A Study on Employee Attitude and Leadership Behaviour free essay sample

ABSTRACT The Research titled namely â€Å"A Study on Employee attitude Leadership Style† is a research study conducted among various managers in different functional areas in Sify Software Limited Everonn Education Limited. In this research study, the researcher has made an attempt to identify the various styles followed by leaders due to different behavior among employees. The study mainly focus on the various attitudes of employee’s in different groups and its impact of the performance if individual, group or team organization. Further, the study also focuses on finding out the significant relationship between the attitude of employees and its impact of completion of module, work, deadlines, and target. This study is limited to the managers working at Sify Software Limited Everonn Education Limited. The Researcher has proposed to use descriptive type of research Analytical type of result. The Researcher has proposed to use descriptive type research, in order to collect the real facts from the respondent’s regarding the attitude of the employees. We will write a custom essay sample on A Study on Employee Attitude and Leadership Behaviour or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The Researcher has also proposed to use Analytical type of result to analyze the behavior of employees and its impact of deadline productivity. Once the data has been collected from the respondents (Managers), the Researcher has proposed to use various statistical tools like Percentage Analysis, Weighted Average Method, Chi-Square Method, One-Sample Run Test, etc. , and in order to analysis the various types of behaviors, the researcher has also planned to use cause and effect of diagram. CHAPTER 1 INTRODUCTION 1. 1INTRODUCTION Employee values, attitudes, and leadership behavior play a very important role in enhancing employee work motivation and performance. Employee work values, attitudes and leadership behavior can carefully be adjusted to produce a strong impact on employee work motivation. It would, therefore, be interesting to examine the precise nature of their roles in influencing the intrinsic versus extrinsic motivation of employees. Individuals vary in their value systems. For example, achievement is a concern for the advancement of one’s career while concern for others may reflect caring, compassionate. Supervisory behavior may vary considerably in the same job situation. Behaviors such as encouraging other employees or helping others work on difficult tasks. A supervisory behavior may adopt democratic orientation or punishment when interacting with employees and thus may affect the work behavior. Though research on leadership styles, work values, and attitudes is concerned with finding the conclusions as to what specific leader behavior, work values and attitudes would produce a strong impact on employee work motivation and performance, no clear-cut conclusions have yet been rendered. It is, therefore, necessary to examine these issues, on a relative basis, which characteristics may act as more effective motivators in employee motivation and work performance. With such an understanding, management would better be able to use available motivational tools for their maximum impact on employee work performance. Thus the objective of this study is to examine the importance of values, attitudes and leadership behaviors in employee work motivation and performance. To gain a deeper insight into the exact nature of such influence, the roles of employee values, attitudes and leadership behavior in influencing intrinsic versus extrinsic motivation and performance are examined. Finally, the study explores the managerial implications of the findings and discusses the actions that might lead to improvements in employee motivation. VALUES, ATTITUDES AND EMPLOYEE WORK MOTIVATION The following description relates to values, attitudes, and employee motivation. VALUES Values are enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence (Rokeach, M 1973). Some basic values, which are expected to affect the attitude and work motivation of an employee, would logically include: Family: The extent to which the job offers family well-being to the employees Recreation: The extent to which the job offers recreational facilities to the employees A sense of accomplishment: The degree to which the person feels the job gives the person a sense of accomplishment after the job is done. Advancing at the company: The degree to which the person feels the job will create opportunities for advancement. Financial security: The extent to which the job offers financial security to person. Integrity: The extent to which the job provides information accurately and emphasizes impartiality and recognizes different points of view ATTITUDES Attitudes are not the same as values. Attitudes are evaluative statements –either favorable or unfavorable—concerning objects people, or events. It has been treated both as a general attitude and as satisfaction with five specific dimensions of job: pay, the work itself, promotion, opportunities, supervision and co-workers (Smith, Kendall, and Hulin, 1969; Balzer and Smith et al, 1990). The combined effects of these factors produce for the individual some measure of satisfaction and dissatisfaction (Herzberg, Mausner, and Snyderman, 1959). Definitions of these five dimensions of the job are given as under: Definitions of key Job Dimensions Job DimensionsDefinition Work SatisfactionThe extent to which an employee is satisfied with work, including opportunities for creativity and task variety, allowing an individual to increase his or her knowledge, changes in responsibility, amount of work, security, and job enrichment (Balzer and Smith et al, 1990; Smith et al, 1969) Pay SatisfactionThe extent to which an employee forms an attitude toward pay based on perceived difference between actual pay and the expected pay. Expected pay is based on the value of perceived inputs and outputs of the job and the pay of other employees holding similar jobs or possessing similar qualifications (Balzer and Smith et al, 1990) Supervision SatisfactionThe extent to which an employee is satisfied with his or supervision, as measured by consideration and employee-centered actions of the supervisor and the perceived competency of the supervisor by the subordinate (Balzer and Smith et al, 1990, Herzberg et al, 1957) Satisfaction with promotionsThe degree to which an employee is satisfied with the Company’s promotion policy, including frequency of promotions, and the desirability of promotions (Balzer and Smith et al, 1990, Herzberg et al 1957) Co-workers’ SatisfactionThe work-related interaction and the mutual liking or admiration of fellow employees (Bazler and Smith et al, 1990, Smith et al, 1969, Alderfer, 1969) Overall Job SatisfactionThe extent to which an individual’s desires, expectations and needs are fulfilled by employment (Szilagi, Sims, and Terrill, 1977) 1. 2INDUSTRY PROFILE As the study is applicable only for e-Learning industry let us have a brief introduction about the software industry below. The current e-learning boom in India has added to the existing woes. Standards apart, the industry hangs on the edge where processes and players are dubious. Much of this blame can be put on the Indian government’s inability to put together a regulatory body. Unregulated and unstructured, the e-learning industry in India is likely to wreck havoc for the global e-learning industry as small vendors pile up huge learning garbage for clients worldwide. E-learning in India has come of age. Two decades and the nation already cherish several global e-learning players on its soil. This can be attributed to some basic reasons like cheap human resources, a large pool of English-speaking workforce and ‘business discounts’ offered by the central and state governments. Although exact figures of the size of the industry is not available, a conservative estimate shows the offshore e-learning industry at about $150 million in 2004-05, up almost by 200 percent in the last two years. In spite such impressive figures, the e-learning industry in India remains mired with a plethora of issues. Some of these issues include lack of uniform e-learning standards and workplace practices, and the lack of adequate human resources to power the spiraling upward growth. These concerns apart, government apathy has also bolstered fly-by-night e-learning entrepreneurs who eye quick bucks and increasingly deliver ‘learning garbage’ to a global clientele. Smaller vendors in India have setup e-learning business houses with paltry investments of a few thousand dollars – in the hope of getting a sizeable pie of the global e-learning business. Most of these short-term vendors run their shows from North India – from places in and around the National Capital Region of Delhi. The modus operandi for these vendors is simple. They rent in a couple of rooms in an urban area and advertise for resources in job websites and newspapers. Writers, designers and technology professionals – mostly unskilled – are hired by the dozens. The average salary of the employees ranges anything between $100 to $400 and the working hours stretch well over 72 hours per week. Next, these companies setup small sales calling teams to call up international clients asking for work. The sales pitch is often exaggerated and boasts of a few â€Å"big names†. To show their experience, these vendors cull-out a few odd CBT’s from other companies or ‘steal’ courses through their contacts. The basic quality that behooves a standard e-learning company is absent in these companies. Proprietors remain ignorant of even the most basic information that is essential to run the show. A Java programmer, for example, is asked to hone his skills in C++ or any other program since he is responsible for all ‘programming’ needs. Almost anyone who walks in for the position of writers is employed as an ‘instructional designer’, primarily because they can be asked to work for lesser salaries on the pretext that they lack instructional designing experience. Vendors also rely on these writers to validate the learning content for authenticity even when content validation remains the domain of the expert, the Subject Matter Expert (SME). The writers and designers are instructed to download content from Internet websites and ‘rewrite’ them before using it. A basic ignorance of the Internet medium on the part of the owners means that the writers are often confused with the content because no single idea or information on the Internet appears consistent. E-learning processes are virtually absent in these companies. All that offers a direct benefit to the proprietor becomes part of the practiced processes. A Project Manager, for example, may be required to recruit people, review e-learning courses, undertake marketing activities, and do just anything that catches the fancy of the owner. In some companies, it was observed that programmers were asked to work as typists. The motto: no resource should sit idle. Employees who work for more than 9 hours a day are neither paid additional remuneration nor are given facilities like cabs and food for their late stay and long hours of work. As an e-learning professional once remarked, â€Å"employees in these fly-by-night ventures reminds one of the rampant practice of human slavery in Africa and Arabian countries a few centuries back. Professional torture apart, these employees are also subjected to extremely inhuman conditions of work – congested workplace, outdated computers, stinking toilets, and the same paltry salary year after year. Employees in these companies too appear to have resigned to their fates – partly because their poor education that doesn’t stand them in good stead for jobs in big e-learning MNCs and also because most do not have a professional competence in English language. This phenomenon is rarely reported by any section of the Indian media, perhaps due to ignorance or for fear of antagonizing the international fraternity. The abysmal condition and the unplanned e-learning sector, however, have both a positive and a negative side to it. The positive side is that these e-learning ventures help to reinforce the fact that there is no alternate to quality, and quality comes from the big guys, not the fly-by-night operators. The flipside is that the employees in tiny Indian -learning ventures rarely get the exposure to standard work processes and world-class e-learning products thereby subjecting themselves to professional impairment. Unfortunate for the Indian e-learning industry, at a n era of globalization and information revolution, Indian laws too have failed to contain these IT hawks. While the existing labour laws do have provisions against inhuman practices in the private workplace, in practice they remain a mirage. Most of the employees neither have the financial resources to chase litigation nor are they willing to ‘waste’ their time. The Southern part of India presents a striking contrast to the North. Recent years have seen a rapid and strategic development of global e-learning companies in the South, in places like Bangalore and Chennai. Several global players have also setup their centers in Pune, Mumbai and Hyderabad. Not surprising, the South has become a favorite e-learning destinations for serious e-learning players because of the absence of the mayhem so rampant in the Northern part of the country. Although the same Indian laws apply to all states across India, security and infrastructure is usually better in the Southern states than in the North. Consequently, most of these global giants are reluctant to setup their operations in the North for obvious reasons: lax security, incompetent e-learning resources, and rampant corruption. However of all the paraphernalia, one primary reason that dissuades the big names in e-learning from setting bases in North India is the abysmally poor skill-sets of the workforce here. In an era of cut-throat competition, generalized skills fetch little or paltry returns. In the past companies like Tata Interactive Services, Brainvisa, Sify e-learning and Accenture have all failed to locate substantial trained workforce from the North for its setups in the South. Amidst all the rigmarole, smaller global clients seeking ‘cheap’ e-learning courses remain unconcerned about the operatives of these vile businessmen. The only thing that seemingly matters for them is ‘cheaper products’, even if it comes in poor quality or if the employees who developed them are subjected to inhuman practices. Its time that global clients shed their ignorance and act responsibly by seeking detailed credentials from smaller e-learning vendors in India on their HR processes, employee welfare schemes and workforce competence. Failing to do this will not result in the development of shabby e-learning courses. The state of e-learning in India, particularly the frenzy in North India, remains a serious concern for the industry. Either the law of the land has to haul-up the desperados or wait till the hawks eat up the industry for the worse. A regulatory authority is essential now, if the industry is to survive and prosper. Money-eyed hawks can’t be allowed to have a field day. If they hang around for long, the death of the industry in India is imminent. 