Gender Differences in Communication | Essay

Gender Differences in Communication | Essay ‘For men and women, communication can be a very long drive, using different roads often to get to the same place.’ Men and women differ in many ways. They view the world through different lens. One of those differences is that they have different styles of communicating with others. Women are said to have expressive characteristics and men instrumental characteristics. There are lot of factors on which depend the way one communicate, such as where people are from, where they have been brought up, their educational background, their age and it surely depends on their gender. Communication is known as to be a two-way process involving individuals trying to seek mutual understanding. It does not involve only the process of exchanging information, news, ideas and feelings, but also helps to develop and share meaning. It generally connects people or places in society. In an organization, communication is an essential key function for the management of individual; it cannot operate effectively if there is no communication between the levels, departments and employees. Gender is an important factor that creates a gap between males and females. Gender refers to the attitudes, feelings and behavior that a given culture associates with one’s biological sex. Men and women know about the gender roles they have to adopt at a very early age. Most women and many men communicate differently and adopt different speech skills according to the situation they are facing, the purposes and the roles they have in society and at work. Gender differences emerge from both social and professional settings. Within an organization, gender is an important factor influencing communication. These gender differences in communication are often revealed during conflict, or even serve as a cataclysm for conflict. However, it is not only a threat to society and installs non-understanding at work. Those gender differences might benefit the whole society as well as the organization. The importance of communication maybe noticed in everyday life, for instance, a little connection can have a large impact and influence in one whole life. Communication problems can make a working environment unpleasant, uncomfortable and unproductive. The origin of conflicts that arouse can come from anything such as personal management styles, educational background to personality conflicts and cultural differences. In the book, Men are from Mars and Women from Venus, John Gray(2004) wrote: Men mistakenly expect women to think, communicate, and react the way men do; women mistakenly expect men to feel, communicate and respond the way women do. People tend to forget that men and women are supposed to be different. As a result the relationship between men and women is filled with unnecessary friction and conflict. He goes on saying that men and women are so different in their approaches to communication that they might come from different planet. They do not have similar goals, needs and values in their communication styles. One main difference he has highlighted is that men are goal-oriented; they define their sense of self through their ability to achieve results. On the other hand, women are relationship-oriented as they define their sense of self by their feelings and by the quality of their relationship. Males grow up learning some essential elements considered as being the center of masculinity, such as not being female, be successful, be aggressive, be sexual, be self-reliant, embody and transcend traditional views of masculinity (Wood, 2011). On the other hand, females are taught that appearance is important, showing sensitivity and care is a must, and that they should also expect negative treatment from others, superwoman abilities are anticipated and there is no single meaning of feminine. Wood believes that ‘through communication with others, we come to understand how society defines masculinity and feminity.’ Both men and women differ in the way they manage people and give orders. Many well-respected studies have shown that women have the tendency to soften their demands and statements, as compared to men who tend to be more direct. Women for example, use tag lines, phrases like ‘don’t you think’ preceding the presentation of an idea, ‘if you don’t mind’ following a demand or ‘this may be a crazy idea, but’ followed by a suggestion, trying to make their opinions and ideas be accepted and understood by others. Most women are conditioned by culture to maintain harmonious relationships with others. That condition is revealed in softened demands, constrained statements and a generally more tentative or lack confidence speech. In some circumstances, women tend to have direct conversation like men. This does not mean that the person is arrogant, bossy or feels superior compared to others but these are nothing more than learned ways of communicating. Another difference that has been brought up when talking about gender communication between men and women is that women most of the time ask more questions as compared to men. Asking questions have different meanings when it comes to gender differences. Men ask questions for only one reason; to gather information. For women, asking questions have purposes to gather information, but as it can be noticed, women will also ask questions when they already know the answer. The reason behind this is that they want to seek interest in what the other person has said to cultivate the relationship. The managing styles and the ways of asking questions bring up fundamental matters about women’s role in the workplace. There is nothing wrong in having different ways of communicating. Men have the perfect right to be more direct and ask fewer questions, while women and some men are simply more at ease with a softer style of communicating. The problems and conflicts then can emerge when those differences lead to misunderstanding and misinterpretations, which