Understand How To Safeguard The Wellbeing Of Children And Young People

There is much more to Safeguarding than just protecting children from direct abuse. Any service that works with children and young people knows that they have a much wider responsibility than simply protecting the children from neglect and abuse. An action plan was put in place by Her Majesty’s Government called the ‘Stay Safe’ action plan, and it identifies a number of important features in the wider view of safeguarding including:†¢Keeping children safe from accidents†¢Crime and bullying – This could be helping victims of crime and also helping those that commit crime. This could also be witness's that need support Bullying could be racially motivated, cyber, text. Making sure that children and parents are given the information to protect themselves†¢Forced marriages†¢Missing children – This aims to develop an action plan to put the principles set out in The Children’s Society recommendations into action, to initiate an e arly review of emergency accommodation provision, to consider how local authorities can best provide safe places and ‘breathing spaces’ for young runaways; and revise the Missing from Home and Care guidance, in conjunction with the review of the Children Act 1989 regulations and guidance.†¢Actively promoting their welfare in a healthy and safe environment – The Staying Safe action plan states that it is important that everyone (parents, practitioners, government) work together to create the healthiest, safest environment possible for children and young people to access wherever they are, whether they’re at home, school/nursery, on public transport or just outside playing. It is everyone’s responsibility to create this safe environment so that all young people can achieve and are getting the best support possible.The Staying Safe consultation document set out three levels of safeguarding: †¢Universal safeguarding – Working to keep al l children and young people safe and create safe environments for all children†¢Targeted safeguarding – Some groups of children are more at risk than others, and it is important to target policies and services to these groups, to help keep them safe from harm†¢Responsive safeguarding – Unfortunately, no matter what we do, there  will always be some children and young people who suffer harm. We need to respond quickly and appropriately when this happens – supporting children and dealing with those who harm them.

Free Essays on Computer Monitoring

In today’s U.S. firms, three quarters (77.7%) of employees are monitored by on site surveillances by their employers. It is a way of keeping the company informed of its employees’ activities at work. New technologies make it possible for employers to monitor many aspects of their employees’ jobs. Unless a company policy specifically states otherwise, employers may listen, watch and read most of their employees’ workplace communications through telephones, computer terminals, electronic and voice mail systems, and Internet connections products. One way of monitoring employees is through the telephone. Employers may monitor calls with employees and customers for quality assurance purposes. In some states, employers are required by law to inform employees that their conversations are being recorded or monitored. This can be done by putting a beep tone on the line or playing a recorded message that would indicate that their conversations are being monitored. Under Federal Law, employers are not allowed to monitor employees’ personal calls. Employers can also obtain a record of your phone calls through a device called a pen register which allows them to see a list of phone numbers dialed by your extension and the length of each call you make. Another way of monitoring employees is through computer terminals. Your terminal may be the employer’s window into your workplace. There are several types of computer monitoring. One common type of computer monitoring is through the use of computer software that enables them to see what is on the employees’ screen. Employers can also see what is stored in the employees’ terminal and hard disks. Another method involves word-processing and data entry jobs that can be monitored by their keystroke. This can indicate to managers if their employers are above or below the standard number of keystrokes expected. Another computer monitoring technique allows the employers to keep... Free Essays on Computer Monitoring Free Essays on Computer Monitoring In today’s U.S. firms, three quarters (77.7%) of employees are monitored by on site surveillances by their employers. It is a way of keeping the company informed of its employees’ activities at work. New technologies make it possible for employers to monitor many aspects of their employees’ jobs. Unless a company policy specifically states otherwise, employers may listen, watch and read most of their employees’ workplace communications through telephones, computer terminals, electronic and voice mail systems, and Internet connections products. One way of monitoring employees is through the telephone. Employers may monitor calls with employees and customers for quality assurance purposes. In some states, employers are required by law to inform employees that their conversations are being recorded or monitored. This can be done by putting a beep tone on the line or playing a recorded message that would indicate that their conversations are being monitored. Under Federal Law, employers are not allowed to monitor employees’ personal calls. Employers can also obtain a record of your phone calls through a device called a pen register which allows them to see a list of phone numbers dialed by your extension and the length of each call you make. Another way of monitoring employees is through computer terminals. Your terminal may be the employer’s window into your workplace. There are several types of computer monitoring. One common type of computer monitoring is through the use of computer software that enables them to see what is on the employees’ screen. Employers can also see what is stored in the employees’ terminal and hard disks. Another method involves word-processing and data entry jobs that can be monitored by their keystroke. This can indicate to managers if their employers are above or below the standard number of keystrokes expected. Another computer monitoring technique allows the employers to keep...

