Problems of Gender Inequality for Women in India and Other...

Abstract This paper talks about the problems women in India and other places around the world face in creating women. The major stem of this problem revolves around the gender inequality that still prevails in many countries. Due to less significance given to the working women, the unions made by them dont receive much important either. Provided are some examples of the SEWA and JFJ movements that have made significant changes in the working women in India and America. Introduction The work force has always faced problem in their respective areas regardless of where they are working or what source of work they are doing. A labor union is basically an organization of workers who have together to attain common goals. These goals can be very simple and outright demands such as having better working conditions, increasing the number of workers, increasing pay or protecting the integrity of trade. A self Employed Womens Association was created in Ahmadabad in India in 1972. This union has grown from 30,000 in 1996 to about 318, 527 in 2000. (SEWA, 2000) The function of this trade union is for basically to organize women into cooperatives. It goes on to provide child care, banking, legal aid and vocational teaching to women. (Datta, 2003) Women in India who are self employed go for either the tertiary sector or the agricultural sector. The women make home made products such as pottery or garments or embroidered work. Other than that they go for providing service work ers,Show MoreRelatedThe Continuation of Gender Inequality822 Words   |  3 PagesGender inequality means differences in the status, power and prestige women and men have in groups, collectivities and societies. Gender inequality is caused when women have less power than men. While culturally and historically-bound, gender commonly is a function of power relations and the social organizations of inequality. Another point about gender is that class and ethnicity, gender inequality is not one homogeneous phenomenon, but a collection of disparate and interlinked problems. InequalityRead MoreGender And Gender Inequality1084 Words   |  5 PagesFor ages it was believed that the different characteristics, roles and status accorded to women and men in society are determined by sex, that they are natural and therefore not changeable. Gender is seen closely related to the roles and behavior assigned to women and men based on their sexual differences. As soon as a child is born families and society begin the process of gendering. The birth of the son is celebrated, the birth of a daughter filled with pain; sons are showered with love, respectRead MoreDiscrimination Against The Age Old Caste System788 Words   |  4 PagesDISCRIMINATION IN INDIA In every society and a nation there exists numerous identities based on factors like  race, class, caste, religion, gender, language or region. Craving for more power – muscle, money or political – of some individuals or groups tends people to adopt discriminatory practices. Discriminatory practices work on whims and fancies/likes and dislikes of strong people. Controlling the destiny of others satisfies their ego and serves their interests. There can be many types and formsRead MoreSocial Stratification in Modern Capitalist Societies1457 Words   |  6 Pagessocial stratification? Why are class, caste, gender and ethnicity considered to be systems of stratification? Answer- Social stratification is the division of society into different groups in a pattern of ranking. In simple sentence, social stratification means inequalities between different groups of people. It is division of a large group of society and their unequal access to resources. Our society is divided into many groups by class, caste, gender, ethnicity. It classified the various typesRead MoreSocial Stratification in Modern Capitalist Societies1447 Words   |  6 Pagessocial stratification? Why are class, caste, gender and ethnicity considered to be systems of stratification? Answer- Social stratification is the division of society into different groups in a pattern of ranking. In simple sentence, social stratification means inequalities between different groups of people. It is division of a large group of society and their unequal access to resources. Our society is divided into many groups by class, caste, gender, ethnicity. It classified the various typesRead MoreWomen And Women s Rights1176 Words   |  5 Pages Inequality It’s incredible how every country in this world has different customs and beliefs towards gender roles. In the United States, women began to fight for their freedom through the Women’s Right Movement in the 19th century. Through many obstacles and suffering, they accomplished voting rights, equal pay, reproductive rights, the right to run for political office, and much more. Sadly, not everyone believes that women should have equal rights as men. In the rural areas of India, due to theRead MoreInternational Trade And Gender Wage Inequality1426 Words   |  6 PagesTrade and Gender Wage Inequality Motivation for the Research: In recent years, globalization and international trade has become a significant issue for countries. Consumers tend to use more goods and services and due to the lack of resources, the need to trade with other countries seems to be inevitable. Assuming that globalization would occur, labor factors become noteworthy. Although growth in international trade provide more job opportunities for people, there are still inequality in wage betweenRead MoreIs India A Successful Democratic Country?1461 Words   |  6 PagesCountries across the globe have been transitioning from authoritarian regimes to democratized nations over the course of the past century. Nations look at the United States as an example of a successful democracy, which is not necessarily true. The United States does a better job at making sure it’s citizens are well aware of their individual rights and liberties. Although many countries claim to be democracies, not all fulfill the duties a democratic nation has to its people and its society. TheRead MoreWhat policies and with what success did Nehru implemented?1528 Words   |  7 PagesIn what ways and with what success did Nehru deal with the economic and social problems facing India? Jawaharlal Nehru, leader of the Indian National Congress and later India’s first prime minister, led the Congress Party to victory in India’s first three general elections. Nehru was born in 1889, educated in England and then returned back to India. In the 1920 ´s he travelled around India and was alarmed by the Indian people suffering from poverty and oppression. Inspired by his travelling aroundRead MoreAnalysis Of The Movie Slumdog 1247 Words   |  5 Pagesexciting adventure, carefree, always finding ways to acquire food or money, and narrowly escaping punishment for his deviant acts every time; however, the reality of childhood in the slum is better illustrated in Boo’s book since it expose the danger of problems such as hunger, illness and childhood deviance. Behind the Beautiful Forevers describes numerous children’s tragic death due to the pressures of their hardship and social injustice. Sometimes leading them to unjust death on the road witho ut clear

Stefan’s Diaries Bloodlust Chapter 18 Free Essays

string(73) " arm and clawing at the air as though they themselves were in the fight\." As soon as Id taken every last ticket and accepted every last dollar, I slipped into the tent behind an overweight man clutching a sweaty wad of Confederate notes in each fist. The air was thick with the stench of sweat, sawdust, and, of course, blood. People were milling around us, paying extra money to gawk at the Strongman and the Tattooed Lady, all of whom were hidden behind thick black curtains at various intervals along the perimeter of the tent. We will write a custom essay sample on Stefan’s Diaries: Bloodlust Chapter 18 or any similar topic only for you Order Now But the majority of the crowd was clamoring around Jasper. Large wagers were being placed, with lots of shouting and hand signals and stacks of greasy notes being passed back and forth. Jasper gleefully chomped on his soggy cigar and laughed. Sailors yanked foreign bills from their billfolds. A few teenagers pooled their coins. Well-dressed men in ties waved gold coins. â€Å"Fight, fight, fight!† one red-faced man began yelling. Instantly, the people standing by him began to chant as well. Three well-dressed women, their hair in curls atop their heads, glanced at each other, giggled, and echoed the cheer, their alto voices contrasting with the mens baritone ones. Gallagher strode into the tent, his cane tapping a path through the sawdust. People turned and craned their necks to catch a glimpse of him; in the circus tent, he was just as much an attraction as the freaks. After all, this was the man whod caught a vampire. Be strong, brother, I whispered under my breath, remembering all the times Damon had won fights back in Mystic Falls. Damon had never provoked those battles but had always been a good fighter, always landing a punch fast when a fight broke out. Thats why hed been so respected in the army. But now, in a battle against a mountain lion, especially after not feeding for days I shuddered. â€Å"Brother?† I whispered tentatively, at a decibel I knew only his ears could detect. I was hoping for some sort of reply, even though I wasnt sure whether he could have actually heard me. If he did, he said nothing in response. â€Å"And now, lets introduce our fighters!† Gallaghers voice broke through my reverie. Two animal handlers, their hands in leather gloves and wearing boots that came up past their knees, walked into the ring, leading a mangy mountain lion. The mountain lion had a grayish-yellowish coat and yellow teeth, and, despite its lean body, looked brutal. And hungry. As if on cue, it uttered a roar. â€Å"In one end of your ring, you have the mountain lion. But this is no ordinary cat. This beast is the Alberta Avenger! He came down from Canada to find the hunter that killed his mate. He eviscerated the hunter, his wife, and all of his children except the youngest, whose legs the lion ate before leaving the rest of him alive to tell the story. Since then, you have followed the mountain lion in the newspapers as it has feasted its way on innocents in the Union and Confederacy without prejudice. Tonight, it is here only after we captured it trying to stow away on a boat bound for the Andes Mountains in South America. The mountain lion, ladies and gentlemen!† Gallagher yelled, his showmanship on full display. The crowd dutifully applauded enthusiastically, and some even cheered. â€Å"Its opponent is a legendary vampire that has been terrifying children and their parents for centuries. Viktor the Cruel was born in 1589 and was heir to the Hapsburg Empire until he first tasted blood–his sisters–and began a three-hundred-year feeding frenzy that has left a trail of drained bodies around the world. At an estimated two victims per day, this brings Viktors kills to one and a half million people, more than double the size of Italy. This unstoppable lust for blood continues tonight.† The applause was more nervous now, but the cheers were louder. Gallagher spread his hands apart with a flourish, and Damon came into the ring, surrounded by four handlers. His hands and feet were in chains, and his face was partially hidden by a muzzle. His skin was bleeding from the vervain, his eyes were bloodshot, and the expression on his face was one Id never seen. I could understand the hatred he felt–I was fighting every instinct I had not to kill the people holding him captive. But his imprisonment had changed him. Damon had called me a cold-blooded killer. The look in Damons eyes was not one of sport, or survival. It was pure bloodlust. A hush filled the tent. The mountain lion strained at his chains, but Damon simply stood in his corner of the ring, as if unaware of what the imminent future held for him. â€Å"And go!† Gallagher yelled. Immediately, the handlers unlocked Damons chains and opened the iron door of the mountain lions cage, then ran off the stage. The lion jumped toward Damon, making contact with his chest. Damon let out an anguished moan and fell backward. Then, just as quickly, he rose to his feet and roared, his face suddenly flushed, his fangs on full display. I knew this was all instinctual: Damons Power rising to the surface as soon as hed felt the attack. I had learned this about our kind in the past few weeks: Our power led us to do things before we even knew we were doing them. Despite Damons external weakness, his Power was still intact. The lion leaped again, and Damon went low, ducking under the claws and coming up at just the right moment to dig his hands into the lions neck. But the lion tossed Damon free; he rolled to a stop only when he slammed into the gate surrounding the ring. Damon let out another moan and lay on the ground. The lion began to stalk over to claim his kill. The crowd went wild, friends hitting one another in the arm and clawing at the air as though they themselves were in the fight. You read "Stefan’s Diaries: Bloodlust Chapter 18" in category "Essay examples" One of the handlers positioned along the sidelines poked at Damon, clearly to get him moving. Damon swung without looking, knocking the man into the stands. As the handler struggled to get up, two nearby customers kicked him in the gut and then dropped him over the back railing to the dirt below, out of sight. Damon paid no heed to the scuffle and moved deeper into the ring, letting the lion slowly circle him. After a long silence, Damon let out a feral growl and ran toward the lion. The lion roared in response and charged, but this time Damon stepped aside, and when the lion missed him, Damon hooked an arm up under the lions neck. With strength no one seemed to expect, Damon threw the lion onto its back. He was about to dive on top and go in for the kill when the lion kicked up and drove a claw right through Damons arm. The lion swatted its paw around, swinging Damon through the air like a fly on a fishing line. At last, the flesh gave way and Damon, with a red arc of blood trailing behind him, shot up through the air, then landed with a thud even I couldnt hear over the hellish roar of the celebrating crowd. Damon struggled to his feet, holding the wounded arm in place with the other. He wasnt healing as quickly as vampires usually do–I wondered if the vervain had dampened that Power. He needed blood, that much was clear. His survival instincts and the attendant adrenalin were waning. I was about to rush forward into the ring, with the stout man in front of me as an offering to my brother, when a warm hand fell on my arm. Callie. â€Å"Its horrible,† she said. Her knuckles had gone white around clumps of her dress. Her lips hung loose and trembled. â€Å"I cant watch this barbarism much longer.† â€Å"Then tell your father to stop it,† I hissed. The stomping on the wooden stands was picking up in speed and along with the racing heartbeats of the people. The splotches of blood in the sawdust werent enough to satisfy them–they needed to see a death. Now Damon was padding around the mountain lion, as the animal hunched, coiled, in the center of the ring, moving as little as possible while following Damon with its reflective eyes. Suddenly, Damon took off, moving at a blurred speed around the lion so that the animal had to rapidly turn and turn, as though chasing its own tail. A quiet came over the crowd, and only the heavy panting of Damon and the mountain lion echoed under the canvas of the tent. Damon circled his prey, moving faster than the lion could comprehend. The crowd gasped as Damon slanted toward the mountain lion, and before the beast could tell which direction he was coming from, Damon dove on the muscle behind the lions head. He bit in and held on, letting the lion kick and flip wildly. Callie clutched my arm. My eyes were riveted on the scene, and my body was primed to run to the cage should I need to intervene. The mountain lion was slowing. Each time it bucked, more blood appeared in the sawdust in little red rivers. Its left hind leg was looking weak now; wobbling, it started to flop toward the ground. Damon unlatched his fangs and reared back, ready to go for the vein in the cats neck. Just then, the cat flailed its hindquarters and threw Damon free. As Damon tried to recover his feet, the mountain lion moved in and wrapped its jaws around his side. The crowd gasped again, then began to boo. Fight, I urged with every fiber of my being, clenching my fists at my sides. Damon had gone limp and was being flung around like an old slipper in a dogs mouth. The lion tossed Damon to the ground, then pulled its head back and opened wide. But just as the animal dove forward, Damon rolled away. He drove his shoulder into the confused beasts side, bowling it over and exposing the short white hairs on its throat. Damon tore into the vein with his fangs. The mountain lion twitched its way to stillness as a puddle of blood became bigger and bigger until it was a great lake of blood within the fighting ring. At its center was my brother, kneeling over a dead mountain lion. He stood and stumbled backward a step. He looked up into the crowd with a wide smile on his face, his fangs out and his whole face and front dripping with blood. The crowd cheered and booed in equal measure, and Damon just turned in a small circle, occasionally licking his lips. Gallagher clapped his fat hands together. The ones whod made money jumped and hugged one another. The ones whod lost threw hats to the ground or stared blankly ahead. I leaped forward, trying to push my way to my brother, but the handlers had already moved in, stakes and vervain-laced nets in hand. Damon was clearly drunk on such a massive feed after not eating for so long and didnt seem to notice them. Before I could even shout a warning, the men wrapped him in nets and began dragging him out of the arena. Even at my fastest, I couldnt get past the crowd that had filled in behind them and now blocked the entire way. All of the revelers, hooting and slobbering, stood between me and the exit, and by the time I pushed and shoved my way out, the wagon was careening out of the fairgrounds. A whip cracked. Hooves beat the ground. And just like that, Damon was gone. How to cite Stefan’s Diaries: Bloodlust Chapter 18, Essay examples

