Key Events in the Life of Leni Riefenstahl Essay Example

Key Events in the Life of Leni Riefenstahl Essay Outline the key events in the life of Lenin Referential Lenin Referential was born on the 22nd August 1902 in Berlin and in her young life grew a developed skill in classical dancing which led to many of her experiences throughout her life. Refrigerants dancing career began in 1 921 and continued until 1 925, it was in this time that the expressionist movement was booming in Berlin and Referential became a central figure of this movement. She persuaded the leading theatre manager and producer, Max Reinhardt to sign her up as a professional dancer. Her dancing career although only lasting 4 years saw her traveling all across Europe, it ended abruptly after she suffered a major setback injuring her knee. Following her experience on the stage Referential began acting in 1 926 and starred in many films exhibiting the mountain genre. Her first film The Holy Mountain, directed by Arnold Fancy premiered in 1926 and officially began her acting career, which in the coming years would see her star in 5 more Fancy films. Referential was commonly depicted as the heroine of the films as he demonstrates her determination and bravery, carrying out the climbing scenes herself. By 1933 Lenin was a highly popular movie star in Germany. After staring in five films Referential spent much time with the directors of the film and as she felt fitting decided to begin directing films. The Blue Light 1932 was her first released directed film and exhibited the techniques she had experienced when filming with Fancy, for this reason her film was extremely well received by the audiences and was extremely successful. We will write a custom essay sample on Key Events in the Life of Leni Riefenstahl specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Key Events in the Life of Leni Riefenstahl specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Key Events in the Life of Leni Riefenstahl specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In her making of films she was persuaded to witness Hitler address the German public at the Berlin Rally, it is here that her fascination with the man was expressed to the point where she wrote a letter asking to meet him. Hitters response to Refrigerants request to meet with him was taken positively and in May 1 932 Hitler and Referential met at Wilhelmina on the Baltic Coast. It was in this meeting that Hitler asked Lenin to direct movies for his Nazi party and she quickly became part of Hitless inner circle. Triumph of the Will 1934 was Lenss first propaganda film depicted Hitler and his Nazi party. The film of the 1 934 Emergent Rally was shown only as a newsreel and not as a film, Hitler desired to see his rallies directed as a film so he gave Lenin unrestricted access to resources to guarantee that the film would be complete to the highest standard. She assembled her own film crew and produced a film that that was deliberately devised to promote the image of Hitler as the leader of German people. Lenin spent 5 months editing over 100000 meters of film before Triumph of the Will was released in 1935. Olympia was Lenss second directed film under the influence of Hitler, although it was not meant to be a propagandist film, it was widely perceived as this and was not appreciated for its originality and new techniques. After the initial release of the film Lenin traveled all around Europe and in 1938 she visited the United States, this visit coincided with the Night of the broken glass that led Americans to question Lenss involvement with the Nazis. This begun her rejection in America and led to her being blacklisted in 1938 as the head of the Nazi film industry Refrigerants life, with her involvement in the Nazi party was tested on her inclusion with the party and fell sick; she faced legal and financial struggles. She emerged again after a time in seclusion as a photographer traveling to Africa to capture tribes that had been untouched by the Western society. Her name, still sparking controversy leaves her legacy crushed, and will never be remembered without her inclusion in the Nazi party. She died on the 8th of September 2003 shortly after her 101 SST birthday as the great dancer, actor, photographer and director Of the propagandist Nazi films.

