Mary Somerville, Mathematician, Scientist, and Writer

Mary Somerville, Mathematician, Scientist, and Writer Mary Somerville (December 26, 1780–November 29, 1872) was a mathematician, scientist, astronomer, geographer, and a gifted science writer, who in the era of burgeoning social and scientific change was able to convey both the substance of science and the scientific sublime. Fast Facts: Mary Somerville Known For: Scientific work in mathematics, astronomy and geography, and gifted science writingBorn: December 26, 1780 in Jedburgh, ScotlandParents: William George Fairfax and Margaret Charters FairfaxDied: November 29, 1872 in Naples, ItalyEducation: One year of formal education, but Somerville was primarily home-schooled and self-taughtPublished Works: Physical Geography (1848), Personal Recollections of Mary Somerville (1873, after her death)Spouse(s): Samuel Greig (m. 1804–1807); William Somerville (m. 1812–1860)Awards: Honorary member of the Royal Astronomical Society (1833), gold medal from the Royal Geographical Society (1869), elected to the American Philosophical Society (1869)Children: Two sons with Grieg (one survived to adulthood, barrister Woronzow Grieg, d. 1865), three daughters (Margaret (1813–1823), Martha (1815), Mary Charlotte (1817)  and a son who died in infancy in 1815) with Somerville Early Life Mary Somerville was born Mary Fairfax in Jedburgh, Scotland, on December 26, 1780, the fifth of seven children of Vice-Admiral Sir William George Fairfax and Margaret Charters Fairfax. Only two of her brothers survived to adulthood and her father was away at sea, so Mary spent her first years in the small town of Burntisland being home-schooled by her mother. When her father returned from the sea, he discovered 8- or 9-year-old Mary could neither read nor do simple sums. He sent her to an elite boarding school, Miss Primroses School in Musselburgh. Miss Primrose was not a good experience for Mary and she was sent home in just a year. She began to educate herself, taking music and painting lessons, instructions in handwriting and arithmetic. She learned to read French, Latin, and Greek largely on her own. At age 15, Mary noticed some algebraic formulas used as decoration in a fashion magazine, and on her own she began to study algebra to make sense of them. She surreptitiously obtained a copy of Euclids Elements of Geometry over her parents opposition. Marriage and Family Life In 1804 Mary Fairfax married- under pressure from family- her cousin, Captain Samuel Greig, a Russian navy officer who lived in London. They had two sons, only one of whom survived to adulthood, future barrister Woronzow Grieg. Samuel also opposed Marys studying mathematics and science, but after his death in 1807- followed by the death of their son- she found herself with the opportunity and financial resources to pursue her mathematical interests. She returned to Scotland with Woronzow and began to study astronomy and mathematics seriously.  Ã‚  On the advice of William Wallace, a mathematics teacher at a military college, she acquired a library of books on mathematics.  She began solving math problems posed by a mathematics journal, and in 1811 won a medal for a solution she submitted. She married Dr. William Somerville in 1812, another cousin. Somerville was the head of the army medical department in London and he warmly supported her study, writing, and contact with scientists. Scientific Endeavors Four years after marrying, Mary Somerville and her family moved to London. Their social circle included the leading scientific and literary lights of the day, including Ada Bryon and her mother Maria Edgeworth, George Airy, John and William Herschel, George Peacock, and Charles Babbage. Mary and William had three daughters (Margaret, 1813–1823; Martha, born 1815, and Mary Charlotte, born 1817), and a son who died in infancy. They also traveled extensively in Europe. In 1826, Somerville began publishing papers on scientific subjects based on her own research. After 1831, she began writing about the ideas and work of other scientists as well. One book, The Connection of the Physical Sciences, contained discussion of a hypothetical planet that might be affecting the orbit of Uranus. That prompted John Couch Adams to search for the planet Neptune, for which is he is credited as a co-discoverer. Mary Somervilles translation and expansion of Pierre Laplaces Celestial Mechanics in 1831 won her acclaim and success: that same year, British prime minister Robert Peel awarded her a civil pension of 200 pounds annually. In 1833, Somerville and Caroline Herschel were named honorary members of the Royal Astronomical Society, the first time women had earned that recognition. Prime Minister Melbourne increased her salary to 300 pounds in 1837. William Somervilles health deteriorated and in 1838 the couple moved to Naples, Italy. She stayed there most of the remainder of her life, working and publishing. In 1848, Mary Somerville published  Physical Geography, a book used for 50 years in schools and universities; although at the same time, it attracted a sermon against it in York Cathedral. William Somerville died in 1860. In 1869, Mary Somerville published yet another major work, was awarded a gold medal from the Royal Geographical Society, and was elected to the American Philosophical Society. Death By 1871, Mary Somerville had outlived her husbands, a daughter, and all of her sons: she wrote, Few of my early friends now remain- I am nearly left alone.  