How to Write a Novel Writing an AMAZING Book in 15 Steps

How to Write a Novel Writing an AMAZING Book in 15 Steps How to Write a Novel in 15 Steps Much like learning to ride a bike, the best way to learn how to write a novel is by just doing it. Unlike saddling up on a Schwinn for the first time, however, writing a novel can’t be accomplished in one hot summer’s day. It requires good doses of commitment and perseverance. As Octavia Butler put it: â€Å"You don’t start out writing good stuff. You start out writing crap and thinking it’s good stuff, and then gradually you get better at it. That’s why I say one of the most valuable traits is persistence.†This post will break up the 15 major steps of writing a novel into bite-sized pieces, organized in three categories - before, during, and after you write your manuscript. Those steps are as follows:How to Write a Novel: Working with readers is important, because during the writing process authors can often become blind to certain issues like plot holes, lack of continuity, exposition dumps, etc. Beta readers can help you iron these things out before you publish your novel - and you get the exact same feedback, only in a negative user review on Amazon which everyone can see.For more information on where to find beta readers and tips for getting the most out of working with them, head here. And if you're curious about sensitivity readers and what they do, go here.15. Hire a professional editorOne of the most important parts of getting a novel ready for publication is to: hire an editor. It might not be the cheapest investment, but when you think of the many hours you’ve spent getting your novel to this point, the cost of getting an expert to fine-tune and polish your story is likely worth it.Here are a few types of editors you might want to consider working with:Developmental Editor. If youâ⠂¬â„¢re planning to hire multiple editors once you finish your manuscript, it’s best to start with a developmental one. They will provide a holistic and in-depth review of your novel,   giving you feedback on everything from problematic characterization to sentence structure.Copyediting. A copyeditor has a more zero’d-in approach than developmental editor. They will make sure that the â€Å"copy† - the actual language used in your novel - is perfect, keeping an eye out for things like bad grammar, repetition of certain words, or spelling mistakes.Proofreading. Typically the last stage of editing, proofing provides your manuscript with a final polish, making sure it puts its best foot forward when it hits the presses. A proofreader will ensure that every word in your novel is spelt correctly and that every sentence is grammatically correct, clearly marking any errors they find.Learn more about what each type of editing consists of here.Now, how about that pri ce tag we mentioned? Well, the cost of professional editing will depend on a number of variables: the type of editing you need, the specific editor you hire, and your books length, to start.But to give you a general idea, here are the potential costs of editing a 60,000-word manuscript:Developmental Editing: $1,440Copy Editing: $1,020Proofreading: $600Check out our post for more information on the costs of editing - and even try out our pricing calculator by entering the word count for your novel and genre. Step by step: tackle writing a novel in bite-sized pieces And there you have it, 15 steps that will take you from â€Å"one day I’ll write a novel† to â€Å"today I finished writing my first novel.† During the process, the perfect title for your book may have come to you. If not, finding the perfect moniker for your story will likely be a last - and important! - step. But don’t worry, we’re not going to leave you hanging. Check out our book title generator and generate titles based on your genre until you find the one.What step of the process do you typically get stuck on? What advice might you have for other writers currently struggling to get their novel going? Leave any thoughts or questions in the comments below!