Who Murdered King Tut essays

Who Murdered King Tut essays King Tutankhamen is one of the most famous Pharaohs of Egypt, not because he had a major accomplishment during his reign, but because his tomb was found in the Valley of Kings only eighty-five years ago by Howard Carter (www.dancewithshadows.com). Howard Carter has described the tomb as being from top to bottom it was overlaid with gold, and upon its sides there were inlaid panels of brilliant blue faience, in which were represented, repeated over and over, the magic symbols which would ensure its strength and safety. As another once describe it, ...here within the great shrine, as original seals on the doors of the inner shrine indicate, on one has entered since the King was laid to rest. The tomb had gone undiscovered for thousands of years. It was the first tomb discovered that had been subject to only one robbery and was found in almost perfect condition (www.site-ology.com). When the tomb was discovered the method of embalming used had made it difficult to identify the mummy . The mummy was first mistaken for Tutankhamens grandfather Amenhetep III. Another astonishing fact was that the tomb found appeared to be that of a young boy. With the discovery of the tomb in the Valley of Kings, and very little documentation found within the tomb, many questions were raised; Was Egypt, one of the most powerful civilizations, ruled at one point by a young boy? If so, how did he come to reign? How old was the King when he died? How did he die? The most important and controversial question that arose from the finding of the tomb was, the question of whether King Tutankhamen was murdered or not. Because of an apparent blow to the head, Archaeologists and many others believe that the boy-king many have been murdered. To solve this speculation, many questions must be answered and a history of King Tutankhamens life must be revealed to reveal the mystery that surrounds the death of Egypts most famous...

U-Shaped Kitchen Layout Overview

U-Shaped Kitchen Layout Overview The U-shaped kitchen layout was developed based on decades of ergonomic research. Its useful and versatile, and while it can be adapted to any size kitchen, its most effective in larger spaces.   The configuration of U-shaped kitchens can vary according to the house size and the homeowners personal preference, but generally, youll find the cleaning zone (sink, dishwasher) on the external-facing wall, which sits in the lower curve or bottom of the U. The stove and oven typically will be located on one leg of the U, along with cabinets, drawers and other storage units. And usually,   youll find more cabinets, the refrigerator and other food storage areas like a pantry on the opposite wall.   Benefits of U-Shaped Kitchens A U-shaped kitchen typically has separate work zones for food prep, cooking, cleaning and in eat-in kitchens, a dining area.   Most U-shaped kitchens are configured with three adjacent walls, as opposed to other kitchen designs such as L-shaped or galley, which only use two walls. While both of these other designs have their pluses, ultimately a U-shaped kitchen provides the most counter space for work areas and storage of countertop appliances. A significant benefit of the U-shaped kitchen is the safety factor. The design doesnt allow for through traffic that might disrupt the work zones. Not only does this make the food prep and cooking process less chaotic, but it also helps prevent safety mishaps like spills. U-Shaped Kitchen Drawbacks While it has its advantages, the U-shaped kitchen does have its share of minuses, too. For the most part, its not efficient unless theres room in the center of the kitchen for an island. Without this feature, the two legs of the U may be too far apart to be practical.   And while its possible to have a U shape in a smaller kitchen, for it to be most efficient, the U-shaped kitchen needs to be at least 10 feet wide. Often in a U-shaped kitchen, the bottom corner cabinets can be difficult to access (although this may be remedied by using them to store items that are not frequently needed). U-Shaped Kitchen and Work Triangle Even when planning a U-shaped kitchen, however, most contractors or designers will recommend incorporating a kitchen work triangle. This design principle is based on the theory that placing the sink, refrigerator and cooktop or stove  in proximity to each other makes a kitchen most efficient. If the work areas are too far away from each other, the cook wastes steps while preparing a meal. If the  workspaces  are too close together, the kitchen winds up being too cramped.   While many designs still use the kitchen triangle, its become a bit outdated in the modern era. It was based on a model from the 1940s which presumed only one person prepared and cooked all the meals solo, but in modern  families,  this may not be the case. The  standard kitchen work triangle  is best placed along the base of the U unless a kitchen island is present. Then the island should house one of the three elements. If you place them too far away from each other, the theory goes, you waste a lot of steps while preparing a meal. If they are too close together, you end up with a cramped kitchen without adequate space to prepare and cook meals.