can sooner or later disrupt teamwork and even ruin someone’s opportunities for upward mobility. People should try to understand each other way of communicating and particular way of speaking in order to build better mixed gender teams. Someone may be crude. This does not mean that the person is cold, uncaring or uninvolved. On the other hand, a more tentative approach does not necessarily indicate a sign of weakness, fear or lack of confidence. People communicate the way they do, because they are taught to do so since the very beginning of their childhood. What really matters is that men and women give each other a chance, that they get to know what lies behind the communication style, and most important, that they resist the urge to jump to premature conclusions about the meaning of particular style. There are two main ways of studying gender differences in communication styles; the academic research and popular literature. Men and women differ psychologically in the way they act, from the style in which they communicate, to the way in which they attempt to influence others. The most obvious difference between men and women ways of communication comes to the fact that men and women view the use of conversation differently. Academic research on psychological gender differences has proved that women use language to promote social connections and create relationships, men use communication as a means to bring to bear dominance and achieve tangible goals. This is such as women are, overall, more expressive, tentative, and polite in conversation, while men are more assertive, and power hungry. (Basow Rubenfield, 2003) Popular works by John Gray and Deborah Tannen show that while men view conversations as a way of establishing and maintaining status and superiority in conversation, women see that the motivation behind communication is to create and foster an intimate bond with the other party by talking about tropical problems and issues they are communally facing. (Gray, 1990. Tannen, 1990) Other academic research stated that women are less used to powerful speech. They tend to swear less, speak more politely, and use more tag questions and intensifiers. (Lakoff, 1975) Women tend also to interrupt less than men do. Researchers have concluded that maybe it is because of their perceived lower status compared to men. (Thorne Henley, 1975) This can also be because of the societal norms which enforce this gender status hierarchy. Pearson, 1985 also bring up the fact that women often weaken their statements. One explanation he gave for this is their low self-confidence in what they are saying and their fear of being wrong, which can be associated to their perceived inferior status to male managers in the workplace. Some theorists have given their point of view on the gender communication differences. They have suggested that these styles of communicating put are disadvantageous for women when they interact with others. The breakdown in communication occurs because men and women occupy different roles in society. Social roles are reflected through language and demonstrate unequal relations based on gender. The man’s language is discriminatory toward women and this leaves the impression that men are more capable and confident as leaders. (Lakoff, 1975) Gender communication difference is a worldwide issue. Communication between men and women differ in many ways, affecting their speech and outcomes. In Japan, men and women have different ways of communicating. Women in Japan speak more politely as compared to men. The Japanese language features elements that make women’s speech sound polite and feminine. In the meanwhile, men’s speech sound less polite and masculine. The language difference between genders reinforces Japanese social norms. Where women are the subordinates of men. In England modern society, it would therefore appear that women  are equal with men. However the harsh reality tells us that women are not provided with an equal opportunity even for discussion, due to the fact that the two sexes respectively command different communication styles. In other words, the language women use is different from the one that men use. Tabooed words and slang can be found more frequently in men’s language than in women’s though they are of the same educational level. For example, ‘Get a life, Facts be damned’. Men and women have been socialized within their gender roles since the very beginning of childhood. The educational level does not determined the communication styles of both men and women. ICT Project: Failure And Success Factors ICT Project: Failure And Success Factors The monthly news papers announce the ICT project are developed, failures of astronomical proportions in developed and developing countries. For failure of the project the common reasons are delay in deadline, cost overburden, and some of the projects will not reach the expectation levels. In developing countries the ICT literature shows that the planning and management of projects has a very poor record, the issues for failure of ICT projects can be analyzed by assuming that learning from IS failures will provide the important lessons for formulating the success plan for the planning, developing, implementation and management of information system While discussing dimensions of ICT failure, both horizontal and vertical dimensions of the informatics model considers by Beynon-Davies. The difference between development failure and use failure is expressed in terms of horizontal dimension and the vertical dimension expressed the failure at the level of ICT systems, IS project, or organisation, or at the level of the external environment. There are six types of IS failure are Identified listed below Technical failure Project failure Organizational failure Environmental failure Developmental failure Use failure Beynon-Davies supports the argument with several case studies and quotes other models for IS failure Factors for failure: The failure factors will occur