What Is Rider s Physical Development - 2362 Words

Introduction Rider is a boy who was born August 31st, 2012. He was 41-42 months old when I observed him. He was 41 inches tall and about 35 pounds when I met with him and his family. He lives with his foster parents, his four older foster siblings ranging from the ages of seven to sixteen, and a disabled foster grandmother. His biological parents both visit him on a weekly schedule that are supervised. His foster family is related to him, as the foster father is his maternal uncle. He attends a preschool 5 days a week in the afternoons and his foster mother runs a licensed in home daycare where she watches 5 other children ranging from the ages of eight months to four years old. His foster mother was the only person who I interviewed, but all of his older siblings helped me administer the ASQ. Physical Development Rider’s physical development is not one that I would worry about if I were is caregivers. According to his ASQ, he scored a 60 out of 60 on his gross motor and a 35 out of 60 (the cutoff is 19.82) on his fine motor. The only problem he showed at all in the ASQ was with the writing and holding onto a writing utensil. In an anecdotal note I made on 3/5/2016, he was happy to draw with his older sister, copying her drawings. But the event didn’t last very long and his attention was elsewhere after that interaction. In another anecdotal note I made on 3/12/2016, Rider was much more interested in the new coloring book I brought with me, but his fine motor skills wereShow MoreRelatedHuman Development: The Stages of Infancy1161 Words   |  5 PagesThe stage of infancy lasts from birth until approximately two years of age (Sigelman Rider, 2010). The physical development from infant to child occurs in a cephalocaudal direction: the head and upper body deve lop prior to the lower body (Sigelman Rider, 2010). Because of the rapid development at this stage children need to get good solid nutrition and need to be watched closely as they are often unable to coordinate their body or understand the dangers of certain situations (e.g., such as whenRead MoreNormative Development3160 Words   |  13 Pagesmeasurements of isolated variables analysed. Theories of development emerged and have continued throughout history, providing organization, and â€Å"a lens through which researchers can interpret and explain any number of specific facts or observations† (Sigelman amp; Rider, 2012, p. 32). In postulating what is seen as ‘normative’ development, these theories provide a model or map from which science and society are largely influenced. Normative development implies an individual will grow, experience and behaveRead MoreInfluence Of Childhood Attachment On Moral Leadership2432 Words   |  10 Pagesand what stages in development they may occur. The fundamental development occurs in three stages. Theses stages are physical, cognitive and psychosocial in which all human life goes through. While these stages inherently create human functions, intelligence and social and other interpersonal traits, it encompasses the positive and negative attributes also from birth to adulthood. First, one must be able to understand the phase of developments, here is a brief overview of the phases: Physical development-Read MorePiagets Theory of Cognitive Development Essays1715 Words   |  7 Pageslifelong interest in how individuals, especially children, use cognitive development to adapt to the world around them. Piaget published his first paper by the age of 10, completed his bachelor’s degree by the age of 18, and at the age of 22 received his PhD from the University of Neuchatel. Piaget spent many years of his life researching the developmental and cognitive knowledge of children. The Theory of Cognitive Development places focus on human intelligence and developmental thinking. â€Å"InfluencedRead MoreAlternative Course Of Action / Interventions1607 Words   |  7 Pageschapter is unable to expand to new disabled individuals living in the area who would like to be a rider athlete. 2. Elect new leadership who are willing to dedicate their time and energy to enabling and empowering people to work together in a productive and goal oriented manner. There is no doubt that a volunteers heart is in the right place especially when they are willing to exert the amount of physical strength needed to push someone in a wheelchair for long distances. On the other hand, perhapsRead MoreWhat Are Jousting? Jousting1609 Words   |  7 PagesWhat is jousting? Jousting is a competition between two horsemen, each wielding a lance with a blunt tip. The main idea is to duplicate a clash of heavy cavalry(armored warriors on horseback), with each opponent aspiring to strike the other adversary with the lance while riding towards him at a high speed, if possible breaking the lance on the enemy’s shield or jousting armor, or unhorsing him. While many tend to affiliate jousting with the idea of chivalric knights and maidens, the sport s trueRead MorePhysical And Cognitive Develo pment Of Children Essay1473 Words   |  6 PagesPhysical and Cognitive