Answering assigned questions about Tesla Motors Company Assignment

Answering assigned questions about Tesla Motors Company - Assignment Example Global acquisition and mergers activity has gone up in the current year. The year has registered an increase in activities of acquisition and mergers because of a number of reasons including; favorable credit markets, increased cash amount on balance sheets of corporate organizations, decreased interest rates and rise in stock market strength. Acquisition and mergers have become an option for the companies due to elusive internal growth. The rampant consolidations have forced shareholders to support the move with the aim of ensuring their businesses are able to acquire market shares. Research has indicated a rise in shares of both the sellers and buyers related to the announcement of mergers and acquisitions. One of the rumors this year is the possibilities of apple acquiring or merging with the Tesla motors (Mangram & Edwin, 28). The chief executive of the two companies has been in discussion this year pertaining to the same. For a business to be able to be among the best firms in the world, tesla still has a long way to go. It requires a product lineup that is bigger and it also has to hit the points of mass market price. The company has to come up with effective ways or system in place that will be essential in ensuring the cars manufactured are well distributed. The company also needs an innovation in battery technology. A new battery that will take a long time before it is recharged is required by the business to drive the wheels of the vehicle. The company also need to continue being competitive in the market. The company has to deal with the tremendous work that is ahead of the enterprise (Mangram & Edwin, 60). The company can only make an impact in the market and solve the issue raised through merging and acquisition. The company can merge with a corporation such as apple that has already made an impa ct in the competitive world. The auto manufacturing market is so competitive in the current

Karl Marx's Theory Essay Example | Topics and Well Written Essays - 1000 words

Karl Marx's Theory - Essay Example In this documentary Spurlock exposes the ugly truths of one of America's biggest fast food corporations and shows how it knowing endangers the lives of its customers in order to make a profit. Spurlock conducts an experiment, and plays the part, of what the corporation would consider to be its best customer. He allows the corporation's advertising and portion suggestions to make his decisions for him, and in doing so eats the fast food for every meal for thirty days. By the end of his experiment Spurlock finds that he has gained twenty five pounds and doctors warn him that his health is in ruin. The fast food corporation used in the experiment didn't purposely try and kill Spurlock, but it's advertising and unhealthy food was the direct cause in Spurlock's health deteriorating into a downward spiral. Marx says: "The development of Modern Industry, therefore, cuts from the under its feet the very foundation on which the bourgeoisie produces and appropriates products. What the bourgeoisie, therefore, produces, above all, are its own grave diggers. Its fall and the victory of the proletariat are equally inevitable." The grave diggers Marx refers to in terms of Spurlock's experiment would be the exact same things that made the fast food corporation such a success in the fir... Therefore the corporation is responsible for its own demise. The grounding force behind the corporation's success is money. Marx's General Formula for Capital exposes how greed and a demand for profit can eventually drive a corporation into the ground. Marx argues when a corporation becomes so successful that it begins to exchange money for money instead of money for commodities that it destroys itself. When a corporation begins to buy in order to sell, it takes its first step towards demise. This exchange of money for money is never ending because according to Marx they "have the same vocations, to approach, by quantitative increase, as near as possible to absolute in wealth". The end result is money which in turn is also the beginning. Marx believes that the possessor of this money becomes the capitalist. Since the fast food corporation in "Supersize Me" encourages poor nutrition for a profit, it in turn makes an increasingly bigger profit for increasingly lesser valuable foods. The documentary brought Marxist ideas into modern society by showing that contemporary capitalism is not simply that it gives consumers what they want, but that it makes them want what it has to give. By advertising and offering food at a cheap price the fast food corporation forced itself upon its customers, making them want their products. Spurlock sums up his thoughts saying, "The bottom line, they're a business, no matter what they say, healthy food is good for you, they make millions, and no company wants to stop doing that." At the end of the documentary Spurlock asks his audience a question: "Who do you want to see go first, you or them" This question sums up Marx's thoughts on capitalism perfectly, showing that either way the

Self Efficacy Education in Military Leaders

