the aggregate or the global capacity of the individual to act purposely, to think rationally, and to deal effectively with his environment†. Although many definitions were given by different authors, however, many studies of intelligence, in particular the psychometric approach, have provided a â€Å"predictor† of success (Mayer, Salovey, Caruso, 2000). 2.1.2.2 Emotions Emotion can be categorized as part of Social Intelligence was introduced by Gardner in 1930. The science of emotion has been problematic and is impeded with the complexities of linking tangible realities to the elusive, subjective, and experiential nature of emotions (Matthews et al., 2002). In the context of psychology, Salovey and Mayer provided a definition of emotions as: Organized responses crossing boundaries of many psychological subsystems, including physiological, cognitive, motivational and experiential systems. Emotions typically arise in response to an event, either internal or external, that has a positively or negatively balanced meaning for an individual. Emotions can be distinguished from the closely related concept of mood in that emotions are shorter and generally more intense (1990, p. 186). 2.1.2.3 Emotional Intelligence Mayer and Salovey (1990) wrote an article and outlining their EI framework. EI was listed by them at that time as a division of social intelligence. Elements of Gardners personal intelligence study were employed when Mayer and Salovey defined EI as â€Å"the ability to monitor ones own and others feelings, to discriminate amongst them and to use this information to guide ones thinking and actions† (p. 189). The book entitled EI (1995) was published as a way of coping with the pointless acts that were taking place, (Salopek, 1998) and became the best seller status. After that the interest in EI took place (Mandell Pherwani, 2003). Goleman persistent on this success in 1998 with a book entitled Working with EI where he reviewed 18 EI competencies usable in the workplace. Mayer and Saloveys (1990) definition of EI were modified by Goleman (1998c) with his revised definition of EI, â€Å" ‘EI refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships† p317). Goleman listed 5 social and emotional groups self-awareness, self-regulation, motivation, empathy, and social skills. This was subsequently reduced to just 4 after the arrival and review of new information. He continues to refine his model and emphasize a mixture of interpersonal intelligence and intrapersonal intelligence in defining EI and employed the four clusters (Maulding, 2002). The 4 new groups were labelled as self-awareness, self-management, social awareness, and relationship management (Goleman, Boyatzis, McKee, 2002). Self-awareness and self-management were merged into a â€Å"personal competence† category which included the capabilities that â€Å"determine how we manage ourselves† (Goleman, Boyatzis, McKee, 2002, p. 39). The capabilities that â€Å"determine how we manage relationships† define the Social Competency category (Goleman, Boyatzis, McKee, 2002, p. 39) and include the social awareness and relationship management groups. In the context of thois study, researcher will use the GolemansModel as baseline or guideline to develop EI measurement for librarians. Yet a few competencies related to Malaysian public librarian nature will be considered (eg, spiritual, information literacy, Islamic values ect.) in the new model. Table 2.1 Five Periods of Development in Emotions and Intelligence in the Past Century Period The Emergence of The EI Concept 1900-1969 (Thorndike, 1920) Intelligence and Emotions as Separate Narrow Fields Psychometric approach to intelligence is developed and refined.  · Movement from Darwins theory for heritability and evolution of emotional responses to now being viewed as culturally determined.  · Social Intelligence (Thorndike, 1920) as the concept is introduced. 1970-1989 (David Wechsler, 1940) Non-intellective aspects of general intelligence The field of cognition and affect emerged to examine how emotions interacted with thoughts.  · Gardner (1983) theory of multiple intelligences described an intrapersonal and an interpersonal intelligence.  · Empirical work on social intelligence developed four components: social skills, empathy skills, pro-social attitudes, and emotionality (sensitivity). 1990-1993 (Gardner, 1983) Multiple intelligences; interpersonal intelligence-people smart; intrapersonal intelligence-self-smart Mayer and Salovey publish a series of articles on EI.  · First ability measure of EI published.  · Editor of the journal Intelligence argued for an existence of EI.  · Further developments for EI in the brain sciences. 1994-1997 (Goleman 1995) The Popularization and Broadening EQ  · Goleman (1995) publishes EI which becomes worldwide best-seller.  · Time magazine used the term â€Å"EQ† on its cover (Gibbs, 1995, October 2).  · Measures of EI using mixed model theories were published. 1998-Present (Peter Salovey Jack Mayer, 1990 EI  · Refinements to the concept of EI.  · New measures of EI introduced.  · Appearance of peer-reviewed articles on the subject. 2.2.4 2.2 Model of EI 2.2.1 Introduction There are many researchers that exist within the area of intelligences developed several models and theories to address EI (Gardner, 1990; Bar-On, 2008; Bernet, 1996; Brown, 1999; Brualdi, 1996; Burgess, Palmer, Stough Walls, 2001; Caruso, Mayer, Perkins Salovey, 1999; Cherniss, 2007; Ciarrochi, Chan, Caputi, Roberts, 2001; Dulewicz Higgs, 2000; Finegan, 1998; Gardner, 1995; Goleman, 1995; Goleman, 1998; Goleman, 2008; Langley, 2000; Mayer Geher, 2007; Mayer, Caruso Salovey, 2003; Mayer, Salovey Caruso, 2000; Mayer, 2001; Mayer, Salovey, Caruso, Sitarenios, 2001; Mayer, Perkins, Caruso Salovey, 2001; McDowelle Bell, 2000; Pfeiffer, 2001; Reiff, Hates, Bramel, 2001; Salovey Mayer, 1990; Salovey Sluyter, 1997; Weiss, 2000). The model of EI is comprised into two types; the ability model and mixed model. a) Ability model can be defined, EI as a set of mental abilities and constructs claims about the importance of emotional information and the potential uses of reasoning well with that information. Representatives of this model are Mayer and Salovey (1997) with four-branch model of EI. b) mixed model, whereas more commonly orienting and mixes mental abilities with personality attributes. Model from Goleman (2001), Cooper Sawaf (1997) and Bar-on (1997) are representatives for mixed model, but they expanded the meaning of EI by explicitly mixing the ability to understand and process emotion with other diverse parts of personality or skills, hence creating mixed approaches to EI. On the other word, the mixed model is defined as a combination of non cognitive abilities, personality traits and competencies (Goldsmith, 2008). 