Leadership Styles in Knowledge Management

Leadership Styles in Knowledge Management This research paper aims to study the three basic leadership styles widely practiced in the organizations as well as the emerging concept of knowledge management and examine individually the relationship of these leadership roles on the knowledge management. The three leadership styles under focus are: transformational, transactional and laissez-faire. The purpose of this research is to identify which leadership style is more effective in relation with the knowledge management. Hence, to help organizations make the best use of this phenomenon and increase their knowledge sharing among different hierarchical levels to exercise maximum levels of learning and innovation in their work environment. It will also enable corporations to gain the competitive advantage with respect to their human capital and. When it is discovered that which managerial style has the positive impact on the knowledge management, it will result into employee empowerment and motivation. Among the important finding s are that effective knowledge management or knowledge sharing processes lead to a competent work environment and the employees get more involved with their jobs as they feel that their ideas are valued. Moreover, they tend to get more creative and challenging, but these behaviors are majorly dependent upon the managers attitude and whether he or she encourages such contributions or interferences from the subordinates and is flexible and open to change and innovation. In the outcomes, transformational leadership has proved to positive relationship with knowledge management and that of the laissez-faire has a negative effect on it. This paper has derived findings through extensive study of literature reviews on these main concepts which is based on theoretical researches. Keywords: Knowledge management, Transformational leadership, Transactional leadership, laissez-faire, Communication. Introduction: Background of study: In this research we are going to study the various factors affecting the issue of Knowledge Management among employees and how can it become most useful for the growth of an organization. The concept of Knowledge Management basically is about the knowledge an individual possesses about anything and this particular kind is referred to as tacit knowledge which is usually gained through personal observation, experience, values and beliefs. Such form of knowledge is usually exhibited in informal settings and could not be formally written or documented into a proposal to the manager. As it is something that can cross an employees mind instantaneously but he or she might not feel confident to share their idea openly in the given atmosphere, where they might think it would sound insignificant or absurd to others. To sum up, the purpose of knowledge management is to provide strategies, processes and technology to amplify the overall organizations learning (Satyadas et al., 2001). Moreover, s ystem oriented view is highly being emphasized and companies are installing technology applications ranging from traditional data-processing areas to expert networks enabling expert-to-expert communication. These systems are designed to store and make profit from the existing explicit, implicit as well as tacit knowledge of organizations. Hence, they facilitate the flow of knowledge in the processes and also record the information that which employee has put in the knowledge and how its implementation could help the organization, so that the right person should get the reward fairly and it is done as an act of encouragement for others. In todays world of immense market competition and rivalry among brands, there is an increasing need of formulating progressive organizational strategies constantly for a companys survival. There organizations are now paying most attention to the notion of innovation, which is majorly generated from the employees. Hence, it is highly important for an o rganization to have a culture that is flexible, open to new ideas, adaptive to change and appreciative of contribution of knowledge. Hence if the sharing of knowledge from individuals is encouraged and valued, it can enable a company to be competitive and help in achieving its goals, provided it is in relevance with the problem. (Birasnav, Rangnekar, Dalpati, 2011) Moreover, if that knowledge is used and followed through, it gives a sense of recognition, achievement and personal satisfaction as well as a sense of belonging. It matters most especially to the senior employees who do not much care about the other lower components of the Maslows motivation theory of hierarchy, as those needs are already fulfilled at this stage. Leadership Styles are at the center of Knowledge Management importance and approaches that have caught the attention of researchers and scholars for long periods. Overly technical view of Knowledge Management seems to downplay the importance of soft factors that impact the Knowledge Management phenomena. Significance of study: Managing knowledge and intellectual capital has become the key drivers of new knowledge and new ideas to the innovation process, to new innovative products, services and solutions. It helps in better achieving and even exceeding the objectives. (Knowledge Management in Health Science Libraries, 2007) The purpose of knowledge management should not be to become just knowledgeable but to be able to create, transfer and apply knowledge with aim of better achieving the objectives. Problem Statement: The current competitive setting of organizations and the changing management paradigm has highlighted the importance of Leadership Styles on Knowledge Management. Identifying Leadership Styles that promote concept and practice of Knowledge Management is crucial as the growth and competitiveness of organizations in new-age economy. Research Question: What are the different leadership styles that affect knowledge management in organization? What are the ways in which different leadership styles affect knowledge management? Purpose of study: The purpose of this study is to examine the different roles of leadership in the knowledge management and how this has an impact on the overall organization. Research objectives: To identify and evaluate different roles of leadership To examine the impact of these different roles of leadership on knowledge management Delimitation: Only few educational institutes are surveyed for the primary research from Rawalpindi and Islamabad only. Literature Review: Knowledge management has been identified as one of the most important resources that contribute to the competitive advantage of an organization. Behavioral and interpersonal skills are most often known as the essentials for successful knowledge management. Knowledge can be within individuals or within the relationships between the individuals groups or sub groups. Without verbal or even the non verbal communication the only way to organize knowledge transfer would be to move around people holding the relevant knowledge. (Ferenc, 2003) For many years it had not been studied despite its importance in this information age; only recently leadership theories and researches have addressed the role of leadership in knowledge management. Researchers (Beron et al. 2006), (Viitala, 2004) suggested that the design and building