Classifications and Motives of a Violent Criminal Essays

Groupings and Motives of a Violent Criminal Essays Groupings and Motives of a Violent Criminal Essay Groupings and Motives of a Violent Criminal Essay Many state that a mentally upset criminal is uninformed and can't be considered responsible for their activities yet what follows shows that may not be the situation and there are numerous means in accomplishing an answer when asking the inquiry for what reason. Consider a crazy individual who executes an ambush since he has a fancy that his casualty Is attempting to impact him with radio waves. On the off chance that he is Irresponsible It Is on the grounds that he doesnt understand that his ambush Is off-base. Contrast this and a man who Is tanked and who realizes he ought not ambush individuals however whom, In his inebriated disobedience, Just doesnt 1962 p. 4 up. 3) To peruse this chart, for instance: _Delegated killers had a 70% likeliness to detach, hide their casualties and the wrongdoing scene after the homicide. _ The youngster molester may construct a relationship with their casualty before an ambush happens and utilizes control, force and influence to stay quiet about the wrongdoing (Nice, 1962). The inquiry may emerge now that if the wrongdoing ought to be left well enough alone, does the guilty party comprehend the distinction between right ND wrong? In this creators conviction, a youngster molester of most cases falls into the classification of will and character. Under different conditions, a sexual stalker would possibly fall into a characterization of thought and feeling if the guilty party doesn't comprehend why It Is a wrongdoing (Nice, 1962). Why? Obviously, much after examination and getting a handle on the comprehension of court process, It Is about Impossible to figure out what may assume a job In a rough lawbreakers practices or what may trigger these damaging and startling Impulses. It turns into an unpleasant errand for even experts to discover a sensibly consistent thought process. One may state that if no thought process is ever discovered, an end to this issue is that there is no explanation at all for the torment and agony a casualty may experience. In the wake of burrowing through a no-limit pit of measurements accessible to the general population, this creator has simply discovered the response to just one inquiry she started with. The inquiry being, who is in danger in turning into a defenseless casualty to an awful and unanticipated wrongdoing? the appropriate response lamentably is anybody.

The Gift From The Greeks Essays - Combined Track And Field Events

The Gift From The Greeks The Gift from the Greeks The primary Olympic Games were held at Olympia, in the Peloponnes. The most celebrated are the games that were held in Olympia out of appreciation for Zeus at regular intervals from August sixth to September nineteenth. Olympics have been an image of the brotherhood and amicability conceivable on a worldwide scale. The social occasion of athletic agents from taking part governments, even all through the ongoing Cold War time frame, is verification that world solidarity is conceivable. It was a blessing from the Ancient Greece The Pentathlon comprised of five occasions; the long bounce, lance toss, disk toss, foot race, and wrestling. The Pentathlons, particularly the fruitful ones, were frequently treated and even revered like divine beings. In view of their choice bodies, they were utilized as the models for sculptures of the Greek Gods. The predominant athletic capacity of these competitors influences the games even today. The contorting and tossing technique for the disk toss, which started in Ancient Greece, is as yet utilized today. The first occasions were significantly more testing than those of today. The advanced plate tips the scales at only 5 pounds, 33% of the first weight, and the long hops were finished with the competitor conveying a five pound weight in each hand. The pit to be navigated in this hop took into account a 50 foot bounce, contrasted with a little more than 29 feet in our cutting edge Olympics. Clearly, the conveyed loads, utilized accurately, could make force to convey the com petitor further. Legend has it that one Olympian cleared the whole pit by around 5 feet, breaking the two legs as he landed. These legends, for all their hard labor, were granted an olive branch from the tree behind the modify of Zeus when they won. Luckily, the locales they spoke to were typically fairly progressively thankful for bringing honor home. It was normal for the victors to get free nourishment forever, cash, or other significant offers. They were regularly venerated as divine beings and some of the time their perspiration was protected and sold as an enchanted mixture. In the later long stretches of the games, an extra occasion was included which flagged the finish of the games and the arrival to the war ridden life of antiquated history. Fighters, enhanced with a full assortment of shield gauging as much as 50 pounds, would contend in a foot race. Sadly, even the evident athletic capacity of these officers couldn't forestall the fall of Greece to Rome in the second century BC. Under Roman standard, the Olympics started to lose its intensity until it was abrogated in 393 AD by the Christian Roman head Theodosius I who in all likelihood protested the agnostic customs related with the Olympics. A few students of history accept that significantly after the official abolishment of the Olympics, it might have made due for an extra 120 years. Its ensuing recovery in 1896 was realized by the disclosure of the old arena. Since that time, it has been held at regular intervals, as per custom, being interfered with just for the two universal wars. The opposition of the countries in these occasions speaks to the well established serious soul of man. The requirement for individuals to invest wholeheartedly in an option that could be bigger than themselves and feel as though they are a piece of a more noteworthy great. The Olympics, today just as 3,000 years prior, offers a non-contentious condition to do as such.

Caterpillar Essay Example

Caterpillar Essay Government. Ultimately, it is significant in light of the fact that improves the companys respectability and furthermore its main concern. Caterpillar utilizes four objectives inside its structure-uprightness, duty, greatness, and cooperation. 3. What job do pioneers play in forming Caterpillars hierarchical culture? 4. Since Caterpillar highly esteems esteem creation, the pioneers assume a vital job in displaying; setting the ideal model and showing others how its done. Since the desires are so high, Caterpillar needs to make its qualities separated of regular culture. I Away is it hard to change a companys authoritative culture, and by what means would management be able to know when a perpetual change has effectively happened? 5. It Is hard to change a companys association culture since representatives are frequently stale in their proactive job at work, colleagues have become tied up with past objectives to progress inside the organization, or in light of the fact that, as Its In human instinct, individuals don't care for change and will be protective on the grounds that they arent certain about the likely arrangement. A supervisory crew will realize that a change was fruitful by the costive air of workers, great observation from outside sources, and the benefit development of the changed variable. 6. What might be the most unpleasant profession stage? Why? 7. I accept the most unpleasant vocation stage Is foundation. At the point when I Initially entered the work constrain It was completely upsetting and frightening. I was scared! Regardless of whether you have a higher education, an appropriate accreditation, some school credits, or Just a secondary school certificate, finding your Identity as a working individual Is extremely troublesome and represents an extraordinary weight We will compose a custom paper test on Caterpillar explicitly for you for just $16.38 $13.9/page Request now We will compose a custom article test on Caterpillar explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom paper test on Caterpillar explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer In concluding how to approach settling on vertical vocation choices. 8. What kinds of stresses drove you to settle on this decision? 9. A definitive anxieties, pressure, causes a wide range of rash passionate and physical choices that set the pace for either that second or makes the establishment that fabricate accomplishment In ones life. Caterpillar By gingersnaps 1 . What story does the board at Caterpillar relate as a method for imparting utilizes the narrative of the School Bus Project, Embark, to describe the way they I Away is it hard to change a companys hierarchical culture, and by what method can 5. It is hard to change a companys association culture since representatives are regularly stale in their proactive job at work, colleagues have gotten tied up with past objectives to progress inside the organization, or on the grounds that, as its in human instinct, individuals don't care for change and will be cautious since they field certain about the most unpleasant vocation stage is foundation. At the point when I at first entered the work constrain it finding your way of life as a working individual is troublesome and represents an extraordinary weight in concluding how to approach settling on vertical profession choices. 8. What kinds of fabricate accomplishment in ones life.

Mother, Goddess, Seductress, Harlot Women in The Epic of Gilgamesh - Literature Essay Samples

