The Effect Of Anxiety On An Athletes Performance Psychology Essay

The Effect Of Anxiety On An Athletes Performance Psychology Essay Competitive state anxiety is defined as a tendency to perceive competitive situations as threatening and to respond to these situations with feelings of apprehension and tension.(Martens, Vealey Burton, 1990). Competitive state anxiety can be split into cognitive and somatic components, cognitive being negative mental thoughts and concerns about ability and performance for instance indecision and loss of confidence, with somatic being the physiological responses to anxiety such as increased heart rate and muscle tension. It is important to measure both intensity and direction to determine the effect of anxiety on an athletes performance as it allows interpretation of results and can subsequently be used to assist the athlete to alter their thoughts before a competition and to improve performance. The intensity component indicates the levels of competitive anxiety in relation to factors such as situational antecedents (Woodman Hardy, 2001), and direction allows interpretation of results as facilitative or debilitative to performance (Jones, 1995). The athlete in this study is an 18 year old female triathlete. The study was conducted before and after a British Universities Colleges Sport (BUCS) national duathlon championship. The event involved a 3.2km run followed by a 16km bike ride and another 3.2km run in which she came 12th in a time of 54 minutes 52.747 seconds, which was similar to her previous best performances. Results The results for cognitive A-state and somatic A-state anxiety from the Competitive State Anxiety Inventory-2 (CSAI-2) are indicated in the table and graph below. The scores can range from 9 (low) to 36 (high) for intensity, and from -27 (very debilitative) to 27 (very facilitative) for direction. Cognitive Anxiety Somatic Anxiety Intensity 19 14 Direction -8 0 The CSAI-2 indicated that she had low to medium intensity cognitive anxiety and that this would be slightly debilitative to her performance. In contrast, she suffered from low somatic anxiety but had a direction score of 0 signifying that the somatic symptoms she felt would affect her performance neither positively nor negatively. In the interview it was discovered that she felt that the competition was quite important but was not a main race for her although there were a lot of elite competitors in the race. She also added that as it was a BUCS race she felt pressure from her coach as well as herself to do well for the university. The pressure helped her motivation to keep going through the middle of the race, which turned out to be similar to her previous performances. Prior to the race she felt worried but as the race started she kept setting aims to keep up with people and overtake other competitors. The race started early which gave her less time to warm up after a hard training week leading up to the race. Despite the amount of training in the week before the race, she said she had high energy which was helpful to her performance. Discussion The multidimensional theory of anxiety (Martens et al., 1990) indicates that as cognitive anxiety increases, performance will drop. This theory only considered intensity, however later research led to the direction aspect (Jones, 1995) being added and anxiety considered as debilitative or facilitative. Before the race, the athlete was feeling low-medium intensity cognitive anxiety, which should result in a medium to high performance. However, the CSAI-2 results indicated that the cognitive anxiety she was feeling would have a detrimental effect on her performance. Neither somatic or cognitive anxiety were seen as facilitative to performance and research has found that males consistently report higher facilitative perceptions than females (Wiggins, 1998). If cognitive anxiety levels increase too high then, combined with elevated physiological arousal, could lead to a dramatic decline in performance as explained by the catastrophe theory (Hardy Fazey, 1987). Wiggins (1998) also discovered that cognitive intensity was higher than somatic intensity but somatic direction was higher (more facilitative) than cognitive direction. This was evident with the athlete but neither component of anxiety was considered to be facilitative. Studies have shown that athletes intensity of cognitive anxiety is highest before competition and then declines significantly from pregame to postgame (Butt, Weinberg, Horn, 2003). This was evident for the athlete as anxiety eased as the race started. Prior to the race, she was experiencing low-medium cognitive anxiety and felt moderately nervous. The main symptoms of cognitive anxiety suffered by the athlete were concern about the competition, the race result and self-doubt as well as concern that others