Development in the Children In the book Child Development An Active Learning Approach, it states that the sequence of motor milestones happen in the same way for most babies around the world. This fact indicates that motor development is strongly controlled by our genes, which dictates the expected sequence of the development (page 193). In researching the physical development of children I learned that there are two forms of motors skills. Fine motors skills which use smallRead MoreThe Strengths and Weaknesses of the Sociocultural Perspective986 Words   |  4 Pagespsychology in a different way. One theory, the sociocultural perspective, is exactly what its name suggests. It’s the idea that the society and groups that an individual belongs to are what influences development, thoughts, and behavior. The sociocultural perspective was pioneered by a Russian psychologist, Lev Vygotsky, in the 1920’s (John-Steiner, 1998). Vygotsky stressed the idea that children learn through what he called gui ded participation (Sigelman, 2009). His theory was that children developRead MoreEssay on Edvard Munch1542 Words   |  7 Pagesartistic periods, challenging the opinion of what should be accepted by the masses. Expressionism is the art of the emotive, the art of tension provoked by consciousness of the forces which surround modern humankind. Challenging the academic traditions of the previous centuries, Edvard Munch impacted the art world as an instrumental leader in the development of modern German expressionism. His painting The Scream has made its mark in questioning the ideals of what is acceptable concerning the historyRead MoreEssay on Sigmund Freud1725 Words   |  7 Pagesan avid cocaine user and a proponent of using it for medical reasons and as a stimulant and painkiller. He wrote several articles commending the virtues of cocaine and the medical benefits. He believed that cocaine could cure almost any mental and physical illness. He also advocated cocaine as a cure f or a morphine addiction. Although, used as an anesthetic, cocaine was beneficial and many people agreed with this point until multiple reports of addictions and overdoses began to pop up. Many scholars

Essay about Jupiter and Semele by Moreau - 1222 Words

Jupiter and Semele by Moreau 19th century French painter Gustave Moreau was an artist highly regarded for his intricate use of images based on myth and legends to create very symbolic and often haunting paintings. Moreau was quoted saying: â€Å"I love my art so much that I shall only be happy when I can practice it for myself alone.† In a time when many artists choose to paint classical mythological subjects as if it were a proper education in Greek and Latin, Moreau was developing his own unusual and personal interpretations using a classical subject matter as his tool for artistic expression. This is very much the case in his painting of Jupiter and Semele (1894-5) in which Moreau explores classical myth in a very personal and†¦show more content†¦A quote such as this gives us and idea of what the artist was trying to create. His elaborate compositions and glowing colors give the painting a dreamlike quality to them. By combining colossal size with contrasting colors and close attention to det ail Moreau is able to create a painting that is a visual journey through Moreau’s vision and interest in the subject matter. Moreau’s often odd visions of antiquity can be very tough to grasp for audiences at times because of there intensity and mystery, when his painting of Orpheus was exhibited at the 1866 Salon Moreau accompanied it with his own explanation to clarify his leap from more traditional methods of depicting the legend. Gustave Moreau is known for taking ancient legends and developing them into more personal and dark versions in a manner much different than typical depictions. In Jupiter and Semele this is achieved by combining intense detail with vivid colors and bizarre shifts in size to create a visual journey for the viewer full of emotion, exploration and creativity. Gustave Moreau is often regarded as a founder of the Symbolist movement, and as inspiration for a radical group of painters called the Fauves. He is known for including many iconographic images in his paintings derived from various sources including important symbolist

Management Theories Free Essays

ABSTRACT Management is the most important part of any organization. No organization can achieve its objectives without proper management. So management is considered the hub of any organization. We will write a custom essay sample on Management Theories or any similar topic only for you Order Now As society continuously relied on group effort, and as many organized groups have become large, the task of managers has been increasing in importance and complexity. To meet the challenges like competition, efficient and economical uses of sources and maximum output, knowledge of management and theories of management is basic requirement. Henceforth, managerial theory has become crucial in the way managers manage complex organizations. This article will provide the basic