Ge Talent free essay sample

How has it managed to do so? Answer: GE has been able to develop management talent as a sustainable source of competitive advantage. This is because it has always tried to recruit the higher level employees from within the organization rather than hiring them from outside sources. GE used a very through succession management process. This enabled GE to develop the talent of its management. The way they rigorously and constantly trained the next successor always provided them with an upper hand in the market. GE’s management always kept their eyes open for employees who showed a lot of potential an had the ability to be independent and decisive. Its management was a source of competitive advantage because no other organization gave its employees as much authority and variety of jobs to perform as GE. It always tried to keep its employees on their toes. This was done to keep them motivated and to keep them learning. We will write a custom essay sample on Ge Talent or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page To keep its management as a source of competitive advantage GE always groomed and tested the leading contenders. It has managed to do so by using several GE businesses as proving grounds. The appliances and lighting sector had long been used as a place to develop manager’s operations skills. Transportation System, Energy Systems, Aircraft Engines sector was used to improve the candidates’ skills to manage through capital spending cycles. And their performance at Plastics and Medical Systems could be evaluated for the candidates’ ability to exploit technological growth, acquisition and globalization. So this is how GE managed to develop its management talent as a source of competitive advantage. Question 2: Is GE’s talent machine perfectly in balance or does the CEO needs to fine tune it? What recommendation would you give him in the 3 questions? Answer: GE’s talent machine was perfectly in balance since it had a constant supply of talented employees. Also, its turnover of its most valuable employees was low. This shows that the employees were satisfied with their jobs even through tough times that GE experienced. It always provided its employees ith job security. For this reason and many more the turnover of GE employees always remained well below the U. S. Industrial average. Since the CEO always tried to ensure that its employees not only remained loyal, but were also engaged and motivated when things turned around. As businesses always operate in a dynamic environment and as employees are always looking for better jabs in all aspects, it would be wise to develop new or fine tune its existing talent machine even though the talent machine was perfectly in balance. I would recommend that they fine tune the talent machine by developing new HR policies and practices to deal with unforeseen future. Immelets review of some HR data showed that over the past 18 months, BankAmerica had recruited over 90 GE employees to its headquarter operations. The ones recruited were all from the pool of the highly valued 70%, and not from the top 20%. This group was regarded as the backbone of GE. But since GE had a very transparent succession management system, which showed the position of these employees to themselves they decided to leave the organization. As they thought that, they were being categorized as the just average or middle of the road employees. This ranking was based on the vitality curve which GE used for its performance management. So, the recommendation that I would like to give GER on the 3 questions is that, the vitality curve system should be modified to differentiate within this group as without modifying the vitality curve system it would not be possible to show employees their value in the organization and what they can become. This will definitely help in reducing the turnover if this highly valued 70%. The recognition and rewards should not be less sharply focused on the top 20% but at the same time the recognition and reward of the middle 70% should be highly focused on. This will allow for the top 20% as they are vital for future of the organizations. This would also encourage the middle 70% to stay as they would see that their importance in the organization is rising leading to improved morale. The performance ranking system should remain the same as it was effective in managing the employee performance within the organization and has worked flawlessly for such a long time. Their performance management system to a certain extent was the source of their sustainable competitive advantage. So, they should not question it but they might try to develop something new which will work along with the old system. Question 3: Do you think GE’s sustainable competitive advantage is transferrable and why? What are the key success factors of any successful people development system? Answer: Competitive advantage is what makes an organization unique and perform better than others/ competitive advantage gives an organization edge over the others. It is a position that a firm occupies in a competitive landscape. A firm posse’s sustainable competitive advantage when it has a value creating processes and positions that cannot be duplicated or imitated by others firms. GE’s sustainable competitive advantage is not transferrable this is because even though all the skills and talents and the knowledge of the employees can be duplicated along with the tangible assets of an organization, it is the intangible aspects of the organizations assets that cannot be duplicated such as the culture. The culture of an organization is unique and no matter what it can never be duplicated even if the entire top management is transferred to a different organization. That organization would never have the same culture and would always be different in one way or the other. This is why GE’s sustainable competitive advantage which is its talent machine cannot be transferred as the employees in the new organization will not have the same values instilled in them. People development systems are used by an organization as a mean of succession planning. It involves developing those people within the organization who would prove valuable to the organization sooner or later. The key success factors of any successful people development system are the ability to identify the valuable employees of the organization. It also involves developing a culture within the organization that encourages employees to achieve more. There should be enough training and development programs which are relevant and help employees to grow within the organization and instill within them the values of the organization. These are some of the key success factors of any successful people development program.

Racial Discrimination, Deviance, and Redemption in “Crash” Essays

Racial Discrimination, Deviance, and Redemption in â€Å"Crash† Essays Racial Discrimination, Deviance, and Redemption in â€Å"Crash† Paper Racial Discrimination, Deviance, and Redemption in â€Å"Crash† Paper Paul Haggis’ (2004) movie â€Å"Crash† is a powerful portrayal on the way in which racial discrimination as a complex social problem affects the lives of people. Set in Los Angeles, the movie shows how different people often â€Å"crash† into each other’s lives and unconsciously create ripples in these interactions. The effectivity of Higgis’ depiction lies on the utter simplicity by which the movie is able to show the nuances of interlocking problems from multiple perspectives. Interestingly, the movie also poses the problem of coping in a multi-cultural society where racism is almost a norm in itself and shows how gender and socio-economic gaps contribute to and reinforce racial stereotypes and biases. The film’s exploration on the barriers erected by racial, gender, and income disparities is perhaps best portrayed by Matt Dillon who plays the character John Ryan, a police officer who has been working for seventeen years with the Los Angeles Police Department. Ryan is a single, white, male who lives with and takes care of his aging father off-duty and who spends most of the time in the movie demanding a better doctor from his father’s healthcare company. Ryan is both a dutiful son to his father and the police force, however, his character harbors the frustration resulting from the conflicts of his status as a male Caucasian in the lower rungs of the economic ladder which prevents him from providing better quality of healthcare to his ailing father. It is from thses conflicting roles that his bitterness and disdain towards privileged people of color arises. Most of the poignant scenes which emphasize his bitterness and his attempt to compensate for his disadvantaged position show Ryan attempting to get back at his perceived tormentors either by physically or verbally harassing them using his position as a police officer and his status as a Caucasian. In the early part of the film, for instance, he is the stereotypical white, racist cop who stops an SUV driven for no apparent reason than the fact that it is driven by a black American and proceeds to create false charges against him. Clearly a case of selective perception where people are almost always quick to prejudge other people based on the color of their skin or other stereotypes, Ryan treats the man, a film director, like a common criminal. Unfortunately, the man’s wife, played by Thandie Newton, sees the cop’s real agenda for stopping them and protests arrogantly that â€Å"You thought you saw a white woman performing fellatio on a black man? †¦ †¦? that’s why you stopped us. † (Haggis, 2004) This visibly enrages Ryan who, not wanting to show weakness and lose his power in front of his much younger police partner, retaliates by subjecting the woman to a body search and sexually offending her. The act is both an offense and an insult against the woman and her husband, who are forced to endure the harassment and even apologize to the police officer for a supposed crime. In another scene, Ryan pays Shaniqua a personal visit to discuss his father’s deteriorating health and painful condition which expectedly ends in conflict when he subjects her to racial slurs in an attempt to compel her to do more for his father. He tells her of his father’s effort to provide employment in his business and of the loss he suffered when the Government started adopting a preference for companies owned by racial minorities. She is not moved by Ryan’s tirade of his father’s contribution to the African-American community, however, because of Ryan’s racist remarks and instead tells him that she would have signed the necessary papers if Ryan had been nicer.