2.2.2 Models Assessing Emotional Intelligence 2.1.2 Bar-Ons Model of EI Bar-On reports that the EQ-i â€Å"was originally constructed as an experimental instrument designed to examine the concept of emotional and social functioning in the early 1980s (Bar-On, 2001, p.363). He created the term emotional quotient (EQ) to describe his mixed approach to the evaluation of an individuals general intelligence. He explained that the emotional quotient reflects our ability to operate successfully with other people and with our feelings (Bar-On, 2001). Bar-On developed the Bar-On EQ-i and instrument has been translated into twenty-two languages and normative data has been collected in more than fifteen countries (Bar-On, 2001). This EI inventory is the first scientifically developed and validated measure of EI that reflects ones ability to deal with environmental challenges and helps to predict ones success in life, including professional and personal pursuits (AbiSamra, 2000 and Bar-on, 2001). This model is separated into five different scales with fifteen subscales as detailed in Table 2.3. The first of these scales assess an individuals Intrapersonal EQ which consists of self-regard, emotional self-awareness, assertiveness, independence and self- actualization. The second scale assesses the individuals Interpersonal EQ consisting of empathy, social responsibility, and interpersonal relationships. Adaptability EQ is the third measure of Bar-Ons scale. This scale focuses on reality testing, flexibility and problem solving or how an individual handles emotion in the moment. The fourth scale assesses an individuals Stress Management EQ. This scale is comprised of stress tolerance and impulse control. The fifth and final scale of the EQ-i measures an individuals General Mood EQ, consisting of optimism and happiness. Bar-On reports that the research â€Å"findings obtained to date suggest that the EQ-i is measuring emotional and social intelligence†¦more specifically, the EQ-i is tapping the ability to be aware of, understand, control, and express emotions† (Bar-On, 2001, pp.372 -373). This ability model created by Bar-On is a selection of emotional, personal and social abilities that affect an individuals overall ability to manage the daily pressures and demands of life. Bar-On further reports that the ability is â€Å"apparently based on a core capacity to be aware of, understand, control and express emotions effectively† (p.374). Although Bar-Ons early research focused on the emotional quotient, it was not until the 1990s that EI truly began to receive recognition as a distinct form of intelligence (Geher, Warner Brown, 2001; Salovey Sluyter, 1997). The concept of an individuals EI (EI) was explained and expanded upon by Mayer and Salovey in 1990 (Mayer, Perkins, Caruso S alovey, 2001), and popularized by Daniel Goleman in 1995 (Goleman, 1995). 2.1.3 Golemans In 1995, Goleman elaborated on the original Salovey Mayer definition of EI to suggest five major EI domains as reported in Table 4. Table 4: Golemans original model of EI. Golemans Model of EI 1. Assessment of emotions 2. Regulation of emotions 3. Motivating and emotional self control 4. Understanding and recognizing emotions 5. Relationships and emotions The first of Golemans EI domains includes knowing ones emotions. This domain involves assessing and knowing what the emotion is as it occurs. The second domain of managing emotions is described as handling those emotions in an appropriate manner that builds on self-awareness. Motivating oneself or emotional self-control is the third domain. The fourth domain involves recognizing emotions in others. This domain involves empathy and Goleman considers it to be a â€Å"people skill† (Goleman, 1995, p.43). The last domain in Golemans original model consists of handling relationships. Goleman states that the ability of handling a relationship is in part the ability of managing emotions in others. Goleman contends that capacities for EI each have a distinctive involvement to form our lives. To some extent, these capacities build upon one another to formulate social skills. These abilities do not guarantee that people will develop or display emotional competencies. Goleman suggests th at individuals use competencies in many areas across many spectrums. Goleman has currently revised his original theory of EI as shown in Table 5. He now suggests that there are four domains rather than his original five domains (Goleman, 2001B). Table 5: Golemans current model of EI. Golemans Current Model of EI 1. Emotional Self Awareness 2. Emotional Self Management 3. Social Awareness 4. Relationship Management The first component or cluster of EI is that of Emotional Self- Awareness, or knowing what one feels. Recognizing ones own feelings, how they affect ones performance, and the realization of our own strengths as well as our weaknesses, is an important part of the self-awareness cluster. The second component of EI is Emotional Self-Management. This component reflects the ability to regulate stressful affects such as anxiety or anger, as well as how to deal with those situations. This component is reflected when an individual seems to keep their cool during a stressful situation. Self-management also reflects the abilities of an individual to be flexible and adaptable, looking at different perspectives of a situation. Social-Awareness, the third component, encompasses the competency of empathy. The Social-Awareness cluster is described as the cluster where an individual is aware of others emotions, concerns, and needs. Being aware of this information and internally processing it, allows the individual to read situations and act accordingly. The Relationship Management component makes up the fourth segment of Golemans current model. This component relates to how we interact with others in emotional situations. Goleman believes that if we cannot control our emotional outbursts and impulses, and we lack the necessary skill of empathy, there is less chance that we will be effective in our