This document summarizes research on the characteristics of effective members of church-planting missionary teams. Key findings include:
1) A composite profile of effective team members shows they value cooperation over individual goals and are willing to sacrifice personal interests. They participate fully but don't dominate, and support team leadership.
2) The typical North American worldview emphasizing independence can hinder teamwork, so cross-cultural experience helps members adapt.
3) Forming international teams requires careful selection of open-minded members, as cultural differences in individualism vs. collectivism can strain relationships.
Effective leaders have comprehensive understanding of people, organizations, and themselves in order to empower others. They actively listen to understand speakers fully and gain insights into people's motivations and authenticity. Leaders also understand organizational dynamics and solicit diverse viewpoints to identify strengths and weaknesses. Additionally, leaders maintain an empowering presence by having inspiring relationships built on love, patience and humility. They frame people's potential rather than faults and articulate goals to promote growth. Leaders lead by embodiment and authenticity to inspire trust and influence through diligence. With comprehensive understanding and empowering presence, leaders bridge reality and potential.
Effective leaders have comprehensive understanding of people, organizations, and themselves in order to empower others. They actively listen to understand speakers fully and gain insights into perspectives, strengths, and weaknesses. Leaders solicit diverse viewpoints to improve organizational understanding and buy-in. They help people see their potential and focus on strengths rather than faults through loving, optimistic speech and actions that validate their message. By developing understanding and empowering others, leaders bridge reality and potential.
This document provides an overview of a post graduate diploma in management course at GL Bajaj Institute of Management & Research. The course is Organizational Behavior-II in the second trimester of the 2020-21 academic year. It lists the course facilitators, Dr. Parul Yadav and Dr. Prachi Agarwal, and provides a brief overview of the course content which includes units on group dynamics and teams, leadership, power and politics, organizational structure and culture, and organizational change and development. The course textbooks and references are also listed. Finally, the content of the first chapter on groups dynamics and teams is summarized, covering topics such as the meaning and definition of groups, types of groups, characteristics
Effective leaders have comprehensive understanding of people, organizations, and themselves in order to empower others. They listen actively to understand speakers fully and gain insights into motivations and authenticity. Leaders also understand organizations by encouraging diverse viewpoints to identify strengths, weaknesses, and solutions. Additionally, leaders maintain a presence that empowers others through strong, virtuous relationships and framing challenges positively to promote growth. They communicate using loving, optimistic language and lead through authentic actions to inspire trust and progress toward shared goals.
This document is a dissertation submitted by Elizabeth Bishop in partial fulfillment of the requirements for a Doctor of Adult Education degree. The dissertation examines how leadership develops in adult students who learn taekwondo at a non-profit dojang called Yeshá Ministries in Tennessee. Through interviews and observations, the study seeks to understand how taekwondo contributes to holistic leader development, specifically the development of servant leaders. The dissertation reviews literature on adult learning and leadership theories to provide context and a theoretical framework for analyzing the data collected. The goal is to understand the developmental process adults go through in learning taekwondo and how it relates to concepts like authenticity, identity, and relationships.
The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
Through a discussion of current research, the article highlights the psychological and physical benefits of spiritual/religious practices. Such practices are shown to positively influence lifestyle habits like diet and alcohol use from a young age. They also provide a strong support system through religious communities. Overall, spiritual/religious practices throughout life are found to positively impact health and well-being.
Effective leaders have comprehensive understanding of people, organizations, and themselves in order to empower others. They actively listen to understand speakers fully and gain insights into people's motivations and authenticity. Leaders also understand organizational dynamics and solicit diverse viewpoints to identify strengths and weaknesses. Additionally, leaders maintain an empowering presence by having inspiring relationships built on love, patience and humility. They frame people's potential rather than faults and articulate goals to promote growth. Leaders lead by embodiment and authenticity to inspire trust and influence through diligence. With comprehensive understanding and empowering presence, leaders bridge reality and potential.
Effective leaders have comprehensive understanding of people, organizations, and themselves in order to empower others. They actively listen to understand speakers fully and gain insights into perspectives, strengths, and weaknesses. Leaders solicit diverse viewpoints to improve organizational understanding and buy-in. They help people see their potential and focus on strengths rather than faults through loving, optimistic speech and actions that validate their message. By developing understanding and empowering others, leaders bridge reality and potential.
This document provides an overview of a post graduate diploma in management course at GL Bajaj Institute of Management & Research. The course is Organizational Behavior-II in the second trimester of the 2020-21 academic year. It lists the course facilitators, Dr. Parul Yadav and Dr. Prachi Agarwal, and provides a brief overview of the course content which includes units on group dynamics and teams, leadership, power and politics, organizational structure and culture, and organizational change and development. The course textbooks and references are also listed. Finally, the content of the first chapter on groups dynamics and teams is summarized, covering topics such as the meaning and definition of groups, types of groups, characteristics
Effective leaders have comprehensive understanding of people, organizations, and themselves in order to empower others. They listen actively to understand speakers fully and gain insights into motivations and authenticity. Leaders also understand organizations by encouraging diverse viewpoints to identify strengths, weaknesses, and solutions. Additionally, leaders maintain a presence that empowers others through strong, virtuous relationships and framing challenges positively to promote growth. They communicate using loving, optimistic language and lead through authentic actions to inspire trust and progress toward shared goals.
This document is a dissertation submitted by Elizabeth Bishop in partial fulfillment of the requirements for a Doctor of Adult Education degree. The dissertation examines how leadership develops in adult students who learn taekwondo at a non-profit dojang called Yeshá Ministries in Tennessee. Through interviews and observations, the study seeks to understand how taekwondo contributes to holistic leader development, specifically the development of servant leaders. The dissertation reviews literature on adult learning and leadership theories to provide context and a theoretical framework for analyzing the data collected. The goal is to understand the developmental process adults go through in learning taekwondo and how it relates to concepts like authenticity, identity, and relationships.
The document discusses group dynamics and provides information on key concepts such as what constitutes a group, types of groups, reasons people join groups, group structure, stages of group formation, and principles of group dynamics. It summarizes that group dynamics is concerned with the interactions between group members and the forces that influence their behavior within a social situation. The goal is to understand how groups develop and function, and their impact on individuals and the organizations they are part of.
