Skydive Chicago Is One of the United States

an Advantage: * Skydive Chicago is one of the United States’ head skydiving resorts, serving skydivers running in abilities from first time jumpers to universally serious freefly groups. * Jumpmasters video their student’s hops. * Students utilize the input these recordings give to recognize botches. * (student)They regularly duplicate their recordings onto an individual tape for future reference. * Jumpmasters may likewise duplicate first rate understudy skydives to the facility’s tape library. Burden: Only in Chicago-Each understudy in Skydive Chicago’s preparing program makes a progression of dynamic preparing bounces under the immediate oversight of a United State Parachute Association Jumper. * Limited - The preparation program designs each hop for showing a couple of new aptitudes. * Protection of preferred position †All understudies are offered access to the drop zone’s preparing room and are urged to watch video cuts in anticipation of their next preparing bounce. This progression spares jumpmasters, who are paid per hop, extensive time.Jumpmasters likewise utilize these recordings to assess their preparation method’s adequacy. †not a decent standard to gauge.. data framework Skydive Chicago’s data framework, â€Å"a set of interrelated parts, with a plainly characterized limit, cooperating to accomplish a typical arrangement of objectives† (INF 620 24), gives a few advantages the skydiving understudy and the organization its. Skydive Chicago’s data framework help the skydiving understudy by permitting the audit of his or bounce autonomously, in an adaptable interference and crowd free environment.Skydive Chicago’s data framework improves the organization itself by empowering the jumpmasters to have additional time in their paid limit, give instances of perfect hops, and permits understudies to independently sharpen their recently gained aptitudes. Skydive Chicago’s d ata framework permits the directing jumpmaster, a United State Parachute Association Jumper, to record every one of the dynamic preparing bounces of each preparation program understudy. The element permits the understudies to utilize the criticism of the gave recordings to recognize botches and autonomously improve of errors.This part of Skydive Chicago’s data framework permits the understudy to work at his own pace to determine a distinguishing issue. This component lets the understudy progress at an agreeable pace and work on the following defect after the person is alright with the past issue. Additionally, by giving the recorded bounces Skydive Chicago’s data framework permits understudies to survey and work on their issues in an interference free condition. Understudies frequently duplicate their recordings onto an individual tape for future reference; in this manner understudies can likewise audit these tapes from Skydive Chicago.Having their own duplicate the bo unce allows the understudy the adaptability to survey the tapes as they wish including however not constrained to home, work, or even the library. With the capacity survey the tapes in an interruption free area at their own prudence would aid the understudy jumper expanding his expertise faster. By being able to audit the tapes of their hops with a crowd of people would help the understudy jumpers in curbing their frailties and taking a shot at bounce issue they are humiliated of in public.For model, if the jumper had an extraordinary instance of uneasiness, the person can deal with unwinding and controlling their relaxing for the following hop. Skydive Chicago’s data framework the organization itself by empowering the jumpmasters to possess more energy for bounces. The jumpmasters are just paid for the bounces the understudies perform. By giving less guidance to an understudy, the jumpmaster has more opportunity to take part in hops; consequently the jumpmaster is working wi th the expectation of complimentary when the person gives guidelines and direction to the understudy jumper they are working for free.Given that giving directions and talks normally expend additional time at that point playing out an action the earnings’ pace of the jumper experts are decline when they are not bouncing. Having the Jumpmasters give tapes first rate understudy skydives to the facility’s tape library gives instances of perfect hops to understudy and help as apparatus to give a special visualization to an understudy that doesn't comprehend the finding of an issue by a jumpmaster.Also by giving all understudies access to the drop zone’s preparing room and are urged to watch video cuts in anticipation of their next preparing bounce. This capacity likewise the jumper ace to appoint the incomplete responsibility for guaranteeing the understudy is set up for their next hop to the genuine understudy without leaving the understudy without whenever of beari ng. both , give instances of perfect bounces, and permits understudies to independently sharpen their recently obtained abilities. understudy in the play out a progression of under the immediate management of Skydive Chicago’sSkydive Chicago’s data framework the organization itself by empowering the jumpmasters to possess more energy for bounces, give instances of perfect hops, and permits understudies to independently sharpen their recently obtained aptitudes. * Jumpmasters may likewise duplicate first rate understudy skydives to the facility’s tape library. permitting autonomous checking on, interference free condition, crowd free turn of events. one of a kind difficulties to playing out a deed is the likely absence of a prompt crowd, as it is regularly noticed that correspondence can't happen without a group of people. ery imperative to be sure about your instructor’s desires Location: Determine an area that will consider a perfect be both welcoming an d liberated from interruptions support †Place the camera, preferably Remember that you generally need yourself to be completely inside the casing of the shot, close enough that your outward appearances and any visuals you may utilize can be handily distinguished and understood however not all that nearby that you overwhelm the edge (I. e. you are the main thing in it). Likewise, it is ideal in the event that you can have somebody film you with the goal that they can ensure that these conditions exist du Leave time at starting and end.INF 620. McGraw-Hill Create. <vbk:9781121130036#page(24)>. a. In what capacity can this data framework advantage the skydiving understudy? b. In what manner can this data framework advantage Skydive Chicago? c. Draw an Information Systems Model (Figure 1. 19). Fill in your chart with the data about individuals, equipment, programming, and different assets from this activity. Be certain that you set up your Information Systems Model in a produ ct application or apparatus that can be incorporated completely into your MS Word report and conveyed to the instructor.Clearly drawn outlines that are checked and submitted in . pdf are adequate alongside a MS Word archive clarifying and supporting parts an and b. Make certain to mark your documents plainly. Archive all sources. a. By what means can this data framework advantage the skydiving understudy? b. In what manner can this data framework advantage Skydive Chicago? c. Draw an Information Systems Model (Figure 1. 19). Fill in your chart with the data about individuals, equipment, programming, and different assets from this activity.