information of main management theories and how they have developed. It also addresses the management objectives, functions, goals, and essentiality as well as the requirement skills of a Manger. Relating to my current company – AON Vietnam, member of AON Corporation, the article point out which theory of management fit best with the style of management in AON Corporation, one of biggest insurance brokers worldwide and what a Manager at AON should do. Topic 1 2) CONTENTS I. MAIN MANAGEMENT THEORIES 1. Definition of Management According to Drucker (1974) Management is â€Å"the activity of getting things done with the help of others peoples and resources†. It means that management is a process of accomplishing work with the help of other people. According to Weijrich and Koontz (1993) â€Å"Management is process of planning, leading, or ganizing and controlling people within a group in order to achieve goals. It is also the guidance and control of action required to execute a program. It indicates that there should be definite plan/program for affective management (Shied, 2010). On the basis of these definitions it can be concluded that management is a process that includes strategic planning, setting objectives, managing resources, developing the human and financial assets needed to achieve objectives and measuring results. It also includes recording facts and information for later use upon requirement. 2. Management Theories Contemporary theories of management tend to account for and help interpret the rapidly changing nature of today’s organizational environments. Several important management theories which are broadly classified as follows: 1. The Scientific Management School. 2. The Classical Organizational Theory School. 3. The Behavioural School. 4. The Management Science School. 5. Recent developments in Management Theory comprising works such as Systems Approach, Situational or Contingency theory, Chaos theory, and Team Building approach. This discussion will provide a general description of these management theories, how they have developed and the successes that they achieved. A Timeline Overview of Key Management theories pic] a. The Scientific Management School The first management theory is what is popularly referred to as Frederick Taylor’s Scientific Management. Frederick Taylor (1856 – 1915) started the era of modern management. Taylor consistently sought to overthrow management â€Å"by rule of thumb† and replace it with actual timed observations leading to â€Å"the one best† practice. â€Å"Taylori sm† involved breaking down the components of manual tasks in manufacturing environments, timing each movement (‘time and motion’ studies) so that there could be a proven best way to perform each task. Thus employees could be trained to be ‘first class’ within their job. This type of management was particularly relevant to performance drives e. g ‘Action On’ projects. It has to be acknowledged that from an economic standpoint, Taylorism was an extreme success. Application of his methods yielded significant improvements in productivity. For example, improvements such as his shovel work at Bethlehem Works, which reduced the workers needed to shovel from 500 to 140. Henceforth, Taylor proposed four underlying principles of management: First, there is need to develop a ‘science of work’ to replace old rule-of-thumb methods: pay and other rewards linked to achievement of ‘optimum goals’ – measures of work performance and output; failure to achieve these would in contrast result in loss of earnings. – Second, workers to be ‘scientifically’ selected and developed: training each to be ‘first-class’ at some specific task. – Third the ‘science of work’ to be brought together with scientifically selected and trained people to achieve the best results. Finally, work and responsibility to be divided equally between workers and management cooperating together in close interdependence. This was a rigid system where every task became discrete and specialized. However, many critics, both historical and contemporary, have pointed out that Taylor’s theories tend to â€Å"dehumanize† the workers. Therefore, in summary, while the scientific management technique has been employed to increase productivity and efficiency both in private and public services, it has also had the disadvantages of ignoring many of the human aspects of employment. This led to the creation of boring repetitive jobs with the introduction of systems for tight control and the alienation of shop floor employees from their managers. b. Classical Organizational Theory School In this category of management theory are the works of Henri Fayol’s administrative theory and Max Weber’s bureaucratic theory. Administrative Theory Henri Fayol’s administrative theory mainly focuses on the personal duties of management at a much more granular level. Fayol believed that management had five principle roles: †¢ Forecasting and planning. †¢ Organizing. †¢ Commanding Co-ordinating †¢ Controlling. Forecasting and planning was the act of anticipating the future and acting accordingly. Organization