Constitution Nonrepresentative Essays - United States, James Madison

Constitution Nonrepresentative More than 70 years had gone by between the writing of the Constitution and the 1850's. The U.S.'s landscape had grown dramatically and and the North and South had grown apart. People were truly beginning to divide on the topic of slavery, and The South and the North were in a precarious position, a slight disruption in the States would bring certain War. In 70 years the Constitution became a reason for the breakup of the union due to the many gray area's in key topics, the fact that it wasn't a fully representative document, and that it left out many important topics such as slavery. The Constitution lead lead to the breakup of the Union because it left too many gray area's that caused conflict. In document G, President James Buchanan says that the Southern States are ? Justified in revolutionary resistance to the government of the Union.? . However he also points out that the Constitution doesn't say whether or not Congress can stop a State from seceding. In document I, president Lincoln shows a gray area. He says the south may ? lawfully and peacefully withdraw from the Union,? by one interpretation. Yet, because the Constitution is vague in some areas, Lincoln interpreted the Constitution to mean that they do not have the power to secede, ?Our states have neither more nor less power, than that reserved to them.? As you can see, the Constitution allowed too much to be interpreted. It was so vague that it caused many conflicts, and eventually caused the Union to break up. The Constitution caused the break up of the Union because 70 years after it's writing it no longer represented all the people. The Constitution wasn't really representative even at the time of it's writing. 70 years later a lot had changed in America. Their were many new groups of people and many new ideas. When it was written the States involved thought in the same way, they had the same goals. But 70 years later their thinking had changed and the need for a unified nation was no longer there. Document A, is a map of America in 1850. it clearly shows the division of North and South. The south was completely slave territory, while the North was free. This shows that the North and South were no longer alike as they were before. In Document H, president Davis tells Congress that the constitution is no longer representative. He basically says that the Constitution as written in 1787 was not representative of all the States. He points out that the Constitution was originally meant to be a ?compact between States? but that now some believe the government to be ?set up above and over the States.? Many things had changed since the writing of the Constitution and it could no longer unify the States as it once did. The Constitution was at fault because it failed to address many important issues. For example Document G, shows how the Constitution didn't cover important congressional powers. Buchanan interprets that ?no such power has been delegated to congress,? in regards to it's ability to stop secession. If the Constitution had covered this issue secession would have never been so controversial. In document E, we see another place where the Constitution leaves out an important issue. ?The words slave and slavery are not to be found in the Constitution.? because slavery was never talked about in the Constitution their was much conflict over it. This kind of conflict contributed to the Unions break up. In Document F, is a cartoon that covers the issue of slavery on free soil. because the Constitution never discussed what would happen if a slave is brought on to free soil it allowed for this to become a conflict. The Constitution wasn't thorough enough and thus caused much fighting over issues i t did not address. 70 years after it's writing the Constitution was in many ways obsolete. America was divided in it's thinking and could no longer use the Constitution to settle recent issues. Because the Constitution no longer represented the people and didn't cover important issues, it caused many people to interpret it differently. Thus the Constitution lead to tension