management information system is one way in which leaders at the top of a corporate have an impact on organizational performance. Recent development in the organizational knowledge literature stresses the importance of knowledge management to building a sustainable competitive advantage. (Bogner and Bansal, 2007) and to the importance of leadership for the success of knowledge management. Recently the growing information systems and knowledge management have continuously stressed the lack of leadership support for the failure of many knowledge management projects. (Davenport et al. 1998), (Chandrashekhar, 2009). It has been found that 42 percent of an organizations knowledge resides in the minds of the employees (Clark and Rollo, 2001); therefore it is dependent upon the leaders how to make the best use of it. Furthermore, as discovered by Doppelt (2003) that in order to achieve sustainability in a corporation, leadership is the key, because a competent and committed leader encourages dialogue which as a result leads to change and so barriers such as sticking to old ideas and cultural frameworks, past practices, tunnel vision and such approaches tha t come in the way to draw new progressive visions for the future. According to the researchers Jong and Hartog (2007) and Aragon-Correa (2007) every leadership style has its own pros and cons; but transformational leadership is more attentive and engaging with the sub-ordinates and encourages them to be creative and focuses on the firms learning and innovation. Whereas, Bass (1985) presented that transactional leaders are not much involved with the subordinates work unless there is a need when a problem arises. On the other hand, he also stated that transformational leaders motivate their workforce, rouses their intellectual skills and acts as role models for them. Moreover, they also have the quality of inspiring the employees into acquiring goal accomplishing skills and improve their performance in achieving the corporate vision (Nemanich and Kellar, 2007). Also, they train, encourage and support their subordinates keenly and optimistically and promote individual and team spirit a mong them. Consequently, it is paid back in the form of boosting employees performance in their tasks and bringing high returns from them (Yulk, 2006; Boerner et al, 2007). Information management: Information as now a day includes both physical and electronic information. Now its the organizations and its structures that must be capable of managing that information throughout the information lifecycle regardless of its sources and formats. Thus the focus on information management is the ability of organization to capture, manage, preserve, store and deliver the right information to right people at right time. Information management becomes the corporate responsibility that needs to be addressed and followed from the senior level management to the front line management. Information is the key asset for an organization and thus should be treated as corporate asset. (Information Management) And it must be made available to everyone and must be shared. People management: Knowledge is the main driver for organizations performance. It affects performance by making it possible for people to perform well. So the instrument by which knowledge affects the performance is through people. So knowledge management must be people focused (Wiig, 2004) (Corral, 1999) Cindy Johnson, Director of Collaboration and Knowledge Sharing at Texas Instruments states: Knowledge management is really about recognizing that regardless of what business you are in, you are competing based on the knowledge of your employees. They way of making knowledge available has evolved over time. It started with family clans where knowledge was passed from father to son by the process of learning. With the new ideas of working in teams, groups, and as institutions, people work closer to benefit from the knowledge of each other. Process Management: Knowledge management is considered as an approach where the employees of the companies would leverage from the buried knowledge that was held closely to them. This enabled the evolution of the term learning organizations where knowledge is always evolving and is being made assessable to all the employees who are eager to attain it and apply it. The focus on improving, re-engineering and managing business process is considered as corporate assets. The companies are taking charge of how they will deliver value to their customers by focusing on process effectiveness and efficiency. While KM and process engineering was evolving at the same time, there were no efforts to combine them in the same architecture. KM has always been focusing on the best practices and proven practices but it had failed to understand how valuable the fusion of process and knowledge can be. So process management gives the ability to view, manage, evaluate, and adapt the business activities, applications, and peop le in organizations to achieve goals. And to achieve these goals there is a need for the management of knowledge where people get an easy access to share and create knowledge (Records, September 2005). Leadership and knowledge management: There is no doubt about it that leaders are the ones who set the standards for others in the organizations and they are one of the biggest driving forces who inspire and motivate them to achieve what they meant to achieve so leaders have direct impact on how organizations should see and deal with knowledge management but if knowledge management is not being conducted on all levels in the organization starting from the top then it would not be as effective as expected (Singh S. K., 2008) Leaders have vital role to play on every level to manage the knowledge but particularly CEO should take part in this process because if he would take it seriously and feel that there is really a need of managing this thing like other practices in the organization then the rest of the people also take it seriously. Organizations with strong cultures and promising compensation programs will not succeed without committed and responsible managers. According to Singh it is the major responsibility of top executives of the organizations to make such strategies and create such values in the organizations which encourage employees to share, create and value knowledge and leaders should provide them with the opportunities to do so and then afterwards measures should be taken to evaluate employees behaviors, attitudes and productivity that are required for effective knowledge management (Singh S. K., 2008) Four broad approaches were studied to understand the leaders and leadership through the trait approach, the contingency approach, the behavior approach and the transformational approach and some of the approaches does have a role in knowledge management but they are not enough to understand knowledge management systematically. The trait approach does have impact on knowledge management and considers it important thing for leaders, contingency and behavior approach also considers knowledge management vital for effective leaders. The transformational approach also support this phenomena that information creation, keeping and sharing facilitates in obtaining shared vision and values in the organization (Lakshman, 2007). Leaders self realization of importance of