was the development of the institution’s resources, both material and human. Commanding was keeping the institution’s actions and processes running. Co-ordination was the alignment and harmonization of the group’s efforts. Finally, control meant that the above activities were performed in accordance with appropriate rules and procedures. Fayol also developed fourteen principles of administration to go along with management’s five primary roles. These principles are: specialization/division of labor, authority with responsibility, discipline, unity of command, unity of direction, subordination of individual interest to the general interest, remuneration of staff, centralization, scalar chain/line of authority, order, equity, stability of tenure, initiative, and esprit de corps. Fayol clearly believed personal effort and team dynamics were part of an â€Å"ideal† organization. Fayol’s five principle roles of management are still actively practiced today. The concept of giving appropriate authority with responsibility is also widely commented on and is well practiced. Unfortunately, his principles of â€Å"unity of command† and â€Å"unity of direction† are consistently violated in â€Å"matrix management†, the structure of choice for many of today’s companies. Bureaucratic Theory Max Weber (1864 – 1924) postulated that western civilization was shifting from â€Å"wertrational† (or value oriented) thinking, affective action (action derived from emotions), and traditional action (action derived from past precedent) to â€Å"zweckational† (or technocratic) thinking. He believed that civilization was changing to seek technically optimal results at the expense of emotional or humanistic content. Through analyses of organizations, Weber identified three basic types of legitimate authority: – Traditional authority: where acceptance of those in authority arose from tradition and custom. – Charismatic authority: where acceptance arises from loyalty to, and confidence in, the personal qualities of the ruler. – Rational-legal authority: where acceptance arises out of the office, or position, of the person in authority as bounded by the rules and procedures of the organization. It is the rational-legal authority form that exists in most organizations today and this is the form to which Weber ascribed the term ‘bureaucracy’. The main features of bureaucracy according to Weber were: †¢ A continuous organization or functions bounded by rules. †¢ That individual functioned within the limits of the specialization of the work, the degree of authority allocated and the rules governing the exercise of authority. †¢ A  hierarchical  structure of offices. †¢ Appointment to offices made on the grounds of technical competence only. †¢ The separation of officials from the ownership of the organization. †¢ The authority was vested in the official positions and not in the personalities that held these posts. Rules, decisions and actions were formulated and recorded in writing. It is not coincidence that Weber’s writings were at a time of the major industrial revolutions and the growth of large complex organizations out of the cottage industries and/or entrepreneurial businesses. c. Behavioural School The key scholar under this category is Elton Mayo. The origin of behavioralism is the human relations movement that was a result of the Hawthorne Works Experiment that started in the early 1920s. Elton Mayo and his associates’ experiments disproved Taylor’s beliefs that science dictated hat the highest productivity was found in ‘the one best way’ and that way could be obtained by controlled experiment. The Hawthorne studies attempted to determine the effects of lighting on worker productivity. When these experiments showed no clear correlation between light level and productivity the experiments then started looking at other factors. These factors that were considered when Mayo was working with a group of women included no rest breaks, no free more hours in the work-day/work-week or fewer hours in the workday/work-week. With each of these changes, productivity went up. When the women were put back to their original hours and conditions, they set a productivity record. These results showed that the group dynamics and social makeup of an organization were an important force either for or against higher productivity. This outcome caused the call for greater participation for the workers, greater trust and openness in the working environment, and a greater attention to teams and groups in the work place. Finally, while Taylor’s impacts were the establishment of the industrial engineering, quality control and personnel departments, the human relations movement’s greatest impact came in what the organization’s leadership and personnel department were doing. The seemingly new concepts of â€Å"group dynamics†, â€Å"teamwork†, and organizational â€Å"social systems†, all stem from Mayo’s work in the mid-1920s. d. Management Science Theories Douglas McGregor (1906-1964) postulated management ideas as contained in â€Å"Theory X† and â€Å"Theory Y†. Using human behaviour research, he noted that