History of the EU Single Market

History of the EU Single grocery storeIn this musical composition I int suppress to look at the two communications presented by the European Commission, to the European Parliament, the European Council, the European Economic and Social commissioning and the Committee of the Regions. These two communications, Single mart Act I Single grocery store Act II, both talk about proposals that if implemented, should make the Single Market of the European Union much better by eliminating any obstacles which were found in the systems at the time of writing. To understand better the Single Market, angiotensin converting enzyme should look at the history of this on-going process and then, take a look at what the Commission proposed through these two communications. This should lead to a better understanding of how these proposed set of actions would build up the EUs internal market.History of the EU Single MarketMoving freely within the European Union (EU) today seems to be a very coarse activity and very often it is taken for granted. Looking back in time and seeking the beginning of this concept, one can better understand why this was necessary and important for the EU, what were the rates needed and what it took to achieve this goal. It is important to mark the landmark political decisions and historical facts that brought us to live this dream, which is also considered as one of the EUs greatest achievements. The need of a greens market has been long discussed from 1957, since the Treaty of Rome which created the European Community. The main objective of this proposal was to give Europe a new push, to take integration to an upper level and to stomach free movement of goods, services, capital and persons, therefore a common market. Of course, this was a vital step since one cannot build a common Europe without having a common market. These four fundamental freedoms were the basis of the real European Economic Community (EEC). This common market became a reali ty with the removal of barriers and internal borders within the European Union. Although on 1st July 1968 the customs duties on goods going around in the EU member states were completely removed, there remained non-tariff barriers like differences in the requirements of safety and packaging of different member states or between national administrative procedures. Consequently, these barriers did not allow the manufacturers to market the kindred goods in different European countries.1After this step, it took until 1985 for the leaders to decide to grow back to the realisation of this single market. The single market was a response for a long-standing crisis in the EEC especially created in the 1970s the things that mostly effected the economy were the oil crisis of 1973 1979 (which caused a lot of inflation with locomote prices and which therefore created unemployment), the rapid advancements in technology, the changes occurring in the economy world and also the emergence of new strong competitors such as Japan and newly industrialising countries from siemens East Asia.2The European Commission led by Jacques Delors, in 1985 presented a common response to that of the leaders themselves. The Community decided to complete the construction of the great internal market in stages which was to be finalised at the start of 1993, and therefore, the ambitious date and goal were written into the Single European Act signed in February 1986. This led to the gradual removal of internal barriers and borders within the European Community, national standards were getting harmonised, and rules determining the way governments should buy services and goods were created. There was also the liberalization of financial institutions, the Value Added Tax (VAT) rates were being set to a standard level and there was also the setting of European business laws. totally these measures were taken to create the single market.3Until 1992, the national regulations of the 12 member state s were replaced by one rule which was common to all of them and regulated all the countries in the same manner after the EU adopted nearly 280 pieces of legislation. The monetary union was also planned and the Maastricht Treaty was the first step of the creation of the Euro, which came into use on 1st January 2002. After all these steps and hard work towards this dream, on 1 January 1993 the physical borders between EU countries vanished completely and the European Single Market was officially a reality for the member states of the EU.412 open ups of the EU Single MarketAfter all the work done to create the Single Market of the EU, there were still some things which were not functioning as they were meant to be and according to their original purpose of creation. Although one of the main benefits of the Single Market was that of deliverance economic growth in the member states of the EU as was predicted and argued in the Cecchini Report5, it has been proven by many studies and sta tistics that this mission was not fully fulfil and the targets were not fully reached. The faults present in this system were addressed both by the Italian Prime Minister Mario Monti and the Maltese MEP Louis Grech in their reports A current Strategy for the Single Market Delivering a single market to consumers and citizens, respectively.Taken from the original Cecchini ReportTherefore, the only thing that could protagonist to get the expected results was to land the policies and develop a proactive and cross-cutting strategy6to give the single market the opportunity to develop its full potential7. This was done through the Single Market Act I which was presented on 13th April 2011. In this communication, the Commission expressed its proposals which should help to eliminate any obstacles which are not allowing full movement of services, aim and creativity across the member states. The Single Market Act and the actions which were proposed in this communication are aimed at givin g all the citizens and businesses of the EU the ability to have full access and full beneficial that can come out of this Internal Market and strengthen their confidence in this system. All in all, the end result should be a smart, sustainable and inclusive growth8and also the creation of to a greater extent jobs for the citizens. This was all presented in the so called Twelve levers which the Commission has come up with. Each one of them is aimed at strengthening the Single Market in different ways. Here are some of the most important levers.Levers colligate to free movement of capitalThe first lever negotiation about the Access to finance for SMEs since the world has gone through financial crises, businesses in the EU have become to a greater extent restricted and limited and cannot get the loans they need from the banks to advance in their industry by manufacturing innovative products and market them. Through a change in legislation, this lever proposes to make funds more acces sible to SMEs so they can invest more and provide a better, smarter, innovative and more advanced technology. This should also be an incentive for SMEs to operate across borders and raise capital abroad.9Levers Related to free movement of personsThe second lever which is about Mobility for citizens, talks about creating a European professional card that get out make mobility for workers across the EU easier while building a better level of reliance and cooperation between different countries of the EU. Another proposal was the creation of the European skills passport which is a record of the skills possessed by a person who can buy the farm across the EU and find different jobs. This way, the citizens can always have a proof of their skills.10Another lever aimed at facilitating the free movement of persons is the seventh lever proposed which talks about The digital single market. This lever proposes that there should be a mutual electronic identification and authentication throu ghout the EU. This will be beneficial not only for people moving from one country to another, but also to businesses and public authorities, therefore it can also help in increasing the effectiveness of public services and procurement, service provision and electronic commerce (including the cross-border dimension).Levers Related to free movement of goods servicesThe fifth lever talking about Services highlights the importance of standardisation as a tool used in the free movement of goods. This tools importance is growing larger also in the services sector. This will help in improving cross-border services mainly between businesses and combat unfairness, by developing a more effective, efficient and inclusive system.11This system will work to see that standards are adopted quickly and adapted to new technologies. This will enable SMEs other confusable groups to become more involved while standards remain available to everyone.12Levers Related to Law EnforcementStrengthening the EU Single MarketConcluding Remarks

Human Resource Policies And Practices At Tescos Management Essay