Through a discussion of current research, the article highlights the psychological and physical benefits of spiritual/religious practices. Such practices are shown to positively influence lifestyle habits like diet and alcohol use from a young age. They also provide a strong support system through religious communities. Overall, spiritual/religious practices throughout life are found to positively impact health and well-being.
The document describes the process of creating a navigation menu bar and buttons in Fireworks. Key points:
1) The author created 5 hyperlink buttons for the menu bar's main categories and a pop-up menu for the Phones button with 5 phone brands.
2) Buttons were made using the rectangle shape and changing the symbol properties to make them functional.
3) Additional buttons were copied and renamed, and a pop-up menu was added to one button for dropdown options.
4) The steps for creating buttons, changing colors and fonts on hover and click, and opening pop-up menus are demonstrated.
This document provides an overview of learning Linux. It begins with an introduction to Linux and covers shell commands, Linux servers, Linux desktops, and popular Linux distributions. It then focuses on Ubuntu releases, listing version numbers and code names from 2004 to present. References for further learning include a Linux basics textbook and an edX course. The document outlines the Linux file system and partition structure. It provides an example /etc/fstab file. It also covers shell commands, I/O redirections, and navigation, downloading, text processing, help, system information, storage, and intermediate text processing commands.
This document discusses how recruiting agencies and recruiters can help in a job search. It outlines that recruiters work to find the best talent for their client companies, as people are the most valuable asset. Recruiters get paid in different ways depending on if they are a temp agency, permanent recruiter, or work on a contingency or retainer basis. The document also provides tips on how to effectively work with recruiters, including being in control of the process and understanding recruiters represent their clients, not job seekers.
Este documento presenta una lista de precios unitarios para diferentes tipos de exploración y muestreo de materiales de suelos y rocas. Se describen los precios de perforación y muestreo con diferentes métodos y diámetros, incluyendo sondeos a cielo abierto, con tubo Shelby, barril Denison, con broca en rocas sanas o fracturadas, entre otros. También incluye precios de cementación, recuperación de núcleos, y pruebas de laboratorio de suelos, rocas y permeabilidad.
El documento describe las pruebas y estudios realizados para determinar las propiedades mecánicas de los suelos en un taller de construcción, incluyendo pruebas directas, perforaciones, estudios de mecánica de suelos, comparaciones con construcciones cercanas, y consideraciones sobre el ángulo de reposo, abundamiento, plantillas de concreto, bufamiento y sismos.
1. The document discusses various aspects of marketing channels including marketing channel design, market testing, and segmentation for marketing channel design.
2. It provides definitions of marketing channels and discusses important concepts like marketing flows in channels, who belongs to a marketing channel, and the work of marketing channels.
3. The document also discusses channel analysis framework including channel design process, channel implementation process, and concepts like channel power and channel conflict.
This document provides a budget breakdown for the Casa Pizzano project located at Porton de los Encinos Mz.4 Lt.6 Lomas Country Club. It includes line item estimates for preliminary work, foundations, structure, cistern, masonry, floors, walls, ceilings, bathroom fixtures and accessories. The totals provided are for preliminary work ($18,332), foundations ($99,791), structure ($223,883), cistern ($62,782), masonry ($136,795), floor finishes ($129,684), wall finishes ($297,839), ceiling finishes ($79,980), bathroom fixtures ($40,506), and bathroom accessories ($18,976) for
This document discusses the importance of building trust in intercultural relationships. It notes that trust is a critical element for effective ministry and opens opportunities for spiritual work. The document explores factors that affect relationship and trust building between cultures, such as worldviews, arrogance, deference, speech, behaviors, and attitudes. It provides strategies for establishing trust, including behaviors like listening, observing, and showing humility. Trust is seen as especially important since cultural misunderstandings can unintentionally damage trust.
This document provides information on facilitation in project management. It discusses definitions of facilitation, the dual responsibilities of helping a group get work done and develop people skills. It outlines adult learning principles and the importance of creating a supportive environment. Additionally, it identifies traits of master facilitators such as emotional intelligence, focus, and integrity. The document also covers topics like decision making techniques, participation approaches, and using tools like thinking hats.
This document outlines the goals, objectives, and agenda for a church leadership workshop. The workshop aims to call church leaders into fellowship, create awareness of leadership roles, and provide an understanding of the church's mission. It will discuss keys to a successful church like programs, organization, morale, and leadership. The workshop also defines leadership, covers human relations and group decision-making, and motivates leaders to achieve goals that inspire belief. The overall goal is to develop better leaders who understand their roles in guiding the church.
The document discusses implementing a culture initiative at Owen J. Roberts High School to evaluate and improve the school culture. It defines 10 "culture tracts" such as vision/mission, student achievement, leadership, and technology. Faculty will complete periodic surveys to rate the school in each tract from 1 to 5. The results will be used to identify areas of strength or concern and guide the development of action plans to foster continuous school improvement.
This document outlines a mentoring program for African American boys. It discusses the need for mentoring relationships for these boys who often lack male role models. Research shows mentoring improves outcomes like GPA and test scores. The program aims to provide mentoring, activities, and biblical teachings to help the boys develop life skills and avoid issues like crime, poverty, and discrimination. Mentors will be recruited and trained to support the boys for at least 18 months through individual and group sessions. The goal is for the mentoring relationships and program activities to spiritually transform the lives of the boys.
This document discusses a group therapy session for 10 individuals in South Wales seeking mental health support. Key points:
- The group aimed to provide mental health care through group dynamics and engagement. Responsibilities were distributed according to members' strengths and abilities.
- Three relevant social work theories were identified: transpersonal theory focusing on spiritual dimensions, psychosocial development theory on responding to social crises, and cognitive behavioral theory on interconnections between thoughts, emotions, and behavior.
- The group's cultural diversity and experiences with lack of mental support and drought were strengths. Developing rapport and understanding members' needs was important for engagement and support.
Addressing Spiritual Development In Youth Development Programs And Practices ...Susan Campos
This document discusses opportunities and challenges for addressing spiritual development in youth programs. It provides a roadmap for navigating this territory with four goals: 1) Providing a clear definition and distinction between spirituality and religion to address confusion. 2) Engaging champions, particularly frontline youth workers, to lead the way through cross-sector learning and planning. 3) Conducting candid assessments of readiness among individuals and organizations. 4) Developing supports and guidelines for staff through training to increase comfort discussing spirituality. The lack of clarity on these issues has suppressed efforts to incorporate secular spiritual activities into youth programs.
