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So much have been written on locating meaning behind and within the text. Feminists, womanists, Third World, and other cultural critics of the Euro-American androcentric readings have privileged the world in front of the text. But only a few have seriously addressed the need to come up with a paradigm that enables us to understand or make sense of how readers actually read. Patte offers a groundbreaking contribution. Christian believers read the text as Scripture. What does that mean? He suggests seven metaphors that represent how most believers understand Scripture's role or function. Believers engage the text from specific contexts/problems/needs. Patte offers categories that frame their situation. Believers focus on specific dimensions of the text and he suggests six metaphors to represent this framing, this wandering viewpoint. Many will find his book disconcerting. It definitely is. But for those who take the ethics of interpretation seriously, this is a must read!
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In this context, in Chapter Seven - 'Leadership and the Nature of Performance', Robert G. Lord and Wendy Gradwohl Smith argue that the relation between leadership and performance is likely to increase while at the same time exercising effective leadership may become more difficult because of: (1). increased diversity in experience and technical training will reduce the degree to which organizational members share common performance standards, (2). greater ethnic, racial, and gender diversiy will increase the potential tensions among team members due to less homogeneous values and beliefs.Thus, they argue that this increased diversity creates greater need for leaders to define performance and manage group conflict effectively, and hence they construct a leadership model. On the other side, they summarize some of the important trends noted by other authors of this book that will affect the relationship of leadership to performance as follows:
I. In the Past:
1. Work organization: (a). Map job onto employee, (b). Relative ease in identifying KSAOs.
2. Design of jobs: (a). Stable jobs, (b). Common elements of jobs shared among a number of people.
3. Technology: (a). Relative ease in identifying individual and technological contributions to performance, (b). Little performance monitoring using technology.
4. Control of performance: Internal sources used for performance standards.
5. Meaning of performance: Performance defined by past behavior.
6. Leadership and supervision: Traditional leadership and supervision.
7. Part-time and temporary workers: Minimal concern for commitment to organization, learning, and development due to the stability and structure of jobs.
II. Current Trend:
1. Work organization: (a). Map job onto team, (b). More or different KSAOs and greater difficulty identifying KSAOs.
2. Design of jobs: (a). Less stable jobs, (b). Common elements of jobs shared among fewer people.
3. Technology: (a). Confounding individual and technological contributions to performance, (b). Greater performance monitoring using technology.
4. Control of performance: External sources used for performance standards.
5. Meaning of performance: (a). Performance defined by future behavior, continuous learning, (b). Different cultural views of good performance.
6. Leadership and supervision: Leadership that emphasizes skill development, teams, and identities.
7. Part-time and temporary workers: Greater concern for commitment to organization, learning, and development due to the instability and team-based nature of jobs.
I higly recommend this book as a whole for HR professionals.
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The chef seems so fun and fast moving and like he's actually daring you to read on and try a recipe. In the very least, I know I'll try to recreate one of the yummy sounding staff meal dishes. As for the beautifully illustrated eight course tasting menu I guess I'll just read longingly - or - go ahead and make reservations.