Humanities: Art and Visual Arts Essay

The word humanities originates from the latin humanus, which implies human, refined and refined. To be human is to be have or show characteristics like levelheadedness, graciousness and delicacy. It has various implications in various authentic times. Today, notwithstanding, we are aware of humanities as an approximately characterized gathering of social branches of knowledge. In contrast to different subjects, it's anything but a gathering of logical or specialized subjects. The Scope of Humanities The humanities is a many-faceted subject. It is comprise of the visual expressions, writing, show and theater, music, and move. 1. Visual Arts The visual expressions sre those that we see with our eyes. It include painting and model as well as incorporate such things as garments, family apparatuses, and outfitting of our homes, schools, and structures. They might be ordered into two gatherings; realistic expressions (level or two-dimensional surface) and plastic expressions (three-dimensional). a. Realistic Arts Broadly, this term covers any type of visual artistics portrayal, particularly painting, drawing, photography, and so forth or in which depictions of structures and images are recorded on two-dimensional surface. Printers likewise utilize the term realistic craftsmanship to portray all procedure and results of the printing business. b. Plastic Arts This gathering remembers all fields of the visual expressions for which material are sorted out into three-dimensional structures. 2. Writing The craft of consolidating expressed or composed words and their implications into structures which have artistics and enthusiastic intrigue is called writing. 3. Dramatization and Theater A show or play is a story re-made by entertainers on a phase before a group of people. 4. Music The craft of masterminding sounds in cadenced progression and for the most part in mix. Tune results from this grouping and congruity from the blends. Music is both an inventive and a performing workmanship. The normal structures are melody, walk, fugue, sonata, suite, dream, concerto and ensemble. 5. Move Dance includes the development of the body and the feet in beat. Some significant sorts incorporate ethnologic, social or couples dances, expressive dance, present day and melodic parody. Technique for Presenting of Arts Subject 1. Authenticity In painting, this is the endeavor to depict the subject all things considered. In any event, when the craftsman picks a subject from nature, he chooses, changes, and organizes subtleties to communicate the thought he needs to make it understood. Pragmatists attempt to be as target as could be expected under the circumstances. Here the artist’s fundamental capacity is to depict as precisely and really as conceivable what is seen through the faculties. Be that as it may, during the time spent choosing and introducing his material, he can't resist being impacted by what he feels or thinks. 2. Deliberation It implies â€Å"to move away or isolated. †Abstract workmanship moves from indicating things as tey truly seem to be. The painter or craftsman paints the image not as it truly looked. The image isn't much the same as life. It isn't â€Å"realistic. † This is utilized when the craftsman turns out to be so inspired by one period of a scene or a circumstance thet he doesn't show the subject at all as a goal reality, however just his thought or his inclination about it. 3. Imagery An image all in all is a noticeable indication of something imperceptible, for example, a thought or a quality. It tends to be basically an image or sign like: % to speak to percent, a lion to speak to fortitude, a sheep to speak to mildness. Fauvism This was the primary significant workmanship development of the 1900’s. the fauves prospered as a gathering just from around 1903 to 1907 however their style extraordinarily impacted numerous later craftsmen. Henry Matisse drove the development and other significant fauves included Andre Derain, Raoul Dufy, George Rouault, all from France. 5. Dadaism A dissent development in expressions of the human experience was framed in 1916 by a gathering of craftsman and writers in Zurich, Switzerland. The Dadaist responded to what they accepted were outworn customs in craftsmanship, and the shades of malice they found in the public eye. 6. Oddity This development in craftsmanship and writing was established in Paris in 1924 by the French writer Andre Breton. 7. Expresionism A way of painting and chiseling in which common structures and hues are contorted and overstated. This technique was presented in Germany during the primary decade of the twentieth century that is described predominantly by substantial, regularly BLACK lines that characterize structure forcefully differentiating over the striking hues. 8. Impressionism A style of painting created in the last third of the nineteenth century portrayed by short lively strokes of splendid shading to make the impressionism of light on objects. It depicts the impact of experienced upon the cognizance of the craftsman and crowd. Components of Visual Art 1. Line It is a significant component at the removal of each craftsman. Through the lines of painting or figure, the craftsman can make us comprehend what the work is about. Line consistently have heading. They are continually moving. Lines, as utilized in any masterpiece, may either be straight or bended. 2. Shade Of the considerable number of components of workmanship, shading has the most tasteful intrigue. Thoroughly enjoy shading is an all inclusive human attributes. Shading is a property of light. The light of the sun contains all the shades of the range: violet, indigo, blue, green, yellow, orange and red. These hues are mixed to the point that they yield no vibe of shading. 3. Surface It is a shading component that bargains all the more legitimately with the feeling of touch. It has to do with the qualities of surfaces which can be harsh or smooth, fine or coarse, sparkly or dull, plain or unpredictable. Surface is best refreshing when an item is felt with the hands. It is found in all the visual expressions. 4. Point of view It manages the impact of the separation upon the presence of articles, by methods for which the eye judges spatiaql connections. It empowers us to see separation and to see the situation of items in space. There are two sorts of point of view: straight and ethereal viewpoint. To get profundity or separation, a craftsman utilizes both straight and airborne point of view. 5. Space In painting, as in design, space is an incredible significance. The outside of a structure is viewed as it shows up in space, while the inside is seen by one who is inside an encasing space. Painting doesn't manage space legitimately. It speaks to space just on a two-dimensional surface. Figure includes verylittle space relationship or impression of room. 6. Structure Form applies to the general plan of a show-stopper. It portrays the structure or state of an article. Structure coordinates the developments of the eyes. Since structure comprises of size and volume, it means visual weight. 7. Volume The term volume alludes to the measure of room involved in three measurements. It along these lines alludes to robustness or thickness. We see volume in two different ways: by form lines or diagrams or states of articles, and by surface lights and shadows.