The document describes the process of creating a navigation menu bar and buttons in Fireworks. Key points:
1) The author created 5 hyperlink buttons for the menu bar's main categories and a pop-up menu for the Phones button with 5 phone brands.
2) Buttons were made using the rectangle shape and changing the symbol properties to make them functional.
3) Additional buttons were copied and renamed, and a pop-up menu was added to one button for dropdown options.
4) The steps for creating buttons, changing colors and fonts on hover and click, and opening pop-up menus are demonstrated.
This document provides an overview of learning Linux. It begins with an introduction to Linux and covers shell commands, Linux servers, Linux desktops, and popular Linux distributions. It then focuses on Ubuntu releases, listing version numbers and code names from 2004 to present. References for further learning include a Linux basics textbook and an edX course. The document outlines the Linux file system and partition structure. It provides an example /etc/fstab file. It also covers shell commands, I/O redirections, and navigation, downloading, text processing, help, system information, storage, and intermediate text processing commands.
This document discusses how recruiting agencies and recruiters can help in a job search. It outlines that recruiters work to find the best talent for their client companies, as people are the most valuable asset. Recruiters get paid in different ways depending on if they are a temp agency, permanent recruiter, or work on a contingency or retainer basis. The document also provides tips on how to effectively work with recruiters, including being in control of the process and understanding recruiters represent their clients, not job seekers.
Este documento presenta una lista de precios unitarios para diferentes tipos de exploración y muestreo de materiales de suelos y rocas. Se describen los precios de perforación y muestreo con diferentes métodos y diámetros, incluyendo sondeos a cielo abierto, con tubo Shelby, barril Denison, con broca en rocas sanas o fracturadas, entre otros. También incluye precios de cementación, recuperación de núcleos, y pruebas de laboratorio de suelos, rocas y permeabilidad.
El documento describe las pruebas y estudios realizados para determinar las propiedades mecánicas de los suelos en un taller de construcción, incluyendo pruebas directas, perforaciones, estudios de mecánica de suelos, comparaciones con construcciones cercanas, y consideraciones sobre el ángulo de reposo, abundamiento, plantillas de concreto, bufamiento y sismos.
1. The document discusses various aspects of marketing channels including marketing channel design, market testing, and segmentation for marketing channel design.
2. It provides definitions of marketing channels and discusses important concepts like marketing flows in channels, who belongs to a marketing channel, and the work of marketing channels.
3. The document also discusses channel analysis framework including channel design process, channel implementation process, and concepts like channel power and channel conflict.
This document provides a budget breakdown for the Casa Pizzano project located at Porton de los Encinos Mz.4 Lt.6 Lomas Country Club. It includes line item estimates for preliminary work, foundations, structure, cistern, masonry, floors, walls, ceilings, bathroom fixtures and accessories. The totals provided are for preliminary work ($18,332), foundations ($99,791), structure ($223,883), cistern ($62,782), masonry ($136,795), floor finishes ($129,684), wall finishes ($297,839), ceiling finishes ($79,980), bathroom fixtures ($40,506), and bathroom accessories ($18,976) for
This document discusses the importance of building trust in intercultural relationships. It notes that trust is a critical element for effective ministry and opens opportunities for spiritual work. The document explores factors that affect relationship and trust building between cultures, such as worldviews, arrogance, deference, speech, behaviors, and attitudes. It provides strategies for establishing trust, including behaviors like listening, observing, and showing humility. Trust is seen as especially important since cultural misunderstandings can unintentionally damage trust.
This document provides information on facilitation in project management. It discusses definitions of facilitation, the dual responsibilities of helping a group get work done and develop people skills. It outlines adult learning principles and the importance of creating a supportive environment. Additionally, it identifies traits of master facilitators such as emotional intelligence, focus, and integrity. The document also covers topics like decision making techniques, participation approaches, and using tools like thinking hats.
This document outlines the goals, objectives, and agenda for a church leadership workshop. The workshop aims to call church leaders into fellowship, create awareness of leadership roles, and provide an understanding of the church's mission. It will discuss keys to a successful church like programs, organization, morale, and leadership. The workshop also defines leadership, covers human relations and group decision-making, and motivates leaders to achieve goals that inspire belief. The overall goal is to develop better leaders who understand their roles in guiding the church.
The document discusses implementing a culture initiative at Owen J. Roberts High School to evaluate and improve the school culture. It defines 10 "culture tracts" such as vision/mission, student achievement, leadership, and technology. Faculty will complete periodic surveys to rate the school in each tract from 1 to 5. The results will be used to identify areas of strength or concern and guide the development of action plans to foster continuous school improvement.
This document outlines a mentoring program for African American boys. It discusses the need for mentoring relationships for these boys who often lack male role models. Research shows mentoring improves outcomes like GPA and test scores. The program aims to provide mentoring, activities, and biblical teachings to help the boys develop life skills and avoid issues like crime, poverty, and discrimination. Mentors will be recruited and trained to support the boys for at least 18 months through individual and group sessions. The goal is for the mentoring relationships and program activities to spiritually transform the lives of the boys.
This document discusses a group therapy session for 10 individuals in South Wales seeking mental health support. Key points:
- The group aimed to provide mental health care through group dynamics and engagement. Responsibilities were distributed according to members' strengths and abilities.
- Three relevant social work theories were identified: transpersonal theory focusing on spiritual dimensions, psychosocial development theory on responding to social crises, and cognitive behavioral theory on interconnections between thoughts, emotions, and behavior.
- The group's cultural diversity and experiences with lack of mental support and drought were strengths. Developing rapport and understanding members' needs was important for engagement and support.
Addressing Spiritual Development In Youth Development Programs And Practices ...Susan Campos
This document discusses opportunities and challenges for addressing spiritual development in youth programs. It provides a roadmap for navigating this territory with four goals: 1) Providing a clear definition and distinction between spirituality and religion to address confusion. 2) Engaging champions, particularly frontline youth workers, to lead the way through cross-sector learning and planning. 3) Conducting candid assessments of readiness among individuals and organizations. 4) Developing supports and guidelines for staff through training to increase comfort discussing spirituality. The lack of clarity on these issues has suppressed efforts to incorporate secular spiritual activities into youth programs.