Business start up Application form assesments Essay

Business start up Application form assesments - Essay Example Business Idea and the USP The key idea is to look for gifted amateur and professional actors (however, the preference will be given to amateurs and beginners). In fact, the industry is full of one-role actors and actresses, who are engaged in TV shows, advertisements and photo sessions. Therefore, the USP is based on the fact, that actors and photo models have to communicate with the audience through acting, and the key requirement for cooperation will be the ability to establish a dialogue with the spectator, creating the atmosphere of the close communication. Market Research and Test Trading In accordance with the brief web research, most dramatic artists, cooperating with talent agencies, position themselves as the universal actors for the on camera and voice over works mainly (45% and 32% correspondingly). The rest 23% are divided among commercial prints (13%), live corporate performances, including low quality stand-ups (8%), and performance management for private events (2%). T herefore, the business interest towards high quality acting is declining, while the demand for the high quality dramatic events is constant (in accordance with the live surveys). ... These are in need of talented actors, models, dancers, and design experts. 2. Spectators. While the agency is not dealing with the spectators directly, this audience assesses the quality of the actors’ work. In the light of such a division, the demographic categorization of the audience is not crucial, since the commercial and photo products are created for diverse categories. Skills, Experience and Qualifications Talent agency business is communications. The list of qualities and skills needed for running this business is as follows: 1. Organizational skills (including leadership and management) 2. Communicative and persuasive skills: for communicating with the actors, and the category-one target customers 3. Perfect face, name, and phone number memory 4. Ability to stay aware of the latest business events 5. Professional intuition and artistic flair, needed for finding the right actors and models among the others. 3 Months Action Plan Month one: Rent and equip the office Emp loy office manager, and one deputy agent to train Start promo campaign Set up contacts with administrations of the art and drama faculties, administrations of the amateur and professional theaters, and other talent agencies if possible. These contacts will be required for finding the necessary characters and dramatic types (with further creation of the database) Signing contracts with at least five studios Month two: Continue filling in the database Establish contacts with producers and agencies Sign another 5+ contracts Month three: Employ two more deputies and delegate them the task to look for actors and models in amateur theaters and among students Extend the promo campaign for increasing the search and cooperation geography Sign 8+ contracts Benefits

Philosophy of Human Conduct Essay Example | Topics and Well Written Essays - 750 words

Philosophy of Human Conduct - Essay Example I agree with Pojman's thoughts and see the fault with society's focus on only the end result and generalizing merit by not taking into account an individual's struggles and strengths I agree when Pojman points out that "nondeserved merit can be features that the natural lottery has distributed such as ones basic intelligence, personality type, skin color, good looks, and physical endowments" (86). I also think that merit comes more easily to those who are properly equipped to achieve it. For example I look at celebrities or wealthy aristocrats who have been granted merit for their large contributions to charity. These individuals may receive more praise and admiration than an everyday working class citizen who gives their last dollar to a homeless man on the street. I believe that the everyday citizen deserves just as much merit as the celebrity or wealthy aristocrat because the amount of money that one gives is not what warrants merit, but the generosity of the individual depending on their own personal income and what they can afford. Pojman points out that "Dessert then, is closely connected to effort and intention, whereas merit signifies positive qualities that call forth a positive response, including qualities that we do not deserve" (87). I think that Pojman used a great example out of Mickey Mantle discussing that just because he was a famous baseball player does not mean that he earned or deserved a liver transplant more than anyone else. I don't think that any human being can truly give merit to another because we can never know the inner workings of someone other than ourselves. Pojman says, "Whereas God, knowing our inner motivations, rewards purely on the basis of desert, we fallible beings, being far less certain as to how to measure effort and intentionality, tend to reward merit, the actual contribution or positive results produced" (87). The essay goes on to say that, " Another objection that underlines much of the suspicion of merit is the natural lottery, the idea that we do not deserve our genes, or natural talents, our families, our society, or even our determination to make an effort" (99). I agree that it would not be fair to give merit to someone for being successful in something that they were born to do. Just because someone is good at something doesn't mean they deserve any credit, credit should be given to the person who put in the most effort no matter the result of the effort. Someone could train everyday for a triathlon and still lose the race to someone who was born with more athletic ability than they have. Just because that person won the race does not mean that they put in as much effort or deserve to win. This belief that "effort is the decisive criterion of merit" (91), means that just because something comes easily for one person does not mean it is easy for everyone. Pojman says, "We are stewards of our talents and are judged on the basis of what we can do with them. Those who use their talents wisely and industriously deserve to be rewarded, whereas those who neglect their talents deserve reprobation" (90). I also think that if you acknowledge your ability, and push yourself in it, becoming the best that you possibly can, then merit is definitely deserved for your effort. I like the story Pojman told of the carpenter building the chair in the factory of the entrepreneur. The entrepreneur is talented in finding ways to make money

Managing information and financial resources Essay

Managing information and financial resources - Essay Example Profitability of Astra Zeneca has been analyzed by using four profitability ratios, namely gross profit ratio, operating profit ratio, return on total assets, and net profit ratio. Gross profit measures the percentage of each sales dollar remaining after the company has paid for the goods sold. In fact this is the margin of profit created by sales to meet overheads and other expenses. Astra has shown an improvement in this area of profitability as its gross profit has increased from 78.28% in 2007 to 79.12% in 2008. This also reflects the improvement in its efficiency in managing its cost of sales. Operating profits are also called EBIT (earnings before interest and taxes).These are pure profits because they measure only the profits earned on operations ignoring interest, taxes, and preference dividends. Astra has shown improvement in operating earnings in 2008 when compared with 2007. In 2008 operating profit ratio was 28.94% which is an efficient improvement when compared to 27.38% in 2007. Ratio of net profit remaining after taxes reflect the overall performance of the firm after meeting all expenses, overheads, finances expenses, and taxes. In 2007 this ratio was 19.04% which improved slightly to 19.4% in 2008. Profitability assessment can also be made on basis of return on total assets (ROA). It is also called return on investments. This ratio measures the overall efficiency of management in generating profits. Astra’s return on assets was 13.04% in 2008, which is a definite improvement over ROI of 11.67% in 2007. Liquidity of a firm represents the firm’s ability to meet its short term liabilities as those become due. In fact liquidity refers to the solvency of overall financial position of the firm. Liquidity of a firm is generally measured by its current ratio and quick ratio. However, average collection period and average payment period are related liquidity checks