relationships. The Relationship Management cluster includes many of the skills necessary for being successful in social situations. Communication is also an essential element in the relationship management cluster (Goleman, 2001b). According to Goleman (2001a), EI at its most general rating, refers to the abilities to identify, reflect and adjust emotions in ourselves as well as to be aware of the emotions of others. Currently, Goleman relates the capacities for each domain in his EI model are: makes a unique contribution to job performance; strong communications; capacities build upon one another; does not guarantee people will develop or display the associated competencies; The general list is to some extent applicable to all jobs. Although Goleman explains that these capacities are hierarchical, meaning that one cannot fully pass on to the next phase or tier without accomplishing the previous stage with some degree of success. These capacities are not fixed and an individual can experience many levels at the same time. Goleman (1998) also states that EI determines our potential for learning the practical skills that underlie the four EI clusters. He maintains that emotional competence illustrates how much of that potential we have realized by learning and mastering skills and translating EI into on the job capabilities. According to Hall Torrance (1980), empathy and super-awareness to the needs of others is a trait that lies outside the realm of human abilities that can be measured. Hall Torrance report that many attempts have been made to measure these abilities, but with very little success. In their view, if empathy and awareness to others needs were accessed in a way that was based on reasoning, those qualities may reflect a measurable intellectual ability that would be associated with friendliness, compassion and happiness; all traits reported to be representative characteristics of emotionally intelligent individuals (Goleman, 1995; Pfeiffer, 2001). The information reported in 1980 by Hall and Torrance was prescient in that these traits are currently being measured as traits of EI. The traits of flexibility and freedom of thoughts as well as a high rating of motivation, either intrinsic or extrinsic, the ability to express emotion, the ability to manage stress, self confidence, and the ability to cope with tension are also valued characteristics of EI (Caruso, Mayer, Perkins, Salovey, 1999; Cherniss, 1998; Goleman, 1995, 1997; Levinson, 1997; Olszewski-Kubilius, 2000; Pfeiffer, 2001; Reiff, Hates Bramel, 2001). Currently, Goleman emphasizes that EI at its most general rating, refers to the abilities to identify, reflect and adjust emotions in ourselves as well as to be aware of the emotions of others (Cherniss Goleman, 2001; Goleman, 2001A). According to Goleman, EI refers to the ability to recognize our own feelings and those of others, to motivate ourselves, and to manage emotions in ourselves and in our relationships. (Clawson 1999; Dulewicz Higgs 2000; Goleman 1998; Burgess, Palmer, Stough Walls 2001). In another cognitive research study conducted by Sternberg, Wagner, Williams, and Horvath (cited in McDowelle Bell, 1998) it is reported that these differences in IQ and success at work accounted for between 4% and 25% variance of job performance. This leads us to the conclusion that a major part of what enhances our job performance is affected by non-IQ factors. McDowelle Bell (1998) state â€Å"emotionality and rationality complement each other in the work world. They can be viewe d as inseparable parts of the life of the organization. 2.1.4 Salovey and Mayers Since the origination of the theory of EI in 1990, Mayer and Salovey have worked diligently to refine their academic and scientific model of EI model. Their current model, developed in 1997, is decidedly cognitive in focus and revolves around four tiers or ratings that are not genetically fixed or set in early childhood. As people grow and develop, they also seem to develop a greater sense of EI suggesting that these traits of EI can be developed over time (Epstein, 1999; Ford-Martin, 2001; Goleman, 2001A; Weiss, 2000). According to Mayer, Perkins, Caruso Salovey (2001), the emotionally intelligent person is skilled in four distinct branches: identifying, using, understanding, and regulating emotions. These four distinct areas are outlined in Mayer and Saloveys current model. The newest model begins with the idea that emotions contain information about relationships (Mayer, Salovey, Caruso, and Sitarenios (2001). (See Table 6). The recognition, the evaluation and the communication of emotions initiate the first branch of Mayer and Saloveys model. The second branch involves using emotions to think constructively such as utilizing those emotions to make judgments, the consideration of an alternative viewpoint, and an appreciation that a change in emotional state and point of view can promote various types of solutions to problems. The third branch combines the abilities of classifying and differentiating between emotions to help integrate different feelings. This rating also works toward helping us t o form rules about the feelings we experience. The fourth and final branch involves the ability to take the emotions we experience and use them in support of a social goal (Finegan, 1998; Cherniss Goleman, 2001). The four hierarchical developmental branches established by Mayer and Salovey in 1997, although different from Golemans ratings of EI, seem to incorporate several fundamental principles of personal development theory. These developmental stages discussed by Salovey and Mayer are reported to be hierarchical. The Mayer and Salovey model frames the complexity of emotional skills that develop from the first tier and continue through the fourth, whereas Golemans competencies, in contrast, can be viewed along a continuum of mastery. Caruso, Mayer, Perkins, Salovey (2001), expected individuals need to be able to identify their emotions as well as the emotions of others. Using those emotions, understanding those emotions, and having the ability to manage those emotions is also required to be successful. Caruso et al. (2001) relate that when an individual works in an administrative or work environment that requires the cooperation and collaboration, the skills of EI become even more essential. Caruso et al. (2001) also report that EI can assist in facilitating this work in