1. 3 COMPANY HISTORY 1. 3. 1 SIFY SOFTWARE LIMITED Sify eLearning was formed in December 2000. With over 8 years of experience in the training domain and our speciality in Instructional Design and Interactive Multimedia Content Development, we have developed over 5000 hours of learning content comprising Web based training (WBT), Computer based training (CBT), and Instructor Led training (ILT) courses. We have close to 300 employees located in our offices in India, the US, UK, and the Middle East. In India, Sifys offices are located in Chennai, Delhi, Mumbai, and Bangalore. Sify eLearning, which ranks among the top three eLearning Services providers in India, is a part of Sify Technologies Ltd. (NASDAQ:SIFY), with a revenue of US$150 million in 2008. Sify Technologies (www. sifycorp. com) is a pioneer and leader in the Internet, networking, and e-Commerce services in India and serves more than 1500 corporate and 600,000 retail consumers. We are proud to be the preferred eLearning vendor to many Fortune 100 companies. 1. 3. 2EVERONN EDUCATION LIMITED Everonn is one of the leading educational companies in India. Everonn today is the largest VSAT education network in the World. Everonn is listed in both the NSE and BSE. With a firm belief that technology-enabled learning can truly nullify social and economic boundaries, Everonn’s achievements have helped millions of students achieve their dreams. From its pioneering VSAT-enabled virtual and interactive classrooms to its emphasis on offering only the highest-quality content to students, Everonn’s quest for excellence has enabled the company to repeatedly break new grounds in the Indian education industry. Everonn’s commitment to a better standard of education is the guiding principle behind all its activities, from making Pre-school toddlers school ready to enhancing the employability of college students and providing the best entrance exam guidance in the nation. 1. 4PROBLEMS IDENTIFIED The Research titled namely â€Å"A Study on Employee attitude Leadership Style† is a research study conducted among various managers in different functional areas in Sify Software Limited Everonn Education Limited. In this research study, the researcher has made an attempt to identify the various styles followed by leaders due to different behavior among employees. The study mainly focus on the various attitudes of employee’s in different groups and its impact of the performance if individual, group or team organization. Further, the study also focuses on finding out the significant relationship between the attitude of employees and its impact of completion of module, work, deadlines, and target. This study is limited to the managers working at Sify Software Limited Everonn Education Limited. 1. 5NEED FOR THE STUDY The need for the study is to bring out the various attitude of employee in different groups and its impact on the performance of individual, group or team organization. This research study is restricted to employees working in Sify Software limited Everonn Education Limited. Generally employees working in any software companies are from different background in the sense they are from different regions, different culture, language, belief, Qualification, religion, communities etc. , which generally varies from the employees working in other sectors. This difference in attitude of employees is a very big challenge for software companies since it leads to many conflicts among the employees that affect the conducive working environment of the organization. In this study the researcher mainly focuses on changes in attitude of employees and the level of impact on their performance. Further the researcher has made an attempt to analyze the change in leadership behavior due to changes in employee attitude. In addition, the study will also be helpful in finding out the significant relationship between the attitude of employees and its impact on completion of module, work, deadlines, and target. 1. 6OBJECTIVE OF THE STUDY 1. 6. 1PRIMARY OBJECTIVE 1. To study the changes in attitude of employees and the behavioral changes of leadership at Sify software limited Everonn Education Limited. 1. 6. 2SECONDARY OBJECTIVES 1. To identify and analyze the relationship between employee attitude and leadership behavior in Sify Software Limited Everonn Education Limited. 2. To analyze the level of impact of leadership behavior on the team and performance of team. 3. To find out various ways to improve the attitude of people towards organizational commitments. 4. To identify the relationship between the attitude of employees and their performance towards their job. 1. 7SCOPE OF THE STUDY The study may help to find out the style to be adapted by leadership that may help them to effectively control the attitude of employees and also it helps to influence the workers and to extract work from them. This study may show the various characteristics of employees and its impact on the performance. Generally employees working in any software companies are from different background in the sense they are from different regions, different culture, language, belief, Qualification, religion, communities etc. , which generally varies from the employees working in other sectors. This difference in attitude of employees is a very big challenge for software companies since it leads to many conflicts among the employees that affect the conducive working environment of the organization. In this study the researcher mainly focuses on changes in attitude of employees and the level of impact on their performance. CHAPTER 2 LITERATURE SURVEY 2. 1REVIEW OF LITERATURE ?Attitudes are not the same as values. Attitudes are evaluative statements –either favorable or unfavorable concerning objects people, or events. Employee values, attitudes, and leadership behavior play a very important role in enhancing employee work motivation and performance. Employee work values, attitudes and leadership behavior can carefully be adjusted to produce a strong impact on employee work motivation. It would, therefore, be interesting to examine the precise nature of their roles in influencing the intrinsic versus extrinsic motivation of employees. ?Leadership Theory Leadership Styles: Leaders and followers each have different traits, values and levels of motivation. Theories that explain leadership effectiveness in terms of situational moderator variables are called contingency theories of leadership (Yukl 2006). Fiedler’s (1964) contingency model of leadership effectiveness is contingent upon the interaction of leadership style and situational favorableness (Liu et al. 2003). Thus, leader effectiveness is the product of many variables related to the followers, the task, and the organization (Tatum, et. al. , 2003). Transformational leadership theory emphasizes longer-term and vision-based motivational processes (Bass Avolio, 1997; Liu et al, 2003) and attempts to capture the emotional and symbolic aspects of leadership, helping researchers understand how leaders influence followers and motivate them to make self-sacrifices, putting the needs of the mission or organization above materialistic self-interests (Yukl, 2006). Researchers have found that most managers believe there is no single universal style of leadership applicable in all situations (Yun, Cox, and Sims, Jr. , 2006; Lord et al. , 2001). For example, a task-oriented leadership style may be most appropriate where a job involves psychologically immature or inexperienced workers; whereas, a relations-oriented leadership style may be most appropriate where workers are highly experienced and can be trusted to work autonomously (Tatum, et. al. , 2003). ?Group Types: Yukl (2006) defines several types of teams that can be found within an organization; two such teams include: Functional and Cross-Functional. Yukl (2006) provides the following about each team: â€Å"Functional teams are characterized by members of an organization with specialized jobs but are all part of the same basic function (e. g. maintenance, quality, etc. ). These teams operate for a long duration of time with membership that is relatively stable. Cross-Functional teams are characterized by members from a combination of functional subunits (e. g. quality, production, sales, and maintenance) working together on projects that require joint problem-solving skills. These teams operate until their task is completed. Membership may be stable over the life of the team or it may change as some functions increase/decrease in importance†. Leadership Credibility: Credibility is the foundation of leadership, and employees want their leaders to be honest, inspiring, competent, and forward looking (Kouzes and Posner, 2000). The credible leader must be seen as well informed and worthy of belief (Stoner, 1989). Credibility n urtures collaborative, cooperative relationships where employees assume responsibility for accomplishing work-related objectives voluntarily (Gabris Ihrke, 1996). For credibility to exist there must be trust between leader and follower (Kouzes Posner, 2000). Leadership credibility deals with perceived believability toward the leader-supervisor as someone an employee can trust in a supervisor-subordinate relationship (Gabris Ihrke, 1996). Organizational Justice: Organizational justice theory is intimately tied to leadership and decision processes (Tatum, et. al, 2003) and is based on the idea that a set of justice rules is used by individuals to evaluate fair treatment; and the extent to which those rules are satisfied or violated determines perceptions of justice or injustice (Mayer, et al. , 2007). Procedural justice refers to the perceived fairness of the methods used to make organizational decisions (Tepper, et. al. , 2006; Bauer, et al, 2001). In procedural justice, employees are concerned about whether the decision process is fair and the process used to determine the outcome was just (Fernandes Awamleh, 2006). Perceptions of fair procedures enhance employee acceptance of organizational outcomes (Latham Pinder, 2005), lead to organizational commitment (Lind Tyler, 1988) and satisfaction at the individual level (De Cremer, 2007). Shared perceptions of justice at the group level are positively related to satisfaction and commitment to the organization (Mayer, et al. , 2007). Just outcomes signal to employees that they are valued by the organization (Tyler Lind, 1992). Individuals experience procedural injustice when they are denied voice and decision control (Tepper, et. al. , 2006). Interactional justice is defined as the interpersonal treatment people receive as procedures are enacted (Bies Moag, 1986; Colquitt, 2001). Interactional justice is concerned with how information is communicated and whether individuals affected by a decision are treated with respect and dignity (Fernandes Awamleh, 2006). ?Group Commitment: Commitment is believed to affect organizational performance (Fiorito, et al. , 2007) and outcomes such as job satisfaction (Williams Hazer, 1986). Commitment is strongly influenced by leadership (Kouzes Posner, 2000). When employees feel unfairly treated, they may respond affectively with low commitment (Latham Pinder, 2005). The effect of leadership style on group interaction depends on both the consistency of the leadership style and the attitude group members have toward the leadership style (Kahai, Sosik, Avolio, 1997). Describing the task in a way that links it to member values and ideals, explaining why a project or task is important, involving members in planning strategies for attaining the objectives, and empowering members to find creative solutions to problems (Yukl, 2006). If members see leadership as legitimate, they should remain more attached to the team and exert more effort to benefit it (Colquitt, Noe, Jackson, 2002). ?It is readily accepted that organizational change impacts employees in a variety of ways (French, Bell, Zawacki, 2000). Consequently, the impact of organizational change on employee attitudes has received considerable research attention (e. g. Gardner, Dunham, Cummings, Pierce, 1987; Griffin, 1997; Lines, 2004; Saari Judge, 2004; Schweiger DeNisi, 1991). Research indicates that employee attitudes are related to how individuals perceive or react to change (Mossholder, Settoon, Armenakis, Harris, 2000). This is important since positive perceptions of change can enhan ce the implementation of these organizational initiatives (Lines, 2004; Armenakis, Harris, Feild, 1999). In this study, employee attitudes are investigated when organizational change is caused by the introduction of new technology. As depicted in Figure 1, salient attitudes of interest include job satisfaction, organizational commitment, intent to turnover, and job stress. The most-used research definition of job satisfaction is by Locke (1976), who defined it as â€Å". . . a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences† (p. 1304). Implicit in Locke’s definition is the importance of both affect, or feeling, and cognition, or thinking. When we think, we have feelings about what we think. Conversely, when we have feelings, we think about what we feel. Cognition and affect are thus inextricably linked, in our psy-chology and even in our biology. Thus, when evaluating our jobs, as when we assess most anything important to us, both thinking and feeling are involved. Continuing this theoretical development, Judge and his colleagues (Judge Bono, 2001; Judge, Locke, Durham, Kluger, 1998) found that a key personality trait, core self-evaluation, correlates with (is statistically related to) employee job satisfaction. They also found that one of the primary causes of the relationship was through the perception of the job itself. Thus, it appears that the most important situational effect on job satisfaction—the job itself—is linked to what may be the most important personality trait to predict job satisfaction—core self-evaluation. Evidence also indicates that some other personality traits, such as extra-version and