Ancient Dancing Girl of Mohenjo-Daro

The Dancing Girl of Mohenjo-Daro is what generations of besotted archaeologists have named a 10.8 centimeter (4.25 inch) tall copper-bronze statuette found in the ruins of Mohenjo Daro. That city is one of the most important sites of the Indus Civilization, or more accurately, the Harappan Civilization (2600-1900 BC) of Pakistan and northwestern India. The Dancing Girl figurine was sculpted using the lost wax (cire perdue) process, which involves making a mold and pouring molten metal into it. Made about 2500 BC, the statuette was found in the remains of a small house in the southwestern quarter of Mohenjo Daro by Indian archaeologist D. R. Sahni [1879-1939] during his 1926-1927 field season at the site. The Dancing Girl Figurine The figurine is a naturalistic free-standing sculpture of a nude woman, with small breasts, narrow hips, long legs and arms, and a short torso. She wears a stack of 25 bangles on her left arm. She has very long legs and arms compared to her torso; her head is tilted slightly backward and her left leg is bent at the knee. On her right arm are four bangles, two at the wrist, two above the elbow; that arm is bent at the elbow, with her hand on her hip. She wears a necklace with three large pendants, and her hair is in a loose bun, twisted in a spiral fashion and pinned in place at the back of her head. Some scholars suggest that the Dancing Girl statuette is a portrait of a real woman. Individuality of the Dancing Girl Although there have been literally thousands of figurines recovered from Harappan sites, including over 2,500 at Harappa alone, the vast majority of figurines are terracotta, made from fired clay. Only a handful of Harappan figurines are carved from stone (such as the famous priest-king figure) or, like the dancing lady, of lost-wax copper bronze. Figurines are an elaborate class of representational artifact found in many ancient and modern human societies. Human and animal figurines can give insight into concepts of sex, gender, sexuality and other aspects of social identity. That insight is important for us today because many ancient societies left no decipherable written language. Although the Harappans had a written language, no modern scholar has been able to decipher the Indus Script to date. Metallurgy and the Indus Civilization A recent survey of the use of copper-based metals used in Indus civilization sites (Hoffman and Miller 2014) found that most of the classic Harappan aged objects made of copper-bronze are vessels (jars, pots, bowls, dishes, pans, scale pans) formed from sheet copper; tools (blades from sheet copper; chisels, pointed tools, axes and adzes) manufactured by casting; and ornaments (bangles, rings, beads, and decorative-headed pins) by casting. Hoffman and Miller found that copper mirrors, figurines, tablets, and tokens are relatively rare compared to these other artifact types. There are many more stone and ceramic tablets than those made of copper-based bronze. The Harappans made their bronze artifacts using a variety of blends, alloys of copper with tin and arsenic, and varying lesser amounts of zinc, lead, sulfur, iron, and nickel. Adding zinc to copper makes an object brass rather than bronze, and some of the earliest brasses on our planet were created by the Harappans. Researchers Park and Shinde (2014) suggest that the variety of blends used in different products was the result of fabrication requirements and the fact that pre-alloyed and pure copper was traded into the Harappan cities rather than produced there. The lost wax method used by Harappan metallurgists involved first carving the object out of wax, then covering it in wet clay. Once the clay was dried, holes were bored into the mold and the mold was heated, melting the wax. The empty mold was then filled with a melted mixture of copper and tin. After that cooled, the mold was broken, revealing the copper-bronze object. Possible African Origins The ethnicity of the woman depicted in the figure has been a somewhat controversial subject over the years since the figurine was discovered. Several scholars such as ECL During Casper have suggested that the lady looks African. Recent evidence for Bronze Age trade contact with Africa has been found at Chanhu-Dara, another Harappan Bronze Age site, in the form of pearl millet, which was domesticated in Africa about 5,000 years ago. There is also at least one burial of an African woman at Chanhu-Dara, and it is not impossible that the Dancing Girl was a portrait of a woman from Africa. However, the figurines hairdressing is a style worn by Indian women today and in the past, and her armful of bangles is similar to a style worn by contemporary Kutchi Rabari tribal women. British Archaeologist Mortimer Wheeler, one of many scholars besotted by the statuette, recognized her as a woman from the Baluchi region. Sources Clark SR. 2003. Representing the Indus Body: Sex, Gender, Sexuality, and the Anthropomorphic Terracotta Figurines from Harappa. Asian Perspectives 42(2):304-328. Clark SR. 2009. Material Matters: Representation