In The Epic of Gilgamesh, the female characters hold small roles, but they are in no way secondary to the male characters, as their roles are pivotal to the story. Through their roles as mothers, harlots, and goddesses, they manipulate the story according to their actions. The female characters in the tale are also shown to have great influence over the male characters, and appear to be capable of changing their decisions and even bringing about their deaths. Therefore, the centrality of their roles stems largely from their abilities to alter the roles of males. It is tempting to argue that the roles of females in The Epic of Gilgamesh are secondary and serve simply to pave the way for male characters, such as Gilgamesh and Enkidu, to fulfill their more important roles. Rivkah Harris supports this view by saying that â€Å"Women are regarded positively only when they assist Gilgamesh (and Enkidu) in their activities, when they nurture, advise in maternal fashion†[1]. Indeed, the most obvious support for this argument is the role of the harlot, Priestess Shamhat. Her primary role is the taming of Enkidu, tempting him away from his feral ways using her sexuality and her maternal instincts, and bringing him into the civilized world to teach him the ways of men. The trappers father tells his son that â€Å"She will be there, stripped naked; and when he sees her beckoning he will embrace her, and then the wild beasts will reject him†[2]. In this way, Shamhats sexuality is used as a tool by a man, in order to tame a man, suggesting t hat her role is that of a stage prop rather than being a character in her own right. Adrien Janis Bledstein argues that â€Å"In relation to Enkidu, a harlot enacts several roles: she is a seductress, wise counselor, mother, and servant. Having fulfilled these male wish-fulfillment functions, the woman disappears†[3]. Indeed, as she leads Enkidu towards a civilized lifestyle, she provides a service in allowing his character to progress and his role to unfold, as this leads him to go looking for Gilgamesh and ultimately to befriend him. Once her service has been fulfilled, her role comes to a close, reflective in a way of her profession as a prostitute in which she fulfills mens sexual desires without any further attachments. It can therefore be argued that her sexuality and other feminine virtues are used simply to serve males, and to pave the way to Enkidus future greatness, arguably making her a secondary character whose role is merely a supporting one. Harris also argues that â€Å"women play subsidiary and supportive parts. All except the Goddess Ishtar assist Gilgamesh in his search for immortality†[4]. In fitting with this view, it could also be argued that Utanapishtims wife is another example of a female role serving simply as a means of paving the way of a male characters role. Her actions lead her husband to reveal to Gilgamesh the location of a plant which restores youth, as she asks him â€Å"Gilgamesh came here wearied out, he is worn out; what will you give him to carry him back to his own country?† (116). Here, a male characters role is once again supported by a female characters role as she helps Gilgamesh gain valuable information about the whereabouts of the youth restoring plant so he can progress with his quest for immortality. The fact that her name is never revealed, and that she is instead referred to as an extension of her husband, once again marginalizes her as a secondary character. It can also be seen to reflect her role which, it could be argued, is merely supplementary to that of her husband. John R. Maier adheres to this view as he states that â€Å"wives in the poem are, significantly, anonymous, identified only through their husbands†[5]. It could also be argued that Utanapishtim uses his wife as a tool for teaching Gilgamesh a lesson, as he orders her to â€Å"bake loaves of bread, each day one loaf, and put it beside his head; and make a mark on the wall to number the days he has slept† (114) in order to prove to Gilgamesh that he failed his task to stay awake for a week. Here, she fulfills a secondary role by assisting her husband, rather than taking on a central role. However, I am inclined to argue that, while the female characters in The Epic of Gilgamesh do play small roles, they are in no way secondary characters. Their roles do appear to be based around supporting the male characters, but this makes them central characters in their own right. Shamhats role of taming Enkidu and in turn setting him on his path to befriending Gilgamesh is just as important as the roles of Gilgamesh and Enkidu, if not more so, as without her the majority of the events in the tale could not have taken place. Furthermore, her ability to transform Enkidu from feral to civilized highlights the power of female sexuality as the epic tells how â€Å"For six days and seven nights they lay together, for Enkidu had forgotten his home in the hillsthe thoughts of man were in his heart† (65). The verb â€Å"forgotten† (65) shows the extent of the impact that the character of Shamhat has on the character of Enkidu, taking him away from his old life and introducin g him to a new one. The trappers father also tells the trapper to â€Å"let her womans power overpower this man† (63), further emphasizing the power that women hold over men. Shamhat plays a dual role as both a seductress, and as a mother figure, as she teaches Enkidu the ways of civilized men. This presence of two roles within one woman tells us something about attitudes towards women in Mesopotamian society. It suggests that there was no definitive role for women, but rather a diversity of roles. It is reflective of a society which worshiped Goddesses as well as Gods, and was rife with prostitution as well as women devoted to marriage and being mothers[6]. Shamhat tells him â€Å"Endiku, eat bread, it is the staff of life; drink the wine, it is the custom of the land† (67). This scene is reminiscent of a mother teaching a child table etiquette. Stephen Mitchell argues that the achievement of Shamhat in taming Enkidu surpasses the achievements of any of the male chara cters in the tale[7]. Indeed, rather than looking at her as a paving stone for Enkidus journey, she can instead be seen as the origin and creator of his new life, and therefore a central and almost goddess like character. She is at the centre of a chain of events which make up The Epic of Gilgamesh. Her mothering role also represents the Mesopotamian view of women as bearers of children and bringers of life. The reliance of Enkidu on Shamhat in order to fulfil his role is reminiscent of a child being dependent on its mother. The great masculine characters like Enkidu and Gilgamesh could not achieve greatness without a female influence or mothering figure being there to nurture and guide them. The mothering figure behind Gilgamesh is Ninsun, and unlike Shamhat to Enkidu, she is his biological mother. She has an important impact on Gilgameshs role as she interprets his dreams to mean that he will make a friend, telling him that â€Å"he will come in his strength like one of the host of heaven. He is the brave companion who rescues his friend in necessity†. This interpretation of Gilgamesh’s dream is shown to be true as Enkidu seeks out Gilgamesh. Ninsun’s words are also a driving force behind the initiation of the friendship between Gilgamesh and Enkidu as Gil gamesh says in response that â€Å"[he] shall befriend and counsel him†. By foreshadowing their friendship, she helps to make sure that it becomes a reality. Furthermore, the role of Utanapishtims wife can be seen to be more central than the role of her husband, as it is ultimately her who makes up his mind to help Gilgamesh. Her display of empathy towards Gilgamesh is a very feminine display of virtue which in turn allows Gilgamesh to not only find the plant, but to learn a valuable lesson and come to terms with his own mortality after it is stolen from him by a snake. She is another example of females having great influence over males, as her good nature appears to rub off on her cold-hearted husband. Ultimately, her decision is the final one, not her husbands. He even repeats almost her exact words to Gilgamesh saying â€Å"what shall I give you to carry back to your own country?† (116). This emphasizes the way in which she is able to bend the will of her husband simply through speaking a few words. The control she exorcises over her husband is subtle, as it appears on the surface that her husband is in control as he orders her to bake bread and she does so. However, she uses her empathetic and mild nature to make a plea to her husband to take pity on Gilgamesh, which he adheres to almost immediately. The way in which she apprehends her husband for mocking the sleeping Gilgamesh is reminiscent of a mother teaching a child moral rights and wrongs, as she tells her husband to â€Å"touch the man to wake him, so that he may return to his own land in peace†. In spite of insisting on letting him sleep for seven days, Utanapishtim ultimately adheres to his wifes request, once more emphasizing her influence over him, and presenting her an embodiment of her husbands conscience. She has a major impact on the story through her display of kindness towards Gilgamesh, and her influence over her husband. Another way in which female characters in The Epic of Gilgamesh play central roles is through their wisdom and knowledge. Joseph Campbell makes a point about females in ancient mythology, saying â€Å"Woman, in the picture language of mythology, represents the totality of what can be known. The hero is the one who comes to know†[8]. In other words, the female inherently knows what the male hero can only find out through quests and trials. The main example of such a character would be the tavern keeper Siduri. She plays an important role in the tale as she foreshadows Gilgameshs failure in his search for immortality. She tells him that â€Å"(he) will never find that life for which (he) is looking, when the Gods created man they allotted him to death†. She also tells him that temporary mortal existence â€Å"is the lot of man†. Her words carry the clear message that human beings could never, and should never, hope to attain eternal life. All men are set to perish eventually, and death is as natural as breathing. Similarly to female characters such as Shamhat and Ishtar who drive Gilgameshs (and Enkidus) journeys, Siduri makes a sound and wise prediction of how Gilgameshs path will unfold. This further emphasizes the idea that women in The Epic of Gilgamesh play an almost puppeteer like role, with the male characters simply walking the paths set out for them by females. Gilgamesh chooses to ignore Siduris advice, leading him into misfortune, suffering, and ultimately into failure. This shows his judgement to be secondary to that of Siduris. Like the character of Utanapishtims wife, Siduri also assists Gilgamesh by telling him where to find Utanapishtim, which helps him to progress with his quest. This is another example of women making it possible for men to achieve their goals. They are not secondary or subsidiary characters, they are instead the driving force behind the actions of males. The character of Ishtar is an example of a powerful female character, who imposes her influence over male characters. Unlike the other female characters, she sets out to destroy the two male leads rather than to support them or assist them. Her actions lead directly to the death of Enkidu, showing her domination over a primary character, and rebuffing the possibility of her categorization as a secondary character. In addition, Gilgameshs refusal of Ishtars proposal is based on his fear of meeting the same fate as her past lovers. He asks her â€Å"which of your lovers did you ever love forever?† (86), which suggests that she is a woman of fickle nature, falling in and out of love with men very easily. He also compares her to â€Å"a battering ram turned back from the enemy†, a metaphor made in reference to her penchant for punishing her lovers when she gets bored of them. This emphasizes the way in which she uses her power to dominate men, and ultimately destroy them, s howing her to be a powerful female character. She does not support males, but rather causes them to fall. Her role in the tale is crucial, as she uses this power to bring about Enkidus death, bringing an end to his partnership with Gilgamesh, and leading the latter to going searching for the key to immortality. In contrast to Shamhat, who serves as a giver of humanity and of new life to Enkidu, Ishtar is the ultimate destroyer of Enkidu. Enkidus role is undoubtedly a major one, but two females with such strong roles to play in his very existence can surely be deemed as central characters in their own right. Unlike the other female characters in The Epic of Gilgamesh who become central characters through their female sexuality and mothering ways, Ishtar switches up the gender roles by taking on the more male virtue of destruction. Rivkah Harris argues that â€Å"the goddess acts like a man, proposing marriage to the hero, a proposal he rejects. She then responds in a masculine fashion, seeking revenge†[9]. Indeed, she says â€Å"come to me Gilgamesh, and be my bridegroom† (85), a request traditionally made by the male. This undermines the earlier view that women in the tale are merely supporting or subsidiary characters, as Ishtar makes the request of marriage based on her own desires rather than the desires of any man. Ishtar shows that women can be centrally aggressive characters just as much as males can, if not more so, as she succeeds in punishing Gilgamesh through the murder of his best friend. Ishtar is perhaps the most central of all the female characters in The Epi c of Gilgamesh, as she plays the role of the antagonist. Without her destructive actions, Gilgamesh and Enkidu would not be faced with a true trial. She ignites a fierce battle between Gilgamesh and the Bull of Heaven, as she sends the bull down â€Å"to destroy Gilgamesh† (87) Ishtar’s role is crucial in the tale, as she marks the downfall of the partnership between Enkidu and Gilgamesh. In addition to their powerful influence over males, the roles of the female characters in The Epic of Gilgamesh are also central to the development of the plot line. As Karen Nemet-Nejat argues, â€Å"The female characters in Gilgamesh do not have major roles. Rather, they are important in that they move the story forward†[10]. Indeed, without the actions perpetrated by female characters, the story would never have unfolded. For example, without Shamhat, there would be no civilized Enkidu but rather just the original, feral creature we see at the start. Meanwhile, Ishtar engineers Enkidus death, an extremely important event in the plot which leads Gilgamesh to seek eternal life after becoming highly aware of his own mortality. The women in the tale are the creators of the plot, and the males act in response to the actions of these women. Whilst the male characters appear on the surface to be at the center of the story, that story is supported by the presence of females. Withou t the female characters, the story would collapse. In conclusion, the female characters in The Epic of Gilgamesh have small roles, but also central roles. Characters such as Shamhat and Ishtar act as driving forces to both the plot line and the roles of the male lead characters, and the extent of the repercussions of their actions make up for their lack of actual time appearing in the tale. Women in the tale appear to have great influence over men, using their sexuality to tempt them control them, while they also use their mothering instincts to teach and advise them. Through sexual temptation and mothering the female characters manage to refashion the activities and decisions of the male characters, making them central to the tale. Ishtar, meanwhile, becomes the central antagonist of the tale, and plays the role of a destroyer of males. The tale depicts males being built up and destroyed, and women can be seen at the center of both processes. Bibliography BLEDSTEIN, Adrien Janis (1993) Feminist Companion to Judges, Sheffield, Continuum CAMPBELL, Joseph (2008) The Hero with a Thousand Faces, Novato, New World Library HARRIS, Rivkah (2003) Gender and Aging in Mesopotamia: The Gilgamesh Epic and other Ancient Literature, Norman, University of Oklahoma Press MAIER, John R. (1997) Gilgamesh: A Reader, Wauconda, Bolchazy-Carducci Publishers MITCHELL, Stephen (2006) Gilgamesh: A New English Version, London, Atria Books NEMET-NEJAT, Karen (2014) Women in the Ancient Near East: A Sourcebook, New York, Routledge NEMET-NEJAT, Karen (1999) Women’s roles in Ancient Civilizations: A Reference Guide, Westport, Greenwood Press The Epic of Gilgamesh (1973), London, Penguin UK [1]Rivkah Harris, Gender and Aging in Mesopotamia: The Gilgamesh Epic and other Ancient Literature (Norman; University of Oklahoma Press, 2003), 120 [2]The Epic of Gilgamesh (London; Penguin UK, 1973), 64. Subsequent references in parentheses are to this edition. [3]Adrien Janis Bledstein, Feminist Companion to Judges (Sheffield; Continuum, 1993), 40 [4]Rivkah Harris, Gender and Aging in Mesopotamia: The Gilgamesh Epic and other Ancient Literature (Norman; University of Oklahoma Press, 2003), Preface xi [5]John R. Maier , Gilgamesh: A Reader (Wauconda; Bolchazy-Carducci Publishers, 1997), 179 [6] Karen Nemet-Nejat, Women’s roles in Ancient Civilizations: A Reference Guide (Westport; Greenwood Press, 1999) ,102 [7]Stephen Mitchell, Gilgamesh: A New English Version (London; Atria Books, 2006), 40 [8] Joseph Campbell, The Hero with a Thousand Faces (Novato; New World Library, 2008), 97 [9]Rivkah Harris, Gender and Aging in Mesopotamia: The Gilgamesh Epic and other Ancient Literat ure (Norman; University of Oklahoma Press, 2003), Preface xi [10]Karen Nemet-Nejat, Women in the Ancient Near East: A Sourcebook, (New York; Routledge, 2014), 177.