Nasser Speaks Assignment Example | Topics and Well Written Essays - 500 words

Nasser Speaks - Assignment Example Everything in this piece of work is mixed up as though one was observing a real life development than in a piece of writing such as in a book which one would expect to be more systematic and follow chapters, and subheadings. An example is when the writer talks about family panning, development in agriculture and the exploitation of natural recourses all in one paragraph and in a manner to suggest that they are all related subjects to the point he is trying to make. One can only assume that that is the way of reasoning within his cultural context where everything is thought of a whole and where everything interacts with everything else in one big complicated whole. That having being said the writer presents solutions to developmental challenges, which are present in Egypt, and gives solutions to them. He also proposes a workable solution to the present day issues of governance which he thinks should mix the past (feudalism) and the present, democracy and the tribal (socialism).In fact what he is proposing is a mix of democratic capitalism with a hint of socialist tendencies. In all this, he does not fail to remind his people and their fellow Arab states of their need to unite and develop for the future in order to consolidate their power as a block through allegiance and economic power. The writer sees the world in two views: the world of the Arab and the others. There is also an attempt at reminding the Arab world of their heritage and the need to fight against imperialists. Although they are not expressly mention, one can deduce from the dialogue that it is western nations. This is because of the need to defend the Arab way of life and their tribal creeds, which have only been threatened by western occupation and civilization. This work therefore comes forth as a personal expression of life in Egypt. The definations, solutions and

IN THE ESTATES OF NICKY AND LYDIA GRAY Case Study

IN THE ESTATES OF NICKY AND LYDIA GRAY - Case Study Example However a practitioner must advise the executors to publish an advertisement in the London Gazette and in the news paper having circulation in the district where the respective assets of the deceased are situate, for any liabilities owed by them. This is a requirement under section 27(1) of the Trustee Act 1925. As per what is known as Benjamin order 1, if it is not practicable to advertise, court should be approached for an order to distribute the estate assuming that all debts have been ascertained.2 As per s 34 and schedule 1 of Administration of Estates Act, it should be ensured that all debts are paid with due diligence, formal discharge or receipts for payments should be obtained and obtain a clearance certificate for tax liability on the estate of the deceased from the Capital Taxes office, and ensure that Department of Social Services does not have any claim on the estate,3 In addition any mortgage debt should be paid after payment of funeral expenses.4 Since it has been ment ioned that the Greenfield 'was left in trust for life ', it should be examined whether exemption from inheritance tax can be claimed under Trustees Act. The gift of violin to Beatrice will be exempted from Inheritance Tax if value is below 3,000, even though the deceased Nicky Gray had not survived for 7 years from the date of gift for availing exemption from the said tax. As the value of the Nicky Gray's property is said to be 500,000 as per the offer the executors in trust have received which is in excess of the 300,000, it is subject to Inheritance tax. The value of other assets also must be added to this value to compute inheritance tax which at present is 40% of the nil rate band of 300,000 for the year 2007-2008 and 350,000 thereafter upto April 2010. The executors may liable to pay the inheritance tax within six months of the testator's death and then only apply for Probate with evidence of having paid some or all of the tax due. The executors also should apply for probate in the probate court either in Principal Registry in London or in an applicable district probate court as the case may be and obtain a probate order from t he court. This is an authority conferred by the court on the executors to deal with the estate of the deceased in accordance with their Will. This will also help get access to Lydia Gray's bank account on being produced at the identified bank. Nicky Gray's Will Nicky's Green filed house is to be held in trust by Howard and Elaine Gray for life and then what ever is the remainder of the house will go to Alan Gray. Since Alan Gray is also one of the executors, he took the probate but is not taking any action. As Howard Gray and Elaine Gray who are ninety years old, they better appoint Administrators on their behalf to carry out the Will's administration. Subject to clarification regarding exemption from inheritance tax, it is only after the payment of inheritance tax, the court will issue grant with which the executors can deal with the property. The executors in order to pay the inheritance tax have to borrow money or meet from their own funds initially. They have to maintain an account for every beneficiary to see. They can distribute the balance amount of the estate after deducting the tax so paid and other expenses incurred and other liabilities paid if any. Under

Measles outbreak Essay Example | Topics and Well Written Essays - 1000 words