would be disappointed with her performance. This intensity and pressure helped her feel motivated and stay strong, and any nerves disappeared once she started the race and positive thoughts helped channel her focus on the task in hand. Somatic anxiety intensity has been found to fluctuate over time but direction remains stable (Butt et al., 2003). Intensity was found to be highest before the game and declined during competition. The athlete in this study suffered from low intensity somatic anxiety before the competition but this was not facilitative or debilitative. The main symptoms of somatic anxiety were nervousness, jitteriness and increased heart rate. It was evident that the intensity decreased when the competition started as the nerves eased and she felt energetic. A study of athletes (Hanton, Wadey, and Connaughton, 2005) found that many of the debilitating symptoms remained prevalent after years of many competitions, were reported to fluctuate closer to the event and particularly at higher levels of competition. The event that the data for this study was collected from was for the triathletes first BUCS competition. This shows that even after competing in many previous events as well as internationally, anxiety was still found to be a debilitating factor towards performance. Another discovery made by Hanton et al. (2005) was that an athletes main routine before a competition is to be physically prepared over mentally prepared. Physical readiness, such as warming up and training in the build up weeks, was found to allow the athletes to compete at an elite level despite debilitating anxiety symptoms. However, when comparing athletes who mentally prepared and those who did not, performance was higher in those who had mentally prepared. A problem for the athlete in this study was that due to the race start time being moved forward, she did not have sufficient time to physically warm up let alone to mentally prepare. Failing to warm up properly may have had a detrimental effect on her performance as a warm up can increase the speed of muscle contraction and relaxation, increases heart rate and blood flow to working muscles, in addition to mentally focusing on the task in hand. The coherence between the CSAI-2 questionnaire before the event and the interview afterwards was strong. The athlete felt low-medium cognitive anxiety from the CSAI-2 including self-doubts and concern about the result, and this was backed up afterwards in the interview when she said that she was worried and feeling pressure before the race. She also stated that she was suffering from nerves before the race in both the CSAI-2 and the interview. Conclusions and Recommendations From the CSAI-2 questionnaire and interview I can construe that the anxiety suffered by the athlete did not affect her performance negatively. The intensity of cognitive anxiety was low-medium and somatic anxiety was low intensity before the race. Too much anxiety would have a detrimental effect on performance due to high pressure, negative thoughts and attentional narrowing. Too little anxiety could lead to lack of concentration, focusing on unimportant cues from the environment, external distraction. I establish that the athlete had moderate levels of anxiety which can increase effort as the athlete is not overcome by pressure. In the interview after the race she said that any pressure and negativity was focused onto a positive attitude and setting goals to improve her position. Although I consider the athlete was unaffected by her anxiety levels, if the direction aspect of cognitive and somatic anxiety can be made facilitative, it may have a beneficial impact on performance. To do this there are a number of techniques that sports psychologists can use to manipulate an individuals judgment of a competitive situation, including self talk and imagery. A consistent finding across studies is that sport performers have a stronger preference for problem-focused strategies for overcoming anxiety, and perceptions of cognitive anxiety as debilitative are associated with behavioural disengagement and venting of emotions (Ntoumanis and Biddle, 2000). Self talk can be used to help anxiety responses such as self-doubt. This can be positive, having the ability to win, or negative, not being able to lose. Self-talk can help to increase concentration on the task at hand. Imagery can be used to improve self-confidence and overcome nerves. It involves mental picturing a perfect performance or remembering a previous performance that the athlete would like to repeat. It can be used with mental rehearsal, planning the events and tactics of the event or in the case of the triathlete, the race. She had positive thoughts during the race, but if these can begin before the race then her start may improve, as the pressure and worry may be relieved.