Legend The Legend Of Sam Houston - 1695 Words

Myth Legend—The Legend of Sam Houston: His True Intentions for Texas - They say everything is bigger in Texas, and that incorporates the legends who produced the state’s freedom. Texas history would ever be finished without covering Sam Houston, standout amongst the most complex and intriguing characters in American history. Since sources give restricted responses to the subject of why Houston came to Texas, various myths have developed with the end goal to clarify Houston’s journey and his activities in the wake of touching base in Mexican Texas. Most of them focus upon Houston’s longing to come to Texas for a new beginning of life. Be that as it may, confirm appears to propose that his bonds to President Andrew Jackson may have†¦show more content†¦Notwithstanding, the separation from his wife Eliza was a social and political calamity for Sam Houston. He couldn’t take it anymore and immediately surrendered governorship and escaped his ca tastrophe with Oolooteka. The great legend Sam Houston would become the one and only American to serve as the governor of two separate states, a congressman, a senator and the first president of the Lone Star State- the Republic of Texas. With limited documentation clarifying Houston’s genuine goals for coming to TX researchers will probably keep on debating the problem. Myth Legend—Texas Under the Terrible Carpetbaggers- As indicated by one of the state’s most persevering myths, TX was overwhelm with carpetbaggers during recreation time. Carpetbaggers was the highly derisive name given to Northerners who went South after the fall of the Confederate States of America (CSA) seeking personal, financial gain or political advancement during the Reconstruction Era following the American Civil War (April 12, 1861 – May 10, 1865). Southern Democrats alleged that the newcomers were corrupt and deceptive adventurers whose property comprised just of what they could convey in their carpetbags (suitcases made of carpeting), who seized political power and pillaged the vulnerable individuals of the South. This evaluation of the carpetbagger ended up plainly standard in late-nineteenth-century histories and held its money among a few students of history as late as the 1990s. CarpetbaggersShow MoreRelatedThe Yellow Rose Of Texas1198 Words   |   5 Pagesmyths and legends. From the First Texans to the Legend of Houston, the oil industry all the way to the myth of the Cowboy Culture. I’m going to talk about just ten of these myths and legends that I find interesting. The Yellow Rose of Texas is about a young slave woman by the name of Emily West Morgan in the antebellum era in Texas. The myth has it that Emily was the reason that Santa Anna lost the Battle of Jacinto, by distracting him during Houston’s surprise attack. 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On OctoberRead More Jackie Robinson: Breaking the Racial Barriers Essay3276 Words   |  14 Pagesmanager of the Chicago White Sox at the time, was quoted in a newspaper as saying, â€Å"That boy could play major league baseball at a moment’s noticeâ€Å" (Bontemps 63). Through the football season of his second year at Pasadena JC, Jackie Robinson became a legend in Southern California. People who spoke about UCLA or USC had to be careful or they would find themselves interrupted by someone who would insist that the only football player worth mentioning was â€Å"that colored boy out at Pasadenaâ€Å" (Young 127). San

Artificial / Imitation Jewelry Sourcing Market...