helping to generate new and creative ideas and solutions to problems. At times, some of the problems that are challenging an individual can be very complex, while at other times the problem-solving task may be effortless. According to Caruso et al. (2001), problem solving requires creative thought to generate ideal solutions. Caruso et al. (2001) deduce that EI can help the individual to think creatively in many ways such as, viewing the problem from multiple perspectives, brainstorming or generating new and creative ideas, being inventive, generating original ideas and solutions to the problem, and defining and recognizing new solutions. Table 2.3: Characteristics of Selected EI Model Bar-On (1980) Mixed Model Goleman (2005) Performance Model Mayer, Caruso and Salovey (1990) Ability Model (1) Awareness, Intrapersonal Assertiveness, EQ Self-Regard, Relationship Between EI and OP Amongst Librarians Relationship Between EI and OP Amongst Librarians CHAPTER TWO LITERATURE REVIEW 2.1 INTRODUCTION This chapter is seeks to verify the limited studies into the relationship between EI and OP amongst librarians. There appears to be very little research, or study investigating the areas synthesizing library administration issues and the study of EI in information works. Although researchers allude to the need to be able to understand and manage their own emotions as an information provider, the lack of research combining the areas of EI of librarians in Malaysian public libraries suggests a large gap in a very important research area (Quinn, 2002; Hernon, 2008 and Singer, 2005). Consequently, a study that focuses on a public librarians perceived need for EI would fill this gap and therefore contribute to the existing EI literature. The following information is provided as a literature review encompassing an overview of the different constructs and theories of EI, as researched by several authors. The historical context and development of Malaysian Public Libraries will also be explored in this literature review. The topics of EI, and the area of information works, are reviewed individually within, as there is very little research on issues pertaining to the combination of these topics. This chapter furnishes an encompassing review on past literature, which covers a richness of information on EI research in general. There are 8 parts itemized as follows: Part 1 contains the introduction; Part 2 gives the description of EI history, theory, models and development; Part 3 discusses EI and applications in the workplace EI; Part 4 discusses librarians standard skills and capabilities; Part 5 shows clearly occupational performance; Part 6 examines the relationship between EI and performance, and finally, Part 7 summarizes all elements of this review. 2.2 EMOTIONAL INTELLIGENCE 2.2.1 Introduction Twenty years ago, researchers didnt much pay attention the topic of emotions in the workplace, perhaps because emotions were viewed too difficult to be measured and were thought of as illogical, unstable, and not fit for decision making tool; they were therefore less popular and largely unexplored among researchers (Arvey et al., 1998 and Muchinsky, 2000). Early 1990 however, researchers have begun to recognize that emotions should not be excluded from skill and competency of organizational, because it can be used in ways that contribute constructively to organizations (Arvey et al., 1998 and Fredman, Ghini and Dijk, 2008). In relation to this, it is motivating researchers to study the emotions in organizations. For instance, study on occupational performance has adopted a more affective focus. Additionally, new interest in the people feeling on work behavior has been influential in turning attention to the more emotional side of workplace experiences (e.g., Brief, Butcher, Roberson, 1995; Fisher Ashkanasy, 2000). Fisher and Ashkanasy (2000) and Ryback Wenny (2007) also claim the popularity of EI as a mechanism for new research in the workplace. The information below was derived from the previous empirical studies and multiple formats of resources. 2.1.2 Definition There is no definitive definition of EI. Many authors define EI as the ability to understand feelings, either internally or externally. Numerous studies indicate that, knowledge, cognitive skills and abilities are usually blended with performance. The term and concepts of EI were coined by Golemen (1995; 1998) in his two books, EI and Working with EI and developed a dimension and attribute of EI as self-awareness, self-regulation, motivation, empathy, and social skill. However different authors have defined EI to some extent differently from Goleman. Mayer and Saloveys (1997) meaning is a kind of intelligence in that it emphasizes thinking, perceiving, understanding, appraising, discriminating, and identifying emotion. Golemans concept of EI, in distinction, relates to the way people function emotionally if their functioning is at its potential or at least is not problematic. From the viewpoint of Weisingers (1998) gives descriptions and definition of EI is comparatively close to Golemans when he described EI is the intelligent use of emotions. It in comparison to Golemans, Cooper and Sawafs (1997) delimitation gives greater attention to the higher directions of human behavior, mainly aspects correlated with leadership. Their concept comprehends factors such as intuition, integrity, personal purpose, and creativity which is not emphasized by Goleman. In contrast, Simmons and Simmons (1997) approach to EI are very different from Golemans when they relate EI to multiple relatively invariant character traits. These theorists and many others defined and explained the concept of EI. There is no single definition in defining EI. Here I will include the five most popular ones. EI can be defined as: 1. â€Å"the ability to monitor ones own and others feelings and emotions, to discriminate among them, and to use the information to guide ones thinking and action† (Mayer Salovey,1993). 2. â€Å"ability to recognize and express emotions in yourself, your ability to understand the emotions of colleagues.† (Gardner, 1983). 3. â€Å"the intelligent use of emotions: you intentionally make your emotions work for you by using them to help guide your behaviour and thinking in ways that enhance your results.† (Weisinger, 1998). 