Human Resource Policies And Practices At Tescos Management EssayThis advertise reviews and discusses the Human Resource policies and practices at Tescos. The agreement has introduced a gamy cargo set which offers upbringing and using to all employees. They have developed their kitchen-gardening through extending their logo every little helps to prove their commitment to employees as puff up as to customers. This has proved a world class model and very supremacyful for the organisation.Organisations be implementing strategical HR as a change agent, not to replace an out dated personnel department. Although there is still evidence at bottom the UK that once these interventions are implemented, they just replace the social function of the personnel department. To be effective HR belongs on the board of an organisation.The organisation that will be reviewed is Tescos during the past decade they have introduced strategic HR with increase discipline of employees. The power of HR within the organisation has increased in importance. Their practice of reproduction and the importance of HR will be reviewed with the current theory.This organisation was chosen, through their entrance expression of strategic HR policies, which has led to an increase in business. This has present they are a first class provider of training to their employees, and has given scope for the organisation to expand into new markets.Tescos operates in a very competitive market the consumer has a choice where to shop for their groceries. They have expanded their portfolio to include CDs, DVDs, electrical goods and clothing. deep they have expanded into the pecuniary services offering customers products from Credit cards to insurance. All their products are available on the internet 24 hours a day.Their catchword every little helps is used to show their commitment to customers, this has been used to reduce prices and to increase the take of customer service. This slogan is now u sed in their supply training, that any intervention will increase the friendship of the work force.The organisation is widely reported in news papers, this is due to the success of the business. They are promptly expanding in the UK with the opening of their Metro stores and into new and foreign markets. This has taken a great deal of their resources in the planning and implementing stage of expansion. The core units need to prevail focused, to retain the reputation they have built. Reinforcing the culture and values through training will focus employees on their roles.Tescos HR PolicyThis section will report on the organisations HR policies, the information is taken from current articles and their web site which is outlined in the appendices.Tescos profits have soared 20% in the last year, fetching them to a record 2 billion and setting a new milestone for UK business. The company takes almost one of every three pounds spent in a supermarket, and to a greater extent than one of every eight pounds spent on the High Street. The supermarket chain is Britains biggest private employer with nearly 260,000 staff (Poulter, S. 2005).The military man-resource strategy at Tescos revolves around work simplification, challenging unwritten rules, rolling out core skills to all head-office employees and performance management linked to achieving steering-wheel targets. This highlights the way in which Tescos business measures are virtually linked to performance management (Anonymous 2003).Tesco assures that each and every employee has the opportunity to understand his or her individual role in contributing to the Tesco core purpose and values. This requires an sophisticated induction programme that caters for different cultures, styles of schooling and varying commitments to the art. The frontline employees are considered the ultimate reflection of Tesco to its customers, but all employees have a very important role to play in turning core values and customer co mmitment into reality on a daily basis (Whitelock, N. 2003).A major Tesco challenge is to ensure that all of its employees, wherever they work, are aware of the role they play and that they can clearly see how their actions affect the big picture of the overall business. The training creates a graphical journey through the history of Tesco, its core purpose, values, business goals, financial aims, operations and marketing strategy and its commitment to customers. All employees are receiving more training than before (Whitelock, N. 2003).A benignant-resource-led business strategy has helped Tesco to take the lead over its rivals in the fiercely-competitive UK supermarket sector. The strategic policy (Future) started in the companys supermarkets, where its aim was to free up stores employees so they could do more and improve customer service (Anonymous 2003).Future concentrates on providing a clear way of defining roles, responsibilities and activities. The system guarantees that al l employees are responsible, accountable, consulted and informed. A group of 13 key management techniques is used to improve the core skills of the workforce. The techniques include root cause analysis, problem solving, plan-do-review, situational leadership and coaching for high performance (Anonymous 2003).For the first time, people have been made a core element of strategy. The importance of this strand of the project has been recognize by putting a senior director in charge. Quarterly board meetings always review human resource issues. Tesco now tracks human-resource information as closely as financial results (Anonymous 2003).Looking ahead, Tesco intends to continue its emphasis on increasing the skills of its workforce. The firm aims to make learning into a truly integrated part of its culture, as an important way of developing organisational flexibility and remaining one step ahead of its rivals (Anonymous 2003).Analysis Of HR Practices At TescosThis section of the paper wil l discus Tescos approach to HR and compare this to current thinking.Recognition of the importance of HR in the UK has increased in recent years this is a result of competition from overseas economies. In countries for example Japan, Germany and Sweden investment in employee development is higher that the UK. This has led to some organisations reviewing their policies on training introducing continuous investment in their employees (Beardwell, I et al 2004). on that point are fundamental differences in the approach to HR. Storey (1987) discussed these as hard and soft versions of HRM The hard version places little emphasis on workers concerns and, wherefore, within its concept, any judgments of the effectiveness of HRM would be based on business performance criteria only. In contrast, soft HRM, while also having business performance as its primary concern, would be more likely to advocate a parallel concern for workers outcomes (Storey cited in Guest, D. 1999).The appearance of know ledge based economies, has deep implications for the factors of growth, the organisation of production and its effect on employment and skill requirements. This may call for new niduss in industry related government policies. The prime minister stated that education is the best economical policy we have. That through the policy of lifelong learning the UK would have the knowledge to compete in the new economy (Tony Blair PM (1998) DTI White Paper). Tescos have exceeded the governments expectations for learning, having introduced training as a strategic advantage.It is argued that organisations require new skills to survive the new thinking is based on complexity and chaos theory. Organisations are viewed as self-regulating, emergent, open, only systems. This contrasts the metaphor of organisations being machines to that of organisations as living systems (Capra (2002) cited in Nixon 200458).Tescos have strategically integrated HR into their overall plans. Managers have been to ut ilise aspects of HR in their closing do. This has shown high commitment to HR, attempting to gain acceptance from all employees, and offering to all employees basic and broad training (Beardwell I 2004). The big picture of Tescos strategic direction is discussed with all employees. This helps the individual employee to understand their role and importance within the organisation. Therefore, they place a high value on their human resource.There has been an increase in training within the organisation all employees now receive more training than before. This is a result of the HR department taking a strategic role. HR is not an administrative department within Tesco they are proactive and are on the strategic level of the organisation. This increase in training precession has been supported by a rise in Human Resource Management. This practice emphasises that increased growth can only be maintained in the long run by equipping the work force with the skills they need to complete t heir tasks (Mullins, L. 2005).Strategic HRM has gained both credibility and popularity over the past decade, specifically with consider to its impact on organisational performance (Paauwe, J Boselie P. 2003). Each employee is considered a part of the overall strategy hence they are instructed on the importance of their role. This training is delivered in a way that encompasses all learning skills and leads for cultural difference.There is an increased need for a higher value to be placed on employees, and therefore get the best performance from the employees. According to Delany (2001) made