Preface:
The Normative Organization, defines a simplistic system for identifying the existing culture within two different nonprofit organizations. A discussion is presented on a Team Organization and a Public School Organization which utilizes a similar culture initiative in the development of their Vision, Mission and Goals for program success. The culture initiative provides a method of assessment which defines the existing culture within any organization and a method of quantifying this highly intangible concept. It is through the methods of identification, assessment and quantification of an existing culture that an organization will develop the opportunity to create a dynamic system for positive culture change which encourages participation and collaboration from all stakeholders
BSL 4000, Managing Diversity in Organizations 1 CoursMargaritoWhitt221
BSL 4000, Managing Diversity in Organizations 1
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
2. Assess the benefits of organizational diversity.
2.1 Evaluate how organizational diversity promotes creativity and innovative problem-solving.
6. Appraise methods used to improve organizational cultures.
6.1 Describe how organizational cultures are perceived.
6.2 Contrast the benefits and disadvantages of diverse workplace environments.
6.3 Determine the value of establishing a dynamic organizational culture.
Course/Unit
Learning Outcomes
Learning Activity
2.1
Unit Lesson
Chapter 10
Unit II Project
6.1
Unit Lesson
Chapter 2
Unit II Project
6.2
Unit Lesson
Chapters 2 and 10
Unit II Project
6.3
Unit Lesson
Chapters 2 and 10
Unit II Project
Required Unit Resources
Chapter 2: Theories and Thinking About Diversity, pp. 37-54
Chapter 10: Work and Family, pp. 285-304
Unit Lesson
Benefits and Drawbacks of Organizational Diversity
An organization will have many needs in order to work at its peak performance. Part of this process is
understanding the organizational culture as well as that of individuals, groups, and teams and how they
interact socially. In order for there to be a sense of unity, there should be an understanding of what it takes for
individuals who have their own unique differences to accept others or at least find a way to interact and
collaborate (Shen, Chanda, D’Netto, & Monga, 2009). This does not mean forcing someone to accept or
adopt someone else’s beliefs and heritage as his or her own. Gaining understanding to appreciate these
unique backgrounds and characteristics provides a broader comprehension that can assist in facilitating
improved innovation and outcomes.
The organization and its components can continually improve through gaining this greater understanding of
the different cultures and backgrounds of its individual members. Along with this can be issues of time
relevance in addition to the value placed on interaction, relationships, and work completed. How work is
completed and under what conditions can also be a part of our diversity (Bell, 2017). An individual who is very
self-focused and time-conscious will have challenges in working with an individual or team members who do
not have the same time relevance and do not hold the same value for individual achievement. An individual
UNIT II STUDY GUIDE
Organizational Diversity
BSL 4000, Managing Diversity in Organizations 2
UNIT x STUDY GUIDE
Title
who believes in talking a concern through as a group until resolution is reached will be a source of agitation to
the individualistic member.
The readings address terms and concepts such as stigma and minority. Are these terms used
interchangeably? Are individuals within an organization, a community, and society so grounded in their own
values, beliefs, and traditions that when so ...
3 c organizational behavior, development, culture paper finalasfawm
This document discusses organizational behavior, culture, and development. It defines organizational behavior as looking at how structures, groups, and individuals impact behavior within an organization. Organizational culture refers to the collective behaviors and values that are shared within an organization. The author aims to understand the current culture of the Medical Radiography Program at their university in order to potentially create a culture shift. They conducted surveys of students and faculty and are working with a new administrative team to analyze the culture and determine how to influence behaviors and potentially change the culture. The document reviews various theories about organizational culture and attributes that define an organization's culture.
3 c organizational behavior, development, culture paper finalasfawm
This document discusses organizational behavior, culture, and creating a culture shift within an organization. It begins by defining key terms like organizational behavior, culture, and development. It explores how cultures are formed and exist at various levels, from macro to micro. The document discusses how leadership plays a key role in both defining and shifting organizational culture. It analyzes theories of organizational culture and models for creating culture change, such as Lewin's three-step model of unfreezing, moving to a new level, and refreezing. The author seeks to understand the culture of their own organization, a medical radiography program, in order to strategically create a culture shift through leadership.
BMIS 570Case Study Instructions You will write a 4–5-page pape.docxmoirarandell
BMIS 570
Case Study Instructions
You will write a 4–5-page paper in current APA format that focuses on 2 case studies from each week’s reading. Each paper must include at least 4 references in addition to the course textbooks and the Bible. Each week there is a different set of cases for you to review. You must review them separately following the instructions below:
1. State the facts of the case
· What happened in this case?
· Who are the parties?
· What motivated the parties to take this action?
· List the facts by level of importance.
2. Discuss the Issue: Discuss the issues or problems presented by the case. The legal issue is the question of law on which resolution of the case turns. An issue should be presented in the form of a question. While most cases revolve around a legal issue, you should also consider issues of public policy, values in conflict, and practical reality. For example, a case study involving abortion might involve the following issues:
· Legal: Is abortion legal? If so, under what circumstances?
· Public Policy: Should abortion be legal? Why or why not?
· Values in Conflict: Which value is more important, a woman's right to privacy or an unborn child's right to life? Why?
· Practical: What are the options open to someone faced with an unwanted pregnancy? Where can someone in this situation go for help and advice?
3. Discuss the Arguments: Now that you have defined the facts and issues, develop and discuss the arguments that can be made for each of the various points of view. For example, what are the arguments, both Pro and Con, for each point of view, which side provides the most compelling argument, and why, and what are the consequences?
4. Conclusion: Each of these cases has a court ruling. Do you agree with the court’s decision (why or why not?). From a Christian prospective, how does this decision impact Christianity and society? If the impact is negative, what recommendations would you make to overcome that impact?
Submit each Case Study by 11:59 p.m. (ET) on Sunday of every module/week.
P
A
P
E
R
S
September 2010 ■ Project Management Journal ■ DOI: 10.1002/pmj 89
INTRODUCTION ■
When project managers focus primarily on hard business tools,such as schedule, budget, and scope, they can lose sight of a moresubjective aspect of the project—the team member. Each personbrings a unique set of experiences and knowledge to the project
team. Equally important are the social and behavioral skills that each indi-
vidual uses to interact with other team members in forming a cohesive and
productive team. A project manager may spend significant effort and funds
on team building, only to find that the team still does not reach its full poten-
tial due to one or more team members who, either consciously or uncon-
sciously, do not integrate with the team.