The Process Of Change Within Organizations Management Essay

The Process Of Change Within Organizations Management Essay This chapter will provide a detailed literature review. The literature review helped frame the initial focus of this study, as well as focus the data analysis (Swanson Holton1997). Literature reviews help researchers limit the scope of their inquiry as well as act as a benchmark for comparison purposes. According to Creswell (2003) literature reviews provide a framework for establishing the importance of the study. According to Swanson and Holton (1997) Research is a process of a specific type of outcome. Outcomes of research are new knowledge, obtained through an orderly, investigative process. Typically the research process begins with attempting to solve a problem, which is done by asking a question and identifying a solution or, in essence, drawing a conclusion. 2.1 An overview of change The focus of the research is to reveal the elements of resistance in the current change management system both in practice and theory. This chapter is organized according to the various components of resistance to change and reducing resistance with the help of human resource strategies of the organization. 2.2. Defining change Change is the metaphysics of our age. Organizational theorists like Drucker (1995) stated change is a constant in all contexts. Change can be defined from an organizational development perspective. Pendlebury, J. et al (1998) demonstrate change as troublesome to organizations, and it is quite disruptive to the individual. The effect of change on individuals is significant. In many respects, it is the emotional dimension of resistance that must be managed throughout the life of the change event. Vigorous emotions can be removed through the process of change within organizations. In fact, scholars argue that every act or event of change will draw some type of resistance resistance that will clear itself in emotions such as fear and anger, denial, avoidance, and resistance. Change can be so disturbing that even individuals directly unaffected by a change initiative can be affected through survivor guilt. According to Noer (1997) survivor guilt or sickness may be experienced by individuals indirectly affected by change and may serve as a significant source of resistance for individuals. 2.2.1. Forces of change Change depends on two forces, which could be external and internal forces. If managers, employees or we can say organisations think about these forces, than they can implement on change successfully. The forces for change are: External Forces Technological change (Manufacturing Automation, Office Automation). Demographic change (Immigration, Age, Education, Gender, Skills) Organisations need to manage the diversity effectively if they are to receive maximum contribution and commitment from employees. Social and political pressure (War, Values, Leadership). Internal Forces Human resource prospects (Unmet needs, Job dissatisfaction, Absenteeism and staff turnover Productivity Participation) Managerial decisions. Human resource prospects (Unmet needs, Job dissatisfaction, Absenteeism and staff turnover Productivity Participation Managerial decisions (Conflict, Leadership, Reward system, Structural reorganisation) the needs for the change. (Bullens, et al 2006). The Wider Environment Social Values Demographics Task Environment Customers and markets Economy Technology Suppliers of Inputs Competitors For markets For resources Regulatory groups The Firm Process Factor What is done (task) How things are done (technology) People factors Workforce diversity Workforce Behaviour Figure 2.1: Triggers to change Source: Corlett,Forster, (2004), Analysing Self and Organisation Part 2: Analysing Organisation, p-654, Pearson Education Limited. Technological Change Technological change in the organisation is critical, for three primary reasons. 1- Competitors use technology as part of major success strategies. 2- Technology driven is everywhere and always present. 3- Value capture from new technology is challenging and never guaranteed. Source: Ettlie,J (2000) Most of the time, we hold technology as a constant, because its convenient. The more change in technology of products, services, and operations, the more change in administrative procedures, new strategies, new organisational structures, and new operating procedures will be required to successfully capture the potential benefits of the venture. The failure of technological change typically occurs when either too much technology is adopted too quickly or not enough technology is adopted to stay ahead of competitors. Cultural Change Culture examines societys values, norms, believes, symbols. Organisational culture, is the concept to analyse that the organisation can be very useful for focusing on the more behavioural and attitudinal aspects of the organisational life. Organisational culture is the social aspects of our employing organisations. Scheins (1985) developed the following typology for cultural analysis The organisations relationship to its environment (belief that relate to the broader environment) The nature of the human activity (beliefs about what the core activity of the business should be) The nature of the reality and truth The nature of human nature (beliefs about what people are like) The nature of human relationships (beliefs are about how people should relate to one another both hierarchically and horizontally) Homogeneity versus diversity (beliefs about similar or diverse the workforce should be) (Ellis Dick 2003). 2.3. Theories of change management There are many change models that are used to aid experts in implementing change. These models can be broken down into two types of change theories that organizations can use: radical and incremental. Within each of these approaches there are various models and processes. Radical change approaches include, but are not limited to, six sigma, quality function deployment, and re-engineering. Radical change models are used to jump-start an organization and are also used when a culture change is required. In 1994, Dyer explain radical change , In a conventionally Midwestern family business atmosphere, change is likely to be more heavily resisted than in other organizations because the feelings adjacent to the change tend to be deeper and more intense, and previous research shows that family values, goals, and relations deeply influence strategic change in family-oriented firms . Incremental change approaches include, but are not limited to, Kurt Lewins model, Beckhards change model, Kotters transformation model, and the Bridges transition model. Incremental change models are related with improving the existing system and operate within the current business model. All these models have a stage of unfreezing of the current behavior, a change being introduced, and a stage of refreezing the new behavior, or else they begin with the identification of the current state, the desired state, and the blocks and barriers that exist between the two. According to Kotter (1996) certain conditions need to be met in order to bring about effective change. These conditions on what is known to contribute to the failure of change efforts. Kotter also states that producing change is about 80% leadership (establishing direction, aligning, and motivating and inspiring people) and about 20% management (planning, budgeting, organizing, and problem-solving). In most change efforts he has studied, the percentages have been reversed. While there are some examples of successful change efforts, so leadership or management works as a change agent within the organization. According to Vago (1999) in a planned change effort, change agents are professionals who influence and implement the change; they are critical to the success of a change effort. Recent studies indicate that static change models are being replaced with dynamic change models that reflect the discontinuous nature of organizational change. In other words, change does not occur at a steady rate even though in the past organizational theory has written about steady or static models. A review of the literature Senge (1990) reflects the need for organizations to be able to continuously adjust as well as to allow for learning to take place. According to Schein (2004) culture change certainly involves unlearning as well as relearning and is therefore, by definition, transformative thus: Schein (2004) also suggested learning leaders must be well connected to those parts of the organization that are themselves well connected to the environment-the sales organization, purchasing, marketing, public relations, legal, finance, and RD .must be able to listen to disconfirming information coming from these sources and to assess the implications for the future of the organization. Cummings and Worley, (2001) state that Kurt Lewins three-stage change model is the root of change management. Lewins change model consisting of the following steps: 1) unfreezing the old behaviour (or situation), 2) moving to a new level of behaviour, and 3) refreezing, the behaviour at the new level. Lewin viewed the change process as a fundamental alteration or change in the forces that kept a system in stasis .According to Lewin, an organization will go through the process of making preparations for change, developing the force for change, implementing change, and then will strive to re-establish stability or reach stasis. Recent theorists have considered change according to developmental change, transitional change, and transformational change (Anderson Ackerman-Anderson, 2001). Unfreeze Change Refreeze Figure 2.2 Kurt Lewins three-stage change model of change. According to Van de Ven and Poole (1995) Organizational change is an empirical observation in an organizational entity of variations in shape, quality or state over time. Kaestle (1990) states in A New Rationale for Organizational Structure, that there are fundamentally two drivers for organizational change: 1) a dynamic marketplace and, 2) information technology. Nadler (1997) argue strongly for the case of new technologies and new markets. Jick (1995) identifies competition and the aspirations to gain and maintain competitive advantage a key Impetus for change. Change is initiated via external sources such as cultural and political factors. In short, additional external factors like globalizing markets, technology, politics, and communications are all sources of change (Nadler, 1997). 2.3.1. Force Field Theory Force Field Theory is the pioneer theory of change management; the theory was developed by Kurt Lewin. Schein (2002) explain Kurt Lewin theory, how change is influenced by two opposing factors driving and restraining forces that work against each other to sustain a state of stability .At the same time as driving forces uphold change, restraining forces resist the driving forces and thus hold back change. When these forces are balanced, a state of quasi-stationary equilibrium is achieved (Figure 2.3). Equilibrium Driving forces ( Restraining forces Figure2.3: Lewins Force Field Theory The term quasi-stationary equilibrium was used to describe the stable routine of day-to-day activity, rather than just equilibrium which implies a state of rest . According to Schein (2002) Any living system is always in a state of some change (growth, metamorphosis, or decline), but all systems are homeostatic in that they always tend toward some kind of equilibrium (p. 35). To explain the quasi-stationary state, Lewin used the analogy of a river flowing at the same velocity and direction over time. Although the river is not at rest, it flows consistently at the same rate and thus is stable. A shift in velocity or direction, however, would constitute a change. To bring about change, either driving forces need to be added or restraining forces must be diminished. Adding more driving forces is likely to be paralleled by higher aggressiveness, higher emotionality, and lower constructiveness than if restraining forces were reduced; therefore, the latter is a more desirable course of action. In addition, adding driving forces is likely to result in new restraining forces as people try to maintain a state of quasi-stationary equilibrium. In this study, force field theory provided the theoretical framework for the variable of resistance to change in that it posited the tendency for groups to maintain a state of stability with restraining forces (i.e. resistance) resulting when driving forces that promote change are introduced. 2.3.2. The modern version of Lewins theory Neito (2006) described the graceful of Lewins theory is the critical analysis if it is to be helpful to HR professionals. To start by means of, it is affective and how easy to get the agreement of employees regarding a change process. Even though if the change is important, but people will not accept the change easily, thats way the first stage Unfreezing takes more time rather than other stages. Next process is Change, this process will be by itself, but this process should be managed properly. If this process is managed properly there are incentives and benefits (easy wins) during the change process, end of the day this process will give the positive support. Finally, the last stage is Refreezing which should be critically evaluated in 21st century. Mid of the twentieth century WeberIan bureaucracies may have been refreeze after change, the modern similarity force be more likely slush. Changes in employees, task, technology and structure the sociotechnical theory are more common, the concept of refreezing may not be a suitable image for recent change succession. Human resource strategies are influenced by external and internal factors. Change successful depends on the concern and growth on the employee relations and interpersonal relationships. Human resource professionals should consider the change processes are likely to meet resistance and that is more efficient to consult with staff and expand teamwork than to oblige changes. Present workers should therefore invest in special development to enhance their long term employability.(Neito,M 2006) To understand the process and the nature of change in the organization, it is important to understand how organization works in the complex environment of external and internal forces. According to Hayes. J (2007) Open structure theory predicts that changes to any one of the internal and external elements of an organisations will source changes to other fundamentals. Hayes. J (2007) adopts from Kotter (1980) the integrative model of organisational dynamics. 