Self Efficacy Education in Military Leaders Integration of self efficacy education in development and training of South African military leaders. Introduction Twenty first century military leaders across the world face unusual challenges as organizations put in great effort to adapt to the ever accelerating rates of change internally and to the external environment within which they operate. Such rapid evolution in modern challenges does not only require equally evolved and revolutionary knowledge, skills and abilities of leaders, but more importantly it requires the self-conceptualizations of their leadership capabilities and psychological resources to meet the ever increasing demands of their functions. Given such complex challenges, it would be hard to imagine anyone following or being positively influenced by a leader who does not welcome or accept such challenges. Yet, there is not much being done in developing and educating current and future leaders within the South African National Defence Force (SANDF) about such leadership efficacy. Leadership efficacy is a specific form of efficacy associated with the level of confidence in the knowledge, skills, and abilities associated with leading others. It can thus be clearly differentiated from confidence in the knowledge, skills, and abilities one holds in relation to their function in the organisation. In this essay, it is argued that self efficacy education is paramount in training and development of modern and future leaders as the current conditions require leaders to continually rise to the occasion so as to meet complex challenges as well as have the necessary social and psychological aptitude to positively influence their foll owers and the organizations culture, climate, and performance. In order to be able to mobilize groups toward collective performance, leaders need the capability to exercise high levels of personal agency and create similar levels of agency in those individuals they are leading by proxy[1]. For the purpose of this essay, agency refers to acts done intentionally. Bandura[2] also states that central to leadership and its development, efficacy is the most pervasive among the mechanisms of agency and provides a foundation for all other facets of agency to operate. Efficacys relevant and comprehensive nature in meeting todays leadership challenges is captured by Lester et al in a statement that efficacy beliefs affect whether an individual will think in a self-enhancing or self-debilitating way, how well they motivate themselves and persevere in the face of difficulties, the quality of their well-being and their vulnerability to stress and depression, and the choices they make at important decision points[3]. There is a differentiation that can be made between leading behaviours of individual leaders and the leadership effects, which the essay explains as the resultant positive influences displayed in a group which the leader is a part of. The essay suggest that there is potentially great value in building a more comprehensive understanding of the contribution of leader efficacy in building collective leadership efficacy within a group. By pursuing this linkage, the essay intends to connect the literature on leader efficacy with the larger body of research on organizational behaviour to facilitate the discussion on the collective efficacy formed through the interactions between leaders and subordinates. Beyond this the essay will motivate that the strategy for developing South African military leadership should consider leaders efficacies for taking on the challenges of development and performance. Thus the motivation for integration of self efficacy education in development and training of military leaders and subsequent followers. Why self efficacy education in leadership development Self-efficacy has been the most widely studied form of efficacy and has received considerable attention in the fields of cognitive and social psychology through extensive theory building and research. Bandura2 defines self-efficacy as beliefs in ones abilities to mobilize the motivation, cognitive resources, and courses of action needed to meet situational demands. The believe that one can be the master of ones own destiny, whether as an individual or as an organisation is essential for future leaders in or out of the military environment. Lacking a sense of self efficacy means that people consider themselves subject to anything but their own ability to master the situation. They blame the elements, the environment, fate, foreigners, providence, history, economics or even God. The culture of dependency that has developed out of this is also a culture of intellectual poverty and lack of self esteem which leads people to seek and expect handouts, direct self explanatory orders and inst ruction from higher authority at every situation or task. The leader who brings a sense of efficacy to a situation is the one who restores people to a belief that they themselves control their own destiny and takes responsibility for their actions. Borne along by this conviction, the leader imparts it in words and deeds, inspiring followers to work together to achieve a new transformed reality. The leader draws inspiration from the meditation on the plight