conscientiousness, can also influence job satisfaction (Judge, Heller, Mount, 2002) In the research literature, the two most extensively validated employee attitude survey measures are the Job Descriptive Index (JDI; Smith, Kendall, Hulin, 1969) and the Mi nnesota Satisfaction Questionnaire (MSQ; Weiss, Dawis, England, Lofquist, 1967). The JDI assesses satisfaction with five different job areas: pay, promotion, coworkers, supervision, and the work itself. The JDI is reliable and has an impressive array of validation evidence. The MSQ has the advantage of versatility—long and short forms are available, as well as faceted and overall measures. Another measure used in job satisfaction research (e. g. , Judge, Erez, Bono, Thoresen, in press) is an updated and reliable five-item version of an earlier scale by Brayfield and Rothe (1951). All of these measures have led to greater scientific understanding of employee attitudes, and their greatest value may be for research purposes, yet these measures may be useful for practitioners as well. In practice, organizations often wish to obtain a more detailed assessment of employee attitudes and/or customize their surveys to assess issues unique to their firm. ?Job satisfaction is one of the most extensively researched work-related attitudes (Loscocco Roschelle, 1991). Saari and Judge (2004), however, observed that HR practitioners lack thorough knowledge of job satisfaction and related antecedents. Job satisfaction is operationally defined as an individuals assessment of the degree to which their work-related values have been achieved (Locke, 1969; Locke, 1976). Research suggests that organizational change has a discernable impact on job satisfaction (see, for example, Ferguson Cheyne, 1995) which is associated with organizational citizenship behaviors that are beneficial to organizational effectiveness (Organ, 1990). ?Organizational commitment is also a frequently studied job attitude (Lines, 2004; Loscocco Roschelle, 1991). Definitions and conceptualizations of the organizational commitment construct are numerous and diverse. Morrow (1983) observed at least 25 different conceptualizations of organizational commitment. Despite this diversity, OReilly and Chatman (1986), among others, suggest that psychological attachment to an organization is a theme underlying most conceptualizations of organizational commitment. Of particular interest in this study is the relationship between affective organizational commitment and reactions to the organizational changes since individuals with high levels of affective commitment tend to exert extraordinary effort on behalf of an organization (Porter, Steers, Mowday, Boulian, 1974). In addition, individuals with high levels of affective commitment are likely to remain with an organization because they want to remain with the organization (Porter et al. , 1974), not because they have no other alternatives or because of social pressure. CHAPTER 3 RESEARCH METHODOLOGY 3. 1PROPOSED METHODOLOGY 3. 1. 1FOR EMPLOYEES The Researcher has proposed to use Qualitative and Analytical type of research. The Researcher has proposed to use Qualitative type of research, to assess the behavior of various employees in different teams which has an impact on overall performance of the team. The Researcher has also proposed to use Analytical type of result to analyze the effect of behavior on their individual performance towards their relationship with peers etc. 3. 1. 2FOR MANAGERS To assess the changes in leadership behavior due to changes in employee attitude, the Researcher has used the same Qualitative and Analytical type of research design. 3. 2RESEARCH DESIGN The research design is the blue print for fulfilling objectives and answering questions of specific research problem. A research design is purely and simply the framework a plan for a study that guides the collection and analysis of the data. The research designs used in this project are listed below. 3. 2. 1 DESCRIPTIVE RESEARCH To describe the characteristics of certain groups e. g. users of a product with different age, sex etc. , to determine whether certain variables are associated e. g. , age and usage of a product. 3. 2. 2 ANALYTICAL RESEARCH To analyze the behavior of employees and its impact of deadline productivity. 3. 3DATA COLLECTION METHOD In this study the researcher has proposed to use both Primary and secondary data. 3. 3. 1PRIMARY DATA Primary data will be collected through a structured Questionnaire from the target respondents.

Proposal to Increase Police Numbers to Reduce UAEs Juvenile Crime Rate

Proposal to Increase Police Numbers to Reduce UAEs Juvenile Crime Rate Abstract The cases of juvenile crimes have arisen so much in the UAE that it is now considered as a public crisis. Some of the causes for the rise in juvenile crime rates in the region include: parental neglect and drug abuse among other factors.Advertising We will write a custom proposal sample on Proposal to Increase Police Numbers to Reduce UAE’s Juvenile Crime Rate specifically for you for only $16.05 $11/page Learn More The most effective way to deal with the problem is to increase the numbers of the police officers especially in the parts where the problem is most rampant. The proposed strategy is actually less expensive taking into account the damages caused by juvenile criminal activities. Introduction There has been a sharp rise in juvenile delinquency in the UAE in the last two decades. For instance, the juvenile crime rate rose by 33% in 2009 alone; the increase should be a great concern since most of the youths carry the crimes into adulth ood. It is now evident that more young people than adults in the UAE are increasingly becoming violent and difficult to control (Abiad and Mansoor 303). Unfortunately, the juvenile justice system has been slow at responding, and the measures that it has put in place to deal with the problem are neither sufficient nor effective in dealing with the crisis (Abiad and Mansoor 304). Burfeind and Bartusch argue that more teenagers than adults commit serious violent offences (65). For that reason, the criminal justice system in the AUAE needs to divert its attention to the juveniles more than it does with the adults. The best way to deal with the juvenile delinquency problem is hiring more police officers, who should be allowed to arrest and arraign the young people who commit violent crimes in adult courts (Siegel and Wesh 307). This paper proposes employment of more police officers to help deal with the problem of the rise in juvenile crimes in the UAE. Methodology Based on scholarly evi dence, this paper proposes increasing police number in the UAE to assist in reducing the juvenile crime rate in the region. The effectiveness of the policing strategy in reducing juvenile crime rate is a topic that has been discussed by many scholars; it is available in several literatures, including peer-reviewed studies.Advertising Looking for proposal on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More Consequently, this proposal will rely on literature review to obtain the relevant information about the topic. Several literatures will be evaluated to ensure that the data obtained is reliable and valid. The fact that there are several scholars who have addressed the problem shows that there is sufficient information about the problem. The information obtained in the literature review will be used to outline the causes of the rise in juvenile crime rates, the most effective strategy that can help the governme nt to deal with the problem, the importance of using the proposed strategy, and the consequences of not implementing it. Discussion Causes of Rise in Juvenile Crime Rate in the UAE There are several factors that have led to the increased juvenile crime rates in the UAE. Firstly, most of the juveniles commit criminal activities as a result of lower intelligence, which is worsened by lack of a proper education (Abiad and Mansoor 304). The young people who are both unintelligent and uneducated get involved in anti-social activities as a result of uncontrolled aggressive and impulsive behavior. These kinds of young people are also unable to delay gratification, which motivates them to get involved in illegal activities just to get what they want in life (Siegel 240). Secondly, many young people in the UAE have turned to abusing drugs, which makes them vulnerable to committing criminal offences even without their knowledge. Most juvenile offenders in the UAE use very powerful drugs such as cocaine and bhang. Researchers reveal that the use of illegal drugs is the most serious cause of the rise in juvenile delinquency in the UAE; for instance, Siegel and Wesh argue that a big number of juveniles who use alcohol often fall victim to juvenile crime (308). Thirdly, most families have neglected their children and they don’t care about their children’s behavior or the groups they associate with. The lack of good parental care, child abuse and constant parental conflicts are also other factors that push the juveniles to engage in criminal activities. Some of the juveniles also engage in criminal offences as a result of their parent’s lack of social norms and defiance of the main laws (Siegel 241).Advertising We will write a custom proposal sample on Proposal to Increase Police Numbers to Reduce UAE’s Juvenile Crime Rate specifically for you for only $16.05 $11/page Learn More Lastly, the UAE police service has for a lo ng time overlooked the juvenile crimes; sometimes they regard the crimes as negligible. The police service has constantly directed most of its efforts to dealing with adult crimes (Siegel 241). The young people have taken advantage of the police’s assumption to commit criminal offences as much as they please (Siegel and Wesh 307). How to Deal with the Rise in Juvenile Crime Rate in the UAE Although there could be other strategies of dealing with the rise in juvenile crime rate in the UAE, the most effective one would be to hire more police officers. The extra police officers could be used to create a special branch in the police service whose mandate will be purely be to deal with the case of juvenile offenders (Siegel 243). The implementation of the proposed strategy will cost the UAE government a significant amount of money. The implementation involves hiring more police officers, training the hired recruits, and providing them with the necessary equipment to enable them ca rry out their duty. The implementation expenses will also require the government to avail other funds, which will be used to pay the officers’ salaries and to build residential houses for them. The implementation process is likely to cost the government of the UAE a total sum of $8 million. The total amount will include: $1 million that will be used to pay the officers who will be carrying out the recruitment, $1.5 million for training the recruited individuals, $3.5 million that will be used to pay the salaries of the newly employed police officers, and $2 million that will be used to build residential houses for the new officers. Summary of the Budget Description Estimated Amount in 000,000$ Wages of Hiring Officers 1 Training the Recruits 1.5 Salaries for New Officers 3.5 Building new houses 2 Total 8 Importance of Implementing the Proposed Strategy The benefits that will come with the implementation of the proposed strategy surpass the costs that will be i ncurred during the implementation process. The destruction that the juveniles cause in the region through their involvement in criminal activities is just too much and cannot be compared to the implementation cost (Burfeind and Bartusch 66).Advertising Looking for proposal on public administration? Let's see if we can help you! Get your first paper with 15% OFF Learn More The setting of the special branch will certainly improve the police’s functions in relation to juvenile cases. The proposed strategy will enhance the way police officers are expected to do patrols, investigations and other special operations (Elrod and Ryder 155). Police patrol is one of the main strategies that law enforcement uses to control crime in the UAE. When more police officers are employed and the extra number assigned to look into the juvenile issues, they will help in making the patrol more effective. Since most juveniles are neither stubborn nor repeat offenders, putting more police officers on patrol is likely to deter them from engaging in criminal offences such break and enter. In addition, the more the police numbers on patrol, the more arrests that will be made; consequently, more juvenile offenders will be arraigned in the UAE courts (Siegel 240). The employment of extra police officers is also expected to see more intense investigation and rehabilitation o f the young offenders. The increase in juvenile crime rates to an extent has been caused by slow investigation due to the lack of enough detectives. When police numbers are increased in the region, there will enough detectives to speed up the investigations involving juvenile cases (Elrod and Ryder 155). The extra police officers could also offer other special programs such as rehabilitation to less serious juvenile crimes. Such special programs are known to reduce juvenile crime rates, especially those that are caused by the lack of good parental care (Elrod and Ryder 156). Conclusion The ever rising cases of juvenile crimes in the UAE region are now a great concern for the UAE government. The rise in juvenile crime rates in the region has been caused by among other factors, parental neglect, family conflicts and child abuse, drug abuse and lack of a good education. However, the problem can be effectively dealt with by increasing the number of police officers. The implementation of the proposed strategy is actually less expensive when compared to the damages caused by the juvenile’s involvement in criminal activities. The proposed program will cost the government close to $8 million. Abiad, Nisrine, and Farkhanda Zia Mansoor. Criminal Law and the Rights of the Child in Muslim States: A Comparative and Analytical Perspective. London: British Institute of International and Comparative Law, 2010. Print. Burfeind, James W., and Dawn Jeglum Bartusch. Juvenile Delinquency: An Integrated Approach. Sudbury, MA: Jones and Bartlett Publishers, 2011. Print. Elrod, Preston, and Scott Ryder. Juvenile Justice: A Social, Historical, and Legal Perspective. Sudbury, MA: Jones and Bartlett Publishers, 2011. Print. Siegel, Larry. Introduction to Criminal Justice. Belmont, CA: Wadsworth, 2010. Print. Siegel, Larry, and Brandon Wesh. Juvenile Delinquency: The Core. Belmont, CA: Cengage Learning, 2011. Print.