Measles outbreak - Essay Example The unvaccinated women from California transmitted the virus in theme parks and Airports (Gastaà ±aduy, et al., 2014). The State Health departments from Colorado, California, Washington, and Utah have confirmed cases of an extremely contagious strain of measles. These cases, taken together, they would account for about 12% of all measles cases reported in United States over the last one year. The Centre for Disease Control, (CDC) projects that there are about 220 cases of measles reported per annum (Gahr, et al., 2014). According to the CDC, Measles is the most deadly of all childhood fever or rash diseases. Measles is a virus that inhabits the throat and nose of all the people that are infected and causes a rash, fever, coughing and red eyes. Although, there is a vaccine, an anti-vaccination movement has gained momentum in the United States despite the increased debunking and criticism of the movements claims (Jin, 2015). On January 7th, 2015, the California’s Department of Public Health believes that, in December, the individual infected with measles was residing in Disneyland Theme Park. The person unknowingly infected other people at the theme park (Zipprich, et al., 2015). According to LA Times, at that time, among the people infected with Measles was unvaccinated traveller in her 20s. On 28th December, while at the Theme Park the woman became sick and contagious. From there, she flew from Orange County to Washington State, Snohomish County, and then returned to Orange County, on January 3rd. Four days later, on January 7th, health officials in California announced an outbreak of measles (Jin, 2015). Measles viruses are contagious; they can live up to two hours on the surfaces of the infected people, transmitting it through sneezes and coughs (Whitaker & Poland, 2014). The CDC states that Measles is a highly contagious virus that 90% of the unvaccinated people close to the sick person are infected. Although, over 20 Million

Transformational Leadership Style And Organizational Culture Management Essay

Transformational Leadership Style And Organizational Culture Management Essay This quantitative research investigates the relationship between transformational leadership style organizational culture with organizational commitment and job satisfaction in National Oil Corporation in Libya. The literature supported the relationship between these variables and the relationship between these variables was investigated by different approaches. However, in the current study the researcher uses transformational leadership style which introduced by Bass as a independent variable and four types of organizational culture such as Clan, Hierarchy, Adhocracy, Market and which introduced by Cameron and Quinn in 1999 as a mediator variable, while the three dimensions of organizational commitment such as Affective, Normative and Continuance commitment which introduced by Meyer and Allen in 1991 and job satisfaction as dependent variables. The objectives of this research are Firstly, to determine the nature of the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. Secondly, to determine the nature of the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. Thirdly, to determine the nature of the relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocratic) in National Oil Corporation in Libya. Fourthly, to determine the effect of Organizational culture (Clan, Market, hierarchy and adhocratic) on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. fifthly, to determine the effect of Organizational culture (Clan, Market, hierarchy and adhocratic) on the relationship between tr ansformational leadership style with job satisfaction in National Oil Corporation in Libya. Lastly, to determine the nature of the relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya. To achieve these aims four instruments will use in this research such as Multifactor Leadership Questionnaire (MLQ) uses to test employee opinions about leadership style, Organizational Culture Assessment Instrument (OCAI) uses to measure Organizational Culture, (TCOCQ) Three Components Organizational Commitment Questionnaire uses to measure Organizational Commitment and (JSS) Job Satisfaction Survey to measure Job Satisfaction in National Oil Corporation in Libya. The pilot study asserted that these instruments were suitable for this research because the result of the Cronbachs alpha reliability coefficients for the transformational leadership style, organizational culture, organizational commitment and job satisfaction are more than 0.70. The nature of the data and the relationship between the method and the research objectives are considered as the basis for selecting the right statistical methods. Therefore, this study used what is relevant to the research question and framework. The statistical methods will be used in this study consist of Descriptive analysis, Inferential analysis, Correlation, and Multiple linear regression. The findings from this study will also provide some useful information of leadership style in oil sector in Libya to many researchers and managers with the opportunity to gain and enhance their knowledge in this field, and will be contribute building knowledge and an understanding in this field in National Oil Corporation in Libya insha Allah. CHAPTER ONE INTRODUCTION 1.1 Background of the study Libya is a member of the Organization of Petroleum Exporting Countries (OPEC) and holds the largest proven oil reserves in Africa. Libya has attracted hydrocarbon exploration since 1956, when the first wildcat oil well was drilled onshore in the Sirte Basin. Libya granted multiple concessions to Esso, Mobil, Texas Gulf, and others, resulting in major oil discoveries by 1959. The government dominates Libyas economy through control of oil resources, which account for approximately 95% of export earnings, 75% of government receipts, and over 50% of GDP. The National Oil Corporation was established in 1970. It dominates Libyas oil industry, along with a number of smaller subsidiaries, which combined account for around half of the countrys oil output. Figure 1.1the map of Libya describes Gas Pipeline, Oil Pipeline, Oil Field, Liquefied Gas Planet Oil Terminal (Oil Exporting harbor) and Petroleum refining which owned and controlled by National Oil Corporation in Libya. http://www.odysseydawn.com/libya-oil-map.jpg Figure 1.1: Map of Libya describes Gas Pipeline, Oil Pipeline, Oil Field, Liquefied Gas Planet Oil Terminal (Oil Exporting harbor) and Petroleum refining which owned and controlled by National Oil Corporation in Libya. Source: http://www.google.com.my/images (8-4-2011) National Oil Corporation is carrying out exploration and production operations through its own affiliated companies, or in participation with other companies under service contracts or any other kind of petroleum investment agreements. This is in addition