A significant amount of research has been published on the overall team
process and team building (Jehn & Shah, 1997; Mattick & Miller, 2006; Miller.
Discuss ONE risk that a company faces when trying to diversify inte.pdffortmdu
Discuss ONE risk that a company faces when trying to diversify internationally. Provide
examples, and also discuss how this risk can be mitigated
Solution
One very significant risk that a Company faces when trying to diversify internationally is the
cultural risk because there are certain Dominant cultures that express the core values that are
shared by a majority of the organization’s members while there are also certain subcultures
which could be regarded as the minicultures within an organization, typically defined by
department designations and geographical separation. Hence in terms of implications, both these
cultures impact the tolerance level of the people belonging to different cultures in a major way.
Here, it is a rare ability to bridge such a perception gap which has already been rooted down into
the beliefs of the people hailing from different culture. Further, the National culture has all more
greater impact than the Organizational culture on the minds of the people. In certain culture,
there is a facilitation of commitment to something larger than self-interest that enhances the
stability of the social system. However, it may not get along well with that of the other cultures
where social commitment does not form an intrinsic part of the culture. This is where the
ideologies clashes between the cultures and there arises the challenge of tolerance. Here, if the
leaders are not intellectually brilliant, the diversity management issue will fail. Further, when the
Company goes international, the diversified team ethical issues are more critical to barriers to
change and diversity which also comes in the way of welcoming or accepting another culture in
harmony with that of one culture. The gestures and cultural characteristics are one culture may
be complete inverse from that of the other, which may again pose as a barrier to tolerate other
cultures. Some cultures are liberal while some are way too conservative hence arises the issue of
tolerance to other cultures. Hence despite investing in multicultural teams training, some
alliances still fail. If the leaders are not intellectually brilliant, they would find it difficult to
manage these barriers because their own culture has not taught to see the other cultures in such
details hence this intellect needs to be cultivated as well.
Usually the Companies fail in persuading and controlling people when the Company diversifies
because of the faulty applications of the management theories due to:
Therefore, in order to mitigate the same, one needs to understand the behavior of the employees
working at some other international location and thereby attempting to create a more efficient
organization on the basis of such a study. This strategy could help in applying various scientific
theories to study these individuals working in a Corporate set-up in order to optimize the
performance of overall human resource even in a culturally diversified set up. Understanding the
work culture and the d.
Organizational capacity refers to an organization's ability to achieve its goals and influence outcomes. It is a complex concept influenced by internal and external factors. The document discusses various approaches to building organizational capacity, including adding resources, using organization development consultants, and Appreciative Inquiry. Appreciative Inquiry is a 4-stage process of discovering strengths, envisioning possibilities, building consensus on a shared vision, and implementing changes to achieve that vision. It seeks to build capacity by focusing on an organization's positive attributes rather than its problems.
Nonprofit Organizational Planing in Times of uncertaintyBloomerang
https://bloomerang.co/resources/webinars/
Renee Rubin Ross will explore considerations for organizational planning and models that have helped nonprofits to build plans that support their work through recent shifts.
Religion and SpiritualityIngrid Cockhren, M.EdReligi.docxcarlt4
Religion and Spirituality
Ingrid Cockhren, M.Ed
Religion and Spirituality
Scholars have begun to map the role of religion and spirituality in the prosocial and positive psychological development of African Americans.
Defining Religiosity, Spirituality, and Psychological Health
Religion/religiosity refers to one’s adherence to the prescribed beliefs and ritual practices associated with the worship of God or a system of gods.
Click here to complete Question 1
Defining Religiosity, Spirituality, and Psychological Health
Spirituality refers to a relationship between transcendent forces (i.e., God, spirits, ancestors) and human’s that results both in the individual’s recognition of the sacredness of all things and in a conscious commitment to a life of virtue.
Defining Religiosity, Spirituality, and Psychological Health
For African American adherents of theistic religions, God/Allah, Jesus Christ, and the Holy Spirit are among the ultimate manifestations of the omnipresent and omniscient force that we refer to as “The Sacred” or “The Divine.”
Defining Religiosity, Spirituality, and Psychological Health
Individuals may express their commitment to the divine by:
Organizational religious involvement
Non-organizational involvement
Subjective religiosity or subjective spirituality
Defining Religiosity, Spirituality, and Psychological Health
Psychological health refers to the experience of having a psyche (mind) that is whole, sound, and well.
Click here to complete Question 2
Religion and Psychological Health: An Overview of Findings from Correlational Studies
Research has established that religion and spirituality do influence the psychological health of African Americans.
African American adults who regularly attend religious services report fewer family, work, and financial stresses than do their less involved counterparts.
Religion and Psychological Health: An Overview of Findings from Correlational Studies
Research has established that religion and spirituality do influence the psychological health of African Americans.
African American seek religious support for a plethora of issues.
Religion and Psychological Health: An Overview of Findings from Correlational Studies
Research has established that religion and spirituality do influence the psychological health of African Americans.
Religiosity and spirituality buffer the effects of discrimination on mental health among African Americans and are associated with efforts to negotiate extraordinary forms of violation
Click here to complete Question 3
Religiosity, Spirituality, and Pathways to Health and Wellness
Religious institutions:
Provide an array of supports to members of African American communities
Facilitate the mental health of children, adolescents, and adults, by providing concrete opportunities for involvement in constructive activities.
Religiosity, Spirituality, and Pathways to Health and Wellness
Religious institutions:
Have.
This document summarizes a study examining decision making in faith-based organizations. It argues that organizational culture has a strong influence on decision making, rather than decision content. The study uses a case study of an American Islamic center to explore how cultural values like emphasizing mission, reliance on volunteerism, and balancing internal/external forces guide decision making. The findings suggest training, clear separation of management and founders, and mentorship could improve decision making by reducing the influence of cultural values. Overall, the study aims to further understanding of decision making in faith-based and under-researched contexts like Islamic community centers.
The document discusses Gregory Howard Williams' memoir "Life on the Color Line" about growing up biracial in Virginia and Indiana in the 1950s-60s. Williams describes the difficulties of navigating between black and white communities as a light-skinned black man. The memoir illustrates several psychological concepts, including outgroup homogeneity bias (assuming greater similarity among outgroup members than ingroup), subtyping (holding negative views of a group while liking individuals), and ingroup favoritism (discriminating in favor of one's own group).