The Gastronomy of Spain Essay Example | Topics and Well Written Essays - 750 words

The Gastronomy of Spain - Essay Example La comida tpica de cada regin es una refleccin del clima y los productos agriculturas tambin. Generalmente la dieta espaola se considera sana. Consiste en aceite de oliva, ajo, frutas, pescado y vino tinto. La pescadera segundo mas grande est situada en Madrid. En cada regin existe su propia manera de preparar los platos populares. La comida principal del da se come por la tarde. Normalmente el almuerzo consiste en tres platos. En comparicin con otros pases los espaoles comen muy tarde. Depende en la familia y las personas la cena puede ser ligero o fuerte. La tortilla espaola es muy popular en todo del pas. Se dicen que el hacer una buena tortilla es una indicacin definitiva del buen cocinar. No es muy fcil prepararla. El cocinero necesita mucha paciencia y arte tambin. Los ingredientes principales son los huevos, la patata, la cebolla y el aceite. Generalmente se comen con pan. El pan es un alimento que es muy valorado por los espaoles. Hay una gran variedad que se come mucho. Como tradicin en todas las comidas, menos el desayuno la mayora de los espaoles toman vino. Cada ao Espaa produce mas de cuatrocientos millones botellas de vino. Jerez es un vino especial que es popular en el pas tambin. Una comida tpica y que es muy popular entre los turistas es la paella. Es una combinacin de arroz, camarones, langosta, pollo, jamn y vegetales. El nombre viene de la paellera, la sartn especial donde se cocina. La paella era originalmente de Valencia que esta situada en la costa del este. Era una comida de granjeros y era comida por la tarde. Los mariscos ha llegado a ser un ingrediente principal porque Valencia esta en la costa. Tambin era habitual criar pollos. Tradicionalmente se cocina al aire libre. El gazpacho es un plato tpico de Andaluca al sur de Espaa. Es una sopa fra elaborada con ingredientes en crudo. Los ingredientes incluyen tomates, pimientos, ajo, vinagre de vino y aceite de oliva. Tradicionalmente los ingredientes eran machacados en orden especfico para hacerla cremosa pero hoy en da se usan batidoras. Este plato es muy popular en el verano. Andaluca tambin es famoso para producir gran cantidad de aceite de oliva y el vino jerez. Las tapas que normalmente acompaen al vino o cerveza es son una tradicin en Andaluca. El cocido madrileo es el plato ms popular de la ciudad de Madrid. Los ingredientes principales son los garbanzos, verduras y carnes. Este plato es ms tpico durante el invierno. Normalmente se toma primero un plato de sopa de fideos, de segundo los garbanzos y de tercero la carne. La sidra es la bebida tpica de Asturias. La siderurgia emplea por lo menos treinta por cientos de la poblacin de Asturias. Hay un museo de la sidra que se trata todo el proceso de creacin de la sidra desde el cultivo de la manzana hasta el embotellado de la sidra. La Mancha es una regin en el centro de Espaa. Tradicionalmente los habitantes se dedicaban al pastoreo. Una de las caractersticas ms importantes del queso manchego es que est elaborado a partir de leche de oveja manchega, que es una raza de ovino asentada hace mucho tiempo en la comarca natural de La Mancha.Espaa tiene mucho que ofrecer. La gastronoma es apreciada por su calidad y por la variedad

Fashion consumer behaviour Essay Example | Topics and Well Written Essays - 2000 words

Fashion consumer behaviour - Essay Example The essay "Fashion consumer behaviour" concerns the behavior of fashion consumer. Every market has unique consumer preferences, such unique attributes of the fashion are partly driven by social attributes like the family and culture . According to Chevalier and Mazzalovo (2008), the brand status defines the fashion identity. Chevalier and Mazzalovo ascribed that achieving the identity requires exclusiveness, the stylish approach, the innovativeness, the designing to attain a style that stands out to attract the attention of the consumer. Many factors determine fashion consumer purchasing behaviours. For instance, the personal and social attributes may play a role in helping the consumers to identify with a particular brand of fashion. Identity to a brand of fashion is likely to influence the loyalty to the brand and its sustainability in the market segmen). Many brands work tirelessly to ensure they have superior brands and invest immense capital to market the brands. However, most s tudies reported in the current literature fails to link the association between the social and personal attributes to purchasing behaviours. A family is likely to pass down the fashion to the coming generation because the family bond and the preference to a given fashion play a role in the purchasing behaviours. These factors have not been studied well through deliberate efforts of linking of personal and social influences to how consumers identify with the brand status. The fashion industry is a multifaceted section.

Business Financial Metrics Essay Example | Topics and Well Written Essays - 1250 words

Business Financial Metrics - Essay Example Company managers, investors and government regulators utilize various metrics and ratios to analyze company financial statements such as income statements and balance sheets so as to determine the fiscal viability of the organization in the short and long term. This paper will examine some of the ratios and metrics utilized by various stakeholders to appraise different financial statements, examining how various stakeholders can successfully employ the metrics and ratios in their decision making. The examination of balance sheets entails the use of financial ratios as the primary metrics. These ratios include the quick ratio, leverage or debt-to-worth ration and current ratio. The current ratio, which is also referred to as the liquidity ratio, measures the liquidity or solvency of an entity (Higgins, 2009). This metric offers investors a measure of the business’ capacity to pay its current liabilities using its current assets. Investors typically use this information to decid e whether or not to invest in a business. A high current ratio means the company has vast capabilities to pay its short-term debts using short-term cash. Investors and company managers seek a current ratio that is above 1.0 since this indicates a company’s competence to repay all its current liabilities. Secondly, quick ratio is also a measure of liquidity, which eliminates certain minimally liquid assets from the current ratio equation. Company managers, government regulators and investors utilize quick ratio to analyze a company’s financial strength (Shapiro & Balbirer, 2000). Company managers, investors and business managers use this information to determine a company’s overall capacity to repay its current liabilities, which influences its long term viability. On the other hand, the leverage ratio or debt-to-equity or debt-to-worth ratio provides investors a viable signal of a business’ leverage. When this ratio is high, it means a company’s as sets exceed its stock equity, which indicates that the company has more debt than equity. Leverage ratios of 2:1 or lower mean that liabilities are double the amount of shareholder’s equity. Ratios above 2:1 indicate that a business may be unable to pay its creditors or acquire supplementary long-term funding (Higgins, 2009). Government regulators use leverage ratios to determine whether or not companies can legally file for bankruptcy. Investors use the ratios for control purposes such as deciding either to invest or pull out their investments in a company (Harrington, 2003). The ratios allow current and prospective investors to examine how managers acquire and make use of company resources in their control, thereby influencing investment decisions with a view to deterring the incidence of financial loss. Through the ratios, company managers gain knowledge of the successfulness of the business’ past and present strategies and how to enhance their future viability. Rat ios also enable managers to highlight and exact deviations from optimal performance levels thus allowing organizations to steer their decision making and processes towards the attainment of such optimal performance. Various stakeholders use different ratios and metrics to analyze income statements. For instance, earnings per share ratios tell government analysts and investors the amount of money available to shareholders

The Strong Nuclear Force | Essay

The Strong Nuclear Force | Essay Youssef El Laithy One of the most extraordinary simplifications in physics is the fact that only four distinct forces are responsible for all the known spectacles that go on in the universe. These four basic forces are the electromagnetic force, the gravitational force, the weak nuclear force and the strong nuclear force. Since the weak and the strong force act over an extremely short range, (less than the size of a nucleus), we do not experience them directly. Even though we don’t directly experience these forces they are vital to our existence. These forces determine whether the nuclei of certain elements will be stable or will deteriorate, and they are the basis of the energy release in many nuclear reactions. The forces determine not only the stability of the nuclei, but also the abundance of elements in nature. The properties of the nucleus of an atom are determined by the number of electrons the atom has. The number of electrons in an atom, therefore, determines the chemistry of the atom. The gravitational force is responsible for holding together the universe at large, the atmosphere, water, and us; humans, to the planet. The electromagnetic force governs the atomic level phenomena, binding electrons their atoms, and atoms to other atoms in order to form molecules and compounds. The weak nuclear force is responsible for certain types of nuclear reactions. The fourth and last force, the strong nuclear force is responsible for holding the nucleus together. The Strong Force is also one of the four fundamental forces of nature, experienced by particles called quarks and sub particles made up of quarks. It is theforce that causes the interaction responsible for binding and holding protons and neutrons together in the atomic nucleus of a given element. The strong force is the strongest of among all the other forces forces, being approximately 100 times as strong as the electromagneticforce. It has the extremely short range to which it has an effect. A range of approximately 10^-15 m, less than the size of the atomic nucleus. The strong force is carried by particles called gluons; that is, when particles interact through the strong force, they do so by exchanging gluons. The protons in a nucleus must experience a repulsive force from the other protons in the nucleus.This is where the strong nuclear force comes into play. The strong nuclear force is created between the nucleons (protons and neutrons) by the exchange of particles called mes ons. This exchange can be compared to constantly hitting a tennis ball or a footballback and forth between two people. As long as these particles (mesons) are in motion back and forth, the strong force is able to hold the participating nucleons together. Thenucleons, however; mustbe extremely close to each other in order for this exchange of mesons to occur. The distance requiredfor the force to take place and have an effectis roughly about the diameter of a proton or a neutron. Thus, if a proton or neutron can get closer than this distance to proton on neutron, the exchange of mesons occurs normally and the force has an effect. However,if they cant get that close, the strong force is too weak to make them bind together and thus the force won’t have an effect and the nucleus would rapture. The range of the Strong Force varies from where it takes place. The strong interaction is apparent in two areas: On a large scale (about 1 to 3 femtometers ), it is the force that binds protons and neutrons (nucleons) together to form the nucleus of an atom . On a smaller scale (less than about 0.8 femtometers, the radius of a nucleon), it is the force (carried by gluons ) that holdsquarkstogether to form protons, neutrons, and other hadron particles. The discovery of the Strong of the nuclear force was a remarkable discovery and cleared up lots of mysteries that haunted many physicists in this era. The discovery force wasn’t all at once; meaning that the discovery was based on the work of more than once scientist and physicist all over the years. The first discovery was by James Chadwick. In 1932, British physicist James discovered that the nucleus of atoms contain neutrons. Soon after this discovery, the