Richard Nixon vs Ronald Reagan free essay sample

When you think of influential presidents you think Abraham Lincoln or Bill Clinton? When someone mentions influential presidents to me, I think of Ronald Reagan and Richard Nixon. They were both elected for two terms, but each of them was seen either in a positive light or a negative light. On television, Nixon said, â€Å"I am not a crook,† but that is what he is known for even today. Although, Reagan was the oldest president elected into office, in my opinion; he was the most prominent political figure serving his eight full years as President of the United States. We will look at Richard Nixon’s and Ronald Reagan’s life before presidency, their leadership qualities, and their office accomplishments. The differences of childhood and adult lives of both Ronald Reagan and Richard Nixon before their presidency, was most likely why Reagan was a more prominent political figure. Reagan’s mother and father were both very loving parents and constantly gave him support while he grew up. We will write a custom essay sample on Richard Nixon vs Ronald Reagan or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Reagan was very likeable due to his careers in acting, radio hosting, and television host (Rosenberg). Even though Reagan was a late bloomer in politics, it did not stop him from becoming the next governor of California. On the contrary to Reagan, Richard Nixon grew up in a home where he had an abusive father and two of his brothers died growing up. Nixon pushed himself into politics through his whole life, starting in high school when he became Student Class President. In college, Nixon learned how to be a great liar when he decided to become a lawyer. When people say, â€Å"Only painters and lawyers can change white to black,† Nixon proved them correct. Finally when he couldn’t get a job as a lawyer he got into politics. Now let’s look at the leadership qualities that each previous president had which caused the differences in their political careers. A quality of being a good leader is being a truthful, likeable, and trustworthy person. Reagan was a very honest person, and people described him as being kind, humble and forward-looking. Because of his previous career as an actor, this helped his leadership skills because people saw him as not just a politician but as a real person. Nixon deceived the United States multiple times near the end of his 5. 5 years in office (Hogan). Nixon lied about himself, when trying to disguise his transgression in the Watergate complex (Farnsworth). In result, Nixon was the first president in the United States’ history to resign from his duties. Now that we know how leadership qualities affected presidency, let’s look at Nixon’s and Reagan’s accomplishments while they were in office in office. Even though they were both republicans, they had different accomplishments that were made in the political office. Reagan lowered federal income tax and raised the federal receipts 8. 2% (Federal Budget). Reagan spoke truthfully when he said, â€Å"People free to choose will always choose peace,† because he was the only president to have both of his terms without war. The poll of approval on Reagan throughout his presidency stayed constant (Poll-Approval Reagan). In contrast, Nixon showed in his poll of approval dropped throughout his presidency (Poll-Approval Nixon). Nixon was accredited for ending the war in Viet Nam and raised federal receipts like Reagan did. Even though he did so many things no one will be able to get passed the Watergate Scandal in the end before or after his resignation. Ronald Reagan, I believe was one of the most influential political figures and presidents, in history, to run the United States. People should look to Ronald Reagan’s accomplishments throughout his life when electing the next president. If Nixon would have been more of an honest person through his whole term, then people might not have thought of him as the â€Å"Crook† he made himself out to be. Reagan could have also been involved in politics a little earlier, and more people could have had faith in him as president. Society can be hard on people, and they never forget how someone says one thing and does another. How do you think life would have been if Reagan had not decided to go into office at all?

Why Did a Stalemate Develop on the Western Front free essay sample

Why did a stalemate develop on the Western Front? Stalemate during war is when no action can be taken or progress made. The Stalemate on the Western front, a line of trenches stretching from the Swiss Alps all the way across France to Nieuwpoort in Belgium, was a dilemma that was not foreseen by either the allies or Germany. Originally it had been predicted that the war would be over after a quick and decisive battle, this perception was quickly diminished once the war had begun. No one reason explains why the situation on the western front developed into a stalemate but many factors can be considered. The developments in weaponry have been said to have contributed to the Stalemate. In the early twentieth century many new and effective weapons were being developed. Long range heavy artillery had been proved much more effective than the mounted rifle wielding soldiers of previous centuries. We will write a custom essay sample on Why Did a Stalemate Develop on the Western Front? or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The allies and Germany were both caught up in this weaponry boom. This â€Å"race† for new technology led to the two sides being approximately evenly matched, because of this neither side could make much head way. Also, the Generals in charge of the troops were mostly aged officers whose knowledge of modern weapons was limited. The fast moving nature of modern warfare had taken them by and led to rather outdated methods being used. So even though new weapons were evadible if they were not used effectively they were useless. The problem with advanced warfare and having similar types of weapons was that it was really machine against machine thus getting an upper hand was virtually impossible. Problems in communications also contributed towards the stalemate because the connections between the front line, the artillery and the Commanders were very poor. Most of the Generals were stationed several miles away from the front line, due to this they could not get a clear idea of what was going on amongst the troops. This delay and confusion on the battlefield made it hard to get an objective perspective on the battle. Sometimes the different nationalities such as the French and British found it hard communicating with one another this made it difficult to co-ordinate and pass on orders. As a result of all this the messages taken from the commanders to the front line were often out of date by the time they reached the trenches. The failure of the Schlieffen plan played one of the most important roles in bringing about the stalemate on the western front. Firstly, Russian forces had mobilised much faster than previously supposed they would, this miscalculation meant that Germany had to redeploy troops to the eastern front when they still needed the force to defeat France. Due to this Germanys forces were stretched and did not have the man power to break the French lines, all they could do to stop themselves from being pushed back through the Franco-German border was entrench. This resulted in the two forces entering a state of static warfare, fighting in this way makes it virtually impossible to gain any land. Secondly, the Germany army was slowed down by Belgium. The Germans had assumed that the Belgians would not put up a fight because their country was neutral. This was not the case as Belgium decided to fight, poorly equipped as they were. This did not stop the Germans but it did give the French troops time to prepare, thus losing the German troops the element of surprise. Lastly, because the German troops had advanced so fast through Belgium their supply trains had found it hard to keep up with the troops this resulted in them being under equipped and poorly prepared. The outcome of the battle of the Marne was one of the most important causes of the stalemate. As the French effort to attack across the border failed they resorted to a retreat to defend Paris. As a result of this the German forces were obliged to quit their arcing motion to meet the French at the river Marne. The relatively well equipped French were fighting on their own land and the Germans, as explained above were poorly prepared and had a severe shortage of men. When a gap was spotted between the German Second and First Armies by reconnaissance planes the French and British forces took advantage of the situation by launching a night time attack which served to separate the two armies even further. When it looked like the Germany would be almost entirely encircled and destroyed, they retreated, pursued by the French and British, to just north of the river Aisne where they built trenches that were to last for several years. This act effectively destroyed the Schlieffen plan and ended the so called war of movement. After the First Battle of the Marne, both Allied and German forces began a series of outflanking manoeuvres to try to get behind the enemy. As each manoeuvre was blocked they moved further through France and eventually reached the coast. This later became known as the â€Å"Race to the sea†. As neither force could break the others lines the offensive came to a relative standstill. This would remain so for approximately the next four years. This lack of progress obviously played a major part in the route to the development of a stalemate on the western front. I have come to realise that there is no single cause behind the Stalemate that began in 1914 on the Western Front but many which all contributed to the eventual outcome. The long term effects of the failure of the Schlieffen plan however lead me to believe that this is the most important reason the stalemate developed as it did. Bibliography History in Focus, GCSE Modern World History (second edition)

The Main Arguments for and Against Hunting

The Main Arguments for and Against Hunting Legitimate arguments abound for and against hunting for the control of the population of deer and other â€Å"nuisance† wildlife; or for sustenance for people who kill animals so they can eat them. For many people, the issue is complex, particularly for those who are (and intend to remain) meat eaters. After reading the arguments pro and con, you may find yourself leaning strongly to one side–or you may find that youre still on the fence. What Is Meant By Hunting? Most people who argue in favor of hunting are not arguing in favor of trophy hunting, the practice of killing an animal simply to show off its head and pelt. Trophy hunting is, in fact, abhorred by the majority of the public. Often, the animal being hunted is a rare or endangered animal, but even trophy hunting for wolves, moose,  and  bears  is unpalatable to many people.   The killing of wild animals for food is a different story. Though it was, at one time, a way of life so people could survive, today, hunting is a controversial issue because it is frequently regarded as a recreational activity. Many people are concerned about safety issues, and society’s attitudes towards animals are changing. Some hunters oppose certain practices they consider unethical, such as baiting, canned hunting (in fenced areas), and hunting of stocked animals. At the heart of the non-trophy hunting debate in the United States is one  species: white-tailed deer. In many areas in the U.S., white-tailed deer flourish because of the lack of natural predators and the abundance of deer-friendly habitat. As pockets of green space shrink and disappear in our suburbs, the species has become the center of the debate over hunting, and many who consider themselves neither hunters nor  animal activists  find themselves drawn into the debate. The debate centers on practical and ethical issues including deer management, human/deer conflicts, non-lethal solutions, and safety. Arguments in Favor of Hunting Hunting proponents argue that hunting is safe, effective, necessary, and inexpensive to taxpayers.The injury rate for hunting is lower than that of some other forms of physical recreation, such as football and bicycling.Proponents argue that hunting is an effective form of deer management because it will remove a number of individual deer from a population and prevent those individuals from reproducing.Since natural deer predators have been eliminated in many areas, hunters argue that hunting is necessary to perform the function of wolves or cougars in keeping the deer population in check.Hunting proponents also argue that reducing the deer population will reduce human/deer conflicts, such as car/deer collisions,  Lyme disease, and landscaping damage.Compared to sharpshooters and immunocontraception, hunting is inexpensive to taxpayers because hunters will kill the deer for free. Also, hunting permits are sold by state wildlife management agencies, which are partially or fully supp orted by the sales of permits. Hunters argue that killing the deer is better than letting them starve to death.Hunters argue that hunting is a tradition, a ritual or a bonding experience.Regarding ethics, hunting proponents argue that killing a deer for food cannot be worse than killing a cow or a chicken. Furthermore, unlike the cow or the chicken, the deer lived a free and wild life before being killed and had a chance to escape.Hunters also argue that killing a number of deer benefits the ecosystem as a whole. Arguments Against Hunting Hunting opponents argue that hunting is unsafe, ineffective, unnecessary, and unfair to taxpayers.Opponents point out that compared to other forms of recreation, hunting injuries are far more likely to be fatalities. Approximately 100 people die in  hunting accidents  in the US every year, and unlike other forms of recreation, hunting endangers the entire community and not just the willing participants.Opponents also argue that hunting is ineffective for solving human/deer conflicts. Studies show that car/deer collisions increase during hunting season because hunters frighten the deer out of the woods and onto roads.Contrary to popular belief, hunting  does not address Lyme disease  because the ticks are usually spread to grassy areas where humans find them by mice, not deer. In fact, hunters who dress deer or squirrels have a higher risk of tick bites.And as long as suburban landscaping includes deer-preferred plants such as tulips and rhododendrons, that landscaping will at tract hungry deer, no matter  how many deer  there are. It may also be the case that hunting to reduce the number of deer is less effective than contraception. Hunting is ineffective because state wildlife management agencies intentionally keep the deer population high, for hunters.Lands managed for hunting are sometimes purchased and maintained with tax dollars, even though 95% of Americans do not hunt.Hunters out for trophies, such as elk and deer with large racks, are killing the strongest and healthiest of the species, not the weak and starving they claim to be putting out of their misery. Killing the stronger members of the species leaves a permanent consequence for the species as a whole. Resolution The hunting debate may never be resolved. The two sides will continue to debate safety, effectiveness, and cost, but will probably never agree on the ethics of killing wild animals for food or recreation.