knowledge management really matters in the effectiveness of knowledge managements practices in the organization and realization is needed in two dimensions, one internal other external. Internally it is achieved by establishing technological and socio-cognitive ways of managing knowledge and externally it is by realization of valuing customer focused knowledge management (lakshman, 2009). Information revolution changes way of doing things in the corporate context, it enhanced the value of time and customers need quick Reponses with relevant and useful knowledge of the products and services so that transformed the process of leadership too by speeding up the inputs, requirement of quick and customized information regarding product and its functions which further builds competition in the business environment. Likewise he emphasizes the need for knowledge managers to achieve and maintain equilibrium between motivating team members with urgency and providing them with time and space to reflect. To become the knowledge sharing and managing organization, leaders have to take the responsibility and have to choose the appropriate leadership style to lead the organization effectively. (Viitala, 2004) Transformational leadership: A framework was established to implement quality management within an organization actually a system of profound knowledge .While implementing it leadership and knowledge management were measured and it was found that in order to implement such system leaders required should be participative, collaborative and inspiring (Gapp, 2002) Transformational leadership have potential to effect employees perceptions through the returns that organization get in the form of human capital benefits and these leaders also have potential to make those benefits greater by adding them in the knowledge management processes, encouraging inter personal communication among employees and creating organizational culture. (Birasnav, Rangnekar, Dalpati, 2011) It is possible for transformational leadership to enhance organizational innovation through creating a participative environment or culture and it can do so directly or indirectly by changing organizations culture which encourages knowledge sharing and management in the organization. It is in the control of transformational leadership to promote such culture so the employees have autonomy to speak about their experiences and knowledge. (Nguyen Mohamed, 2011) There is relation between magnitude of knowledge acquisitions and transformational leadership. In todays challenging world organizational culture should be more empowered and that is achieved by transformational leadership which encourage people to be open about their choices and decisions. (D.Politis, 2001) He encouraged the role of participative leadership, it is this leadership style which relies heavily on the leader functioning as a facilitator rather than simply a leader who orders and wants his assignments done in time. Employee would not be comfortable in sharing knowledge unless employee knows that he/she would be supported by their leaders. Finally, (C.B.Crawford, 2005) argued that there is a clear relationship between transformational leadership and knowledge management in organizations. Crawfords research is pre empirical and made the point very clearly that empirical testing is needed to understand the relationship of transformational leadership and organizational knowledge constructs. Crawfords research provides some basis from which to speculate that transformational leadership might be a causative factor influencing greater knowledge management skills. Transformational leadership and personal innovation are linked. It was found that transformational leaders are more innovative than transactional and laisse-faire leaders. Innovation is considered to be the key factor for knowledge leaders; innovation is the name of managing and creating information and knowledge through different ways. Transactional Leadership: The second variable we are studying in this research, affecting the knowledge management in organizations is the transactional leadership style. This style of leadership is influenced by the concept of reward and punishment; such leaders believe that the employees performance is mainly dependent upon these two factors. That means that when there is an incentive the workers put in their best effort and the reward is in monetary terms in most of the cases; while when they fail to achieve the set target they ought to be punished. (Oshagbemi Ocholi, 2006) Similarly, transactional leaders impose their authority on their followers to take work from them and clearly state what they want and also give employees the opportunity to get detailed information and guidance before they accept an assignment. Such leaders emphasize on present issues; they do not get involved with the employees tasks unless a need arises and in the beginning of a project they provide the workers with all the resource s needed for its completion and after that the task becomes totally the responsibility of the workers (Bass, Cacioppe, Gronn, Hughes.et.al, Popper, Zakkai, 2002).Transactional leadership has two major components, contingent reward and management by exception (MBE). Here, contingent reward means the reward that an employee is promised by the manager, to be acquired if the required target is achieved by him or her and the MBE approach is used to make sure that one should never fail to achieve the desired result due to the resource constraint. Leaders must be clear in explaining what they actually expect and the organizational goal is achieved they must give the recognition. It was also extracted from that manual that MBE is of two types, passive and active. In MBE active, the leader clarifies the standards to be followed and also defines the unacceptable standards of work and are likely to punish if they are not followed. In this strategy, mistakes and errors are identified and steps are taken to correct them. While, in MBE passive, the leader plays a passive role who does not clarify the standards or the requirements to be met by the employees, but only gets involved when there is an obvious issue. Hence, in this case passive style is not considered to be un systematic in correcting the negative issues. (Ogunlana, 2008) Transactional leaders pay more attention to physical and security needs of the employees. The relationship between the leader and the subordinates mainly revolves around the attraction of reward system as a return for their efforts. It is also said that in transactional leadership one person takes the initiative to make a contact with others in order to make a contract of exchanging functions for the benefit of the organization (Birasnav, Rangnekar, Dalpati, 2011). Laissez-faire: Whereas, the third variable in this study is the laissez-faire leadership style, in which the leader gives complete freedom to the employees to make decisions regarding the completion of a task while answering their questions wherever they find problems and the workers are provided with all the necessary resources and tools for that by the leader. Apart from that only little guidance is provided by the leaders and the followers are expected to solve problems on their own (C.B. Crawford, 2005). This strategy is successful in case the workforce is highly experienced, skilled and