Profile of Major General Smedley Butler

Profile of Major General Smedley Butler Major General Smedley Butler was a decorated war veteran. He is best known for serving in the Carribean and abroad during World War I. Early Life Smedley Butler was born in West Chester, PA on July 30, 1881, to Thomas and Maud Butler. Raised in the area, Butler initially attended West Chester Friends Graded High School before moving on to the prestigious Haverford School. While enrolled at Haverford, Butlers father was elected to the US House of Representatives. Serving in Washington for thirty-one years, Thomas Butler would later provide political cover for his sons military career. A gifted athlete and a good student, the younger Butler elected to leave Haverford in mid-1898 to take part in the Spanish-American War. Joining the Marines Though his father wished him to remain in school, Butler was able to obtain a direct commission as a second lieutenant in the US Marine Corps. Ordered to the Marine Barracks in Washington, DC for training, he then joined the Marine Battalion, North Atlantic Squadron and took part in operations around Guantnamo Bay, Cuba. With the withdrawal of the Marines from the area later in the year, Butler served aboard USS New York until being discharged on February 16, 1899. His separation from the Corps proved short as he was able to secure a first lieutenants commission in April. In the Far East Ordered to Manila, Philippines, Butler took part in the Philippine-American War. Bored by garrison life, he welcomed the opportunity to experience combat later that year. Leading a force against the Insurrecto-held town of Noveleta in October, he succeeded in driving off the enemy and securing the area. In the wake of this action, Butler was tattooed with a large Eagle, Globe, and Anchor which covered his entire chest. Befriending Major Littleton Waller, Butler was selected to join him as part of a Marine company on Guam. En route, Wallers force was detoured to China to aid in putting down the Boxer Rebellion. Arriving in China, Butler took part in the Battle of Tientsin on July 13, 1900. In the fighting, he was hit in the leg while trying to rescue another officer. Despite his wound, Butler assisted the officer to the hospital. For his performance at Tientsin, Butler received a brevet promotion to captain. Returning to action, he was grazed in the chest during fighting near San Tan Pating. Returning the United States in 1901, Butler spent two years serving ashore and aboard various vessels. In 1903, while stationed in Puerto Rico, he was ordered to aid in protecting American interests during a revolt in Honduras. The Banana Wars Moving along the Honduran coast, Butlers party rescued the American consul in Trujillo. Suffering from a tropical fever during the campaign, Butler received the nickname Old Gimlet Eye due to his constantly bloodshot eyes. Returning home, he married Ethel Peters on June 30, 1905. Ordered back to the Philippines, Butler saw garrison duty around Subic Bay. In 1908, now a major, he was diagnosed with having a nervous breakdown (possibly post-traumatic stress disorder) and was sent back to the United States for nine months to recover. During this period Butler tried his hand at coal mining but found it not to his liking. Returning to the Marines, he received command of 3rd Battalion, 1st Regiment on the Isthmus of Panama in 1909. He remained in the area until being ordered to Nicaragua in August 1912. Commanding a battalion, he took part in the bombardment, assault, and capture of Coyotepe in October. In January 1914, Butler was directed to join Rear Admiral Frank Fletcher off the coast of Mexico to monitor military activities during the Mexican Revolution. In March, Butler, posing as a railroad executive, landed in Mexico and scouted the interior. As the situation continued to worsen, American forces landed at Veracruz on April 21. Leading the Marine contingent, Butler directed their operations through two days of fighting before the city was secured. For his actions, he was awarded the Medal of Honor. The following year, Butler led a force from USS Connecticut ashore on Haiti after a revolution threw the country into chaos. Winning several engagements with the Haitian rebels, Butler won a second Medal of Honor for his capture of Fort Rivià ¨re. In doing so, he became one of only two Marines to win the medal twice, the other being Dan Daly. World War I With the US entry into World War I in April 1917, Butler, now a lieutenant colonel, began lobbying for a command in France. This failed to materialize as some of his key superiors deemed him unreliable despite his stellar record. On July 1, 1918, Butler received a promotion to colonel and command of the 13th Marine Regiment in France. Though he worked to train the unit, they did not see combat operations. Promoted to brigadier general in early October, he was directed to oversee Camp Pontanezen at Brest. A key debarkation point for American troops, Butler distinguished himself by improving conditions in the camp. Postwar For his work in France, Butler received the Distinguished Service Medal from both the US Army and US Navy. Arriving home in 1919, he took command of Marine Corps Base Quantico, Virginia and over the next five years worked to make what had been a wartime training camp into a permanent base. In 1924, at the request of President Calvin Coolidge and Mayor W. Freeland Kendrick, Butler took a leave from the Marines to serve as Director of Public Safety for Philadelphia. Assuming oversight of the citys police and fire departments, he tirelessly worked to end corruption and enforce Prohibition. Though effective, Butlers military-style methods, impolitic comments, and aggressive approach began to wear thin with the public and his popularity began to drop. Though his leave was extended for a second year, he frequently clashed with Mayor Kendrick and elected to resign and return to the Marines Corps in late 1925. After briefly commanding the Marine Corps Base at San Diego, CA, he embarked for China in 1927. Over the next two years, Butler commanded the 3rd Marine Expeditionary Brigade. Working to protect American interests, he successfully dealt with rival Chinese warlords and leaders. Returning to Quantico in 1929, Butler was promoted to major general. Resuming his task of making the base the showplace of the Marines, he worked to increase the publics awareness of the corps by taking his men on long marches and re-enacting Civil War battles such as Gettysburg. On July 8, 1930, the Commandant of the Marines Corps, Major General Wendell C. Neville, died. Though tradition called for the senior general to temporarily fill the post, Butler was not appointed. Though considered for the permanent position of command  and supported by notables such as Lieutenant General John Lejeune, Butlers controversial track record along with ill-timed public comments regarding Italian dictator Benito Mussolini saw Major General Ben Fuller receive the post instead. Retirement Rather than continue in the Marine Corps, Butler filed for retirement and left the service on October 1, 1931. A popular lecturer while with the Marines, Butler began speaking to various groups fulltime. In March 1932, he announced that he would run for the US Senate from Pennsylvania. An advocate of Prohibition, he was defeated in the 1932 Republican primary. Later that year, he publically supported the Bonus Army protesters who sought early payment of the service certificates issued by the World War Adjusted Compensation Act of 1924. Continuing to lecture, he increasingly focused his speeches against war profiteering and American military intervention abroad. The themes of these lectures formed the basis for his 1935 work War Is a Racket which outlined the connections between war and business. Butler continued to speak on these topics and his views of fascism in the US through the 1930s. In June 1940, Butler entered the Philadelphia Naval Hospital after being ill for several weeks. On June 20, Butler died of cancer and was buried at Oaklands Cemetery in West Chester, PA.

Managing across cultures Essay Example | Topics and Well Written Essays - 3000 words

Managing across cultures - Essay Example DR Geert Hofstede, a psychologist identified four distinct cultural dimensions that served to differentiate one culture from another. Later on in his study he added the fifth one. The five dimensions of culture that Hofstede distinguished include (Aaldering 2010): Power/distance: this is initially the degree of inequality that is present and is accepted among people with or without power. The score that one gets points that society accepts an unequal distribution of power and people in the system. Whereas a low score indicates that the power is shared and well dispersed. For example in a high PD country like Malaysia an organization would send reports only to the top hierarchy management with the involvement of few high level managers. Individualism (IDV). This indicates the strong ties between individuals. The following diagram shows how it works : Characteristics Tips High IDV High Valuation on peoples time and their need for freedom. An enjoyment of challenges, and an expectation of rewards for hard work. Respect for privacy. Acknowledge accomplishments. Don’t ask for too much personal information. Encourage debate and expression of own ideas. Low IDV Emphasis on building skills and becoming masters of something. Work for intrinsic rewards. Harmony more important than honesty. Show respect for age and wisdom. Suppress feelings and emotions to work in harmony. Respect traditions and introduce change slowly. Masculinity (MAS). This actually talks about how much the organization looks at the traditional values of male and female. In today’s world one could clearly see how men and female are treated with equal opportunities. Uncertainty/ A voidance index (UAI). This is basically the degree of anxiety that the members of an organization or a society feel when there situations are unknown or uncertain. Long Term Orientation (LTO). This talks about how much society put value in the long term standing- as opposed to short term traditions and values Thi s article basically talked about the five basic dimensions and how these could be used in order to meet the needs of individuals working with different culture employees. Trompenaars four diversity culture: Another culturalist Trompenaars along with Hampden-Turner came with other cultural factors that talk about these few points on how to face the cultural differences in the organization. The article ‘Cultural frame of reference’, (Jeurissen 2007) talks about universalism vs. particularism which generally talks about how an organization can find and work on the general rules instead of forcing on the existing rules and demotivating the entire team. It also talks about analyzing vs. integrating which is decomposing to find the details and integrating to bring all those things together in order to have a big picture to understand better. Individualism vs. communitarianism is where the individual’s rights are put forward along with the rights of the whole group or t eam. Another one that Trompenaar talks about is inner directed vs. outer directed. This is where the assumption is made that thinking is the most powerful tool to approach an idea. And then seeking the data in the outer world or in other words to be optimistic. This article basically just talks about how looking at a thing , analyzing it and then giving it a status changes the way we look at things and culture differences are the same thing. One should be