when the proper implementation of ICT projects in government. These factors can be barrier or inhibitors by these factors as observed in this section can be social-culture, institutional and political, funding, infrastructure and technology. Barriers can be considered as those occurrences that hinder ICT implementation some of those factors for failure Infrastructure Finance Poor data system and lack of compatibility Skilled personnel Leadership style, culture Attitudes Inhibitors do not necessarily prevent the implementation of the ICT projects but they do prevent advancement and restrict successful implementation and sustainability. Some of these factors for failures user needs technology coordination ICT policy Transfer of ICT idolisers Donor push Those above factors are used for the purpose of design a theoretical framework (ref 1) Partial failure of an idea, in which main objectives are unattained or in which there are significant undesirable outcomes. Connected with partial failure is the sustainability failure where a project first succeeds but is then abandoned after a year or so. Sustainability Failure Model (partial failure) This model provides a better structure for examining sustainability longitudinally. There is five principal consist of sustainability failures, they are listed below: Financial/economic sustainability failures : Example: if the client supported program loses its funding after some fixed time of process and has to shutdown. Cultural/social sustainability failures: Example: from the project some stakeholders will gain but others are hurt. This tension is not reasonable over time and results in the subsequent sustainability failure. Technological sustainability failure: Example: The field hardware and software are outdated and no longer companionable with the equipment within the central offices. These also look at the importance of the content provided. Political failure: Example: the local winner leaves and without larger institutional arrangements in place the project fails. Environmental sustainability failure: Example: if the project will lose their usefulness then the project plan could be reusable, if the projects without plans for reusing then the environmental sustainability failure. . Critical Success and Critical Failure Factor Model: The CSF and CFF model will explain success or failure of an ICT projects can be understand in terms of several CSF and CFF factors. Ten critical factors can be organized listed below Information factors relating to provision of content Technical factors such as user-friendliness of hardware and software, the capacity of use different hardware and software platforms, etc People factors such as availability of knowledge persons, proper guidance in use of hardware and software, etc Management factors, such as proper administration and organizational practices for bringing the required modifications through ICT projects Process factors, such as desired changes or to make the project successful in reaching its objectives a new process will design Cultural factors, such as improvement in organizational culture for successful implementation of new projects Structural factors, such as structural inflexibility in traditional organizational structures that may be a cause for failure of ICT projects Strategic factors, such as assessments that cover a wide range of services Political factors, such as political and stakeholders support Environmental factors, such as changes in the overall external environment of the project : The ten critical factors categories into seven critical dimensions: they are Technology, Information, Processes, Objectives and values, Staffing and skills, Management and structures, and other resources. This framework requirement consider the gaps that exist in the design of the project and the authenticity along these seven dimensions (ref 2) CASE STYDY: Gyandoot project The Gyandoot project started in the year 2000, the government of Madhya Pradesh initiates this project. The aim of the project is to set up intranet based kiosk in villages to providing information about the agricultural practices and update the market prices and also providing some Government services like cast and income certificates online application, land records copies, and online systems to know about the computer awareness and access all this services. This project is failed to reach its goal and the user usage is low. Reasons for the failure of the project The back end processes is not computerized In the rural areas lack of supporting ICT infrastructure, In proper plans for better services delivery Financial problems for the owned kiosks Lack of relevant content critical Lack of Computerization of the back-end processes: The Gyandoot project has computerized only front-end but not the back end. The management is not yet successful in the electronically transmitting the services request to all departments from its intranet server. Almost all transaction are handled manually at the back end of the Gyandoot intranet server, because all govt departments currently perform their tasks manually Example: The citizen will submit the online application and waiting at telekisok for a response, but at the back end the government department levels are not computerised so they will print out the application or request or complaints and send to the government department to further action, after receiving report from the govt departments the data entry operators will enter the response in the gyandoot intranet. For this process the time frame is seven days To make better and speed service response time, the all departments required to undertake the significant changes reengineering exercise to improve the information process methods and quality of services, that will possible when all departments introduce the computers in the different departments levels. The gyandoot smaiti have the authority and financial power to change the individual departments the authority exists only with