Analysis of Remarke´s All Quiet on the Western Front

A major reiterated theme of Remarque’s novel All Quiet on the Western Front focuses on BÃ"“umer, the narrator, and his comrade’s accurate view of World War I and how greatly it contrasts to the ideas of the older generation who persuaded the youth to join the war for defending Germany. An analysis of BÃ"“umer’s attitude toward the war reveals that the world of his former authority no longer exists. His first encounters on the front shatter his trust and belief in the views and teachings of the generation that should have been their mentors, directing this inexperienced â€Å"Iron Youth† (18) into the world and preparing him for what would have been his future life. Now, BÃ"“umer realizes that, if he survives the war, he can never return to ideas or desires of his youth nor ever truly re-enter into the lives that the generations before and after him belong. The older generations, consisting of BÃ"“umer’s parents and teachers, receive the war with a joyous enthusiasm of a chance to display German might and honor, though no one had an idea of what the soldiers, their children, would have to endure. They, especially BÃ"“umer’s teacher Kantorek, took every possibility to persuasively impress this patriotic idea upon the younger generation: â€Å"that duty to one’s country is the greatest thing† (13). This generation, the ones who were to equip and direct the younger so that they may survive in this world, was basically sending their sons in blindly and completely unprepared for the true horrors of

Innovative Technologies And Software For Higher Education...

Introduction This dissertation is based on the use of innovative technologies and software in higher education system and evaluation of its effectiveness and upgrading the quality of education. This study is basically focused to help higher education institutions understand how IT governance impacts technology innovation and to identify the key factors that can lead to an IT governance process that supports innovation. It is almost similar to my topic in which I am going to evaluate the innovative software which can upgrade the level of services and its accountability by the government. (a) Quality Review The paper highlights the use of innovative software and technologies in higher education system to improve the quality of education across US universities. This paper cites several related references, which would be beneficial for me as well. In addition to that, it focuses only on innovation related papers but it lacks in those paper which analyzes the public procurement of innovative products. It focuses only on the use of innovative technologies in higher education. Its evaluation methodology is good, as around six universities are interviewed on the subject and the results are compared with the data analysis of the data collected through secondary resources. Since the paper is completely based on a theoretical framework, so no theorems and proofs are present throughout the paper, while the arguments are effective and convincing as per the analysis and cross checkShow MoreRelatedEssay on ORGANIZATION AND LEADER ANALYSIS4707 Words   |  19 Pagesoverview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...4-5 The Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..5-6 Leadership Practice†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....6-8 Leadership effect on culture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8-9 SWOT analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..9-13 Leadership Evaluation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...14-17 Best Practices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...17-18 Reference †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..19-20 Abstract The purpose of this paper is to provide the reader with an insight of the Palm Beach CountyRead MoreManagement communication and knowledge Essay7218 Words   |  29 PagesCommunications, Knowledge and Information Group Executive Summary The purpose of this report was to have a clear understanding on how communications, knowledge and information can be improved within an organization including making better use of IT systems. Villa College that operates in Maldives was selected to support the arguments in the report. This report identifies the organizational hierarchy and different levels of management in Villa College. It further discusses on a decision taken by theRead MoreInformation and Communication Technology as Bedrock of the Nation13285 Words   |  54 PagesFOREWORD This revised policy underlines the desired need for appropriate cutting-edge technologies that will propel the country through and beyond the 21st century. This vision policy is therefore designed to underpin the nation’s socio-economic progress and development. It emphasizes the need for a coherent, systematic and comprehensive approach to the determination of technological programmes and their implementation taking into account domestic productions in agriculture and rural developmentRead MoreComparative Education13537 Words   |  55 PagesFrance has a highly organized educational system, which