Eating Disorders and the Media :: Argumentative Persuasive Topics

Dietary problems and the Media The present society is evidently set apart by social standards and ideals.â The inquiry is, notwithstanding, does the broad communications' portrayal of this standard reason hurtful conduct in its population?â Researchers have demonstrated that there is an inclination in the manner TV targets youngsters in promoting (Ogletree, S., Williams, S., Raffeld, P., Mason, B., Fricke, K., 1990) and that this media impact over individuals has consistently been discernible (Miles, M., 1995).â This focusing of crowd individuals effectively singles out the most attractive customer for the item to empower their monetary support.â So if publicizing is just worried about selling item, for what reason is it accused for the low confidence and self-perception and subsequently the bulimia and anorexia found in the present ladies? Â â â â The pictures anticipated by the media in ads, items, composed promotions and so on give the present shoppers a thought of what typical should resemble (Sellers, M., Waligroski, K., 1993).â The individuals in the advertisements would all have the perfect body extents, material belongings and societal position so as to merit the consideration the advertisement puts on them.â Viewers see the promotions and contrast the self-perceptions they see with themselves, which is probably going to uncover a discrepancy.â Five years back, the normal female model weighed 23% less that the normal lady of the time (Miles, M., 1995) and the thing that matters is just growing.â Â â â â Men to are influenced by the media's depiction of what perfect looks like.â Jirousek clarifies the advancement of the perfect male figure from a thin and sentimental shape to the superhuman picture we find in TV and the remainder of media today (1996).â With the start of broadcast football in the 1930's, the promoted picture of guys joined the overwhelming appearance from shoulder braces and other defensive layer to incorporate film saints, comic book characters and dressing models.â With the guys in the open eye having these strong figures and contorted extents, the ordinary male at that point got the feeling this is the thing that ladies needed regardless of whether the look doesn't come effectively to most men.â Fabio is a genuine case of this picture (despite the fact that Jirousek states that Fabio is more for the female buyer than the impact over male watchers, 1996).â This male picture could be only the thing a man needs to find so as to feel totally ben eath desires in this manner, bringing about low confidence.

Photographer Comparison Essay: Cindy Sherman and Omar Diop

Picture taker Comparison Essay: Cindy Sherman and Omar Diop Presentation The accompanying examination will investigate and think about the contemporary picture takers generally known for their reasonable representations American Cindy Sherman (b. 1954) and Senegalese Omar Victor Diop (b. 1980). The works chose are Albert Badin by Diop and Untitled (Self-Portrait with Sundress), the two of which highlight a persona investigated through self-representation and reasonable picture. In this manner, the works go close by with my subject of personality. Cindy Sherman examined visual expressions at college, concentrating initially on painting before later working with photography, which is currently her most unmistakable medium. Sherman is one of the most regarded picture takers of the late twentieth century. Most of her photos are self-pictures, each highlighting a women's activist component which challenge the portrayal of ladies in the public arena and media, just as American mainstream society. Henceforth, her works are a vehicle for discourse on contemporary American culture. Omar Victor Diop learned at the Business School of Paris and worked in correspondences before focusing exclusively on photography. His most celebrated arrangement is Diaspora (2014) highlighting organized self-representations propelled by Spanish likeness of the fourteenth and fifteenth century. It investigates the character of current Africans and the job of African history, culture and legacy in the development of such. Along these lines, his works investigate the interconnectedness of group and individual character. Note: Diops name is both accurately spelt as Omar Victor Diop and Omar Viktor Diop. In this investigation, the previous will be utilized. Diop Investigation of formal characteristics Diops arrangement Diaspora meaning the scattering of individuals from their unique country was first displayed in 2014. The arrangement appropriates Spanish representation of unmistakable African figures who experienced African diaspora in the fourteenth and fifteenth century, with Diop as the subject. Diop delivered this arrangement while living in Spain, during which he encountered social estrangement. In reproducing pictures of popular Africans who were estranged in the most outrageous sense in Europe-encountering prejudice, ridiculing, and complete relinquishment from society-Diop conducts an individual quest for the two his own personality and the aggregate character of Africans in Europe. The work explored in this near investigation is Albert Badin (medium), an entertainment of a memorable picture by Gustaf Lundberg. Badin-initially named Couchi-was conceived in 1747 or 1750 in either Africa or Saint Croix before being constrained into bondage. Badin-meaning cheat was treated as an honorable savage and allowed to fill in as a Swedish court-worker and head servant of Queen Luisa Ulrika of Sweden. Badin was likewise a diarist and an affectionate individual from the Swedish elegant life. Similarly as with different figures in the Diaspora arrangement, Badin-as expressed by Diop-didn't satisfy the standard desires for the African diaspora to the extent that they were taught, trendy and certain, regardless of whether some of them were claimed by white individuals and treated as the colorful other. (by means of theguardian.com) Thus, through reproducing the representation, Diop researches his own social legacy and gives figures precluded from history a voice again, just as praises them, as notwithstanding existing at a time where it was far-fetched for them to prosper during colonization and subjugation. (by means of trueafrica.co) they figured out how to have an effective existence. Diop accomplishes this through restaging the first picture, wearing a close indistinguishable outfit and reproducing the arrangement and shading plan of