4. â€Å"the ability to: 1) be aware of, to understand, and to express oneself; 2) be aware of, to understand, and to relate to others; 3) deal with strong emotions and control ones impulses; and 4) adapt to change and to solve problems of a personal or a social nature (Reuven Bar-On, 1998). 5. â€Å"the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.(Goleman, 1998) Based on the profusion of definitions, there seems to be no major differences among the definition of EI throughout the years. In consequence, EI generally entails the ability to understand and recognize feeling internally or intrapersonal and externally or interpersonal to make good decision. More timely, for this study, the researcher adopts the comprehensive of EI articulated by Goleman (1998) â€Å"a learned capability based on EI that resulted in outstanding performance at work†. EI echoes how an individuals possible for mastering the skills of Self-Awareness, Self-Management, Social Awareness, and Relationship Management translates into work performance. Having defined EI, the following sections will highlight the literature related to EI and performance in library works. 2.1.2 Evolution of EI In 1920, Thordike described the concept of EI as a form of social intelligence. He has divided intelligence into three facets; understanding and managing ideas (abstract intelligence), concrete objects (mechanical intelligence), and people (social intelligence). In his expression: By social intelligence is meant the ability to understand and manage men and women, boys and girls to act wisely in human relations. Further, in 1940, Wechsler, viewed intelligence as an effect and conceived that assessments of general intelligence are not adequate and consider that non-intellectual factors, such as personality, will influence the development of an individuals intelligence. Additionally, attention in social intelligence or other intelligence was reinvigorated in 1983 when Gardner introduced the theory of multiple intelligence (Brualdi, 1996; Gardner, 1995) and proposed an extensive field of differing intelligences. In relation to this, Mayer and Salovey, (1990) coined the term EI in their article â€Å"EI,† from the journal â€Å"Imagination, Cognition and Personality† while Goleman, (1995) brought EI to the characteristic and developed his own model of EI. Ultimately, the concept of EI has been expanded and applied to numerous disciplines including services (e.g. Sales, Hospitality, banking, and school and information services etc). The evolving of EI as described in 2.1 below. 2.1.2.1 Social Intelligence Social intelligence can be defined differently. Social intelligence can be defined as â€Å"the ability to understand and manage people to act wisely in human relations† (Thorndike, 1920, p. 228). Nevertheless, in the late 1930s, Thorndike and Stein (1937) altered the earlier definition of social intelligence to read, the â€Å"ability to understand and manage people† while a few years later, Gardner (1983) outlined his theory of multiple intelligences and he described in detail seven â€Å"relatively autonomous† of human intellectual competences (eg; linguistic, logical-mathematical, spatial, musical, personal, interpersonal, and intrapersonal). Likewise, Moss and Hunt (1927) described social intelligence as the ability to get along with others (p. 108). Six years later as Vernon (1933), defined the social intelligence as the persons ability to get along with people in general, social technique or ease in society, knowledge of social matters, susceptibility to s timuli from other members of a group, as well as insight into the temporary moods or underlying personality traits of strangers (p. 44). It was recognised by Maulding (2002) that EI was closely related to personal intelligence and was further qualified by Gardner with is employment of two personal intelligence aspects; intrapersonal and interpersonal. Intrapersonal intelligence was further depicted by Gardner as the capacity to be discriminating among ones feelings; to label them, and use them in ways to understand and guide ones behavior and interpersonal intelligence as â€Å"turns outward, to other individuals†. This focal point examined â€Å"the ability to notice and make distinctions among other individuals, and in particular, among their moods, temperaments, motivations, and intentions†. Thus â€Å"Personal Intelligence† covers the close relationship of both intrapersonal and interpersonal intelligence because, as Gardner noted, â€Å"these two forms of knowledge are intimately intermingled†. 2.1.2.1 Intelligence There were numerous outstanding theorists were asked to define intelligence; unfortunate some definitions were obtained (Sternberg Detterman, 1986) differently. White (2002) clarification, ‘In philosophical works we can find discussions of consciousness, perception and sensation, thought, action, memory, emotion and imagination, but rarely anything on intelligence (White, 2002, p.78). In other words, Hand (2004) discussed the concept of Intelligence that is in general as stipulating technical senses and attempting to describe the ordinary sense. In contrast (Neisser et al., 1996) described intelligence are attempts to clarify and organize a vast array of phenomena that include: â€Å"the ability to understand complex ideas, to adapt effectively to environments, to learn from experience, to engage in various forms of reasoning, to overcome obstacles by taking thought†. Even when experts in intelligence discuss the definition there appears more controversy than consensus (Matthews et al., 2002). Unlike other definitions of intelligence, Wechsler (1958) described intelligence as â€Å"the aggregate or the global capacity of the individual to act purposely, to think rationally, and to deal effectively with his environment†. Although many definitions were given by different authors, however, many studies of intelligence, in particular the psychometric approach, have provided a â€Å"predictor† of success (Mayer, Salovey, Caruso, 2000). 2.1.2.2 Emotions Emotion can be categorized as part of Social Intelligence was introduced by Gardner in 1930. The science of emotion has been problematic and is impeded with the complexities of linking tangible realities to the elusive, subjective, and experiential nature of emotions (Matthews et al., 2002). In the context of psychology, Salovey and Mayer provided a definition of emotions as: Organized responses crossing boundaries of many psychological subsystems, including physiological, cognitive, motivational and experiential systems. Emotions typically arise in response to an event, either internal or external, that has a positively or negatively balanced meaning for an individual. Emotions can be distinguished from the closely related concept of mood in that emotions are shorter and generally more intense (1990, p. 186). 