The Woman Who Explained the Sun and Stars

The Woman Who Explained the Sun and Stars Today, ask any astronomer what the Sun and other stars are made of, and youll be told, Hydrogen and helium and trace amounts of other elements. We know this through a study of sunlight, using a technique called spectroscopy. Essentially, it dissects sunlight into its component wavelengths called a spectrum. Specific characteristics in the spectrum tell astronomers what elements exist in the Suns atmosphere. We see hydrogen, helium, silicon, plus carbon, and other common metals in stars and nebulae throughout the universe.  We have this knowledge thanks to the pioneering work done by Dr. Cecelia Payne-Gaposchkin throughout her career.   The Woman Who Explained the Sun and Stars In 1925, astronomy student Cecelia Payne turned in her doctoral thesis on the topic of stellar atmospheres. One of her most important findings was that the Sun is very rich in hydrogen and helium, more so than astronomers thought. Based on that, she concluded that hydrogen is THE major constituent of all stars, making hydrogen the most abundant element in the universe. It makes sense, since the Sun and other stars fuse hydrogen in their cores to create heavier elements. As they age, stars also fuse those heavier elements to make more complex ones. This process of stellar nucleosynthesis is what populates the universe with many of the elements heavier than hydrogen and helium. Its also an important part of the evolution of stars, which Cecelia sought to understand. The idea that stars are made mostly of hydrogen seems like a very obvious thing to astronomers today, but for its time, Dr. Paynes idea was startling. One of her advisors - Henry Norris Russell - disagreed with it and demanded she take it out of her thesis defense. Later, he decided it was a great idea, published it on his own, and got the credit for the discovery. She continued to work at Harvard, but for time, because she was a woman, she received very low pay and the classes she taught werent even recognized in the course catalogs at the time.   In recent decades, the credit for her discovery and subsequent work has been restored to Dr. Payne-Gaposchkin. She is also credited with establishing that stars can be classified by their temperatures, and published more than 150 papers on stellar atmospheres, stellar spectra. She also worked with her husband, Serge I. Gaposchkin, on variable stars. She published five books, and won a number of awards. She spent her entire research career at Harvard College Observatory, eventually becoming the first woman to chair a department at Harvard. Despite successes that would have gained male astronomers at the time incredible praise and honors, she faced gender discrimination throughout much of her life. Nonetheless, she is now celebrated as a brilliant and original thinker for her contributions that changed our understanding of how stars work.   As one of the first of a group of female astronomers at Harvard, Cecelia Payne-Gaposchkin blazed a trail for women in astronomy that many cite as their own inspiration to study the stars. In 2000, a special centenary celebration of her life and science at Harvard drew astronomers from around the world to discuss her life and findings and how they changed the face of astronomy. Largely due to her work and example, as well as the example of women who were inspired by her courage and intellect, the role of women in astronomy is slowly improving, as more select it as a profession.   A Portrait of the Scientist Throughout her Life Dr. Payne-Gaposchkin was born as Cecelia Helena Payne in England on May 10, 1900. She got interested in astronomy after hearing Sir Arthur Eddington describe his experiences on an eclipse expedition in 1919. She then studied astronomy, but because she was female, she was refused a degree from Cambridge. She left England for the United States, where she studied astronomy and got her PhD from Radcliffe College (which is now a part of Harvard University).   After she received her doctorate, Dr. Payne went on to study a number of different types of stars, particularly the very brightest high luminosity stars.  Her main interest was to understand the stellar structure of the Milky Way, and she ultimately studied variable stars in our galaxy and the nearby Magellanic Clouds. Her data played a large role in determining the ways that stars are born, live, and die.   Cecelia Payne married fellow astronomer Serge Gaposchkin in 1934 and they worked together on variable stars and other targets throughout their lives. They had three children. Dr. Payne-Gaposchkin continued teaching at Harvard until 1966, and continued her research into stars with the Smithsonian Astrophysical Observatory (headquartered at Harvards Center for Astrophysics. She died in 1979.

Why is liberal art important and necessary Research Paper

Why is liberal art important and necessary - Research Paper Example The liberal arts subjects are drawn from the major branches of the liberal arts. These include the social sciences which cover such subjects as sociology, geography, economics, political science, and anthropology. Another branch of the liberal arts is known as the humanities which cover literature, languages, history, and philosophy. The third branch is the creative arts – theater, fine art, creative writing and others. All these broad subjects are what are known as the liberal arts and they are, as you can see, quite wide and varied. They are usually available to students at an undergraduate level right at the beginning and at more advanced levels as we move up the higher education chain (Sigurdson 14). Why do I think these subjects are important? Liberal arts are not designed to equip you or enable you to specialize in a specific profession. Rather, they are there to prepare the students for life in the working world. Liberal arts equip you with the ability, first and foremo st, to have lifelong learning. Learning does not just end in the classroom or after graduation. It is a process through which we acquire knowledge skills and expertise throughout our life. It is, therefore, necessary for one to have courses that equip you to do exactly that – essentially be a student for life, learning and adapting to new knowledge, new aspects of life and learning how to adapt, live and even thrive with change. The liberal arts also give one the ability and capacity for free thinking. It teaches the student how to think, how to question and how to expand your horizons. The liberal arts also enable one to communicate effectively. It is not just a matter of learning how to speak a foreign language or two – though that is also covered in liberal arts – but how to interpret nonverbal communications, how to communicate in cultures other than your own, and how to express yourself in contexts that are different from your traditional ones (Sigurdson 18 ). The liberal arts give students a chance to not only explore and get their head round a large variety of subjects but also an ability to look at the world, themselves and others in a totally new light. It gives students an appreciation of different points of view and different modes of thought. It is an opportunity to learn about the evolution of human society, how it started out, how it came through civilization, what civilization is all about and what in the world has changed and how it has changed since this civilization came about. In liberal arts one learns what previous generations have learned, thought and experienced. What questions did they ask? What answers did the great philosophers seek? Liberal arts give you an opportunity to wrestle with abstract concepts and ideas. There arose questions such as: What is beauty and how does one decide that something is beautiful and the other one is not? Does this colour or make-up look good on me? How did our history shape us and ou r thinking? How did we interact with the environment and what impact has it had on us and us about it? What acts constitute sexual harassment in the workplace and why and how should they be reported? Thus, liberal arts result in a person who has a more rounded appreciation of himself, others and his environment. A classic story is told to explain the importance of the liberal arts.Three blind men who were told to touch an elephant and then describe what it looked like. The first one touched the elephant’s main body and decided because it was so big, this creature must be like a wall. The second blind man touched the elephant’s tusk and after racing it all the way to the tip, decided that the elephant must be shaped like a

Leadership Essay Example | Topics and Well Written Essays - 1500 words

Leadership - Essay Example The Executive Maturity model is based on the idea that the leader should be able to respond effectively to the needs of others under pressure (Trathen 2007). The above model incorporates two key phases: in the first phase, the leader needs ‘to be aware of his own feelings, thoughts and values’ (Trathen 2007, p.71). In the second phase, the leader has ‘to manage the emotional needs of others’ (Trathen 2007, p.71), keeping a balance. On the other hand, Alexander (2008) notes that the key characteristic of a successful leader would be his ability to ‘handle crises and mitigate effects’ (Alexander 2008, p.34). Cooper (2010) notes that the identification of a leader’s competencies is necessary before trying to improve the leader’s effectiveness. After reviewing my leadership strengths and weaknesses, as presented in the previous section, I would come to the following conclusion: I should emphasize more on decreasing the time I need for managing complex tasks, so that I would become more efficient in a range of projects; I should continue focusing on details but I would try to limit the time spent on issues of secondary importance. The Executive Maturity model would help me to change my leadership style, setting appropriate priorities and increasing collaboration. Question 2 Are leaders born or made? Each leader has unique characteristics, even if the particular fact is not clear. Indeed, the leadership style is closely related to the personality of each individual and from this point of view it would be quite difficult to identify two leaders that would respond exactly the same to a series of critical events. Yuki (1988) have noted that ‘leadership effectiveness varies across situations’ (Yuki 1988, cited in... The researcher of this essay discusses the topic of leadership that today is a concept that can incorporate a high range of characteristics. Observing several responses to various challenges, the researcher could identify the strengths and weaknesses of several leaders. Referring to his own leadership strengths and weaknesses, the researcher would highlight the following issues: "I am committed to my studies, trying to respond to all the demands of my position. I have always tried to examine thoroughly the requirements of every task assigned to me, focusing on details. In case of mistakes or failures I’ve been able to respond immediately, suggesting appropriate plans of action. On the other hand, I have often failed in identifying early the risks related to a particular task.". Then , the researcher states that The Executive Maturity model would help him to change his leadership style, setting appropriate priorities and increasing collaboration. On the discussion of the second question "Are leaders born or made?", the researcher states that from his point of view, leadership is both inherited and learned, a view aligned with the view of Larkin. Then, the researcher discusses the differences between leadership & management. In summary, it could be stated that leadership focuses on establishing and promoting the practices that will enhance the performance of organization. Management aims to ensure that employees will follow the guidelines of the leader so that the targets set are achieved.

Smoke-laden Essay Example for Free

Smoke-laden Essay We read the following Sherlock Holmes stories; The adventure of the veiled lodger, The speckled band, The red headed league, The crooked man and The silver blaze. In detail I studied The adventure of the veiled lodger, The speckled band and The silver blaze. In terms of narrative of the characters, the use of language, Structure and the authors view point and then compared them. In The veiled lodger Holmes is passed on a message by a landlord, from a tenant. It said do you wish to find out what really happened to Mr. Render. When Holmes and Watson got to the house they find out that the tenant was Mrs. Render. They also found out that Mr. Render did not die the way they originally thought, which was being attacked by a lion, but it was a murder carried out by Mrs. Render and her lover called Leonardo. They did this because of the way that Mr. Render treated Mrs. Render, he would abuse her when she commented on how he had other women. They made the murder look like it was a lion from the circus attacking him, by using a club with nails attached, to look like claws but the plan went wrong. They managed to attack Mr. Render but when Mrs. Render opened the loins cage to let the lion loose from the cage the smell of blood had sent it wild and it turned on Mrs. Render. The Speckled Band is about a family of two sisters and their step father. The mother had died and left a sum of money in the step fathers possession to keep the whole family going. When the daughters gets married some of the money was to go to them, so that the money in the end will be split three ways between them. When one daughter does get engaged she starts to notice strange occurrences, like a low whistle early in the morning about three am which is not normal. She then dies in mysterious circumstances and the case was never solved. When the second of the daughters got engaged she had to move into her sisters old room as her room was supposedly being decorated, she too started to hear a low whistle early in the morning. She then comes and finds Holmes and explains her situation she asks him to investigate what is happening. Holmes looks at all the evidence and clues only to discovers that the step father is planting a deadly snake in their bed each night and then calls it back after so long using a whistle and milk. The plan was that the snake would bite the daughters and then he could call the snake back before someone could see it. In The silver blaze Holmes is called to investigate the murder of a man and the where abouts of a lost racing horse. When Holmes gets to the site he notices something even before he has left the carriage, he stays sat down quiet for a moment and when he gets up he doesnt say what it was he noticed, which was that some of the sheep seemed to be lame. When the case is closed he then reveals what he found and how he got his conclusion. What actually happened was the victim had drugged the stable boy and taken the horse out in to the moors, where he attempted to take a nick out of a bone of the horse so that would be paralysed . It would therefore lose its next race. He did this because he had a bet on another horse to win. But the plan went wrong when he started to cut the horse, as it kicked him in the head killing him. The horse had wondered off and had been found by the rival horse trainer and then hidden. In these three short stories there are some big similarities, they all contain a murder they are either at the start of the story, end or both. The plots begin very close to the start of the stories this makes the readers intrigued sooner and therefore continue to read the stories. The odd murder is in The veiled lodger where the story is been told as past not present like The Speckled Band and The silver blaze. There are more similarities in The Speckled Band and The silver blaze because of this. For instance both the stories were solved by Holmes instead of Holmes been told the story, this could have a negative effect upon the reader because it is harder for them to become involved in the story as they already know the outcome. The characters in The veiled lodger and The Speckled Band have similarities between them, for example Helen and Mrs. Render both have a dominant male in there lifes who they fear. Helen goes behind Dr. Royllots back to see Holmes and does not confront Dr. Royllot. Mrs. Render also describes Mr. Render as being the devil. But there are still some similarities with The silver blaze, for example the victims wife in The silver blaze and Mrs. Render in The veiled lodger both have men which dont stay faithful to them. In The veiled lodger Mrs. Render is a middle aged widow, she got married young to the circus manager and found out too late it was a wrong decision because he physically abused her. This drove Mrs. Render to her limits and she planned his murder. She did this with Leonardo a lover of hers he was the strong man in the circus. He came up with the killing method but when the plan did go wrong he ran from the scene. When the other people heard Mrs. Render they came to help and Leonardo came to. This shows what judge of character Mrs. Render has, it is clear that she has a poor judge of character.