Managing diverse workforce Essay

Workforce diversity includes the obvious differences we see when we look around: race, gender, national origin, sexual orientation, age, religion and ethnicity. But it’s also the less obvious traits, the subtle differences that often register with us unconsciously, such as socioeconomic status, marital status, educational background, language, accent and appearance. We all have something that makes us unique, some special talent or ability that we bring to the table that differentiates us from our colleagues. That’s diversity at its best. Sourcing and managing people from a diverse background have become a critical part of an employment and management strategy. Workers who vary in age, gender, ability, sexual orientation, socioeconomic background or culture, ethnicity and language, make a positive contribution to an organization’s workforce — they’re an asset to organization culture and the bottom line as companies and managers are realizing every day that passes. There is a common belief that a diverse workforce brings innovative and creative solutions to an organization from ‘outside the box’. An effective corporate diversity program is a powerful way to gain a competitive advantage and stand apart from competition. It can’t be overstated that diverse workforce brings real bottom-line value to any organization. Diverse workforce allows organizations to break barriers, attract new customers and build customer-base and help form strategic alliances with partners across the globe by having better knowledge of the target markets and establishing better communication capabilities and having ability to communicate in a variety of languages including understanding of cultural differences. Just over half of the employers polled in Canada said they anticipate a shortage of quali? ed workers in the next ? ve years and approximately 67% believe they currently have a more diverse workforce than 5 years ago. These forward-thinking companies are not only placing an emphasis on making a positive contribution to their workforce – but on their bottom line. Source:Randstad Despite Workforce diversity is becoming common phenomenon across Canada, managers of today are increasingly facing the challenges of handling a diverse workforce and being sensitive to this diversity (Tjosvold, 1985). The rationale behind this research is to understand challenges organizations are facing as a result of managing diverse workforce. Additionally the research would try to look into various ways managers can overcome these challenges and make managing diverse workforce a real success. The concept of managing diversity originated in America following the growing need to manage cross-cultural and individual differences in an increasingly diverse demographic workforce (Cox & Blake, 1991). In Canada, immigration and large numbers of women entering the workforce promoted diversity management efforts since the 1990s, although the workplace composition differs from that in the USA (Miller & A. Rowney, 1999). Experts (Fernandez, 1993; Rice, 1994; Carnevale and Stone, 1994) indicate that business owners and managers who hope to create and manage an effective, harmonious multicultural workforce should remember the importance of the following: Setting a good example: This basic tool can be particularly valuable for small business owners who hope to establish a healthy environment for people of different cultural backgrounds. This is because they are generally able to wield significant control over the business basic outlook and atmosphere. The leaders must exhibit strong commitment to addressing issues like myths, stereotypes, and real cultural differences, as well as organizational barriers that interfere with the full contribution of all employees. Communicate in Writing: Organization policies that explicitly forbid prejudice and discriminatory behavior should be included in employee manual, mission statement and other written communications. Diversity should be a super-ordinate goal instead of a goal assigned to individual group. Training Programs: Awareness and skill building training programs provides information on cultural norms of different groups and how they may affect work behavior. New employee orientation programs are ideal for introducing workers to organization’s expectation regarding treatment of fellow workers irrespective of their cultural or ethnic background. Recognize individual differences: There are number of dimensions around human relationships. These include but not limited to: acceptance of power equality, desire for orderliness and structure; the need to belong to a wider group etc. Difference should not be assumed to be cultural. Other sources are personality, aptitude or competence ( Goffee, 1997). Actively seek input from Minority workers: Seeking opinions of minority groups and their involvement on important matters is beneficial not only because of the contributions they can make but also as it sends a message that they are valued by the organization. Revamp reward system: An organizations performance appraisal and reward system should encourage and reinforce effective diversity management. Flexible Work environment: Cox (1994) indicated that flexible work environment could be highly beneficial for and to people of non-traditional cultural background because their approaches to problems are more likely to be different from past norms. Continuous Monitoring: Experts recommend that business owners and managers establish and maintain systems and routines that can continually monitor the organization’s policies and practices to ensure that it continues to be a good environment for all employees. Periodic surveys should be conducted by management to understand employee’s needs (Jorgensen, 1993). Impact of Diversity on Organizational Culture: Hill and Jones defined organizational culture as those set of norms, values, and attitude that defined the way the employees of an organization behaved and interacted with each other and with others outside their organization (Hill and Jones, 2001). Organizational culture has been seen as instrumental in impacting individual employees in an organization. A positive organizational culture promotes diversity by taking advantage of diverse talent pool as well as intellectual capital whereas a negative organizational culture will stifle and discriminate against diversity and thus affect the work environment