organisations keep people issues at the fore front of their thinking and at the core of their decision making and planning. Delany adds organisations that get the people things right are the organisations likely to be around in the future (Delany (2001) cited in Mullins, L. 2005748). Being the largest Private employer in the UK Tesco takes this responsibility seriously, this is demonstrated through their training and development policy. This has exceeded the governments recommendations for training of the individual and the move towards a learning society.For HR to succeed it moldiness take on a proactive role within the organisation. Strategic HR creates value by providing opportunities for organic learning, development of intellectual capital and enhances core competencies. This value is crucial to the organisations future success (Treen, D. 2000). Employers are increasing extorting the best possible performance from employees. Best practice will increase the skills of the current workforce, and with recruiting it will reinforce the culture of a exceedingly skilled work force (Mullins, L. 2005).Reinforcing learning within in an organisations, requires what Hawkins (1994) called a change at the heart this change is in the understanding of learning, a convert from viewing learning as being abrupt facts to learning as a more multi-faceted and dynamic process (Hawkins, P 19949). This learning environment with Tescos has been extended to encompass all aspects of the work environment.The learning process has been challenged to create a culture that allows continual learning throughout the organisation. As knowledge is what matters, organisations and individuals alike must become continuous learners (Hawkins, P 1994). The organisation runs an academy that recognises skills in the individual. The training is identified from core, operational and leadership skills. All employees can access the core skills. These development programmes are tailored to the individuals skill level. The delivery method for the training is varied, allowing for the individuals learning preference.Tescos operate within a fiercely competitive sector, using a human resource led business strategy, has help to place them in the number one position. This is only sustainable if the strategy is on going, with competitors actions monitored for any changes (Mullins, L. 2005). To full y consummation the wealth of knowledge contained within an organisation, it must be realised that it is in human resource management that the most significant advances will be made. As a result, the human resource department must be made a central figure in an organisations strategy to establish a knowledge basis for its operations (Armstrong, M 2005).The principal function of any organisation is to increase the value of the business and therefore enhance the wealth of its Owner(s). This is obtained by competent use of the limited resources available to them (T Blackwood, 1995). Garrick (1998) discussed that training inextricably linked to market economics, that knowledge is prized in so far as it can generate a market advantage(Garrick 19985). This leads to the assumption that though training and developing employees, it can give the organisation advantage, increasing profitHR and training literatures highlights the organisational benefits to be gained from adopting a domineerin g approach to HRD, therefore the ongoing development of employees skills underpins the wider business objectives (Keep, E 1989). This systematic approach to training often includes models that identifying needs, planning, delivery and evaluation. Harrison developed an eight stage model to identify monitor and evaluate training. The evaluation stage is possibly the most problematic part of the training process (Reid, M and Barrington, H 1997). The organisation has seen the advantages that training can give, and has fully incorporated this into their business. The process of training is formalised through recognition of the need and continual review.Organisations no longer offer a job for life there is no longer guaranteed employment, with a pension as a reward for loyalty and compliance. The psychological contract between employer and employee has shifted. Employees are increasingly mobile, ever-changing employment for promotion, reward and job satisfaction top employees have more ch oice as to where to work. To retain these key employees the organisations culture needs to allow an environment of personal growth (Harrison, R 2002).With less job security, the best reward an organisation can give an employee is transferable skills (Marchington M Wilkinson, A 1997). With the changing employment market, employees musical note less job security and are taking more responsibility for their career paths. The skills they are taught within Tescos could be transferable therefore in the long run they could benefit competitors. Although the benefits of training the work force exceed the disadvantages, this employee mobility should not be ignored.Their every little helps slogan is easily recognised by the customer, but is also built in to the training program. This slogan is part of the ethos and culture that is Tesco. The organisation surveys their employees to gauge motivation and to identify training which employees require. This goes get along than just identifying or ganisational benefits of training. Individuals can plan for the future career. Career development is important to the individual employee (Armstrong, M 2005)Harrison (2002) noted this as an organised planned effort comprised of organize activities or processes that result in a mutual career-plotting effort between employees and the organisation. This is a central component of the psychological contract that binds the individual to the organisation (Harrison, R 2002). This further complicates the role of the HRD practitioner, balancing organisational needs with the individuals expectations. Some employees will develop their career with one employer, while others require transferable skills. The organisation requires employees with the right skills to ensure and sustain competitive advantage (Armstrong, M 2005)Conclusions And DiscussionsTescos long term strategy is to continue to place value on employee training and to integrate this value into the culture of the organisation. They a re using this approach to maintain their competitive edge. The value that is placed on HR demonstrates commitment from the top levels of the organisation to training. Tescos intentions are to maintain this increased emphasis on staff training and to integrate this learning fully into the organisation. There is constant reviewing of the intervention, and make adjustment were necessary.The study of Tescos HR policies has demonstrated that by introducing a higher level of training to all employees it has an affect on the bottom line. When the employees are trained and demonstrating a higher commitment to the organisation they feel part of the overall strategy. This leads to employees feeling valued and therefore a more committed work force. This is then felt by the consumer, with a higher level of service, which gives the organisation added value.The entire organisation is involved in training. This training is offered at all levels within the organisation, Managers and facilitators ar e developed to deliver this intervention. Employees have control on their training after the initial induction process. This allows employees control of their career path, with the choice of whether they want to move up the ladder or not.There is conflict within the majority of organisations in the UK as to how much of the resources will be dedicated to training. This buy off for the economic resources, can prove short sighted in the long term. Training has always been the the first cost cuts in times of recession. Yet with todays enviroment, organisations need to train the work force to survive. Whereas organisations that embrace knowledge and learning satisfies the physcological contract and helps to retain and nuture employees. The cost of not devloping employees in the long term is far greater than the cost of developing them.The HR department in Tesco is proactive, not getting caught in the every day administrative function. Their model of HR is one of best practice and high co mmitment. This has allowed the organisation to focus on the human resource with such practices as training issues. This focus on HR is vital to the success of the organisation, without commitment, it would amount to a waste of resources.Tescos is a very lucky UK organisation. They have increased their market share and retail units over the past five years. This has been achieved partly through a fully integrated HR department. Although this is not the only factor to their success, it has certainly been a major factor in it.Other organisations could benefit from reviewing Tescos policies. They have demonstrated a model implementation of HR. This has been a contributory factor to their increase in profits. Competitors will need to review their training policies, to reduce Tesco market share. Training as an intervention has been a successful policy in the organisation, the evidence points to increased profits from training.