Go Kart History :: Racing Entertainment Essays

Go Kart History Do you ever hear the word â€Å"karting†? Many people still don’t know what karting is. They try to relate it to the cart; the basket to take your things from the market with the wheels on it. In this situation, kart means the miniature of car racing, especially Formula One (F-1) cars. And karting means racing of using a kart. Maybe if I say â€Å"go kart†, you will know what I am talking about. Actually â€Å"go kart† is a trademark of karting. It is the manufacturing company that originated karting in 1958. The history and accessories of karting are important in order to get started in karting. The history of the go kart is quite interesting. To begin with, there were two guys whose names were Duffy Livingstone and Roy Desbrow. They were partners in a muffler business in Monrovia, California. Both were experts in welding components. One time, they saw Art Ingle’s one off creation (model of the car). Then they were inspired to make their own versions. Duffy built a couple for their friends. And there was another guy whose name was Bill Rowles, a salesman of surplus materials in Los Angeles. He visited their muffler shop very often. He also got inexpensive engines from a failed West Bend rotary lawn mower venture. These three individuals formed a loose partnership to produce and sell kit components for go karts. One day, when they are relaxing in the small office at their muffler shop, the postman came by with many envelopes. These envelopes brought about thirty orders for that day. The demand became constant in the following days, so they thought that they needed to change their business. They formed a corporation for the company called Go Kart manufacturing and leased a five acre facility in Azusa from AeroJet General Corporation. This corporation had six stockholders. Duffy Livingstone, Roy Desbrow, and Bill Rowles were the primary stockholders. Other stockholders were Jim Patronite (the company’s accountant, who later formed Azusa Engineering), Don Boberick, and the company’s office manager. In 1962, Art Linkletter Enterprises wanted to buy the shares for $750,000. But Go Kart declined the offer because the proposal gave the Linkletter group management of Go Kart mfg and Go Kart didn’t trust the Linkletter group ability to manage the Go Kart mfg. However, in less than a year, Go Kart hired a very experienced, energetic and enthusiastic person to manage the sales.

The Main Arguments of Evolution Theory

International Management Prof. dr. Niels Noorderhaven Lecture 1 Agenda †¢ †¢ †¢ 1. 2. 3. Introduction and organizational matters Does â€Å"international† still matter? Conceptual foundations of international business strategy (1) †¢ †¢ Case: Honda in the USA Literature: Textbook chapter 1 (pp 13-33 + 59-62) Team Lectures Niels Noorderhaven Cases Fons Naus Ana Aranda Gutierrez Zhengyu Li Teaching strategy Complementarity of lectures – readings †¢ Individual case participation †¢ Each lecture, one or several cases from the book will be expanded to put the theory into practice †¢ Importance of research articles Grading †¢ 70% MC exam – See Study manual for correction formula †¢ Exam dates December 13, 2012 and April 12, 2013 †¢ 30% 2 Interactive lectures – individual participation †¢ Interactive lectures grades of 2010 and 2011 can be transferred Book †¢ http://www. cambridge. rg/features/manag ement/verbeke/ Does â€Å"international† still matter? 7 Transportation & communication costs fall 17 September 2012 8 Tariffs fall, anti-dumping measures rise anti- 17 September 2012 9 Globalization Theory: †¢ Linguistic, trade and cultural barriers become less important †¢ ‘Stateless’ MNCs †¢ Within MNCs worldwide diffusion of technologies, knowledge and information Convergence of world economies 17 September 2012 10 Why is nationality important to people? Individual identity and social identity †¢ Three processes of social identity formation: †¢ social categorization †¢ social comparison †¢ social identification †¢ (Self-)categorization: what is the salient category? 17 September 2012 11 Why is nationality important to people? †¢ Positive stereotyping of â€Å"in-group†, negative stereotyping of â€Å"out-group† †¢ Nationality differences are particularly salient when people have no common history †¢ Nationality then becomes a source for one’s own identity and for the ascribed identity of the other 7 September 2012 12 Does â€Å"international† still matter? Yes, because †¦. †¢ Cultural , institutional and language differences persist †¢ Leading to differences in (business) decision making †¢ Nationality forms an important basis for social categorization processes †¢ Leading to shortcuts like cultural attribution and stereotyping With the effect that doing business across borders is different than domestic business 13 Conceptual foundations of international business strategy 4 Definition of international business strategy International business strategy means effectively and efficiently matching a multinational enterprise’s (MNE’s) internal strengths (relative to competitors) with the opportunities and challenges found in geographically dispersed environments that cross international borders. Such matching is a precond ition to creating value and satisfying stakeholder goals, both domestically and internationally. 15 TABLE OF CONTENTS (1) Introduction and overview of the book’s framework †¢ Part one: Core concepts (1) Conceptual foundations of international business strategy (2) The critical role of firm-specific advantages (3) The nature of home country location advantages (4) The problem with host country location advantages (5) Combining firm-specific advantages and location advantages in an MNE network 16 TABLE OF CONTENTS (2) †¢ Part two: Functional issues (6) (7) (8) (9) (10) International innovation International sourcing and production International finance International marketing Managing managers in the multinational enterprise 7 TABLE OF CONTENTS (3) †¢ Part three: Dynamics of global strategy (11) Entry mode dynamics 1: foreign distributors (12) Entry mode dynamics 2: strategic alliance partners (13) Entry mode dynamics 3: mergers and acquisitions (14) The role of emerging economies (15a) International strategies of corporate social responsibility (15b) International strategies of environmental sustainability 18 The seven concepts of the unifying framework †¢ †¢ †¢ †¢ †¢ †¢ Internationally transferable (or non-location bound) firmspecific advantages (FSAs) Non-transferable (or location-bound) FSAs Location advantages Investment in – and value creation through – recombination Complementary resources of external actors Bounded rationality Bounded reliability The MNE’s unique resource base †¢ Physical resources (natural resources, buildings, plant equipment). †¢ Financial resources (equity and loan capital) †¢ Human resources (individuals and teams, entrepreneurial and operational skills). Upstream knowledge (sourcing knowledge, product and process-related technological knowledge). †¢ Downstream knowledge (marketing, sales, distribution and after sales service). †¢ Admin istrative knowledge (organizational structure, culture and systems). †¢ Reputational resources (brand names, reputation for honest business dealings). International transferability of FSAs? †¢ Paradox: If the FSA consists of easily codifiable knowledge (i. e. , if it can be articulated explicitly, as in a handbook or blueprint), then it can be cheaply transferred abroad, but it can also be easily imitated by other firms.Though expensive and time-consuming to transfer tacit knowledge across borders, the benefit to the MNE is that this knowledge is also difficult to imitate. It is often a key source of competitive advantage when doing business abroad. Some FSAs are not transferable abroad: location-bound locationFSAs (1) Four main types: †¢ Stand-alone resources linked to location advantages (privileged retail locations). †¢ Local marketing knowledge and reputational resources, such as brand names (may not be applicable to a host country context, or valued to the s ame extent). Local best practices (i. e. routines), such as incentive systems or buyer-supplier relations (may not work abroad). †¢ Domestic recombination capability (may not work in foreign markets – e. g. , because co-location of resources is needed). Some FSAs are not transferable abroad: location-bound locationFSAs (2) †¢ Even if transferability of the relevant resources were technically possible, this does not mean potential for profitable deployment, i. e. the resource bundles that may be transferable from a technical perspective (e. g. , the way n which a product is marketed at home), do not constitute an FSA abroad. Location advantages †¢ Entire set of strengths of a location, and accessible by firms in that location. †¢ Should always be assessed relative to the strengths of other locations. †¢ Instrumental to FSAs Motivations for foreign expansion †¢ Natural resource seeking – Verbeke: physical, financial or human resources †¢ Market seeking †¢ Strategic resource seeking – e. g. , knowledge, finance †¢ Efficiency seeking – E. g. , low labor cost Case: Honda in the USA Background Prior to 1970s exports of motorcycles and cars †¢ Drivers of foreign production: – Rising value of the yen against US$ – Fear of import restrictions – The Clean Air Act in the US – First oil crisis †¢ Motivation for expansion (natural resource, market, strategic resource, efficiency seeking? ) Honda’s approach †¢ After four-year decision process Honda of America Manufacturing established in Marysville, Ohio, in 1978 †¢ Top priority: attain Japanese-level quality and efficiency – – – – – Selection of employees Training program Fly in managers and workers from Japan Develop lean supplier network Upgrade supplier quality level 1980: start production of cars †¢ Present: 9 production plants in USA Honda’s FSAs †¢ Non-location bound FSAs: – – – – – – – Know-how four-strike engines with optimal power-to-weight ratio Management principles Quality systems Employee selection processes Training and knowledge transfer routines Manufacturing expertise Supplier management approach †¢ †¢ Location-bound FSAs in the host country: – High demand for specific products Resource recombination: – – – Use four-strike engines in many products (motorcycles, small cars, generators, †¦) Design and manufacturing skills + knowledge of consumer preferences in USA Melding existing and new resources through management exchange program Exploit new capabilities worldwide Complementary resources of external actors †¢ Opportunity to study American way of production at Ford †¢ Extensive use of American experts and consultants (especially for selecting location) †¢ Critical role of suppliers Bounded rationality issues lack of knowledge local conditions †¢ Suppliers’ lack of familiarity with Honda †¢ New employees lack of familiarity with â€Å"The Honda Way† Bounded reliability issues †¢ Moral hazard/adverse selection employees †¢ American managers have local priorities Deliberate strategy? Agenda for next lecture 1. 2. 3. 4. Four types of MNEs Recombination Bounded rationality & reliability Firm-specific advantages (FSAs) †¢ Cases: 3M & IKEA †¢ Literature: Textbook chapter 1 (pp 33-76) + chapter 2 NB: Class will be in SZ 31