2.3.3 Kotters integrative model of organisational dynamics The six main elements in Kotters model are: External environment, based on the direct task related environment and the wider environment (which includes the political system, economical system etc). Employees and other tangible assets, as well as building cash and all other stuff and inventories. Formal organisational arrangements which system is operating and job design Social system, which is based on organisations culture and social structure. Technology is the main product of the organisation. Dominant coalition Goals, strategies of those who control to make the plane. According to Hayes.J (2007) adaptability is very important because it determines whether the organisation will be able or not to maintain the require degree of alignment over the long period. For the long period, the main purpose of change management needs to be ensuring, that the structural basics of the organisation are as adaptable. Key organisational processes Information gathering Communication Decision making Matter energy transportation Matter energy conversion Formal organisational Dominant coalition External environment, Technology, methods Social system culture Employees and tangibleaaaa assets Source of potential behaviour and constraint Impact on Figure: 2.4 Source: Hayes,J.(2007) The theory and Practice of Change Management ,2nd ed, p-47, palgrave Macmillan. 2.3.4. A congruence model of organisations A substitute open system model, planned by Nadler and Tushman (1982) point out the effect of the congruency of the elements of the organisation, and shows the effectiveness on the organisation. Additionally, it puts more pressure, on the role of strategy, because any organisation based on the strategy as well. Congruence model depends on the four classes of input: Environment: Environment as well as based on wider culture, within which the organisation operates, thats the backbone of the organisation. Environment is a part of financial institutions, supplies, markets. Its overall the system of the organisation, which is based on the external and internal environment of the organisation. Environment provides the strength and opportunities that the organisation has to compete with. Resources: Resources like as raw material, liquid capital, labour, technologies. History: History is very important for the organisation, because past strategic decisions and development of central part values and patterns of leadership can affect the present model of organisation. Strategy: This input gives the direction how the organisations resources can be used to be the advantage in relation to the opportunities, and demands of the environment. Successful organisations are those that are able to support themselves with the help of external environment and move themselves to take advantage of any environmental changes. Nadler and Tushman (1982) argue that strategy defines the task of the organisation. Strategy is effective to the organisations behavioural system. They recommend that the goals of strategy measure the organisations performance. Nadler and Tushman(1982) define the major components of the transformation process as: a- Task, can be viewed in terms of obstacle, predictability, interdependence a skill demands. b- Individuals, those are the members of the organisation and their reaction capabilities, intelligence, experience, training, skills, attitudes, expectations etc. c- Formal organisational performance that include all the mechanisms used by the organisation to direct, control behaviour or formation. d- Informal organisation, as well as informal group structures, the quality of inter-group relations, political processes, etc. Transformation process x Informal organisation Individual Task Formal organisation Organisation Group, Individual Environment Resources, History Inputs Outputs Strategy Feedback Figure: 2.5 Source: Hayes,J.(2007) The theory and Practice of Change Management 2nd ed, p-52,palgrave Macmillan. Like Kotter, Nadler and Tushman argue that any useful model of organisations must go beyond only providing a simple sketch of the tools of the organisation and consider the dynamic relationships that exist between the various tools. They define congruence as the degree to those the needs, goals, objectives and structures of any one tool of the organisation are reliable with the needs. Their general theory is that, other things equal, the greater the total degree of congruence between the different tools the more efficient will be the organisations behaviour. Figure summarises the congruence model and the bold double headed arrows specify the six fits between the components of the transformation process (the internal organisation) These are: (a) Individual Formal organisations for example to what extents are individual needs met by the formal organisational arrangements? (b) Individual Task for example, to what extent do individuals have the skills required to meet task demands and to what extent do the tasks satisfy individual needs? (c) Individual informal organisation for example, to what extent does the informal organisation satisfy the needs of individuals or make best use of their talents? (d) Task formal organisation for example, to what level are the formal organisational arrangements enough to meet the demands of the task? (e) Task informal organisation for example, to what point does the informal organisation make sure to task performance? (f) Formal informal organisation for example, to what level are the goals, rewards and structures of the informal organisation reliable with those of the formal organisation? Mostly tools that Nadler and Tushman desire to focus on are different to those that figure in kotters model. All models are overview of the real world, and the usefulness of the particular model, in the context of the change management. Schneider state in the book of john hayes, Internal and external alignment promotes organisational effectiveness because the various elements of the system strengthen rather than upset each other, thereby minimising the loss of system energy and resources. 2.4. Defining resistance Resistance to change is not rigorously related to organizations management and leadership. It is a problem embedded in the very nature of its organizational members. In any case, resistance to change is a significant factor that must be understood in the organizational context. Individuals can arrive at a psychological state where major change can no longer be absorbed. According to psychologists, change can trigger emotional experiences such as depression, mania, irritability, anger, disturbing or obsessive thoughts. According to Conner (1998) the main sources of individual resistance to change are: lack of trust, commitment to the status quo, belief that the change is not feasible, economic threats, relative high costs, loss of status and power, and threats to values and ideals. Tushman and OReilly (1997) state that despite the inevitability of change and its necessity for survival, it presents serious dilemmas to anyone serious about the notion of change. Change is disruptive to organizations .That is undeniable. Change is not helpful to an environment of stability; it precipitates more and more disruption wooing business leaders to a critical deadlock. One cannot have both stability and change; they are conflicting forces. Pascal,R et el (1997), state, findings from surveys confirm that executives have begun to give renewal a high priorityà ¢Ã¢â€š ¬Ã‚ ¦.however, most of their efforts to achieve it have met with frustration partly because large organizations have such a remarkable capacity to resist change of all kinds. 2.4.1. Sources of resistance in the implementation stage According to Klein and Sorra (1996) implementation of any change in the organization is the significant step between the decision to change and the regular use of it at the organization. In implementation stage more resistance groups can be found. The main resistance is with political and cultural locks to change. It consists of: Implementation climate and relation between change values and organizational values, considering that a strong implementation climate when the values relation is negative will result in resistance and opposition to change and forgetfulness of the social dimension of changes ( Schalk et al., 1998). Last but not least, a set of five sources of resistance with different characteristics are According to Rumelt (1995) leadership inaction, sometimes because leaders are afraid of uncertainty, sometimes for fear of changing the status quo ;embedded routines ;collective action problems, specially dealing with the difficulty to decide who is going to move first or how to deal with free-extruders ,ask of the necessary capabilities to implement change capabilities gap and ,cynicism. 2.4.2. Sources of resistance in the formulation stage of change To understand resistance in the process of change in any organization, we need to focuses on the very fast formulation stage of change. It includes: inability of the company to look into the future with clarity. According to Morrison and Milliken (2000) organizational silence, which limits the information flow with individuals who do not express their thoughts, meaning that decisions are made without all the necessary information. Denial or refusal to accept any information that is not expected or desired ( Rumelt, 1995). Low motivation for change, sources are: Direct costs of change, is the cost of change that brings success to a product but at the same time brings losses to others, so it requires some sort of sacrifice. According to Rumelt (1995) the need for a change is compensated through the high rents obtained without change with another different factor, so that there is no real motivation for change. According to Lorenzo (2000) past failures, leave a pessimistic image for future changes. Waddell and Sohal (1998) identified different interests among employees and management, or lack of motivation of employees who value change results less than managers value them). 2.5. Kotter and Schlesingers Choosing Strategies Choosing Strategies for Change an article of Kotter and Schlesingers (1979) explain causes for resistance to change. Organizations frequently experience employees resistance when change is introduced. A lot of time fear and an unwillingness to take risks delay potential development, progress and success. Kotter and Schlesinger suggested four reasons employees resist change: parochial self-interest, misunderstanding and lack of trust, differing assessment and low tolerance for change. According to Bolognese (2002). close-minded self-interest describes employees that recognize personally loosing something of value .Lack of trust and misunderstanding are also causes of resistance to change (Kotter Schlesinger, 1979). Most of time employees are unable to understand the plan and believe they are giving more and receiving less. Another cause of resistance to change differing assessment is. This happens when members evaluate the circumstances differently from leaders and then determine costs exceed the potential positive outcomes from the change. Kotter and Schlesings last suggestion for member resistance is low tolerance for change. Members are afraid of their inability to acquire different skills and behaviors needed in the new setting, and this creates resistance in performing. 2.5.1. Kotter and Schlesingers Overcoming Resistance Kotter and Schlesinger (1979) branded the following six approaches which address how to handle resistant members: (a) Education and communication (b) Participation and involvement (c) Facilitation and support (d) negotiation and agreement (e) Manipulation and co-optation and (f) explicit and implicit. The first approach, education and communication, involves teaching members in advance of a potential change. It is the simplest way to overcoming resistance to change. Communicating a different perspective allows members to understand the need and reason for change (Bolognese, 2002). Kotter and Schlesinger (1979) suggested when educating members use face-to-face discussions, group presentations and reports. Participation and involvement includes placing potential resistors in the implementation process. About the leader in the organization Thalheimer (2005) suggested when resistance members become participants in the change, the leader should listen to the individuals involved in the change and apply their recommendations. When managers realize that they lack knowledge in specific areas to plan and implement a change or committed members are needed, involving others is good judgment. However, involving members in every change effort or never allowing participant involvement is unrealistic. However, often, this procedure prevents any resistance. Kotter Schlesinger (1979) suggested another approach to overcoming resistance is facilitation and support. Leaders should provide support for members when needed. Supportive procedures include offering new skills training, providing time off following stressful periods, listening and offering emotional support. Bolognese (2002) explain that when fear and anxiety is the root cause of resistance facilitation and support is very helpful. However, hard leaders often disregard this type of resistance. The facilitation and support approach is time consuming and requires to fiance training programs. This approach does not always prevent resistance. Next, the process of negotiation and agreement involves providing incentives to current and perceived resistance members (Kotter Schlesinger, 1979). Negotiation is suitable when, with certainty, an individual will suffer loss due to the change (Bolognese, 2002). Manipulation and co-optation are also strategies for overcoming resistance to change (Kotter and Schlesinger, 1979). This procedure involves leaders privately attempting to influence members. Manipulation, in this sense usually suggests choosing selective information for a specific use, and intentionally planning events (Robbins, 2003). Co-optation is a form of strategy. Co-optation is not participation because the leaders do not want suggestions from members. Instead leaders seek endorsement from members. It normally involves appointing an individual to an important position in the planning or execution of the change. Finally, explicit and implicit coercion deals with leaders intimidating resistant members. Often leaders must manage resistance coercion. Members are forced to comply with the change by direct and implied force, such as, losing a position, forfeiting a promotion or termination (Kotter Schlesinger, 1979). Similar to the manipulation approach, putting demands on members can become a dangerous process due to members developing resentment. However, when change is crucial and unpopular, coercion may be the only option available to leaders. 2.6. HR action to reduce resistance Human resource management strategies can play an important part to reduce resistance among the management and employees. According to Schein (1999) the organizations who will be successful in the future will be the ones that continuously adapt to change. And human resource is the department that deal with it. Schein (1999) added that forces for change in the competitive environment are diverse and increasing. Managing change should be viewed as a continuous activity and not a series of events. Organizations should assume organizational change will and should be continuous within its environment. According to the Harvard Business Review on Change (1998), despite the very best effort of senior executives, major change initiatives often fail. Those failures have common root: Executives and empl