and consequently the employee productivity (Chatman and Spataro, 2005). Thomas identified that organizational culture is responsible for the systematic and planned way in which a diverse workforce is managed in an organization and their skill sets are put to use for the benefit of the business (Thomas, 1992). With dramatic adoption of diversity as a value-add across number of organizations, it’s become important to make sure organizational culture promotes workplace diversity. It means extensively analyzing a organization’s current culture and changing those parts that limit cultural diversity. Also, it means recruiting new employees for the skills they can bring to the organization rather than their cultural homogeneity. Lastly, it means working with a management team to help them understand that cultural diversity is a business issue, and their own careers will benefit from enabling their employees to reach their full potential (â€Å"Managing Diversity†, 1999). Diversity management contains three (3) components: 1. Equal Employment Opportunity/Affirmative Action programs direct attention to laws that guide recruitment and promotion. 2. Valuing differences centers on interpersonal qualities that shape management’s relationships with their employees. 3. Managing diversity focuses on the diverse quality of employees’ work-life needs such as childcare, family leave, and flexible holiday schedules. It requires setting policies and procedures that empowers managers to meet employees’ needs (Galagan, 1999; Jenner, 1994; Wilkinson, 1999). â€Å"Managing diversity is managing human resource needs,† says Ben Harrison. ( Jenner, 1994). Human resource personnel alone can’t do the work of managing diversity. All levels of managers should implement programs designed to heighten awareness of cultural differences, foster appreciation for these differences, and identify the commonalties among the various ethnic groups. Managing diversity is an effort that will involve all members of the organization In order to reap the fruits of diversity. The process should start by including managing diversity into the overall strategy, this will promote cultural synergy and effectively integrating the better elements associated with multiple cultures. This tactic will help in aiding of identifying and implementing of new practices in companies with diverse units. Steps to be taken to begin managing diversity are: 1. Assess your organization’s needs by conducting an organizational audit to determine which diversity problems exist. The audit should consist of surveys, interviews, focus groups, or a combination of these. 2. One should learn all s(he) can by exposing him/herself to different types of people, for this can reduce Stereotyping. 3. Strengthen top management’s  commitment level. White males control the resources and feel most of the fear; therefore, they should be informed of the importance of their involvement, for this can reduce if not eliminate their fear. 4. Develop new selection criteria that include personality characteristics. Promote cultural synergy by effectively integrating the better elements associated with multiple cultures. 5. Invest in communication training to reduce prejudice and develop 6. Choose solutions that balance strategy to achieve the organization’s goals. 7. Build diversity into your leadership team: You must plan for the development and promotion of your employees. 8. Look for ways to adjust your organization to your workers. This means the organization’s culture should be employee oriented. Instituting flexible management systems to accommodate diverse workers can do this. This includes job sharing, flextime, and separate reward and benefit systems. (â€Å"Managing Diversity†, 1999,Galagan, 1999;Nelton, 2000) Conclusion At the end of the day appreciating diversity in people means recognizing, accepting, and supporting their differences. In addition, properly managing diversity means creating an environment that takes advantage of the different characteristics of everyone, which is in the best interest of the organization and the employee. The concept of managing diversity was developed as a result of the changing demographics of workforces, imperfections of Affirmative Action programs, and discrimination laws. Managing diversity involves consumption of all program and resources to building systems and a culture that unite different people in a common pursuit without undermining their diversity. It differs from solely using from Affirmative Action programs or other of its kind, because it creates an environment where all individuals can contribute to their maximum potential. Attaining support from top management is the most important implementing step in the process, which is necessary to ensure success. Additionally, it reduces the fears of the dominant group. Through the use of all valuing diversity, managing diversity and affirmative action companies create a qualified, diverse work force that appropriately reflects the demographics of its communities.

The Best Process Analysis Essay Topics Trap

The Best Process Analysis Essay Topics Trap The Advantages of Best Process Analysis Essay Topics There are lots more topic thoughts and completely free examples online. Before beginning to write, go at your own pace and think of process essay suggestions and topics you like. When you have to describe and analyze something, you can't do it without a great topic. When selecting a topic, make sure that you select a process topic that you understand best. The Advantages of Best Process Analysis Essay Topics There are a number of topics that you are able to utilize to think of the process analysis essay. There are two forms of process essays. A process essay is the sort of essay that follows a methodological strategy. You could write a process analysis essay about ways to braid hair, but you can wind up splitting hairs when it has to do with the process as a way to flesh out a lengthy enough essay. When you're assigned to compose a process analysis paper, there are lots of face ts to think about, including picking the very best process analysis essay topics. After analysis and evaluation, you might be in a position to conclude and make insights. A process analysis essay denotes the kind of academic writing, which includes a thorough description of the specific process in the form of the step-by-step guide. Unlike a character analysis essay that is subjective, there's