Infinint Love essays

Infinint Love essays Love has been present throughout the history of mankind. Its not a surprise that it has been the topic of countless poems, novels, lyrics, and many other forms of writing. The original love story is Tristan and Iseult. Tristan and Iseult are second only to Lancelot and Guinevere as the great lovers of the Arthurian legends. The story of their tragic love has been the subject of numerous medieval and modern retellings. The medieval versions of the story are sometimes divided into two branches, called the courtly and the common versions. The former is represented by the Tristan of the Anglo-Norman poet Thomas, which was written in the latter part of the twelfth century. His version in turn influenced Gottfried von Strassburg, whose Tristan, written in the first decade of the thirteenth century, is one of the great romances of the Middle Ages, and the Old Norse Tristrams saga (1226). This story is a mirror image of value of courtly love during the Middle Ages. The story of Tristan and Isuelt relates the culture in which it was written in. Tristan and Isuelt demonstrates love versus social convention. The story is comparable to the era (Middle Ages) in which it was written in. Epics were the focus of many literary workings during this time period. There was the concept of ideal love which last forever even beyond death. During the Middle Ages the culture was influenced its economic system. Feodalism or vassal system was the predominate economic system. Kings ruled the land and knights served the King. This is a very strong influential factor in Tristan and Iseult. Isuelt was portrayed as a perfect lady with no flaws. Another theme that was popular during the time was the idea of servitude to the lady. An honorable mans job was to serve his lady. The Crusades where probably the most prominent element during the Middle Ages and thus the Knight became known. Kn ...

Leaders of the American Revolution

Leaders of the American Revolution The American Revolution began in 1775 and led to the rapid formation of American armies to oppose the British. While British forces were largely led by professional officers and filled with career soldiers, the American leadership and ranks were filled with individuals drawn from all walks of colonial life. Some American leaders, such as George Washington, possessed extensive service in the militia, while others came directly from civilian life. The American leadership was also supplemented by foreign officers recruited in Europe, though these were of varying quality. During the early years of the conflict, American forces were hampered by poor generals and those who had achieved their rank through political connections. As the war wore on, many of these were replaced as competent and skilled officers emerged. American Revolution Leaders: American Major General William Alexander, Lord Stirling - noted brigade, division, and department commanderLieutenant Colonel Ethan Allen - Commander, Green Mountain Boys during 1775 attack on Fort TiconderogaMajor General Benedict Arnold - noted field commander, famously changed sides in 1780 becoming one of historys best-known traitorsCommodore John Barry - noted naval commanderBrigadier General George Rogers Clark - Conqueror of the Old NorthwestMajor General Horatio Gates - Commander, Northern Department, 1777-1778, Southern Department, 1780Colonel Christopher Greene - Commander at Fort Mercer, Battle of Red BankMajor General Nathanael Greene - Commander, Continental Army in the South (1780-1783)Commodore John Paul Jones - Key American naval commanderMajor General Henry Knox - American artillery commanderMarquis de Lafayette - Noted French volunteer in American serviceMajor General Charles Lee - Controversial American field commanderMajor General Henry Light Horse Harry Lee - noted Americ an cavalry/light infantry commander Major General Benjamin Lincoln - Commander, Southern Department (1778-1780)Brigadier General Francis Marion - The Swamp Fox - Noted guerilla leaderBrigadier General Hugh Mercer - American general killed in 1777Major General Richard Montgomery - Promising American general killed at the Battle of QuebecBrigadier General Daniel Morgan - Key commander at Saratoga and CowpensMajor Samuel Nicholas - Founding Officer, US Marine CorpsBrigadier General Count Casimir Pulaski - Father of the America CavalryMajor General Arthur St. Clair - Commander at Fort Ticonderoga, 1777Major General John Stark - Victor of BenningtonMajor General Baron Friedrich von Steuben - Inspector General, Continental ArmyMajor General John Sullivan - Division Commander (1776-1778), Commander, Rhode Island (1778), Sullivan Expedition (1779)General George Washington - Commander in Chief, Continental ArmyMajor General Anthony Wayne - Daring American commander who saw extensive service American Revolution Leaders - British Major John Andre - British spymasterLieutenant General John Burgoyne - British commander at the Battle of SaratogaGovernor Major General Sir Guy Carleton - British Governor of Quebec (1768-1778, commander-in-chief in America (1782-1783)General Sir Henry Clinton - British commander-in-chief in America (1778-1782)Lieutenant General Lord Charles Cornwallis - British commander in the South, forced to surrender at the Battle of YorktownMajor Patrick Ferguson - inventor of the Ferguson rifle, commander at the Battle of Kings MountainGeneral Thomas Gage - governor of Massachusetts, commander-in-chief in America (1775)Vice Admiral Richard Howe - Commander, North American Station (1776-1778)General Sir William Howe - British commander-in-chief in American (1775-1778)Admiral Lord George Rodney - British naval commanderLieutenant Colonel Banastre Tarleton - noted British cavalry commander