capable of their jobs, otherwise if the labor lacks these expertise, the researchers recommend it to be an ineffective and the weakest form of leadership which yields poor productivity for the organization, as there are some workers which are unable to solve problems and meet deadlines on their own. Although, in such situations the work environment is quite relaxed, free of work pressure and without interferenc e from the manager, but still it brings frustration and demonization among the teams when they are unable to produce the desired results, without the required feedback and assistance from the manager. But laissez-faire strategy contributes to the employee empowerment and it gives a visionary worker the opportunity to perform according to his or her own will. Lassiz- faire is a leader who always runs away when there is a need to make an important decision or when there is a serious problem (Ogunlana, 2008). The phenomenon of knowledge management is applicable on the whole organizational structure, taking into all the levels of hierarchy. While studied empirically it was discovered that the relationship between the different components of knowledge management and transformational leadership, transactional leadership and self-management have a link with the accomplishment of knowledge forms. Moreover the leaders should be able to give an empowering environment to the employees. Although according to the empirical findings, which are quite limited in this aspect, as well as the theoretical assumptions of a number of authors, there is a need for participative collaborative leadership style in order to facilitate the flow of knowledge. Hence it was pointed out that empirical testing of the knowledge attributes in an organization should be carried out, to find out the relationship between the management of knowledge and transactional leadership in a firm. (C.B. Crawford, 2005) The researcher selected a sample of 1,046 males and females enrolled in liberal classes who were side by side employed in different economic sectors. In the first round they were asked to answer the questions based on the behavioral aspects of knowledge management in which the questions taken from the Barth (2003) typology of personal knowledge management categories. In the round they were asked to fill in the Multifactor Leadership Questionnaire 5-S (MLQ) derived from Bass (1985) which comprised of scales measuring the attributes of the three leadership styles: transformational, transactional and laissez-faire. The scales ranged from strongly agree to strongly disagree and as a measure for superior performance or as a self-report measure. But he used the MLQ as a self-report of transformational, transactional and laissez-faire leadership characteristics. Finally, in the last round, the respondents were asked about their demographics considered important for the research including se x, age, years of employment, education, career type, position at work and use of technology. While conducting the analysis, only the position variable was used that described the respondents as senior managers or executive, supervisors and at entry level. Though the basic purpose of this study was to determine the relationship between the knowledge management attributes and the transformational leadership style. In the end various correlations were found that determined the degree of the relationship between the knowledge management behaviors and transformational, transactional and laissez-faire leadership. Eventually, the outcome of the investigation concluded that the variables leadership and knowledge management are significantly related, both in the organizational setting as well as in theoretical context. The most important results included that there exists a strong relationship between knowledge management and transformational leadership. Moreover, transactional leadership, i t was discovered that as knowledge management is technical in nature, the more effective management style would be transactional. Furthermore, transactional leaders are more goal oriented and not much concerned about the personal development of the sub-ordinates. In addition, another finding was that transactional leadership had strong correlations with knowledge management and contingent reward and it had considerable negative correlation with management by exception. On the other hand, it was analyzed that laissez-faire came out to have a negative effect on knowledge management, which indicates that a leaders role is very essential in managing knowledge behaviors in corporate. Consequently, the negative correlation between the two components indicated an inverse relationship, which means that when knowledge management behavior increases, the extent of laissez-faire decreases (C.B. Crawford, 2005) Additionally that investigation also showed that the hierarchical position an employee has in a company also has a link with the knowledge management, as people handing more information are expected to possess more skill and grip on building knowledge management capabilities. Likewise, leadership attributes are practiced and exerted most according to the position an individual holds; the more the responsibility, the greater the actions of a leader exhibited, to succeed in following an aim or achieving a goal. As a result, there were higher levels of transformational leadership witnessed as the position in a corporate increased, whereas transactional and laissez faire got less. Hence, the position in the hierarchy is also crucial in examining the relationship between knowledge management and leadership attributes; and that variable proved to be predictive of knowledge management, just like transformational leadership. Only transformational leadership style, not transactional or laisse z-faire was related to the impact of position on knowledge management. In that investigation, it was concluded that transformational strategies worked best even where the most technical skills were required, in modern corporate environments as compared to transactional or laissez-faire and are more successful in other organizational constructs too because of their person-centered approach. Whereas, transactional strategies did not enhance knowledge management behavior and laissez-faire leadership slowed it to a significant extent. Furthermore, the higher the positions got in a corporate for individuals; they dealt with knowledge more effectively, because they then adopted more of transformational strategies. But in the significance, leadership is of much greater value than the position variable, effecting knowledge management. (C.B. Crawford, 2005) Laissez-faire as leadership style exhibits ineffectiveness, unproductiveness and dissatisfaction. These leaders avoid interfering in the followers jobs and stay away from taking the responsibility their position demands and also avoid developing a relationship with the subordinates. (Ogunlana, 2008) Proposed Methodology: The sampling method that we will use is purposive sampling which is a non-probability sampling technique. Subjects would be selected because of we will be able to select people of interest and exclude who do not suit the purpose of research. The sector chosen for this study is educational sector, coordinators and head of departments would be researchers respondents. Total sample will be 100 individuals.