cool shades of blue and white, which make a feeling of amicability and parity. Nonetheless, the representation isn't actually duplicated in Diops piece, just appropriated. It is promptly unmistakable, be that as it may, the works in Diops arrangement all have a current story through references to football. In Albert Badin, these are a whistle and a red card which supplant the first works chess pieces. Keeper Raquel Wilson has expressed the utilization of football gear shows the duality of carrying on with an existence of greatness and acknowledgment while all the while going up against the difficulties of being other' (through omarviktor.com). Current African players accomplished acknowledgment in Europe, yet face still bigotry, correspondingly to Badin. Diop states this is the sort of conundrum I am exploring in my work. as there is an exceptionally intriguing mix of wonder, saint love and prohibition. (through theguardian.com). The utilization of football hardware in Diops works integrates bigotry in both the at various times. Regarding formal characteristics, the work mirrors and appropriates the first picture. Diop has a close to indistinguishable calculated tilted head, in any case, the first representation is titled to one side while Diop goes to one side. Diop wears a comparative ensemble and posture, just as outward appearance: the two figures have eye to eye connection with the watcher in an angry, yet lively and way, as though the figure were moving the watcher to a round of chess or-in Diops work-giving the watcher a red card and whistling at him. In football, this implies the player needs to leave the field. This could be illustrative of Diop scrutinizing the watcher and undoubtedly society of excluding Badin from history, rebuffing them with the red card. Comments of Diop Current appearance: through the high caliber of photo, the piece seems smooth and in vogue, which is not out of the ordinary, as Diop additionally works in design photography. The work isn't altered to mirror the old and worn appearance of the first piece, as Diop wishes to give the piece a reasonable present day look. Despite the fact that Diop reproduces a picture from the eighteenth century, there is an away from account through the style of the work and the utilization of football gear. This features issues Badin experienced many years prior, for example, prejudice and distance stay contemporary issues today, and ought not be overlooked. Remarks on bigotry in over a significant time span through football props: By making all the figures convey objects identified with football, similar to balls, red cards and studs, I connected them to the present so as to arrange them inside the discussion on migration and the reconciliation of outsiders into European social orders. All these famous however obscure individuals were the first to get acknowledgment for dark individuals for their remarkable ability. Today, its an ability for football that gives you that identification. (Omar Victor Diop by means of trueafrica.co) Representative structure: Diop holds the whistle and red card in an arranged way, permitting the watcher to obviously observe the articles. The watchers eye is attracted to them, demonstrating their significance. Head went to right: Diop doesn't actually recreate the first representation, in spite of the fact that the general creation is close to indistinguishable. Explanations of unique representation Head went to left: one of the key contrasts between Diops work and the first picture. Chess pieces: Badin hold chess pieces, speaking to his scholarly just as fun loving and engaging character. Translation of capacity and reason Diop himself acts like an overlooked man. The work is a self-representation, and as a Sengalese himself, Diop in this way investigates his own personality, just as his African legacy. Diops work shows the connection and interconnectedness among social and aggregate character and his own personality, basically through placing himself in the shoes of figures of the African diaspora as Diop assumes the job of Badin and postures as him. Using present day football gear and the smooth appearance of the photo, there is an advanced story predominant in the piece. As Diop expressed, he needed to carry these rich verifiable characters into the present discussion about the African diaspora and contemporary issues around movement, joining and acknowledgment. (by means of thegurdian.com) Assessment of social importance As referenced beforehand, Diop gives African recorded figures discarded from chronicled talk a voice who Diop states should be praised (by means of trueafrica.co) and powers the considers along with a cutting edge account again. Diop himself has a place with the cutting edge age of youthful, fruitful Africans who decided not to forsake their nation, in spite of being introduced the opportunity to: Diops family is in the upper white collar class and Diop contemplated and worked in Europe for a long time. In this manner, contemporary issues identifying with Senegal and the African mainland impact his work extraordinarily. The depiction of Africa in regularly a negative one, highlighting only destitution and summing up the huge and assorted mainland to only generalizations. In portraying fruitful African figures who were overlooked in verifiable talk, Diop helps the watcher to remember the intricacy of African history and culture, and denounces and challenges the negative portrayal of A fricans in mainstream society. Moreover, Diop investigates being a piece of present day Africa, and explores how history impacts both individual and aggregate character. Through standing up to the watcher with authentic figures-maybe in an accursing way, spoke to through giving the watcher a red-card-Diop powers the watcher to ponder and think about African history, fundamentally as Diop himself showed the arrangement in Dakar and later in France, which has a provincial past and a lot of African migrants. Thusly, both the craftsman and the watcher thinks about the equalization and interconnectedness of cutting edge Africa and the rich and complex African diaspora. Sherman Explanations Cartoon of generalization: In this work, Sherman assumes the job of a white collar class lady, which is demonstrated by her shabby adornments and ensemble, in the midst of a get-away, appeared by her extraordinary sun-tan. Accordingly, Sherman handles a large number of generalizations in the work: Americans, ladies, and the average workers. Investigation of formal characteristics The work investigated is Untitled (Self-Portrait with Sundress), in any case, while inquiring about, it was discovered that sources have likewise titled t