Leadership style in national oil corporation

leading expressive way of life in national fossil oil color corporationCHAPTER mavenINTRODUCTION1.1 Background of the guideLibya is a member of the Organization of Petroleum Exporting Countries (OPEC) and holds the largest proven oil reserves in Africa. Libya has attracted hydrocarbon exploration since 1956, when the first animate being oil well was drilled onshore in the Sirte Basin. Libya granted multiple concessions to Esso, Mobil, Texas Gulf, and otherwises, resulting in major oil discoveries by 1959. The government dominates Libyas economy through project of oil resources, which account for approximately 95% of export earnings, 75% of government receipts, and over 50% of GDP. The theme fossil oil association was constituted in 1970. It dominates Libyas oil industry, along with a number of sm each(prenominal)er subsidiaries, which combined account for around half of the countrys oil out(p)put. Figure 1.1the map of Libya describes Gas Pipeline, anele Pipeline, oil Field, liquefy Gas Planet rock oil Terminal ( oil color Exporting harbor) and Petroleum refining which owned and controlled by subject area Oil potbelly stove in Libya. interior(a) Oil mountain is showing out exploration and production operations through its own affiliated companies, or in participation with other companies under service contracts or any other kind of petroleum investment agreements. This is in addition to marketing operations of oil and gas, locally and abroad. NOC has its own fully owned companies which carry out exploration, development and production operations, in addition to local and international marketing companies. NOC also has participation agreements with specialized international companies. Such agreements have create into exploration and production sharing agreements, in accordance with the development of the international oil and gas industry, and international petroleum marketing. The bailiwick Oil Corporation of Libya (NOC) is a state-owned political party that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to attempt to promote the Libyan economy by undertaking development, concern and exploitation of oil resources as well as by participating in provision and executing the general oil policy of the state.The Brega Petroleum selling Company, a subsidiary of NOC, was set up to carry out the marketing activities of NOC, and the marketing assets of all the foreign oil companies were nationalized. A point of thatduring the past quaternion decades, the electric shock of leading styles on organisational executing has been a topic of interest among academics and practitioners working in the area of leaders (Darwish, 1998 Sadler, 2003 Rowe et al., 2005 Gadot,2007 Yiing, and Zaman Ahmad, 2009). The researcher would akin to examine how leaders style influences organization performance in Libya in (NOC). Rowe et al (2005) pointed out that the most prominent rea son for this interest is the considerablespread doctrine that lead behind affect organizations performance (Jing and Avery, 2008).In addition, the creation of a state-owned oil company allowed Libya to follow in the footsteps of other oil-producing economies, where control of much(prenominal) a revenue-generating resource lay with the government. Soon after its establishment, NOC signed a joint venture agreement with the U.S. Occidental Petroleum involving production-sharing. In 1971, NOC arranged a bear upon deal with Sincat of Italy for refining oil products for domestic consumption, thereby providing a cheap supply of oil for internal Libyan consumption. A joint drilling company was formed with Saipem, a subsidiary of the Italian ENI, in early 1972. By April 1974, production-sharing agreements had been reached with Exxon, Mobil, Compagnie Franaise des Ptroles, Elf Aquitaine, and Agip. By using the surplus funds and proficient expertise of the foreign oil companies, the pro blem of stimulating investment in exploration was resolved. In 1980, the Libyan Arabian Gulf Oil Company (Agoco) was established by NOC through the amalgamation of the Arabian Gulf Exploration Company, Umm-al-Jawabi Oil Company, and direct NOC exploration and production interests. NOC continued to make production-sharing agreements. In 2004, NOCs estimated crude oil output was 1.623 million barrels per day. The company hoped to raise its production to two million barrels per day by 2007. Figure 1.2 below shows the revenue of National Oil Corporation in Libya from (1999 to 2009).This study set out to inquire whether there is an interrelation between transformational leading style and organisational civilization, and the upshot of organizational horti finis on the relationship between transformational leadership style with organizational dedication and job contentment in the National Oil Corporation in Libya. In particular, our association would benefit from an understa nding of how leadership and organizational nicety affect job comfort and organizational commitment. The study examines Libya National Oil Corporation in relation to leadership style in the organization. Thus, the study also would like to explore an organizational civilization of the National Oil Corporation and ultimately how does leadership style in particular transformational leadership style may influence the National Oil Corporation progresses. The subject of leadership is interesting for umteen researchers. In addition, the continued search for good leaders has resulted in the development of many leadership theories (Mosadegh and Yarmohammadian, 2006). According to Oluseyi and Ayo (2009) Leadership is a central feature of organizational performance. This is an essential part of care activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of mien to enhance performance. Leadership might be vi ewed in monetary value of the role of the leaders and their ability to achieve effective performance from others. In recent years, leadership has been studied in various ways, depending on the researchers methodological preferences and definition of leadership (Chen, 2002 Reuvers, et al., 2008 Gadot, 2007). Oluseyi and Ayo (2009) defined Leadership as the moral and intellectual ability to visualize and work for what is best for the company and its employees. Good management and effective leadership help to develop team work and the integration of individual and group goals. On the other hand, Kenny and Zaccaro (1983) suggested that leaders to be successful fill a behavioral repertoire and the ability to select the right role for the spot. To do this, leaders need two cognitive and behavioral complexity and flexibility a leader needs the ability to perceive the needs and goals of a constituency and the ability to adjust ones in-person approach to group action (Leban and Zulauf 2004). Therefore, Mosadeghrad et al (2006) pointed out that while there are several styles of leadership much(prenominal) as autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership. Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behavior. Different styles were needed for different situations and each leader needed to slam when to exhibit a particular approach. No one leadership style is ideal for every situation, since a leader may have knowledge and skills to act effectively in one situation but may not emerge as effectively in a different situation. In contrast, Darwish (1998) pointed out that there is wide disagreement among scholars with consider to effective leadership style. For instance, Brozik (1994) argues that no one type of leadership style is the best in all situations. The leader, subordinates and the environment or the task determine the potence or ineffectiveness of each style Kur (1995) believes that effectiveness in leading is directly related to the leaders way of thinking about him, subordinates, organization and environment. Likert (1977)argue that the participative style is more productive in any finishing. In the last iii decades many scholars had have increasing attention to two new paradigms called transformational leadership and transactional leadership where the interests of the study are. It added a new dimension to organizational studies, namely the visionary aspect of leadership and the emotional involvement of employees within an organization. The basic notion is that a visionary leader smoke create an impression that he has high competence and a vision to achieve success (Jing and Avery, 2008). According to Bass (1985) real a theory of visionary or transformational leadership whereby the leader inspires and activates subordinates to perform beyond normal expectations (Ji ng and Avery, 2008). The study would like to examine this in National Oil Corporation in Libya. On other hand, Lowe et al., (1996) pointed out that there are four dimensions of transformational leadership style such(prenominal) as Idealized influence or charisma, inspirational motivation, intellectual stimulation, and individualized consideration. (Bass et al., 2003 Piccolo and Colquitt, 2006), defined these dimensions for transformational leadership as followsIdealized influence or Charisma is the storey to which leaders behave in such a charismatic way that followers identify with them. Inspirational motivation is the degree to which leaders articulate visions for the future that appeal to followers.Intellectual stimulation is the degree to which leaders challenge assumptions, take risks, and solicit followers ideas. Individualized consideration is the degree to which leaders attend to followers needs, act as mentors or coaches, and beware to followers concerns. Bass, (1985), B urns (1978) Leadership is considered a factor that has a major influence on the performance of organizations, managers and employees. More recently, researchers have focused of importly on the subordinates perspective and proposed two main facets of leadership transactional and transformational. This theory suggests that transformational leadership, more than transactional leadership, has a stronger arbitrary effect on employees attitudes towards their job, their job environment, and ultimately affects their work performance. Oluseyi and Ayo (2009) pointed out that leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. On the other hand, X enikou and Simosi (2006) suggested that organizational culture and transformational leadership have been theoretically and empirically linked to organizational effectiveness. During the 1990s a number of comparative studies on the culture-performance link showed that certain culture orientations are conducive to performance. Lok and Crawford (2004) pointed out that organizational culture can influence how people set personal and professional goals, perform tasks and administer resources to achieve them. organisational culture affects the way in which people consciously and subconsciously think make decisions and ultimately the way in which they perceive. While other researchers has suggested that organizational culture can exert great influence in organizations particularly in areas such as performance and commitment.Bass (1985) said that transformational leaders frequently pitch their organizations culture with a new vision and revision of its shared assumptions values and norms. In a transformational culture, there is generally a sense of purpose and a feeling of family. Superiors feel a personal obligation to help new members assimilate into the culture. Assumptions, norms, and values do not preclude individuals from pursuing their own goals and rewards. In addition, Bass (1985) mentioned that transformational qualities lead to performance beyond expectations in organizational settings. A study of Ogbonna and Harris (2000) organizational culture and leadership finds that the two areas have been independently linked to organizational performance. A poor critical research attention has been devoted to understand the links between the leadership and culture also and the impact that such an association might have on organizational performance (Ogbonna and Harris, 2000). Organizational commitment is an measurable employee attribute from the organizations perspective. Several studies have shew relationships between high-commitment gentle resource policies a nd positive organizational outcomes such as productivity, quality, and profitability (Perryer and Jordan 2005). Organizational commitment has been studied in relation to employee performance there is still considerable controversy surrounding the precise character of the relationship. While there is some evidence to suggest that organizational commitment is a mediating variable between leadership and performance. Consequently, studies that examine the complex relationships and interaction between these variables will be of value to management theorists and practitioners.Lok and Crawford (2004) said that organizational commitment and job satisfaction have received significant attention in studies of the work place. This is due to the general recognition that these variables can be the major determinants of organizational performance and effectiveness. A numerous of studies in the area of job satisfaction and organizational commitment have been asserted that leadership and organizatio nal culture have significant impact on both job satisfaction and organizational commitment (Chen and Francesco, 2000 Mathieu and Zajac, 1990 Williams and Hazer, 1986). Lok and Crawford (2004) had the same result in his research which has been done to make comparative between Hong Kong and Australian managers the result confirms that organizational culture and leadership styles are important organizational antecedents of job satisfaction and commitment. However, the influence of national culture on leadership styles, organizational culture and their attendant effects on employees job satisfaction and organizational commitment were not explored intensively enough in National Oil Corporation in Libya. To occupy National Oil Corporation in Libya for the current study because Libya is a member of the Organization of Petroleum Exporting Countries (OPEC). It holds the largest proven oil reserves in Africa which make it as one of the most important oil-producing countries in Africa and in the world. Therefore, petroleum sector in Libya is very important sector which is like the anchorman of Libyan economy. In this context, National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertaking development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state.In additionally, the study expected to offer some effective information of leadership style in National Oil Corporation in Libya, and hopes that this profitable information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. 