Define the concepts 'realism', 'fantasy', and 'utopia' Essay

Define the concepts 'realism', 'fantasy', and 'utopia' - Essay Example Realism Realism is widely-known since it contains cosmopolitan elements most people would agree to be the truth. It is a concept used to rationalise everything in the world, unifying how everyone sees reality through measurable and specific attributes (Morris, 2003). However, realism is not fully grasped by every individual due to innate differences. Each person experiences some parts of reality but not fully, making individual persons and their existences separate from absolute reality. This detachment from absolute reality is constant through time and space. Because each person has a unique set of experiences and memories by being in various places and periods in time, it would be impossible to say that how a person sees reality is the absolute truth since a person’s collection of knowledge and memories affects how reality is felt and experienced (Berger, 2008; Searle, 1995). It false to assume one person sees ultimate reality, but is socially acceptable that every person se es reality according to how one reacts to it, believing this to be the truth. The idea took a long time to form and even longer time to conceptualise due to difficulties in uniformly defining realism and reality. Before realism was coined, cultures come to accept everything simply what these things seem to them without any further questioning. The advent of Enlightenment and Scientific Revolution started people questioning what reality is, and defines this further through the growth of various fields of knowledge such as sciences and humanities. This makes it easier to create a representation of what reality truly is by delineating what defines something real and what makes it unreal, as agreeable to the majority. However the emergence of a culture giving priority or power to entities bearing the highest amount of money or capital such as rich or influential people skewed this balance of equal opportunities in presenting individual realities, giving them greater capacities to delive r their ideas and perceptions of their own reality to others compared to those lacking resources to do the same. If the powerful person or entity communicates its reality in attractive forms like literature among impressionable people with limited experiences, these audiences will be convinced of its absolute truth, twisting the people’s individual perception of realism and taking its face value for convenience. But people who totally reject and disagree with this reality do so because they either have an entirely different sense of realism based on their own experiences, or they already created opposing belief systems far from how powerful entities sell their reality. This keeps distrusting people unresponsive to mass-produced reality and fully aware of its differences with their own, shaping their own senses of realism. Fantasy and Utopia Realism has its antitheses: fantasy and utopia. For many, fantasy is something unchained, imaginary and a form of escape from one’ s insight on reality (Jackson, 1981). In this made-up world, ideas and thoughts are not confined by others’ definition and view of reality. Impossible things in realism is acceptable as true or absolute in fantasy, including the reversal of social codes, gender, good and evil, or anything most people find troublesome in the reality they experience. Fantasy bluntly or subtly rejects the reality in most people by showing the

International Human Resources Managemnt Essay Example | Topics and Well Written Essays - 3250 words

International Human Resources Managemnt - Essay Example We will briefly start with the need of international human resource management, followed by the increase in problems and hurdles and finally highlight the key strategies that should be adopted to have a strategic international HRM in order to achieve an added or competitive advantage (Lane 2000). This will include a special focus on dealing with expatriates. In the end we will sum it up with certain recommendations and conclusion. Globalization has accelerated greatly in the last few decades. Organizations are crossing borders either through opening branches or subsidiaries in other nations or simply hiring individuals on a contract basis. However, one major misconception is that due to globalization labor environment has become uniform. Though super national bodies such as European Union are trying to develop consistent policies across all nations they are still at a very initial level. Therefore, there is a dire need for having unique HRM policies and strategies for every state in which the business is operating (Caluwe 2000). In this situation the real question arises when there has to be a balanced developed between an integrated HRM practice across border and at the same time keeping consideration of the local perspective. Organizations need to spread their competent policies to other sides of the business. This means that if there is an effective strategy in place at the home ranch it has to be introduc ed in other nations too for competitive advantage. As mentioned in the introduction, there are many factors that make international HRM more complicated and act as a hurdle in achieving a well management system of human resource. Some of them are as follows: 1. Legal laws and policies: Every country has its own labor laws and rights protection policies. Further, how well are they enforced is another factor that differs from one state to another. Multinationals that are present in Europe as well as India have to