Protest Poetry

Protest songs make serious comment on the issues of their time. Discuss with detailed reference to the issues and techniques in two songs studied in class and one of your own choosing. Protest songs are the product of their times. Composers utilise the medium to make meaningful comment on the issues of their era in an attempt to influence viewpoints and bring back change. ‘Dear Mr President’ by Pink criticises the presidency of George w bush and the issues he raised with his decisions. These issues were homosexual rights/ marriage, homelessness, poverty, war/ us. oles, women’s rights and the justice system. â€Å"Sunday bloody Sunday’ by U2 criticizes the unnecessary bloodshed that occurred as a result of the violence connected with the Irish troubles on Jan 30, 1972. ‘skyscraper’ by Demi Lovado criticizes the issues of bullying, body image, and self mutilation in today’s society. These songs all express opinions about issues of relevan ce to their societies for the future. These songs all express opinions about relevance to their societies, ultimately in an attempt to enforce a positive change to the world. In 2007 Pink released the song Dear Mr.President. The song is a direct criticism of President George W. Bush and the policies of his administration. Pink addresses the major concerns of most Americans. The most evident of these concerns are homosexual rights/ marriage, homelessness, women’s rights, war/US roles, poverty and the justice system. The song begins with â€Å"Come take a walk with me. Let’s pretend we’re just two people and you’re not better than me. † By stating this as an invitation Pink is directly asking the President to listen to her opinions utilising imperative verbs and a gentle tone.Pink is stating that she will be truthful and not sugar coat her opinions. She will tell him the truth about what everyone is thinking but no one is willing to tell him directly . metaphor is utilised to portray the ideas Pink has. The complete second and third stanzas are rhetorical questions addressing the issues the President has caused. The rhetorical questions are using emotive language to appeal to the listeners’ heart. The rhetorical questions are also using direct address to the President to show perspective of the issues and showing them so they relate to him.At the end of the third stanza when Pink asks â€Å"How do you walk with your head held high? Can you even look me in the eye and tell me why? † she uses negative connotations to show the pride or lack of pride he holds. The complete fifth stanza is using personal address by using examples of his own family and putting them in the places of the people affected by his choices, and rhetorical questions. â€Å"What kind of father would take his own daughter’s rights away? And what kind of father might hate is own daughter if she were gay? The rhetorical questions are address ing Bush’s personal life and relationship with his daughter by putting a negative aspect onto it by saying he would hate her if she were gay. The effect of this is to show how unfair the President is being to people and how he should change his ways. This song makes serious comment on the issues of the President’s actions and decisions. Sunday bloody Sunday focuses on the ongoing issues of conflict between protestants and the Catholics in northern island, which culminated in the loss of lives on a day known as bloody Sunday.The composer highlights the futility of the ongoing troubles and makes a call for change. A metaphor is utilised in the rhetorical question’ how ling must we sing this song? ’ to draw attention to the long period of time these troubles have been occurring. Direct address is employed in ‘we can be as one tonight’ in order to persuade people to put an end to the violence. Alliteration paired with evocative imagery reinforces the emotive impact of the message. ‘broken bottles under children’s feet/ bodies strewn across the dead end street. This is further demonstrated through a metaphor â€Å"the trench is dug within our hearts†, conveying the impact this is having on people’s emotions. The word choice ‘trench’ links the audience’s minds to war. The composer sends a powerful message by using a biblical allusion â€Å"the real battle has just begun/ to claim the victory Jesus won. † Calling on Christians to unite with a common purpose rather than engage in fighting. The issue of religious conflict is clearly an important one that holds relevance for contemporary society. In 2011 Demi Lovado released the song Skyscraper.Skyscraper focuses on the ongoing issue of bullying, self hate, and body image. The composer highlights the futility of the ongoing troubles and makes a call for change. The song begins with â€Å"Skies are crying, I am watching†¦ catching teardrops in my hands. Only silence has its ending like we never had a chance. Do you have to make me feel like there’s nothing left of me? † The tone of this is a soft, sad/ lonely whisper to show how vulnerable the composer is feeling, but slowly leads up to a louder stronger tone. Personification is employed which gives the effect of showing how she eels by using a large mass of to show the emotion the composer is feeling. A rhetorical question is used to show how she is feeling as though everything has been taken from her, making her feel worthless. In the chorus the metaphor â€Å"You can take everything I have, you can break everything I am† is used to show that things are changing for her but she is getting better and stronger to not care as much about the issues. â€Å"Like I’m made of glass, like I’m made of paper† uses repetition to portray the effect of feeling weak but knowing you’re much stronger.This is shown be cause the substances referred to are paper and glass which are very weak and easy to break. In the third stanza emotive language is used. â€Å"Would it make you feel better to watch me while I bleed? † This is relating to her issues of self harm and how it would make people feel to watch her do it. The emotive language reference is said in an angry tone with high volume. This is to show how fed up of feeling bad about herself she is. This song suggests that bullying and self image issues are clearly an important one that holds relevance for contemporary society.

Exterminate All the Brutes essays

Exterminate All the Brutes essays In the early 1800s, European nations played a minor role in Africa, controlling only areas along the coast. Areas which provided markets for trade and an opportunity to increase their economy were concentrated upon. Although there was little monetary value, Europe renewed its interest in Africa by the mid-1800s. Colonial claims were established while ignoring the claims of African ethnic groups, kingdoms, and city-states. Although many Africans resisted, many of these attempts failed. In his book Exterminate All the Brutes, Sven Lindqvist explains European imperialism as well as the brutality of the time. Europeans renewed interest in Africa, stemmed partly from a desire to create overseas empires. By controlling these lands, they had access to raw materials needed for their industrial economies. Markets were also opened up for the goods they produced. Sven Lindqvist agrees with this idea by summarizing Benjamin Kidd s Social Evolution, Driven by the inbuilt forces of his own civilization, the Anglo-Saxon goes to the foreign country to develop its natural resourcesand the consequences seem to be inescapable 138-9). The Europeans began to build plantations where they grew peanuts, cocoa, rubber, and palm oil. The discovery of minerals in Africa increased European interest in the continent. The Congo produced copper and tin, and South Africa produced gold and diamonds. Another factor was nationalism. It was often thought that a countrys greatness could be measured by the number of colonies it controlled. Europe had the power to control many territories; this power rested upon military superiority. A European specialty was the art of killing from a distance (46). Although Europe was poorly resourced in the sixteenth century, they produced ocean-going ships with guns capable of spreading death and destruction across huge distances. Three hundred years later, the gods o...

Blindness in Samson Agonistes

Blindness in Samson Agonistes In John Milton’s play Samson Agonistes, eyesight is a recurring motif and blindness used frequently as a metaphor to define the status of a character’s journey. Milton uses the presence or lack of clarity in vision, both physically and spiritually, to indicate characters’ direction. Although several characters experience blindness to differing degrees, Samson epitomizes the dynamic states and stages of blindness. All of these are necessary components of his pilgrimage of personal redemption, where his loss of physical eyesight becomes essential to mitigate the more serious condition of internal, spiritual blindness. Manoah’s paternal connection to his son hinders his ability to see that the blindness Samson must endure as a result of his failures is actually necessary to restore Samson’s inner eyes. Manoah attempts to convince Samson that his predicament can be reversed and that there is a way out: â€Å"But God who caus’d a fountain at thy prayer From the dry ground to spring, thy thirst to allay After the brunt of battel, can as easie Cause light again within thy eies to spring.† (581-84) Manoah’s eyes are indeed veiled from reality, for he is unable to analyze the situation apart from his disposition and concepts which persuade him to believe that Samson is, in fact, ascetical. Manoah has the full assurance that the retrieval and homeward return of his son would cause the present problems to dissipate. However, Samson realizes that his escaping will not assist him along his destined path and will not accomplish the purpose of his existence. Surely God did not intend for Samson to single-handedly liberate Israel, but as the tribe’s sole recipient of the divine instruction, Samson is regarded as the man who will free Israel and her people from captivity. The awe and wonder that his strength elicits became an obstruction in the eyes of the Hebrews and of their faith. It does not occur to them that perhaps they too, as a people, have a role in fulfilling God’s plan. Their eyes are so fixed on the idea that Samson will be their savior that in a sense their faith in God is lessened. Samson’s strength is a mere manifestation of God’s strengthening him from within; the Israelites, however, regard his gift of strength as his sole qualification for the mission’s assignment. By so doing, they deny any accountability themselves. The Israelites should have learned from Solomon’s mistakes after his fall and taken the initiative to fulfill the promise. Instead, like Samson, his people lose sight of their faith and its source. It becomes apparent that Samson has become an idol to his people, and they have lost God as their focus by fixing their collective sight upon Samson’s God-like figure, which his strength and pride afford. Therefore, Samson is not the only one who has lost sight of his calling, but the Hebrews have fallen to the point where they â€Å"love bondage more than liberty, / Bondage with ease than strenuous liberty† (270-1). Samson, as well as his people, initially fail to see that his strength lies not within the seven locks of unshaven hair, but that his hair is a mere symbol of his heritage and of his vow to God. A footnote in Numbers, explaining the significance of the Nazarite vow, says, â€Å"Not shaving the head signifies not rejecting but being absolutely subject to the headship of the Lord as well as to all deputy authorities appointed by God.† The Nazarite vow was not developed solely for Samson, but it was a voluntary time of consecration where the Israelites declared their separation unto God: â€Å"All the days of his vow of separation no razor shall pass over his head. He shall be holy until the days are fulfilled for which he separated himself from Jehovah; he shall let the locks on his head grow long.† (Numbers 6:5) This general custom proves that, contrary to the belief of Samson and Dalila, that his hair is not the source of his super natural strength. Samson’s â€Å"heav’n- gifted strength† (36) is accompanied by a mission whose accomplishment relies entirely on his faithfulness to the vow. Gradually Samson becomes distracted by the fame and admiration that his strength elicits. A purpose that initially originated from a divinely assigned mission slowly digresses into a self-glorifying talent which makes Samson â€Å"fearless of danger, like made a petty God, walk’d about admir’d of all† (529-30). Samson himself admits that he had reached a point where he was â€Å"swollen with pride† and fell â€Å"into the snare† (532). As this egotistical outlook begins to take precedence in Samson’s life, he simultaneously begins to lose sight of the goals in and purpose of his life, leaving him inwardly blind, prior to the dramatic gouging out of his eyes. During the first three temptations of Dalila, Samson’s faith still remains true as he maintains his loyalty and covenant with God, just as he sustains the portion of his vow which requires him to abstain from â€Å"all delicious drinks†¦ [to] repress† (541-43). However, upon Dalila’s fourth attempt to trick her husband, â€Å"this high gift of strength†¦how easily [bereaves] [him], / Under the seal of Silence could not keep, / But weakly to a woman [does] reveal it† (47-50). Once Samson recognizes his weakness, despite his outward strength, he begins the journey of ascent towards self- reconstruction, where Samson comes to realize how he came to be in such a predicament: â€Å"God sent her to debase me, And aggravate my folly who committed To such a viper his most sacred trust Of secresie, my safety, and my life† (999-1002) Samson realizes too late that he was â€Å"impoten[t] of mind, in body strong!† (52). Before his upward journey, Samson is required to be completely broken, blinded and chained, â€Å"inferior to†¦ worm† (73-74). The man that was once admired and worshipped is now â€Å"dark in light expos’d / to daily fraud, contempt, abuse and wrong† (75-76), made powerless, in order for him to begin the long, dark journey into his self and back to his calling. Milton repeatedly utilizes the metaphor of blindness to take his characters on a progression from a point of darkness into light, to illustrate the growth and dynamic development of each character on their own, specific path to destiny. Milton’s entire tragedy depicts the treacherous journey of the hero whose â€Å"breeding [is] ordered and prescrib’d / As of a person separated to God† (30-31). In order for Samson’s purpose to be fulfilled and for God’s plan to be carried out, Samson’s physical strength has to be reduced to nothing. It is only possible in this moment of desperation following complete failure that the hero is able to prove his true strength, as he re-climbs from the heap of collapse. Not only does this journey entail the reconstruction of his strength, but Samson is forced to endure this journey in complete darkness in order to redefine his view of the world and to relinquish his confidence in his own ability, and to ultimatel y refine and strengthen his faith in God. The Hebrews, like Samson, are also in need of restoration of sight to see again who their God is. Their faith falters simultaneously with the breaking of Samson’s vow; not one of them takes any form of action in attempt to accomplish God’s plan. Their sole concern is the preservation of Samson’s sight and strength, for this is where their faith resides. Manoah also fails to see that the restoration of Samson’s sight is not of utmost importance, but that much more, his inward eyes would be reopened to realize his purpose, to see why God twice appeared to his parents to announce the importance of his birth. Samson is both weakened and inwardly blinded by his wife’s beauty and temptations, but it is not until his eyes are gouged out that he acknowledges that he has been â€Å"entangled with a poysnous bosom snake.† When Samson’s faith is lost, he is in â€Å"double darkness†, both outwardl y and inwardly blind. It is not until his final moments that his inward eyes are opened; he regains his lost faith, and truly realizes and accomplishes his purpose in his very last breath.