the way an organization runs depends on the beliefs of its managers. â€Å"Theory X† gives a negative view of human behaviour and management that he considered to have dominated management theory from Fayol onwards – especially Taylorism. It also assumes that most people are basically immature, need direction and control, and are incapable of taking responsibility. They are viewed as lazy, dislike work and need a mixture of financial inducements and threat of loss of their job to make them work (‘carrot and stick’ mentality). Theory Y†, the opposite of â€Å"Theory X†, argues that people want to fulfil themselves by seeking self-respect, self-development, and self-fulfilment at work as in life in general. The six basic assumptions for ‘Theory Y’ are: work is as natural as play or rest – the average human being does not inherently dislike work, whether work is a source of pleasure or a punishment (to be avoided) depends on nature of the work and its management. Second, effort at work need not depend on threat of punishment – if committed to objectives then self-direction and self-control rather than external controls. Third, commitment to objectives is a function of the rewards associated with their achievement. Satisfaction of ego and self-actualization needs can be directed towards the objectives of the organization. Fourth, the average human being learns, under proper conditions, not only to accept but to seek responsibility. Fifth, high degrees of imagination, ingenuity and creativity are not restricted to a narrow group but are widely distributed in the population. Lastly, under the conditions of modern industrial life, the intellectual potentials of the average human being are being only partly utilized. . Recent Developments in Management Theory Under this category of theory are the Systems Approach, Situational or Contingency theory, Chaos theory, and Team Building theory. The systems theory has had a significant effect on management science and understanding organizations. A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nat ure of the system is changed as well. A system can be looked at as having inputs (e. g. , resources such as raw materials, money, technologies, and people), processes (e. g. planning, organizing, motivating, and controlling), outputs (products or services) and outcomes (e. g. , enhanced quality of life or productivity for customers/clients, productivity). Systems share feedback among each of these four aspects of the system. The Chaos theory is advocated by Tom Peters (1942). Chaos theorists suggest that systems naturally go to more complexity, and as they do so, they become more volatile and must, therefore, expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability. This trend continues until the system splits, combines with another complex system or falls apart entirely. It will need an effective manager for the latter worst scenario not to happen. Team Building approach or theory emphasizes quality circles, best practices, and continuous improvement. It is a theory that mainly hinges on reliance on teamwork. It also emphasizes flattening of management pyramid, and reducing the levels of hierarchy. Finally, it is all about consensus management – i. e. , involving more people at all levels in decision-making. 3. Management theory applied to AON II. WHAT A MANAGER DOES Managing, like all other practices – whether medicine, music composition, engineering, accountancy, or even baseball – is an art; it is know-how. It is doing things in the light of the realities of a situation. Managers just don’t go out and perform their responsibilities. A good manager should discover how to master 05 basic functions: planning, organizing, staffing, leading and controlling. †¢ Planning:  This step involves mapping out exactly how to achieve a particular goal. For example, that the organization’s goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal. These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales. †¢ Organizing:  After a plan is in place, a manager needs to organize his team and materials according to his plan. Assigning work and granting authority are two important elements of organizing. †¢ Staffing:  After a manager discerns his area’s needs, he may decide to beef up his staffing by recruiting, selecting, training, and developing employees. A manager in a large organization often works with the company’s human resources department to accomplish this goal. †¢ Leading:  A manager needs to do more than just plan, organize, and staff her team to achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and encouraging. It requires the manager to coach, assist, and problem solve with employees. †¢ Controlling:  After the other elements are in place, a manager’s job is not finished. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area’s plans remain on track. All managers at all levels of every organization perform these functions, but the amount of time a manager spends on each one depends on both the level of management and the specific organization. Roles performed by managers In his classic book,  The Nature of Managerial Work,  Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories: †¢ Interpersonal:  This role involves human interaction. †¢ Informational:  This role involves the sharing and analyzing of information. †¢ Decisional:  This role involves decision making. The below table  contains a more in-depth look at each category of roles that help managers carry out all five functions described in the preceding â€Å"Functions of Managers† section. Mintzberg’s Set of Ten Roles | | |Category | |Role | |Activity | | |Informational | |Monitor | |Seek and receive information; scan periodicals and reports; maintain personal contact with stakeholders. | | | | | |Disseminator | |Forward information to organization members via memos, reports, and phone calls. | | | | |Spokesperson | |Transmit information to outsiders via reports, memos, and speeches. | | | |Interpersonal | |Figurehead | |Perform ceremonial and symbolic duties, such as greeting visitors and signing legal documents. | | | | |Leader | |Direct and motivate subordinates; counsel and communicate with subordinates. | | | | |Liaison | |Maintain information links both inside and outside organization via mail, phone calls, and meetings. | | |Decisional | |Entrepr eneur | |Initiate improvement projects; identify new ideas and delegate idea responsibility to thers. | | | | | |Disturbance handler | |Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environments. | | | | |Resource allocator | |Decide who gets resources; prepare budgets; set schedules and determine priorities. | | | | |Negotiator | |Represent department during negotiations of union contracts, sales, purchases, and budgets. | | | Skills needed by managers Not everyone can be a manager. Certain  skills,  or abilities to translate knowledge into action that results in desired performance, are required to help other employees become more productive. These skills fall under the following categories: Technical:  This skill requires the ability to use a special proficiency or expertise to perform particular tasks. Accountants, engineers, market researchers, and computer scientists, as examples, possess technical skills. Mana gers acquire these skills initially through formal education and then further develop them through training and job experience. Technical skills are most important at lower levels of management. †¢ Human:  This skill demonstrates the ability to work well in cooperation with others. Human skills emerge in the workplace as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A anager with good human skills has a high degree of self-awareness and a capacity to understand or empathize with the feelings of others. Some managers are naturally born with great human skills, while others improve their skills through classes or experience. No matter how human skills are acquired, they’re critical for all managers because of the highly interpersonal nature of managerial work. †¢ Conceptual:  This skill calls for the ability to think analytically. Analytical skills enable managers to break down problems into smaller parts, to see the relati ons among the parts, and to recognize the implications of any one problem for others. As managers assume ever-higher responsibilities in organizations, they must deal with more ambiguous problems that have long-term consequences. Again, managers may acquire these skills initially through formal education and then further develop them by training and job experience. The higher the management level, the more important conceptual skills become. †¢ Designing skill is the ability to solve problems in ways that will benefit the enterprise. To be effective, particularly at upper organizational levels, managers must be able to do more than see a problem. In addition, they must have the skill of a good design engineer in working out a practical solution to a problem. Managers must also have that valuable skill of being able to design a workable solution to the problem in the light of the realities they face. It has, however, got to be mentioned that the relative importance of these skills may differ at various levels in the organization hierarchy. Although all four categories contain skills essential for managers, their relative importance tends to vary by level of managerial responsibility. How to cite Management Theories, Essay examples

Environmental Engagement - Research Hypothesis & Observations