Groundwork Preparation for Wet Mounts Essay Example for Free

Groundwork Preparation for Wet Mounts Essay Through processes know as wet mounts and simple stains, observing living microorganisms through a compound microscope can generate a clearer understanding of their appearances and movements. Microorganisms are living things that for the most part cannot be seen through the naked eye. They live on and among humans, as well as plants, animals, and all that is a part of the Earth. Harmless as most seem to be to humans, microorganisms are an important relevance of study for human interest in varied perplexities and can dictate a human lifes progress or deterioration; thus the significance to humans is vital (Talaro 6). The discovery of the microscope introduced a new branch of science called microbiology. The microscope, a major instrument in this realm of study makes it possible to observe, acknowledge, and clarify implications of meaning to the study of organisms. In preparing for two basic observations, a wet mount and a simple stain, living microorganisms can be seen clearer through a simple stain and by using a drop of water, movements of microorganisms are varied. A smear is when a spreading of bacteria is made on a slide for viewing. A simple stain is when a method of observation of a living organism is smeared on a slide with one stain during a procedure. A wet mount is where a research method of an organism or organisms is placed on a slide with fluid. The microorganisms can then move freely. On the laboratory research completed January 30, 2006 using a wet mount example and a simple stain instruction the following items were used to obtain the visibility of microorganisms moving through slides using two kinds of avenues. The first was a wet mount. The following items and instructions were used to obtain optimum examination of organisms: 1.) Add one drop dH20 on center of slide. 2.) Dip wireloop in pond water. 3.) Smear wireloop sample on slide. 4.) Place cover slip over smear. 5.) Observe slide under 4x, 10x, and 40x. Results At 40x: The bacteria is an algae type of species. One reason would be is to differentiate between true mobility of an organism and a Brownian movement which is considered a movement caused of the moles  while the liquid is thumping an entity or causing the entity to tremble or recoil. When this slide was viewed on a 4x and 10x under microscope small bacteria could be seen as several dots but at 40x, those dots became one huge light brown bacterium that had still several smaller bacteria inside of it. The objective for the wet mount examination and the simple stain slide observation is to determine size, shape, arrangement, and mobility of cells. The reasoning the two materials are to determine what happens when dye instead of water is used in determining the size and shape of bacteria (Granato 4). The usage of oil immersion magnifies this process. The example of the pond water for the wet mount sample lets the examinee see bacterium that has lived in H20 for a certain amount of time whereas the SA plate is in a gel-like substance. The methods applied for a simple stain using an SA plate to examine the bacteria in it were the following: 1.) drop of dh20, 2.) Take sample from SA plate 3.) Heat fixate. Cool slide afterwards, 4.) Add one drop of Methxylene Blue for 30 seconds, 5. Wash smear gently w/dH20 from the slide, 6.) Remove excess water, and 7.) Observe under 4x, 10x, 40x, and then 100x with oil immersion. Results at 100x: Under oil immersion the specimens are easily seen as varied and elongated. The extension from one to another is quite extensive. Although while viewing the specimen during the simple staining process, I wasnt sure what type of bacteria it was. The fact Methxylene Blue was added instead of just H20 and of course adding the oil because it was magnified at 100x, the specimen were numerous in size and shape. The pond water algae seemed lifeless and didnt move either by themselves nor because water had hit them. The implication and significance of these two processes of examination are vital to experience a step forward in the world of studying microorganisms. What was viewed during these examination places an actual visual understanding about life not seen by the naked eye. The experience unknown to me demonstrates a passage which will now emphasize a greater  understanding of the world of microbes. Works Cited Granato, Paul A., Helen Eckel Mizer, and Josefine A. Morello. Laboratory ManualAnd Workbook in Microbiology: Applications to Patient Care. New York:McGraw Publishing. 2006. 5th Edition. Talaro, Kathleen Park. Foundations in Microbiology: Basic Principles. New York:McGraw Publishing. 2005. 5th Edition.

The Importance of Traffic Lights :: Exploratory Research Papers

The Importance of Traffic Lights The topic I picked for our community project was traffic lights. In a community, people need stop signs and traffic lights to slow down drivers from going to fast. If there were no traffic lights or stop signs, people’s lives would be in danger from divers going too fast. When having stop signs and traffic lights, people have a tendency to drive slower and look out for people walking in the middle of streets. To put a traffic light or a stop sign in a community, it takes a lot of work and planning from the community and the city to put one in. It is not cheap to do it either. The community first needs to take a petition around to everyone in the community and have them sign so they can take it to the board when the next city council meeting is. A couple residents will present it to the board, and they will decide weather or not to put it in or not. If not put in a lot of residents might be mad and bad things could happened to that part of the city. When the planning of putting traffic lights and stop signs, you should look at the subdivision plan and figure out where all the buildings and schools are for the protection of students walking and riding home from school. In our plan that we have made, we will need traffic lights next to the school, so people will look out for the students going home. We will need a stop sign next to the park incase kids run out in the street. This will help the protection of the kids having fun. Will need a traffic light separating the mall and the store. This will be the busiest part of the town with people going to the mall and the store. And finally there will need to be a stop sign at the end of the streets so people don’t drive to fast and get in a big accident. If this is down everyone will be safe driving, walking, or riding their bikes. In putting in a traffic light, it takes a lot of planning and money to complete it. A traffic light cost around $40,000 to $125,000 and sometimes more depending on the location.