Mary Somerville died in Naples on November 29, 1872, just before turning 92. She had been working on another mathematical article at the time and regularly read about higher algebra and solved problems each day. Her daughter published Personal Recollections of Mary Somerville the next year, parts of a work which Mary Somerville had completed most of before her death. Publications 1831 (first book): The Mechanism of the Heavens- translating and explaining Pierre Laplaces celestial mechanics.1834: On the Connection of the Physical Sciences- this book continued in new editions through 1877.1848: Physical Geography- the first book in England on Earths physical surface, widely used as a textbook at schools and universities for 50 years.1869: On Molecular and Microscopic Science- about physics and chemistry. Major Awards and Honors One of the first two women admitted to the Royal Astronomical Society (the other was Caroline Herschel).Somerville College, Oxford University, is named for her.Dubbed Queen of Nineteenth-Century Science by a newspaper on her death.Organizational Affiliations: Somerville College, Oxford University, Royal Astronomical Society, Royal Geographical Society, American Philosophical Society. Sources Neeley, Kathryn and Mary Somerville. Mary Somerville: Science, Illumination and the Female Mind. Cambridge: Cambridge University Press, 2001.Somerville, Martha. Personal Recollections, from Early Life to Old Age of Mary Somerville, with Selections from her Correspondence. Boston: Roberts Brothers, 1874.OConnor, J. J. and E. F. Robertson. Mary Fairfax Greig Somerville. School of Mathematics and Statistics, University of St Andrews, Scotland, 1999.Patterson, Elizabeth Chambers. Mary Somerville and the Cultivation of Science, 1815–1840. Springer, Dordrecht, 1983.

Free sample - Consultation For Leaders In Management. translation missing

Consultation For Leaders In Management. Consultation For Leaders In ManagementOrganizations the world over are encouraging a shift from a management perspective to a leadership perspective instilled through team building so as to solve inflexibility and quicken decision-making. In this essay therefore, empowerment, whereby people are encouraged to make autonomous decisions and feel in control to the resultant outcomes, has been proposed as a means of allowing dissent, encouraging teamwork and innovation. Leaders should distribute authority rather than a hands-on control approach. This is implemented by changing the manager’s perspective by: influencing through context, creating a culture whereby all employees feel included, distributing authority without reclaiming, provision of logistical and moral support to employees, setting out a clear mandate and equipping the team for anticipated success. In order to influence through context, whereby trust is laid in a higher principle, belief and guiding force, the leader must aptly define the context and desired standards by giving team members the freedom to act and innovate thereby enhancing leadership, creating a competitive edge and nurturing proactive employees. Secondly, the leader should also nurture and empower a culture of inclusion whereby the leader should ensure that every team member’s voice is heard despite their position. This atmosphere should encourage dissent as a foundation of objectivity and innovation whic h enables new ideas to be generated superior to those developed by the exercise of positional power. Thirdly, the leader should surrender positional authority and responsibilities without attempting to reclaim it so as to create pro-active employees. There is a transitory phase where the managers feel out of control and that things have gone awry and they are tempted to tighten control. This should be highly resisted. Leaders should further support the employee empowerment strategies put into place since empowerment involves giving responsibility and the freedom of choice so as to move from position of boss to coach. Also, the leaders should clearly articulate the common goal which the team is aiming at. Clarity of vision and roles played by various members should be enhanced so as to ensure accountability for specific goals and stay inbounds. Finally, equip the team members for success through training, resource allocation and information provision at all levels. This highly boosts the chances of success. (Lencioni) Management is distinct from leadership. Management employs a hands-on control whereas leadership allows responsibility allocation and freedom of choice. Management is characterized by managers having subordinates who are structured according to levels of formal authority. Management encompasses an authoritarian, transactional style whereby subordinates act on orders. It is transactional in the sense that employees are delegated duties in exchange for a salary or monetary reward. Further, management’s focus is on work and is distinct in that managers are paid to work under time and money constraints. The work focus is naturally passed to their subordinates.   