to marketing operations of oil and gas, locally and abroad. NOC has its own fully owned companies which carry out exploration, development and production operations, in addition to local and international marketing companies. NOC also has participation agreements with specialized international companies. Such agreements have developed into exploration and production sharing agreements, in accordance with the development of the international oil and gas industry, and international petroleum marketing. The National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertakin g development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state. The Brega Petroleum Marketing Company, a subsidiary of NOC, was set up to carry out the marketing activities of NOC, and the marketing assets of all the foreign oil companies were nationalized. A point of that during the past four decades, the impact of leadership styles on organizational performance has been a topic of interest among academics and practitioners working in the area of leadership (Darwish, 1998; Sadler, 2003; Rowe et al., 2005; Gadot,2007; Yiing, and Zaman Ahmad, 2009). The researcher would like to examine how leadership style influences organization performance in Libya in (NOC). Rowe et al (2005) pointed out that the most prominent reason for this interest is the widespread belief that leadership can affect organizations performance (Jing and Avery, 2008). In addition, the creation of a state-owned oil company allowed Libya to follow in the footsteps of other oil-producing economies, where control of such a revenue-generating resource lay with the government. Soon after its establishment, NOC signed a joint venture agreement with the U.S. Occidental Petroleum involving production-sharing. In 1971, NOC arranged a processing deal with Sincat of Italy for refining oil products for domestic consumption, thereby providing a cheap supply of oil for internal Libyan consumption. A joint drilling company was formed with Saipem, a subsidiary of the Italian ENI, in early 1972. By April 1974, production-sharing agreements had been reached with Exxon, Mobil, Compagnie Franà §aise des Pà ©troles, Elf Aquitaine, and Agip. By using the surplus funds and technical expertise of the foreign oil companies, the problem of stimulating investment in exploration was resolved. In 1980, the Libyan Arabian Gulf Oil Company (Agoco) was established by NOC throug h the amalgamation of the Arabian Gulf Exploration Company, Umm-al-Jawabi Oil Company, and direct NOC exploration and production interests. NOC continued to make production-sharing agreements. In 2004, NOCs estimated crude oil output was 1.623 million barrels per day. The company hoped to raise its production to two million barrels per day by 2007. Figure 1.2 below shows the revenue of National Oil Corporation in Libya from (1999 to 2009). Figure 1.2: Libyas Oil Production (1999-2009) in million barrels per day Source: British Petroleum, BP Statistical Review of World Energy June (2010) This study set out to investigate whether there is an interrelation between transformational leadership style and organizational culture, and the effect of organizational culture on the relationship between transformational leadership style with organizational commitment and job satisfaction in the National Oil Corporation in Libya. In particular, our knowledge would benefit from an understanding of how leadership and organizational culture affect job satisfaction and organizational commitment. The study examines Libya National Oil Corporation in relation to leadership style in the organization. Thus, the study also would like to explore an organizational culture of the National Oil Corporation and finally how does leadership style in particular transformational leadership style may influence the National Oil Corporation progresses. The subject of leadership is interesting for many researchers. In addition, the continued search for good leaders has resulted in the development of many leadership theories (Mosadegh and Yarmohammadian, 2006). According to Oluseyi and Ayo (2009) Leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. In recent years, leadership has been studied in various ways, depending on the researchers methodological preferences and definition of leadership (Chen, 2002; Reuvers, et al., 2008; Gadot, 2007). Oluseyi and Ayo (2009) defined Leadership as the moral and intellectual ability to visualize and work for what is best for the company and its employees. Good management and effective leadership help to develop team work and the integration of individual and group goals. On the other hand, Kenny and Zaccaro (1983) suggested that leaders to be successful need a behavioral repertoire and the ability to select the right role for the situation. To do this, leaders need both cognitive and behavioral complexity and flexibility a leader needs the ability to perceive the needs and goals of a constituency and the ability to adjust ones personal approach to group action (Leban and Zulauf 2004). Therefore, Mosadeghrad et al (2006) pointed out that while there are several styles of leadership such as: autocratic, bureaucratic, laissez-faire, charismatic, democratic, participative, situational, transactional, and transformational leadership. Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behavior. Different styles were needed for different situations and each leader needed to know when to exhibit a particular approach. No one leadership style is ideal for every situation, since a leader may have knowledge and skills to act effectively in one situation but may not emerge as effectively in a different situation. In contrast, Darwish (1998) pointed out that there is wide disagreement among scholars with regard to effective leadership style. For instance, Brozik (1994) argues that no one type of leadership style is the best in all situations. The leader, subordinates and the environment or the task determine the effectiveness or ineffectiveness of each style Kur (1995) believes that effectiveness in leading is directly related to the leaders way of thinking about him, subordinates, organization and environment. Likert (1977) argue that the participative style is more productive in any culture. In the last three decades many scholars had received increasing attention to two new paradigms called transformational leadership and transactional leadership where the interests of the study are. It added a new dimension to organizational studies, namely the visionary aspect of leadership and the emotional involvement of employees within an organization. The basic notion is that a visionary leader can create an impression that he has high competence and a vision to achieve success (Jing and Avery, 2008). According to Bass (1985) developed a theory of visionary or transformational leadership whereby the leader inspires and activates subordinates to perform beyond normal expectations (Jing and Avery, 2008). The study would like to examine this in National Oil Corporation in Libya. On other hand, Lowe et al., (1996) pointed out that there are four dimensions of transformational leadership style such as: Idealized influence or charisma, inspirational motivation, intellectual stimulation, and individualized consideration. (Bass et al., 2003; Piccolo and Colquitt, 2006), defined these dimensions for transformational leadership as follows: a. Idealized influence or Charisma is the degree to which leaders behave in such a charismatic way that followers identify with them. b. Inspirational motivation is the degree to which leaders articulate visions for the future that appeal to followers. c. Intellectual stimulation is the degree to which leaders challenge assumptions, take risks, and solicit followers ideas. d. Individualized consideration is the degree to which leaders attend to followers needs, act as mentors or coaches, and listen to followers concerns. Bass, (1985), Burns (1978) Leadership is considered a factor that has a major influence on the performance of organizations, managers and employees. More recently, researchers have focused mainly on the subordinates perspective and proposed two main facets of leadership transactional and transformational. This theory suggests that transformational leadership, more than transactional leadership, has a stronger positive effect on employees attitudes towards their job, their job environment, and ultimately affects their work performance. Oluseyi and Ayo (2009) pointed out that leadership is a central feature of organizational performance. This is an essential part of management activities of people and directing their efforts towards the goals and objectives of the organization. There must be an appropriate form of behavior to enhance performance. Leadership might be viewed in terms of the role of the leaders and their ability to achieve effective performance from others. On the other hand, Xenikou and Simosi (2006) suggested that organizational culture and transformational leadership have been theoretically and empirically linked to organizational effectiveness. During the 1990s a number of comparative studies on the culture-performance link showed that certain culture orientations are conducive to performance. Lok and Crawford (2004) pointed out that organizational culture can influence how people set personal and professional goals, perform tasks and administer resources to achieve them. Organizational culture affects the way in which people consciously and subconsciously think make decisions and ultimately the way in which they perceive. While other researchers has suggested that organizational culture can exert considerable influence in organizations particularly in areas such as performance and commitment. Bass (1985) said that transformational leaders frequently change their organizations culture with a new vision and revision of its shared assumptions values and norms. In a transformational culture, there is generally a sense of purpose and a feeling of family. Superiors feel a personal obligation to help new members assimilate into the culture. Assumptions, norms, and values do not preclude individuals from pursuing their own goals and rewards. In addition, Bass (1985) mentioned that transformational qualities lead to performance beyond expectations in organizational settings. A study of Ogbonna and Harris (2000) organizational culture and leadership finds that the two areas have been independently linked to organizational performance. A little critical research attention has been devoted to understand the links between the leadership and culture also and the impact that such an association might have on organizational performance (Ogbonna and Harris, 2000). Organizational commitment is an important employee attribute from the organizations perspective. Several studies have found relationships between high-commitment human resource policies and positive organizational outcomes such as productivity, quality, and profitability (Perryer and Jordan 2005). Organizational commitment has been studied in relation to employee performance there is still considerable controversy surrounding the precise nature of the relationship. While there is some evidence to suggest that organizational commitment is a mediating variable between leadership and performance. Consequently, studies that examine the complex relationships and interaction between these variables will be of value to management theorists and practitioners. Lok and Crawford (2004) said that organizational commitment and job satisfaction have received significant attention in studies of the work place. This is due to the general recognition that these variables can be the major determinants of organizational performance and effectiveness. A numerous of studies in the area of job satisfaction and organizational commitment have been asserted that leadership and organizational culture have significant impact on both job satisfaction and organizational commitment (Chen and Francesco, 2000; Mathieu and Zajac, 1990; Williams and Hazer, 1986). Lok and Crawford (2004) had the same result in his research which has been done to make comparative between Hong Kong and Australian managers the result confirms that organizational culture and leadership styles are important organizational antecedents of job satisfaction and commitment. However, the influence of national