Is Management an Art or a Science Essay

One of the enduring questions in the field of management is whether it is an art or a science. In order to be able discuss whether management is an art or a science we need to define what ‘management’, ‘art’ and ‘science’ are. Management is a set of activities (including planning and decision making, organizing, leading, and controlling) directed at an organization’s resources (human, financial, physical, and information) with the aim of achieving organizational goals in an efficient and effective manner. In general an art defines as â€Å"skill in conducting any human activity† and science as â€Å"any skill or technique that reflects a precise application of facts or a principle. † Management as a science would indicate that in practice, managers use a specific body of knowledge consisting of principles, generalizations, approaches and concepts to apply in certain situations. That is, when faced with a managerial problem, the manager who believes in the scientific foundation of his or her craft will expect that there is a rational and objective way to determine the correct course of action. The principles of management have been developed and formulated on the basis of observation, research, analysis and experimentation and also based on relationship of cause and effect like other sciences. Another proponent of the management as science, many early management researchers subscribed to the vision of managers as scientists. The scientific management movement was the primary driver of this perspective. Scientific management’s emphasis on both reducing inefficiencies and on understanding the psychology of workers changed manager and employee attitudes towards the practice of management. These are the basic characteristics that can be proved management is a science, but not exactly. Management as an art requires no specific body of knowledge, only skill. Conversely, those who believe management is an art are likely to believe that there is no specific way to teach or understand management, and that it is a skill borne of personality and ability. One more reason for considering management as an art is that in many situations, practicing managers are unlikely to believe that scientific principles and theories will be able to implement in actual managerial situations. Instead, these managers are likely to consider a broad range of social and political factors, and likely to take different actions depending on the context of the problem. And application of management knowledge calls for innovativeness and creativity. In this case managers go on discovering new ideas, relationships and more efficient ways of doing things. Both views of management, as a science or as an art, can provide ample evidence to support heir viewpoints, and they all seem correct and reasonable from their perspective. But an efficient manager has to acquire a theoretical knowledge of management and subsequently, use it to develop it and, gather experience. Robert Hilkert has beautifully explained that â€Å"In area of management , science and art are two sides of the same coin† Thus, in my opinion I think that management is a combination of both science and art, because managing as practice is an art and the organized knowledge underlying the practice is a science.