the state government (ref 3) Lack of supporting ICT infrastructure in the villages: Introducing E-government project in any poor rural area it is a huge challenge of the technology point of view. Presently there is lack of supporting infrastructure available for Soochnalaya as all of the Soochanalayas (Kiosk) are in villages. In the DhÄ r district the Tele-communication infrastructure is quite low and telekisoks are unable to provide the voice services and electric power supply is less, the systems and kiosks are working with the help of the UPS which having battery and the capacity to work four hours if it is charged fully. It takes eight to ten hours to charge but most of the villages current supply will break down every three or four hours. A number of technical approaches to provide the basic network were initially evaluated. Gyandoot rejected both LAN and VAST approaches as being too costly and using dial-up network using modems over existing telephone lines which is not speed and many times the connection will break down in between a process. And the pr ocess will get delay due to weak connectivity, that connection was found to be unreliable and many kiosks are suffering huge problems of connecting to the intranet server (ref 4) Lack of relevant content is critical: The farmers are getting loss for not updating the market prices and they are selling the outdated prices and the number of services offers by kiosk but only some of them are using, the information should be in local language then the user can easily understand, and the user can visit Soochanalaya to know the update information about the agriculture, and market price etc, if the content is in local language then the women can understand the information about the healthcare and childcare and to increasing the usage of Soochanalaya Issues The kiosks made up with low investment because infrastructure bottlenecks, and the slow network is using which is dialup connectivity and not stable power supply at least 6- 8 hours power supply will be cut so for working the kiosks added additional power backup, the availability of electrical power determines the times during which the soochanalaya can be opened. Encourage the privately owned kiosk owner to offer other services like computer training, photocopying and public telephone to cover the loss of revenue, so that the owner can focus on other services. In Dhar district the awareness of the gyandoot still quite low level among the villagers, especially the poor and labours, in spite of significant media attention and publicity in Dhar district, the 60% of the non-users did not use gyandoot because they thing that no need, and 35% of people are not aware about the services offered by gyandoot and 5% of citizen have negative impression about the gyandoot. Even though grievance filing has been structured through a list of options, many complaints are sent using the e-mail facility in local languages, which make them difficult or impossible to address. Transfer of senior staffs: the main key factors of the project is the initial team of the project and the team of the district officer has conceived the plan and implemented it and they know the total project but once the government official is getting transferred and the new members will come and takes a time to understand the project (process) and slowly reverted to their unresponsive attitude to citizens. (ref 5) The govt of MP could be including these techniques to make project success: (in my opinion) May it is possibly to judge the viability of the gyandoot system, it take some time in the rural areas. To building awareness about the project and the usage of the ICT application in rural areas may take more time than expected by the project team. This holds true especially when the value proposition for the citizen is weak as in the case of gyandoot project in which one part of the entire process is computerized, To provide speed service, the district level department need to computerize and significantly reengineering in terms of having built up software application that processes and monitors the progress of applications or complaints received. The roles and responsibilities of government officers need to be clearly divided. In each department, IT enthusiasts could be recognized who could be in charge for a complete end-to-end delivery of a service to the citizen. In the Gyandoot project the dial-up telephone lines is using to connect the gyanddot intranet and district head quarters, which is slow process and interrupt in between the process. If wifi or LAN will use in the place of dial-up telephone lines then the project might be success in speed delivery, update information , The women user is not visiting the gyandoot soochanalaya, but some services will very useful to women like healthcare and childcare, few experiment have to designed to encourage them to visit the kiosk. Example: there is an online contest of finding the healthiest child, so the mother bring the children of one to three years of age to the kiosks and provide all relevant data online to district headquarters, the selection was made from the basic data received from all the kiosks and result will announce in the kiosk intranet. My opinion about the gyandoot project failed: This factors might be reasons for failure of gyandoot project: Literacy: The literacy percentage in INDIA is low especially in rural areas the literacy percentage is very low this might be a reason for the ICT project failures, and the citizen have no idea about the services provided by the projects like in the case of the Gyandoot project in Dhar district, in Dhar district the literacy rate is very low and the people dont know about the services offered by the Gyandoot Soochanalaya. Womens (users and soochak) This could be a reason for the Gyandoot project failure, not encouraging womens to work as Soochak(manage person), because there is a some useful services for womens like healthcare, childcare, etc if the manage