My Passion for Visual Arts and Web Design Essay -- Computer, Internet,

The term visual arts can have different meanings. To some it is a passion, to others it is just a job. To me it is just a new and growing hobby that I would love to turn into a passion and a job. Just recently I have been reunited with my love for art and design. When I was in 5th grade, I was put into an advanced drawing class against my will and I have grown to enjoy it and then became very good at drawing. Eventually I was exposed to the internet and web design. I found it very hard and quit. Recently my best friend started to become attatched with art and web design, which sparked the memory from when I used to enjoy art also. I decided that I should revive that passion for art that I had and use it to become a web designer. Web Design is almost like an art. It is the design of various information and services over the Internet. Luckily for businesses and customers, the information and services provided are done through the World Wide Web. As earlier mentioned, Web design is a form of art, meaning that art and organization are needed to form Web pages to fit particular business needs. Web sites have now progressed into a form of advertisements for most companies. This is where your Web design and art skills come into play. Also your knowledge of how the human eye travels across the page is very helpful meaning that you know what attracts people and makes them stop and look at your advertisement. This is why I want to pursue in visual arts to continue building upon my foundations and turn me into a professional designer. My goal is to become a web designer with a large variety of art knowledge to make my work on a professional level as well as shaping my art skills. In the graphic design field, my main goal is to learn how... ...rs that get the attention of teens can annoy older people and vise-versa. Colors might just be one of the most overlooked aspects of Graphic Design. This experience helped me make my decision because it enhanced my thirst for knowledge. Now knowing that I posses all the traits required to be a good graphic designer I want to pursue graphic design even more. After I realized that I want to take my art design computer talents into the real world to help bussinesses and my clients and in the end make money doing for what I enjoy. Im still interested in pursuing Graphic Design because its something I want to do and knowing more about it now, I want to be a graphic designer even more because companies also employ a lot of designers. There are still many things that I’m not prefect at and would love to enhance my abilities to be the best graphic designer I possibly can.