Decision Making Essay

Decision making can be define as the cognitive process â€Å" resulting in the selection of a belief or a course of a action among several alternative possibillities. Every Decision Making process produces a final choice [James Reason (1990)] that may or may not promp action. Effective Decision Making is the study of identifying and choosing alternatives based on the values and preferences of the decision maker. Decision – making, is one of the central activities of management and is a huge part of any implemantation. For effective decision making, a person must be able to forecast the outcome of each option as well, and based on all these items, determine which option is the best for that particular situation.Human performance in decision making terms has been the subject of active reserach from several perspectives. Form a psychological perspective, it is necessary to examine individual decision in the context of a set of needs, preferences an individual has and values they seek. Form cognitive perspective, the decision making process must be regarded as a continous process integrated in the interaction with the environment. From a normative perspective, the analysis of individual decisions is concerned with logic of decision making and rationality and the invariant chioce it leads to.[Daniel Kahneman, Amos Tversky 2000] The ability to make wise, educated decisions is essential to living a succesful and fulfilled life. Individuals, groups or teams make decisions every day. Some decisions are very important and affect lot of people whereas other decisions are small and affect only one or two people. A decision-making process based on data leads to good decisions. A major concern in management has been to understand and improve decision making. [Isabel Briggs Myers|Myers, I.1962]. There have been two approaches to management decision making [Huber, 1980]. The first is concerned with development and application of normative decision rules based on formal logic d erived from economics or ststistics. The second involves descriptive accounts of how people actually go about making judgements, decisions and choices. [Isable B. Myers|Myers,I. (1962)].  Decision making can usually be improved by breaking a problem into parts, working on the parts separately, and then combining themm to make final decision. It has been shown in a variety of works that business decision making environment is a unity of decision makers experience, belief and perceptions on one side, and decision support tools and techniques – on the other side. In making important decisions, any info rmation sources that contain relevant important are going to be accessed and used. In this presentation we are going to show decision making process, models, and types. And explain how we can make strategic decisions in different situations. In fact in making decision in management has a significant role as Peter Drucker says 90 percent of activities in management is decision making, so we are going to discuss this important subject to show different aspect of it and find new ideas in this area research. 2.0 Decision Making Process and Steps; Decision making can be categorised as a process evaluating a problem to find solution. It is always best to strive for the best decisions? There may not be the Probably not shooting for perfect solutions cann freeze decision makers into inaction. They also might be fear of making wrong decision.When gathering data and information becomes more important than making decisions and taking action sometimes, it’s better to make decisions, risk mistakes and then learn from the mikstakes when you make them. After all, then saying isn’t â€Å"decision make perfect†, it’s â€Å"practice makes perfect†. [S. Herper (2000)] As said coca cola decision which has resluted to story suggests the extensive need for decision making in business. A management decision typically typically affects a great number of people-customer, stockholders, employers and the general public. Coca cola is accountable to more than 100000 shareholders and of extensive number of employee. Professional undertake to see the managers decision which reflected its positive returns in their revenue report.It has emphasise on the welfare of the employees and the economis health of the community in large and take into  consideration the effect to the country as whole. To strive and prosper, proffessional managers should be able to withstand the pressure and make sound decision. Companies do not want dynamics failures; they require individuals wha are properly equipped to make decisions. It doesn’t mean that the decision makers (managers) is 100 percent is accurate most of the time. They also tends to make wrong decisions most of the time at the expense of the shareholders.It does suggest that succesful managers have a higher batting average than les succesful managers. [R. Wayne Mondy (1993)] The process of decision making does not occur in tandem. The organization external environment influence the decision making process and the internal environment assist what and how the decision making should take place. For example the success of Pepsi-Cola in gaining market share while Coca Cola lost it and help to convince Goizueta that was needed. Whether a decision is programmed or none programmed and regardless of managers choice of the classical, administrative, or political model of decision making, a decision making process typically hasfive steps: 1) Idenitify the problem or opportunity 2) Develop alternative 3) Evaluate alternative 4) Choose and implement the best alternative 5) Evaluate the decision 2.1. Identify the problem or opportunity: according to Harold Leavitt, â€Å"a business leader must have thre major talents: problem solving and subsequent decision making, implementing and visionary and entreprenuel talents†. Some people view decisions making only as problem solving, however problems are best treated as opportunities. The first in the decision making process should be to look for alternatives before a decision is made. As known there is no one best decision method is exist. All problem should be treated as opportunities. Eventually, problems will make themselves  evident. All problem can be converted to opportunity. All existing problem can be corrected if managers face the problem as opportunity to progress. Managers confront a decision requirement in the form of either a problem or an opportunity. A problem occurs when organizational achievement notaccomplishment is less than establishment goals. An opportunity exists when m met as ecpectaion of an organization and exceed specified targets of an organizations. Identifying of a problem or opportunity is the first step in the decision sequence and requires survillance of the internal and external environment for issues that merit executive attention. [Richard L. Daft (2005)] Managers often search and evaluate the world around them to determine the progres of the organization .Some information comes from periodic financial reports, performance reports, and other sources that designed to discover problems before they become too serious. Managers also take advantage of informal sources. They talk to other managers, gather opinions on how things are going, and seek advice which problems should be talked. 