person is women then she can attract the user(womens) and explain about the services that offered by Gyandoot Soochanalaya Trust: Trust is one of the social concept that helps the service centres (soochanalaya), the service provider and user need to trust each other, to develop the user trust the Soochanalaya need to provide speed service and update information and also provide some free services to attract the user and develop the user trust. In the gyandoot project the user trust is low because delay in work, not updating market prices, etc Management: The management should maintain the Soochanalaya, and update the information up to date, if any new service is included in gyandoot then the management have to arrange the meeting with soochak and explain about the service, so that soochak can inform to user about the service and benefits. In the case of gyandoot project the management has failed to update the information up to date. (Market prices has not updated on up to date for that framers getting loss with selling old price) Staff and skill: The staff should be well trained about the IT and uses of the technology, so that they can provide good service and trained the rural people to aware about the computer and technology, so that they can easily use all services which are available on internet. The govt official the staff changes then appoint the trained staff to easily understand the projects. But in the case of gyandoot project in place of old district officer appoint a new district officers, and he/she had took a good time to understood the whole process and delay in the service providing to citizen Language: the literacy is poor in the rural areas and some citizen can read only in the local language, and in the rural areas people are unaware about the internet and its uses, and the internet is dominated by the English language this also a reasons for the ICT projects failures in rural areas. Communication: the communication gap between the employees and users might be a reason for project failure, Example: the employs have to communicate with each other so that they can develop the knowledge and skills, if the employs have good communication with government departments then the services will speed and with the communication only we can develop the trust and explain about the services available in the project so the usage of the services will increase. Conclusion: The number of ICT project failure in developed and developing countries, and it is not possible to judge the project is success/failure on the basic factors like technical, organizational, etc. If the user satisfies the services provided from the project and its usage always helps the project to move towards success, some project are completed within the time and budget but failure to reach the objective (goals) or the project is completed within the time and budget and reach it all requirements but, lack adaptability at the present condition this is also one reason for the project failure To develop a successful project the Project Manager should have a clear vision and proper planning. And the developing part of the project should be clear (means easily understand the process) if the client requested to merging with new technologies then reusing the developed plans and add the new technologies softwares, and no one can judge the IT project is success or failure It depends upon the end user satisfaction. Like in the gyandoot project, the project completed in time and on budget but the user usage is quite low, and the users are not satisfied with services.

The Gross Clinic :: essays research papers

In 1874, Thomas Eakins took a second course in anatomy at Jefferson Medical College. He attended surgical lectures and clinics presided over by Professor Samuel D. Gross. Eakins painted â€Å"The Gross Clinic,† to show the emotion involved in medical procedures. It appears as if the doctors performing the surgery have emotionally removed themselves from the situation at hand. By removing themselves from the emotional aspects of the surgery, the doctors can complete the task much easier than they would have been able to do if they had become emotionally attached to the patient. Had the doctors been emotionally involved in the surgery, they would have become more prone to making errors while operating on the patient because they would be thinking more of their feelings than they would about the surgery in progress. Although emotions are great and necessary things, sometimes trying to remove them is for the best. Another thing noticed by the viewer is the veiled woman crying next to the doctor. She is very involved in this operation by letting her emotions freely show themselves. This woman could be the mother or siblings of the patient, and while she knows that the surgery was necessary to save or improve the life of her beloved, it is difficult to watch. By putting emotions out into the open, as the woman has done, makes them easier to deal with. Keeping feelings bottled up inside can cause breakdowns and emotional instability. This adds another layer of complexity to the surgery. Performing the task would require enough of the doctor's skill, but mix emotion into the equation, and the work, mentally as well as physically, is doubled. In the painting, Gross appears to be feeling a various assortment of emotions. He has paused his surgery and lecture, to deeply think about something. While he must keep his feelings in check, he also needs to by sincere for the sake of the patient’s mother and the students in the surgical amphitheatre. The head of the doctor is placed against a dark background, making it stand out. This creates a dividing layer of emotions. This â€Å"emotion layer† divides the onlookers, who have no real intentions other than to observe the lecture, from the actual participants involved in the surgery. The people in the foreground, whether fighting to get rid of them or choosing to let them to flow out, are dealing with some sort of feelings.