1.2 Purpose of Research StudyThe purpose of this study is to explore the relationship between transformational leadership, organizational culture, with job satisfaction and organizational commitment in National Oil Corporation in Libya. Cameron and Quinn (1999) pointed out that numerous studies report the most frequent reason given for the failure of planned organizational change was due to a neglect of the organizational culture. According to Schneider (2000) Organizational culture is a key to organizational success, and effective leadership is the means by which the culture is created and managed. Understanding organizational culture is an important activity for managers because it affects strategic development, productivity and learning at all levels of management (Twati and Gammack, 2006).The relationship between transformational leadership style and organizational culture was examined by some researchers such as Xenikou and Simosi (2006), who asserted in his study that organizational culture had direct impact on organization performance while transformational leadership had indirect positive influence on performance through its impact achievement orientation. T his study showed that organizational culture mediates the effect of transformational leadership on performance. Therefore, the purpose of the study is to accept or reject the suppositions that there is a relationship between transformational leadership style organizational culture with job satisfaction and organization commitment in National Oil Corporation in Libya. Therefore, Yiing and Bin Ahmad (2009) pointed out that leaders behaviors have positive and significant relationship with organizational commitment. On the other hand, cultures have significant moderating effects on the relationship between leadership behaviors and organizational commitment. However, the main academic purpose of this study is to make a contribution in leadership field behaviors on culture and on organization behavior in the petroleum sector in Libya.1.3 Problem Statement The oil sector is the most important sector in Libya. Libya is one of the most important oil-producing countries in Africa and in the w orld and that the interest in this sector is very important. Therefore, this sector needs professionals leaders who can achieve all the goals of both employees and organization. An organization absolutely on capital can borrow money, and one with a poor location can move. But an organization short on leadership has little chance for survival (Darwish, 1998). A set of characteristics that help leaders to achieve the plans, programs, policies and strategy that have been developed and the advancement of their respective organizations. The most important of these characteristics experience, decision-making, knowledge and to deal with the environmental variables that may occur both within and outside the organization. The weakness of these skills and characteristics makes it difficult for leaders to carry out its functions and achieve organizations goals. Therefore, Chen (2002) found that transformational leadership behaviors have a slightly positive relationship with organizational com mitment. While Harris and Mossholder (1996), pointed out that organizational culture stands as the center from which all other factors of human resource management derive. It is believed to influence individuals attitudes concerning outcomes, such as commitment, motivation, morale, and satisfaction. In addition, Bass (1985) have mentioned that demonstrates the relationship between leadership and culture by examining the impact of different styles of leadership on culture. He argues that transformational leaders frequently work towards changing the organizational culture in line with their vision. Similarly, Brown (1992) observes that good leaders need to develop the skills that enable them to alter aspects of their culture in order to improve their organizational performance. The leaders of National Oil Corporation have to know that organizational culture, organization commitment and job satisfaction are very important factors can help them to achieve the goals of the organization, and these variables enhance organization performance. In short, and ground to what has been mentioned above, this study is trying to clarify the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment in National Oil Corporation in Libya. Which the researcher believes it does not exist in Libya National Oil Corporation. Specifically, the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment and how organizational culture effect the relationship between transformational leadership style with organizational commitment and job satisfaction in National Oil Corporation in Libya. The research questions are as follows Is there any relationship between transformational leadership style organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? Is there any relationship between transformational leade rship style job satisfaction in National Oil Corporation in Libya?Is there any relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya? Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya? Is there any relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya? 1.4 Focus and Research ObjectivesThe overall objective of this study is to examine the role of leadership style in the National Oil Corp oration in Libya. The specific objective in this study is to clarify the relationship between transformational leadership style with job satisfaction and organizational commitment while organizational culture is the mediate variable in the National Oil Corporation in Libya. The study expected to offer some useful information of leadership style in oil sector in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya.The breakdown of these objectives yields the pursual specific objectivesTo determine the nature of the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya.To determine the nature of the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya.To determine the nature of the relationship between transforma tional leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. To determine the nature of the relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya.1.5 Rationale of StudyPrevious studies have examined the link between leadership paradigms and behaviors and have shown a positive relationship, none has explained the nature of this connection, and therefore, how and w hy leadership affects performance. Future research needs to address this deficiency. In sum, found on the above discussion, there are many problems and gaps in existing studies of the leadership performance relationship that need to be addressed before a clear picture of this relationship can be drawn (Jing and Avery, 2008). Therefore, the aim of this study is to investigate the relationship between transformational leadership, organizational culture with job satisfaction and organizational commitment in the Notional Oil Corporation in Libya. Therefore, the topic of leadership is very important to the organization performance and the entire petroleum sector. Leaders can set the direction of the organization and it is very significance issue can lead the organization to achieve their goals. To do this study in the Notional Oil Corporation in Libya because Libya is the one of the (OPEC) organization and this sector is very important which is like the backbone of Libyan economy. There fore, organization culture influences organization performance and also the employees. Organization culture influence perceptions of employees towards investors of technology transfer. Additionally, try to add useful information to improve our knowledge for this field in Libya.1.6 Significance of Study This study is important for several reasons, to make a positive view of transformational leadership style in the National Oil Corporation in Libya. To clarify the problems and barriers encountered in application of transformational leadership style programs in the National Oil Corporation in Libya in the context to the case included in this study. In addition, to clarify the role of leadership to improve organization performance in the National Oil Corporation in Libya and to what extent this leadership succeeded to achieve organizations goals. On the other hand, this study is an attempt to participate in and contribute to research resulting in knowledge increases. Assist scholars, an d other researches in leadership field. The researcher achieved that the leadership style and organizational culture play a significant role to effect organizational commitment and job satisfaction in National Oil Corporation in Libya. In particular, how transformational leadership style and organizational culture can impact organizational commitment and job satisfaction in National Oil Corporation in Libya. Finally, the researcher achieved the nature of the relationship between all these concepts such as transformational leadership style, organizational culture, job satisfaction and organizational commitment in National Oil Corporation in Libya.1.7 Definition of legal injury1.7.1 LeadershipLeadership, like most other concepts in tender sciences, has no single or unique definition. It has been defined differently by different authors. Leadership is defined as the process of influencing employees to work toward the achievement of objectives. While others defined leadership as a man agement function, which is mostly directed towards people and social interaction, as well as the process of influencing people so that they will achieve the goals of the organization. 