2.2 Develop alternatives: A typical problem can be solved in various ways and method. Several alternatives is available before a decison is made. The choices that the decision maker has to decide are alternatives. A decision making process is utmost important and a feasible way to solve the a probleeThe only alternatives that really counts is the one judged best among those considered. At this point in the decision making process, however, it is important to consider all feasible ways by which the problem can be solved. Once the problem or opportunity has been recognised and analyzed, decision makers begin to consider m (opportunity). The next stage is to generate possible alternative solutions that will respond to the need of the situation and correct the underlying causes. One study found that limiting the search for alternatives is a primary csuse of decision failure in organizations. [Paul C. Nutt (1999)]. Decision alternatives can be though of as the tools for reducing the difference between the organizations current and  desired performance. Once a problem or opportunity has come to managers attention, the understanding of the situation should be refined. Diagnoses is the step in the decision making process in which managers analyzes underlying casual factors associated with the decision situation. Managers make a mistake here if they jump right into generating alternatives without first exploring the causes of the problem more deeply. [C. Kepner and B. Tregoe (1965)]. 2.3 Evaluate Alternatives: Almost all possible solutions there are advantages and disadvantages. But there maybe be only one solution for any existings problem (opportunity). It may also might not be the only best solutions for the problem (opportumity). Coca cola alienate to replace the old coke is part of an alternative decision. It is essential that managers realistically appraise arguments for or against a particular alternative. Sometimes an idea might sounds good initially, but taking time to weigh the pros and cons of alternatives usually pays off. There are number of ways evaluating alternatives. One way is to list yhe strength and weakness of the problem (opportunity). Total consideration should be given and to avoid on the strength and weakness and overall importance should be given to conclude the alternative. 2.4 Choose and implement the best alternative: an alternatives implentation is chosen once the decision of choice is established. The decision of choice is the selection of the most promising of several alternative course of action. In order to choose best alternative one has to achive the desired results using the resources.In order to make choices on managers personality factors and willlingness to accept risk and uncertainty. At this stage the use of managerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out. It also has a similirarity to the idea of strategic implementation. The ultimate success of the chosen alternative depends on the whether it can be translated into action. In the evaluation stage of the decision  process, decision makers gather information that tells them how well the decision was implemented and whether it was effective in achieving its goals. Feed back pertinent because decision making is a continous, never ending process. When an executive or board of directors votes yes or no then the decision making is not completed.The feed back provides decision makers with information that can assist to new decision cycle. What separate the succesful managers and less succesful ones is the ability to select the best course of action from several possible alternatives. The alternative offering the highest promise of attaining the objective, taking into consideration the ovearall situation, should be selected. It is an easy task but fear to make a wrong decision will make the managers to avoid making decision at all. In most organization the onus is on the managers to make decision as they are high salaried and they carry the task to make a sound decision. 2.5 Evaluate the decision: For completing a decision-making process one have to first expose to the realities of the business environment. An objective assessment required to turn the problem into opportunity and this implementation does not complete the decision making process. [R.Wayne et al (2005)] 3. Ethical Decision Making: Half of all decisions taken be managers not necessarily solev the problem after all. Most of the time they ignore ethical questions. High ethical and guideline standards needs to put into consideration before performing the management functions. When making unpopular decision such as layoffs, one has to be ethical by giving advance notice and assisting them to find a new job elsewhere or within the organization. Couple of test need to be taken to evaluate oneself, are we making the right decision or not. Firstly ask yourself, â€Å"Are there any legal restrictions or violations that will result from this action? If so, try other alternative course of action. Secondly â€Å"does it ciolate the company code of ehics?† If yes find a different path  to follow. Thirdly ask â€Å"does this mmet the guideline of my own ethical philosophy?† and if the answer is â€Å"yes†, then your decision must still pass two important test. [Gitman et al (2008) The feeling test: now you must ask, â€Å"How does it make me feel?† this will enable yourself to evaluate your comfort level in producing a particular decision. A sense of discomfort will seep in if you’ve make a wrong decision where one will loss of sleep or appetite and my go into depression. Front page of the newspaper test: the final test is the â€Å"front page of the newspaper† the question to be asked is how a critical and objective reporter would report your decision in a front page story. [Gitman et al (2008)] Decision relos: According to Mitzberg: the time managers spend obtaining and sharing information is not an end in itself. The time spent taking to and obtaining and sharing information with people inside and outside the company is useful to managers because it helps them make good decisions. According to Mitzberg, managers engange in four decisional sub roles: entreprenuer, disturbance handler, resource allocator and negotiator. [Chuck Milliams (2 005)] 4. Decision Making Models Decision making models: primary decisions making models: the rational model and the bounded rationality model. The rational (also called the classical model), the decisio maker attempts to use optimizing, selecting and best possible alternative. In bounded rationality model (also called the administrative that meet the minimal criteria. [Robert N. Lusssier (2006)]. Making better decisions: modern research shows that managers, who make the best decisions, don’t overanalyze by relying on rational decision making model, nor do they oversimplify by relying solely on their intuition. Instead, many managers utilize a concept refered to as â€Å"recognitional decision making†. Recognition decision making leads to quicker decisions than rational decision making because it integrates the use of memory in the context of a situation in order to develop an immediate feel for the current situation. [Chuck Williams (2005)] 4.1 Classical Model: the classical model of decision model of decision making is based on economic assumptions. This model has arisen within the management literature because managers are expected to make decsisions that are economically sensible and fit the organizations’ best economic interests. The four assumptions underlying this model are as follows: 1. The decision maker operates to accomplish goals that are known and sgreed on. Problems are precisely formulated and defined. 