and Materiality of the Harappan Body. Journal of Archaeological Method and Theory 16:231–261. Craddock PT. 2015. The metal casting traditions of South Asia: Continuity and innovation. Indian Journal of History of Science 50(1):55-82. During Caspers ECL. 1987. Was the dancing girl from Mohenjo-daro a Nubian? Annali, Instituto Oriental di Napoli 47(1):99-105. Hoffman BC, and Miller HM-L. 2014. Production and Consumption of Copper-Base Metals in the Indus Civilization. In: Roberts BW, and Thornton CP, editors. Archaeometallurgy in Global Perspective: Methods and Syntheses. New York, NY: Springer New York. p 697-727. Kennedy KAR, and Possehl GL. 2012. Were There Commercial Communications between Prehistoric Harappans and African Populations? Advances in Anthropology 2(4):169-180. Park J-S, and Shinde V. 2014. Characterization and comparison of the copper-base metallurgy of the Harappan sites at Farmana in Haryana and Kuntasi in Gujarat, India. Journal of Archaeological Science 50:126-138. Possehl GL. 2002. The Indus Civilization: A Contemporary Perspective. Walnut Creek, California: Altamira Press. Sharma M, Gupta I, and Jha PN. 2016. From Caves to Miniatures: Portrayal of Woman in Early Indian Paintings. Chitrolekha International Magazine on Art and Design 6(1):22-42. Shinde V, and Willis RJ. 2014. A New Type of Inscribed Copper Plate from Indus Valley (Harappan) Civilisation. Ancient Asia 5(1):1-10. Sinopoli CM. 2006. Gender and archaeology in south and southwest Asia. In: Milledge Nelson S, editor. Handbook of Gender in Archaeology. Lanham, Maryland: Altamira Press. p 667-690. Srinivasan S. 2016. Metallurgy of zinc, high-tin bronze and gold in Indian antiquity: Methodological aspects. Indian Journal of History of Science 51(1):22-32.

Iran And The Iranian Revolution - 1227 Words

Whilst the discontent that the Iranian citizens felt for their government and their economic situation was a contributing factor in the outbreak of the 1979 Iranian Revolution, it was the growing Western influence in Islamic culture that was the main cause for the revolution. The Iranian/Islamic Revolution refers to the events involving the deposing of Mohammad Reza Shah Pahlavi and pro-American government, and the replacement with an anti-Western authoritarian theocracy under the leader of the revolution, the Grand Ayatollah Ruhollah Khomeini. The revolution was mainly supported by various leftist Islamic organizations and Iranian student movements to firstly, protest against the increasing Westernization of Iran and secondly, it was in†¦show more content†¦The Iranian government only received 25% of the profits (Zaya, n.d.). As oil is one of Iran’s biggest export this seizure of the oilfields was a topic of great consternation. The conditions for the Anglo-Persian I ranian workers were dismal as the account in â€Å"All the Shah s Men: An American Coup and the Roots of Middle East Terror† illustrates. American author, Stephan Kinzer writes, â€Å"Wages were 50 cents a day. There was no vacation pay, no sick leave, no disability compensation. The workers lived in a shanty town called Kaghazabad, or Paper City, without running water or electricity† (Kinzer, 2003). As this is a primary source, it can be assumed that this is an accurate account on the conditions for the workers. This mistreatment of the Iranians and their government was the beginning of the distrust and aversion to the West in Iran. In addition, this distrust of the West only intensified when Mohammad Reza Shah Pahlavi, Iran’s monarchical leader, introduced †The White Revolution† which was inspired by Western ideals (Zaya, n.d.). Although the â€Å"White Revolution† funded the establishment of agricultural cooperatives, radically amplified th e utilization of fertilizers, tractors and harvesters and, most vital of all, provided property to 1,638,000 peasant families, 96 percent of the lower-class were also left

Airline Pricing free essay sample

A discussion on the multitude of interconnected issues of airline pricing. The following paper discusses how there is no one aspect that stands out as a single determining factor of price per passenger or per flight. The writer examines how the air carriers act with the interest of maximizing revenue, whether that maximization occurs over time or with each flight. The condition of the company itself is also a major consideration in how the price analysts approach their job, which is also discussed in this paper. Is the company struggling on the brink of or within bankruptcy? Do they need to break even or come out far ahead of their competition in the market? Also, the conditions of airports themselves can be a determining factor, especially in the long run: failure to expand capacity (of airports) will result in spilled demand and place an upward pressure on prices, (Economics FAQs). Because major hubs are experiencing a vast increase in air traffic, the resulting delays and decreased quality of service adversely affects demand. We will write a custom essay sample on Airline Pricing or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Decreased demand implies an increase in prices to compensate for lack of revenue. The Law of Demand is probably the key factor in determining price of air travel; its ancillary clauses including Demand Elasticity are also primary factors. Finally, we must consider the day-to-day decisions made by the airlines to determine what price changes to put into effect. These day-to-day tactics, described in Wells, involve the different fare levels and rules and restrictions placed on tickets. Significant variables influencing these decisions include peak/off peak seasons and other load-determining factors.