This document provides an overview of a guidebook called "Promising Practices: Facilitating College Students' Spiritual Development". The guidebook was created based on findings from the Spirituality in Higher Education national study to provide examples of programs and practices that support students' spiritual growth in college. The guidebook includes descriptions of curricular initiatives, co-curricular programs, and campus-wide efforts related to spirituality from over 400 institutions. The goal is to help more colleges and universities undertake initiatives to foster students' spiritual development.
The document discusses a team project to design and build a drone. It provides details on the key components of the drone, including the flight controller, frames, motors, and power management system. It then outlines the technical specifications for the project, addressing aspects like flight controller programming, voltage/current requirements, estimated cost and timeline. Several design metrics for evaluating the project are also introduced, such as overall equipment effectiveness, on-time shipments, product compliance, and cost of quality.
This document provides an introduction to research methods for conducting surveys in parishes. It discusses both quantitative and qualitative research methods. Quantitative methods involve collecting and analyzing numerical data through tools like questionnaires and statistical analysis. Qualitative methods explore topics in more depth through interviews and examining words, pictures, or objects. The document outlines the typical steps in a research process, including identifying an area of study, developing questions, reviewing existing literature, designing and piloting a survey, collecting and analyzing results, and presenting findings. It also discusses choosing appropriate research methods and tools like NVivo or SPSS for analyzing qualitative and quantitative data respectively.
1) Organizational culture refers to the shared assumptions, values, and beliefs that influence behavior within an organization. It is an important but often invisible aspect of an organization.
2) There are three levels of organizational culture - surface level artifacts, deeper values, and unconscious basic assumptions. Understanding an organization's culture involves analyzing all three levels.
3) A commonly used framework identifies seven dimensions that characterize organizational culture, including innovative, aggressive, outcome-oriented, and stable cultures. Understanding these dimensions can help analyze and manage an organization's culture.
1. 1
CHAPTER 6
CONCLUSIONS
Church-planting teams have become an increasingly
important vehicle used by mission agencies for the
evangelization of today's world-class cities. However, many
organizations have incorporated team ministries into their
methodology without a sufficient base of research to inform
their decisions. This research examined teamwork in church-
planting missionary teams to determine if relationships exist
between individual team members' characteristics and
experiences and their effectiveness as members of a church-
planting team. Hopefully this descriptive research will
provide a base for further research of church-planting
missionary teams toward more effective use of personnel and
financial resources in the quest for world evangelization.
Overview of the Procedure
Due to the descriptive nature of the research
problem, a qualitative methodology composed of two studies was
employed. In the Preliminary Study, all members of two
church-planting teams were interviewed by telephone in order
to corroborate the relevance of the thirteen proposed
operational questions. As a result of the telephone
interviews, two operational questions were added; and two
others which were found to be similar were combined into one.
The Field Study was a longitudinal, ethnographic
study of one church-planting team which included data from
team meetings, church meetings, interviews, newsletters, a
demographic questionnaire, and documents circulated during the
participant-observation period. Data concerning each of the
fourteen operational questions were gathered, transcribed, and
2. 2
analyzed, using The Ethnograph, a computer-assisted data-
analysis program (Seidel, Kjolseth, and Seymour 1988).
Summary of Findings with Recommendations
for Mission Agencies and
Church-Planting Teams
Notable findings from this research can be distilled
into the following themes: a composite profile of an effective
member of a church-planting team, the influence of the North
American world view, team orientation as a continuum,
developmental issues which affect church-planting teams, and
team leadership as key to effective church-planting teams.
A Composite Profile of an Effective
Member of a Church-Planting Team
Based on the analysis of the data from the research,
a composite profile of an effective team member emerged. It
is imperative to recognize that the interrelation of factors
represented by the operational questions is extremely complex.
Therefore, no one definitive indicator of team orientation
exists. While some have postulated that personality
determines effective or ineffective team members; others have
suggested it is commitment; and yet others would make
spirituality the determining factor. All of these factors are
important; but after months of observation it became obvious
that no one factor alone is definitive as an indicator of team
orientation. The tremendous complexity of this research topic
eliminated simplistic answers as detrimental to determining a
person's level of team-orientation. Because of this, the
3. 3
following description must not be used as a check list.
Rather, it is an attempt to bring together into one short
description the complex factors discussed in Chapters 4 and 5.
This profile is proposed as a guide toward a composite
identification of characteristics and experiences which have
been repeatedly observed and discussed during this research.
On a church-planting team, a team member with high
team orientation would be a person who values others and who
is willing to sacrifice personally in order that others
succeed. This others-orientation enables team members to work
in cooperation together, for the benefit of all, and toward
the goals established by the team. Interdependence, a sign of
emotional and spiritual maturity, is the goal of this person,
as they seek to overcome independent tendencies and
competitive urges.
The effective team member participates fully in the
team, realizing that to remain silent is to rob the team of
needed input, but to dominate the discussion is to rob the
team of valuable insights and enthusiasm.
In the distribution of roles, these members gladly
accept those roles which they are able to perform, not
striving after positions assigned to others. Although these
team members have skills which are crucial to the team, they
exercise these skills in an unostentatious and inconspicuous
manner. The excitement produced by cooperation in ministry
readily identifies a genuinely team-oriented person. A good
follower, the high team-orientation person supports team
leadership, especially when the team leader is struggling to
preserve the integrity of the team in the face of internal
conflict.
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An effective team member is a developing person, as
well as a maturing Christian. Among those of high team-
orientation, communication is transparent and not forced,
practiced from the realization of the importance it holds in
working and living together as a team. Effective team members
have a reliable self-understanding; they do not profess that
of which they are not truly convinced. They value truth
highly enough to not deceive other team members, even when
their own welfare is at stake. Although they will experience
relational and interpersonal problems, high team-orientation
members have the ability to apologize, initiating
reconciliation. Effective team members are peacemakers,
mediating when conflicts arise between others. They are easy
to be around. They are good listeners; they do not readily
misread others' intentions, nor are they easily offended.
Often effective team members have had prior cross-
cultural experiences which have taught them to hold their own
cultural beliefs and ideas a little more loosely, valuing
different ways and new world views. Language learning,
although not necessarily easy, is a top priority. Effective
team members rarely speak the national language poorly, a sign
that they value the culture of the nationals and are willing
to learn to think in new ways.