Question: Short Paper: The Smile Experiment Consider this research question: Can smiling influence environmental engagement? Using APA writing style, address the following: (1)Formulate a testable hypothesis.Write operational definitions to support your research hypothesis and observations (positive, negative, neutral).(2)Determine and describe how you will record your data whattype of data you have extracted from the experiment?(3)Record your observations (positive, negative, neutral).Analyze your data, drawing conclusions about any patterns you noted during your experiment.(4)Report/describe your findings.(5)Write a conclusion supporting or rejecting your hypothesis. Answer: Introduction A smile is an event that is encouraged by the sensory corridors of the human begins. The process is supported by transfer of emotions to the brains and it does last typically from a second to four seconds (Abel and Kruger, 2010). Smiling back at individuals is a phenomenon that is witnessed due to the human nature of mirroring the actions.There have been several studies on psychological behavior of individuals in stressful situations. These studies range from measuring social empathy to social motives based on several patterns such as individual behavior, social interactions, facial expressions, mimicking the group expressions, etc. There also has been significant research on smiling experiments in different content and situations (Frank and Helen, 2008). Psychologist describes this phenomenon Smile as stimulation of the various facial muscles with emotions and memories associated with the past events (Jakobs et al., 1999). (1) Formulation of Hypothesis The Research Hypothesis involved in this study revolves around measuring the social empathy (of smiling back) displayed by randomly selected ten ordinary bus travelers during the rush hour on their way to their respective workplaces. The following are the operational definitions that would support the obtained research hypothesis and observations involved in this smile experiment- Positive Hypothesis- People giving friendly reactions like smiling back, greeting back or showing positive body language, upon the implementation of this experiment, would be termed as Positive hypothesis for this experimentNegative Hypothesis Negative reactions, both verbal and non verbal including negative comments and facial expressions derived from the people upon the implementation of this experiment, would be termed as Negative hypothesis for this experiment.Neutral Hypothesis People not responding at all in any of the above mentioned positive or negative manner, upon the implementation of this experiment, would be termed as neutral hypothesis for this experiment.The study conducted attempts to measure the simple and ordinary etiquette of smiling back at smiling faces, among the working class people, when they are in a bit hurry to rush to their offices during the peak morning hours. (2) Methodology adapted for the study The study involved primary observation of the randomly selected ten office going bus commuters who were in the age group of twenty to forty years. A crowded bus stop located at a city center was selected for conducting this experiment. The participants to this experiment were first identified by me from a distance at the bus stop and their gender and approximate ages were being noted. Any specific appearance or traits displayed from the body language of these commuters were also noted. The template for data recording was already kept ready before starting with the experiment. It appeared in the following manner: Participant No. Gender Approximate Age Body Language Description of his/her reaction Hypothesis 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. The smile experiment was conducted by briefly smiling at each and every participant for two seconds and by giving eye contact to every participant. This was possible as the experimenter (myself) managed to take a position right in front of the queue of commuter who were about to board a bus. (2) The Data Extracted from the Experiment There was a single independent variable involved in the study that was waiting in a queue of commuters for the bus. The variety of facial expressions and verbal and non-verbal reactions following the experimenters smile were all dependent variables involved in this smile experiment. The following is the data extracted and noted in this short experiment: Participant No. Gender Approximate Age Body Language Description of his/her reaction Hypothesis 1. Male 25 years Impatient to board the bus started half a second and boarded his bus Neutral 2. Male 30 years Was in good mood Confused facial expression and was stubborn Neutral 3. Female 35 years Hefty Woman Busy talking on Cell phone Smiled and Greeted a warm hello with hand shake Positive 4. Male 20 years Was in great hurry Smiled and waved hi Positive 5. Female 20 years Was relaxed and chitchatting Avoided Eye contact and blank expressions Neutral 6. Female 25 years Was relaxed and chitchatting Avoided Eye contact and blank expressions Neutral 7. Male 40 years Was looking dull and tired Gave feeble Smile positive 8. Male 40 years Was busy texting Gave Broad Smile and boarded Positive 9. Male 30 years Had Nervous looks Gave rude and angry expressions Negative 10. Male 40 years Was Cheerful Gave a Brief Reflex smile Positive This raw data extracted is further analyzed, discussed and presented in the observations and analysis section of this short paper. (3) Observations and Analysis The following are some of the prominent observations at the Bus Stop while conducting the Smile experiment with the Strangers, who were regularly travelling to their respective offices using bus Transport:1. Three of the commuters standing in a queue and