Project Management, Leadership and Skills Planning and Control

The leadership can be considered as an art to direct the intentions, attention, and efforts of the employees into a needed direction for the project to succeed. It should be stated that the question concerning the leadership and how it affects the working process remains one of the most discussed and argued. The differences in approaches and methods of implementation theory on practice provide the project managers with the variety of techniques and strategies that can be chosen for the suitable reasons.Advertising We will write a custom report sample on Project Management, Leadership and Skills: Planning and Control specifically for you for only $16.05 $11/page Learn More Although it is significantly important for the leader to develop the strategy that will lead the project and company for the successful outcome, it should be stressed that the role of the team should not be undervalued as the motivation and confidence in the accomplishment of the goals influences the working process greatly (Schunk 2012, p. 77). The main objective of the paper is to discuss the role of the leadership and the teambuilding in the project management, to center attention on the theoretical models and identify the ways for the inspiration and staff motivation. The motivational factors influence the efficiency of the employees and play an important role while project management. It should be highlighted that every individual in the group is different and unique, that is, their motivation is rooted in different things (Dwivedula Bredillet 2010, p. 160). The major task of the leader is to find the key to every person and to use appropriate methods and techniques of motivation to increase the level of interest to the performing tasks. Despite the fact that everyone is unique, some elements can motivate the whole group. The most difficult part is to understand what is needed to make people motivated; however, the deep listening technique, observation, and communication may be a helpful tool while identifying the motivational factors (Ervin 2012, p. 391). To get the better understanding of the issue, one should pay close attention to certain motivational exercise. According to the recent researcher in the field of motivation on the workplace, there different approaches that can be implemented into the working process (Rose 2014, p. 30). First and foremost, one of the fundamental tasks of the leader is to bring the team closer. It should be pointed out that it may be beneficial to use the flipchart to save all the discussed ideas. The purpose of every meeting should be clear to the team members; moreover, the workers should feel comfortable, respected, and be heard. Such attitude will encourage the employees and will satisfy them. During the meeting, the leader can ask everyone what the motivation is and what factors can motivate best. Usually, there are certain types of the motivation that can be considered as obvious one, for example , money, recognition, self-development, accomplishments, and promotion.Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, there is a hidden side of motivation like the flexible working schedule and the possibility to bring pets to the workplace. The leader should notice similarities and differences in motivation within the team. To avoid the misunderstanding, all the questions should be clarified as the flexibility of the working process may mean the ability to solve some issues over the phone, whereas some team members are sure that this is about coming to work earlier or later. The next step is to prioritize every motivator. The team members should score their motivator elements from the most important to the less, and then put the results into the flipchart. This way, the leader gets the opportunity to identify the most significant motivators that should be used while the working process for the project to succeed. After identifying the significant tools that can motivate people, the leader should try to find the possible ways to apply the gained knowledge. The most widespread motivational factors are the following, namely, responsibility, support, promotion, achievement, the feeling of progress, interest to work, flexible work arrangements, good relationship, and purpose (Shearer 2012, p. 50). Taking into consideration stated above motivators, it is significant to point out that responsibility can be used as a tool to increase the confidence and feeling of