Etins TDC India www.etins.in M) +91 9968010396 nitin.jain@etins.in Report Nature: Artificial Jewelry Sourcing Report Subject: Artificial Jewelry Requested Date: 30.06.08 Issued Date: 06.07.08 Price: 5000/-INR Client ID: II02 Subscription No:10002 Artificial / Imitation Jewelry Sourcing Market feasibility report â€Å"Indian Fashion Jewellery consumer market is one of the fastest growing in the world is larger than Europe America put together† Fashion Jewelry Market Overview Fashion jewelry is nothing but a replica of jewelry crafted out of materials like ivory, lac, leather and semi precious stones. There are many types of fashion jewelry based on the material used like aluminium jewelry, brass jewelry, lac jewelry, leather jewelry,†¦show more content†¦2. Changing fashion trends and increased consciousness of the consumers has resulted in competition among the major manufacturing nations, and also shifting of the industry to low labor cost countries. 3. Retailing sector has also been affected due to competition from other luxury goods, declining investment in the sector (largely in the developed economies) and increasing consumer sophistication. Future Prospects The future scenarios for the global fashion jewelry industry, based on the recent trends, are that the mining countries will capture a huge share of the polishing sector as well. Substitutes of precious stones such as synthetic diamonds and non-precious metals will replace the precious stones. The plain gold jewelry sales will keep on declining and China and India will emerge as large retail markets. Based on the above trends the projections for growth of jewelry industry are as follows: The growth in sales of the industry as a whole will slow down and the world will notice the emergence of new markets. The global fashion jewelry sales will grow at the rate of 4.6% annually and is estimated to reach US $ 185 billion by 2010 and US $ 230 billion in 2015. China and India together will emerge as equivalent to the US market in 2015. Jewelry fabrication services will also show sluggish demand and will move to new centers. The CAGR of global fashion jewelryShow MoreRelatedExploring Corporate Strategy - Case164366 Words   |  658 Pages– rapid growth but a questionable future in the music industry. Pharmaceutical Industry – global forces at work in the ethical pharmaceutical industry. TUI – competitive forces in the travel industry. HiFi – how can small players survive changing markets? Amazon (B) – latest developments in a successful dot.com. Formula One – developing the capabilities for competitive success in a hi-tech industry. Manchester United – clash of expectations in the football world. Salvation Army – strategic challenges

Individual Assignment Essay Example For Students

Individual Assignment Essay Compare and contrast two problem-solving methodologies, select one of these and apply it to a situation in your organisation. The latter should be written in a `case study` formatIntroduction ? What is a Problem?In an individuals professional and social life, they will have objectives or desired outcomes that they aim to reach. These may be in preparing to take a family holiday or meeting a high sales target at work. During the course of attaining that goal they will encounter either an occurrence or obstacle that prevents the person achieving the desired aim or objective. This circumstance or discrepancy is a problem. It is preventing the individual from achieving their desired state of affairs in the manner that they had planned or had perceived it would be achieved. The problem solving methodology that an organisation will choose to attempt to solve these problems will determine their strategy and general approach to problem solving. It will determine what tools and techniques they use to assist in their processes. The comparison between a hard systems approach to problem solving and a soft systems approach provides us with two very different outlooks and are based on differing fundamental assumptions on how human beings interact. Hard Systems Thinking OptimisationIn the years after the Second World War, when lessons from military operations were applied to industrial companies and Government agencies, an interest in systems ideas developed in many fields. This interest was signalled by the formation of the Society for General Systems Research in 1954, a group of people who were interested in applying systems thinking in traditional disciplines. The basic principle that a hard system thinking emphasises is the use of quantification and measurement to understand systems. This strategy is intended to reduce the level of uncertainty that is associated with confronting problems and the possible options that are available to attempt to solve the problems. The core belief of hard systems approaches are that rationalisation and systematisation of problem-solving processes will lead to the best decisions being made. Soft Systems Thinking ? AppreciationSoft systems thinking and the associated approaches to problem solving have developed primarily over the past two decades. The approaches are based on the belief that because individuals views are subjective experiences, there is no single reality. This means that individuals will view and interpret activities differently based on their own social, cultural and political experiences. As people view situations differently, it is not possible to accurately define a problem and as a result, there is no opportunity to produce a perfect solution. Soft systems thinking addresses organisational problem solving through the use of continuous learning and communication. These will increase an organisations` capacity for problem solving. The fundamental aim is to create a Learning Organisation whose` goals are not to solve problems instantly, but to consider problematic areas as the organisations` members of awareness of the issues related to the areas broaden and deepen. The Comparison between Hard and Soft Systems Problem Solving MethodologiesHard systems approaches are characterised by the fundamental assumption that a definitive problem statement can identify the problem solving process. This clearly defined problem forms for foundation for all the subsequent structured steps. The end point of the process is to change the system in a way that eliminates the problem. Once a problem has been clearly identified, the process that follows focuses on identifying and evaluating alternative solutions. By contrast, soft systems problem solvers believe there are no problems waiting to be solved because the problem is being enacted through an individuals conditioning and perception. As a result of this thinking they recognise that there are no permanent solutions, only improvements. These become a continuous series of on going improvements, which are regarded as accommodations. A useful way of comparing the two methodologies is to consider two different models that have been developed that use the alternative principles as discussed above. N. K. Kwak and S. A. DeLurglo have developed a seven stage problem solving process that is based on the principles of Operations Research (OR). OR is an application of hard systems thinking that uses different mathematical techniques to solve specific types of problems. It approaches problems by using the scientific method of inquiry. Peter Checkland`s soft system methodology as similarly a seven step sequential model. It is an example of a model that uses interactive planning. Interactive planning is participative. It requires the direct involvement of stakeholders. It asks stakeholders to make plans to achieve whatever they believe to be important.Stage1 of the OR process is the problem formulation. This includes defining the object of the study, measures of effectiveness and efficiency and the boundaries to the system. It identifies controllable variables and uncontrollable variables. This approach in itself does two things. It is immediately implying that we will come to a finite result at the end of the process. It is also acknowledging that it is not in a closed system. In other words, it is qualifying the process by stating that there are elements that may well effect the situation but are beyond the control of the systems capabilities. Candide - A Contrast To Optimism EssayStage 3 Forming Root DefinitionsThe major relationship between the stakeholders and their systems of operation is that they are working in a 24 hours a day, 365 days a year environment together. In certain respects, their survival is inter-dependant. If the baggage system is not performing as desired, the other interests will not be able to meet their objectives. The manager of the system will be given ownership of the situation and any change that will take place. It will be his responsibility to gather views and debate the alternative processes that could take place to enable improvement of the system. The major consideration will be how the operation of the airport can be maintained while the improvements to the system are implemented. Stage 4 ? Building Conceptual ModelsIt is the responsibility of all the stakeholders to consider what they believe are the problems that can be addressed with the system. The aim of this stage is to question and encourage the different parties to propose improvements that could be made. Emphasis must be placed on creativity and no ideas should be suppressed. The owner of the process must then analyse the ideas, sort them into simple categories and feed them back to all the stakeholders again for further consideration. The information can then be analysed by all the stakeholders and this in turn may ignite a new idea that the group could consider. At the end of this stage the owner of the process should be able to identifyseveral improvement proposals that have been mutually accepted by the group. This process enables stakeholders to understand one anothers views and values they place on the system. Stage 5 Comparing ideas with realityFollowing the creative thinking process, it is at this point that consideration is given to how realistic the ideas for improvement are. The perceived constraints that the team believes it is working around have to be challenged and discussions should centre on how the new ideas may be employed. Stage 6 Defining ChangesIt is only at this stage that the feasibility of the possible alternatives for changing the system can be determined. The two criteria that they must be based upon are systematic desirability and cultural acceptability. The systematic desirability examines the technical merits of the proposed accommodations and, in this case, will be the basis of for the greatest weighting of the selection. For example, the group will have constraints on the hall that the baggage system operates within and proposals for expansion of the existing system may be unachievable. The cultural acceptability of the ideas may also need consideration. If one of the proposed improvements involves a change in the level of manual handling of baggage, this could have an adverse effect to moral of the employees. Stage 7 Taking ActionThe implementation of the recommendations that were both acceptable and feasible to all requires action that is guided by the new awareness generated by the learning process that has been undertaken. The aim is that, as and when the improvements are undertaken, a new situation occurs and the cycle should begin again. The group, with all the stakeholders represented, must continue to discuss and propose now ideas for consideration with a goal to refine the system. BibliographyReferences N.K. Kwak and S. A. DeLurgio, Quantitative Models for Business Decisions (North Sciatuate, Mass. U.S.A; Duxbury Press, 1980) J. Rosenhead, Rational Analysis for a Problematic World (Chichester, England ; John Wiley and Sons, 1989) S. Cavaleri and K. Obloj, Management Systems (K Wadsworth,1993)