culture on leadership styles, organizational culture and their subsequent effects on employees job satisfaction and organizational commitment were not explored intensively enough in National Oil Corporation in Libya. To choose National Oil Corporation in Libya for the current study because Libya is a member of the Organization of Petroleum Exporting Countries (OPEC). It holds the largest proven oil reserves in Africa which make it as one of the most important oil-producing countries in Africa and in the world. Therefore, petroleum sector in Libya is very important sector which is like the backbone of Libyan economy. In this context, National Oil Corporation of Libya (NOC) is a state-owned company that controls Libyas oil and gas production. The company is the biggest oil producer in Africa. Its mandate was to endeavor to promote the Libyan economy by undertaking development, management and exploitation of oil resources as well as by participating in planning and executing the general oil policy of the state. In additionally, the study expected to offer some useful information of leadership style in National Oil Corporation in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. 1.2 Purpose of Research Study The purpose of this study is to explore the relationship between transformational leadership, organizational culture, with job satisfaction and organizational commitment in National Oil Corporation in Libya. Cameron and Quinn (1999) pointed out that numerous studies report the most frequent reason given for the failure of planned organizational change was due to a neglect of the organizational culture. According to Schneider (2000) Organizational culture is a key to organizational success, and effective leadership is the means by which the culture is created and managed. Understanding organizational culture is an important activity for managers because it affects strategic development, productivity and learning at all levels of management (Twati and Gammack, 2006). The relationship between transformational leadership style and organizational culture was examined by some researchers such as Xenikou and Simosi (2006), who asserted in his study that organizational culture had direct impact on organization performance while transformational leadership had indirect positive influence on performance through its impact achievement orientation. This study showed that organizational culture mediates the effect of transformational leadership on performance. Therefore, the purpose of the study is to accept or reject the suppositions that there is a relationship between transformational leadership style organizational culture with job satisfaction and organization commitment in National Oil Corporation in Libya. Therefore, Yiing and Bin Ahmad (2009) pointed out that leaders behaviors have positive and significant relationship with organizational commitment. On the other hand, cultures have significant moderating effects on the relationship between leadership behaviors and organizational commitment. However, the main academic purpose of this study is to make a contribution in leadership field behaviors on culture and on organization behavior in the petroleum sector in Libya. 1.3 Problem Statement The oil sector is the most important sector in Libya. Libya is one of the most important oil-producing countries in Africa and in the world and that the interest in this sector is very important. Therefore, this sector needs professionals leaders who can achieve all the goals of both employees and organization. An organization short on capital can borrow money, and one with a poor location can move. But an organization short on leadership has little chance for survival (Darwish, 1998). A set of characteristics that help leaders to achieve the plans, programs, policies and strategy that have been developed and the advancement of their respective organizations. The most important of these characteristics experience, decision-making, knowledge and to deal with the environmental variables that may occur both within and outside the organization. The weakness of these skills and characteristics makes it difficult for leaders to carry out its functions and achieve organizations goals. Therefore, Chen (2002) found that transformational leadership behaviors have a slightly positive relationship with organizational commitment. While Harris and Mossholder (1996), pointed out that organizational culture stands as the center from which all other factors of human resource management derive. It is believed to influence individuals attitudes concerning outcomes, such as commitment, motivation, morale, and satisfaction. In addition, Bass (1985) have mentioned that demonstrates the relationship between leadership and culture by examining the impact of different styles of leadership on culture. He argues that transformational leaders frequently work towards changing the organizational culture in line with their vision. Similarly, Brown (1992) observes that good leaders need to develop the skills that enable them to alter aspects of their culture in order to improve their organizational performance. The leaders of National Oil Corporation have to know that organizational culture, organization commitment and job satisfaction are very important factors can help them to achieve the goals of the organization, and these variables enhance organization performance. In short, and based to what has been mentioned above, this study is trying to clarify the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment in National Oil Corporation in Libya. Which the researcher believes it does not exist in Libya National Oil Corporation. Specifically, the relationship between transformational leadership style organizational culture with job satisfaction and organizational commitment and how organizational culture effect the relationship between transformational leadership style with organizational commitment and job satisfaction in National Oil Corporation in Libya. The research questions are as follows: 1. Is there any relationship between transformational leadership style organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? 