American-Hungarian physicist, Eugene Wigner suggested that the electromagnetic force wasn’t the force responsible forholding the nucleus together and he also suggested that there are two different nuclear forces not just one.Later on,In 1935 Japanese Yukawa Hideki reasoned that since the strong nuclear force and weak nuclear force had never been noticedor observed by the bare eye or even by microscopesthey must act over a range smaller than the diameter of the atomic nucleus.Yukawa developed the first field theory ofthe strong force with a new particle he called mesons as the force carryingsimulated particle. From these facts and hypothesizes, Hideki Yukawa concluded that there exists a force that binds nucleons (protons and neutrons) together. He named the force the â€Å"strong nuclear force† because it had to be stronger than the electromagnetic force that would otherwise push the nucleons apart. In everyday life and our day to day life, were only aware of two fundamental forces: gravity and electromagnetism. Physicists know about two more forces, which are carried out within the atom itself (inside atoms): the strong nuclear force and the weak nuclear force.Try and imaginetwo protons (positive charge), they are pulled together by the strong nuclear force (as long as they are within range to start with). But the electromagnetic force pushes them away from each other, because they both have the same positive electric charge. When we talk about the uses if the strong nuclear force we can’t really find a direct use in which humans use the force. The only direct use is that the binding energyrelated to the strong nuclear force is used innuclear powerandnuclear weapons. The strong nuclear force is crucial to our everyday survival, God created this force exactly to suit our survival. Following this notion two questions are raised: What would happen if the strong nuclear force were a bit weaker? If the strong force were even slightly weaker than what it is, it would not be able to hold the atomic nuclei together against the repulsion of the electromagnetic force. According to Barrow and Tipler: `Ifthe Strong Force was decreased by 50% its normal power thiswould adversely affect the stability of all the elements essential to living organisms and biological systems. A bit more of a decrease, and there wouldntbe any stable elements except hydrogen. What would happen if the strong nuclear force were a bit stronger that what it is? According to Borrow and Tipler: â€Å"If the strong nuclear force was just a bit stronger compared to the electromagnetic force, two protons could stick togetherdisregardof their electromagnetic repulsion (forming a diproton).If this happened, all the hydrogen in the universe would have been burned to helium. If there were no Hydrogen in the universethere would be no water, for a start, and there would be no long-lived stars like the sun. (Stars made from helium burn up much more quickly than stars made from hydrogen).† In conclusion, The Strong Nuclear force is one of the four fundamental forces found in nature. The strong nuclear force is responsible for holding the neutrons and protons in the atomic nucleus. The interactions are experienced only by particles called quarks and by elementary particles made from quarks (mesons, gluons). The discovery of the strong nuclear force was possible by the collective work of many physicists over many years. The strong force isn’t of that much of direct use for humans. However, the force is crucial to our everyday life. If the strong nuclear force was slightly even weaker than it is, all the chemical elements needed for life would not be stable, and we, humans, would not seize to exist. The strong force isnt of that much of direct use for humans. However, the force is crucial to our everyday life. Ifthe strong nuclear force was weaker than it is, the chemical elements needed for life wouldn’t be stable, and we would not be here. On the other han d, if it were even slightly stronger than it is, all the hydrogen in the universe would have been burned in the big bang. As a result, there would be no prolonged stars like the sun, and no molecules like water. There would probably be no complex chemistry in the universe, and we would not seize to exist. Citations Fundamental Forces.Fundamental Forces. N.p., n.d. Web. 29 Nov. 2013.   http://hyperphysics.phy-astr.gsu.edu/hbase/forces/funfor.html> . The Nucleus.The Nucleus. N.p., n.d. Web. 10 Dec. 2013. http://www.launc.tased.edu.au/online/sciences/physics/nucleus.html> . The Four Fundamental Forces.ThinkQuest. Oracle Foundation, n.d. Web. 9 Dec. 2013. http://library.thinkquest.org/27930/forces.htm> . The Strong Nuclear Force.The Strong Nuclear Force. N.p., n.d. Web. 1 Dec. 2013. http://aether.lbl.gov/elements/stellar/strong/strong.html> . The Strong Nuclear Force.The Star Garden. N.p., n.d. Web. 13 Dec. 2013. http://www.thestargarden.co.uk/Strong.html> . Nuclear Forces.Nuclear Forces. N.p., n.d. Web. 13 Dec. 2013. http://www.alternativephysics.org/book/NuclearForces.htm> . National Power Or Military Power? National Power Or Military Power? The international system today is an interplay of national power of different nations. This can be felt in the emerging world order. There has been a perceptible change, particularly during the last two decades, in the manner the nation states conduct international relations. Military alliances have given way to multilateral groupings, understandings and strategic partnerships. Nations are becoming increasingly aware of the power or influence that they wield vis-à  -vis other nations.  [1]   They are also looking at the ways and means to use this national power to secure their vital interests. In the later part of last century, National Power was only considered to be military power as can be understood by the superpower status of Soviet Union. But the disintegration of the Soviet empire and changing face of world relations due to economic globalization changed the world perception and brought the term Comprehensive National Power. This term was more inclusive of the overall state of the affairs of a nation and a measure of its constituents could indicate the strength and weaknesses.  [2]   National Power has tangible and intangible elements. Geography, natural resources, industrial capacity, population, military power form the tangible parts while national character and morale complete the intangibles. Indias economy has contributed in the last two decades towards a major share of the National power. In fact, India has even demonstrated certain soft power by cooption and attraction of other nations to achieve some of its aims. The primary currencies of soft power are an actors values, culture, policies and institutions. Indias soft power is based on its social and cultural values, the Indian Diaspora abroad and its knowledge base. India is being considered a knowledge superpower and is well placed to leverage its position in international relations. However, the military has also contributed towards the soft power. A well-run military has been a source of attraction, and military-to-military cooperation and training programmes, for example, have established transnation al networks that enhance countrys soft power. METHODOLOGY Statement of Problem The growth notwithstanding, India cannot afford to be satisfied with its current status. The geopolitical situation in the region is unstable. Though Pakistan has fewer options left after it has been exposed as a hub of terror activities and a haven for wanted terrorists, still if cornered by the world pressure and the internal compulsions it will not think twice in a military option against India to divert the attention and bring in its all weather friend , China, into the picture. India can achieve its national aims only if the internal and external threats to its security is ensured. This situation can be understood with an analogy to game of soccer; a team may be having the best of strikers in their forward and midfielder players, who can score goals at will, but their efforts are inconsequential if the goalkeeper is not trained and equipped to save goals from adversary. Thus, in the changing geopolitical situation, it is pertinent to evaluate the share of constituents of National Power to ascertain the future dynamics of a nations aspirations and interests and the regional environment. India has already made tremendous progress in various fields to achieve soft power constituent to contribute towards National Power. Indian economy is showing positive growth and attracting strategic partnership with leading economies around the globe.India , now needs to develop the military constituent to further pursue its National aim. Hypothesis India needs to develop a potent Military capability by the year 2025 to be able to assert its National Power in keeping with the stated National objectives. Methods of Data Collection 9. The data for this dissertation has been collected from a large number of books, periodicals, magazines, newspapers, internet and research journals that are available in the Defence Services Staff College library. The data related to Indian Military Power has been collected from open sources only so as to avoid any classified information to be brought out. The Bibliography is attached as Appendix. Organisation of the Dissertation Apart from a chapter on the introduction and methodology, the dissertation has been organized under the following chapters:- CHAPTER 2. CONSTITUENTS OF INDIAN NATIONAL POWER Section 1. National Power. Section 2. Indias National Power. Section 3. Constituents Of Indian National Power. CHAPTER 3. MILITARY POWER Section 1. Elements of Military Power. Section 2. Present State Of Indian Defence Forces. Section 3. Defence Budget And Modernisation Program. CHAPTER 4. SHORTCOMINGS OF INDIAS MILITARY POWER Section 1. Analysis. Section 2. Intra Organisaton Level. Section 3. Shortcoming As A National Instrument. Section 4. Recommendations . CHAPTER 5. DESIRED NATIONAL POWER BY 2025 Section 1. Geopolitical situation and regional environment In 2025. Section 2. Indias Predicted Growth By 2025. Section 3. Desired National Power. Chapter 2- Examining the constituent of Indian National Power. The present Indian standing in the world order is based on the soft power developed and the economic growth achieved by India. India as rising economy, offers excellent investment opportunity to the world. The democratic form of governance also projects India as stable and secure investment site in the long run. However we need to examine the constituents and their present share towards National Power. Chapter 3- Military Power. It itself comprises the tangibles and the intangibles. It can be broadly categorized in force capability and force employment. There has been a change in war fighting. The technological advancement ,weapon lethality, destructiveness and precision along with the information frontier has increased the cost factor of going to war. Thus there is a need to analyse the military power constituents to understand the importance towards national Power. Chapter 4- Analysis and Short comings of Indian Military Power. To suggest steps towards projecting a stronger military power the present capability needs to be analysed and the shortcoming to be highlighted. Chapter 5- Desired National Power by 2025. The regional environment in the near future entails proactive approach by India to project comprehensive national power to have secured borders and assured growth to achieve its national aims . CHAPTER 2 CONSTITUENTS OF NATIONAL POWER National Power 1. The international system today.is an interplay of national power of different nations. There has been a perceptible change.in the manner the nation states conduct International relations. Military alliances have given way to multilateral groupings, understandings and strategic partnerships. Nations are becoming increasingly.aware of the power or influence that they weild.vis-à  -vis other nations. 