Freud’s Theory of Id, Ego, Superego Essay

Sigmund Freud believed that our mind always have conflicts with itself. Anxiety and unhappiness is the main symptoms for this situation. Bertha Pappenhein alias Anna O case is one of the classic case study by Freud (Stevenson, 1996). Anna O is a young girl in her early twenties; she was a patient of Dr. Breuer. She showed some physiological and psychological disturbance like nervous cough, rigid paralysis, eye movement disturbed, power of speech reduces and others (Stevenson, 1996). After doing some hypnosis, Freud noticed that these disturbances are actually parts of her memories while she was nursing her dying father. There was once where her neighbour played a wonderful music, she was so excited and she started dancing; soon she had an urge to be at her neighbour’s house and thus leaving her father’s bedside. At that moment, she felt guilt and sadness for leaving her father’s bedside. After some time, she covers the internal conflict by coughing (Stevenson, 1996). This case had brought Freud to believe that our mind is divided into three parts- unconscious, conscious and preconscious minds which more commonly known as the id, ego and superego (Ciccarelli & White, 2012). The id or it is the primary personality found in an infant. The ids are usually demanding, immoral, illogical, irrational and selfish. It ignores about other’s desire or the reality and place it’s satisfaction at the first place (Ciccarelli & White, 2012). This is because id only functions to seek and maximize it’s pleasure and avoid pain, we say that id serves the pleasure principle (Schultz & Schultz, 2009). For example, a newborn baby; one who cries when the need is not reached but does not have the knowledge to satisfy the pleasure. Hence, the only way for the hungry infant to bring satisfaction is through reflex action. Freud has proposed this as the primary principle process (Schultz & Schultz, 2009). The only part in our mind which is in contact with reality is the ego (Feist & Feist, 2009). The ego is influenced by the â€Å"reality principle†. Ego will become more rational and logic. Besides, the ego is able to make the right decisions on each level. Ego does not ignore id’s demands but it will try to delay the action to bring satisfaction. As a child is growing up, they tend to receive punishments and gain rewards from their parents. Thus, they will learn how to avoid pain and gain pleasure at the same time (Feist & Feist, 2009). For instance, a child may want to steal some cookies from the kitchen, but will not when the parent is around (King, 2010). In short, ego can be explained as â€Å"if it feels good, do it, but only if you can get away with it† (Ciccarelli & White, 2012). The superego has the meaning of â€Å"above I† in Latin. Superego usually includes the moral values that obtained from the parents or society (McLeod, 2008). This is mainly guided by the idealistic principle where it convinces the ego to turn into moralistic goals rather than simply realistic ones. Freud suggested that around the age of 5, the superego starts to develop. According to Freud, superego consists of two parts, the conscience and ideal self. The conscience punishes the ego by creating feelings of guilt (McLeod, 2008). For example, a child steal some cookies from the kitchen, he or she will feel guilty. While for the ideal self develops from the experiences with reward for telling us how to behave and treat other people. Freud’s theory had attracted many followers due to the theory was new and creative (Plotnik, 2002). Vienna Psychoanalytic Society had formed to commence meetings with the supporters. However, some of the group members disagree with Freud’s theory and assumptions. One of the members who disagreed with Freud’s theory is Carl Jung. He was the first president of the Vienna Psychoanalytic Society. At the beginning he supported Freud fully; however Jung and Freud not only ended their personal relationship but also professional relationship after four years. Jung disagree that Freud emphasis too much on the sex drive, he believes that the collective unconscious is the main force in developing personality (Plotnik, 2002). The collective, universal human memories are called the archetypes (Boreree, 2006). Another member who disagrees with Freud is Alfred Adler (Plotnik, 2002). He was another contemporary of Freud who later became the president of the society. He was criticized badly by other members after he voiced out his disagreement on Freud’s theory, not long later he reigned. Alder believed that child-rearing practices and sibling influence are the main force for the development of personality. He had mentioned that the driving force behind all human endeavors is not seeking for pleasure but for superiority. Other than that, he suggested that the order of a child is born also affects the personality development (Plotnik, 2002). For instance, firstborn feel inferior when a younger child gets all the attention. Thus, they tend to be a little more competitive (Boreree, 2006). Although Freud’s theory had attracted so many followers, however there are some flaws in this theory. The main reason for this is because most of Freud’s researches are based on case study. Due to the inherent subjectivity, case study is difficult to generalize (Achilleos, 2012). The data are not gathered systematically and they are mainly based on the qualitative subjective data. In Freud’s case study, he did not keep any records of the therapy session. Besides, the validity of Freud’s data may be one of the weaknesses of this theory. He believes that taking notes during a therapy session may distract the patient, thus he discourages the analyst to take notes during the therapy session. As a result, Freud only gathers and records data based on his memory, and this might cause the data to be incomplete (Achilleos, 2012). I believed that many of us may be familiar with these three personalities. These personalities are frequently shown in the animated form (Ciccarelli & White, 2012). The little devil as the id, the superego is the little angel while the ego is the individual that is caught in the middle struggling to decide which action is right. Normally the id will demand for an act; the superego put restrictions on how the demand can be reached while the ego will negotiate between id’s demand and superego’s restrictions. Anxiety and unhappiness will form when the id or superego does not get things done according to it’s way. The constant id-superego inner conflict is Freud’s view on how the personality works (Ciccarelli & White, 2012). Although there are some flaws and lack of evidence to prove this theory, but certain parts of the theory does explain the personality of an individual.