the personal power of the employee. Support can be important for some team members, in this case, the leader should understand what can be frustrating and what should be done to improve the working conditions or eliminate the obstacles. People commonly lose motivation when they do not see results, progress, or the purpose of the work. That is, it is significantly important to set realistic and short-term goals. However, it is not enough, as the team members should also understand that they are valued, so the thankful words for the hard work can contribute to the increasing level of the motivation. When people feel that they are involved in an interesting and unique project, it can be beneficial for the future outcome. By eliminating the stressful situations at the workplace, the leader gets a chance to improve the working conditions of the employees. The distracting and tense atmosphere influences not only the mood of people but also the way they perform tasks. The flexibility of the working process may also contribute to the motivational level; however, in this case, everyone should understand what it means and what consequences it may have. One of the opportunities is to make the starting and finishing hours flexible. Another approach is to change the working process and let some team members work freelance, although, sometimes it may influence the successful outcome of the projec t. The leader should pay a lot of attention towards this issue. The positive atmosphere within the team is one of the most significant factors for the team members to feel comfortable.Advertising We will write a custom report sample on Project Management, Leadership and Skills: Planning and Control specifically for you for only $16.05 $11/page Learn More Team activities are the best tool that can be used to unite people. The employees should have a time before the meeting to exchange thoughts and ideas, or simply communicate. The involvement of the leader in such discussions is significant as the communication about personal information contributes to the trust development. According to the recent studies, there are different types of the leaders and the techniques that can be implemented into the working process (Sethuraman Suresh 2014, p. 168). First of all, it should be stated that the authoritative type describes the person who guides the members o f the team using certain knowledge and shares his point of view and vision with other people (Saeed et al. 2014, p. 216). Such leaders understand the significance of collaboration. The next type of the leadership is coercive. It should be stated that the project managers who work with a very young people usually address to this approach, although, some of the teammates can describe this style as a dictator one. However, one should pay close attention towards the implementation of the coercive technique as it is appropriate only while working with people who lack needed skills and knowledge. In contrast to the coercive is the democratic approach, which is considered to be the one that lacks the guidance, it can be compared to the football game without the coach. One of the most popular styles of the leadership is all for one and one for all, that allows every team member to use personal creativity and to get involved in all the levels of the project organization. The team leader is t he person who draws conclusions from the challenges and mistakes and implements the appropriate techniques of the leadership to improve the work of the team for the project to succeed. The question concerning the best type of the management and leadership style seems to be unanswered as there is no approach that could satisfy the needs of every project. As the matter of fact, the prolific work of the team depends on the leader, that is, the pacesetter should be inspiring, flexible, set realistic goals, and be open to the new ideas. It should be pointed out that the successful leader understands the importance of changing the approaches with the development of the project as it is significant to correct or modify the style to achieve greater results. Leadership is believed to be the essential part of every successful project as the pacesetter can be seen as a guiding element towards the prosperous realization of the task. It is significantly important to be able to influence workers and the way they see their work for the accomplishment of the goals that were set in the beginning. The primary role of the leader is to set the direction and to evaluate the efforts that need to be done for the achievement of the objectives (Maley 2012, p. 99).Advertising Looking for report on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More There are certain characteristics that can be considered as the typical ones for the leader, among them are the following: the leader sees and uses every possibility, he is communicator, coach, learner, listener, coordinator, inspirator, the one who makes the difference not only in the working process but also in the life of the employees. However, it should be highlighted that the stated above