Vimy Ridge :: essays research papers

It was at Vimy, in 1917, that all four Divisions of the Canadian Corps attacked simultaneously for the first time, about 100,000 men taking part in the battle. Vimy Ridge was an important part of the Germans' defenses, barring the way to the mines and factories in the Douai plain, which had been of great use to them in their continuation of the war. The very nature of the Ridge gave it strong, built-in defense, but these natural defenses had been supplemented by strong points, elaborate trench-systems and underground tunnels linking natural caves. All previous Allied attempts to capture the Ridge had failed, and there was a strong body of opinion among the Allied commanders that the Ridge was possibly impregnable and incapable of ever being taken by a direct attack.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Preparations for the battle were thorough and extremely detailed. Behind their lines, the Canadians built a full-scale replica of the ground over which their troops would have to attack, giving all units the chance to practice their attacking movements and so understand what they (and neighboring units) were expected to do on the day. Regular reconnaissance patrols, assisted by information gathered from aerial photography, meant that records of changes to the German defenses on the Ridge were always up-to-date. Tunnellers dug â€Å"subterranean† passages under the Ridge - a total of five kilometers in all on four levels - allowing the attacking troops to move close to their jumping-off positions in some safety. Once the battle had begun, these same tunnels allowed the wounded to be brought back under cover and also provided unseen and safe lines of communications.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  The Infantry attack was preceded by a powerful artillery bombardment, which lasted almost three weeks, involving about 1,000 guns, including huge, 15-inch howitzers. For the first two weeks, some guns were not fired at all, so that the Germans would not be able to locate their positions but eventually, these guns joined in the bombardment, too. Although the shelling was aimed at the German trenches and defensive positions on the Ridge, the Canadians also shelled enemy batteries. They had become adept at locating German gun-positions and had identified the positions of 80 per cent of them.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  April 9th. 1917 - Easter Monday - dawned cold, with freezing rain and sleet. The ground conditions were very bad, with slippery mud waiting for hamper the Canadians as they began their assault. Heavily laden, the men began to cross the shattered No-Man's Land, skirting as best they could the shell-holes and craters, until they came to the muddy, slippery slopes of the Ridge itself.

Professional School Counselor: Personal Experience

Maria's professional school counselor, how would you assist her with issues that have personal, emotional, developmental, cultural, and spiritual/religious ramifications? 0 Specifically identify strategies, programs, and practices that advocate for social Justice and academic success for Maria. 0 Identify how you would use collaboration and consultation to work with students, teachers, parent's, and community agencies to reduce the recent increase in teenage pregnancy at your school. Briefly, compare and contrast the three models of consultation presented n the Reform text , and identify the model that you would apply it to address the issue of teenage pregnancy in your school and why? 0 What are the ethical and legal considerations in this case? As Maria's professional school counselor, I would assist her with her issues with various ramifications by having one-on-one counseling sessions to learn more about her, her culture, her worldview, and her current decision making process.I u nderstand that she may be having a hard time dealing with the obstacles life has put in her path by being pregnant, losing her parent's, being new to the U. S. And school, and not knowing what decisions she will make. After getting to know Maria better, I would counsel based on the information I gathered from her, along with the help of various resources to help her deal with the issues we addressed. A strategy that could advocate for social Justice and academic success for Maria would be using a scientific approach as proposed by Sue (1998).I would start by forming a hypothesis about Maria. I would then do dynamic sizing, which in this situation I definitely would want to exclusively work with Maria. This is important because it helps me to not stereotype Maria and embrace her culture at the same time. Lastly, I would do research on Maria's culture and consult with a colleague who may have the same culture, or is bilingual to help make the process smoother. I would look into gettin g her into and SSL class as soon as possible to ensure I am advocating for the successful completion of high school against the odds that Maria face.The recent increase in teenage pregnancy is definitely an issue I would like to address. Through elaboration and consultation with parent's, teachers, and the community, I would propose having assemblies twice a year on teenage pregnancy and premarital sex and the risks the student is taking. I would get with the health department and see if I could get a nurse to lead the program and become the guest speaker as well provide alternate meaner of protection when it comes to sex.I am aware that I would not be able to change the decision of whether or not the students have sex, but I would be sure that they are well educated on the consequences