Future of the New York Times

The Future of the New York Times In my opinion there should not be a â€Å"trade-off between the company philosophy and the core goals of sustainability, profitability, and growth†. The goal of any company and organization is to survive. Companies and organizations create mission statements and set forth goals. Pearce and Robinson (2013) states â€Å"the unique purpose that sets a company apart from others of its type and identifies the scope of its operations in product, market, and technology terms† (pg. 3). The mission statement or philosophy that is a distinguishing factor of differences between companies, helping to set for the company’s operations and ethics for their products, as well as for their place in the market, as well as in the community. With the New York Times, the message given (mission) is to deliver responsive and accurate â€Å"journalism† to their customers, as well as to areas outside of New York.The New York Times has lived up to it s mission, by adhering to its ideals; the New York Times has foregone being profitable, as well as sacrificing growth. In the article we read,† The constancy of their commitment to high-cost journalism has put the Sulzberger family in an increasingly contrarian position†¦the Sulzberger’s have subsidized the Times in valuing good journalism and the prestige it confers over profits and the wealth it creates†¦for much of its history, the Times barely broke even† (Bianco, 2005, p. 65).How a company image is portrayed to the world is a crucial factor and element of their values, ethical standards, mission and goals. The New York Times, without the Sulzberger’s wealth, would have failed years ago with its current stated mission and goals. The New York Times needs to take a step back and examine where they started, where they have been, where they are now and where they want to go, as well at taking a good look at today’s world and begin to benchm ark their competitors and creating a new vision for the New York Times.The Sulzberger’s and Bill Keller are giving the impression that they are endeavoring to changes in order and moving away from their belief â€Å"that quality journalism pays in the long run† (Bianco, 2005), it’s hard to change 100 plus years of business strategy. In all companies, not just the New York Times, the image portrayed is important and may also determine a company’s credibility, as well as its future. The value system, including its mission and goals will set the direction of the company.The ethic’s which are portrayed daily need to be consistent with the direction that the company has set from the top (President & CEO and Board of Directors) on down to each and every employee. Years of hard work in preserving a company’s image and place in the community can be lost in a single failure or lack of foresight. References Bianco, A. , Rossant, J. , & Gard, L. (2005) . The future of the new york times. Businessweek, 3916, 64-72. Pearce, J. A. , & Robinson, R. B. (2013). Strategic

Disappearing Colorsâ€Easy Bleach Project for Kids

Let kids see for themselves how bleach works with this easy disappearing colors experiment. Disappearing Colors Project Materials food coloringwaterhousehold bleachdropperglass or jar Procedure Fill a glass or jar about halfway full with water.Add a few drops of food coloring. Stir the liquid to make it colored.Add drops of bleach until the color starts to disappear. You can stir the contents of the glass if you like. Continue until the color is gone.Add a few drops of another color. What happens? The color doesnt spread out the same way as it did when coloring was added to pure water. It forms swirls, which may disappear if there is enough bleach in the water. Why It Works Bleach contains sodium hypochlorite, which is an oxidizer. It oxidizes or reacts with the chromophore or color molecules in food coloring. Although the pigment molecule remains, its shape changes so that it cant absorb/reflect light the same way, so it loses its color as a result of the chemical reaction. Safety Information Be careful to avoid spilling bleach on skin or clothes. Rinse any spills immediately with lots of water.Make sure young experimenters dont drink bleach or the contents of the glass. Diluted bleach is not particularly dangerous, but not good for you either!When you are done with the project, its safe to dump the contents of the glass down the drain and to re-use the washed glass for food.