description of the leader is not full as the guiding person is much more. The manager should combine every needed trait of character for the success of the project. The leader is not someone who is born with the all needed characteristics; moreover, one should understand that the leader skills should be developed. The background and the experience can help to gain appropriate knowledge; however, it is not enough for the true leader to arise. It should be pointed out that the learning process should be implemented for the leader skills to improve. The leadership theory deals with three aspects , namely situation, behavior, and traits (Northouse 2013, p. 19). The deeper involvement into the stated above approaches will provide the deeper understanding of the question. The theory, dealing with the trait description, is focused on an individual and the characteristics that are essential for the leader (Northouse 2013, p. 19). The traits usually involve the ones that can be learned, improved, and implemented from theory to practice. It should be pointed out that the leaders usually share the following traits, such as loyalty, motivation, integrity, enterprising spirit, confidence, and desire for learning and gaining knowledge (Bull 2010, p. 54). The enterprising spirit is about the understanding that one should be ambitious for the accomplishment of the goals, seek for development and improvement, and be demanding for the future results. One of the most significant leader traits is loyalty and the ability to admit that some mistakes were made to eliminate them while working f or the project’s improvement. The employees usually reflect the traits of the leader, that is, it is important for the manager to obtain as much leader skills and knowledge as possible. Taking into account the behavioral approach, it should be highlighted that the modern researchers usually determine three categories of the behavioral theory, namely the task performance, group maintenance, and the behavior while the decision-making process (Kerzner 2013, p. 34). The pivotal objective of the task performance is to communicate with the team, to stress the significance of the positive outcome, and focus on the results, quality, and efforts needed for the accomplishment of the discussed aims. The group maintenance behavior is centered on the importance of the working atmosphere, respectful and trustful relationship with every member of the group. As the matter of fact, the condition of the workplace and the overall mood in the organization influences not only the working process but also the outcome of every project. The fact that the employees can participate in the decision-making process can contribute to the feelings of the subordinates that they are valued, respected, and their opinion matters. Such type of the interaction between the leader and the employees is called democratic; whereas when the leader takes the decision on his own and does not consult the workers is believed to be autocratic. It should be pointed out that the ongoing debates concerning the question what style of the leadership is beneficial are still not solved as every approach has drawbacks and strength sides. The essential characteristic of the leader is the ability to adjust skills and knowledge to the different situation. The leader is essential to the success of the project; however, one of the most significant aspects is a team, and that is, teambuilding approach should be not undervalued. The different types of the team aimed to satisfy various needs of the company. It shoul d be stated that the functional team consists of people who perform their tasks on the permanent basis and make the company work stable, whereas the project team functions for the certain time that is needed for the goals accomplishment. People from various functional teams are grouped together for the achievement of the specific aims and will be disbanded when the task is performed. According to Bruce Tuckman, the specialist in the field of the dynamic of the group, every team should go through certain stages of development to be characterized as successful, namely forming, storming, norming, and performing (Johnson 2009, p. 368). While the phase of the forming the group is on the way towards the understanding the goals and objectives of the project, every member of the team works as an independent element. The primary task of the project manager is to direct the team towards the goal accomplishment. The next stage occurs when the team members exchange their ideas of how the workin g process should be improved for the goal accomplishment (Tuckman 2010, p. 342). It should be stressed that during this period the team usually faces some kinds of conflicts and misunderstandings (Schulze, Stade, Netzel 2014, p. 71). The pivotal objective of the project manager is to unite people and get closer to the achievement of the task. The stage of the norming is featured with the understanding of how to achieve the desired outcome, what approaches should be changed and implemented into the working process (Bonebright 