Plantation and settler colonies

Plantation and settler colonies Introduction Europeans easily defeated all of Africa and managed to separate Africa into minor colonies. A colony is a section of the continent managed by one particular European state. For instance, England managed colonies such as Rhodesia; France controlled nations such as Algeria; Under Imperialism, there were many different types of colonies.Advertising We will write a custom essay sample on Plantation and settler colonies specifically for you for only $16.05 $11/page Learn More This included plantation, settler, occupation and entrepot (Tiffin Ashcroft 2002). This paper will discuss plantation and settler colonies. It will compare and contrast the experience of empires in plantation and settler colonies. In the original imperialism stages, the Europeans aim was to triumph over new lands so as to obtain raw materials which were not accessible in their home country. They also aimed at winning new people to Christianity. Following industrialization, impe rialism of the whites has changed; Imperialists during the post- industrial period looked for raw materials to supply to the factories of the natives while looking for new market places for their already produced goods. This imperialism led to the development of real empires and no empire, however was effectively enough to starve off the penetration of the whites. By the year 1850, the new imperialism established a contest to develop empires overseas (Morgan Hawkins 2006). Discussion Colonialism is the occupation and management of one country by another. The European nations have colonized many world areas for the preceding years. Plantation and settler colonies are two distinct means through which the Europeans developed colonies in the Americans. These were founded on their rationale for colonization. The French established plantation colonies since they were concerned in doing business for furs with the indigenous Americans. Britain was in need of raw materials for its industrie s in the United Kingdom. They, therefore took immense territories of land for cultivation and to use in their industries. They established plantation colonies to satisfy their wants. The British also needed to establish colonies for settlers to arrive and develop new cities that would be governed by the mother nation and pay duties to Britain. These were known as settler colonies (Tiffin Ashcroft 2002). Colonial rule however, differed in distinct ways; the treatment of the indigenous Americans was also different in the varying colonies. The British pressed the resident Americans out of their way to establish the settler and plantation colonies. The French on the other hand, treated their resident Americans well and developed these colonies besides River Mississippi so as to trade moderately (Morgan Hawkins 2006).Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More Settler colonies were the firs t colonies; in these colonies, many Europeans migrated to Africa and stayed in colonies. It involved the whites and blacks staying and working subsequently. Plantation colony is an early system of colonization; settlers were planted overseas so as to develop a lasting or semi lasting colonial foundation. In this system, colonies were intended to support the growth of western civilization and Christianity among neighboring natives. This is evident in America and especially in the East Coast Plantations (Fredrickson 1988). Plantation colonies were the economical foundation of most of the American colonies. The climax of these plantation colonies was in the 18th century particularly the sugar farms in Caribbean that relied on slave labor and in this case, Britain flourished as the leading slaving state in the Atlantic globe. Slaves were transferred to the Caribbean farms between the year 1690 and 1807. Since the life of slavery on these plantations was ruthless and slaves demised witho ut having children, a steady supply of slaves was necessary; these slaves were obtained from Africa to sustain the plantation economy. There was a decreasing slave population, but in the year 1840, the slaves exceeded the whites. They supplied all the physical labor and this labor led to a spectacular change in the feeding habits of Britons. For instance, the Europeans used four sugar pounds in the year 1700, by the year 1800, this had increased to 16. The bedrock of plantation colonies was agriculture, especially the cultivation of cash crops. Slaves (Tiffin Ashcroft 2002). In settler colonies, the Europeans acquired the fertile African lands and were concerned with making lots of money from these African territories. They however did not want to carry out the hard works associated to it and they therefore made the natives to carry out these tasks on their behalf. In some settler colonies, the whites obliged many Africans to construct railway trails via the country; during this ti me, many Africans died due to starvation and ailments. In plantation colonies, the Europeans forced the Africans to pay profound taxes, this was not done in settler colonies. The Africans had to toil for the Europeans so as to make sufficient money to pay the large levies. Europeans therefore became prosperous while the Africans life worsened (Morgan Hawkins 2006). Settler colonialism involved distant family units shifting into a region and having children in that new country. Land was the foremost resource in settler colonies while natural and human resources such as adaptable souls and labor were the key resources in plantation colonies.Advertising We will write a custom essay sample on Plantation and settler colonies specifically for you for only $16.05 $11/page Learn More Settler colonies were long lasting except in the uncommon circumstances of total evacuation. Settlers went to a country to live; they were initiators of political commands and they ca rried with them a different sovereign capability. Settler colonies usually attempted to make the native residents of a nation fade away, they first utilized their labor before making them vanish. Settler colonies have expansively occurred all through even in the primordial times. The Roman Empire frequently set up settler colonies in recently subjugated regions. The colonists in settler colonies were experts of the Roman military who established farming land; these agricultural societies offered bastions of faithful citizens in unfriendly regions of the Empire. They hastened the Romanization practice amidst the conquered communities who were in proximity to them. An example of a settler colony is the colony near the town of Damascus. The modern settlements of Mezze and Deraya also draw their origin from communities established for settlement by the Romans (Morgan Hawkins 2006). Settler colonies were exclusive in nature. In these colonies, settlers took the place of the indigenous p eople in their native lands and this is different from plantation colonies. In settler colonies, the whites sought an enduring stake in their land while in plantation colonies, the whites sought just to utilize the resources of the natives. Another difference between the two colonies is that, in the plantation colonies, the whites concern was aimed at obtaining cheap labor; this was in the beginning via slavery, but with time, it grew to paid labor while in settler colonies, the main concern lay on exceptional control of the new land. In plantation colonies, the economic interest of the whites relied on labor management rather than land management of the colonized populace. The necessity to protect British rule in settler colonies like Australia weakened with time. Settler domination rose and the termination of slavery during the middle decades undermined governments (Morgan Hawkins 2006). Another principal difference between settler colonies and plantation colonies is that settler s had a tendency of living endearingly in settler colonies. By taking ownership of land and farming on it, there was no much contemplation of the settlers going back to their homes. In settler colonies, the occupying Europeans exterminated, dislocated and marginalized the natives to become a popular non indigenous populace.Advertising Looking for essay on history? Let's see if we can help you! Get your first paper with 15% OFF Learn More In plantation colonies, the settlers comprised of a comparatively small but influential assembly of white planters. These were mainly interested in controlling and administering the utilization of resources as well as conserving the geopolitical concern of the municipal state. These rarely remained on following the termination of their mission. Examples of these colonies include Nigeria and India. Though there were many natives in these countries, they were regulated by a distant power. Colonial rule was majorly set up by the arrival of urban settlers in large numbers. These gained power over the regions by discussions with the former inhabitants. They cultivated unproductive and barely populated areas. With time, these metropolitan settlers became large in numbers. The management of these lands was entirely under the settlers with the original residents being resettled in the rural areas. These original residents were not able to stand for themselves politically. Their sovereignty was confined in the reserves. Expansion developments of the settlers totally served their wants. They did not benefit the natives. They only diminished them to paucity and structural reliance (Fredrickson 1988). Because of the aggressive manner in which the natives were opposed to plantation settlers at first, there was no extensive and organized authority to contradict their settler rules. As time passed by, the settlers gradually stopped to identify with their urban nation. They were able to take their own identity for granted. This was different from the new and the native states which they had left. The resulting colonial fight backs were those amongst the whites. The imperial procedure lingered in the new states. This was to continue defeating the former residents and gain land and riches (Mitchell 2000). In settler colonies, the colonial procedure meant complete take over of the new nation. For instance, Australia and New Zealand saw the diminution of their native populations to small alien inferiors. Their duty on the global scale was acting as ethnographic subjects. A confident degree of ambivalence besieged the survival of the natives. The sagacity of displacement incited the recognition that they belonged nowhere. They, therefore, no longer categorized themselves with the state where they initially came from. They also did not make out effortlessly with the original populace. This was especially tricky in settlements where the native inhabitants formed the greater part of the population. An example of this intricacy experienced by the settlers and the natives is South Rhodesia (Fredrickson 1988). Through an optimistic lens, this ambivalence showed that there is finding of a new custom. This neither belonged to the imperial nation from which they originated nor the native customs that they lived besides. As a custom, it was perceptibly of a cross breed nature, with adoptions from previous societies influencing social and artistic constructs. This incl uded verbal communication, finances and education. Plantation colonies were different from settler colonies especially when it comes to the place of women. European ladies were less appreciated in plantation colonies compared to settler colonies. In plantation colonies, women were taken as companions and instruments of reproducing. In settler colonies, the safety and productiveness of women was crucial to the colonial practice. Settler colonies in association with the ambivalence adjoining the situation of the settlers attested to be a fascinating study field. Reactions to empire in settler communities constituted a site of disputing and contradicting claims. This was a range of recognitions and subjectivities which declined to cohere tidily into oppositional post colonialism (Fredrickson 1988). Settler colonies were quite different from plantation colonies. The Europeans practicing plantation colonies were unable to settle since they were fought away by the Africans. Settler coloni es were better for the life of the natives compared to plantation colonies. Racism was highly manifested in plantation colonies than in settler colonies. Only the blacks were slaves in plantation colonies (Mitchell 2000). A similarity between settler and plantation colonies is in the fact that both the Europeans searched for a technique of getting wealthy at the expense of the Africans. In plantation colonies, the Europeans obliged the Africans to cultivate certain crops. The Whites could then trade these crops in other regions of the globe. The Africans grew crops such as cotton and tobacco. The whites would trade these crops at relatively higher charges and benefit from the earned proceeds. Plantation colonies intricate the Africans. They could not provide for their families since they had to cultivate only cash crops. They did not grow food crops for themselves and their families. As the whites became rich, the Africans became shoddier and were not able to supply or nourish their families. It is clear that in, both plantation and settler colonies, the Europeans grew wealthy at the expense of the blacks (Fredrickson 1988). References Fredrickson, M. (1988) The arrogance of race: historical perspectives on slavery, racism, and social inequality. Middletown: Wesleyan University Press Mitchell, G. (2000) Native vs. settler: ethnic conflict in Israel/Palestine, Northern Ireland, and South Africa. Westport: Greenwood Press. Morgan, D. Hawkins, S. (2006) Black Experience and the Empire. Oxford: Oxford University Press. Tiffin, H., Ashcroft, B. (2002 The empire writes back: theory and practice in post-colonial literatures. Routledge: Routledge Publishers.