Self reflections Essay Example | Topics and Well Written Essays - 500 words

Self reflections - Essay Example dicates, students of higher education are significantly involved and particular when it comes to the tools of assessment being utilized to measure their academic endeavor. While reading the journal, I could not help looking back on a personal experience as a student who equally desired understanding and meeting certain expectations according to my interpretation of the standards set by the school. I recall special moments when I had reached the extent of being definite about my career goals and naturally convicting myself that I wanted to be an educator. At this stage, I came to value the real essence of teaching and learning as well as how they work hand-in-hand to sustain each other within a system of free, assertive, and technical interactions. There had nevertheless been struggling times wherein passing or maintaining an impressive scholastic status due either to a course I could barely cope with or a competition seemed quite influential. Like some others who sneaked their way out of genuine efforts by gaming a hidden curriculum, I must admit the guilt of having strategized to obtain a favorable assessment even with poor quality of learning. Throu gh this assigned reading activity, thus, I have realized the degree at which I had defeated the objective of education myself on becoming a cue-seeker drawn into the implausible action of trading noble pursuit of studies with the sole benefit of an acceptable or remarkable grade. In this manner though, I manage to designate how the issue on one’s sense of fulfillment may be addressed properly. What strays one from the ideal purpose of learning turns out to be a misleading focus on assessment especially as students compromise with time and energy to persevere with not necessarily the path of academic development but the path that enables a learner to adapt to alternative means of yielding optimum yield at the end of the course. As long as they arrive at the desired grades, they hardly pay regard to whether or not

Leadership styes used in modern Russia Essay Example | Topics and Well Written Essays - 3000 words

Leadership styes used in modern Russia - Essay Example Under the modern Russia, there are various leadership styles which have become very apparent. This report shall consider and critically assess these leadership styles applied by companies/individuals in modern Russia. This paper seeks to assess what type and how these leadership styles are being applied in modern Russia, and how effective they are in helping achieve the economic and political goals of the country. Body During the transition period from the totalitarian governance to the free market, Russia has managed to overcome the major changes within the microeconomic and macroeconomic framework, including the political processes and cultural practices and behaviours (Fey and Dennison, 2001). It is therefore important to evaluate and understand the present progression of Russia under a global setting, and to evaluate the elements which indicate effective leadership and the impact of culture within the transition economy. Throughout the years, Russia was able to gain the values of both the West and the East, mostly in relation to reason as well as inspiration. It also provided a bridge between the East and Western values and traditions (Gratchev, 2001). These qualities helped push Russia to success, often encouraging it to concentrate its efforts towards gaining control over its large geographic space. Diversity In modern Russia, the role of the state and corporations in economic activities is very much significant. Their economy is controlled by a few financial and industrial conglomerates and considered significantly power than the government (Bollinger, 1994). Russia’s future will have to depend on the relations between the different major players in the economy and the government. Within the competitive framework of the modern economic Russia, the country’s management core is diverse in its economic and political interests (Gratchev, 2001). Some groups are known as the Old Guard who are highly adept at large-scale activities, including the management of technological innovations (Gratchev, et.al., 2005). These leaders also manage to access the primary decision-making points and utilize connections in order to control resources. These leaders manage large industrial corporations in highly competitive sectors including oil, gas, space travel, and shipbuilding (Gratchev, et.al., 2005). The other set of modern Russian leaders are known as the New Wave leaders. These leaders work based on the initiation of economic reform. These are also the younger leaders who seek success and business education. Another group of leaders are known as the Unwilling Entrepreneurs (Gratchev, et.al., 2005). These are leaders who are prompted to take the initiative due to their fears of unemployment; and most of their transactions are in the small-scale trade. Based on these diverse elements and motivations, modern Russian leadership contains elements of the diverse, and their distinct and diverse quality is their motivation for engaging in bu siness (Gratchev, et.al., 2005). Authoritative not authoritarian leadership Russia is traditionally based on authoritative leadership, and the new era of capitalism supports this tradition. Even with strong entrepreneurship competencies among its businessmen, these businessmen have significant power within organizations (Kets de Vries, et.al., 2004). Followers see their leaders as superior individuals who have unique