2. The decision maker strives for conditions of certainty, gathering complete information. All alternatives and the potential results of each are calculated. Assign 3. Criteris for evaluating alternatives are known. The decision maker selects the alternative that will maximize the economic return to the organization. 4. The decision maker is rational and uses logic to assign values, order preferences, evaluate alternatives, and make the decision that will maximize the attainment of organizational goals. The classical model of decision making is considered to be normative, which means it defines how a decision maker shouls make decisions. It does not describe how managers actually make decisions so much as it provides guidelines on how to reach an ideal outcome for the organization. 4.2 Rationality: It is frequently said that efective decision making must be rational. People acting and deciding rationality are attempting to reach some goals that can not be attain without action. They must have a clear understanding of alternatives coerces by which a goal can be reached under existing circumstances and limitations. They also must have information and the ability to analyze and evaluate in light of the goal sought. In many respects, the classical model represents an ideal model of decision making that is often un attainable by real people in real organizations. It is most valuable when applied to programmed decisions and to decisions characterized by certainty or risk, because relevant information is available and probabilities can be  calculated. [Richard L. Daft (2005)]. Programmed decisions are design based on the historical data to enable all levael of managers are able to make a decision base on the same situation problems all the time. As such it can be concluded as a set of policy serve as a guideline and also act as a SOP. A non programme are made to situations that are unique, are poorly defined and largely unstructured, and ahev impportant consequences for the organizations. The decision regarding a recall at Toyota is an example of a a non programmed decision. Another good example comes from the financial services industry. Decision to to acquire a company, build a new factory, develop a new product or service, enter a new geographical market, or relocate head quarters to another city are all non programmed decisions. 4.3 Bounded rationality: The administrative model is base on the work of Herbert A. Simon. Simon proposed two concepts that were instrumental in shaping the administrator model: bounded rationality and satisficing. There are limitations to the bounded rationality or boundaries. Organizations are incredibly complex and managers have the time and ability to process only a limitated amount of information with which to make decisions. Because managers do not have the time or cognitive ability to process complete information about complex decisions. Satisficing is a decision made at the first encounter of any situation. Minimal consideration given to consider any alternative. There is no time frame on how long this process will take place. It merely rely on assumptions. 1. Organization decision goals are often not clear, exist dispute and always have disagreement among the managers. 2. Rational method are not often popular amongst managers alike and only confirned to simplistic point of view and does not get the attention of of real organization events. 3. Managers searches for alternative sre kimited because of human, information, and resources constraints. 4. All the decision makers (managers), often prefer the satisficing rather than maximizing solution, partly because they have limited information and partly because they have only unclear for what  constitute a maximizing solution. 4.4 Administrative model: This model is description are charecterized by uncertainty and ambiguity. Most of the management decisions are normally programmeable to lend themselves to any degree of qualification. The decision maker (manager) are unable to decide and economical rational decision. None programmed decisions: are used for unstructured, novel, and ill-defined situations of a nonrecuring nature. Example is the developing of the four wheel drive passenger car by Audi. In fact strategic decision, in general, are none programmed decisions. Most decisions are neither completely programmed decisions. Most decisions are neither completely programmed nor programmed none programmed: they are a combination of both. [Heinz Weihrich et al (2005)]. The administration model of decision making is based on the work of Herbert Simon. Simon proposed two concepts that were instrumental in shaping the administrative model: bounded rationally and satisfying. According to the administrative model: Decision goals are often unclear and disputing in nature and lack of consensus among managers. Managers are often not able to see the problems (opportunity) that exists in the organization. Rational procedure are not often and when they are they are confined to a simplistic view of the problem that does not captiure the complexity of real organization view. 4.4.1. Intuition: another aspect of administrative decision making is intuition. Intuition represents a quick apprehension of a decision situation based on past experience but without conscious thought. [Weston. H, Agor (1986)]. Intuitive decision making is not arbitrary or irrational, because it is based on years of practice and hand-on experience that enable managers (decision makers) to quickly identify solutions without going through pain staking computations. 4.5 Political model: is the model of decision making is often used for making none programmed decisions when conditions are uncertain, information is limited and there is often disagreement among  managers about what goals to pursue or what course of sction to take. The political model closely resembles the real environment in which most managers and decision makers operate. Decisions are complex and invlolve many people, information is often ambigous, and disagreement and conflict over problems and solutions are normal. There are four basic assumptions of the political model. Organizations are made of groups with diverse interests, goals, and values. Information is ambigous and incomplete. Managers do not have the time, resources, or mental capacity to identify al dimension of the problem and process all relevant information. Managers engange in the push and pull of debate t decide goals and discuss alternatives. Decisions are the result of bargaining and discussion among coalitio n members. [Richard L. Daft (2005)] 4.6 The Kepner-Tregoe method: this model combines the oblective approach with some subjectivity. The subjectivity comes from determining â€Å"must† and â€Å"want† criteria and assigning weighted values to them. [Robert N. Lussier (2006)]. The Kepner-Tregoe method is a technique for comparing alternative using the criteria selected in steps 2 of the decision making model.