2. During 1960 and 70s most theorists.doing research on international relations avoided dealing.with phenomenon of power. National power was considered synonymous.with military power. This would explain to a great extent the superpower status.of erstwhile Soviet Union and its unexpected disintegration. Since then perception of national power.has undergone a change. It is called as comprehensive National power by the theorists which is a more inclusive term comprising all the facets of a nations resources which contribute towards its security. Defining National Power 3. National power is the ability of a nation with the use of which.it can get its will obeyed by other nations. It involves the capacity to use force.or threat of use of force over other nations. With the use of national power, a nation is able to control.the behavior of other nations in accordance with its own will. In other words, it denotes the ability of a nation.to fulfill its national goals. It also tells us how much powerful or weak.a particular nation is in securing its national goals. Basic Elements Of National Power 4. The basic elements of national power include diplomacy, economics, informational, soft power and the age old trustworthy element of military power. It can also be classified as comprising of tangible elements and intangible elements. Geography, natural resources, industrial capacities, population, military power form the tangible elements of national power and national character and morale complete the intangibles. Indias National Power 5. In international politics, the image of India till recently used to be in terms.of its perennial rivalry with Pakistan and as power confined to South Asia only. However, as result of the remarkable improvement.in Indias national strength over the last decade, consisting of.its hard and soft powers, the world has started rehyphenating India.with a rapidly growing China. The term rising India is a buzzword in the International Relations discourse nowadays. Indias national power has begun to rise steadily.since Pokhran-II. India unleashed a slew of path-breaking initiatives.in quick succession in 1998 (and beyond). It was from this year onwards that the idea of India being a great power,.first floated by Nehru, started to be reflected in its foreign policy. Admittedly, India shifted its foreign and economic policies.soon after the end of the Cold War in 1991 when it started broadbasing.its diplomacy, initiated economic reforms by dismantling the economic model.based on import substit ution, and went for market friendly policies. The economic reforms did give India economic stability.in the sense that India started growing at 6% annually.ever since the economic liberalization of early 1990s, however, political stability remained fragile. The country got much-needed political stability.at the center in March 1998 and a series of radical initiatives in quick succession beginning with the nuclear tests in the Pokhran desert of Rajasthan on May 11th and 13th 1998, was a grand strategic masterstroke by independent India. India initiated Multi-aligned/Great power diplomacy.for the first time in its independent history when it developed strategic partnerships.with all the great powers simultaneously, especially its relations with the United States and Japan, while retaining time-tested ties with Russia. India made institutional arrangements to its national security.when it set up the National Security.Advisory Board, National Security.Council, Nuclear Command Authority, developed a.nuclear doctrine, and so on. 6. More importantly, India developed a much needed strategic vision.whereby it redefined its geo-strategic.construct well beyond the mainland of South Asia. The comprehensive geo-strategic.construct included the Indian Ocean, the Middle East, Central Asia and the Asia-Pacific. In fact, the 1998 nuclear tests themselves were indicative of the fact that India had begun to appreciate the role of hard power in securing its national interests and also in making her influence heard in international politics. 7. The India, that China defeated.in 1962 was guided by a foreign policy canon of non-alignment.vis -à  -vis the superpower enmity, and it remained the cornerstone of Indias international.diplomacy for more than four decades. However, this foreign policy paradigm underwent.a U-turn when it metamorphosed into poly/multi-alignment under the new leadership.in New Delhi in 1998. The new foreign policy outlook.broadly had two components, namely, improving relations with the US and its Look East Policy-II. The turnaround in India-US relations from being estranged democracies during the Cold War to engaged democracies in the 2000s has played a central role in bringing out a shift in Chinas India posture over the last decade. India has been a democracy right since its birth as a modern nation-state in 1947. However, its sluggish economic growth and weak military profile that led to its defeat in 1962 seriously stained this aspect of Indias soft power. 8. With the rising India story, its democracy as an important component of its soft power has again come into the global limelight. India has more than 1 billion people. It is linguistically, culturally, racially, and religiously diverse, and it is growing economically at an enviable pace under democratic governmental institutions (except for the emergency period of 1975-77 when civil liberties were undermined). Its culture values peaceful coexistence, nonviolence, and religious tolerance. All of these factors, combined with the largest pool of English speakers outside the US, has increased Indias power of attraction without need for coercion or persuasion, a fact not lost on an envious, hard power-minded China. The country to which India has projected most of its soft power is the US, through the export of highly skilled manpower, consisting mainly of software developers, engineers, and doctors. 9. In military terms, post-1998 India has been enjoying strategic capital, in the sense that, unlike the rise of China, Indias military rise is not only not feared but it is felt to be desirable by the countries in the Asia-Pacific like Japan, Australia, South Korea, and ASEAN as a group. Most importantly even the US sees Indias military rise in its own interests.28 Interestingly, a rising India is making full use of this capital by emerging as a formidable military power over the last decade, apart from unveiling even more ambitious military plans for the future CHAPTER 3 MILITARY POWER Military Power 1. Military Power is military dimension of national power. National power embodies soft persuasive or attractive elements as well as its hard or military component. Military power can itself mean different things in different contexts; as military forces do different things ranging from defending national territory to invading other states; countering terrorists or insurgents, keeping the peace, enforcing economic sanctions, maintain domestic order. Proficiency in one task does not entail proficiency in all as good defenders of national territory can make poor peacekeepers and also may not be able to conquer neighbours. 2. Since beginning of civilization, military power has been the primary instruement nation states have used to control and dominate each other. With the growth of technology, the destructiveness of military power has reached apocalyptic proportions. 3. Throughout history, military power has been paramount and economic power a luxury. This has slowly changed to the point that the two roles have been reversed. Japan, China have relied on economic prosperity to finance formidable military forces. Conversely, erstwhile Soviet Union, Iraq and North Korea have relied on their military to build economic power with little or limited success. 4. Military power is the capacity to use force or threat of force to influence other states. Components of military power for a nation include number of military formations, armaments, organization, training, equipment, readiness, deployment and morale. Elements of Military Power 5. Elements of military power are worked out on the basis of military capability of nations. It includes numerical preponderance, technology and force employment. . Numerical preponderance has been exemplified in yesteryears; Napolean said , God is on the side of the big battalion 6. It is generally believed that states with larger population, more developed economies, larger military should prevail in battle. This is association of victory with material preponderance and beneath this lies the widespread perception that economic strength is precondition for military strength; that economic decline leads to military weakness and that economic policies merit co equal treatment with political and military considerations in national strategy making. Military preparedness requires a military (establishment) capable of supporting the foreign policy of a nation. Contributory factors are technology,leadership, quality and size of the armed forces. (a) Technology. The development and adoption of firearms, tanks, guns and aircraft have had a profound effect on the course of battles. To illustrate, if one reads the review of British operations during the initial stages of the Second World War, which Churchill gave in the secret session of parliament on 23 April 1942,one is struck by the fact that all defeats on land, on sea and in air have one common denominator-the disregard of technological capabilities being developed by Germans and the Japanese during the pre-war years. The U-boats played havoc with the British shipping and adversely affected their ability to move forces from one theatre of war to another, as also to sustain them. Conversely, the development of radar technology by the British during the war years gave them enormous advantage over their enemies. In the present-day context, capabilities in cyber warfare, space assets and smart strike weapons will give a great edge to the powers that are able to develop and operationalise such technologies. (b) Leadership. The quality of military leadership has always exerted a decisive influence upon national power. We have the examples of the military genius of Fredrick the Great, Napoleon, the futility of Maginot Line psychology of the French General Staff versus the blitzkrieg adopted by the German General Staff, and closer home the effect of superior military leadership led by Field Marshal SHFJ Manekshaw in Indias 1971 War with Pakistan. (c) Quality and Size of the Armed Forces. The importance of this factor is obvious. However, the question that has to be answered by the political leadership of the country is, how large a military establishment can a nation afford in view of its resources and commitments or national interests? CHAPTER 4 SHORTCOMINGS OF INDIAN MILITARY POWER Much has been written and said about the potential for Indian military power to play a greater role on the world stage, and perhaps check Chinas expanding capabilities in the future.National Security has attained multi-faceted dimensions with wider challenges in diverse fields.There has been growing understandings of these challenges and consequently measures are being taken to overcome the same. Indias remarkable economic growth and newfound access to arms from abroad have raised the prospect of a major rearmament of the country. But without several policy and organizational changes, Indias efforts to modernize its armed forces will not alter the countrys ability to deal with critical security threats. Indias military modernization needs a transparent, legitimate and efficient procurement process. Further, a chief of defense staff could reconcile the competing priorities across the three military services. Finally, Indias defense research agencies need to be subjected to greater ove rsight. Indias rapid economic growth and newfound access to military technology, especially by way of its rapprochement with the United States, have raised hopes of a military revival in the country. Against this optimism about the rise of Indian military power stands the reality that India has not been able to alter its military-strategic position despite being one of the worlds largest importers of advanced conventional weapons for three decades. Civil-military relations in India have focused too heavily on one side of the problem how to ensure civilian control over the armed forces, while neglecting the other how to build and field an effective military force. This imbalance in civil-military relations has caused military modernization and reforms to suffer from a lack of political guidance, disunity of purpose and effort and material and intellectual corruption. The Effects of Strategic Restraint Sixty years after embarking on a rivalry with Pakistan, India has not been able to alter its strategic relationship with a country less than one-fifth its size. Indias many counterinsurgencies have lasted twenty years on an average, double the worldwide average. Since the 1998 nuclear tests, reports of a growing missile gap with Pakistan have called into question the quality of Indias nuclear deterrent. The high point of Indian military history the liberation of Bangladesh in 1971- therefore, stands in sharp contrast to the persistent inability of the country to raise effective military forces. No factor more accounts for the haphazard