Managing Cultural Diversity in the Workplace

Abstract The goal of the US health department is to protect the welfare of all Americans. It also aims at improving their safety. To achieve these noble concerns, the department has employed people from diverse cultural backgrounds.Advertising We will write a custom research paper sample on Managing Cultural Diversity in the Workplace specifically for you for only $16.05 $11/page Learn More While this strategy has the advantage of providing an opportunity for the department to gain from diverse knowledge bases and talents to aid in achieving its key aims and objectives, cultural diversity creates multiplicity disagreements, which can hinder the department from gaining from the merits of employing culturally diverse employees. This paper identifies cultural diversity disputes as a significant problem that warrants inquiry at the department of health. It holds that while the department’s leaders may have the option of mitigating such clashes by redu cing the diversity composition of the department, complying with the concerns of the quality of life and social justice renders such an option inappropriate. The paper proposes the introduction of policies for diversity conflict resolution, the creation of conflict mitigation and resolution committees, and ensuring that the department transforms through the adoption of transformational leadership style. The solutions are expected to fight cultural diversity problems at the US department of health. After discussing the problem of diversity management, the paper selects transformational leadership, with a particular emphasis on the communication aspect, as the best solution to the problem. Introduction The US health department employs people from diverse backgrounds. This recruitment strategy exposes it to the critical challenge of managing its workforce diversity. In this paper, the term diversity refers to the discrepancies that are witnessed in individuals who work in any associati on. Such differences may involve parameters such as their gender, race, community values, age, sexual affiliation, income levels, work experience, parental status, religious beliefs, ethnicity, religion, and physical abilities among others (Pitts, 2006). Workforce diversity management encompasses the development of an enabling and supportive environment for all people, regardless of their cultural diversity differences, to ensure that they can optimally contribute to the success of US health ministry.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Since the goal of diversity management is to align all employees with the department’s vision and objectives, integration of leadership is critical in reducing its negative impacts on the ministry’s performance.  Leadership is essential in all organizations that use people to achieve their goals, mission, aims, and object ives. It involves influencing other people to facilitate the achievement of a given goal. Leaders plan, organize, direct, and steer other people towards the attainment of common mutual objectives and goals. Leadership occurs through the interaction of three primary contexts, namely leaders, followers, and the situation that prompts the deployment of leadership skills. Leaders need to possess qualities such as the ability to listen effectively to others, the capacity and willingness to speak in an honest and kind manner, the ability to be approachable, and the capacity to make well thought out decisions. Since listening constitutes a key feature of communication, this paper considers the issue of communication an important transformational leadership aspect that is necessary for resolving cultural diversity problems within the US health sector. The Problem of Cultural Diversity Management As organizations diversify, the approaches they deploy to address workforce management issues ar e critical in influencing their performance in the competitive marketplace. According to Pitts (2006), academicians and organizational leaders have communicated the significance of managing organizational diversity to not only guarantee success but also encourage a culture of innovation and creativity. Embracing diversity means that leaders need to steer their organizations as heterogeneous, rather than homogenous entities.  A homogenous organization is a non-diversified institution while a heterogeneous one comprises an assortment of workers. Many American health agencies are heterogeneous since they employ people of varying backgrounds in terms of race, age, physical abilities, and geographical regions, among others. According to leadership scholars such as Pitts (2006), effective management of workforce diversity can improve workforce productivity, improve workforce engagement, foster staff absenteeism, and/or increase workforce turnover by about five folds. The American minist ry of health emphasizes the need to improve employee performance in a bid to increase the quality and speed of service delivery. Therefore, managing its diversity is critical for its continuous success. An increasing number of scholarly studies reveal a direct correlation between employee attendance and job performance. Another positive relationship is evident between workers’ dedication and the perception of being valuable resources of an organization through the appreciation of their diversity.Advertising We will write a custom research paper sample on Managing Cultural Diversity in the Workplace specifically for you for only $16.05 $11/page Learn More For instance, McMillan-Capehart (2006) says that organizational leaders who fail to understand that women and minority employees are valuable resources for achieving success experience reduced productivity. This claim infers that mismanagement of workforce diversity translates into increasing the health agencies’ operations costs. In this context, organizations that do not support diversity in their workplaces are likely to plunge into expensive lawsuits and/or out-of-court settlements for cases such as stereotyping, discrimination, and harassment that result from poor management of various culturally diverse talent tools. Such organizations are susceptible to costs that relate to employee replacement and training (McMillan-Capehart, 2006). In a situation where a workplace has many workers from various cultures or a bigger percentage of females, it becomes an issue, especially when the heads want to resolve the disparities among employees without causing unwarranted friction in the day-to-day employee relations. In this context, managing workforce diversity becomes crucial (McMillan-Capehart, 2006). The development of cultural diversity management knowledge by today’s leadership professionals is critical, considering that many of the issues that people encount er in the work environment do not prompt any tolerance to the differences that characterize different workers. Such issues can only be addressed using effective strategies for leading diverse employees. Many of the problems that cause friction in the workplace are mainly attributed to the viewpoints of marginalized and the mainstream workforce disparities. This friction is normally worse in an organization whose labor force mainly comes from a common ethnic group or race. The most pressing stalemate issues that pertain to workforce diversity are associated with women mistreatment in the workplace (Ollapally Bhatnagar, 2009). In this context, the concept of workforce diversity management is vital. Hence, today’s organizational leaders need to adopt the concept. Race and gender determine the approaches that leaders establish to handle diverse employees. Where a minority group considers itself more oppressed or discriminated, it is apparent that it may consider taking steps tha t are unhealthy to the performance of an organization. This situation is perhaps evident in many health facilities since many minority groups are aware of their rights. They acknowledge the existence of strict organizational codes of conduct and regulations that have been formulated to govern behaviors within the US ministry of health.Advertising Looking for research paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In this context, the possession of leadership knowledge about leading diverse employees is critical in ensuring that leaders achieve their job mandates. From this dimension, leading a diversified labor force has a chief contribution in terms of aiding people who work within the US health sector to connect with one another in an attempt to further the department’s goals and/or create positive changes within the corporate community. The health segment’s leadership has a proactive role to play in ensuring proper control and monitoring of cultural diversity to avoid conflicts of interest among the minority and majority groups of workers. Leaders cannot conduct this noble task if they are not fully cognizant of the relevance and importance of managing cultural diversities in the health ministry. How can they realize this dream? The next section discusses the various alternative solutions that the health ministry leaders can deploy to lead their diverse employees effectively to ensure that the sector attains its goal and objectives of delivering quality and speedy services to all people. Alternative Solutions The Creation of a Conflict Mitigation and Resolution Committee Clashes emerge in all organizations, including the health sector. Although it is important to minimize the negative cultural diversity conflicts, it is necessary to encourage positive conflicts. Organizations, individuals, and even work teams require constructive conflicts for them to grow. By engaging in opposing discussions, especially on mechanisms for accomplishing specific outcomes, opportunities are created for people from diverse cultural backgrounds to participate in activities that benefit the entire organization. Consequently, mitigation and resolution of negative conflicts via conflict resolution and mitigation committees can help the health section to ensure that cultural diversity becomes a resource that it can tap to guarantee a sustainable positive performance. In this s ense, the outcomes of decisions that are made following engagements in constructive conflicts are in favor and accommodative of all key stakeholders’ interests within an organization. Destructive conflicts make people in an organization uncomfortable. In some situations, escalated conflicts have the implication of compelling people to quit working (McMillan-Capehart, 2006). Organizations that experience destructive conflicts encounter challenges of reduced work morale, many cases of labor turnover, and a high rate of burnout. This observation suggests that organizational leaders should focus on eliminating destructive conflicts while at the same time, encouraging constructive conflicts in the effort to attain excellent performance through conflict resolution committees. From the above expositions, setting conflict resolution and mitigation committees sounds an imperative strategy for creating rectification channels in case people who work at the health ministry experience des tructive conflicts because of their cultural diversity. However, in some cases, two people may not like each other, right from the beginning, due to diversity and other personality differences. Such committees’ mandates may only be limited to areas of departmental interest where diversity differences contribute to low employee outputs. Therefore, some aspects of conflicts such as personality clashes, which do not directly relate to cultural diversity’s effect on productivity, may not be captured in the suggested resolution mechanisms. Personality clashes contribute to workplace disputes due to differences in beliefs, values, and approaches to handling problems. When people have difficulties in appreciating and embracing other people’s work methods, clashes emerge. Considering that people have different capacities, something that cannot be harmonized, some stereotyped people’s way of doing work may go unaddressed. The committee members are also drawn from culturally diverse populations. This strategy, which may lead to the normalization of some work approaches, attracts clashes among employees, especially where such methods are considered acceptable in the society from where the committee members and employees come. Establishing Policies for Guiding and Training Employees to Embrace Cultural Diversity The desired organizational leadership directions are guided by an industry’s best practices. Consequently, the department of health needs to establish policies for guiding and training employees on the importance of embracing cultural diversity. The US Government Accountability Office’s (2005) report on employee diversity management is a significant source of such practices. The agency has established various cultural diversity management practices, which may also be utilized at the US health ministry. They include the commitment of the top leadership, inclusion of diversity in organizational strategic plans, linking diver sity to organizational performance, measuring the contribution of diversity to organizational success, succession planning, recruitment, training on diversity, and diversity accountability (The US Government Accountability Office, 2005). Succession development is a premeditated procedure that is aimed at classifying and establishing capacity-building tactics for the department’s anticipated management expansion. It avails equal opportunities for all employees, irrespective of their cultural diversity differences. Diversity training involves mitigating the problem of cultural diversity through educating culturally diverse employees on the relevance of embracing the diversity of their workmates for collective organizational performance. Linking diversity to performance implies the appreciation that culturally diverse employees yield greater productivity at the individual and departmental levels. The inclusion of diversity in strategic planning means alignment of organizational strategic plans with the talent potential of culturally diverse employees. Adopting Transformational Leadership In the health department, leaders are the vision carriers. They ensure that all employees reason and/or do their work as one entity