2.1.2.3 Emotional Intelligence Mayer and Salovey (1990) wrote an article and outlining their EI framework. EI was listed by them at that time as a division of social intelligence. Elements of Gardners personal intelligence study were employed when Mayer and Salovey defined EI as â€Å"the ability to monitor ones own and others feelings, to discriminate amongst them and to use this information to guide ones thinking and actions† (p. 189). The book entitled EI (1995) was published as a way of coping with the pointless acts that were taking place, (Salopek, 1998) and became the best seller status. After that the interest in EI took place (Mandell Pherwani, 2003). Goleman persistent on this success in 1998 with a book entitled Working with EI where he reviewed 18 EI competencies usable in the workplace. Mayer and Saloveys (1990) definition of EI were modified by Goleman (1998c) with his revised definition of EI, â€Å" ‘EI refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships† p317). Goleman listed 5 social and emotional groups self-awareness, self-regulation, motivation, empathy, and social skills. This was subsequently reduced to just 4 after the arrival and review of new information. He continues to refine his model and emphasize a mixture of interpersonal intelligence and intrapersonal intelligence in defining EI and employed the four clusters (Maulding, 2002). The 4 new groups were labelled as self-awareness, self-management, social awareness, and relationship management (Goleman, Boyatzis, McKee, 2002). Self-awareness and self-management were merged into a â€Å"personal competence† category which included the capabilities that â€Å"determine how we manage ourselves† (Goleman, Boyatzis, McKee, 2002, p. 39). The capabilities that â€Å"determine how we manage relationships† define the Social Competency category (Goleman, Boyatzis, McKee, 2002, p. 39) and include the social awareness and relationship management groups. In the context of thois study, researcher will use the GolemansModel as baseline or guideline to develop EI measurement for librarians. Yet a few competencies related to Malaysian public librarian nature will be considered (eg, spiritual, information literacy, Islamic values ect.) in the new model. Table 2.1 Five Periods of Development in Emotions and Intelligence in the Past Century Period The Emergence of The EI Concept 1900-1969 (Thorndike, 1920) Intelligence and Emotions as Separate Narrow Fields Psychometric approach to intelligence is developed and refined.  · Movement from Darwins theory for heritability and evolution of emotional responses to now being viewed as culturally determined.  · Social Intelligence (Thorndike, 1920) as the concept is introduced. 1970-1989 (David Wechsler, 1940) Non-intellective aspects of general intelligence The field of cognition and affect emerged to examine how emotions interacted with thoughts.  · Gardner (1983) theory of multiple intelligences described an intrapersonal and an interpersonal intelligence.  · Empirical work on social intelligence developed four components: social skills, empathy skills, pro-social attitudes, and emotionality (sensitivity). 1990-1993 (Gardner, 1983) Multiple intelligences; interpersonal intelligence-people smart; intrapersonal intelligence-self-smart Mayer and Salovey publish a series of articles on EI.  · First ability measure of EI published.  · Editor of the journal Intelligence argued for an existence of EI.  · Further developments for EI in the brain sciences. 1994-1997 (Goleman 1995) The Popularization and Broadening EQ  · Goleman (1995) publishes EI which becomes worldwide best-seller.  · Time magazine used the term â€Å"EQ† on its cover (Gibbs, 1995, October 2).  · Measures of EI using mixed model theories were published. 1998-Present (Peter Salovey Jack Mayer, 1990 EI  · Refinements to the concept of EI.  · New measures of EI introduced.  · Appearance of peer-reviewed articles on the subject. 2.2.4 2.2 Model of EI 2.2.1 Introduction There are many researchers that exist within the area of intelligences developed several models and theories to address EI (Gardner, 1990; Bar-On, 2008; Bernet, 1996; Brown, 1999; Brualdi, 1996; Burgess, Palmer, Stough Walls, 2001; Caruso, Mayer, Perkins Salovey, 1999; Cherniss, 2007; Ciarrochi, Chan, Caputi, Roberts, 2001; Dulewicz Higgs, 2000; Finegan, 1998; Gardner, 1995; Goleman, 1995; Goleman, 1998; Goleman, 2008; Langley, 2000; Mayer Geher, 2007; Mayer, Caruso Salovey, 2003; Mayer, Salovey Caruso, 2000; Mayer, 2001; Mayer, Salovey, Caruso, Sitarenios, 2001; Mayer, Perkins, Caruso Salovey, 2001; McDowelle Bell, 2000; Pfeiffer, 2001; Reiff, Hates, Bramel, 2001; Salovey Mayer, 1990; Salovey Sluyter, 1997; Weiss, 2000). The model of EI is comprised into two types; the ability model and mixed model. a) Ability model can be defined, EI as a set of mental abilities and constructs claims about the importance of emotional information and the potential uses of reasoning well with that information. Representatives of this model are Mayer and Salovey (1997) with four-branch model of EI. b) mixed model, whereas more commonly orienting and mixes mental abilities with personality attributes. Model from Goleman (2001), Cooper Sawaf (1997) and Bar-on (1997) are representatives for mixed model, but they expanded the meaning of EI by explicitly mixing the ability to understand and process emotion with other diverse parts of personality or skills, hence creating mixed approaches to EI. On the other word, the mixed model is defined as a combination of non cognitive abilities, personality traits and competencies (Goldsmith, 2008). 