nature of Indian military modernization than the lack of political leadership on defense, stemming from the doctrine of strategic restraint. Key political leaders rejected the use of force as an instrument of politics in favor of a policy of strategic restraint that minimized the importance of the military. The Government of India held to its strong anti-militarism despite the reality of conflict and war that followed independence. Much has been made of the downgrading of the service chiefs in the protocol rank, but of greater consequence was the elevation of military science and research as essential to the long-term defense of India over the armed forces themselves. Nehru invited British physicist P.M.S. Blackett to examine the relationship between science and defense. Blackett came back with a report that called for capping Indian defense spending at 2 percent of GDP and limited military modernization. He also recommended state funding and ownership of military research laboratories and established his protà ©gà ©, Daulat Singh Kothari, as the head of the labs. Indian defense spending decreased during the 1950s. Of the three services, the Indian Navy received greater attention with negotiations for the acquisition of Indias first aircraft carrier. The Indian Air Force acquired World War II surplus Canberra transport. The Indian Army, the biggest service by a wide margin, went to Congo on a UN peacekeeping mission, but was neglected overall. India had its first defense procurement scandal when buying old jeeps and experienced its first civil-military crisis when an army chief threatened to resign protesting political interference in military matters. The decade culminated in the governments forward policy against China, which Nehru foisted on an unprepared army, and led to the war of 1962 with China that ended in a humiliating Indian defeat. The foremost lesson of 1962 was that India could not afford further military retrenchment. The Indian government launched a significant military expansion program that doubled the size of the army and raised a fighting air force. With the focus shifting North, the Indian Navy received less attention. A less recognized lesson of the war was that political interference in military matters ought to be limited. The military and especially the army asked for and received operational and institutional autonomy, a fact most visible in the wars of 1965 and 1971. The problem, however, was that the political leadership did not suddenly become more comfortable with the military as an institution; they remained wary of the possibility of a coup detat and militarism more generally. The Indian civil-military relations landscape has changed marginally since. In the eighties, there was a degree of political-military confluence in the Rajiv Gandhi government: Rajiv appointed a military buff, Arun Singh, as the minister of state for defense. At the same time, Krishnaswami Sundarji, an exceptional officer, became the army chief. Together they launched an ambitious program of military modernization in response to Pakistani rearmament and nuclearization. Pakistans nuclearization allowed that country to escalate the subconventional conflict in Kashmir while stemming Indian ability to escalate to a general war, where it had superiority. India is yet to emerge from this stability-instability paradox. The puzzle of Brasstacks stands in a line of similar decisions. In 1971, India did not push the advantage of its victory in the eastern theatre to the West. Instead, New Delhi, underuberrealist Prime Minister Indira Gandhi, signed on to an equivocal agreement at Simla that committed both sides to peaceful resolution of future disputes without any enforcement measures. Indias decision to wait 24 years between its first nuclear test in 1974 and the second set of tests in 1998 is equally puzzling. Why did it not follow through after the 1974 test, and why did it test in 1998? Underlying these puzzles is a remarkable preference for strategic restraint. Indian leaders simply have not seen the use of force as a useful instrument of politics. This foundation of ambivalence informs Indian defense policy, and consequently its military modernization and reform efforts. To be sure, military restraint in a region as volatile as South Asia is wise and has helped persuade the great powers to accommodate Indias rise, but it does not help military planning. Together with the separation of the armed forces from the government, divisions among the services and between the services and other related agencies, and the inability of the military to seek formal support for policies it deems important, Indias strategic restraint has served to deny political guidance to the efforts of the armed forces to modernize. As wise as strategic restraint may be, Pakistan, Indias primary rival, hardly believes it to be true. Islamabad prepares as if India were an aggressive power and this has a real impact on Indias security. Domestic And Regional Constraints India faces several daunting domestic and border challenges within its own neighborhood that may prevent it from thinking more globally including the unresolved issue of Kashmir, an increasingly grave Maoist threat, Islamic terrorism from Pakistan, and unresolved border issues with China which broke out in war in 1962. Beijings effort to beef up its presence in South Asia is also seen as challenging Indian dominance there. The Lack of Strategy Indias military modernization remains, and likely will continue to be, an a-strategic pursuit of new technology with little vision. There is a whole host of problems that the nation faces, including: Little political guidance from the civilian leadership to the military. This is true even on the general issue of what Indias major goals should be. Even the Indian navy, which is often assumed to be the most forward thinking institution within Indias military, does not see itself as more than a naval blockade vis-à  -vis Pakistan. Lack of organizational and institutional reforms. The need to reprioritize resources is never addressed, what is addressed is the procurement of new material, thus making modernization merely an exercise in linear expansion. No legitimate and transparent procurement system. As a result, purchases are often ridden with scandals, corrupt, delayed and highly politicized. Indias Defense Research and Development Organization (DRDO) is also a failed organization that is ideologically corrupt, but there has not been an honest attempt to put it under public scrutiny. Imbalance in Civil-Military Relations What suffices for a military modernization plan is a wish list of weapon systems amounting to as much as $100 billion from the three services and hollow announcements of coming breakthroughs from the Defense Research and Development Organization (DRDO), the premier agency for military research in India. The process is illustrative. The armed forces propose to acquire certain weapon systems. The political leadership and the civilian bureaucracy, especially the Ministry of Finance, react to these requests, agreeing on some and rejecting others. A number of dysfunctions ensue. First, the services see things differently and their plans are essentially uncoordinated. Coming off the experience of the Kargil war and Operation Parakram, the Indian Army seems to have arrived at a Cold Start doctrine, seeking to find some fighting space between subconventional conflict and nuclear exchange in the standoff with Pakistan. The doctrine may not be official policy, but it informs the armys wish list, where attack helicopters, tanks and long-range artillery stand out as marquee items. The Indian Air Force (IAF), meanwhile, is the primary instrument of the countrys nuclear deterrent. The IAFs close second role is air superiority and air defense. Close air support, to which the IAF has belatedly agreed and which is essential to the armys Cold Start doctrine, is a distant fourth. The Indian Navy wants to secure the countrys sea-lanes of communications, protect its energy supplies and guard its trade routes. It wants further to be the vehicle of Indian naval diplomacy and sees a role in the anti-piracy efforts in the Malacca Straits and the Horn of Africa. What is less clear is how the Indian Navy might contribute in the event of a war with Pakistan. The navy would like simply to brush past the problem of Pakistan and reach for the grander projects. Accordingly, the Indian Navys biggest procurement order is a retrofitted aircraft carrier from Russia. Indias three services have dramatically different views of what their role in Indias security should be, and there is no political effort to ensure this coordination. Cold Start remains an iffy proposition. Indias nuclear deterrent remains tethered to a single delivery system: fighter aircraft. Meanwhile, the Indian Armys energies are dissipated with counterinsurgency duties, which might increase manifold if the army is told to fight the rising leftist insurgency, the Naxalites. And all this at a time when the primary security threat to the country has been terrorism. After the Mumbai attacks, the Indian government and the people of India are said to have resolved to tackle the problem headlong, but today the governments minister in charge of internal security, Palaniappan Chidambaram, is more under siege himself than seizing the hidden enemy. Second, despite repeated calls for and commissions into reforms in the higher defense structure, planning, intelligence, defense production and procurement, the Indian national security establishment remains fragmented and uncoordinated. The government and armed forces have succeeded in reforms primed by additions to the defense budget but failed to institute reforms that require changes in organization and priorities. The Kargil Review Committee, and the Group of Ministers report that followed, for example, recommended a slew of reforms. The changes most readily implemented were those that created new commands, agencies and task forces, essentially linear expansion backed by new budgetary allocations. The changes least likely to occur were those required changes in the hierarchy. The most common example of tough reform is the long-standing recommendation for a chief of defense staff. A military chief, as opposed to the service chiefs, could be a solution to the problem that causes the three services not to reconcile their pr Gas Sensing Properties of Te Thin Films: Thickness and UV Gas Sensing Properties of Te Thin Films: Thickness and UV Thickness and UV irradiation effects on the gas sensing properties of Te thin films Abstract In this research, tellurium thin films were investigated for use as hydrogen sulfide gas sensors. To this end, a tellurium thin film has been deposited on Al2o3  substrates by thermal evaporation, and the influence of thickness on the sensitivity of the tellurium thin film for measuring H2S gas is studied. X-ray diffraction (XRD) analysis, scanning electron microscope(SEM) and Raman Spectrometer were utilized for characterizing the prepared samples. XRD patterns indicate that as the thickness increases, the crystallization improves. Observing the images obtained by SEM,  it  is  seen  that the grain size increases as the thickness increases, and consequently, fewer defects will be seen in the surface of the film. Studying the effect of thickness on H2S gas measurement, it became obvious that as the thickness increases, the sensitivity decreases and the response and recovery time increases. Studying the thermal influence of the thin film while measuring H2S gas,  it become s obvious  that as the detection temperature of the thin film increases, sensitivity and the response and recovery times reduce. To improve the response and recovery time of the tellurium thin film for measuring H2S gas, the influence of UV radiation while measuring H2S gas was also investigated. The results indicate that the response and recovery times strongly decrease  using UV radiation. Introduction Tellurium is a P type semiconductor with narrow band gap and a gap energy of 0.35eV which makes it ideal for use in thin film transistors [1], gas sensors [2-4], optical information storage [5] and shields in passive radiative cooling [6]. Recently, it has been shown that the tellurium thin film is sensitive to some toxic gases like H2S [7]. Hydrogen sulfide is a toxic and corrosive gas which is formed in coal mines, oil and gas industries, chemical products plants, and the sewers. Exposure to small amounts of this gas (less 50 ppm) causes headache, poor memory, loss of appetite and irritability, while exposure to large amounts (most of 500 ppm) will cause death after 