Managerial Grid Model The Essential Guide

Managerial Grid Model â€" The Essential Guide Consider you are facing a new task? It could be finding a new team member or delivering a new project. What would your priority be? To achieve the results as efficiently as possible, with the focus on the tasks or would you start organizing things based on your team and their strengths and interests?Your answer to the question can tell quite a bit about your management style and approach to solving managerial problems. Leadership theories come in many shapes and sizes, but the Managerial Grid model is one popular model that is built around the two themes suggested in the question: task-orientation and people-focused approach. MANAGERIAL GRID MODEL IN A NUTSHELLThe Managerial Grid Model came about during a prominent time in leadership studies. In fact, the model is the culmination of findings in other leadership studies and an attempt to identify the different ways you can lead. The Grid’s original developers are management theoreticians Robert R. Blake and Jane S. Mouton and they created the model during the 1960s.The model was a product of their findings at Exxon, where they worked to improve the effectiveness of leaders. When they studied and observed the leaders, they found their management behavior to work on axes and moving along a continuum. Some had concern for the production and others for people. In 1964, Blake and Mouton published their finding in the first edition of The Managerial Grid.So, what is the Managerial Grid Model? It’s simply a tool or a framework for understanding your leadership style. It helps to examine your answer to the most topical dilemma of managers: Should you focus on the tasks or the people? If you have a managerial task ahead of you, you’ll need to first think what your priority is. Are you thinking about the tasks, with their deadlines and objectives? Do you instead think who is the best person for the role or whether they are excited about the project? The Managerial Grid model is essentially going to help you understand which kind of manager you are and what your style says about you. Furthermore, it can even showcase the problems you’ll face with your specific style.I’ll explore the concepts and theories further in the following sections, but let’s consider the findings of Blake and Mouton in short. The management scientists noticed, as said above, that there are two main axes in which the managers fall into: the task-centered people and the person-centered people. They placed one on the axis Y and the other on axis X. Since not every manager has a clear preference to either of the two, but they can be a combination of both, Blake a nd Mouton discovered the five possible combinations of the two. The five leadership styles, according to the Grid, are:Indifferent or impoverished managementDictatorial or ‘produce or perish’ managementStatus quo or middle of the road managementAccommodating or country club managementSound or team managementThe above five styles can be further divided into subdivisions, creating 81 different leadership combinations. Furthermore, Blake went on to develop the Grid model further and even added two more leadership possibilities to the model. Although these are not in the official Grid model, it can be worth remembering them. The styles are:Paternalistic management â€" A mix between the Country Club and the ‘Produce or Perish’ management styles. The leader can be both encouraging and guarding of his or her position. It can leave little room for questioning the manager’s decisions.Opportunistic management â€" The opportunistic manager doesn’t appear on the grid because it can fall under each of the five categories. If you’re opportunistic, you simply put yourself first. You will shift between styles and approaches when it benefits your objectives. You won’t be people oriented for the team, but because you might gain something from it. This is a rather manipulative management style.THE TWO BEHAVIOUR DIMENSIONS AND THE STYLES THEY PRODUCEThe below image perfectly illustrates the Grid model. As you can see, you have the horizontal axis for concern for results and the vertical axis for concern for people. Depending on where you fall in the scale, you would represent one of the five basic management style. Source: WikipediaThe behavior dimensionsThe Grid believes management is divided into focusing on two key things: tasks or people. These things influence the behavior of the manager. When you are leading, how do you think about the results? What about the people? You can show prominence in one of the behaviors or you could place both of them low on your agenda. According to the Grid, the different behavior dimensions would lead to the following managerial behaviors:Concern for people â€" People orientation. The first behavior examines the leaders approach or concern for people. This includes consideration for team members’ needs, interests or their personal development. The importance of the points depends on how high or low you rank on this scale. If you are concerned for people’s needs, you would consider the tasks with the needs in mind. For example, you might think whether the team has enough time to finish the task before a specific deadline and you could push the deadline fu rther to avoid team members losing their free time or getting too stressed. You might also pick a person for a task simply out of the educational value, even if the person might not be the best pick for the role. On the other hand, if you rank low on the concern for people axis, you wouldn’t consider the needs and interests of the team to be a top priority.Concern for results â€" Task orientation. The second behavior examines the leader’s approach to results or the tasks ahead. This would be the focus on the objectives, the efficiency of accomplishing them and maintaining high productivity. When you are deciding a task, you’d emphasize these points as the key to the proper accomplishment of goals. If you scored high on concern for results, you would think what is the most efficient route to finish a task. You would assign tasks based on the efficiency of finishing it, not necessarily based on who might enjoy the role the most. Similarly to the first behavior, if you rank low o n the scale, you won’t be too focused on the results when management an objective.In each