of the followers; they respond by endorsing and confirming the essential rightness of the mission, it is what subordinates desire the most. The finest exemplars of military leadership efficacy can be seen in General Collin Powell, Admiral Elmo Zumwalt, Major General Archer Lejeune to name a but few. Efficacy transforms a situation and this means more than effectiveness. Efficacy changes the whole picture to the point of even breaking the frame. To be effective is to be the cause of the result, but this is within given circumstances, it is not transformative. Lester et al3 proposed that positive psychological states such as efficacy directly promote effective leader engagement, flexibility and adaptability across the varying challenges characterizing complex organizational contexts. This is because higher levels of self efficacy provide the internal guidance and drive to create the agency needed to pursue challenging tasks and opportunities successfully. To this end McCormic et al[4]. concluded that leader self-efficacy, may be one of the most active ingredients in successful leadership, and team performance, and that it clearly contributes to leadership effectiveness. Development of Self-efficacy in leaders How leader efficacy influences a leader may differ depending on whether the efficacy is conceived in the preparatory context during learning and training situations or job performance situations. In his social cognitive theory, Bandura2 suggested that the optimal strength of self efficacy differs between the learning of a skill, which he called preparatory efficacy, and performing in the situations for which development is targeted, or job performance efficacy. Bandura further argued that though there is a positive linear relationship between performance efficacy and performance, the relationship between preparatory efficacy and learning is more complex. Machida and Schaulbroeck[5] explains that preparatory efficacy is different from an individuals beliefs about their general ability to learn, which is termed learning efficacy, the efficacy construct in focus here is ones efficacy for executing and completing a task during preparatory situations. Bandura2 explains that when individuals are highly efficacious in completing tasks and demonstrating skills in the preparatory or learning process, they often have little incentive to invest further effort into learning the skill. Though leaders efficacy about leading others during the actual execution of leadership roles might need to be higher for peak performance, leaders efficacy in leading others during leader development and preparatory phase might need to be lower so as to facilitate greater motivation to persist in learning and practicing the skills. The studies conducted by Machida and Schaulbroeck5 claim that there is a negative relationship between self-efficacy and learning. It seems likely that people who are too confident in their leadership abilities will not seek to invest their time and energy in developing their leadership ability as would individuals who have a more realistic sense of the scope of leadership activities. Machida and Schaulbroeck5 further proposed that the concept of efficacy performance spirals and has self-correcting cycles. According to these authors, an efficacy-performance spiral is a phenomenon in which increases or decreases in one variable of performance causes a similar change in the other variable of self efficacy which ultimately leads to a self-reinforcing trend in performance. Thus by amplifying upward efficacy performance spirals, individuals become complacent as they see their performance and their confidence improve despite lack of exploring alternative task strategies or increasing other preparatory activity such as by experimenting with new behaviours. This perspective supports Banduras argument that there are advantages to possessing lower level of self-efficacy in the context of completing a task during preparation and learning or development of skills2. Bandura argued that self-efficacy is a fluctuating property that changes constantly; however, he has not discussed what would be the ideal or preferred patterns of change in self-efficacy to maximize learning in the preparatory phases, such as leader development activities. Machida and Schaulbroeck5 proposed the concept of efficacy spirals in relation to organizational performance and collective efficacy. For optimal learning, leaders may need to maintain a self-correcting cycle by seeking to adjust their self-efficacy, increasing it or decreasing it in ways toward the objective of motivating investments in preparation. Another implication of efficacy performance spirals is that when leaders are learning to lead, repeated and uninterrupted failure, which will tend to decrease self-efficacy and encourage downward efficacy spirals, should be avoided. Such failure patterns are demoralizing and can even lead to a cycle of learned helplessness wherein the individuals come to believe that they have no control over performance improvement. For developmental tasks to be sufficiently challenging for development to occur, a high probability of failure must be inherent, however, to avoid situation whereby learners engage themselves in downward