Diversity Management In The Workplace Commerce Essay

Diversity Management In The Workplace Commerce Essay Diversity management in the workplace has been one of many organisational issues due to factors such as globalisation and the emerging age, cultural and individual differences that emerge as a result of this new challenging world. The purpose of this essay is to explore the topic of diversity as it relates to the workplace by discussing perspectives from human resource management (HRM) perspectives and to investigate the barriers to workplace diversity. Through the discussion, the advantages of diversity will be discussed with an importance on the implications for the HR function of the organization. There is an intense need to identify the external and internal factors that influence the HRM functions and practices. The essay also identifies how successful companies like Telstra, ANZ bank and many others have managed the impact of various internal and external factors to become one of the leaders in their industry. Human resource management has achieved significant importance in rec ent years both in terms of theory and practice in corporations today that cannot be ignore as the importance of managing human capital in order to achieve their goals and objectives. Workplace diversity relates to the presence of differences among members of the workforce (DNetto Sohal, 1999). By creating diverse workforce organizations, they are able to make the ideas, creativity, and potential contributions inherent in a diverse workforce (Aghazadeh, 2004). Diversity in the workplace includes culture, gender, nationality, sexual orientation, physical abilities, social class, age, socio-economic status, and religion (Sadri Tran, 2002). These individual characteristics shape an individuals perception about their environment and how they communicate (Kramar, 1998). The action attempts to monitor and control diversity in an organisation and in doing so, senior management can affect the hiring and promotion of individuals (Sadri Tran, 2002). An organisation assumes new individuals or groups will adapt to the standard of the organisation, and will not resist due to fears of reverse discrimination (Sadri Tran, 2002). Valuing diversity can allow an organisation to focus the benefits of the differences, therefore developing an environment where all individuals are valued and accepted (Sadri Tran, 2002). Those members who feel valued to their organisation tend to be harder working, more involved and innovative (Agahazadeh, 2004). Valuing Diversity can affect employees attitudes positively, however resistance can be experienced due to a fear of change and individuals discomfort with differences (Sadri Tran, 2002.) Finally, managing diversity is when organisations build specific skills and create policies which obtain the best values of each employe e, which will create new ways of working together (Sadri Tran, 2002). It will provide an opportunity for organisations to manage a workforce which highlight both organisational and individual performance, whilst still acknowledging individual needs (Kramar, 1998). Although diversity has always existed in organisations, individuals tend to limit their diversity in order to conform to the rule of the organisation and fit into the stereotype of the typical employee (Kramar, 1998). Mismanagement of diversity as a result of unfavorable treatment can inhibit employees working abilities and motivation, which can lead to a lowered job performance (Aghazadeh, 2004). If an environment works well for employees, diversity will work against the organisation, hence the lack of an enabling environment (Kramar, 1998). These fundamental components of workplace diversity can be further viewed through the varying perspectives of union groups, HRM professionals and organisations. Management aims to maximise the contribution of all staff to work towards organisational objectives through forming guiding teams for diversity, training to improve languages and celebrating success. Unions however, implement diversity differently (Barrile Cameron, 2004). There are many HRM perspectives that relate to diversity management in organisations. Most of these HRM perspectives lead towards the contention that a successful diversity management policy can lead to a more competitive, functional organisation. In light of the perspectives and rationales discussed in the HRM literature, there a range of implications for HR managers concerning diversity in the workplace. Management of diversity relates to equal employment opportunity, but effective diversity management goes beyond the basic requirements of an equal opportunity workplace (Barrile Cameron, 2004). It is important for HR to determine an effective diversity management policy to be able to encourage a more diverse workplace. The most important job for senior HR managers is to consider how diversity will benefit the organisation and how to define its role in the context of the organisation (Kreitz, 2008). An organisations diversity policy should aim to establish an heterogeneous workforc e that is able to work to its full capacity in an environment where no member, or for that matter group of members, have an advantage or disadvantage based on their individual differences (Torres Bruxelles, 1992, as cited in DNetto Sohal, 1999). In exercising their role, HR managers must constantly apply the principles of diversity in order to maximise and sustain the benefits of a diverse workforce. This means HR managers need to be able to link recruitment, selection, development and retention policies to the overall diversity policy of the organisation (Yakura, 1996). Furthermore, the they should be carried out with a direct link to the overall business goals, the various shifts in the labour market as well as the more contemporary effects of globalisation (Cunningham Green, 2007). There are three initiatives that an organisation should utilise to increase the efficiency of its diversity policy. Firstly, there is a need for HR, when recruiting, to increase the representation in the workplace of historically excluded groups (Conrad Linnehan, 1995). Secondly, the diverse workforce needs to have the necessary empowerment to influence, or at least have input to organisational decision making (Cunningham Green, 2007). More strategic implications for diversity management exist that recognise the emergence of Strategic Human Resource Management (SHRM). Such implications include building diversity strategies into an overall future success plan, integrating diversity practices with senior management practices and encouraging career development opportunities for all employees (Cunningham Green, 2007). Ultimately, managing diversity should promote competitive edge in the organisation by recruiting the most appropriate people for the job regardless of their perceived differences (DNetto Sohal, 1999). ANZ ORG check anz, 2008 ANZ Bank has responded to the common trends of the Australian workforce with programs to attract and retain a diverse environment that reflects their customer base (ANZ, 2010). An organisation is focused on creating an inclusive culture where all employees are able to contribute, as they believe that diversity and inclusion are essential for high business performance (ANZ, 2010). By managing diversity within the organisation, ANZ is provided with the best talent and a wide variety of experience to achieve success within a global workforce. These organisations have made efforts to create a diverse working environment through varying HRM practices. For example, HRM within ANZ created the My Difference survey which surveyed more than 13, 500 employees (ANZ, 2010). Within this survey, HR is able to develop a demographic picture of the workforce and gather feedback on how their employees perceive diversity and inclusion within the organisation. ANZ also founded the Diversity Council, which introduces policies and sponsors events to create a more inclusive culture (ANZ, 2010). The council attempts to increase awareness by supporting events like the Australian Open where it is considered one of the worlds premier sporting events (ANZ, 2010). Its known as the Grand Slam of the Asia Pacific where the Australian Open has a strong Australian heritage, as well as having widely recognised appeal as a regional event in New Zealand, the Pacific and Asia.  ANZ will sponsor the Australian Open for 3 years from 2010 (ANZ, 2010). HR in ANZ has implemented a range of human resource strategies. Disability awareness, plans in the companies outline strategies to increase support and inclusion for customers and staff of the organisation, which include premises being wheelchair accessible (ANZ, 2010). Besides that, in order to promote age balance, mature age employees are offered flexible working conditions to suit their changing lifestyle (ANZ, 2010). Culturally the banks have planned to help indigenous Australians improve their wellbeing and money management skills. ANZ celebrates cultural diversity by holding Annual Cultural Week (ANZ, 2010). Diversity within an organisation can be difficult and expensive to accomplish. Substantial barriers exist in both overcoming laws related to workplace diversity, the actual process of implementing it within an organisation and also the internal characteristics of the individual. The current legislation related to workplace diversity essentially creates an environment in which employers cannot recruit purely on the basis of a desired attribute. The main acts concerned are the Racial Discrimination Act (1975), the Sex Discrimination Act (1984), the Human Rights and Equal Opportunity Commission Act (1984), the Occupational Health and Safety (Commonwealth Employment) Act (1991), the Disability Discrimination Act (1991) and the Workplace Relations Act (1996) (Williams, 2001.) These laws essentially shape a scenario for employees where if a desired attribute is sought after, the job must be made appealing to that particular group of people without impairing the opportunity for any other group to obtain the position under the requirements of the legislation. If a diversity program is unlikely to be profitable it will not be implemented (Bilimoria, Joy, Liang, 2008). The monetary benefits such as new customers, better culture and strategic advantage involved in implementing such diversity need to outweigh the costs by gaining diversity at the expense of skill involved in pursuing it. The HR department within the organisation has a difficult task in convincing senior management that a diversity program can be beneficial to the organisation (DNetto Sohal, 1999).The argument often provided by senior management against workplace diversity is that it is disruptive to productivity and causes imbalance in the workplace (DNetto Sohal, 1999). As a result, the HR function need to be able to present the many advantages of diversity, and provide strong strategic reasoning to ensure that an effective diversity management is implemented. An organisation may also have barriers in their practices, culture and policies (Bilimoria, Joy, Liang, 2008). Resolving these issues has benefits for both the legality of the operating of the organisation and the multiplicity of their workforce. If senior management participated in only male orientated social events, such as attending football match, it may alienate women who generally may not participate in such events. Policy can also break both legality and potential for diversity by enforcing requirements such as 10 years continual service to an organisation in order to receive promotion into senior management. This continual service factor discriminates against women who are likely to have children, as it will exclude many from the opportunity to obtain the job. However, it is the individual differences within each person that provide the biggest challenge to achieving diversity. Individual differences amongst people are a major hurdle to workplace diversity, as most people feel comfortable when working in homogeneous groups (Kreitz, 2008). The presence of diverse others places employees outside of their comfort zone and makes people resist embracing the presence of others. Furthermore, research by Kreitz (2008) shows that humans, and organisations as well, are in nature highly resistant to change, further complicating the successful implementation of diversity. Another individual, and highly problematic, barrier to diversity is the language barrier that exists to culturally diverse others. This prevents, and in some cases discourages, the full integration of cultural differences within organisations (Kreitz, 2008). Diversity is clearly beneficial to the organisation. Managing diversity should involve utilising the cultural differences in peoples skills and embracing the diverse range of ideas and skills that exist in a diverse workplace in order to ultimately give the organisation a competitive edge. Benefits to diversity clearly outweigh the costs and evident advantages to workplace diversity are supported by various union groups and HRM practitioners. In order to be successful, diversity must be implemented within a strict legal framework and overcome hurdles relating to the practices and policies of organisations, as well as internal, individual barriers.