is divided into primary, secondary and tertiary (college) education. Primary and secondary education is usually imparted at public schools although a strong network of private schools also exists. All educational prog rams in France are regulated by the Ministry of National Education. Schooling in France is mandatory as of age 6, the first year of primary school while secondary education consists of collà ¨ge for the first four years after primaryRead MoreGaining Competitive Advantage Through Outsourcing8392 Words   |  34 Pagesforced players in the marketplace to be more efficient, to emphasize on a leaner organization and continuously innovate new procedures to keep ahead of competitors. Adding final consumer value to the product or service in the form of lower prices, quality and better service has become an essential requirement in the global marketplace. Logistics outsourcing has become an attractive option in order to take advantage of global opportunities, to acquire state of the art logistics capabilities, significantlyRead MoreTraining Need Analysis and Evaluation of Training Effectiveness13780 Words   |  56 PagesAND EVALUATING TRAINING EFFECTIVENESS AT BHEL, HARIDWAR OBJECTIVES: †¢ To assess how the organizational objectives will be realized through the delivery of a staff training programme that will focus on improved and/or changed skills, knowledge and/or attitudes of those directly involved or affected by the ‘change’ †¢ To understand the process and importance of measuring training effectiveness in the organization †¢ To measure the expressed needs of training effectiveness at work place from theRead MoreInnovation and Business Performance: a Literature Review16983 Words   |  68 PagesFirst generation: technology-push 3.2.2 Second generation: market-pull 3.2.3 Third generation: coupling model 3.2.4 Fourth generation: integrated model 3.2.5 Fifth generation: systems integration and networking 3.3 Levels of analysis 3.3.1 Firm-level 3.3.2 Regional-level 3.3.3 National-level 3.4 The constructs ‘innovativeness’ and ‘innovative capacity’ 3.4.1 What is innovativeness? 3.4.1.1 Individual-level innovativeness 3.4.1.2 Firm-level innovativeness 3.4.2 What is innovative capacity? 3.5 Summary Read MoreA Study on Training Effectiveness of Godrej Group of Companies8197 Words   |  33 PagesSubmitted by: Nekha Mariam sabu I m.com ,no:12 Madras Christian college A study on effectiveness of training programs of OBJECTIVE: * To study the training and development program adopted by GODREJ GROUP OF COMPANIES. * To study whether there is significant association between training effectiveness, performance and experience. * To find whether the employees are satisfied with the present training program conducted by GodrejRead MoreSwot Analysis Finance Department Accounts Department13110 Words   |  53 PagesCanterbury †¢Ã¢â‚¬ ¢helping resolve housing affordability issues facing key housing markets within New Zealand †¢Ã¢â‚¬ ¢improving productivity to drive a step change in the industry’s contribution to New Zealand’s economic growth †¢Ã¢â‚¬ ¢supporting the adoption of new technologies †¢Ã¢â‚¬ ¢ensuring leaky buildings are remediated as optimally as possible †¢Ã¢â‚¬ ¢leveraging industry access to the right information that will lead to reduced red tape †¢Ã¢â‚¬ ¢investing in industry skill enhancement †¢Ã¢â‚¬ ¢improving energy efficiency and the Read MoreHuman Resource Information System7345 Words   |  30 PagesIntroduction The HR function is still to a large degree administrative and common to all organisations. To varying degrees, most organisations have formalised selection, evaluation, and payroll processes. Efficient and effective management of the human asset has become an increasingly imperative and complex activity to all HR professionals. The HR function consists of tracking innumerable data points on each employee, from personal histories, data, skills, capabilities, and experiences to payroll

Formal Lab Report Free Essays

Douglas Mitchell Biology 111 Laboratory Report 18 FEB 2013 The Scientific Method Introduction In life, both human and animal, reaction time can mean the difference between life and death. Reaction time is defined as â€Å"the time it takes to react to a stimuli (Norman, 2011). † In humans, hand dominance (left-handed vs. We will write a custom essay sample on Formal Lab Report or any similar topic only for you Order Now right-handed) can further impact this reaction time. In this case a simple study of reaction time and hand dominance is being used to illustrate the practical application of the scientific method in the laboratory. Observation Human reaction times vary person to person and often increase with age. This change in reaction time can have little impact on a person’s daily life, such as when answering a ringing telephone. But this change can also have a dramatic impact when driving, working in dangerous environments, and negotiating busy streets and sidewalks. Literature Search â€Å"Reaction time has been used as a psychological test since the mid-19th century (Deary, 1). † Several studies have been conducted dealing with reaction time and the factors that can affect it. In