Finally, a recent study shows that managers seek comfort and prefer to avoid conflict through engaging in relatively risk-averse activities since they have been observed to come from upper-middle incomes and rich families. On the other hand, leaders do not have subordinates but rather have followers. When managers are le ading, they have to give up formal authority to encourage a following since this is usually voluntary. This style encompasses a charismatic and transformational style in that leaders have to appeal to team members in order to attract a following in risky and dangerous situations. They promise transformational awards not only through extrinsic rewards but also through value addition. Leadership focuses on people’s personalities rather than their work. Leaders do not necessarily have a loud personality or friendly attitude but rather maintain an aloof attitude and a degree of separation. They are achievement driven, but, instead of solely focusing on work, they enthuse others to work towards their goals. Finally, leaders seek risk and are risk takers rather than risk averse. They envision hurdles and problems and their respective solutions. They view risks as potential opportunities which have been attributed to the fact that most of them come from handicapped families in chall enging backgrounds. (Marcus Buckingham, 2008). The managers, by resisting empowerment through encouraging responsibility and allowing a freedom of choice, signify an attempt to manage rather than lead. The CEO is in essence, trying to break from a tradition of pure management and encompass skills in leadership by employing a consultant to chart on appropriate techniques to be employed.   There are several arguments in favor of leadership rather than management. First, managers should provide an inspiring vision and a strategic alignment in a team rather just control. The leader should envision the future and passionately believe on the aspired goals. Secondly, leadership is an influence relationship whereas management is an authority relationship which deters the team spirit. Leadership further defines direction through establishing a vision. This vision can easily be communicated and aligned into the team member’s spirit and energy. In a team, there is a need to energize and inspire team members in order to overcome any obstacles rather than delegating duties and authority as is the case for management. Effective leadership brings about positive, much needed change and opens up channels for innovation. (Avolio, 2003) As a consultant, there are various steps that I propose that a manager should take to change from a management style to a leadership style. Managers should first clarify and codify their convictions. The manager should evaluate his values, beliefs and ethics, how they can be demonstrated, their link to the overall organization’s goals and how the manager can change to fit within the team. Any additional assistance needed to enhance personal and organizational success should be obtained. The managers should constantly re-evaluate these steps to serve as a reality check. People cannot be forced into a following; hence, the manager should then accord the organization time to change towards their convictions. The next step is for the manager to align his or her behavior according to the convictions so as to build a collaborative culture based on the direction desired. Identify individual team player’s needs and their dreams in the workplace. Further, the manager should inte rview suppliers and customers on their specific needs in order to promote chance of success. Consultants further encourage managers to engage in conversation and communication. Listening is highly insisted upon so as to detect trends, themes and various possibilities. (Nahavandi, 2006) Empowerment has various outcomes. Key among them is decentralization whereby decision-making is as close to the action as possible hence quickening decision-making. This shall also lead to sharing of information n the organization’s goals and mission. The need to hoard and withhold information and knowledge in order to maintain control is surpassed by an openly shared information system that encourages operation on the basis of facts. Contingent rewards are also used so as to motivate team members who significantly contribute to the organization. Failure should not be automatically punished for this inhibits empowerment. Teams created ensure employees are not only responsible for their individual success