more objective and factual foundation for a process analysis essay. Getting the Best Best Process Analysis Essay Topics One of the crucial sides of your essay is the way you focus and direct your work. There are several different topics that one may use in writing process essays. There are many sorts of expository essays, and each one among them has its precise purpose and tone. An enjoyable thing about process analysis essays is you can even compose an essay about ways to write process analysis essays. Another aim of the analytical essay is to appraise thinking and that which you w ould do in various circumstances. Finally, it's important to select topics that one feels comfortable to write on so you can do justice to them. Anyway, below, you will find topic that are best for both circumstances. Other process analysis essay topics might be too narrow to extend to the necessary word limit, and you can be made to fill in the gaps with nitty-gritty details that might be superfluous. If you've read myths about people writing an ideal essay on their very first try, it's time to. Ensure you make an exhaustive interpretation of each process in the most fascinating way so to capture the interest of your reader. Therefore, you should choose a topic which will enable you to use the proper writing form without overburdening the readers with. What's more, you're likely to want to pick out a procedure that you're acquainted with but that the vast majority of your readers aren't. Lies You've Been Told About Best Process Analysis Essay Topics If you are aware that so mething can fail, you have to warn your readers until they opt to repeat the procedure. As you finalize your topic choice, make certain to settle on a process you've completed many occasions and that you may explain to another person. In reality, you can earn a process out of anything. The key issue is that the procedure is described in a logical order and in a crystal clear way. Should you do, the perfect place to order your assignment isgetessays.org. Such essays need an in-depth comprehension of the procedure or a particular mechanism about which it is written to the man writing it. A process essay is a kind of an academic assignment which demands a student to offer a thorough description of a particular procedure. At exactly the same time, process analysis essays are helpful to boost the analytical skills of the individual who's writing them. In that instance, you can observe the way the focus of your analysis will impact the end result, and the way your focus will inva riably alter the direction you take when you produce your process analysis essay. A process analysis essay is a step-by-step explanation of a job, experiment or some other thing in depth. Much like the lab file, your process should outline quick and logical steps with the additional advantage of creativity and the usage of flexible wording. The greatest aim of the analysis is to aid students gain a better comprehension of the text and appreciate the writer's purpose in making the work. Pick the one which you love to write. The process essay explains stages in a sequence, which is the reason why transitional words should be used also. It's obviously hard to find a decent cheap customized essay writing service, but don't. Every step along the process ought to be described clearly. For instance, one step in the procedure might be wasteful, but by being wasteful it may permit the other processes to run better. You now should find and discover all the actions involved with the procedure. It is crucial to be certain that the approach is correctly described and all measures involved are simple to follow from the start and up to the end. In many instances, the analysis is utilized to look at a process to see whether it still works. In order to ensure your processes flow correctly and are in fantastic order, it's always recommended that you produce an ordered list of stages in that procedure.

Case Study Human Resources Management - 2998 Words

Human Resources Management Part A 1.0 Introduction Many people across the globe prefer to travel with airlines that offer little fare. As a result, a significant number of airlines have adopted a low-cost strategy, and some of them have been very successful. In developed markets such as Europe, low cost airlines have a competitive advantage over premium airlines in that the premium airlines are unable to lower the operating expenses to a point where they can remain profitable at low fares.Ryanair Ltd., an airline company based in Ireland is one of the low-cost airlines operating in Europe. The company was founded in 1985 with a single 15-seater aircraft that ferried passengers on a daily basis from Waterford, Ireland to Gatwick, London†¦show more content†¦The human resource manager is considered as a strategic partner in an organization; as a result, the HR manager plays a significant role not only in the growth of the business, but also in ensuring that the goals of the business are achieved. The HR manager also performs a n advocacy role, which is central to the organizational success of companies in the airline industry. The advocacy role includes ensuring that the workplace is safe and healthy, and that employees are happy, motivated and contribute effectively toward the achievement of the organization`s goals. Similarly, human resource managers play an important role as agents of change, which is important in improving any company in the service industry. In this regard, the human resource management function is responsible for initiating and implementing change strategies for companies operating in the airline industry (Boyd 2001, pp440). Furthermore, for companies in the airline industry HRM plays a significant role in ensuring job satisfaction, managing employees in their informal groups, motivating employees, conflict management, team development, personality development, change management, human relations, leadership and communication within the organization (Robbins and Tim 2009, pp99). How ever, there are some differences in terms of the role and purpose of human resource management for theShow MoreRelatedCase Study : Human Resource Management1606 Words   |  7 Pagesfacing significant challenges with negative cash flows and a high turnover of staff despite implementing an â€Å"All Star† human resource management (HRM) change in September 2010. 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