and repercussions f the act. The assembly would be scheduled where the female and male students attended separately so there would not be any discomfort. The assembly would be mandatory. The three mo dels of consultation in the Reform text is triadic-dependent model, the collaborative-dependent model, and the collaborative-interdependent focus of concern, which is the client.In this model, the consultant provides services indirectly to the client through the consultant's work with the consulate. The counselor works in direct contact with the student (223). The collaborative- pendent model is the consultant engages the knowledge and expertise of the consulate regarding the student's and the system's strengths and weaknesses, the contextual factors that influence the student, and the student's reactions to previous interventions (p. 227).The collaborative-interdependent model emphasizes an interdependent problem-solving process in which family members, educators, counselors, youth, and members of the broader community contribute as equal participants (p. 228). Triadic-dependent and collaborative-dependent consultation oodles are helpful when seeking change for an individual client or family or for a single organizational system related to normal development problems. The collaborative-interdependent is used for problems that are more complex.I would use the collaborative-interdependent model when it comes to addressing the teenage pregnancy in my school because this gives the students a wealth of professional and community members that they are able to seek help from that goes beyond the schoolhouse and home. Ethic and legal considerations for this case with Maria would definitely be confidentiality. I would have to find who her legal guardian is because I would try to get her to let them know she is pregnant if she had not already.I would also need to make sure she is getting the correct medical attention and vitamins that she needs while she is pregnant. I would not push the issue of citizenship, but if she addresses it, we would look into the situation to ensure that there are no issues when it comes to delivering her child. Reference Reform, B. (2011). T ransforming the school counseling profession. Upper Saddle River, New Jersey: Pearson Education, Inc.

Airport Security Carry-On Regulations

The United States Transportation Security Administration (TSA) has established a set of rules for airline passengers at security checkpoints in airports about what they can and cannot bring with them as they fly. New security check-in policies are periodically updated, including the items allowed and prohibited aboard aircraft. This general summary of information is not intended to substitute for FAA, TSA, or PHMSA regulations. For updates and for more information, visit the Transportation Security Administration, call the Consumer Response Center toll-free at 1-866-289-9673 or email TSA-ContactCenterdhs.gov. General Rules The TSA has rules for eight categories of items you can bring with you as you fly, whether in the passenger cabin with you as carry-on luggage or in the cargo hold as checked bags. This list includes the rules that apply in every situation, as well as banned specific items as of February 4, 2018. The number of carry-on items you can bring is established by the individual airline: most say you can bring one carry on, and one personal item. Pack your carry on in neat layers and place your liquids bag on the top. Hazardous materials (HAZMAT) are not allowed on planes at all. Prohibited items include cooking fuels, explosives, and according to FAA regulations, some high-alcohol content beverages. The 3-1-1 Rule Liquids, gels, creams, pastes, and aerosols are only allowed as carry-on items according to the 3-1-1 Rule. No container may be larger than 3.4 ounces (100 ml). The travel containers must all fit in a single one-quart-sized bag and kept in your carry-on, to facilitate the screening process. Exceptions to the 3-1-1 rule include medically-necessary liquids, medicines, and creams: you can bring larger quantities, and you dont need to put your medications in a plastic bag. However, any liquid, aerosol, gel, cream or paste that sets off alarms during screening will require additional screening. Flammables Flammables are anything that can be easily set on fire. As you might imagine, many of those are banned completely from airplanes, but there are exceptions. Acceptable Flammable Carry-Ons: cigarettes and cigars and safety matches, disposable and Zippo lighters, phone chargers, power banks, dry batteries, solid (but not gel) candles.Checked Luggage Only: rainbow flame crystals, gel candles, and self-defense sprays.Completely Banned: Any flammable liquid fuel, such as cooking fuel, butane, chlorine for pools, bang snaps, blasting caps, and firecrackers. Rules for lithium batteries have significantly changed recently. Batteries with 100-watt hours or less may be carried in a device in either carry-on or checked bags. Loose lithium batteries are prohibited in checked bags. Lithium batteries with more than 100-watt-hours may be allowed in carry-on bags with airline approval, but are limited to two spare batteries per passenger. Loose lithium batteries are prohibited in checked bags. Firearms In general, the TSA does not allow firearms or indeed anything that looks like or could be used as a weapon to be carried on. Firearms including ammunition, BB guns, compressed air guns, firearms, flare guns, and gun parts, may be carried in checked baggage if you meet the guidelines for transporting firearms. Essentially, the firearms must be unloaded and placed in a locked hard-sided