that comprises different cultures. Through the adoption of transformational leadership, the department can ensure effectiveness in leading culturally diverse people towards a shared vision. Effective leadership entails the possession of the ability to influence other people to one’s way of thinking. Polychroniou (2009) confirms that that leadership entails influencing people to do their work by conforming to some established standards. Therefore, effective leadership involves complex processes that are often characterized various actors (followers and leaders) whose interaction results in a range of possible anticipated outcomes (Samad, 2009). Leaders play a variety of roles, including serving as sources of inspiration, inducing organiz ational change through corporate leadership, and serving as the main source of organizational power and visions (Samad, 2009). Therefore, through leadership, the health department can create a culture that appreciates people’s diversity. This appreciation requires ardent communication of the fact that cultural differences do not amount to any cultural advantage while doing work at the department. All the work is done in accordance with standards and procedures that are unique to the department. Considering that transformational leaders are great communicators, transformational leadership is an appropriate headship style that can deal with the diversity problems at the department. The performance of an organization depends on the effectiveness of its communication strategies. For instance, a reduction of workplace diversity clashes can incredibly increase employee productivity. Myatt (2012) reckons that poor communication directly correlates with escalated work disputes since many of the clashes within an organization are caused by lack of insufficient information, broken communication, or even when cases of half-truths are encountered. This observation suggests that precision, accuracy, the timing of communication, and the contribution of cultural diversity differences to the department of health can help in resolving negative conflicts that emanate from culturally diverse employees. Transformational leaders have an ability to eliminate all volatile situations such as the problem of cultural diversity within an organization. This problem hinders the collective employee performance. The objective is to not only realize common goals but also meet the targets for various activities within the organization (Ruderman, Hannum, Leslie, Steed, 2006). Successful transformational leaders motivate and inspire other people. They also foster the development of a positive work environment where all people as considered valuable sources of organizational success, des pite their cultural differences and ways of thinking. Transformational heads ensure that any challenging departmental opportunities that may exist within a heterogeneous organization are turned around to strengths. Anand and Udaya (2010) support this view by adding that transformational leadership skills are important in encouraging work motivation. Such leaders ensure that subordinates play their roles in increasing organizational effectiveness. Without effective leadership, the department of health can suffer from a blurred vision that lacks a clear focus on the desired future of the organization. Solution Selection Among the discussed alternative solutions to the problem of cultural diversity at the US health department, transformational leadership is selected as the best strategy. The leadership style not only encourages trust but also builds workers’ confidence in a leader. Basri, Rusdi, and Sulaeman (2014) assert that the leadership theory aims at changing internal work values and structures to build faith with an objective of eliciting increased work proficiencies. Cultural diversity is crucial for the success of the department of health. It allows the generation of diverse ideas, which may lead to increased creativity and innovation levels. To this extent, transformational leadership may find application in the process of addressing the problem of cultural diversity at any health facility. According to the US Government Accountability Office (2005), the best practices, which are discussed under solution two are fundamental to any effective leadership within an organization. Leaders are charged with the responsibility of resolving challenges that are witnessed when an organization tries to align employees (followers) with the established vision. Therefore, solution one also requires the input of leadership to mitigate cultural diversity disputes. Hence, transformational leadership comprises the most effective solution to the challenges of cultura l diversity in any health facility. Deploying the transformational leadership theory to change the internal structure of the department of health may foster fair distribution of tasks. The move also reduces work strain and stress that lead to burnout. Through the transformation of the department of health’s value systems to ensure that people regard cultural diversity as strength, rather than a problem, people can learn to work homogeneously, irrespective of their cultural inclinations. Indeed, globalized organizations have now transformed to embrace cultural diversity. This strategic initiative is supported by the belief that employing people from diverse backgrounds gives an organization a competitive advantage. For instance, an organization develops the capacity to tap and benefit from the full range of talents and knowledge bases (Johnson Keddy, 2010). Focusing on diversity as a strategic initiative for an organization is crucial since it enhances growth through the incr ement of product range through innovation that is brought up by people who possess different work capabilities. However, diversity follows the bringing together of people from different cultural backgrounds (Gramberg, 2005). This claim underlines the importance of using transformational leadership tactics such as communication to manage any emerging disagreements. Proper communication eliminates the necessity of monitoring and controlling workers, as suggested in solution two. It focuses on influencing other people to work as a team to realize an organization’s vision. Indeed, the aspect of influencing people creates a long-term solution compared to controlling and monitoring, which are short-term in nature.  To resolve cultural diversity-related problems, the Institute of Leadership and Management (2007) reveals how the HRM is essential in helping to create a common organizational culture where employees understand that different people have different abilities and beliefs and that these differences should not be permitted to influence the way people relate with one another. Alternatively, diversity differences need not to lead to personality clashes in workplaces. The HR segment, which is charged with the role of ensuring that employees work in harmony without conflicting situations that lead to personality clashes, should deploy diversity to enhance success by treating any conflict that arises from cultural differences frictions as an act of indiscipline and negligence when it comes to complying with the established organizational culture. While this role may be well established in the outline of the mandates of the HRM at the department of health, communication, which is an essential aspect of transformational leadership, may hinder the success of the initiatives that the HR deploys to deal with personality conflicts. Communication is a significant cause of workplace disputes, including cultural diversity-related clashes. It can deliver tangible p roducts, as opposed to being a soft component of the leadership roles. Communication improves consumer satisfaction. Besides enhancing the quality of service delivery, it also fosters employee retention and satisfaction (Lee, 2008). However, improper communication is an ingredient of workplace disagreements. In an organization that employs people from diverse backgrounds, communication is the tool that is deployed to harness employees’ individual differences in an effort to align them with a common organizational culture that is in tandem with the organization’s aims, missions, goals, and objectives (Johnson Keddy, 2010). This observation suggests that communication is also essential in ensuring effective resolution of cultural diversity clashes. Communicating adequately and effectively is crucial when it comes to eliminating workplace issues. The Institute of Leadership and Management (2007) reveals how the availability of adequate and unambiguous information helps e mployees to support and/or do what is within their capacity to ensure that organizations succeed in the direction that is set by their respective leaders and managers. In this sense, the goal of an effective communication program in an organization is to foster the change of employees’ behaviors and their perception towards other employees. Failure to maintain excellent communication channels may create personality clashes. This situation reveals why transformational headship is crucial in an organization that wishes to induce a culture of diversity tolerance. Communication entails sharing success information by translating the essential business objectives and goals into terms that employees can understand easily (Johnson Keddy, 2010). In response to such communication strategies, employees are engaged, aligned, and ready to work collectively towards driving organizational success. In fact, when communication fails, misunderstanding arises. The situation leads to the failur e of employees to execute tasks as desired by the leaders. Such atmosphere may also lead to cultural diversity clashes. Conclusion The US department of health needs to understand the benefits of adopting a multicultural environment that can tolerate workforce diversities. Indeed, the United States recognizes the need for the cultural tolerance to build a cohesive nation. Through cultural tolerance, the American ministry of health gains immensely from the increased productivity, thanks to the contribution from the diverse employees. Diversity increases the ability of the ministry to protect the health of all Americans. Ensuring a multicultural health department calls for the adoption of an effective leadership style. The top-down headship approach is the best since it allows the participation all staff members in the decision-making process. Transformational leadership is also central since it appreciates the relevance of workforce diversity from moral and business perspectives. For the American health sector to achieve this goal, the department essentially deserves to change its values to increase its commitment to the promotion of cultural diversity within the work environment. The department needs to transform to become a segment that reaps from the different cultures of its workforce. It should not allow the cultural background of an employee to define his or her performance levels. Transformational leadership addresses the unique challenges that the individual employees experience in the work environment.  Although different strategies or alternative solutions have been suggested to resolve the cultural diversity problem at the department of health, this paper has selected transformational leadership as the best solution. This choice has been supported by the fact that possible recommendations such as solutions 1 and 2 integrate the perceptive of transformational leadership in a multicultural organization. The integration of diverse cultures for people t o operate harmoniously requires effective communication of organizational goals. Leaders need to clarify that an employee’s culture does not hinder his or her performance. Considering that transformational leaders are great communicators and change drivers, transformational leadership is the best choice for resolving cultural diversity problems, especially where such problems lower productivity in the American health sector. Reference List Anand, R., Udaya, G. (2010). Emotional Intelligence and Its Relationship with Leadership Practices. International Journal of Business and Management, 5(2), 63- 69. Basri, D., Rusdi, M., Sulaeman, S. (2014). The Effects of Transformational Leadership on the Teacher Performance at Senior High School, Maros Regency. International Journal of Academic Research, 6(5), 61-66. Gramberg, B. (2005). Managing Workplace Conflict: Alternative Dispute Resolution in Australia. Annandale, N.S. W.: Federation Press. Johnson, C., Keddy, J. (2010). Managin g Conflict at Work: Understanding and Resolving Conflict for Productive Working Relationships. London: Kogan Page. Lee, E. (2008). Communication Network Approaches to Conflict Management at the Workplace and Job Satisfaction. London: LexisNexis. McMillan-Capehart, A. (2006). Heterogeneity or homogeneity: Socialization makes the difference in firm performance. Performance Improvement Quarterly, 19(3), 83-98. Myatt, M. (2012). 5 Keys of Dealing with Workplace Conflict. Retrieved from https://www.forbes.com/ Ollapally, A., Bhatnagar, J. (2009). The Holistic Approach to Diversity Management: HR Implications. The Indian Journal of Industrial Relations, 44(3), 454-472. Pitts, W. (2006). Modeling the impact of diversity management. Review of Public Personnel Administration, 26(2), 245-268. Polychroniou, V. (2009). Relationship between emotional intelligence and transformational leadership of supervisors. Team Performance Management, 15(8), 340-357. Ruderman, N., Hannum, K., Leslie, B., S teed, L. (2006). Leadership skills and emotional intelligence. Greensboro, NC: Center for Creative Leadership. Samad, S. (2009). The Influence of Emotional Intelligence on Effective Leadership among Managers in Malaysian Business Organizations. The Business Review, 13(1), 158-171. The Institute of Leadership and Management. (2007). Managing conflict in the Workplace. Oxford, Boston: Pergamon Flexible Learning. The US Government Accountability Office. (2005). Diversity management: Expert-identified leading practices and agency examples. GAO-05-90. Washington, D.C.: G.A.O. This research paper on Managing Cultural Diversity in the Workplace was written and submitted by user Kayleigh Larsen to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