‘Popular’ Music

‘Popular music' is the broadest and as the name would suggest most popular genre of music today. The term ‘Popular Music' was first used in the 19th century but it is the twentieth century that has seen the most developments in popular music. , the technology it uses and the media it is conveyed in The start of ‘Pop Music' is generally thought to have been in the 1950's with the advent of Rock ‘n' Roll. This is when music was first really brought to a mass audience watching on television. By the end of the 1950's over half the population owned a television. Millions more than at the start of the decade. Popular bands were made ‘popular' because they were being brought to the masses. The 1960's saw a broadening in ‘popular music' with TV shows such as ‘Top of The Pops' showing a selection of hits from the top 40 of the singles chart. This use of the media brought most styles of music that were popular to a mass audience. Later in the 1970's and 80's pop magazines were introduced. Some such as ‘Smash Hits! were aimed at the younger early teen end of the market while others such as ‘NME' or ‘New Musical Express' were aimed at older more refined music fans to popular music. The late 1980's saw a flurry of new popular music magazines, many of which are still popular today, rock magazine ‘Kerrang! ‘ being a leading example. I believe that the 1990's has seen a ‘dumbing-down' of some magazines such as ‘Smash Hits! à ¢â‚¬Ëœ. Now aimed at an even younger possibly pre-teen audience it is little more than a promotional vehicle for the groups and artists represented in it's pages. The featured groups in these magazines are often from a new sub-genre that has developed from the 1980's to now and is known as the manufactured band. In recent years the idea of manufactured bands or artists has been embraced into the reality TV format with shows such as ‘Pop Idol' showing the development of a band or artist live on TV. I believe this innovation has been bad for music in general as the top 40 chart is now flooded with either reality TV winners, reality TV losers or artists who have gone through a similar process but have not been televised in doing so. In recent years music television has risen to the fore as a major part of an artist's success. When MTV was launched in the early 80's who could have thought that the music video would become the phenomenon it now is. Artists spend millions of pounds and hundreds of hours making sure their video is just right. In the early 21st century there are now over 20 music channels showing every thing from rock to rap, from classical to teen pop. However nowadays all artist's videos are so good that the music video seems to have gone full circle and now the music is more important again. In the pop music industry there have been thousands of innovations over the years but no genre has surpassed the sub genre of rap for innovative ideas. Originating from street corners where young black males would ‘battle' against each other using lyrics rap is now a multi-billion pound industry with the leading players earning vast fortunes. Rap has certainly come a long way since it's humble beginnings. The 1980's were a massive decade of innovation for rap, a genre that had begun in the 70's. the start of the 80's rappers were still using manual mixers to combine beats and mix tracks in the way that has become a hallmark of rap. By 1990 rappers were using digital mixers to blend beats more harmoniously. The result a more clear-cut sound that has perhaps made rap the music of the 90's. Pop music has come a long way since it begun in the 1950's. Technology and the media have perhaps had as larger part in pop music's success than the music itself. However I believe the media ha s become too involved nowadays by creating stars themselves while not playing other artist's music. After all ‘popular music' should be about the music not making things popular. However there is one dark cloud that looms over the organisations that run the music industry such as record labels and the media. The Internet. Technology has now come so far that music files can now be swapped over the Internet through such software such as ‘Napster' or ‘Kazaa'. Now when a teenager hears a song he or she likes on the radio they don't rush to the record store. They rush to their computer. It is not just teenagers either. Millions of adults indulge in this type of music piracy every day. Even though they are ripping off the very artists they love. I believe however that the problem is not with the designers of ‘Kazaa' or with the people who are downloading it. After all millions of people use these services, law abiding ordinary people. The reason for this I believe is because people see record companies as big faceless corporations who don't really care about music or people, just making money. I think it is the music companies responsibility to stop people using these ways of obtaining music by making ‘popular music' mor about music and less about money.