2010, p. 115). The work of the team is centered on trustful relationships. Managers should provide the workers with the appropriate guidance and contribute to the success of the teamwork. The performing stage occurs when the team is operating as the united organism and shows high results without the supervision. Every member of the team applies the skills and knowledge to the successful outcome. It is important to understand that the role of the leader during a ll the stages is significant while the whole group and effectiveness of the work depend on the leader and the traits that he obtains. Being a good problem solver and decision maker one can succeed in the teambuilding process as it requires abilities, skills, and knowledge to be able to negotiate stressful situations and eliminate conflicts (Ding Zho 2015, p. 241). Moreover, the positive attitude of the leader towards the working process and every team member will be beneficial not only for the motivational level of the employees but also for the successful performing of the long and short-term goals (Burke Barron 2014, p. 37). The teambuilding techniques and approaches are essential for the project manager to implement into the working process as it will be beneficial for the development of the team and will contribute to the trustful, honest, and loyal relationship whiting the group (Coles 2015, p. 76). Teambuilding is not only about the activities that unite people or evaluation of every participant of the working process; usually, it is about the combination of various techniques, approaches, and tools for the positive outcome. The relationship within the team affects the working process; the team will function best if every member feels comfortable and knows how to operate in the group. Certain agreements and clarifications should take place to ease communication and contribute to the better involvement into the process. Functional teams have already faced challenges and went through all the stages of the team development process (Daspit et al. 2013, p. 53). The newly formed group is changeable, and the project manager should create the rules and objective that everyone should respect and follow. The deeper understanding of how the task should be performed is beneficial for the team. Although, the project manager should direct the effort to unite the individuals, one should pay close attention to the conflict solving process. When everyone works independ ently, there is a possibility that the way the other person views the problem will be contrasting to the other workers, that is, the leader should undertake the needed actions to prevent conflicts and misunderstandings as it affects the working atmosphere. The ability of the leader to solve the conflict during the early stage will be beneficial for the storming stage of the team development process (Williams 2013, p. 306). It should be pointed out that the personality assessments play an important role while forming a team. The maturing and the development of the team is impossible without the events that involve every member. The improvement of trust relationship within the group seems to be crucial for the team effectiveness. When people are engaged with each other outside of the working process, it provides a chance to get to know each other from the unknown side that does not deal with the project (Binder 2012, p. 56). Social events can become a turning point on the way for the team maturing and development. It should be pointed out that the individual or team coaching is an essential element in the project management that deals with the improvement of the communication, collaboration, and negotiation skills (Cobb 2012, p. 175). The successful leader understands the significance of the role of the recognition and rewards in the working process. People will work beyond the limits if they feel respected and see that their work is appreciated and valued. The motivational level of the employees affects the result of the project in a great way. According to the recent researches, the motivated team is more likely to achieve the goals and struggle less on the way towards the accomplishment (Beersma 2010, p. 1115). The project manager should be aware that there are certain differences in the motivation of the individual employee and the project team. The deeper involvement into the issue will allow the leader to choose appropriate theories, methods, and technique s to reach every team member (Arroyo 2010, p. 705). With the beginning of the project, most of the workers are motivated to perform the task successfully. The reason for such strong motivation is that people usually view the new project or job in a very optimistic perspective, and that is, eager to work hard and contribute to the overall good of the company (DeShon 2009, p. 47). The pivotal objective of the leader during this phase is to maintain the motivational level of every team member. One of the best approaches to do that is to keep to the participative leadership style that involves planning and decision making with the team members and celebrating