Showing posts from January, 2013

Book Review: Decisions, Uncertainty, and the Brain-The Science of Neuroeconomics

The book Decisions, Uncertainty, and the Brain: The Science of Neuroeconomics by Paul Glimcher attempts to outline the new science of neuroeconomics. As a new science it is suffering from a lack of theory to build a comprehensive association that fits the truckloads of data that have been pulled from both psychology and economics. At the very core of the science rests the neurological functions of the brain and how they impact theory.  The book provides strong details on stimulus-response based within reflexology. Furthermore, the work provides some historical discussion on the simple and complex behavior proposed by Rene Descartes and some of the philosophers that have led o the modern field of neuroeconomics. The book also discusses the concepts of survival of the fittest, reflexology, probability, game theory, brain games, economics and the resulting philosophical implications. The later part of the work is more devoted to the ill defined theory of neuroeconomics. The

Ethics and Moral Courage in Leadership Positions

Organizations seek to develop stronger levels of ethical business practices in order to limit negative employee behaviors that can damage public image, lessen investor confidence, and improve upon contractual relationships with stakeholders. The first step in developing an ethical organization is to hire an ethical leader. Through proper leadership modeling in moral courage and ethical behaviors employees develop standards that apply to their own behaviors.  Developing ethical organizations, and meeting the needs of people, requires strength of character (Hunter, 2003). It is difficult for leaders to deal with the multiple issues that often face them from competing interests. When leaders use an ethical value system they have an anchored value point that allows them to judge the validity of these competing interests.  Strong leaders should have an impetus to act with moral purpose.   Such conation requires moral courage, moral efficacy and psychological ownership over one’

The Painting An Arab Caravan outside a Fortified Town, Egypt by Jean-Leon Gerome

An Arab Caravan Outside a Fortified Town-1864 The painting An Arab Caravan outside a Fortified Town, Egypt in 1864 by Jean-Leon brings to the forefront a time just before the advent of the modern state in Africa. It is amazing to see life as it was only 150 years ago from the perspective of an Egyptian caravan and local inhabitants. Such caravans have a historical place in the cultural identifications of the Arab and African peoples.  The French artist Jean-Leon Gerome (1824-1904) engaged in a number of great works that were seen as Academicism. His works touched on Orientalism, Greek Mythology, portraits, and sculptures. He was an academic who not only painted for a living but also taught other students to a refined degree. He was one of three professors appointed to Ecole des Beaux-Arts. The skill and ability by which he fostered also made its way into a number of studies where people of painting, writing, and other art backgrounds gathered for lively conversation and soc

Developing Strong Socialization Processes in the Workplace

New employees are often confused about the expectations and requirements of their new positions and the organization where they work. These uncertainties result in feelings of stress, confusion, anxiety, awkwardness and uneasiness (Louis, 1980). Such feelings create insecure inaction that begins to clear up the longer the employee is employed. Yet managers can speed up the socialization process by developing stronger communication networks and transference of information through a proper socialization process. One of the first things new employees look for to clear up this confusion is a point of reference. This typically is the person they are first introduced. Such points of reference are based upon interpersonal communication and the information they can secure through the work network. This point of reference is fostered from another employee, organizational information, or their managers (Barge & Schlueter, 2004). It is important for managers to understand precisel