Although they will experience typical family problems
(whether it be marriage or child-related), these problems are
not the cause for alienation from others. On the contrary,
such problems provide an opportunity for sharing which results
in an outpouring of support, further binding the team
together.
This composite profile of an effective team member is
particularly valuable for those who are responsible for
5. 5
recruitment of candidates for church-planting teams. A
profile such as this would enable the recruitment department
to pose meaningful questions and to more easily interpret
personal references. Many who would make qualified
missionaries, are not necessarily equally qualified to be
church-planting team members. While many elements would be
the same, recruitment of members of church planting teams and
general recruitment of missionaries should have distinctive
and separate processes. As a result of this research,
Appendix E is included as a proposed outline for the
evaluation of potential recruits for church-planting
missionary teams.
The Influence of the North American World View
The target population of this research was North
American missionaries, the members of three church-planting
teams. Both the research and the literature indicate that the
characteristics and attitudes necessary for teamwork are
antithetical to those typical of middle-class North Americans.
Becoming an effective team member requires the adoption of
several values uncommon to the North American world view.
A large number of those who were ranked high in team-
orientation had former cross-cultural experiences, which
increased the possibility that they had learned to modify
their world view; and would therefore be more likely to make
the additional world view adjustments necessary to become
effective team members. When maturing, flexible, open, and
adaptable people acquire cross-cultural experiences, then it
is reasonable to expect that they would also be able to adapt
to teamwork, learning to be an effective team member. On the
other hand, dogmatic, inflexible people who are not able (or
6. 6
willing) to entertain new ideas, whether or not they have had
cross cultural experiences, are not usually found in the high
team-orientation group. Obviously, openness to modifications
of one's world view is not restricted to those with cross-
cultural experiences; and all who serve in a cross-cultural
setting will not necessarily be more open to new values.
Lone ranger, entrepreneur, innovator, self-starter,
and pioneer are some of the descriptors of those who are
entrenched in the North American world view. The correlation
between values held by those of a strong North American world
view and low team orientation is sufficiently high to warrant
strong caution for those recruiting candidates for church-
planting teams. On the positive side, any indicators which
demonstrate a candidate's ability to adopt new cultural values
should be followed-up (procedures outlined in Appendix E.)
Another caution which surfaces under the theme of
world view pertains to the forming of international church-
planting teams. Many non-North American cultures are group-
oriented, a fundamental world-view assumption which is
opposite of the individualistic, North American world view.
With only one international team member (Team 3), insufficient
data were available for findings. However, observation of
that person, along with the detailed analysis of North
American world view, indicates that combining dogmatic people
entrenched in their North American world view, with group-
oriented people from another culture carries with it the
potential for damaging interpersonal relationships and
unsuccessful church planting. Given these differences, as
international church-planting teams are formed, careful
selection of North American team members is advised.
7. 7
The Need of Support for Church-Planting Teams
Many missionaries join teams for the support they
hope will counterbalance the difficulty of living and working
overseas. The novelty of working together, a new vision, new
friends, and each team members' personal insecurity converge
to elicit internal support during the formative period of the
team. During this early stage of the team, external pressures
(i.e., culture and language) also cause the team to band
together, showing support for each other.
Teams, however, require a great deal of energy to
keep them together. Both internal and external support are
necessary. Factors which deplete energy at a high rate, if
they are not counterbalanced by an equal or greater input of
energy (called support), will cause teams to fail. The
church-planting team is in a race against time to accomplish
its task before these factors begin to weigh in against it.
In this research, the following were reported or observed to
be sources of high internal energy drains for the three
church-planting teams: family, language, slow progress in
church planting, members who ranked low in team orientation,
members with psychological problems, changes in team
composition, changes in team leadership, and laissez-faire
leadership style. When the energy to counteract these factors
is accessible, the team is able to function in spite of the
presence of some of these handicaps. A systematic reduction
of these energy drains will promote the longevity of the team.
Support is needed both internally (from the team
leader and fellow team members) and externally (missionary
colleagues and mission administrative personnel). Because
unexpected crises are a common element in missionary life
8. 8
(especially in church-planting teams), all four sources of
support should be in place before the team begins the church-
plant. This will mean that support will be available at the
moment when an extra energy source is needed to counterbalance
whatever factor is draining team energy. Church-planting
teams devote considerable attention to maintaining the two
internal sources of support, but often ignore as unnecessary
the external sources of support. When the energy drain
involves interpersonal relationships (or any other difficult
personnel problem), the internal support shifts toward certain
team members instead of the team as a whole and produces
division. At this moment it is the external support which
becomes essential to surviving the crisis. A church-planting
team should not be formed if it does not have the deliberate
support of both non-team, missionary colleagues on the field
and mission administration in the home office.
The literature referring to workteams in the business
world addresses the subject of synergy, defined as the ability
of a team to produce more than the sum of its individual
parts. This phenomenon has been verified for teams with very
specific work goals and short life spans. However, no
research exists to indicate that synergy occurs in the case of
church-planting teams. Planting a church is a task which is
more complex than that which workteams are typically called
upon to perform. Due to the length of time it takes to plant
a church, as well as the many energy-draining idiosyncracies
inherent in church-planting teams; much less certainty exists
that synergy can be reached and maintained.
Because many mission agencies are targeting resistant
peoples and have made team ministries an integral part of
their strategy, this support factor is particularly relevant.
9. 9
Exceptional care should be exercised in the recruitment of
members for church-planting teams for resistant areas of the
world. The research suggests that very high levels of
external support from the mission administration would be
necessary to offset the drain caused by resistance and lack of
results; especially if the team is isolated with no in-country
missionary support. The research would also indicate that
these teams should be composed of a limited number of team
members (lessening the potential for interpersonal
relationship problems) uniquely suited for working together.
Team Orientation as a Continuum
Based on the findings of this research, team
orientation appears to be a continuum rather than dichotomous
in nature. Instead of falling into two groups (effective and
ineffective team members) as implied by the wording of
questions 3-6 of the Team-Member Questionnaire (Appendices A
and B), a medium team-orientation group which revealed mixed
characteristics and experiences emerged. Over time, some in
this group were observed to move either higher or lower in
team orientation. The presence of this middle group appeared
to be healthy for the team, enlarging the number and variety
of ideas in team discussions and helping to avoid groupthink.