accomplishments. It should be also highlighted that the positive atmosphere is fundamental for the creating of the prolific environment. In conclusion, it should be stressed that the role of the leader seems to be essential and significant for every team, and should not be undervalued, especially when the projects become more globa lized and should be taken under control. It is important to understand that the leadership does not depend on the position, rank, or age, as these factors are not enough for becoming a leader. The leader should obtain the needed skills, knowledge, and characteristics and be able to adjust the gained experience to the practice. The teamwork and the overall success of the project are highly connected to the professionalism of the leader and the way he uses appropriate knowledge and implements techniques and strategies. The motivational factors and the understanding of the team members the purpose of the work, feelings of accomplishment and progress contribute to the successful relationship within the team and influence the positive performing of the tasks. That is, the leader should pay close attention to the methods of the skills and work improvement as they influence not only the working process but also lives of the employees. Reference List Arroyo, A 2010, â€Å"International pro ject management – leadership in complex environments,† International Journal of Managing Projects in Business, vol. 3, no. 4, pp. 705–716. Beersma, B 2010, â€Å"Team confidence, motivated information processing, and dynamic group decision making,† European journal of social psychology, vol. 40, no. 7, pp. 1110–1119. Binder, J 2012, Global project management communication, collaboration and management across borders, Gower Publishing, Aldershot, U. K. Bonebright, D 2010, â€Å" 40 years of storming: a historical review of Tuckman’s model of small group development,† Human Resource Development International, vol. 13, no. 1, pp. 111–120. Bull, C 2010, Moving from project management to project leadership a practical guide to leading groups, CRC Press, Boca Raton, FL. Burke, R Barron, S 2014, Project management leadership: building creative teams, 2nd ed, John Wiley Sons, New York, NY. Cobb, A 2012, Leading project teams: the basi cs of project management and team leadership, 2nd ed, SAGE, Thousand Oaks, CA. Coles, H 2015, Team Building: Simple Team Building Techniques for Your Business, Create Space Independent Publishing Platform, North Charleston, CA. Daspit, J, Tillman, J, Boyd, G Mckee, V 2013, â€Å"Cross†functional team effectiveness,† Team Performance Management Team Performance Management: An International Journal, vol. 19, no. 2, pp. 34–56. DeShon, R 2009, â€Å"The motivating potential of teams: Test and extension of cross-level model of motivation in teams,† Organizational behavior and human decision processes, vol. 110, no. 1, pp. 45–55. Ding, R Zho, J 2015, Key project management based on effective project thinking, Springer, New York, NY. Dwivedula, R Bredillet, N 2010, â€Å"Profiling work motivation of project workers,† International Journal of Project Management, vol. 28, no. 2, pp. 158–165. Ervin, D 2012, â€Å"Motivations and Barriers to Corporate Environmental Management,† Business Strategy and the Environment, vol. 22, no. 6, pp. 390–409. Johnson, A 2009, Health organizations: theory, behavior, and development, Jones Bartlett Learning, Sudbury, MA. Kerzner, H 2013, Project management a systems approach to planning, scheduling, and controlling, 11th ed, John Wiley Sons, New York, NY. Maley, H 2012, Project management concepts, methods, and techniques, CRC Press, Arlington, VA. Northouse, G 2013, Leadership: theory and practice, 6th ed, SAGE Publications, Thousand Oaks, CA. Rose, H 2014, â€Å"Personal Effectiveness in Project Management: Tools, Tips Strategies to Improve your Decision-making, Motivation, Confidence, Risk-taking, Achievement and Sustainability,† Project Management Journal, vol. 45, no. 2, pp. 28–46. Saeed, T, Almas, S, Anis-Ul-Haq, M Niazi, G 2014, â€Å"Leadership styles: relationship with conflict management styles,† International Journal of Conflict Managemen t, vol. 25, no. 3, pp. 214–225. Schulze, D, Stade, C Netzel, J 2014, â€Å"Conflict and Conflict Management in Innovation Processes in the Life Sciences,† Creativity and Innovation Management, vol. 23, no. 1, pp. 57–75. Schunk, D 2012, Motivation and self-regulated learning: theory, research, and applications, Routledge, New York, NY. Sethuraman, K Suresh, J 2014, â€Å"Effective Leadership Styles,† IBR International Business Research, vol. 7, no. 9, pp. 165–172. Shearer, A 2012, â€Å"Management styles and motivation,† Radiology management, vol. 34, no. 5, pp. 47–89. Tuckman, B 2010, â€Å"Leadership Teams: Developing and Sustaining High Performance,† Management Decision, vol. 48, no. 2, pp. 340–344. Williams, C 2013, Effective management, 6th ed, Cengage Learning, Mason, OH. This report on Project Management, Leadership and Skills: Planning and Control was written and submitted by user Delaney U. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.