efficacy spirals, a self-correcting cycle must be encouraged by exposing the learners to possibly less difficult tasks and reminded of their developmental progress. During the development activities, leaders baseline self efficacy must ideally be set at a moderate level. As leaders encounter developmental challenges, their self-efficacy can and should fluctuate from this baseline self-efficacy level in the self-correcting cycle of efficacy change. Based on Banduras arguments concerning preparatory self-efficacy, it is believed that maintaining the motivation for learning during the process of leader development requires that ones baseline leader self-efficacy is not too low or too high. Thus, when individuals are developing their skills as leaders, it is critical that they are aided in maintaining a moderate level of self-efficacy to engage the self-correcting cycle of efficacy changes most effectively. Development of Self-efficacy in South African military leaders Having discussed the distinction between preparatory and performance efficacy, it is important to keep in mind that both preparatory and performance leader efficacy must be viewed in reference to the specific task of leading others in the defence organization. According to Bandura2 learning self-efficacy is not self-efficacy about performing a task during learning nor is it about how the individuals perceive his or her abilities in comparison to their peers rather, it refers to confidence about ones ability to learn a skill and accomplish a task. In his review of numerous studies, Bandura2 stated that the most potent antecedent to developing self-efficacy is mastery experiences based on past performance accomplishments. However, Bandura2 also made clear that prior success alone does not raise self efficacy. Development is influenced by how the individual interprets the success and the context that performance occurred in. This suggests mentoring that helps leaders make meaning of their prior leadership experiences is important in influencing development. Lester et al3 suggested that leaders identity construction occurs through social interaction, through claiming and granting of leadership. Individuals claim leadership through stepping up and attempting to influence others. Others then grant leadership through affirming and supporting that leaders attempts. Through this reciprocal process, individuals begin to see themselves as capable leaders, reinforcing a leader identity. It is therefore suggested that mentorship be incorporated into leadership training to foster leaders identity construction and grant affirming support. As experienced role models, mentors can be powerful sources to provide such external endorsement. The primary role of mentors must be to provide psycho-social support to learners, helping them to diagnose their prior actions, cast those actions in a positive light, and to serve as a source of validation for the learners. Machida and Schaubroek5 proposed that strong manifestation of a leaders identity ultimately requires endorsement from others, including ones mentor, peers, or followers. Furthermore, as mentors increase learners sense of competence, self-esteem, and efficacy, it can be expected that a spiral effect would occur as noted earlier. Specifically, it is expected that the learners would feel more encouraged and safe to explore their leadership than those without a mentor, and thus, increase attempts to claim leadership in th eir groups, thereby increasing leadership claim episodes. Mentorship relationships are expected to be the most effective method as role modelling exhibited by the mentor to the learners will influence development of leader efficacy beliefs by the learners. Mentors will primarily be expected to act as role models who will walk learners through prior or future leadership behaviour and performance, helping them to cognitively replicate and learn aspects of successful performance. Selected mentors should be attractive role models that serve as the prototype upon which learners may identify and base their future development. The mentor must be a role model to the learner such that respective learners begin to believe that they too can develop toward and achieve performance levels similar to their mentor and role model.. According to Bandura1 leader efficacy can also be developed through modelling, whereby learners study and observe competent and relevant role models successfully performing similar tasks, or cognitively model leadership experiences through study and envisioning successful performance by past leaders. The impact that modelling and in-depth observations hold is influenced by the attractiveness of the role model to the learners, the level of similarity between the observed model and the learners characteristics relevant to the task, and how similar the observed tasks are to those tasks the learners may be expected to perform. Bandura1 also notes that social persuasion ,which constitutes a primary role inherent in mentoring is another way of developing self efficacy. In congruence to Bandura, Lester et al3 explains that even when feedback is negative like discussing an incident of poor performance, mentors can provide feedback in a positive manner, highlighting what was