container, which must completely secure the firearm. When you check your bag, be sure to tell the airline agent that you are checking firearms. Acceptable Fire Arm Carry-ons: Holsters, rifle scopes, empty shell casingsChecked Luggage Only: Ammunition, BB and compressed air guns, firearms, flare guns, gun parts, pellet guns, realistic replicas, rifles, shell casings, starter pistolsCompletely Banned: flares, gun lighters, gunpowder. Food Liquid foods must meet the liquid standards to be carried on board, but in most cases, they can be brought in checked baggage. Meat, seafood, vegetable and other non-liquid food items are permitted in both carry-on and checked bags. If the food is packed with ice or ice packs in a cooler or another container, ice or ice packs must be completely frozen when brought through screening. You can pack frozen perishables in your carry-on or checked bags in dry ice. The FAA limits you to five pounds of dry ice that is properly packaged (the package is vented) and marked. Frozen liquid items are allowed through the checkpoint as long as they are frozen solid when presented for screening. If frozen liquid items are partially melted, slushy, or have any liquid at the bottom of the container, they must meet 3-1-1 liquids requirements. Water, formula, breast milk and baby food for babies are allowed in reasonable quantities in carry-on bags; see the special instructions for travel with children. Acceptable Food Carry-ons: solid foods such as bread, candy, cereal, coffee beans; fresh fruit, meat, and vegetables; eggs, frozen foods if solid-frozen, baby formulas, and foodChecked Luggage Only: Liquids and creamy foods like honey, gravy, peanut butter, and creamy dips if they dont meet the 3-1-1 rulesCompletely Banned: alcoholic beverages over 70% alcohol (140 proof). Household and Tools Household items, in general, may be brought aboard unless they have blades or could otherwise be used as a weapon (axes and blenders, cattle prods, crowbars, cooking spray, cast iron skillets). Most of those may be placed in checked baggage. Items such as butane curling irons may be carried on board but not in the cargo hold. Power tools and regular tools larger than 7 inches are prohibited from carry-on. Liquid items (detergents and deodorants, hand sanitizers) must follow the liquid 3.1.1 rules. Most laptops and cell phones can be brought on board or in checked luggage. The Samsung Galaxy Note 7 403 403 is permanently banned from airline travel. Acceptable Household Carry-ons (examples): cell phones, blenders, corded curling irons, coffee makers, detergents, computers, fidget spinners, game consoles, laptops, light bulbs, paintings, remote control cars, radios, sewing machines, staplers, tattoo guns,Checked Luggage Only: axes and hatchets, drills and drill bits, hammers, heating pads, mallets, Magic 8 ball, nail guns, power tools and tools larger than 7 inchesBanned from Checked Luggage: butane curling ironsCompletely Banned: alcoholic beverages over 70% alcohol (140 proof), cooking spray, engine powered equipment with residual fuel, Samsung Galaxy Note 7, spillable batteries, spray starch, turpentine and paint thinner Medical The TSA allows exceptions to the 3-1-1 rule for medically necessary liquids, gels, and aerosols. You can bring in reasonable quantities for your trip, but you must declare them to TSA officers at the checkpoint for inspection. It is recommended, but not required, that your medications be labeled to facilitate the security process: check with state laws about appropriate labeling. Used syringes are allowed when transported in a Sharps disposal unit or another similarly hard-surfaced container. Personal medical oxygen cylinders are permitted if the regulator valve has not been tampered with or removed. Allowed carryons that require additional screening: nebulizers, CPAPs, BiPAPs, APAPs, unused syringes. If you have bone growth stimulator, spinal stimulator, neurostimulator, port, feeding tube, insulin pump, ostomy bag, or other medical device attached to your body, you may require additional screening. Consult with the manufacturer of the device to determine whether it can safely pass through the X-ray, metal detector or advanced imaging technology for screening. See the TSAs Disabilities and Medical Conditions for more information. Acceptable Medical Carry-ons: blood sugar test, canes, casts, contact lens solutions, contacts, crutches, EpiPens, external medical devices (with special, eye drops, inhalers, insulin, insulin pumps and supplies, life vests, liquid vitamins, liquid medications, pills, nitroglycerine pills, pill cutter, prosthetics, supplements, support braces, thermometer, unused syringes, vitamins, walkers, and wheelchairs.Completely banned: Medical marijuana is prohibited in carry-on or checked baggage. Sharp Objects In general, you are prohibited from traveling with sharp objects in your carry-on bags; but all can be packed in your checked bags. Sharp objects in checked luggage should be sheathed or securely wrapped to prevent injury to baggage handlers and inspectors. Acceptable Sharp Carry-ons: cigar cutters, crochet hooks, disposable razor, knitting needles, nail clippers, pencil sharpeners, safety pin, scissors if less than 4 inches from the pivot point), sewing needles, tweezers.Checked Baggage Only: corkscrews, box cutters, ice picks and axes, knives, leatherman tools, meat cleavers, pocket knives, razortype blades, sabers, safety razor with blades, saws, swiss army knives, swords, throwing stars. Sporting Camping Sports and camping equipment are generally acceptable as carry-ons, with the exceptions of things that are classed as