30-60 minutes [8]. So far, various semiconductor metal oxides have been  produced  for detecting H2S gas such as SnO2, WO3, and CeO2  [9-11]. The main problem of these sensors is that they  require high temperature for measuring H2S gas, and this high temperature will shorten the life of the sensor[12]. Measurin g gas through semiconductor metal oxide depends upon parameters like thickness of the thin film, deposition temperature, and the substrate  material. So far, few reports have been issued about the sensitivity of the tellurium thin film to some reducing and oxidizing gases such as NO2, CO, NH3, and H2S [4,7,13,14]. In this research, the influence of the thickness of the tellurium thin film on detecting H2S gas and also the influence of the film temperature and UV radiation while measuring H2S gas have been studied. Experiment details Tellurium thin films with thicknesses of 100, 200, and 300 nm measured by Quartz digital thickness gauge, were deposited on Al2O3  substrate by thermal evaporation of pure tellurium in a tungsten crucible. Substrates were cleaned for 30 minutes by alcohol and acetone in ultrasonic bath. The initial pressure of the vacuum chamber and the temperature of substrate while depositing were respectively 3Ãâ€"10-5  mbar and 373K. The growth rate of the film and the deposition area were respectively 5nm/s and 100mm2. Gold electrodes were deposited on the surface of film through thermal evaporation and copper wires were attached to them by silver paste. The microstructure of the films was characterized through X-ray diffraction (XRD). The morphology of the films surface was determined by scanning electron microscope (SEM). Sensor response to various concentration of H2S gas was studied in a container made of stainless steel with a volume of 250cm3  .The electrical resistance of the senso rs was measured by a multimeter as a function of time. Gas limit  detection was performed for the films with different thicknesses and at different environment temperatures. The sensors were also exposed to UV radiation while detecting H2S gas. The mechanism of gas detection was investigated by Raman spectroscopy technique. The spectra were recorded before and after exposure to the gas. Raman spectra of the films were recorded in back scattering geometry with a spectral resolution of 3 cm-1. The 785 nm line of Ar+  laser was used  for excitation. Results and Discussion XRD patterns of tellurium films with different thicknesses are shown in fig. 1. In this figure, the peaks  denoted  with star are related to Al2O3  substrate. At 100 nm,  Te thickness peak of low intensity is observed at 27.77 °Ã‚  which is related to Te (101) with hexagonal structure. At 200 nm, in addition to Te (101), another peak corresponding to Te (100) appears at 23.15 °. Finally, besides Te (100) and Te (101), a new peak is observed at 40.78 °which is related to Te (110) with hexagonal structure. From the XRD results, it can be inferred that, thickness increases  the  results in an increase of film crystallinity due to the increase of the number of planes that generate diffraction. Fig. 2 shows the SEM images of prepared Te films at different  thicknesses.  [S1]At 100 nm, the grains are separated from each other  by a  large distance, thereby forming discontinuous and rough surface. Increasing film thickness leads to an increase of surface homogeneit y and continuity, grain size increase  as well. Fig. 3 depicts the resistance variation of the tellurium thin films with different thicknesses at room temperature before exposure to H2S gas. It can be seen that the film resistance decrease with thickness increase due to reduction of irregularity in grain arrangement and inhomogeneity on  the  film surface,  which leads to a better charge carrier mobility. The sensitivity of the films to H2S is given by: S=   Where Ra  and Rg  are the electrical resistance of the film in the air and the H2S respectively. Fig. 4 shows the effect of Te film thickness on sensitivity to 8ppm of H2S at room temperature.  Note that the film sensitivity decreases  with  an increase in  thickness. To explain this behavior, it is worth mentioning that the proposed mechanism for H2S gas measurement is as follows: the oxygen in the air is adsorbed by the film surface, especially in the grain boundaries and film porosities. After adsorption, oxygen reacts with Te film surface and based on the film temperature, it can be ionized into O2, O2-, O  (in the temperatures less than 150CËÅ ¡ the ionization form is O2). These forms of oxygen ionization increase the film hole density which means  a reduction of Ra  in P type semiconductor such as Te. As H2S gas is added, it reacts with ionized oxygen  and the result will be  the  return of electrons inside the film and reduction of the hole numbers and increase of Rg  resistance. The reactions are shown below: O2(gas) O2(ads)(1) O2(ads)+ e O2(ads)(2) H2S(gas)+O2(ads) H2(gas)+SO2(gas)+ e(3) At 100 nm Te thickness, the presence of a high density of grain boundaries and defects results in a high H2S gas adsorption which causes noticeable variations in film electrical resistance,  indicating an increase of sensitivity. At higher thickness, where the grain boundary and defects densities decrease,  the changes in resistance are intangible involving a decrease in the sensitivity as shown in fig. 4. The other important characteristic of sensor is its selectivity. The sensitivity on exposure to 10 ppm of CO, NH3  and NO was found to be 3 %,40 % and -67 % (negative sign indicates reduction in resistance), respectively[]. Thus we see that the Te films have much larger sensitivity towards H2S gas in comparison to other gases. Fig. 5 shows the response kinetics of Te films at different thickness (100 nm and 200 nm) after exposure to 8ppm H2S. Considering the response and recovery times, the times for reaching 90% of steady-state values of Ra  and Rg  respectively  can b e defined. It can be clearly seen in fig. 5 that thickness increase leads to an increase of response and recovery times. The former and the latter are due to high adsorption rate of H2S and O2  gases, respectively, at 100 nm by the great numbers of grain boundaries and defects [15]. Fig. 6 shows Raman spectra of 100 nm Te sample before and after exposure to 8 ppm H2S gas at room temperature. In both spectra, peaks at 123, 143 and 267 cm-1  are related to tellurium. Two other peaks  observed in sample before inducing H2S gas  at 680 and 811 cm-1  are assigned to TeO2  [16].  Notice that the intensity of oxide phase is much less than that of Te phase indicating that a low fraction of Te film is oxidized,  which  is  due to Te atoms on the surface [17]. After exposure to H2S gas,  based on  the proposed  reaction mechanism  the TeO2  peaks have almost disappeared. In addition, no peak corresponding to H2S or compounds of sulfur or hydrogen is detected in f ilm after exposure to H2S gas. Fig. 7 shows the sensors sensitivity as a function of H2S gas concentration for 100, 200 and 300 nm samples at room temperature. The film to 100 nm Te thickness presents a linear response from  the  8 to 34 ppm range and the film sensitivity seems to saturate at higher concentration. As expected, from fig. 7  it can be seen  that the sensitivity decreases as the film thickness is increased. Figure 8 shows the results related to response and recovery time for all samples  while being exposed to various concentrations  of H2S gas  at  room temperature. Studying the results  it is  clear  that as the H2S gas concentration increases, the response time decreases and the recovery time increases.  This  is because as H2S gas concentration increases, the probability of a reaction between gas and ionized oxygen becomes more probable, and more reactions  will be observed  in a shorter time which causes the resistance to change faste r and finally reach a constant level. As the concentration goes up, more H2S gas molecules are absorbed and their desorption requires a longer time. The resistance of different samples as a function of detection temperature before exposure to H2S gas  is shown in fig. 9. In all thickness, a decrease of resistivity is observed with temperature increase due to electrical properties of semiconductor, as well as increase of oxidation reaction rate. In the case  of  300 nm Te films the variation of resistance is insignificant because of  the  very low resistance of this sample. Fig.  10 shows the results related to sensitivity as a function of temperature while being exposed to 8ppm of H2S gas. Investigating the results,  it is found that temperature rise leads to reductions in  sensitivity in all samples, because the number of charge carriers in samples increases as  the  temperature rises and as a result, when samples are exposed to H2S gas, no tangible resistance c hange is observed and sensitivity decreases [18]. In samples with 300nm thickness and with temperatures above 90C °Ã‚  there is no sensitivity against H2S gas,  since the number of charge carriers is so  high  that their change is never tangible by reaction with H2S gas. Fig. 11 shows the recovery and response times as a function of temperature while being exposed  to  8 ppm H2S gas. In all samples,  as the temperature rises the response and recovery time decreases. Overall, two factors are effective for a reaction: first, the molecules which are going to take part in the reaction must have a lot of energy, second, they must collide with one another in an appropriate direction. Temperature rise causes an increase in energy and more effective collisions will take place between reactants, and the response and recovery time decrease. To study the effect of UV irradiation on the sensor properties during the gas detection, samples are simultaneously exposed to 8 ppm H2S gas and UV radiation  at  room temperature. Fig. 12 shows a comparison between the sensor sensitivity of the UV exposed  and unexposed cases as a function of Te film thickness. It is obvious that application of UV radiation results in a dramatic reduction of sensors sensitivity. As it is well-know, UV radiation creates supplementary charge carriers by an excess of electron-hole pairs formation.  Increase of charge carriers number  involves a decrease of resistance such that the changes of resistance  are  not tangible while reacting with H2S gas. Fig. 13 presents the recovery and response times as a function of H2S gas concentration before and after exposure to UV radiation.  It is observed  that the recovery and response times strongly depend on UV radiation. These two parameters decrease with UV radiation due to creation of electron-hole pairs. The created electrons react with adsorbed oxygen, so the number of ionized oxygen reacting with H2S gas increase, which can result in an increase of reaction rate between oxygen and H2S gas. The above explanations can be summarized in the following reactions: O2(gas) O2(ads)(4) O2(ads) + e O2(ads)(5) hÃŽ ½ e + h O2  (ads)+ e 2O(ads)(6) H2S(gas) + O  (ads) H2(gas) + SO(gas) +e(7) It is worth  noting that the increase of UV radiation intensity has no effect on sensitivity,  response and recovery times of Te sensors. Also, to evaluate sensor stability, the samples of 100 nm and 200 nm Te film  were  subjected to 8 ppm H2S at room temperature  for 60 days, then  their basic resistance and sensitivity were measured as shown in fig. 14. The results indicate that both resistance and sensitivity of sensors remain  nearly  constant, confirming suitability of Te films for use as sensor. Conclusion In this work, thickness effect of Te films for H2S gas sensing are investigated. A strong dependence  on  electrical resistance and sensitivity to Te film thickness is observed.  This  means that increasing the thickness leads to a decrease of sensor sensitivity and increase of response and recovery times.  Considering  the sensing mechanism of Te thin films which is based on the interaction of ionized oxygen with H2S gas, the grain boundaries and the surface roughness could be considered as active sites for trapping the gas molecules. Thickness increase leads to a decrease of these active sites. The results show that although the Te sensor can operate at room temperature, a decrease of response-recovery times can be obtained at higher operating temperatures. Raman spectroscopy shows that adsorbed oxygen on the surface of Te films can be removed after exposure to H2S gas,  leading to changes in the film resistance,  UV radiation,  as well as response-recovery times. The prepared sensors present a stability in sensitivity and resistance for 60 days after exposure to H2S gas which confirms  their ability to  be  used  as H2S gas sensor.