Hospitality Management internship Essay Example | Topics and Well Written Essays - 500 words

Hospitality Management internship - Essay Example The following paragraphs state the pros and cons of the democratic management skill to this particular organization. This type of management skill will in one way or another lift the employee’s morale because they feel important and treasured in the development of the particular organization. The uplift of an employee’s morale3 will hence increase the output of the employee towards the increase of the particular organizations .on the other hand the consultation of the employees before making of any decisions will lead to the employer identifying miss ups in the organization. This will then lead the organization growing at very fast rate with minimal mistakes to bring down the organization. In other cases, this type if management may lead to the employees losing their trust on the management and decision making skills of the particular management. Sometimes the employees may want the management to make decisions for them. Through the democratic form in the organization, the culture of the organization is kept alive hence making the team building of the organization much easier. Due to the ongoing culture of the organization, the management is able to help the employees of the organization grow in skill in the particular posts posted in. Through the method the employees consult each other and correct their weaknesses together hence making the organization much stronger as a team. This will then make the cohesiveness of the employees much stronger hence facilitating the management and the running of the organization. Each employee is unique and has his or her own strength and weaknesses hence the employer is able to pick out the specific employees with the same strengths in the organization and put them together. This will be able to make the organization strong in every aspect because many of its members are4 working on the same part of the organization hence making of mistakes is pretty hard for the members working as one

Marketing mix elements of Starbuck and British airways Essay

Marketing mix elements of Starbuck and British airways - Essay Example The British Airways which is located London, UK provides transport services as their commodity of trade across the globe. The pricing of their services provides the customer with a choice to get what they can afford. This therefore enables them earn profits and beat competition in the market. The prices of British Airways also promote their business. This is backed up with promotional offers during Christmas. They have also expanded their persuasive communication to customers to enable them proof the existence. This airline also has an e-business which has then enabled them to access a very wide market all over the world.According to Ambler (2004), comparing Starbucks and British Airways businesses, one of their differences is that Starbucks is a product business while the British Airways is a services business. The pricing of the two businesses also differ. British Airways offers low prices for their services while Starbucks prices are relatively higher than those of their competito rs. The process of service provision used by the British Airways is that of direct access to the customers while Starbucks Corporation uses other business intermediaries to run their businesses in other countries that their coffee stores are located. Starbucks target market was university students while British market target is people from all over the world.McDonald and Keegan (2002) explain that Starbucks offers Wi-Fi to their customers while British Airways use their pricing and other online services to promote their business.

McDonald's ethics Term Paper Example | Topics and Well Written Essays - 1250 words

McDonald's ethics - Term Paper Example ald s code of ethics likewise promises to intention any private or open clash that may take the position of budgetary , political , social , monetary and natural stance (Mcdonald s Corporation , 2006 , Online ). Mcdonalds will likewise be transparent on the strategy that they use to determination such clash . For this situation , they will be looking to cultivate great association with all the stake holders . On the budgetary additions , Mcdonalds have the moral obligation of proclaiming the comes back to the shareholders in correctness , prompt , transparent and obliged profundity . The guarantee to maintain the US and non US organizations regulations . The guarantee to act without noxiousness , with sensible forethought and with transparent truths that wont be influenced by any second or outsider weight . The partnership esteems business autonomy that they might want to exhibit to any autonomous second gathering reviewers (Mcdonald s Corporation , 2006 , Online Mcdonalds guarantees to settle on the right choices and translations that are without subordination . The code of morals additionally ties the workers to keep up indispensable organization secrecy unless appropriately approved. They have a guarantee that all representatives will have great stream of correspondence. The will be customarily redesigning the shareholders of any monetary matter that effect on the business. Rewrapping the Big Mac McDonalds was provoked to settle on the sudden choice of changing from the clamshell polystyrene cheeseburger boxes wrap to wrap because of ecological concerns. There were purchaser worries that the polystyrene wraps were contaminating natures domain regardless of the possibility that the organization had the capacity to reuse them in the past. They were currently holding the presumption that the wraps were all the more ecologically sound. Today discharges its fourth Corporate Responsibility Report, themed "Dependable nourishment for a supportable future." The

Sexual harassment in the work place

Sexual harassment in the work place Sexual Harassment in the Work Place The Clarence Thomas Supreme Court case confirmation hearings in 1991 were the first to bring the issue of sexual harassment into increased standing. Anita Hill, a former employee of Thomas, alleged that he had sexually harassed her while she was working under his supervision. Although the allegations where never sustained, the hearing made many people more aware of how often employees are sexually harassed in the work place. This, combined with other events lead to a tremendous increase in the number of sexual harassment complaints bring filed with the Equal Employment Opportunity Commission (Chapter 3, 123). In addition to the early allegations, there have been more recent incidents that have brought more attention to sexual harassment in the workplace. One major incident took place after President Clinton took office and faced a sexual harassment lawsuit by Paula Corbin Jones. Jones alleged that Clinton sexual harassed her during a business trip in a Little Rock hotel room. This caused the number of sexual harassment complaints to jump in number, again, between 1993 and 1994. However, the number of cases filed has decreased substantially since 2000 (Chapter 3, 123). There are two specific legal definitions of sexual harassment that have been established in employment law. Quid Pro Quo Harassment; this is transferred into â€Å"something for something,† or â€Å"you do something for me and Ill do something for you† (Sexual Harassment, 2009). This happens when unwelcome sexual advances are expected in exchange for certain job benefits. An example of this would be an employee being offered a raise or a promotion if they go out on a date with the particular supervisor. This also happens when an employee makes a decision, or provides or withholds certain opportunities based on another employees submission to verbal, non verbal or physical conduct (Sexual Harassment, 2009). Quid pro quo harassment is just as unlawful whether the victim resists and suffers the threatened harm or submits to avoid the harm (Sexual Harassment, 2009). The Bundy v. Jackson case illustrates quid for quo sexual harassment. Bundy was a personnel clerk with District of Columbia Department of Corrections. She received repeated sexual propositions from Delbert Jackson, who was currently another employee when this happened. He later became the director of the agency. After this she began to receive propositions from two of her supervisors. She took the issue to their supervisor, Lawrence Swain, who dismissed her complaints; telling her that â€Å"any man in his right mind would want to rape you,† then proceeded to ask her to begin a sexual relationship with him (Chapter 3, 123). When Bundy was eligible for a promotion, she was passed over because of her â€Å"inadequate work performance,† although she had never been told that her work performance was unsatisfactory (Chapter 3, 123). The second definition is Hostile Environment Sexual Harassment. This happens when an employee is â€Å"subjected to comments of sexual nature, offensive sexual materials, or unwelcomed physical contact as a regular part of the work environment† (Chapter 3, 123). Normally if this were to happen once it would not be considered hostile environment harassment unless it is extremely outrageous conduct. Under this definition the courts look to see whether the conduct is both serious and frequent. Supervisors, managers, co-workers and even customers can create a hostile environment (Chapter 3, 123). These types of behaviors are also covered under Title VII because they treat individuals differently based on their sex. Also, although most harassment cases involve male on female harassment, any individual can be harassed. For example, male employees at Jenny Craig alleged that they were sexually harassed, and a federal jury found that a male employee had been sexually harassed by his male boss (Chapter 3, 123). In addition, Ron Clark Ford of Amarillo, Texas, recently agreed to pay 140,000 dollars to six male plaintiffs who alleged that they and others were subjected to a sexually hostile work environment and treated differently because of their gender by male managers (Chapter 3, 123). There are three critical issues when dealing with sexual harassment cases. First, the plaintiff cannot have â€Å"invited or incited† the advances (Chapter 3, 123). Most of the time the plaintiffs sexual history, whether she or he wear provocative clothing, and whether she or he engages in sexually explicit conversations are used to prove or disprove that the advance was unwelcome (Elements, 648). The second critical issue if that the harassment must have been severe enough to alter the â€Å"terms conditions and privileges of the employment† (Chapter 3, 123). Many courts have used the â€Å"reasonable woman† standard in determining the severity or pervasiveness of the harassment (Elements, 648). This consists of assessing whether a reasonable woman, faced with the same situation, would have reacted similarly. This recognizes that behavior that might be considered appropriate by a man may not be considered appropriate by a woman (Elements, 648). The third issue is that the courts must determine whether the organization is liable for the actions of it employees. To determine this, the courts normally examine two things. First, did the employer know about the harassment? Second, did the employer do anything to stop this behavior? Normally if the employer knew about the actions and didnt do anything to stop them then the court would find the employer guilty of not appropriately stopping the harassment (Elements, 648). The US Equal Employment Opportunity Commission (EEOC) describes sexual harassment as a â€Å"form of gender discrimination that is in violation of Title VII of the 1964 Civil Rights Act† (Abdulaziz, S. 2009). In 1998, the US Supreme Court made employers more liable for sexual harassment of their employees. Since then, the Society for Human Resource Management has reported that 62 percent of companies now offer sexual harassment prevention training programs, and 97 percent have a written sexual harassment policy (Abdulaziz, S. 2009). The number of cases filed with the EEOC has gradually decreased. In 1997, close to 16,000 charges were filled. Ten years later in 2007, only 12,510 were filed. â€Å"A telephone poll done by Louis Harris and Associates on 782 US workers revealed the following statistics: 31 percent of the female workers and only 7 percent of male workers reported they had been harassed at work, 62 percent of targets took no action, 100 percent of female workers were harassed by men, where as, 59 percent of men reported the harasser was a woman and 41 percent said the harasser was another man† (Elements, 648). Remedies for sexual harassment depend on the severity of sexual harassment complaints and findings of the investigator, as well as, the situation. When the person lost an employment opportunity the following could happen: hiring the person for the job or opportunity lost, providing the person with the opportunity with he or she missed to the extent possible, and providing financial compensation for the lost opportunity (Discrimination, 2009). If the person has lost wages the following could happen: all or part of the lost wages or salary would be compensated, lost pension or other benefits would be compensated, lost raises, overtime, shift bonuses, or higher rates of pay which should have been earned by promotion would be compensated, and any lost wages or benefits which can reasonably be linked to the act of sexual harassment would be compensated (Discrimination, 2009). Typically all expenses attributed to the enforcement of the persons rights can be compensated. Such expenses include: medical expenses, such as psychological care, travel expenses for attending physician, preparation of reports and costs of experts attendance at a trial, travel costs to attend a hearing, and wages and/or tips lost as a result of attending a hearing (Discrimination, 2009). Sexual harassment in a work place is any form of unwanted or unwelcomed behavior, or attention of a sexual nature that interferes with your ability to function at work. It is also, largely a form of gender discrimination that is covered under Title VII of the Civil Rights Act (Sexual Harassment, 2009).There are many cases that have resulted from sexual harassment and many different forms of remedies of such harassment takes place.

Worldwide Education :: essays research papers

Around the world, education is funded in different ways, yielding different outcomes. In Europe, the state typically still pays for the institutional costs of instruction; students pay little or no tuition, but are responsible for living costs; and most universities are public. In many Asian countries (such as Japan, Korea, Taiwan, and the Philippines), most students attend private universities and colleges and pay the full cost of their education. Tuition is also charged in the small and relatively elite public higher education sector. In the United States, a mix of public and private institutions exists; 80 percent of students attend public colleges and universities, where they pay tuition amounting to something like a quarter or more of the actual cost of instruction, with public funds and other resources covering the rest. The remaining 20 percent study in private institutions, where students pay the bulk of the cost of education. Many people scowl at the idea of reforming to a European model of school funding, believing that the taxes would be exponentially higher. However, this is not necessarily true. In most EU countries, the standard rate of tax is 20%. The higher rate is 42% for those whom earn over a certain variable gross yearly income. Employees pay tax, similar to the U.S. system under the Pay As You Earn (PAYE) system. This means that tax is deducted by the employer weekly or monthly depending on how frequently you are paid. If you make more than the variable gross yearly income, tax is paid at the standard rate (20%) up to the cut-off point. Any income over the cut-off point is taxed at the higher rate of tax (42%). Unlike the U.S. system or taxation, this system seems more fair, especially because you are not paying tax on any wages that are paid towards healthcare or Old Age Pension (similar to social security). One nation that set the standard for the tax outline currently used in most countries is Ireland. In Ireland, the healthcare tax is about 2% taken out of your paycheck, unless you make under â‚ ¬400 (January 2005) per week – or self-employed people with income of â‚ ¬20,800 or less per year. Also, most employers and employees (over 16 years of age) in Ireland pay social insurance contributions into Ireland's national Social Insurance Fund. In general, the payment of social insurance is required. The social insurance contributions in Ireland are referred to as PRSI (Pay Related Social Insurance).