How did Isabella of Castile and Ferdinand of Aragon consolidate their thrones and pacify their kingdoms in the late fifteenth century Essays

How did Isabella of Castile and Ferdinand of Aragon consolidate their thrones and pacify their kingdoms in the late fifteenth century Essays How did Isabella of Castile and Ferdinand of Aragon consolidate their thrones and pacify their kingdoms in the late fifteenth century Essay How did Isabella of Castile and Ferdinand of Aragon consolidate their thrones and pacify their kingdoms in the late fifteenth century Essay The achievements of the Catholic Monarchs, Isabella, Queen of Castile (1474-1504) and Ferdinand, King of Aragon (1479-1516) have long been admired by historians. (www.thehistorychannel.co.uk /classroom/alevel/catholic.htm). When they married in October 1469, it resulted in the instigation of the consolidation of their thrones. The route to unification was not easy for them, they had several difficulties to overcome and it was not actually until five years after Isabella was crowned the queen of Castile that the entire kingdom finally came under her control and the couple became the joint sovereigns of Aragon and Castile. Imperial Spain was born from this Union of the Crowns.To assess how the consolidation of the thrones came about I plan to look in detail to the routes that had to be taken to unite the crowns. Also, once consolidated the way Isabella and Ferdinand managed to pacify the kingdoms.Before 1479 imperial Spain did not exist. The Iberian peninsular c onsisted of Portugal, Castile and Aragon (with three separate crowns).In 1406 Juan II became successor to the throne of Castile. However as a minor, this brought a period of much instability in the kingdom. His son Henry IV succeeded him in 1454. Chroniclers claim that he was incompetent, impotent and unfit to rule (www.thehistorychannel.co.uk/classroom /alevel/catholic.html) and the great nobles liberally exploited his power. With this strength of the nobles, they felt they could question his choice of successor.A group of nobles led by Alfonso Carillo, archbishop of Toledo, supported the rights of Isabella, the half-sister of Henry IV, as successor. Henry agreed to the nobles but only on the condition that she marry the widowed, much her elder, Alfonso V, king of Portugal. However Isabella had plans of her own, in search of allies, to strengthen her position and with the influence of the great nobles pressurising her into the decision, she chose Ferdinand, heir of Aragon, a plan h is father Juan II had been trying to initiate for some time. The matrimonial alliance was sought more eagerly by the Aragonese than by the Castilian branch, as Juan II was faced by revolution not only by Catalonia but also by the expansionist ambitions of Louis XI of France.The couple married in secret on 19 October 1469. As cousins, it became necessary to forge a papal bull which allowed them to marry within the forbidden degrees. Many people were strongly opposed to the marriage including Louis XI who had been hoping to secure Castile by a union between his brother and Isabella. There were also other nobles led by the powerful Mendoza family, who supported as heiress, Henrys infant daughter Juana (born 1463) known as La Beltraneja since it was rumoured that her real sire was Beltran de la Cueva, Duke of Albuquerque.When Henry IV heard of the event he disowned Isabella and recognised Juana as his heir. Nevertheless the kings death in 1474 eased the crisis that Isabella would have t o take to become Queen. Isabella was crowned Queen of castile in Segovia on 13th December 1474, the first step of the five year upward struggle for the throne. In May 1475, encouraged by her adherents, Juana, now married to Alfonso V of Portugal duly claimed the throne. Portuguese troops crossed the frontier into Castile, and risings broke out against Isabella and Ferdinand all through the country. What followed was a genuine civil war with Juana not only backed by Old Castile and most of Andalusia but also had the assistance of the Portuguese troops. Isabella was eventually victorious however with the assistance of Ferdinand who negotiated and used his militaristic skills giving Isabella advantage and maintaining the theory that Juana was not the true daughter of Henry IV. It was a slow process but eventually in 1479 Castile came under Isabellas control. The same year Juan II of Aragon died and Ferdinand and Isabella eventually became the joint sovereign of Castile and Aragon.The U nion of Crowns was regarded as a union of equals although each kingdom preserved its own social, political, and economic realities.. Aragon was an empire in decline while Castiles empire was just beginning to rise under its energetic young queen. Isabella was a devoted Christian and this religious conviction motivated her campaign to expel the Moors and Jews from Spain and spread Christianity to the rest of the world. Ferdinand, on the other hand, focused on Aragons Italian possessions and a series of royal marriages with the other royal houses of Europe.Even so Ferdinand and Isabella worked together to reform Spain. Until Queen Isabellas victory, politically Castile had been in turmoil. During the opening years of the fifteenth century the Castilian kings had become pawns in the hands of the Castilian aristocracy who exercised a great deal of political power as they had gained control over the majority of the land taken from the Moors. They represented only 3 per cent of the popula tion but owned almost 50 per cent of the land in Castile, leaving the remaining land divided between the Crown and the Church. Once Isabella and Ferdinand had firmly pacified the country, they planned to change this. They began restricting the power of the aristocracy by centralising their government and expanding their judicial system. Hence the monarchy was reformed and it was no longer in turmoil and firmly under the Crowns control.This stabilized the monarchys authority enough so that they could then focus on the completion of the reconquest. United, Ferdinand led the forces of Aragon and Castile to triumph thanks to his military and diplomatic skill. He and Isabella walked together in victory through the gates of Granada, the last Muslim place of defense, in Spain 1492. To Isabella this was a very important demonstration of her very strict Catholic faith and inspired the beginning of the Spanish Inquisition. The results included the expulsion of Muslims from the peninsula and t he expulsion of Jews from her kingdoms in order to create a homogeneous population of Christians. That same year, 1492, Isabella sponsored an expedition by Christopher Columbus that located America and signaled the beginning of a new era for Imperial Spain when he discovered America.Although the Monarchy had been unified in the sense of crowns it failed to emerge the kingdoms in the sense of people and in the sense of a national identity. Other than the fact that the two kingdoms would share the same monarchs, but in other respects they carried on leading the same lives. The only difference now would be that they were now partners, not rivals. Throughout their reign, the word Spain, referred to as it had done in medieval times, to the association of all the peoples in the peninsula, and had no specific political meaning and because of its imprecision they never used Spain in their official title calling themselves instead King and Queen of Castile, Leà ¯Ã‚ ¿Ã‚ ½n, Aragon, Sicily an d so on. Beyond the personal union, no attempt was made to change the complete autonomy of Castile and Aragon, and the achievement of a united Spain was never an objective of theirs. Minor improvements such as easing transport of goods between the realms, and decreeing equality between the three principal gold coins of Spain, helped economic exchange. But all the custom barriers that separated the kingdoms remained fully on force, and their institutions were kept separate.Going back to the medieval ages the crowns of Castile and Aragon had evolved in dissimilar ways, had different ideals and distinct institutions. The major differences were Castile was much larger, occupying almost four times that of Aragon and holding almost 80 per cent of the population, castile was essentially a united state with a single government; it had one Cortes, one tax structure, one language and one coinage, all this added to its size and population gave it greater political initiative than Aragon where each realm was governed independently by its own Cortes.With these major distinctions in mind it would and no attempt to change any of them, it is hard to say that Isabella and Ferdinand are the founders of an emergent Spain. It is true that they consolidated the thrones and pacified their kingdoms. But the only real unification was made by the crowns, not by the people. Also it is true that if it wasnt for them, it is likely that there would be no Spain today. If Juana had become sovereign, the world as we know it today may have been very different as it was Isabella who funded Columbus trip to America and without her Spanish America may not exist. They may not have set out to unify Spain but given time that is precisely what has happened. Along with the peace and order they brought, the emergence of Spain they can also take responsibility for.