2.2.2 Models Assessing Emotional Intelligence 2.1.2 Bar-Ons Model of EI Bar-On reports that the EQ-i â€Å"was originally constructed as an experimental instrument designed to examine the concept of emotional and social functioning in the early 1980s (Bar-On, 2001, p.363). He created the term emotional quotient (EQ) to describe his mixed approach to the evaluation of an individuals general intelligence. He explained that the emotional quotient reflects our ability to operate successfully with other people and with our feelings (Bar-On, 2001). Bar-On developed the Bar-On EQ-i and instrument has been translated into twenty-two languages and normative data has been collected in more than fifteen countries (Bar-On, 2001). This EI inventory is the first scientifically developed and validated measure of EI that reflects ones ability to deal with environmental challenges and helps to predict ones success in life, including professional and personal pursuits (AbiSamra, 2000 and Bar-on, 2001). This model is separated into five different scales with fifteen subscales as detailed in Table 2.3. The first of these scales assess an individuals Intrapersonal EQ which consists of self-regard, emotional self-awareness, assertiveness, independence and self- actualization. The second scale assesses the individuals Interpersonal EQ consisting of empathy, social responsibility, and interpersonal relationships. Adaptability EQ is the third measure of Bar-Ons scale. This scale focuses on reality testing, flexibility and problem solving or how an individual handles emotion in the moment. The fourth scale assesses an individuals Stress Management EQ. This scale is comprised of stress tolerance and impulse control. The fifth and final scale of the EQ-i measures an individuals General Mood EQ, consisting of optimism and happiness. Bar-On reports that the research â€Å"findings obtained to date suggest that the EQ-i is measuring emotional and social intelligence†¦more specifically, the EQ-i is tapping the ability to be aware of, understand, control, and express emotions† (Bar-On, 2001, pp.372 -373). This ability model created by Bar-On is a selection of emotional, personal and social abilities that affect an individuals overall ability to manage the daily pressures and demands of life. Bar-On further reports that the ability is â€Å"apparently based on a core capacity to be aware of, understand, control and express emotions effectively† (p.374). Although Bar-Ons early research focused on the emotional quotient, it was not until the 1990s that EI truly began to receive recognition as a distinct form of intelligence (Geher, Warner Brown, 2001; Salovey Sluyter, 1997). The concept of an individuals EI (EI) was explained and expanded upon by Mayer and Salovey in 1990 (Mayer, Perkins, Caruso S alovey, 2001), and popularized by Daniel Goleman in 1995 (Goleman, 1995). 2.1.3 Golemans In 1995, Goleman elaborated on the original Salovey Mayer definition of EI to suggest five major EI domains as reported in Table 4. Table 4: Golemans original model of EI. Golemans Model of EI 1. Assessment of emotions 2. Regulation of emotions 3. Motivating and emotional self control 4. Understanding and recognizing emotions 5. Relationships and emotions The first of Golemans EI domains includes knowing ones emotions. This domain involves assessing and knowing what the emotion is as it occurs. The second domain of managing emotions is described as handling those emotions in an appropriate manner that builds on self-awareness. Motivating oneself or emotional self-control is the third domain. The fourth domain involves recognizing emotions in others. This domain involves empathy and Goleman considers it to be a â€Å"people skill† (Goleman, 1995, p.43). The last domain in Golemans original model consists of handling relationships. Goleman states that the ability of handling a relationship is in part the ability of managing emotions in others. Goleman contends that capacities for EI each have a distinctive involvement to form our lives. To some extent, these capacities build upon one another to formulate social skills. These abilities do not guarantee that people will develop or display emotional competencies. Goleman suggests th at individuals use competencies in many areas across many spectrums. Goleman has currently revised his original theory of EI as shown in Table 5. He now suggests that there are four domains rather than his original five domains (Goleman, 2001B). Table 5: Golemans current model of EI. Golemans Current Model of EI 1. Emotional Self Awareness 2. Emotional Self Management 3. Social Awareness 4. Relationship Management The first component or cluster of EI is that of Emotional Self- Awareness, or knowing what one feels. Recognizing ones own feelings, how they affect ones performance, and the realization of our own strengths as well as our weaknesses, is an important part of the self-awareness cluster. The second component of EI is Emotional Self-Management. This component reflects the ability to regulate stressful affects such as anxiety or anger, as well as how to deal with those situations. This component is reflected when an individual seems to keep their cool during a stressful situation. Self-management also reflects the abilities of an individual to be flexible and adaptable, looking at different perspectives of a situation. Social-Awareness, the third component, encompasses the competency of empathy. The Social-Awareness cluster is described as the cluster where an individual is aware of others emotions, concerns, and needs. Being aware of this information and internally processing it, allows the individual to read situations and act accordingly. The Relationship Management component makes up the fourth segment of Golemans current model. This component relates to how we interact with others in emotional situations. Goleman believes that if we cannot control our emotional outbursts and impulses, and we lack the necessary skill of empathy, there is less chance that we will be effective in our relationships. The Relationship Management cluster includes many of the skills necessary for being successful in social situations. Communication is also an essential element in the relationship management cluster (Goleman, 2001b). According to Goleman (2001a), EI at its most general rating, refers to the abilities to identify, reflect and adjust emotions in ourselves as well as to be aware of the emotions of others. Currently, Goleman relates the capacities for each domain in his EI model are: makes a unique contribution to job performance; strong communications; capacities build upon one another; does not guarantee people will develop or display the associated competencies; The general list is to some extent applicable to all jobs. Although Goleman explains that these capacities are hierarchical, meaning that one cannot fully pass on to the next