Acca F1 Chapter 4

Chapter 4: Leadership, management and supervision Chapter learning objectives Upon completion of this chapter you will be able to: * define the term leadership * define the term management * define the term supervision * explain the difference between a leader and a manager distinguish between the role of the manager and the role of a supervisor * explain the classical approach to management using theories of  Fayol and Taylor * explain the main duties of a manager according to  Fayol * outline the relevance of classical approach to modern data practices * explain the nature of the human relations school aâ‚ ¬Ã¢â‚¬Å"  Mayo * describe the modern school of management with reference to the theories of  Mintzberg  and  Drucker * describe the three managerial roles as per work of  H Mintzberg * explain what is meant by authority * explain what is meant by the term responsibility identify the main sources of authority * explain the relationship between authority and respon sibility * explain the situational approach to leadership using  Adair's  theory * explain the contingency approach using  Fiedler's  leadership theory * explain the differences between transactional and transformational leadership referring to the  Bennis  theory * describe the phases of the change process referring to  Kotter  theory * explain the  Heifetz  leadership theory * explain the five scores on the  Blake  and  Mouton  managerial grid * outline the usefulness of the Blake and Mouton grid describe the four leadership styles as per  Ashridge.1 Introduction 1. 1 Leadership Abasic definition of a leader is ‘someone who  exercises  influence overother people'. This can be expanded into a more complex definition:'Leadership is an interpersonal influence directed toward theachievement of a goal or goals'. * Interpersonal aâ‚ ¬Ã¢â‚¬Å" between people. * Influence aâ‚ ¬Ã¢â‚¬Å" the power to affect others. * Goal aâ‚ ¬Ã¢â‚¬Å" something that we need/want to achieve. Leadership is a conscious activity and is concerned with settinggoals and inspiring people to provide commitment to achieve theorganisation's goals. . 2 Managers Allmanagers have in common the  overall  aim of getting things done,delegating to other people rather than doing everything themselves. Management can be defined as ‘the effective use and co-ordinationof resources such as capital, plant, materials and labour to achievedefined objectives with maximum efficiency'. A leader can be a manager, but a manager is not necessarily aleader. If a manager is able to influence people to achieve the goals ofthe organisation, without using formal authority to do so, then themanager is demonstrating leadership.Illustration 1 aâ‚ ¬Ã¢â‚¬Å" Differences between managers and leaders The manager administers; the leader innovates. The manager relies on control; the leader inspires trust. The manager has his eye on the bottom line; the leader has his eye on the horizon. 1. 3 Supervision The supervisor is part of the management team. * The supervisor is a person given authority for planning and controlling the work of their group, but all they can delegate to the group is the work itself. * A supervisor, therefore, is a type of manager whose main role is to ensure that specified tasks are performed correctly and efficiently by a defined group of people. In general, supervisors will also be doing operations work and giving advice to others to help solve problems. If the more senior manager is absent, the supervisor will take over the role. Illustration 2 aâ‚ ¬Ã¢â‚¬Å" The role of a supervisor Supervisors divide their time between supervisory duties and adetailed task. For example a supervisor in  purchasing  may also regularlycomplete some clerical work like raising purchase orders. Managers must ensure that supervisors understand organisationalobjectives and communicate the power and limits of the supervisor'sauthority.Supervis ion is an important part of the task and process ofmanagement. The role of the supervisor requires direct contact with and responsibility for the work of others. * The supervisor is the interface between the management and the workforce. * Front line aâ‚ ¬Ã¢â‚¬Å" resolving problems first hand where the work is done, and often having to resolve problems quickly. * They often need to have direct knowledge of  employment  legislation. * Often have responsibility for negotiation and industrial relations within the department. * Management tasks and operational work to perform. Day-to-day detailed internal information (manager aâ‚ ¬Ã¢â‚¬Å" medium-term internal and external information). Test your understanding 1 Briefly explain in general terms the responsibilities of a supervisor.2 Theories of management 2. 1 The classical school Both  Taylor and Fayol  shared the belief that individualsmust subordinate themselves to the needs of the organisation. In returnthe organisation was obliged to provide job security and goodremuneration. * Taylor and Fayol  believed in ‘one best way', the optimum way to: * organise the firm * do the individual job emphasis on the task to be done rather that the person doing it. * some of the main features of their approach were as follows: * belief in one controlling central authority * specialisation of tasks * fair pay and good working conditions, decided by management * clear lines of command. Illustration 3 aâ‚ ¬Ã¢â‚¬Å" Theories and management Scientific thinking on motivation in the workplace included a belief that reward for effort was a key consideration. Test your understanding 2 Which of the following statements best describes the classical approach to management? A  No one best approach.B  Communication should be encouraged. C  One best approach. D  An employee is considered an input to the organisational system. Fayol  argued that management may be split into five broadsareas: forecasting and planning, organisation, command, co-ordinationand control. Expandable text – Fayol's rules of managerial conduct Fayol  applied 14 rules of managerial conduct. These are: * Division of work  aâ‚ ¬Ã¢â‚¬Å" to improve practice and familiarity and become specialised. * Authority  aâ‚ ¬Ã¢â‚¬Å" the right to give orders, linked with responsibility. * Discipline  aâ‚ ¬Ã¢â‚¬Å" respect in accordance with the agreement between the firm and its employees. Unity of command  aâ‚ ¬Ã¢â‚¬Å" each subordinate answerable to only one superior. * Unity of direction  aâ‚ ¬Ã¢â‚¬Å" only a single head and plan for a set of activities. * Subordination to the general interest  aâ‚ ¬Ã¢â‚¬Å" the general good prevails over individual or sectional interests.* Remuneration  aâ‚ ¬Ã¢â‚¬Å" should be fair to both the recipient and the firm. * Centralisation  aâ‚ ¬Ã¢â‚¬Å" inevitable in organisations, but the degree should be appropriate. * Scalar chain  aâ‚ ¬Ã¢â‚¬Å" graduated lines of authority should exist from the top to the bottom of the organisation. * Order  aâ‚ ¬Ã¢â‚¬Å" workers and materials should be in their prescribed place. * Equity  aâ‚ ¬Ã¢â‚¬Å" combining clemency with justice. Tenure of personnel  aâ‚ ¬Ã¢â‚¬Å" adequate time for settling into jobs should be allowed. * Initiative  aâ‚ ¬Ã¢â‚¬Å" should be encouraged within the boundaries of authority and discipline. * Esprit de corps  aâ‚ ¬Ã¢â‚¬Å" harmony and teamwork should be encouraged in the organisation. Fayol  believed that a manager obtained the best performancefrom his workforce by leadership qualities, by his knowledge of thebusiness and his workers, and by his ability to instil a sense ofmission. Test your understanding 3 Which of the following are elements of management as identified by  Fayol. AControl. BMotivation. CCommunication. DCompromise.The implications of  Taylor's  scientific management are as follows: * Workers should be set high ta rgets, but should be well rewarded for achieving them. * Working methods should be analysed ‘scientifically', including the timing of work. * Management should plan and control all the workers' efforts, leaving little discretion for individual control over working methods. While there may be areas where these principles are still relevant,most modern theorists would argue that a more progressive approach isneeded where: * It is recognised that there is not always a ‘best' way of doing a particular job. Employees can often have considerable insight into a job and can make important suggestions for improvements. * Many workers can be motivated by other methods than tight control and financial reward. These issues are discussed in more details later in this chapter. Illustration 4 aâ‚ ¬Ã¢â‚¬Å" Theories of management The classical approach is still being utilised today since this isthe principle applied in most call centres: targets are set for thenumber of calls to be ta ken in a predetermined time period and reward isbased on the achievement of the target. Test your understanding 4Which one of the following statements is closest to the beliefs of the classical school? AEmphasis on social groups. BEmphasis on the task to be done rather than the person doing it. CEmphasis on the person rather than the task. DEmphasis on encouraging people to reach their full potential. 2. 2 The human relations school Research carried out by  Mayo  at the General ElectricCompany in Chicago concluded that group relationships andmanagement-worker communication were far more important in determiningemployee behaviour than were physical conditions (e. . lighting andnoise) and the working practices imposed by management. Also, wagelevels were not the dominant motivating factor for most workers. Further research established the following propositions of the human relations school.* Employee behaviour depends primarily on the social and organisational circumstances of wo rk. * Leadership style, group cohesion and job satisfaction are major determinants of the outputs of the working group. * Employees work better if they are given a wide range of tasks to complete. Standards set internally by a working group influence employee attitudes and perspectives more than standards set by management. The usefulness of the human relations approach The school explicitly recognised the role of interpersonalrelations in determining workplace behaviour, and it demonstrated thatfactors other than pay can motivate workers. However, the approachpossibly overestimates the commitment, motivation and desire toparticipate in decision making of many employees. Test your understanding 5 Which one of the following statements is closest to the beliefs of the human relations school?AEmphasis on social groups. BEmphasis on the task to be done rather than the person doing it. CEmphasis on one best approach. DEmphasis on hierarchy of management. 2. 3 Modern writers Contributions made by modern writers on management include: * Contingency approach (‘no one best approach')  aâ‚ ¬Ã¢â‚¬Å" contingency theorists do not ignore the lessons learnt from earlier theorists, but adapt them to suit particular circumstances. * Behaviouralism  aâ‚ ¬Ã¢â‚¬Å" concerned with the personal adjustment of the individual within the work organisation and the effects of group relationships and leadership styles. Systems theory  aâ‚ ¬Ã¢â‚¬Å" expresses a manger's role as being a co-ordinator of the elements of a system, of which people are only one part. Expandable text – systems theory Systems theory takes the view that an organisation is a socialsystem, consisting of individuals who co-operate together within aformal framework, drawing resources from their environment and puttingback into that environment the products they produce or the servicesthey offer: * in doing so the input is converted into the final product or service, hopefully with value being added * an organisation does not exist in a vacuum.It depends on its environment and is part of larger systems, such as society, the economic system and the industry to which it belongs. Examples of the other systems include an information system, production system and a communication system. Drucker  identified five basic operations in the work of a manager. Managers: Expandable text * Set objectives  aâ‚ ¬Ã¢â‚¬Å" determining what they should be and what the goals in each area should be. They decide what has to be done to reach these objectives and make them effective by communicating them to the people who are going to perform them. Organise  aâ‚ ¬Ã¢â‚¬Å" analysing the activities, decisions and relations needed. They classify the work, divide it into manageable activities and further divide the activities into manageable jobs. They group the units and jobs, and select people for the management of the units and for the jobs to be done. * Motivate and communicate  aâ⠀š ¬Ã¢â‚¬Å" making a team out of the people that are responsible for various jobs. * Establish yardsticks  aâ‚ ¬Ã¢â‚¬Å" by making measurements available, which are focused on the performance of the whole organisation and which, at the same time, focus on the work of the individual and help them to do it.Managers analyse, appraise and interpret performance. * Develop people, including themselves. Mintzberg  identified ten skills which managers need if theyare to develop greater effectiveness, and grouped them together underthree categories, interpersonal, informational and decisional. Test your understanding 6 Is the following statement in line with  Mintzberg's  approach? ‘The manager in the informational role combines being a spokesperson and disseminator with being a monitor of information. ‘ 3 Managerial authority and responsibilityAuthority refers to the relationship between the participants in an organisation. * Authority is the right to give orders and t he power to exact obedience  (Fayol). * Authority is the right to do something, or ask someone else to do it and expect it to be done. * Authority is thus another word for legitimate power. Illustration 5 aâ‚ ¬Ã¢â‚¬Å" Managerial authority and responsibility When analysing the types of authority which a manager or department may have the following terms are often used: * Line authority  aâ‚ ¬Ã¢â‚¬Å" the authority a manger has over a subordinate, down the vertical chain (or line) of command. Staff authority  aâ‚ ¬Ã¢â‚¬Å" is the authority one manager or department may have in giving specialist advice to another manager or department, over which there is no line authority. (HR department advising the accounts manager on interviewing techniques. )* Functional authority  aâ‚ ¬Ã¢â‚¬Å" is a hybrid of line and staff authority, whereby a manager setting policies and procedures for the company as a whole has the authority in certain circumstances, to direct, design or contr ol activities or procedures of another department. (A finance manager has authority to require timely budgetary control reports from other departmental/line managers. Test your understanding 7 If a manager justifies an instruction to a subordinate by saying'because I am your superior' the manager is relying on which of thefollowing bases of authority? AFunctional BStaff CLine Responsibility is the liability of a person to be called to account for his or her actions. * Responsibility expresses the obligation a person has to fulfil a task, which he or she has been given. A person is said to be responsible for a piece of work when he or she is required to ensure that the work is done. * Responsibility is the obligation to use delegated powers. The important point is that managers and supervisors are ultimately responsible for the actions of their subordinates; the term ‘accountable' is often used. * It is accountability for the performance of specified duties or the satisfactory