2. Is there any relationship between transformational leadership style job satisfaction in National Oil Corporation in Libya? 3. Is there any relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya? 4. Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya? 5. Does Organizational culture (Clan, Market, hierarchy and adhocracy) have any effect on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya? 6. Is there any relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya? 1.4 Focus and Research Objectives The overall objective of this study is to examine the role of leadership style in the National Oil Corporation in Libya. The specific objective in this study is to clarify the relationship between transformational leadership style with job satisfaction and organizational commitment while organizational culture is the mediate variable in the National Oil Corporation in Libya. The study expected to offer some useful information of leadership style in oil sector in Libya, and hopes that this useful information can help to contribute building knowledge and an understanding in this filed in National Oil Corporation in Libya. The breakdown of these objectives yields the following specific objectives: 1. To determine the nature of the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. 2. To determine the nature of the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. 3. To determine the nature of the relationship between transformational leadership style with organizational culture (Clan, Market, hierarchy and adhocracy) in National Oil Corporation in Libya. 4. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with organizational commitment (affective, normative and continuance) in National Oil Corporation in Libya. 5. To determine the effect of organizational culture (Clan, Market, hierarchy and adhocracy) on the relationship between transformational leadership style with job satisfaction in National Oil Corporation in Libya. 6. To determine the nature of the relationship between organizational commitment (affective, normative and continuance) with job satisfaction in National Oil Corporation in Libya. 1.5 Rationale of Study Previous studies have examined the link between leadership paradigms and behaviors and have shown a positive relationship, none has explained the nature of this connection, and therefore, how and why leadership affects performance. Future research needs to address this deficiency. In sum, based on the above discussion, there are many problems and gaps in existing studies of the leadership performance relationship that need to be addressed before a clear picture of this relationship can be drawn (Jing and Avery, 2008). Therefore, the aim of this study is to investigate the relationship between transformational leadership, organizational culture with job satisfaction and organizational commitment in the Notional Oil Corporation in Libya. Therefore, the topic of leadership is very important to the organization performance and the entire petroleum sector. Leaders can set the direction of the organization and it is very significance issue can lead the organization to achieve their goals. To do this study in the Notional Oil Corporation in Libya because Libya is the one of the (OPEC) organization and this sector is very important which is like the backbone of Libyan economy. Therefore, organization culture influences organization performance and also the employees. Organization culture influence perceptions of employees towards investors of technology transfer. Additionally, try to add useful information to improve our knowledge for this field in Libya. 1.6 Significance of Study This study is important for several reasons, to make a positive view of transformational leadership style in the National Oil Corporation in Libya. To clarify the problems and barriers encountered in application of transformational leadership style programs in the National Oil Corporation in Libya in the context to the case included in this study. In addition, to clarify the role of leadership to improve organization performance in the National Oil Corporation in Libya and to what extent this leadership succeeded to achieve organizations goals. On the other hand, this study is an attempt to participate in and contribute to research resulting in knowledge increases. Assist scholars, and other researches in leadership field. The researcher achieved that the leadership style and organizational culture play a significant role to effect organizational commitment and job satisfaction in National Oil Corporation in Libya. In particular, how transformational leadership style and organizational culture can impact organizational commitment and job satisfaction in National Oil Corporation in Libya. Finally, the researcher achieved the nature of the relationship between all these concepts such as transformational leadership style, organizational culture, job satisfaction and organizational commitment in National Oil Corporation in Libya. 1.7 Definition of Terms 1.7.1 Leadership Leadership, like most other concepts in social sciences, has no single or unique definition. It has been defined differently by different authors. Leadership is defined as the process of influencing employees to work toward the achievement of objectives. While others defined leadership as a management function, which is mostly directed towards people and social interaction, as well as the process of influencing people so that they will achieve the goals of the organization. 1.7.2 Leadership Style Leadership style is the way to understand why leaders, faced with seemingly identical situations, use such different decision processes. Leadership style can be viewed as a series of managerial attitudes, behaviors, characteristics and skills based on individual and organizational values, leadership interests and reliability of employees in different situations. In the other meaning, it is the ability of a leader to influence subordinates to performing at their highest capability. 1.7.3 Transformational leadership Transformational leadership is grooms followers into future leaders by giving them freedom to control their behavior, elevates followers concerns from physical to psychological needs