their study titled â€Å"Validation of reaction time as a measure of cognitive function and quality of life in healthy subjects and patients†, Jakobsen, Sorensen, et al studied and reported findings regarding diminished reaction times and the effect that poor health had on those times. Findings were conclusive that the healthier the individual, the better their responses. Hypothesis Individual’s reaction time with their dominant hand is faster than those with their non-dominant hand. Conversely, there may be no statistically valid difference in the reaction time from one hand to the other. Experiment To test the variance in reaction time from dominant hand to non-dominant hand we set up an experiment using a simple reaction time test found in the free marketplace on an Android telephone. This application required the user to touch one of four colored stars that match the color of an identified star in the upper right hand corner. The subject was asked to repeat this response 20 times and the total time was scored as the reaction time. If a subject made an incorrect â€Å"touch† then their time would continue until the correctly touched 20 stars. The subject would then be ask to repeat this test with their non-dominant hand. To standardize the testing instructions were provided by my team mates and it was decided that the subject would place the device on a flat surface in front of them and use the index finger on first their dominant hand and then their non-dominant hand. Data was collected for 30 random subjects and analysis performed. Data Analysis Data collected from the 30 random subjects was input and the following summary statistics were produced. Dominant Hand Mean Reaction Time (D)| | | 18. 865 sec. | Median Reaction Time (D)| | | 17. 264 sec. | Variance (D)| | | 28. 235 sec. | Standard Deviation (D)| | | 5. 314 sec. | Non-dominant Hand Mean Reaction Time (N)| | | 17. 734 sec. | Median Reaction Time (N)| | 16. 412 sec. | Variance (N)| | | 16. 130 sec. | Standard Deviation (N)| | | 4. 016 sec. | The graphs below illustrate the mean for each hand as well as error with in plus or minus one standard deviation. Conclusion After conducting this experiment and reviewing the data, a few things became clear. One is that age of the subject had a significant impact on results with both hands. This is presumed to be the result of the interaction with a new technology. Younger subjects seemed to grasp the concept of what they were expected to do more quickly. Second, in this case, familiarity did not breed contempt, but it did breed faster reaction times. As subjects became more comfortable with the application they were using, their response times decreased. The later of these two factors had a more global effect on our outcomes, thus disproving our hypothesis in this case. I do not believe these results to be conclusive or authoritative and simply put, more research is needed. References Deary, I. J. , Liewald, D. Nissan, J. (2011) A free, easy-to-use, computer-based simple and four-choice reaction time programme: The dearly-liewald reaction time task. Behavior Research Methods (Online), 43(1), 258-268. Retrieved from http://search. proquest. com/docview/920259801? accountid=39001 Jakobsen, L. H. , Sorensen, J. M. , Rask, I. K. , Jensen, B. S. , Kondrup, J. (2011). Validation of reaction time as a measure of cognitive function and quality of life in healthy subjects and patients. Nutrition, 27(5), 561-570. Doi: http://dx. doi. org/10. 1016/j. nut. 2010. 08. 003 Norman, Celia (2011). General Biology 111: Laboratory Manual. Denver, CO: Department of Biology, Arapahoe Community College. How to cite Formal Lab Report, Essay examples

Developing Management Capabilities Groups and Teams

Question: Discuss about theDeveloping Management Capabilitiesfor Groups and Teams. Answer: Introduction In this article the technique of developing capabilities for monitoring people who are in a team or a group has been highlighted. Various theories concerning the groups and teams have also been outlined in this document; which provides insight into preferences and capabilities, tools such as ESCI, Thomas Kilmann Conflict questionnaire and Johari windows have been utilised to serve this purpose. Weakness and strengths of managing kills are identified by comparing much literature with the results of the diagnostic tests. After that, the development of a realistic plan is carried out basing on the outcome of diagnostic tools and the literature review. The plan is the used to boost the skills and knowledge of persons in the group. Such a scheme is suitable to be applied for six months or even more basing on its suitability in the group (Hinds, 2015, p. 212). Literature Review Groups and teams analysis is done based on the relevant topics selected to be studied. From the analysis of literature groups and teams; they are shown to have different meaning and with various concepts. Therefore, it means that for a person in charge of a group or a team to be successful in team or group management, he or she should have a clear understating of the different features within the group and those within a team. There are however similar