learned and how that feedback can then be used to enhance future performance. What is critical in this factor is that mentors must instil in the individual learners the importance of growing and developing from all sorts of feedback, which is expected to influence thelearners efficacy regarding his or her leadership. This approach is also in line with evidence provided by Lester et al3, showing how individualized consideration associated with transformational leadership positively relates to leader development and performance. Another process of developing self-efficacy is according to Bandura1, psychological, physiological, and emotional arousal. In this instance, mentors would be required to serve in the role of inspiring learners to motivate their development. Such stimulation can, according to Machida and Schaubroeck5 be generated through inspirational motivation or creating an idealized vision for the learners as well as through sources of emotional infection, whereby mentors enthusiasm is transferred to learners and stimulates them to advance their development of leader efficacy. Organized mentorship programs are known to be effective in developing various positive outcomes in learners, the essay suggest that mentorship programs targeting the primary sources of efficacy identified by Bandura as discussed above would be particularly effective in raising learners leader efficacy and performance. It is further suggested that these discussed sources of efficacy be made to be innate in the role of any eff ective mentor and mentoring relationship. It is clear by now that this essay proposes that mentoring will increase learners leader efficacy more so than the traditional group based training for leadership development. Based on the research and theory reviewed above, it is suggested that by developing a more individualized   training relationship between the mentor and learners, the promotion of positive trajectories of leader development in the SANDF will be improved. A mentoring program will have a more positive impact on leader efficacy development and performance enhancement than the generalized, ready-made leader training interventions being practiced in the SANDF today because of the degree that the mentors will connect to their individual learners needs, abilities and aspirations. An individualized focus will help target learners specific needs and capabilities, enhancing efficacy development. It seems reasonable to expect that one on one mentoring, on average, will provide more consistent opportunities for the mentor to employ the four methods identified by Bandura1 for developing self-efficacy and to adjust the leader development intervention to the exact needs of the learners, thus enhancing learners efficacy and performance. Conclusion The essay described the multifaceted role of self efficacy in leader development. Furthermore the essay visited self efficacy related concepts proposed in the psychological literature, including preparatory self-efficacy, efficacy spirals and performance self-efficacy and has made suggestions about ways in which these concepts can be integrated into the current context of leader development in the SANDF. Judgments concerning leadership abilities as conveyed by mentors and interpreted by budding leaders as they experience successes and failures are essential for the development of highly effective leaders for the future. It is perhaps a clichà © that leaders are constantly required to learn and develop in this rapidly changing world. Coming to grips with this truism however requires a developmental process that comprehends the distinctions between leaders preparatory situations and their performance situations, identifies the personal and contextual factors that influence efficacy beliefs of leaders, and finally integrates a multifaceted perspective of leader efficacy in a way that promotes continuously positive learning trajectories. It is hoped that the essay will encourage training of practices that more effectively balance the needs for SANDF leaders to perform in the short term with the imperative that they learn and are adaptive in the longer term as well as inspire further res earch in the subject matter. BIBLIOGRAPHY Bandura, A. Self-efficacy: The exercise of control. New York: W. H. Freeman. (1997). Bandura A. Self efficacy in changing societies. New York: Cambridge University press. (2002) Lester PB, Hannah ST, Harms PD, Vogelgesang GR and Avio BJ. Mentoring impact on leader efficacy development: A field experiment. Academy of management learning and education, review 10,no3(2011) Machida M and Schaubroeck J. The role of self efficacy beliefs in leader development. Journal of leadership and organisational studies, review 18, no 459(2011) McCormic MJ, Tanguma J and Lopez-Forment AS. Extending self efficacy theory to leadership: A review and empirical test. Journal of leadership education, Review 1, no2(2002). [1] Bandura A. Self efficacy in changing societies. New York: Cambridge University press. (2002) [2] Bandura, A. (1997). Self-efficacy: The exercise of control in McCormic MJ, Tanguma J and Lopez-Forment AS. Extending self efficacy theory to leadership: A review and empirical test. Journal of leadership education, Review 1, no2(2002) [3] Lester PB, Hannah ST, Harms PD, Vogelgesang GR and Avio BJ. Mentoring impact on leader efficacy development: A field experiment. Academy of management learning and education, review 10,no3(2011) [4] McCormic MJ, Tanguma J and Lopez-Forment AS. Extending self efficacy theory to leadership: A review and empirical test. Journal of leadership education, Review 1, no2(2002). [5] Machida M and Schaubroeck J. The role of self efficacy beliefs in leader development. Journal of leadership and organisational studies, review 18, no 459(2011)