1.7.2 Leadership Style Leadership style is theway to understand why leaders, set about with seemingly identical situations, use such different decision processes. Leadership style can be viewed as a series of managerial attitudes, behaviors, characteristics and skills based on individual and organizational values, leadership interests and reliability of employees in different situations. In the other meaning, it is the ability of a leader to influence subordinates to performing at their highest capability.1.7.3 Transformational leadershipTransformational leadership is grooms followers into future leaders by giving them freedom to control their behavior, elevates followers concerns from physical to psychological needs, inspires subordinates to consider group or else than self interests, and communicat es desired outcomes to let subordinates perceive changes as worthwhile. While others said that transformational leadership, the leader motivates followers by inspiring them, setting challenges and motivating personal development. Transformational leadership encourages the achievement of high collective standards, through a sense of purpose and a common mission and vision.1.7.4 Organizational cultureOrganizational culture as a series of values, the measure of culture focuses on values, whereas definitions of culture which focus on artifacts lead to measures which focus on organizational creations. Organizational culture is the personality of the organization, which comprises of assumptions, values, norms and artifacts of organization members and their behaviors. Organizational culture can be looked at as a system based on the companys value and norms, and organizational behaviors such as its technologies, strategies, products, services and appearance. Organizational culture has been seen as holistic, traditionally decided, and socially built. Culture involves beliefs, values and behavior, exists at a various levels, and manifests itself in a wide range of characteristics of organizational life.1.7.5 Organizational commitmentThe word commitment is the strength of an individuals identification with and involvement in a particular organization. some(prenominal) researchers explained that commitment has three major components a strong belief in and acceptance of the organizations goals and values a willingness to exert considerable effort on behalf of the organization and a distinct desire to maintain organizational membership.1.7.6 Job SatisfactionSome definitions of job satisfaction focus on the job itself, while others included all the job-related factors. Some researchers have defined satisfaction as positive feeling or aggressive responses whereas others defined it as the gap between expected gains and the actual gain. Furthermore, fulfill employees have al so been shown to exhibit lower levels of absenteeism and higher levels of motivation than their counterparts. In contrast, job satisfaction is generally recognized as a multifaceted build up that includes employee feelings about a variety of both intrinsic and extrinsic job elements. It encompasses specific aspects of satisfaction related to pay, benefits, promotion, work conditions, supervision, organizational practices and relationships with co-workers. 1.8 Organization of StudyThe donation study arranged into six chapters as follows Chapter One is the background of the study, which states the purpose, problem narrative and research questions. This includes the rationale and significance of the study. It also describes the focus and objectives of the study, definition of terms and organization of the study. Chapter Two content overview of leadership concept, leadership theories, leadership styles and concentrate to transformational leadership style. This chapter also covers org anizational culture, job satisfaction and organization commitment. Studies on transformational leadership style with organizational culture, organizational commitment and job satisfaction, which include findings of previous studies and their relationship with the current research studies. Chapter Three introduce the research framework and overview, this includes statement of hypothesis. Chapter Four discusses previous research methodologies and the research design. This includes population and sample, which also cover the reliability and validity test of instruments used and the data analysis plan. Chapter Five elaborates on results of the data analysis and hypothesis testing which cover demographic characteristics and statistical analysis. This chapter also describes data analysis for research questions and hypothesis proposition. Chapter Six represents the research findings

To Save or Not To Save - That Is the Question Essay example -- Conserv

When you look at a bald eagle, you see how powerful and majestic this bird is, which is how many hatful feel about the United States thats why the bald eagle is our national emblem on our Great Seal. It would be a dishonor to our estate to have such a worldwide-recognized symbol of The United States extinct, but in fact thats exactly what almost happened. To service of process the bald eagle come up its numbers, on December 28, 1973, President Richard M. Nixon signed The Endangered Species Act. The law established procedures for conserving plants and animals in danger of extinction and those that are threatened, or likely to suffer peril in the foreseeable future (Cooper, Endangered Species Act 855). Since its establishment, the Endangered Species Act has been a topic of debate on whether the way the act is circumstances up now has been worth the securing of land, including land that is privately owned, the time to research and the money that has been spent.Once species are l isted as either threatened or endangered of becoming extinct the first move is to figure out what can be done to help them. What kind of habitat does it need to thrive? Is it quarantined to only a few regions of the country or widely located? Could it be introduced into new regions, whether rural or urban, and still have a contingency of survival? The lands that are being protected range from mountains to national parks to any neighborhood across the country, so that the smallest plant to the largest wild animal has an surroundings where they can continue to thrive. Some species have been reintroduced and their populations have recovered enough to bring them out of the endangered status and off of the Endangered Species Act listing. Wolfs and hoary bears are two out of the nu... ...ecies Act have their valid points. The two sides need to work together discuss which animals are vital to the balance of the eco-system and which plants could help create medicine that fight illnesse s like cancer. The laws need to reflect not only the time and money involved in saving the worlds species of plants and animals but also protect the livelihood of the populations of people who are involved in such areas. The balance between the two is possible as massive as both sides work with each other not against each other. Works Cited Arrandale, Tom. Disappearing Species. CQ Researcher 17.42 (2007) 985-1008. CQ Researcher. Web. 24 Mar. 2012.Cooper, Mary H. Endangered Species Act. CQ Researcher 9.37 (1999) 849-64. CQ Researcher. Web. 24 Mar. 2012.---. Endangered Species Act. CQ Researcher 15.21 (2005) 493-516. CQ Researcher. Web. 24 Mar. 2012.