achievement of defined company objectives. * Because responsibility is an obligation owed, it cannot be delegated. * No superior can escape responsibility for the activities of subordinates, for it is the supervisor who delegates authority and assigns the duties. Test your understanding 8 Which of the following statements could be a definition of responsibility?ALiability to be called to account. BAccountability for actions. CAn obligation owed. John French and Bertram Raven  identified five sources or bases of power. * Reward  power aâ‚ ¬Ã¢â‚¬Å" is based on one person having the ability to reward another person for carrying out orders or meeting other requirements. * Coercive  power aâ‚ ¬Ã¢â‚¬Å" is based on one person's ability to punish another for not meeting requirements, is the negative side of reward power. * Expert  power aâ‚ ¬Ã¢â‚¬Å" is based on the perception or belief that a person has some relevant expertise or special knowledge that others do not. Refere nt  power aâ‚ ¬Ã¢â‚¬Å" is based on one person's desire to identify with or imitate another. * Legitimate  power aâ‚ ¬Ã¢â‚¬Å" the power derived from being in a position of authority within the organisational structure aâ‚ ¬Ã¢â‚¬Å" according to the position they hold within the organisation. Illustration 6 aâ‚ ¬Ã¢â‚¬Å" Managerial authority and responsibility If a manager justifies an instruction to a subordinate by saying'because I am a qualified accountant' the manager is relying on which ofthe following bases of power? AReferent BReward CLegitimate DExpert Solution D Test your understanding 9If a manager justifies an instruction to a subordinate by saying'because I am your superior' the manager is relying on which of thefollowing bases of authority? AReferent BReward CLegitimate DExpert In every position authority and responsibility should correspond (principle of correspondence): * Having responsibility without authority  aâ‚ ¬Ã¢â‚¬Å" supervisor may be held res ponsible for time keeping but does not have the authority to discipline subordinate for poor time-keeping. The supervisor is powerless to achieve the levels upon which his or her performance is being judged.This supervisor is likely to become frustrated, stressed and demotivated. Performance is likely to suffer. Conflict will occur if the supervisor fails the task due to lack of co-operation caused by lack of authority. * Having authority without responsibility  aâ‚ ¬Ã¢â‚¬Å" personnel department employ an individual but will have no responsibility for the employee; they are in a position of false security. Managers not held accountable for their authority may exercise their authority in an irresponsible way, which may not be to the benefit of the organisation.They may take unacceptable risks, because the consequences of decisions will not rebound on them. The control mechanisms of the organisation depend on accountability. Test your understanding 10 John has just joined a small accounts department. The financialcontroller is taken ill. John has been told that he needs to prepare themanagement accounts and requires information regarding salaries. Thepayroll department are not happy about giving John the informationrequired. What is the underlying cause of the problem? 4 Theories of leadership approaches 4. 1 The action-centred approach (Adair) Adair  suggests that any leader has to strive to achieve three major goals while at the same time maintaining a position as an effective leader. * Adair's action-centred leadership model looks at leadership in relation to the needs of the task, individual and group. Test your understanding 11 The table below includes needs that managers have to action. Suggest whether they are likely to be associated with individual, taskor group needs. 4. 2 The contingency approach (Fiedler) Contingency theory sees effective leadership as being dependenton a number of variable or contingent factors.There is no one right wayto lead that will fit all situations; rather it is necessary to lead ina manner that is appropriate to a particular situation. Fiedler's contingency theory * Fiedler  studied the relationship between style of leadership and effectiveness of the work group. Two styles of leader were identified. Psychologically distant managers (PDMs). * Maintain distance from their subordinates by formalising roles and relationships within the team. * Are withdrawn and reserved in their interpersonal relationships. * Prefer formal communication and consultation methods rather than seek informal opinion. Judge subordinates on the basis of performance and are primarily task-orientated. * Fiedler found that leaders of the most effective work groups actually tend to be PDMs. Psychologically close managers (PCMs) * Do not seek to formalise roles and relationships. * Prefer informal contacts to regular formal staff meetings. * They are more concerned to maintain good human relationships at work to ensure that t asks are carried out efficiently. * Fiedler  concluded that a structured (or psychologically distant) style works best when the situation is either very favourable or very unfavourable to the leader. On the other hand, a supportive (or psychologically close) style works best when the situation is moderately favourable to the leader. * He further suggested that group performance would be contingent upon the appropriate matching of leadership styles and the degree of favourableness of the group situation for the leader. Fiedler  went on to develop his contingency theory in ‘Atheory of leadership effectiveness', in which he argued that theeffectiveness of the workgroup depended on the situation. The leadershipsituation is made up of three key variables: * The relationship between the leader and the group (trust, respect and so on). The extent to which the task is defined and structured. * The power of the leader in relation to the group. Illustration 7 aâ‚ ¬Ã¢â‚¬Å" Theorie s of leadership approaches Fiedler  suggested that a situation is favourable to theleader when the leader is liked and trusted by the group, the tasks ofthe group are clearly defined and the power of the leader to reward andpunish the team, with organisational backing, is high. Test your understanding 12 The accounts manager holds a departmental meeting every Monday at 10. 00 am. How would  Fiedler  define this manager? 4. 3 Transformational leadership (Bennis)Some of the values used to distinguish between managers and leaders have also been identified as: * Transactional leaders aâ‚ ¬Ã¢â‚¬Å" see the relationship with their followers in terms of a trade: they give followers the rewards they want in exchange for service, loyalty and compliance. * Transformational leaders aâ‚ ¬Ã¢â‚¬Å" see their role as inspiring and motivating others to work at levels beyond mere compliance. Only transformational leadership is said to be able to change team/organisational cultures and crea te a new direction. Expandable text Bennis  is an influential American author on leadership andchange.He focuses on the need to inspire change rather than imposingit. He identifies five ‘avenues of change': * Dissent and conflict aâ‚ ¬Ã¢â‚¬Å" top management impose change by means of their position of power, the result being rancour amongst those affected. * Trust and truth aâ‚ ¬Ã¢â‚¬Å" management must gain trust, express their vision clearly, and persuade others to follow. * Cliques and cabals aâ‚ ¬Ã¢â‚¬Å" cliques have power, money and resources; cabals have ambition, drive and energy. Unless the cliques can co-opt the cabals, revolution is inevitable. * External events aâ‚ ¬Ã¢â‚¬Å" forces of society can impose change, e. . by new government regulation or through overseas competition. * Culture or paradigm shift aâ‚ ¬Ã¢â‚¬Å" changing the corporate culture is the most important avenues of change. Test your understanding 13 When organisational change requires a change in structure and/orculture would the organisation require a transformational ortransactional leader? 4. 4 Managing change (Kotter) Kotter  set out the following change approaches to deal with resistance: Test your understanding 14 Training in the use of a new information system is a means of overcoming resistance to change by: AFacilitation and support.BEducation and communication. CParticipation and involvement. DNegotiation and agreement. 4. 5 Leadership to mobilise (Heifetz) Heifetz  argues that the role of the leader is to help people face reality and to mobilise them to make change. Heifetzsuggests that the old approach to leadership was that leaders had theanswers, the vision and then needed to persuade people to sign up forthe change. Heifetz believes that leaders provide direction but do nothave to offer definite answers and should mobilise people to tackle thetough challenges for themselves. Leaders have two choices when resolving a situation: Technical change aà ¢â€š ¬Ã¢â‚¬Å" the application of current knowledge, skills and or tools to resolve a situation. * Adaptive change aâ‚ ¬Ã¢â‚¬Å" is required when the problem cannot be solved with existing skills and knowledge and requires people to make a shift in their values, expectations, attitudes or habits of behaviour. This is often required to ensure organisational survival. Expandable text Heifetz  suggests four principles for bringing about adaptive change: * Recognition that the change requires an adaptive approach and understanding the values that need to be shifted and the issues that need to be resolved to make the shift possible. Adaptive change causes unhappiness in the people being led; adaptive change requires the right level of stress to be applied: too little stress and people do not appreciate the need for change: too much stress and there will be no ‘buy-in'. * Keep focused on the real issue of realising the change; do not spend too much time on stress-reducing distrac tions. * Ensure the people who need to make the change take responsibility and face the reality of doing the work of change for themselves. Leaders provide the direction, posing well-structured questions, rather than offering definite answers. Leadership styles 5. 1 Blake and Mouton Robert Blake and Jane Mouton  carried out research intomanagerial behaviour and observed two basic dimensions of leadership:concern for production (or task performance) and concern for people. Based on the results of staff questionnaires, managers can then be plotted on  Blake and Mouton's grid. 1. 1 Management impoverished  aâ‚ ¬Ã¢â‚¬Å" this manager only makesminimum effort in either area and will make the smallest possible effortrequired to get the job done. 1. ‘Country Club' management  aâ‚ ¬Ã¢â‚¬Å" this manager is thoughtfuland attentive to the needs of the people, which leads to a comfortablefriendly organisation atmosphere but very little work is actuallyachieved. 9. 1 Task mana gement  aâ‚ ¬Ã¢â‚¬Å" this manager is only concerned with production and arranges work in such a way that people interference is minimised. 5. 5 ‘Middle of the road management'  aâ‚ ¬Ã¢â‚¬Å" this manager is able to balance the task in hand and motivate the people to achieve these tasks. 9. 9 Team management  aâ‚ ¬Ã¢â‚¬Å" this manager integrates the two areas to foster working together and high production to produce true team leadership.Blake and Mouton's  grid can be used to assess the currentbehavioural style of a manager and then plan appropriate training anddevelopment to enable them to move towards 9. 9. Test your understanding 15 Using the scores shown on the above grid, make suggestions as tohow this particular manager could improve his/her managerial style. 5. 2 Ashridge The research unit at  Ashridge Management  College distinguished four different management styles. Tells (autocratic)  aâ‚ ¬Ã¢â‚¬Å" the manager makes all the decisions and issue s instructions which must be obeyed without question. Strengths: * Quick decisions can be made when required. The most efficient type of leadership for highly-programmed work. Weaknesses: * Communications are one-way, neglecting feedback and potential for upward communication or team member input. * Does not encourage initiative or commitment from subordinates, merely compliance. Sells (persuasive)  aâ‚ ¬Ã¢â‚¬Å" the manager still makes all thedecisions, but believes that team members must be motivated to acceptthem in order to carry them out properly. Strengths: * Team members understand the reason for decisions. * Team members may be more committed. * Team members may be able to function slightly better in the absence of instruction.Weaknesses: * Communications are still largely one-way. * Team members are not necessarily motivated to accept the decision. * It still doesn't encourage initiative or commitment. Consults (participative)  aâ‚ ¬Ã¢â‚¬Å" the manager confers with the team and takes their views into account, although still retains the final say. Strengths: * Involves team members in decisions, encouraging motivation through greater interest and involvement. * Consensus may be reached, enhancing the acceptability of the decision to team members. * The quality of the decision may benefit from the input of those who do the work. * Encourages upward communication.Weaknesses: * May take longer to reach decisions (especially if consensus is sought). * Team member input may not enhance the quality of the decision. * Consultation can be a faA §ade for a basic ‘sells' style. Joins (democratic)  aâ‚ ¬Ã¢â‚¬Å" the leader and the team members make the decision together on the basis of consensus. Strengths: * Can provide high motivation and commitment from team members. * Empowers a team member to take the initiative (e g. in responding flexibly to customer demands and problems). * Shares other advantages of the ‘consults' style (especi ally where team members can add value). Weaknesses: May undermine the authority of the manager. * May further lengthen the decision-making process. * May reduce the quality of the decision because of the politics of decision making. Test your understanding 16 For each of the statements made by managers listed below, choose an Ashridge leadership style that best describes the statement. Chapter summary Test your understanding answers Test your understanding 1 * Planning the work of the department. * Ensuring by adequate supervision that the work is completed as far as possible according to plan. * Maintaining discipline in the department. * Undertaking the task when required. Having knowledge and ability in all aspects of health, safety and employment legislation that applies to his or her subordinates. Test your understanding 2 C Test your understanding 3 A only Test your understanding 4 B Test your understanding 5 A Test your understanding 6 Yes Test your understanding 7 C Test you r understanding 8 A, B and C Test your understanding 9 C Test your understanding 10 John has been given the responsibility for completing a task but without the authority. Test your understanding 11 Test your understanding 12 Psychologically distant manager. Test your understanding 13Transformational. Test your understanding 14 A Test your understanding 15 The manager illustrated in the above grid is showing good concernfor production (although this can be strengthened further) but is weakin terms of concern for employees. Further investigation would then becarried out to determine why this is the case and in what ways such alack of concern is exhibited. Then rectifying action can be taken. For example: * Attend a training course on people skills and motivation. * Involve staff in more decisions. * Treat staff as valuable assets; adopt an open door policy. Test your understanding 16