about to board their Office Bus, smiled back as a reflex action.This reflex action of Smiling back was observed to be very much natural by the three out of the ten commuters. These commuters seemed to be in genuine good mood and were looking forward to reach their workplace.2. Two of the Commuters smiled back thinking that I was an old acquaintance that they might have forgotten my appearance and name.The broad smile on the face of these commuters made it clear that it was not just a casual expression of smiling back, but this was a broad smile given to a known person. One of these individuals also waved a hi from a distance and quickly boarded his bus.3. Two of the Commuters standing in the Bus queue, avoided eye contact at me while I was smiling at them.Two of the commuters, belonging to the fairer sex, had anticipated that I was going to smile at them as I was smiling at the others at the Bus Stop queue. These two beautiful girls were murmuring something among themselves. And finally both of them with blank expressions on their faces boarded their respective buses and totally avoided eye contact with me, while I kept smiling at them.4. One of the commuters gave rude and angry expression on his face as a response to my genuine smile.This hefty man seemed to be really late for his work and he was constantly checking his watch, and my genuine smile further enraged him. He must have mistaken my natural smile to be a mocking one for his delay to his office.5. One of the other commuters gave confused facial expressions to be as I smiled to him.This commuter seemed to be cooling headed and right in his senses. He was probably reaching early to his office and was not at all frustrated in the morning rush hour. A con fused expression filled his face as I smiled at him. He did to take the efforts to smile back at me, as remained stubborn.6. One of the stranger came forward and greeted me a warm HelloSmiling at strangers at the Bus Stop often was mistaken as an invitation that was unwanted from my side. One of the commuters did step aside from the queue that he was standing, and gave a firm handshake and hello to me as a response to my brief smile. I did not know how to handle this situation and almost fled from the situation. (4) Findings from the Experiment Most of the passengers were in hurry to rush to their workplace, but still each of them reacted very much differently. Some of the Researchers those who earlier experimented with smiles and facial expressions have observed that smiles are resulted when positive emotions are emerged from the sensory organs of the individuals, resulting in to a unique signs of positivism and job, commonly known as smiles (McVeigh, 2014).The following are the key finding/results of this Smile experiment:Positive Hypothesis Five individuals (Strangers) out of ten individuals (Strangers) smiled back at the experimenter. This clearly showed a positive Hypothesis ratio of 5/10 that is 0.5.Negative Hypothesis One of the individuals out of the ten individuals (all strangers to the experimenter) gave hard looks and angry expressions on his face as a response to the smile given by the experimenter. This measures a negative hypothesis of one on ten, which is 0.1Neutral Hypothesis Four out of ten stranger indi viduals at the bus stop did not react to the smile given by the experimenter, to each of these individuals. This measures the neutral hypothesis of 4/10 that is 0.4. (5) Conclusion We may conclude from this experiment that the age factor and physical appearance of these participants to experiments were no were related to the facial or body language reactions that the participants gave as a response to the smile by the experimenter. The factor which played a prominent role in the success or failure of the hypothesis was the state of mind of these individuals. The surroundings for this experiment were chosen to be a bus stop at the rush hour. This made the commuters left with hardly any time and energy to identify the opposite person smiling back at the individuals. Most of these strangers were in hurry to reach their workplace identifying the buses they were supposed to board. This made the positive and neutral reactions exceed in this smile experiment. References Abel E. and Kruger M. (2010). Smile Intensity in Photographs Predicts Longevity, Psychological Science, 21, 542544. Frank C.P. and Helen A. (2008). When Strangers Meet. Integrative Psychological and Behavioral Science. Vol. 42 (4). pp 370-388. Glanz K, Bishop D. (2010). The role of behavioral science theory in development and implementation of public health interventions. Annual Revenue Public Health 31: 399-418. Jakobs, Esther, Manstead, Antony S.R., Fischer, Agneta H. (1999). Social Motives and Emotional Feelings as Determinants of Facial Displays: The Case of Smiling. Pers Soc Psychol Bull, 25, 4 424-435 McVeigh Tracy (2014). Neighbors are asked to smile as part of social experiment in UK communities. The Guardian. Retrieved on January 7th 2014, from https://www.theguardian.com/society/2014/aug/10/neighbours-asked-smile-experiment-local-communities.