of the axis, both horizontal and vertical, you can find nine ranges. Nine is the highest and one is the lowest range. So, if you are people-oriented manager who thinks about the team’s needs first, you would score closer to nine (or even nine). On the other hand, if you had less care for the team’s needs, you would be somewhere close to zero. When you score yourself in both the horizontal and vertical axis, you’ll get the results for your management styleThe five combinations of the dimensionsYour approach the each axis can produce a number of combinations of your style. As I mentioned earlier, the model identifies five core styles, with the overall styles reaching an impressive 81 approaches to management.Indifferent of impoverished managementIf you score low on the result orientation axis, as well as the concern for people axis, you will fall in the indifferent management category. Th is is the most ineffective management style. A manager with this result would show no interest towards creating effective systems to achieve tasks and he or she wouldn’t pay attention to motivating the team. It simply is an inefficient way to lead, since your focus is not really on anything â€" you would need to find some inspiration to focus your attention as a manager.Under the indifferent management style, organizations can’t expect much. You won’t get things done, since you aren’t focused on effectiveness and productivity. But at the same time, your team will suffer from lack of organization and satisfaction. You won’t feel happy at work, when you don’t have clear instructions and your personal interests or needs are not met.Dictatorial or ‘produce or perish’ managementYou’ll start seeing a more meaningful management, as you move away from ranking near one in both axes. One of the more ‘extreme’ scenarios is the management style of ‘produce or perish’. The authoritarian style means you rank high on the result scale, but fall low on the people-orientation. For a dictatorial manager, people are more like a means to an end and the productivity of the team is at the heart of everything. If you’re a dictatorial manager, then your leadership style is marked with the following principles:Autocratic management styleStrict rules, procedures and policies for getting work done.Punishment viewed as an effective motivational tool.When you emphasize tasks and effectiveness, you can obtain rather great results in terms of productivity. You essentially create a strong system or a framework for achieving objectives; and not just achieving them, but doing it efficiently and effectively. Results under this type of management style are impressive. But only at first.You see, the style tends to have a negative impact on the team. Since you’re not concerned with the team’s interests or needs, the work moral can suffer consequently. You don’t foc us enough time on motivating or inspiring the team and the hectic framework you’ve created can mean people are stressed and overworked. In the long-term, the lack of work morale can start affecting the results, leading to problems in productivity or retaining the best performing employees.Status Quo or middle to the road managementIt’s easy to think (especially after reading the above) that finding the golden middle ground would work the best. If you just focus on people and results in a mild manner, you can enjoy the best of both worlds. While the style is great in trying to find a balance, the strategy doesn’t prove as successful.Since you are essentially trying to constantly compromise as a manager, you won’t be able to obtain solid performances or to motivate people in the most efficient way. In fact, the middle of the road management style, with a medium focus on results and people, will likely lead to mediocre results. While your team is unlikely to dissatisfied, they are also not the happiest and the results for the organization are rather average. Accommodating or ‘Country Club’ managementIf you are concerned about team members and their needs, you might score high on the people-focused axis, while scoring low on your attention to the results. The management style where people take priority and task-orientation is low is called Country Club management.The style is about ensuring the people in the team are doing well and enjoying the work â€" almost like having a good time at the country club. As a manager, you emphasize your teams feelings and needs. You have the idea that by ensuring employees are happy and secure with the work, they are also working hard.Although the style can be effective, especially in terms of guaranteeing high employee motivation, productivity might suffer. You essentially don’t have enough control over the workers, since you are willing to put their needs first. By not focusing on the results, you can also create a framework that lacks direction. People won’t be able to know what is going on and what is expected of them.While the work environment might be relaxed and fun, you won’t see as many results and certain team members might even find the situation unchallenging.Sound or team managementThe final of the five management styles is the sound or team management. In this style, you will focus highly on both the results and the people. For Blake and Mounton, this the Grid’s most effective leadership style. The team management style is about a leader who is passionate about the work and achieving results, but who also wants to do the best he or she can for the people in the team. A team management style has the leader projecting the following principles:Commitment to the organization and its goals and missionEmphasis on finding ways to motivate team membersWorking hard and expecting others to show full commitment towards goal-achievementEmpowers the team and tries to be an inspiration fo r employees.Team management is a challenging leadership style, as your attention and focus must be equally divided in achieving results and ensuring people are happy. As a manager, you would want to ensure people are committed to the organization and that they understand its vision and objectives. You would include the rest of the team in decision-making, to ensure everyone has a stake in productivity and effectiveness.HOW IS HUMAN BEHAVIOUR VIEWED?Management styles and theories are essentially all about human behavior. Whether you are using a democratic approach to leadership or managing with an authentic flair, you are basing your style on certain assumptions on what works best with the employees.What makes them tick? How to