Jargon is the specialized or technical language of a profession.

 

“The activities of a few hundred, or even a few score, initial colonizers can mean much more for the cultural geography of a place than the contributions of tens of thousands of new immigrants a few generations later.” (page 75) Please explain this quote to us. Use examples and outside sources for your discussion.

Jargon is the specialized or technical language of a profession. The correct use of jargon indicates an understanding of the information important to that discipline. See Textbook Glossary to identify the jargon from each Chapter by using the page numbers of that chapter. For example, Chapter One jargon is located on pages 1-21, Chapter Two jargon comes from pages 22-42, etc. Each jargon term is defined in the Textbook Glossary and arranged alphabetically with its page number listed along the right-hand margin. So, indicate each jargon term contained in your response by bolding, underlining, and numbering it. (See below)

 

Sample Solution

mpliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals.
The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Chelladurai recommends an autocratic leadership style would be most favourable (Chelladurai and Madella, 2006). The leaders attempted an autocratic leadership style, setting individual tasks for the group, however due to the poor leader member relations and lack of positional power the leadership structure quickly became a democracy. The product was an extremely unproductive workforce initially because of the time spent discussing how was best to approach the task. Because of how the leaders were perceived by the group there was little mutual trust, respect or confidence that the leaders were making the correct decisions, and as a result any management style they tried to implement would have been unsuccessful (Pettinger, 2007). Ultimately, if the leaders had analysed their position and the group they would have realised this and chosen a more democratic approach initially the group would have gained trust for the leaders, making future policy implementation easier.

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