properties and processes in both groups and teams in that both aim at achieving uniformity and collaboration of the individuals involved in any particular group or team. Various researches which have been carried out by different scholars show; that there are distinct dissimilarities between a group and a team (Goold Luchs, 2013). These researchers showed through their analysis that teams have the same focus; which is to ensure that they attain or meet the target of the company or organisation goals. On the other hand, however, groups are not necessary to aim to achieve a common purpose or meet some specific objectives. Meaning that an individual in charge of a team and a group or both should be considerate on this properties so that the intended purpose for the formation of a group and a team is attained and not confused for the other. While managing a team, the principal focus should be to encourage all the members subscribed to that team to put together their energy with the aim of achieving a specific goal within their organisation which will ultimately benefit them all. A differentiated approach is required however when it comes to the management of a group since they have distinctive targets and goals to ensure that it is successful (Hinds, 2015, p. 244). The features possessed by both groups and teams and the quality of these features determine the nature of the group or the team concerned and the likeliness of successful activities to be accomplished within them. Efficient management of teams of groups, in that case, will determine the quality of the features existing within a given team or group. Interconnectedness factor, for instance, is one of the most important features within a team as members are required to work together to meet the same target. Groups, however, lack the interconnectivity feature; meaning those managing groups should ensure factors such as these are functional among their team members while those operating groups do not need to pay attention to this feature among the group members. Many organisations nowadays have put more emphasis on the teams existing within them and even encourage the formation of teams in departments. Mostly, teams have been formed because it has been realised that they have a great impa ct on ensuring various targets and goals are met within the companies. It has also been found that they help different institutions to achieve a competitive advantage (Proehl, 2013, p. 76). Managers or those in charge of the various teams withinan agency do not require having some specific skills or capabilities for them to manage the members of their groups successfully. It is because the team leader comes with a preset target on which they have to meet as a group, they sit, discuss the possible limitations and obstacles likely to be encountered and come up with possible solutions or means on which they are going to use for them to succeed in meeting the intended goal. Each person is after that encouraged to use his or her skills to ensure that they succeed in their mission. The managers will only serve to guide and to remind the individuals in the team of their intended goal and thus to focus their energy and skills in ensuring that they are approaching the goal set at the beginning of their mission. Managing groups in their hand is a little bit challenging as the group members do not work with the effort of meeting the same goal. However, each person in a group has a goal in which he or she intended to achieve which usually result in lack of corporation compared with a team (Goold Luchs, 2013). A group leader has a duty of getting to know the focus or goal of each member and thus monitor each by his or her focus through setting various target for them. Managers are therefore required to have abilities to control various duties and task and harmonise them within the groups they are in charge of controlling. In this case, it means that those intending to be managers of groups should be prepared to use more skills in monitoring them compared to those managing teams. High coordination is realized within a team because the members are provided with the same mission on which they all collectively work towards achieving that target. Those who are active or more capable help those who are weak and are not skilled in the task they are performing.In this way, the members of the same team can guide each other even in the absentia of their leader and achieve their set goal quickly (Goold Luchs, 2013). When it comes to groups, relationship with group members depends on the tasks or the focus of the members of that group. If there are individuals who are working in a similar job within the groups, then such persons are likely to relate more compared with those who are operating on different functions within the same group. When each member of the group has different interest, then interactions in the group could be minimal or may even not exist at all. Close relationship and communication in a team is a regular feature in all teams while this could consid er to be informal in groups because it does not exist in all groups and also keeps changing. You may visit a group and