agustus essays

agustus essays Augustuss approach to change was effective in many ways that differenced from Julies Creasers. He was the general who dominated the strongest army that ruled the state. Augustus saw how diverse to the Roman polity civil war was. He understood that control of the legions by the civil government was necessary for the establishment of peace and order throughout the Roman Empire. He wanted to make some gradual change to make sure it wouldnt rise again. Augustus used a good approach when he chose to change the length of military service. The Roman legion became a specialized, long service force with an espirit decorp that earlier legions did not have. An officer witch Augustus personally appointed commanded to each legion, and the legionnaires pledged their allegiance to Augustus leader. Furthermore, Augustus recruited soldiers from the Roman provinces. Augustus reformed the provincial administrative system by creating a large civil service whose members came from a group of capable administrators that he had picked himself. Augustus had these new governors hold long terms of office in order to have sufficient long-term reforms. In order to hold back corruption, Augustus saw that the governors were paid fairly for their work. Their big financial problems problem facing Augustus was how to raise money for military wages and pensions. This financial problem was solved when he obtained Egypt as his personal possession. All the wealth of Egypt went directly to the imperial treasury. Therefore, Augustus directly controlled the imperial treasury. There was reliability on Augustus that funds would be paid. He also created new taxes to boost the government's income: a sales tax, and inheritances tax and slaves tax. Therefore, Augustus gradual change placed a big importance on the traditional religion of Rome. He believed that prosperity and peace in the state relied on ...

Financial Analysis of Dell Essay Example | Topics and Well Written Essays - 3000 words

Financial Analysis of Dell - Essay Example Dell, Inc. is a leading supplier of information technology equipment and peripherals such as printers, music players, mobile phones, laptop and desktop computers and software, and servers and storage systems. Founded in 1984 by Michael Dell, currently the Chairman of the Board, it generated total sales of $55.9 billion and profits of $3.6 billion in 2006 on the basis of a direct-selling business model to a growing global corporate and consumer market. Customers place orders over the phone or the Internet, pay for purchases up front, and wait for on-time delivery. Its business model allows Dell to sell computers at a lower price and that are tailor-fit to each customer's needs. Although it began by selling to individual consumers, the company now generates over 75% of its sales from large corporate accounts. Using a supply chain and financial management system that it innovated and successfully continues to improve, the company keeps spare parts and finished products inventories low, its cash volumes high, and net profits optimized to drive phenomenal corporate growth. In the task of managing a 65,000-strong global workforce spread in seven manufacturing sites in the U.S., Brazil, Malaysia, China, and Ireland, Dell is assisted by President/CEO Kevin Rollins and a team of directors and professional managers from its Austin, Texas headquarters and five regional offices (Dell, 2006e, p. 22-24). The company belongs to the highly competitive technology sector populated by established companies. It competes for global market share in computer hardware sales with IBM, HP, Xerox, and Apple of the U.S., and with NEC, Fujitsu, and Canon of Japan. Due to the effects of global competition on operating margins, Dell has evolved from a mere assembler and seller of products developed by other companies - such as Intel that supplies computer chips and Taiwanese companies supplying wires and other parts - into a designer of its own products like PDAs and PCs. The first half of 2006 was good for Dell. Fortune ranked the company 25th among the 500 Largest U.S. Corporations; 23rd in annual profit growth measured in Earnings per Share over the last ten years hitting 33.1%; and 2nd in Ten-Year Total Return to Shareholders with 39.4%, making it the second best investment in the list (McGirt, 2006). Its revenues made it the 88th largest company and the third largest supplier of computers and office equipment in the world after IBM and Hewlett-Packard (Lustgarten, 2006). However, the second half of the year has been brutal for the company. First, a battery in a Dell laptop exploded in the U.S., which turned out not to be an isolated case, leading Dell to recall and replace 4.1 million batteries, the largest such order in the history of American business, opening the company to embarrassment and potential lawsuits. Second, Dell made public that in August 2005, the Securities and Exchange Commission (SEC) launched an investigation of its accounting practices. This double trouble

Liability & Negligence Case Study Example | Topics and Well Written Essays - 750 words

Liability & Negligence - Case Study Example There are various reasons why the entities mentioned above can be found liable for the pilot’s accident. The manufacturer of the aircraft would have been found liable for the pilot’s accident under the strict liability act. Liability can be imposed on the manufacturer of the Cessna 337 without finding a fault such as negligence. In this case, the pilot who now becomes a claimant needs to prove that n accident occurred and that the aircrafts manufacturer was responsible. The law can impute strict liability in a situation like this, which can be considered dangerous (Edward, 2009). The manufacturer will be liable for the accident if he did not discourage the pilot against reckless behavior, which led to the accident. No matter how good the aircraft is, in a case of an accident like this, the manufacturer of the aircraft can be held liable. This is because; the pilot can accuse the manufacturer of a faulty product in case of product liability (Bernhard, 2012). The pilot however does not need to prove that the aircraft was faulty. In this case, strict liability will make the manufacturer of the Cessna 337 liable for the pilot’s accident. The manufacturer can also be liable for the pilot’s accident as a result of negligence. If the manufacturer did not provide enough warnings of the dangers of the flight, he will be held liable for the accident. The manufacturer is also liable for the pilot’s accident because he could have taken the flight for a test to ensure that it was in good condition. The pilot will be found liable for his accident due to various reasons. The main reason why he will be liable for his accident is negligence. In the presented case, the pilot has shown negligence in various issues. First, he decided to fly the aircraft when it did not have enough fuel. The pilot can also be considered to be negligent because he flew the flight when he was not comfortable with the night conditions. The pilot can also be sued for negligence because of