Leadership: Key to Group Cohesiveness

One of the most complicated tasks to do is to understand how the human mind works.   Put several of these minds together and it is like a topsy-turvy guessing game that can often lead to miscommunication.Handling a group can truly be complicated. As more minds work together, more conflicts inevitably arise.   If this cannot be handled properly, this will result to animosity within the rank.   Jealousy from among group members may crop up.   It is therefore imperative for the group to have a decisive and yet magnanimous leader to carry it through good and bad times.Amid this fact, the main problem that shall be answered is basic: How does an effective leadership lessen conflicts and motivate others, specifically subordinates, to be more productive and efficient?If we review the literature on leadership, we will find out that it is very extensive. Issues raise range from different styles of leadership, how to become effective decision-makers, and even how to better motivate peo ple.One study found out that people subsist in a hierarchy of needs, going from physiological needs through safety, social, esteem to self actualization (Whitman, 1987). It is, therefore, vital that a leader knows how to motivate group members. People can be motivated not just by basic needs, but also by noble causes. Some leaders would consider that it is necessary to use pain or threat of pain to motivate, but others consider that this only motivates no one but the dullest and idlest of people. Promises of food, excitement, companionship, involvement and the appreciation of other benefits are better motivators (Whitman).Other literatures also deal with how leaders can make the group reach a consensus when it comes to decision-making. The study found out that many leaders like to think that they are skilled group decision-making methods such as action planning, goal setting and problem-solving, but their capability to execute such practices successfully is often hindered by their l ack of understanding of the dynamics of these processes (Schwartz, 1994). In effect, these leaders often end up propagating problems that they themselves create through their carelessness and negligence to the needs of other group members. For this reason, instead of achieving a consensus, some leaders only serve their own interests. The better way to achieve harmony would be for them to pursue how resolutions are made and guarantee that they are attained by actual discussion (Schwartz).It is therefore important to remember that consensus decision represents a reasonable decision that all members of the group can accept although it may not necessarily be the optimal decision for each member (Colwell, 2001). When this is attained, it would be safe and reasonable to say that the leader of the group or the manager of the organization has exhibited effective leadership style.Theoretical FrameworkThe study basically explores the relationship between leadership and its motivational effect s on employees or subordinates. Ordinarily, subordinates are motivated to work harder because their leaders encourage them to participate in the process of decision-making.     This kind of participative leadership inspires subordinates.      This is the reason why this study will partly explore the model called the Continuum of Leadership Behaviour which was developed by Robert Tannenbaum and Warren H. Schmidt (Colwell).   This theory discusses the choices managers make concerning their subordinates’ involvement in decision making.Basically, the theory has carries two sides of a coin.   On one side, leadership is relatively authoritarian.   On the other side, everything is relatively participative. As to the choice of leadership to be chosen, three factors are considered.In studying this case, one must consider the leader’s value system, his trust in his subordinates, and his feelings of security in an uncertain situation.   In other words, if the mana ger is insecure of his position and abilities, he may resort to authoritarian leadership; limiting the chances of his subordinates to show their capabilities.Another factor that has to be taken into consideration is the employees’ willingness to assume responsibilities, their expectations, and their need for independence. Also important here are their ability to understand situations and their knowledge in dealing with certain problems.The choice of leadership also depends on the kind of organization one is dealing with.   When an organization needs to have an iron-fisted leader, then it is no doubt important for leaders to be authoritative.   However, if the organization needs continuous input from many heads, then participation of employees is vital to its growth.Another leadership theory that this study will delve into is the Goal-Path theory.   This focuses on the need for leaders to make rewards conditional on the accomplishment of objectives (Schwartz).     Sp ecifically, this theory discusses how leaders should aid subordinates in attaining rewards by clarifying the paths to goals.Example of this is the model that was proposed by John Adair in 1973. It is called the Action Centred Leadership model.   It argues that it is not who one is but what he does that determines him as a leader (Vroom, 1973).These two theories of leadership clearly state that for a leader to become effective, he needs to adjust to the needs of his subordinates and organization. Although authoritative leadership could be effective in certain circumstances, a viable organization basically springs forth from a leadership that encourages participation from subordinates.Once subordinates discover that their services and inputs are valued by the leaders and managers, they shall be motivated to contribute more efforts to the organization.   This is very important as for many employees feel that some leaders do not value their efforts.Data Presentation and AnalysisFrom the various literatures studied, it became apparent that the most effective leadership style is motivational one. Take for example the case of advertising agencies.   Most of them encourage the support and input of those involved in the project.   It is not only the boss or the leader who decides.   After some brainstorming, there will always be a group consensus that shall help them arrive at an agreed decision.In this case, the kind of leadership that develops and prevails in the organization is the motivational one because it encourages ordinary employees to contribute intellectually to all their projects.   In effect, the leader’s main work here only resides in facilitating meetings and brainstorming.   All the others depend on the employees.It would be impossible to find an effective advertising agency whose leaders are authoritative. This kind of atmosphere does not really thrive in a creative world such as this.Besides, if one has to really review history, i t would be easy to note that companies that have survives the test of time are those that resorted to motivational leadership.   After all, everybody knows that employees are the core of every organization. To think otherwise is suicide.Although there are still leaders who resort to the â€Å"old† style of leadership where they confine decision-making within the realm of big bosses, they are fast fading away.   It is probably because they have realized how important varied inputs are to make an organization dynamic and progressive.At the end of the day, it is still the call of leaders or managers to choose the kind of management that they wish to impose in the office. They are the Pied Pipers of the industry and whatever they may decide on will affect not only their lives, but the lives of their subordinates as well.To put it succinctly, the following characteristics should be possessed by a leader so that he can effectively lead a group.First, a leader must know how to k eep communication lines open within the group. As it has often been said, communication is the essence of organized activity and organizations function as a container within which communication takes place. By making sure that the communication process is seamless, he has already taken the step to make his organization more vibrant and dynamic.Second, there should be transparency between the leader and the members. To do this, the leader must make sure that a meeting is regularly scheduled to get both sides of the fence. This way, miscommunication is minimized and members will feel that they are vital to the group.Third, he should have the ability to combine caution with optimism.   He has to create a general outlook of optimism regarding what the changes he may want to implement. Any change in any group is often met with resistance and an effective leader must know how to deal with this.Fourth, he has to learn how to modify socialization tactics.   He must always remember that the primary way that people learn culture is through the socialization process.Lastly, he must find and cultivate innovative leadership. Group members are unlikely to give up whatever secure stability they derive from existing cultures and follow a leader in new directions unless that leader exudes self-confidence, has strong convictions, a dominant personality and can preach the vision with drama and eloquence.All these characteristics must be possessed by a leader in order for him to be effective. Of course, some effective leaders also falter in their role but generally, they are able to fill up their shortcomings by being able to get up when they fall down. In most cases, for a group leaders are more effective than managers. Technically, they are more or less the same but the latter are most likely inclined to only direct, instead of lead.ConclusionFrom the gathered data, it would be natural to conclude that an effective leader must know how to rally members behind the group†™s goals and objectives.   He must not only possess sound judgment and magnanimity, but most importantly, he has to have a charismatic character that will make him stand-out in the group.It is not easy to become an effective leader.   One has to go through several missteps before he can effectively handle a group, but there is nothing really that practice cannot help improve.The most important thing that a leader has to bear in mind is that he has to lead several employees and whatever decision he makes will affect other lives.   It is for this reason that he must be very carefully about his management style.   Motivational factors of employees are imbedded in the leadership style of a manager, and this can only work if the manager will be able to recognize this fact early on.In the end, an effective leader is somebody who knows how to motivate group members into achieving their goals by encouraging teamwork to reach some kind of consensus amid varied ideas and beliefs.In the advertising agency mentioned earlier, the behaviour of the managers or leaders need not change because right from the start they have been advocates of liberal leadership where motivating employees are first and foremost in the over-all agenda. They recognize that once the right motivation is given to the subordinates, it will boost the morale of the employees.   From here, it goes without saying that this advertising agency will continuously evolved to become one viable organization internally.In a nutshell, it would be important to recap that motivation of employees is very important in ensuring a dynamic organization.   However, the right motivation can only be given by leaders or managers who encourage employee-participation in every endeavour. Ultimately, these leaders are those that discourage authoritarianism.BibliographyAvery, Christopher M. (2000). How Teamwork Can be Developed as an Individual Skill. The Journal for Quality and Participation.Colwell, Joy L. (2001). Beyond Brainstorming: How Managers Can Cultivate Creativity and Creative Problem-Solving Skills In Employee. Supervision.Schwartz, Andrew E. (1994). Group Decision Making. The CPA Journal.Taylor, Thomas. (1994). Public Dispute Resolution. Lecture presented for the Mediation Theory and Practice course at Florida State University Law School on April 16, 1994. Florida Conflict Resolution Consortium, Tallahassee, Florida.Vroom, V. H. & Jago, A. G. (1988). The new leadership: Managing participation in organizations. Englewood Cliffs, N. J.: Prentice Hall.Vroom, V. H. & Yetton, P. W. (1973). Leadership and decision-making. Pittsburgh: University of Pittsburgh Press.Waitley, Denis and Maryann Rosenthal. Becoming a Proactive Leader. www.betttermanagement.comWhitman, Gilbert L. (1987) Leadership and Motivation (Management Skills Workshop) Bureau of Law and Business Reports, Madison, CT.