The purpose of team building is to help team members
become more effective as a group. Unfortunately, most team
building is front-loaded and time-intensive, delivered at
moment when those who have volunteered for the team are
excited, optimistic, and have high expectations for working
together on a team. This idealism gives the team and its
leader great confidence, as together they experience unity,
cohesion, and team spirit. However, this research revealed a
10. 10
possible negative inverse relation between teambuilding and
team longevity. It would appear that the team building
experience for some team members produced a false perception
of team unity and personal high team orientation which was
overly optimistic. These findings recommend that team
building be conceptualized as a process which would be
initiated at the beginning of the team, and extended
throughout the history of the team. This would facilitate a
consistent movement of medium team orientation members toward
high team orientation.
In Team 3 (particularly in response to Operational
Questions 2, 8, and 12) there was a wide variety of mixed
characteristics in the middle group. In this team, the crisis
produced by the team leader's unexpected changes in leadership
style induced a polarization of the middle group which broke
the team spirit and became the portend of the demise of the
team. Those leading church-planting teams should not
underestimate the negative consequences of the polarization of
the medium team-orientation members. Causing team members to
chose with which of the two extremes they will identify can
paralyze growth in team orientation.
As reported and observed in the research, the team
members of the low team-orientation group were those who
brought conflict and the ensuing polarization to the team,
tending toward aggression in gaining support for their
position. This scenario was reported in Team 2 and in Team 3.
Those of low team orientation who carry with them potential
for the demise of the team should not be considered as
candidates for church-planting teams. Those who would
polarize the team, requiring others to take sides, are of
special danger. Further research is necessary to identify
11. 11
this group more precisely, because not all of the low team-
orientation group carry the same kind of threat to the life of
the team.
Developmental Issues which Affect
Church-Planting Teams
The literature indicates that one function of teams
is to assist in the personal development of the team members.
This is especially true for church-planting teams, where the
spiritual nature of the task naturally leads to the promise of
personal growth as a result of participation. Growing from
dependence, through independence, to interdependence is a
natural developmental pattern which one would expect to
observe in the lives of team members in a longitudinal study.
An on-going, team-training program which was developmental in
philosophy could possibly do much to help team members
develop, thereby decreasing the attrition rate of church-
planting missionary teams.
Because the team members studied in this research
demonstrated a lack of understanding of the developmental
process, it appears that their ability to develop was
hindered. Criteria for judging levels of maturity (emotional
or spiritual) were extremely vague, and in many cases self-
evaluation was inaccurate. Neither team members' formal
education nor team-building experiences had prepared them for
teamwork, nor given them the understanding necessary to grow
as a result of crises. During the participant-observation
period, only two of the Team 3 members were observed to
develop. Their obvious growth in emotional and relational
maturity paralleled their move toward higher levels of team
12. 12
orientation. The unrealized potential for personal growth of
individual team members is perhaps the greatest challenge that
missions face as they continue to deploy church-planting
teams.
Team Leadership as Key to Effective
Church-Planting Teams
This research reaffirmed the literature base which
indicates the team leader is the most important factor to the
effectiveness of team members as they work together. As
mentioned earlier in the conclusions concerning support, the
team leader provides a large part of the internal support
necessary for the team. However, when external sources of
support are weak or non-existent, the team leader carries an
inordinately heavy load. If the team leader becomes entangled
in conflict with those of the low team-orientation group, this
lack of support becomes critical.
Changes in leadership style are not well-received,
especially when unexplained. Whenever possible, the same team
leader should continue through the life of the team. In a
temporary leadership vacuum (until a new leader builds trust
and establishes direction) competition for the informal lead
of the team surfaces. Although with North Americans,
competition for leadership will always arise in a leadership
vacuum, the intensity will be greater among those of the
medium and low team-orientation groups.
An integral part of the team-leader task should be to
seek external support for the team (from colleagues as well as
mission administrators). Because the danger for serious
problems seems to increase over time, the team leader should
continue to foster that support even as the team progresses
toward the completion of the task. If this support is
13. 13
non-existent, it is not advisable for a mission to launch a
new church plant.
Often missions will choose team leaders who are
gifted church planters. In these cases a danger exists that
they will employ the team to multiply themselves so that the
church-planting task can be accomplished more rapidly and
effectively. As in Team 3, when the needs of the church came
into conflict with the needs of the team, the church planter
will choose the church, in effect abandoning the team. As
observed in these three teams, the team leaders' position and
maturity insures that they will be leader of the church
whether or not it is their desire. In reality, the team
leader is leading two teams (the team of missionaries and the
new church) with insufficient time and energy to properly
support them both groups. Because the support infrastructure
in the church is weaker, the team leader assumes that the
church is the most needy of his attention and energy. The
team then reacts to the perceived abandonment, the low team-
orientation group rebelling openly against the team leader.
This paradox represents the greatest challenge for church
planting that both team leaders and mission agencies must
address.
Recommendations for Further Research
Because there is a large movement to deploy church-
planting teams, further research is needed to facilitate the
task of world evangelization. Some of the areas that merit
such research are the following:
1. In light of this research, the development and testing
of team-building programs (both pre-field and
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continuing over the life of the team)
2. A longitudinal study of the relation between the
length of time which a team works together and the
team members' level of team orientation
3. The relation between urban church planting among
resistant populations and the team members' level of
team orientation
3. Correlations between cultural adaptation and team-
orientation as a possible indicator in the
recruitment of effective team members from veteran
missionaries
5. A study investigating the synergy which results from
teamwork in church planting
6. The effect of team members' church tradition on their
level of team orientation
7. A comparative study of church-planting teams
composed of members from group-oriented societies
and those composed of North American teams
8. A longitudinal study of levels of team-orientation and
the effectiveness of teamwork of international
church-planting teams
9. Comparison of levels of team orientation and member
15. 15
effectiveness in specialist versus general
practitioner teams.
Both the precedent literature and theological
foundations affirm that the strategic movement toward planting
churches through church-planting teams is positive. However,
theory and idealism aside, the recent experiences of church-
planting teams have not fulfilled the great expectations of
missiologists. Confronted with high attrition rates which
plague church-planting missionary teams, action must be taken
to avoid the personnel and financial losses that is increasing
proportionately with the number of teams being deployed world-
wide. Hopefully, this research will provide motivation as
well as increased understanding which will facilitate those
searching for solutions.