phase or tier without accomplishing the previous stage with some degree of success. These capacities are not fixed and an individual can experience many levels at the same time. Goleman (1998) also states that EI determines our potential for learning the practical skills that underlie the four EI clusters. He maintains that emotional competence illustrates how much of that potential we have realized by learning and mastering skills and translating EI into on the job capabilities. According to Hall Torrance (1980), empathy and super-awareness to the needs of others is a trait that lies outside the realm of human abilities that can be measured. Hall Torrance report that many attempts have been made to measure these abilities, but with very little success. In their view, if empathy and awareness to others needs were accessed in a way that was based on reasoning, those qualities may reflect a measurable intellectual ability that would be associated with friendliness, compassion and happiness; all traits reported to be representative characteristics of emotionally intelligent individuals (Goleman, 1995; Pfeiffer, 2001). The information reported in 1980 by Hall and Torrance was prescient in that these traits are currently being measured as traits of EI. The traits of flexibility and freedom of thoughts as well as a high rating of motivation, either intrinsic or extrinsic, the ability to express emotion, the ability to manage stress, self confidence, and the ability to cope with tension are also valued characteristics of EI (Caruso, Mayer, Perkins, Salovey, 1999; Cherniss, 1998; Goleman, 1995, 1997; Levinson, 1997; Olszewski-Kubilius, 2000; Pfeiffer, 2001; Reiff, Hates Bramel, 2001). Currently, Goleman emphasizes that EI at its most general rating, refers to the abilities to identify, reflect and adjust emotions in ourselves as well as to be aware of the emotions of others (Cherniss Goleman, 2001; Goleman, 2001A). According to Goleman, EI refers to the ability to recognize our own feelings and those of others, to motivate ourselves, and to manage emotions in ourselves and in our relationships. (Clawson 1999; Dulewicz Higgs 2000; Goleman 1998; Burgess, Palmer, Stough Walls 2001). In another cognitive research study conducted by Sternberg, Wagner, Williams, and Horvath (cited in McDowelle Bell, 1998) it is reported that these differences in IQ and success at work accounted for between 4% and 25% variance of job performance. This leads us to the conclusion that a major part of what enhances our job performance is affected by non-IQ factors. McDowelle Bell (1998) state â€Å"emotionality and rationality complement each other in the work world. They can be viewe d as inseparable parts of the life of the organization. 2.1.4 Salovey and Mayers Since the origination of the theory of EI in 1990, Mayer and Salovey have worked diligently to refine their academic and scientific model of EI model. Their current model, developed in 1997, is decidedly cognitive in focus and revolves around four tiers or ratings that are not genetically fixed or set in early childhood. As people grow and develop, they also seem to develop a greater sense of EI suggesting that these traits of EI can be developed over time (Epstein, 1999; Ford-Martin, 2001; Goleman, 2001A; Weiss, 2000). According to Mayer, Perkins, Caruso Salovey (2001), the emotionally intelligent person is skilled in four distinct branches: identifying, using, understanding, and regulating emotions. These four distinct areas are outlined in Mayer and Saloveys current model. The newest model begins with the idea that emotions contain information about relationships (Mayer, Salovey, Caruso, and Sitarenios (2001). (See Table 6). The recognition, the evaluation and the communication of emotions initiate the first branch of Mayer and Saloveys model. The second branch involves using emotions to think constructively such as utilizing those emotions to make judgments, the consideration of an alternative viewpoint, and an appreciation that a change in emotional state and point of view can promote various types of solutions to problems. The third branch combines the abilities of classifying and differentiating between emotions to help integrate different feelings. This rating also works toward helping us t o form rules about the feelings we experience. The fourth and final branch involves the ability to take the emotions we experience and use them in support of a social goal (Finegan, 1998; Cherniss Goleman, 2001). The four hierarchical developmental branches established by Mayer and Salovey in 1997, although different from Golemans ratings of EI, seem to incorporate several fundamental principles of personal development theory. These developmental stages discussed by Salovey and Mayer are reported to be hierarchical. The Mayer and Salovey model frames the complexity of emotional skills that develop from the first tier and continue through the fourth, whereas Golemans competencies, in contrast, can be viewed along a continuum of mastery. Caruso, Mayer, Perkins, Salovey (2001), expected individuals need to be able to identify their emotions as well as the emotions of others. Using those emotions, understanding those emotions, and having the ability to manage those emotions is also required to be successful. Caruso et al. (2001) relate that when an individual works in an administrative or work environment that requires the cooperation and collaboration, the skills of EI become even more essential. Caruso et al. (2001) also report that EI can assist in facilitating this work in helping to generate new and creative ideas and solutions to problems. At times, some of the problems that are challenging an individual can be very complex, while at other times the problem-solving task may be effortless. According to Caruso et al. (2001), problem solving requires creative thought to generate ideal solutions. Caruso et al. (2001) deduce that EI can help the individual to think creatively in many ways such as, viewing the problem from multiple perspectives, brainstorming or generating new and creative ideas, being inventive, generating original ideas and solutions to the problem, and defining and recognizing new solutions. Table 2.3: Characteristics of Selected EI Model Bar-On (1980) Mixed Model Goleman (2005) Performance Model Mayer, Caruso and Salovey (1990) Ability Model (1) Awareness, Intrapersonal Assertiveness, EQ Self-Regard,