Definition and Examples of Audience Analysis

Definition and Examples of Audience Analysis In the preparation of a speech or a composition, audience analysis is the process of determining the values, interests, and attitudes of the intended or projected  listeners or readers. Karl Terryberry notes that successful writers tailor their messages . . . to the needs and values of the audience. . . . Defining the audience helps writers set communication goals (Writing for the Health Professions, 2005). Examples and Observations of Audience Analysis The goals of clarity, propriety, and persuasiveness dictate that we adapt our arguments, as well as the language in which they are cast, to an audience. Even a well-constructed argument may fail to convince if it is not adapted to your actual audience.Adapting arguments to an audience means that we must know something about the audience we are addressing. The process of audience adaptation begins with an effort to construct an accurate profile of the audience members that considers such factors as their age, race, and economic status; their values and beliefs; and their attitudes toward you and your topic. (James A. Herrick, Argumentation: Understanding and Shaping Arguments. Strata, 2007) Audience Analysis in Business Writing Youre in a new job and eager to impress. So dont let your heart sink if your first big task is to write a report. Its likely to be read by a whole raft of people- and that could include the managing director. . . .A great deal of thinking should go into the report before you actually start to write anything, says Park Sims, adviser to Industrial Society Learning and Development and a director of Park Sims Associates. . .You cannot overestimate the importance of audience analysis, says Park. Are they friends or enemies, competitors or customers? All that will influence mightily what level of detail you go into and what language and style of writing you use. What do they know about the subject already? Can you use jargon? (Karen Hainsworth, Wowing Your Executive Audience. The Guardian, May 25, 2002)Audience analysis is  always a central task in document planning. In most cases, you discover that you must address multiple audiences with varied reasons for using your document. Some wil l need help getting started; others will want to use  the product at advanced levels . . ..When you have pictured the users of your document and their motives and goals, you are better able to organize information to be most helpful to your audience. (James G. Paradis and Muriel L. Zimmerman, The MIT Guide to Science and Engineering Communication, 2nd ed. The MIT Press, 2002) Audience Analysis in Composition [A]n audience analysis guide sheet can be an effective intervention tool for student writers. The worksheet that follows can be used for this purpose, even when students are using new media. Who is my audience? Who do I want my audience to be? What knowledge about the subject does my audience already have?What does my audience think, believe, or understand about this topic before he or she reads my essay?What do I want my audience to think, believe, or understand  about this topic after he or she reads my essay?How do I want my audience to think of me? What role do I want to play in addressing my audience? (Irene L. Clark, Concepts in Composition: Theory and Practice in the Teaching of Writing, 2nd ed. Routledge, 2012) Analyzing an Audience in Public Speaking You might think about these questions as the who, what, where, when, and whys of audience interaction: Who is in this audience?What opinions does your audience already have about the topic you are presenting?Where are you addressing the audience? What things about the context or occasion might influence your audience members interest and dispositions?When are you addressing the audience? This is not just a matter of the time of day, but also why your topic is timely for the audience.Why would your audience be interested in your topic? Why should these people make a particular judgment, change their minds, or take a specific action? In other words, how does your goal intersect with their interests, concerns, and aspirations? This analysis will help you figure out how to make effective choices in your speech.(William Keith and Christian O. Lundberg, Public Speaking: Choice and Responsibility, 2nd. ed. Wadsworth, 2016) George Campbell (1719-1796) and Audience Analysis [Campbells] notions on audience analysis and adaptation and on language control and style perhaps have had the longest range influence on rhetorical practice and theory. With considerable foresight, he told prospective speakers what they need to know about audiences in general and audiences in particular. . . .[In The Philosophy of Rhetoric, Campbell] moved to an analysis of the things which a speaker should know about his particular audience. These include such matters as educational level, moral culture, habits, occupation, political leanings, religious affiliations, and locale. (James L. Golden, The Rhetoric of Western Thought, 8th ed. Kendall/Hunt, 2004) Audience Analysis and the New Rhetoric The New Rhetoric recognizes situation (or context) as the basic principle of communication and revives invention as an indispensable component of rhetoric. In so doing, it establishes audience and audience analysis as important to the rhetorical process and vital to invention. [Chaim] Perelmans and [Stephen] Toulmins theories especially establish audience belief as the basis for all rhetorical activity (which covers most written and spoken discourse), and as the starting point for the construction of arguments. Later, theorists applied the insights of New Rhetoric theory specifically to composition theory and instruction. (Theresa Enos, ed., Encyclopedia of Rhetoric and Composition: Communication from Ancient Times to the Information Age. Taylor Francis, 1996) Hazards and Limitations of Audience Analysis [I]f you pay so much attention to the audience that you inhibit your self-expression, audience analysis has gone too far. (Kristin R. Woolever, About Writing: A Rhetoric for Advanced Writers. Wadsworth, 1991)As Lisa Ede and Andrea Lunsford point out, a key element of much audience analysis is the assumption that knowledge of the audiences attitudes, beliefs, and expectations is not only possible (via observation and analysis) but essential (1984, 156). . .Due to the pervasiveness of an audience-oriented inventional strategy in the history of rhetoric, numerous analytic methods have been developed over the years to aid the rhetor in this hermeneutic task. From Aristotles early efforts to categorize audience responses to George Campbells attempts at engaging the findings of faculty psychology to contemporary demographic attempts to apply cognitive psychology, the tradition offers a vast array of tools for audience analysis, each of which relies on some visible criteria in order to dete rmine an audiences beliefs or values.Nevertheless, these efforts to infer attitudes and beliefs from more observable phenomenon present the analyst with a host of difficulties. One of the most sensitive problems is that the results of such analyses frequently end up looking like a politically egregious form of stereotyping (not unlike the practice of racial profiling). (John Muckelbauer, The Future of Invention: Rhetoric, Postmodernism, and the Problem of Change. SUNY Press, 2008)