draw inspiration and motivation out of your team? Since human behavior is such an integral part of management theories, I’ll explain briefly what assumptions the Managerial Grid Model makes.Theory YThe framework for the Grid was built around the theories of both Abraham Maslow and especially Douglas McGregor and his Theory Y. The theory is a famous attempt to identify what drives human motivation and therefore management. McGregor developed his theory, together with Theory X, during the 1960s and the Managerial Grid is essentially an expansion into his findings.Theory Y has a positive view on human behavior, with the theory assuming employees don’t need a ‘direct’ reward in return of the work, but they are looking for self-improvement instead. If you fall under Theory Y, you wouldn’t be motivated by bonuses or perform your duties simply to avoid punishment; you’d actually relish in the opportunity to improve your own skills with the tasks.The Theory further assumes employees love the challenge and aren’t afraid of saying ‘yes’ to a new exciting role. The motivation is evident in the Grid, as it believes people-orientation to be a key way to motivate and control the team â€" if you give the employees a challenge, they wi ll take it. For a much deeper insight into the Theory Y and its counterpart Theory X, check out the below SlideShare document:[slideshare id=22538793doc=theoryxandy-130606044135-phpapp02w=640h=330]The 7 key behaviorsThe Grid theory also breaks managerial behavior into seven key behaviors. If you are using the model to analyze your management style, then these seven are crucial elements to consider.Behavior/elementHow the behavior manifestsInitiativeTaking action, willingness to lead and a supportive approach to work.InquiryResearching nature, questioning the tasks and processes involved in the task.AdvocacyChampioning ideas and showcasing strong ideals and convictions.Decision-makingFocus on evaluation and assessment of both the available resources and the consequences of actions.Conflict resolutionConfronting nature, with the ability and wish to resolve disagreements on the spot.ResilienceGood problem-solving skills and the ability to persevere despite setbacks.CritiqueAbility to p rovide honest feedback and to deliver effectively on objectives.If you highlight the above seven behaviors in your management, then you are off to a great start. According to the Blake and Mouton model, these qualities are essentially the characteristics a team management style introduces and reinforces in your behavior.THE PROS AND CONS OF THE GRIDSo, Managerial Grid Model is a tool for understanding your management style, as well as the difficulties and possibilities each style can have in terms of employee motivation and achieving results. So, what are the benefits of the model and the downside of following it in general?The prosIt goes without saying the Managerial Grid is a great tool for analyzing yours or someone else’s managerial style. You can use it to identify the type of manager you currently are, as well as the kind of manager you might aspire to be. By looking at the grid and thinking about your own placement, you do need to take a deeper look at your own behavior.Th e Grid makes you think about your decision-making as a manager. What would you do in certain situations? Would you focus on the tasks or perhaps think about the team needs? The answers to whether you are a task-focused or people-oriented manager can help you improve and strengthen the weaker areas of your leadership. You learn to identify the different ways you could respect the need to focus on both and the difficulties of maintaining this balance of concern for production and balance.You therefore gain an in-depth view of your style and personality. Self-analysis and self-reflection are crucial tools for managerial success, so the Grid model can be another powerful tool to use in this way. You can learn more about different self-analysis methods from the interesting video below: The Grid can naturally be beneficial for organizations as well. If you are looking to hire new personnel or figure out what are the main problems with your current management, you can use the Grid and the questionnaire to evaluate your situation. The findings can be used during the hiring process.For example, you might have identified the key needs for your business beforehand in terms of management style and after having applicants fill out the questionnaire, you can pick the people with the best management style to suit your needs. On the other hand, you might also utilize the assessment tool if you are having management problems.If employees are not happy or productivity is low, you could test the managers to see whether they are applying the wrong type of management styles. You might find that your management ranks in the ineffective leader style of the Grid. Using this information, you can improve management training. The training will be more efficient, since you’ve identified some of the weaknesses. For example, in the case of the ineffective manager, you can teach the person more about the company’s vision and objectives, as well as develop their interpersonal skills.The consWhile the Managerial Grid is generally great for assessment and analysis, you do need to keep a few things in mind. Although the theory adds to leadership and management theories, it does so with an emphasis on just task versus people. But not all managerial decisions are as clear-cut and you might not be able to always pick between the two when managing objectives. Management is also influenced by other internal and external variables.For instance, what about the culture you are in? In the business world, different cultures respond to management different and what might seem people-focused in the Western world might not be considered as such in Asia. The company culture might also differ depending on the nature of the work and in certain situation a more task-oriented approach might not be as ill sufficient as you might assume. The ‘Green Zone’ of management, which Blake and Mouton identified as the sound management, is not necessarily always as easy or even desirable to ac hieve.There’s also a more obvious theoretical criticism. The Grid is not based on enough empirical data to suggest managers who are high on task-orientation and low on people-orientation would end up as dictatorial managers. Therefore, there is a lot of assumption involved in the findings and the charts, meaning that you shouldn’t necessarily rely solely