but also their team members. This therefore serves to unify the employees. Alignment in an organization is compulsory so as to maintain coherence and direction by sharing common goals and vision. There are various recommendations on what the CEO should strive to attain. The CEO should ensure that: all team member participate in the formulation of a strategic plan and line of action; ensure effective communication through meetings, trainings, electronic bulletin boards, e-mails and oral channels such as the phones so as to ensure healthy team dynamics; ensure a team charter is put in place in which the project’s goals are clearly stated; ensure regular meetings are held between team members in order to brainstorm on topical issues through forms such as retreats; organize training and simulation exercises in the team by subdividing the team into subgroups that simulate healthy rivalry such as tug-of-war and ice breaking; delegate tasks so as to encourage trust in the team; promote collective responsibility in the team for mistakes committed by individual team members rather than apportioning blame for failure or inefficiency; establish appropriate conflict resolution tec hniques; carry out continuous appraisal and review on   individuals so as to curb inefficiency; introduce awards for significant achievements; keep the team focused so as to overcome any obstacles and finally, recognize the performing stage the team is currently in such as the peak period so as o maintain a consistent focus.(Argyris, 1976) References Argyris, C. (1976). Increasing Leadership Effectiveness. New York: Wiley. Avolio, B. J. (2003). Leadership Models, methods and Applications. John Wiley Sons Inc.. Lencioni, P. The Five Dysfunctions of a Team: A leadership Fable. J-B Lencioni. Marcus Buckingham, C. C. (2008). First, Break All the Rules: What the World's Greatest Managers Do Differently. Nahavandi, A. (2006). The art and science of leadership.

Wal-Mart Case Study Example | Topics and Well Written Essays - 1250 words

Wal-Mart - Case Study Example Wal-Mart is envisioned to help people save their money so that they can live a better life. It has a reputation for convenience and wide range of products all in one store (marketingteacher.com, 2011). It is however, facing some threats and challenges like any other organization. Since it is number one, it means that it is the target of both local and global competition. Also being a global retailer, it is exposed to political problems in the countries it operates in. Intense price competition is also one of the major threats it is facing which has resulted in price deflation in some ranges (marketingteacher.com, 2011). Wal-Mart is world’s largest retailer and despite of its edge in IT, control of its empire could leave it weak in some areas due to its huge stretch of control. Since it has a large product diversity ranging from food to clothing to stationary, it may not have the flexibility of some of its more focused challengers. Although the company is global, it still has i ts presence in relatively few countries across the world (marketingteacher.com, 2011). 2. What priorities did Wal-Mart CEO Lee Scott set in his Wal-Mart: Twenty-First Century Leadership address (24 Oct 2005)?  ... Lee Scott set this commitment as one of his priorities and promised to abide by it. He also addressed his opportunities one by one, starting with the environment. He highlighted that by being one of the largest companies in the world, environment is their responsibility and environmental problems are their own problems. They can supply natural products such as fish, food and water only if the environment is safe and protected. This can be possible only if there is zero wastage and they are supplied by 100% renewable energy (Lee Scott, 2005). Another goal is the reduction of waste and this is one of their most visible opportunities. This can be achieved if the materials in the packaging are made up of recyclable materials. This can save them a lot of money and in turn help the environment (Lee Scott, 2005). Lee Scott’s another goal is built around the products Wal-Mart sells wherein customers should not make compromises when they buy products at Wal-Mart stores. Similarly, heal thcare and wages structure, community involvement or diversity are other areas which were emphasized by Lee Scott in his Twenty-First Century Leadership address (Lee Scott, 2005). 3. Wal-Mart’s Board discussed proposals to meet (some of) these challenges at a board retreat in 2005. To counter the challenges, the team proposed Wal-Mart to implement the nine limited-risk initiatives and five bold steps. The first initiative is to change the eligibility criteria for health insurance so that Wal-Mart becomes more competitive in the part-time labor market. The second initiative is to decrease cross-subsidization of spouses which would allow more dollars to be put towards Associates and their children. The third initiative is to provide information related to healthcare and health