see a sense of interactions of the members concerned and come back a few days and find that relationship does not exist anymore. Having an understanding of such aspects is very crucial to the managers as it allows them to manage the teams and groups concerned well (Hinds, 2015, p. 212). The Significance of Groups and Teams According to Models and Theories There is an existing literature which is important when it comes to management and carrying out development pertaining teams and groups. One of these theories is the Tuckman team approach. It is one of the most critical principles when it comes to team management. It gives the four points which a leader in charge of a team can follow to ensure that his or her team is successful in carrying out the tasks they set themselves to achieve. According to Tuckman theory, the stages include the formation of the team, storming, norming and performance of the work (Murray-Webster Hillson, 2012). A leader who is not well conversant with the creation and management of teams can follow this model and will manage the team created quickly. The model present by Tuckman theory can be used to within organisation to ensure that the goals to achieve within the body concerned are successfully carried out. Also, when such an approach is used, it ensures that teams are formed whose members have the positiv e mindset and that good relationship among the members is seen from the point of formation of such a team. Meeting the targets and goals set by team members is such team is usually achieved (Mannix, Neale Overbeck, 2014). Apart from this theory, another practice which can be embraced by group leaders is the mutual aid model. This model encourages correlation of the team members while undertaking the task they have embarked on. The model recognises that different people have different skills and capabilities and thus when such people work together, they boost each other by the areas of their strengths (Hinds, 2015, p. 212). Application of Diagnostic Tools ESCI When it comes to management of employees operating within teams or groups in the organisation, ESCI is a valuable tool. The tool helps in identifying the average leaders and those who have adequate leadership skills. The model can, therefore, be used by directors of the organisation in promoting leaders and selecting those who are capable of being leaders within teams and groups (Chen, 2016). Furthermore, the tool helps in the creation of competitive advantage in the organisation since the leaders chosen to be in charge of various departments is appointed based on merit and their capabilities (Belbin, 2011). When this application is adopted in a firm, a collection of feedback is efficient, and there is arise in awareness among the employees. Emotional intelligence is also measured and monitored easily in the organisation leaders. It also helps in nurturing the young employees to ensure that they become good professionals in their area of specialisation (YU, and LIU, 2014, p. 56). Thomas Kilmann Conflict Questionnaire This is one of the tools that are used widely in managing conflicts that arise among the members of a team or group. The tool helps the managers to ensure that there is no under use or over the utilisation of the models used in identifying and managing conflicts. These models include accommodating, avoiding, compromising, collaborating and competing (Gibson Fisher, 2012). If the managers have a good understanding of this tool, it will help them greatly in ensuring that the conflicts which arise within the team tackled and subdued before it causes harm on the team itself. It also helps the leaders to make as ound decision after listening to those involved in the conflict. This, in turn,assists in proving quality leadership for both groups and teams (Riasi, and Asadzadeh, 2015, p.147). Johari Window It ia tool that is used if you want to understand better relationship within a team or a group which you are a member or a different team. Due to the relation which exists among the team members and which is crucial for the members to achieve their targets, it is necessary that the team managers should understand the applicability of this tool to ensure that a good relationship among the members of the team is natured and maintained (Coghlan, 2013). The tool further explains the kind of relationship as understood by the members of the group. It can be an open arena which means each person understand the task which they are to accomplish. Hidden faade;meaning that not all members of the team know what they are intended to do (Ottlieb, 2013). Blind which means that the subject in the team is not conversant with what is going on in the team, yet there are those who understand what is going on in the team. Finally unknown meaning; no single individual knows what they intended to do in th e team or how to they supposed to relate which other (Williams, 2014).The managers can apply the strategies indicated in the Johari window to help them to manage the groups or teams they are monitoring to make sure that they are operating as required. The persons who are in a team should also be taught about the Johari window