hazardous materials (such as some aerosol insecticides), things that could be used as weapons, liquids that dont follow the 3.1.1 rule and objects that are too large for the specific airlines guidelines. Camp stoves are allowed in carry-on or checked bags only if they are empty of all fuel and cleaned so that no fuel vapors or residue remain. Please wrap cords and layer items in bags so officers can get a clear view of the items. You may bring a life vest with up to two CO2 cartridges inside, plus two spare cartridges in your carry-on or checked bag. Sharp fishing tackle that may be considered dangerous, such as large fish hooks, should be sheathed, securely wrapped, and packed in your checked bags. Like other high-value objects, you may wish to pack expensive reels or fragile tackle that does not pose a security threat (small flies) in your carry-on bags. Acceptable Sporting Carry-ons: baseballs, basketballs, footballs, bocce balls, bowling balls, bicycle chains and pumps, boxing gloves, empty coolers, divot tools, fishing rods and poles, football helmets, golf balls, golf tees, hand warmers, helmets, longboards, navigation GPS, nerf guns, rocks, sand, skates, sleeping bag, small fishing lures, snowboards, snowshoes, sports cleats, tennis rackets, trophy, vacuum sealed bags.Checked Baggage Only: baseball bats, bowling pins, bows and arrows, canoe/kayak paddles, cast iron cookware, crampons, cricket bats, golf clubs, hiking poles, hockey sticks, kubatons, lacrosse sticks, martial arts weapons, nunchucks, pool cues, shoe and snow spikes, ski poles, snow cleats, spear guns, tent spikes, walking sticksCompletely Banned: bear bangers, small compressed cartridgesCheck with airline: antlers, skateboards, tents, umbrellas, fishing rods, bicycles Miscellaneous Several items categorized by the TSA as miscellaneous items require special instructions to be brought on board or checked in luggage. Car engine parts and other car parts without fuel or traces of fuel are allowed in carry-on or checked bags. Car engine parts may be placed in checked bags only if the parts are packed in their original box and free of gasoline and oil.Cremated remains may be carried on board, but some airlines do not allow cremated remains in checked bags, so please check with your airline to learn more about possible restrictions. To facilitate screening, we suggest that you purchase a temporary or permanent crematory container made of a lighter weight material, such as wood or plastic. If the container is made of a material that generates an opaque image, TSA officers will not be able to clearly determine what is inside the container and the container will not be allowed. Out of respect for the deceased, TSA officers will not open a container, even if requested by the passenger.Musical instruments must undergo screening whether transported as carry-on or in checked bags. Inform the TSA officer if your instrument requires special care and handling. Pack brass instruments in your checked bags.Realistic toy guns are not allowed in carry-ons, but since the technology doesnt currently exist to create a real lightsaber, you can pack a toy lightsaber in your carry-on or checked bag.Parachutes should always be packed separately from other baggage. If a TSA officer determines that a bag must be opened to inspect the parachute, you must be present to assist in the inspection. If you are not within the screening area, you will be paged using the airport intercom system; if you are not present to assist with screening the parachute, the parachute will not be allowed on the plane. For this reason, passengers with parachutes are encouraged to add 30 minutes to the airlines recommended arrival window. TSA is not responsible for repacking parachutes. All parachutes should be thoroughly inspected at their end destination to make sure that the equipment is still safe to use.Small pets are all owed through the checkpoint. Please check with your airline for their policy. Please remove your pet from the carrying case and place the case through the X-ray machine. You should maintain control of your pet with a leash and remember to remove the leash when carrying your pet through the metal detector. Animal carriers will undergo a visual and/or physical inspection. Acceptable Miscellaneous Carry-ons For Babies And Children: carriers, seats, wipes, stuffed animals, snow globes, harry potter wand, glow sticksFor Adults: makeup and haircare (bobby pins, chapsticks, cologne, concealer, conditioner, dry shammpoo, hair clippers, hair dryer, hair gel, hair straightener (flat iron), hair texturizer, hairspray, jewlery, laser hair remover, nail polish, nail polish remover, powder makeup,shampoo, lipsticks, makeup remover, makeup wipes, mascara, mirrors, soap (bar), soap (liquid), solid makeup, perfume, tobacco, tobacco pipes, toothpaste, flowers, electronic toothbrushes, sunscreen sprays, wet wipes, foundationClothing: belts, clothes and shoes, shoe horn, shoe tree, blankets, body armor, handcuffs, steel-toed boots, electric blankets,Electronics And Hobbies: television, digital cameras, books, electronic cigarettes and vaping devices, binoculars, camera monopod, pens, putty balls, planting seeds, plants, headphones, Geiger counters, power charger, power inverters, tattoo inks, adult toys , artificial skeleton bones, shock collars, Xboxes, bread machine, car parts Banned Miscellaneous Items Banned From Checked Luggage: electronic cigarettes and vaping devices, live coral, live fish, power charger,Banned Completely: Replicas of explosives, such as hand grenades, fertilizer (note that handling fertilizer can cause a false positive on swab test)