Increasing Atomic Number Doesnt Always Increase Mass

Increasing Atomic Number Doesnt Always Increase Mass Since atomic number is the number of protons in an  atom  and atomic mass is the mass of protons, neutrons, and electrons in an atom, it seems intuitively obvious that increasing the number of protons would increase the atomic mass. However, if you look at the atomic masses on a periodic table, you will see that cobalt (atomic No. 27) is more massive than nickel (atomic No. 28). Uranium (No. 92) is more massive than neptunium (No.93). Different periodic tables even list different numbers for atomic masses. Whats up with that, anyway? Read on for a quick explanation. Neutrons and Protons Not Equal The reason increasing atomic number doesnt always equate to increasing mass is because many atoms dont have the same number of neutrons and protons. In other words, several isotopes of an element may exist. Size Matters If a sizeable portion of an element of lower atomic number exists in the form of heavy isotopes, then the mass of that element may (overall) be heavier than that of the next element. If there were no isotopes and all elements had a number of neutrons equal to the number of protons, then atomic mass would be approximately twice the atomic number. (This is only an approximation because protons and neutrons dont have exactly the same mass, but  the mass of electrons is so small that it is negligible.) Different periodic tables give differing atomic masses because the percentages of isotopes of an element may be considered changed from one publication to another.

Philosophy Essay Example | Topics and Well Written Essays - 500 words - 4

Philosophy - Essay Example This personal philosophy emanates from the changes over the years which have moved away from publicity to â€Å"school public relations† and finally to the current concept of â€Å"school-community relations† (Bagin and Galleger 2005, p. 12). This is because, school as an intricate part of the community cannot adjust to transformations within the â€Å"social order† or make corresponding improvements in the delivery of its services without citizen participation (Bagin and Galleger 2005, p. 13). Leadership in school and community relations therefore aims to encourage participation by operating a transparent organization so that citizens and the community at large are fully informed. They in turn can share concerns and opinions among themselves and with the school administrators. As Bagin and Galleger (2005) inform, by taking this approach, citizens will grow to know the school directly and they are in a better position to participate in the administration of the s chool (p. 13). Citizen participation will naturally involve asking questions, sharing ideas, considering proposes projects and taking a stance relative to important matters.

Vedio Analyze Essay Example | Topics and Well Written Essays - 1000 words

Vedio Analyze - Essay Example The company has strived to maintain a corporate culture that fosters creativity and innovation. In that respect, it has fostered an environment that acknowledges good performances by employees. The Human Resources department has played a critical role in ensuring that these demands are met, through establishment of relationships. This approach prepares leaders and managers to deal with various extraordinary situations that may arise. There are various laws that prohibit various forms of discrimination in the United States. By adhering to these standards, the company has been able to meet its strategic objectives as well as customer requirements (Nickels, 2013). Determination of human resource needs takes place through a 5-step process. The first involves preparation of an inventory of its employees. Secondly, the company needs to analyse what different jobs entail. Thirdly, the company needs to examine future demands on the human resource. Subsequently, it should examine supply of th e required labour. This is required for prior training of staff, thus acquiring a competitive advantage. Finally, a strategic plan for hiring should be established (Nickels, 2013). The hiring process involves pre-screening and interviews that assess skills, while emphasising a cultural fit for the candidate, with the company. This fit is important for enhancing the company’s leadership, through organic development. ... Similarly, mentors are useful for guiding staffs that have lesser experiences at the workplace. Performance appraisals are useful for determining the right levels of compensation needed for retaining staff and boosting their motivation levels. This may be done through salaries, bonuses, stock options and other perquisites such as fringe benefits. The staffs are, therefore, able to focus on creative and innovation needed for success at work (Nickels, 2013). The key challenge in human resource management in the United States is attracting and retaining skilled talent in the organization. The country has experienced a shift from a manufacturing economy to service-based. As a result, there has been growing a demand for skilled graduates in high-tech jobs such as software engineering. However, the problem lies in capturing and retaining them. To lure such talent, HR managers need to create several benefits. For example, they need to develop good compensation schemes that appeal to the tal ent. This is also necessary for retaining the talent. The difficulties in attraction and retaining of skilled employees may be attributed to a variety of reasons. Firstly, there may have been limited effort in determining future trends in the labor market. As a result, HR managers within the organization were unable to develop means of acquiring or developing talent in the organization. As a result, the organizations are left with limited access to skilled workers in the market. Secondly, development of compensation schemes is difficult due to financial needs. It is important to note that modern labor markets are characterised by competitive salaries and other forms of compensation. Companies focused on cost-cutting may not be able to capture the interest