Success of Communist Ideas in American Government Essay example -- Exp

The Success of Communist Ideas in American Government Ever since the beginning of the Cold War, Americans have held the account book Communism to have many negative connotations. Our country has been focused on preventing the spread of that evil form of government. Wars were fought in foreign lands American lives were lost defend the world from Communism. Many Americans would be horrified, then, to find that the righteous system of Capitalism actually incorporates many Communist ideas. In fact, many of Karl Marxs radical ideas have reached the near fundamental establishments in the United States government the government that did everything in its power to prevent the seeds of Communism from taking root in other countries. The government Karl Marx conceive of has never seen the light of day. The Communist governments were all familiar with, such as the ones in China and the former USSR, never came close to achieving true Communism. They can be better descri bed as dictatorships, rather than governments for the people. As such, the United States was correct in preventing their control over the world. However, as a result of the use of the pass judgment Communism, many Americans have equated this noun with dictatorship. To be Communist is to be in favor of a totalitarian government, they say. This simple prejudice lead to the age of McCarthyism, which destroyed the lives of supporters of Marxs ideas. So has Marxs Communism survived? Then and now, several of the United States government agencies are intrinsically Communist, taking their foundations almost directly from The Communist Manifesto. One of the most radic... ... best examples of collectivism can be found right here, in the United States. Works Cited Air Transportation Association - Industry Information. 21 July 2000. Air Transportation Association. http//www.air-transport.org/ mankind/industry/16.asp Board of Governors of the Federal Reserve System. 1 3 Oct. 2000. The Federal Reserve Board. 14 Oct. 2000 http//www.federalreserve.gov/ Brief Corporate History of AT&T, A. 2000. AT&T Corp. 17 Oct. 2000. http//www.att.com/corporate/restructure/history.html Marx, Karl. The Communist Manifesto. A World Of Ideas. Ed. Lee A. Jacobus. 5th ed. Boston Bedford, 1998. 212-232. Public Transportation Ridership Statistics Index. 17 Oct. 2000. American Public Transportation Association. 17 Oct. 2000. http//www.apta.com/stats/ridershp/index.htm

All About Florida Essay -- essays research papers fc

Did you know that for ever person that lives in Florida, four more people confer the state every year? Tourism makes up eighty-one percent of Floridas gross state product. Also, no trip is complete with prohibited tasting a fresh-picked orange or a slice of Key lime pie (Heinrichs 11). The excellent w wasteher and awesome beaches in Florida are irresistible to tourists. Floridas early history, geography, climate, wildlife, and economic system will be explained thoroughly in this paper.Florida was first sitetled over 12,000 years ago when people from Asia migrated to the Americas over the Bering Land Bridge. The first European to restore foot on the North American continent was the Spaniard Juan Ponce de Len. In Spain, there were rumors of a spring bubbling with the magical waters of young person (Heinrichs 15). He set out determined to uncover many rumors about the New World. On March 27th, 1513, he went ashore near present-day St. Augustine and called the res publica La Florid a for one of two reasons. It was either because it was Easter time (Pascua Florida in Spanish) or because of all the flowers he found there (Florida is Spanish for flowery). Unfortunately, Len was killed by an Indian attack on his second expedition of the area in 1521. The next explorer to try his luck in Florida was Pnfilo de Narvez. Gold was the object of his voyage to Florida, but he found none when he went ashore in Tampa Bay in 1528.The first actual settlement in Florida and North America as well was Fort Caroline. It was built by French Protestants who needed refuge from persecution. The fort was built at the oral cavity of the St. Johns River. When King Philip II of Spain heard about the French colony, he sent Admiral Pedro Menndez de Avils to eliminate the fort. He set up a fort where Len originally landed and called it San Augustin (St. Augustine). This became the first European settlement in North America that still exists today. The Spanish colony thrived with 140 Franc iscan missions and forts. However, by the 1700s, British and Indian raids burned out most of the mission forts. Florida went under British control in 1793 when the heptad Years War ended. However, Spain regained Florida when the American Revolution ended in 1783. Spain finally lost Florida to the United States in 1819 when the Adams-Ons treaty was signed between the U.S. an... ...l eat fish, crabs, shrimp, sharks and octopuses. Mines in Florida contain phosphate rock, petroleum, and natural gas, fullers earth, kaolin, limestone, thorium, and zircon.Florida, nicknamed The Sunshine State, is a tourist and retiree magnet. The states high temperatures, exotic wildlife, and mirthful skies attract people of all ages. Even the first Spanish explorers to the area thought it was a paradise. A leading producer of oranges, Floridas economy is outgrowth faster than any other states. From the shallow swamps of the Everglades of the south, to the hammock studded forests of the north, Florida is a truly unique state. Floridas early history, geography, climate, wildlife, and economy stand out from other states. It is a state that should be visited at least once in a lifetime.Works CitedBlakey, Arch F. Florida. World concur Encyclopedia. World Book Inc.2000. Vol.7, pp. 242-265.Florida Almanac from NETSTATE. NETSTATE.COM Online State Almanac (NSTATE, rev. 2001, 1997 accessed 5 June, 2001) available from http//www.netstate.com/states/alma/fl_alma.htm.Heinrichs, Ann. Florida. Danbury, Connecticut Childrens Press, 1998.

Anterior Crucient Ligament :: essays papers

Anterior Crucient LigamentThe Anterior Crucient Ligament also known as the ACL is usually injured in a forceful twisting accomplishment of the knee. It also may be injured by hyper extending the knee witch is when the femur is forcefully pushed across the tibia such as a sudden stop, while running or a sudden change in weight. The person will feel or here a sudden knock off in the knee. The knee may or may not get very swollen, but the knee will be very unstable so you can not walk and it is painful especially when it is moved after the accident. The anterior crucient ligament is a band of tissue which has two major strands is in the heart and soul of the knee and it crosses the posterior crucient ligament and extends from the back of the femur to the front of the tibia . The ACLs purpose is to give you the ability to stand and walk and prevents the tibia from movingforward. 2 months after I had surgery on my meniscus, I went snowboarding and crashed into a tree. My right leg was stuck in my binding and the board twisted and I felt a sharp pain and fell to the ground, but I got up and kept going. After the season was over I went to the doctor and got an MRI scan, it showed that I had rupture my ALC.