to ensure they have an understanding of their capabilities and who they can correlate with their fellow workers to improve their skills (Saxena, P., 2015, p. 213). Eight Months Plan Development Plan For Improving Skills and Knowledge Groups and teams require considerable attention when it comes to major areas on tasks which are delicate or risk to the safety of the employees or to the organisation itself. For a leader to have proper skills in the management of teams and groups in the agency, he or she ought to focus his or attention in areas where it helps him or her as a leader to improve the skills they pose as leaders or acquire new skills and capabilities of handling people in the group (Schwartz, Gimbel, 2014). For a leader to be successful in his or her career, he or she should ensure that he learn to manage small groups and teams are well before allowing himself to be in charge of bigger groups or teams which have entrusted with tasks which are complicated and have limited time. A leader ought to learn to provide quality leadership and learn to relate well with other members of the team. It is necessary as other people in the team will imitate his or her action and will also start correlating well with th eir fellow team members (West Turner, 2012). With the four months policy, a leader will have enough time to mingle with team members and thus develop a good relationship in the workplace. He or she will have to get enough time to learn about the various models and tools which are crucial in providing efficient and proper management for the teams and groups. Such a leader will learn better these models as he or she will be practising the concepts taught in the design with the team he or is leading. Furthermore, such leaders will acquire additional skills in the management of employees (Ezazi Jahromi, 2014, p. 321). From the analysis shown above Thomas Kilmann model appears to be the best model to be utilized when it comes to the management of conflict which arises in the groups or within the organisation. The skills for managing conflict is critical especially within groups and teams as these are the most potential areas where conflicts are likely to be experienced (Neely, 2012). It is, therefore, important for the leaders to undertake the practices which will enable them to apply the model when it comes to conflict resolution. When learning to put into practice models such as this it also necessary to work with small groups so that it does not strain leaders who will only make fatigue and thus fail to learn the application of this skills well. ESCI model is another important model which is to be applied by leaders during the six-month plan as it helps in boosting the performance of the team members (Riasi, and Asadzadeh, 2015, p.147). Conclusion For proper management of people or employees, a significant difference between a group and a team should be known by the group and team managers. There is excellent coordination in a team compared groups because for the case of a team all members work with the same focus on achieving a specific target or goal (Griffin, Phillips, Gully, 2016). Groups, however, do have a different discussion as colleagues of the group may have different interest. It makes the correlation weak compared to a team. Due to these reasons, the leaders ought to have this in mind when handling groups and teams (Prichard Stanton, 2014, p. 22). The three diagnostic models can be applied positively in the organisation as this help to achieve and maintain a competitive advantage in the body, giving it the power to compete well with other enterprises or companies operating with similar products or services (Ezazi, and Jahromi, 2014, p. 321). References Ezazi, M.E. Jahromi, A.T., 2014. Reviewing useful factors on theefficiency of ECSI model to respect customers. Asian Journal of Research in Business Economics and Management, 4(7), pp.379-387. Hinds, P., 2015. Teams and groups. Wiley Encyclopedia of Management. Proehl, R.A., 2013. Enhancing the effectiveness of cross?functional teams. Team Performance Management: An International Journal. Riasi, A. Asadzadeh, N., 2015. The relationship between principals reward power and their conflict management styles based on ThomasKilmann conflict mode instrument.Management Science Letters, 5(6), pp.611-618. Saxena, P., 2015. JOHARI WINDOW: An Effective Model for Improving Interpersonal Communication and Managerial Effectiveness. SIT Journal of Management, 5(2), pp.134-146. YU, P. LIU, X.H., 2014. Analysis of Hierarchical ESCI Model Based on Shuanghui Merger Smithfield. Value Engineering, 26, p.009. Prichard, JS Stanton, NA. 2014. Testing Belbins team role theory of effective groups, Journalof Management Development, vol. 18, no. 8 pp. 652-665 Griffin, R W, Phillips, J M Gully, S M. 2016. Organizational Behavior: Managing People and Organizations,12thedn, Cengage Learning. Neely, A 2012. Business Performance Measurement: Theory and Practice, Cambridge University Press. West, R Turner, L.H. 2012,Understanding Interpersonal Communication: Making Choices in Changing Times,Cengage Learning. 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