on the Grid model to sort out your managerial career.As I mentioned earlier, even Blake went on to expand on the different leadership styles later on, finding the original Grid somewhat insufficient. Leadership styles and figuring out which one is the best can be a complex issue.Therefore, while the Managerial Grid Model is definitely a good point to start analyzing your managerial performance, you don’t want to rely solely on it when developing leadership skills.HOW TO APPLY THE  MANAGERIAL GRID MODELSo, how can you use the model to benefit your management or leadership style? There are three simple steps for using the Grid a s part of your development.Step 1: Identifying your managerial styleFirst, you should identify your managerial style. You can do this by thinking about your past experiences as a leader. It doesn’t matter what kind of leadership position or decision you took (if it was a school project or a senior management role), but find those moments when you took the lead. Write the situations down in a piece of paper. Examples scenarios could be:I was a leader of a school group and our task was to make a PowerPoint presentation.I was the floor manager at a café and we had to sort out the Christmas salesI ended up leading the team meeting to solve a sales problem because the manager wasn’t present.The situation can be anything â€" you just had to be the leading and the situations to be a bit different from each other. Even if you can’t think of many situations where you’ve managed others, you can experiment with situations that could happen. For example, perhaps you are taking on a new role as a sales manager and you could think about the scenarios you might be faced with.Once you have a list of five situations of leadership, think where you’d be placed in the scenario. In the PowerPoint presentation, did you immediately start thinking about the deadline and the most efficient way of doing it? Or did you perhaps start discussing with the team the different roles they’d want to take?For both the axes, pick your number from 1 to 9 and see where you end up on the scale. Look at each scenario and your score. Is there a pattern there? An average of the type of leader you might be? Maybe you score high on tasks on each of your examples, yet have a more mixed results with the people-orientation. Spot the traits and leadership patterns.Step 2: Identifying the areas for improvement and developmentNow, start analyzing and assessing your results and your current approach to management. What do the findings above say about your management style? Are you more about taking the easy road and therefore settling for middle-of-the-road management? Or do you feel you emphasize the results more than the team?Be honest about your current approach to management and think about the strengths and weaknesses of your style. Did those examples prove successful or what were some of the hiccups your team might have suffered? For example, if you didn’t get the team to receive high marks for the PowerPoint presentation, think carefully why this might have been. Was it because you didn’t push hard enough for people to deliver the tasks in time? Was there a lack of organization? Or did you pay too much attention to the results and forget to ensure people were enjoying the task?If you analyze each situation through the strength and weaknesses, you can get a better sense of the situations when your style has been a success and the times when you probably didn’t perform as well as a manager.If you notice yourself falling too much on either side of the framework and scoring high on either results or people-orientation, while falling behind on the other axis, try to improve your skill set. How can you do it? Well, if you are having trouble with ensuring the team members are active participants and enjoying the tasks and roles, you can:Learn about creative problem solving.Boost your communication skills.Become a better mentor to others.If you want to learn from the master, in terms of getting your team involved, check out this video by Brian Tracy. It’s great for gaining deeper insight into inspiring your team. On the other hand, if you are good at keeping the team engaged, you might find yourself lacking some of the organizational proficiency. If your task-orientation scores are constantly low, you should consider boosting your skills in:Scheduling tasks.Enhancing decision-making.Project progress monitoring.Step 3: Using the Grid in the right contextWhile Blake and Mouton believed the team management style to be superior over the others, you s houldn’t regard the other styles outright. Certain situations might call for different management styles and you might often get efficient results simply by emphasizing either the tasks or the team’s wellbeing.The context in which you apply your style matters and you might have realized this when mapping your strengths and weaknesses. In short-term projects, focusing on efficiency in receiving results might guarantee the most successful outcome and if the process is rather short, you probably aren’t even damaging your chances by neglecting the team’s wellbeing to a certain extent.For example, if you need to deliver a product review for a major client and to do it in the shortest possible time, you might want to ask your team to push just that little bit more. On the other hand, if you have a new team or the team mood has dropped, you might shift to a more people-oriented style just until everyone is feeling more motivated.When you are using the Managerial Grid model, you nee d to keep this in mind. The model is not the ‘eternal truth’ in the best management style. Learn more about the different styles and their impact and become better at judging which situation calls for which approach.FINAL THOUGHTSManagerial Grid Model is a popular framework for looking at management and your approach to some of the core managerial tasks. The Grid can help you identify your own strengths and weaknesses as a manager, helping you understand the impact your decision-making can have on the team’s mood and the efficiency of achieving results.The five core leadership styles are useful to keep in mind when you are analyzing your behavior or that of other managers. While the theorists behind the model believed the team management style to be the most effective, you shouldn’t even consider leadership without its appropriate context. Different styles can fit different situations and knowing how to use different approaches can help you be a better manager.