Business Ethics - Rights and Obligations (U3DB) Essay

Business Ethics - Rights and Obligations (U3DB) - Essay Example The employer needs to protect his company – the business, and the whole workforce contributing to the life of the company. It is a prerogative of a job applicant to apply in any job because he is the one searching. If he wants to apply to a company, he must be ready to comply with its rules and regulations. The employer evaluates the credentials of an applicant to assess his abilities and skills if he fits to the job description he is applying for. If he gets hired, then the applicant will have to comply with the rules and regulations of the company. The use of drugs means there is a medical condition to cure or needs drug maintenance in order for the user to be productive in spite of the medical condition. The employer claims the right to know about his employee’s use of drugs, not for his personal agendas, but for the company’s welfare to assure that every worker works faithfully and accordingly. This is consistent to the moral philosophy based on consequences given that the employer knows his employee’s condition, he can find a way to support his employee by giving him medical benefits, and even adjust his work schedule that is best for both the company and the employee. Lest the employee conceals his medical condition and its effects affecting his mobility to the point of delaying business transactions, his employer will not hesitate to fire him for being a liability to the company. In conclusion, the philosophy based on consequences is therefore consistent to the statement â€Å"Drug use is information that is rightfully private and only in exceptional cases can an employer claim a right to know about such use.† The employer will base his decisions, either to give or refuse special employee benefits, according to work performance. An employee will not be given consideration despite of his condition if his employer does not have any knowledge of

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Subject is Learning,Training and development. (Human Resource management).You have to answer the question in analytical way - Assignment Example Lastly, the various potential crisis situations or constraints that can arise during this process are also analysed in a comprehensive manner, as well as how a trainer can tackle them in a more effective way. IMPORTANCE OF A SYSTEMATIC TRAINING PROGRAMME Training programmes in an organization are crucial for the developing and improving the skills of the human resource, while at the same time imparting vital information and knowledge to them, which will aid them in the future. It is also related to making the employees capable of implementing that knowledge and information in order to improve the organization productivity as well as effectiveness, and invariably improving the quality of supervision of people (Walton, 1999). Training employees is not only beneficial from the point of view of the organization, but also that of the nation. It will make the organization capable of contributing towards the progress of a country’s human capital, which is one of the most valuable res ources for any society. Not only will the employees succeed in serving the business organization in a more effective way, but will also become assets for the nation in terms of expertise (Armstrong, 2009). Training the employees can also lead to greater returns for the business, as they will now be better-equipped to perform at their optimum levels. Moreover, it will also persuade the training staff to improve their own knowledge in order provide expertise to their other employees. The knowledge that will be required for this training will also increase the quality of the various other services provided by the business – advisory, representation services as well as policy lobbying. Lastly, the business can meet their corporate goals and aims more effectively with better-trained personnel, and can successfully improve their overall image in the corporate sector (Buckley & Caple, 2000). That training programme that an organization decides to implement should be connected to the final outcomes that the organisation strives for. This can also prove to be an essential test of whether a training need exists for the human resource or not. Moreover, it is absolutely necessary to note that not all administrative problems or prospects will require training as a solution. It has to be evidently recognized that the specific organisational shortage or deficit can easily be resolved by a prepared training event (Tulip, 2003). COMPONENTS OF A SYSTEMATIC TRAINING PROGRAMME Training is a component of the business’s overall planning process in search of corporate goals. The firm has a training tactic which notifies the approach to employee development. Moreover, in systematic training, managerial abilities are intended for and established using a mixture of formal training, planned experience as well as coaching. There is an unbroken rotation of training analysis, evaluation as well as activity (Dunphy & Stace, 1993). The systematic training process can be summari sed as follows: 1. Recognize and describe organizational difficulties/prospects related to industry/service strategy that can be resolved by training. 2. Investigate the information/skill essential 3. Examine the learning mandatory – what information/skills are to be acquired for full expertise 4. Formulate the learning objectives for the training programme 5. Design the training process by selecting methods as well as determining the content and

Decentralisation Advantages and Limitations of Decentralization Essay Example for Free

Decentralisation Advantages and Limitations of Decentralization Essay Decentralisation of authority is another concept closely related to centralisation. The delegation of authority by an individual manager is closely related to organization’s Decentralisation of authority. Decentralisation of authority means conscious/systematic effort to bring dispersal (spreading) of decision making power to the lower levels of the Organisation. In decentralisation, only broad powers will be reserved at the top level. Such powers include power to plan, organise, direct and control and maximum powers will delegated to the authority at the lower level. Decentralisation is just opposite to centralisation. Under centralisation, authority is mostly concentrated at the top level management. Centralisation and decentralisation are mutually dependent. In a large Organisation, the process of centralisation and decentralisation co-exist and reinforce each other. Decentralisation is a natural development when the Organisation grows large and complex. Here, centralisation of management is neither possible nor desirable. The only practical solution is to divide the Organisation into decision-making units and giving the powers to take routine types of decisions in regard to the functioning of those units. This is decentralisation in practice. In decentralisation, systematic efforts are being made to delegate to the lowest levels all authority except that which can only be exercised at the central points. Decentralisation is delegation not from one individual to another but delegation to all units in an Organisation. A company is said to be highly decentralized, when the delegation is company-wide in all functions and divisions of the company and also for a wide range of authorities and responsibilities. Decentralisation is different from centralisation as in centralisation, the decision making power is in the hands of one person only. We observe such centralisation in sole trading concerns. It is also noted that centralisation is one feature of traditional management in India while decentralisation is a normal practice under professional management. Definitions of Decentralisation According to Henry Fayol, Everything that goes to increase the importance of the subordinate’s role is decentralisation, everything that goes to reduce it is centralisation. According to Louis Allen, decentralisation refers to the systematic effort to delegate to the lowest levels all authority except that which can only be exercised at central point. This definition makes it clear that even in decentralisation, delegation to the lowest levels is not complete as the basic functions in the management process are centralized. Advantages / Importance of Decentralization 1. Decentralisation helps to improve the quality of decisions/decision-making at the top level management : Decentralisation of authority among other executives at all levels in the Organisation relieves the top executive of the excessive burden saving his valuable time, which he can devote to more important and long-term problems. This is bound to improve the quality of his decisions regarding such problems. 2. Decentralisation facilitates diversification of activities : It is a matter of common experience that an Organisation with departmentation on the basis of products facilitates diversification of products or market even when the authority is centralized. Decentralisation takes this process a step further. Managers of semi-autonomous product divisions are able to utilise their skills and experienced judgment. This has a bearing on their products and the market. The enterprise also attains maximum possible growth. Decentralisation is beneficial when new product lines or new activities are introduced in an Organisation. Such policy creates self sufficient units under overall co-ordination of top level management. 3. Decentralisation encourages development of managerial personnel : Most companies find lack of managerial talent as a limiting factor in their growth. A company cannot expand effectively beyond the scope and abilities of its managerial personnel. Capable managers, however, can be developed only by giving managerial jobs to suitable persons and delegating them the authority to make important decisions. Such wide exposure gives them opportunity to grow and to have self development for higher positions. The more talented and capable persons will learn and improve and qualify themselves for higher managerial positions. Only a decentralized Organisation can offer such opportunities to future managers without involving additional expenditure. A decentralized Organisation also allows its managers adequate freedom to try new ideas, methods or techniques. In brief, decentralisation creates a team of competent managers at the disposal of the company. 4. Decentralisation improves motivation : Research conducted by social scientists has proved that the Organisation structure itself exercises some influence on the motivation of the people working within it. An Organisation structure which facilitates delegation, communication and participation also provides greater motivation to its managers for higher productivity. Decentralized Organisation structure is most favorable for raising the morale and motivation of subordinates which is visible through better work performance. 5. Decentralisation makes decision-making quicker and better : Since decisions do not have to be referred up through the hierarchy, quicker and better decisions at lower levels can be taken. Divisional heads are motivated to make such decisions that will create the maximum profit because they are held responsible for the effect of their decisions on profits. Thus decentralisation facilitates quick and result-oriented decisions by concerned persons. 6. Decentralisation provides opportunity to learn by doing : Decentralisation provides a positive climate where there is freedom to make decisions, freedom to use judgment and freedom to act. It gives practical training to middle level managers and facilitates management development at the enterprise level. Limitations of Decentralization 1. Decentralisation may lead to the problem of co-ordination at the level of an enterprise as the decision-making authority is not concentrated. 2. Decentralisation may lead to inconsistencies (i.e. absence of uniformity) at the Organisation level. For example, uniform policies or procedures may not be followed for the same type of work in different divisions. 3. Decentralisation is costly as it raises administrative expenses on account of requirement of trained personnel to accept authority at lower levels. Even the services of such highly paid manpower may not be utilised fully, particularly in small organisations. 4. Introduction of decentralisation may be difficult or may not be practicable in small concerns where product lines are not broad enough for the creation of autonomous units for administrative purposes. 5. Decentralisation creates special problems particularly when the enterprise is facing number of uncertainties or emergency situations. The decision-making process gets delayed and even correct decisions as per the changing situations may not be possible. Decentralization Is Not An Unmixed Blessing The advantages of decentralisation are more significant as compared to its limitations. The limitations suggest possible problems relating to decentralisation. Efforts should be made to solve these problems. It is certainly not desirable to have centralisation (in place of decentralisation) only because of certain limitations. However, to what extent the organisation should be decentralized is a delicate issue. Here, certain factors such as size of the organisation and the abilities of lower level managers need careful consideration.