Component of Financial Statement

16th January 2012 34 Mansion road Granchestor meadows Oxford Ox1 6ds Dear Mr Han , I am writing this letter to explain to you the component of your financial statement, this includes the Balance sheet at 31st of March 2011 and the profit and loss account for the year ended in 31st of March 2011 , hope you have a b etter understanding after reading my letter. The Profit and Loss account shows whether your business has made profit or loss , over your financial year.This also shows how much sales you’ve made and how much loss, it helps you make decisions in the future and improve on your business. You may also view whether you made Profit or loss weekly, monthly but usually it is shows yearly. Revenue Expenditure is the money you spend on items on a day to day basis. This may vary depending on the Business type. Some examples of what may be included is, Premises costs, staff costs, purchase stock. These are the Revenue expenditure from your account.Rents and Rates – ? 6,00 0 Wages and salaries – ? 3,920 Advertising – ? 1,500 Telephone and postage – ? 190 Revenue income is the money coming into the business from performing its daily tasks; these also vary on the type of business owned. Some of the examples of revenue income within a business are sales, commission received and also rent received. The revenue incomes from your account are Sales at a cost of ? 63,850. Balance sheet this is a businesses’ net worth at a particular point.Balance sheet also shows the value of a business as it states what the business owns also known as assets and also known as liabilities. Capital Income is the money that is invested into the business by its owners and all other investors. The money is usually to set up the business, have equipment. It is usually equipment that will stay and be used in the business for a longer period of time an example may be Premises. The capital income of your account is a capital of ? 16,000.Capital expenditure – These are used to buy capital assets that stay in the business for a long period of time some examples may be , Buildings, Machinery ,Office , Furniture and fittings. Here is the capital expenditure from your Accounts . Equipment ? 13,175 Motor Vehicles ? 2,400 The profit and loss account calculates the amount of profit that is left after the cost of producing goods and service it is then deducted from the amount of sales revenue, this is calculated by sales revenue take away costs of goods that have been sold.Cost of sales is the value of stock that is used to generate the sales, the calculation for costs of goods sold is Opening stock plus purchases take away closing stock. Net profit is the money left after all the other expenses have been deducted from the gross profit and also any other income that has been added on, this is calculated by adding the Gross Profit to expenses. Fixed assets are the items that a business owns and that will stay for a long period of time , you may see this on a business balance sheet that will include Buildings, Machinery ,Office , Furniture and fittings.These assets lose their value over a period of time, meaning that after every year the value in the balance sheet is reduced to give affair value of the asset. The fixed assets from your account are Equipment and also Motor Vehicles. Current assets ,are the items of value that are owned by a business whose value is likely to rise and fall irregularly in number or amount on a regular basis ,this also occurs every time the business makes a transaction. Current assets include Stock – ? 7,400 Debtors – ? 150 Cash in the bank – ? 560 Cash in hand – ? 250Current liabilities –Is what is owned by a business and it should be paid back in less than one year of time the examples are creditors and also overdrafts. The current liabilities from your account are Creditors at ? -1610. Net assets – This shows the total value of the entire ass ets take away the value of the liabilities. Net assets are calculated by Current assets plus fixed assets take away (current liabilities long term liabilities) the total of your net assets are ? 12,325. Capital employed –This represents the capital investment necessary for a business to function.Consequently, it is not a measure of assets, but of capital investment: stock or shares and long-term liabilities. It’s the initial capital invested in the business calculated by profit and opening capital being added minus drawings. Capital employed and net assets always have the same /equal answers. After the explanation of showing the purpose of Profit and loss account, explaining and giving calculations and examples I hope it helped you understand, if any questions please contact Yours sincerely.