[Robert N. Lussier (2006)]. 5. Individual Decision Making and Group Decision Making Problems in any organization occurs when they were conflict of agreement of certain issues, as such one must decide who should participate to find the solution. As refering to the current trend the management favors increased employe participation. Using to group to improve decision making: according to study reported in fortune magszine. 1 percent of U.S. companies use teams and group to solve specific problem. Individuals who are highly defensive in this manner show significantly greater left prefrontal cortex activiry as measured by EEG than do less defensive individuals. ]Blackhart, G. C., & j. P. (2995)] Group decision making is critically important to meet the current fast moving organozations trends. The informal or formal group exist to reach a consensus and to  discuss a particular problem by creating a short list of acceptable alternatives or deciding on criteria for accepting an alternative. They are known as a support system and supported by electronically to support this system. [Turban, et al (2008)]. Group method invlove in decision making: It always discussed that it only involve a single manager to make a certain organization decision. This individual is responsible for the outcome of decisions under their control. Effective decisions generally combine high quality with acceptance by those affected by the decision. Group bring different resources to the decision making task. [R. Wayne et al (1993)] 5.1 Potential advantages of group decision making: The group has an advantage to make a sound decision on complex issues in comparison the individuals in a organization. Special in case of significant none programmed decision and conditions of risk or uncertainty. – More information, alternatives, creativity and innovation: Generally a group of people contains more information than an individual. Than they can more creatine and innovative. They usually have options and alternative to apply before an effective decision is agreed upon. – Greater communication to the decision: The people engange in the decision making process have greater options in increased communication to implementing the decision. And improved participation in problem solving and decision making is rewarding and personally satisfying to the people and will improve morale and motivitation. – Training. Allowing participation in decision making trains people to work in groups by developing group process skills. 5.2 Potential disadvantages of group decision making: – Wasted time – Satisficing – Domination and goal displacement: A certain sub group may dominate the group decision. Disagreement occurs when there were no 100 percent agreement from overall decision making process rather than pursuing goal of finding the best solution. – Conformity  and group thinking: Inferior feeling and disagreement might crept in before a certain agreement takes precident and the end result will be a conflict. [Robert N. Lussier (2006)]. For creating, creative alternative solutions in groups decision making there are five popular techniques: Brainstorming Synectics Nominal grouping Consensus mapping Delphi technique Brainstoming is the process of suggesting many possible alternatives without alternatives. Synectics is the process of generating novel alternative through role playing and fantasizing. Nominal grouping is the proces of generating of generating and evaluating alternatives using a structured voting method. This proces usually invloves six steps: listing, recording, clarification, ranking, discussion and voting. Consensus mapping is the process of developing group agreement on a solution to a prblem. The Delphi technique involves using a series of confidential questionnaires to refine a solution. [Robert N. Lussier (2006)] 5.3 Personal decision making: Imagine you were a manager at, GM, a local movie theater or the public library. How would you go about making important decisions that might shape the future of your department or company? As we are aware that there is number of factors may effect how a managers make efevtive decisions. For example the decisions may be programmed or non programmed, situations are charactirized by various level of uncertainty, and managers may use the classical, administrative, or political model of decision making. [Richard L. Daft (2005)] 6.0 Innovative Group Decision Making: The critical skill the managers possess to make a high quality decisions is an essential as they have to make majority of decision on their own. Is it practical for the managers make this  decision?No. The rapid face of the business enviromnment calls for just the opposite i.e, for people throughout the organization to be invloved in decision making and have the information, skills, and freedom they need to respond immediately to prblems and questions. Managers bdo make some decisions as individuals, but decisions makers more often are part of a group. Indeed majoir decisions in the byusiness world rarely are made entorely by a single manager. 6.1 Brainstorming is a method a group of people and discuss spontaneously wide range of ideas and policies before decision making. The efective brainstorming are people can be bulid on one anothers idea: number of ideas will be fielded and they will come to an consensus after wide range of ideas is discussed. It also have some drawbacks as there maybe making decision to please the superior or to impress colleagues. Studies found that when four people are asked to â€Å"brainstorm† individually. They typically come up with twice as many ideas as a group of four brainstoming. 6.2 Rigorous debate an efective decision maker (manager) always encourage a rigorous debate of a certain issues. It also recognize that constructive conflict based on divergenr points of view bring a problem into focus, clarify people’s ideas, stimulate creative thinking. Chuck Knight, the former CEO of Emerson Electric, always sparked debate during strategic planning meetings. Knight believed rigorous debate gave people a clearer picture of the competitive landscape and forced managers to look at all sides of an issue, helping them reach better decisions. 6.3 Groupthink pressures for conformity exist in almost any group, and particularly when people in a group like one another they tend to avoid anything that might create disharmony. It has tendency to surpress contrary opinions. When the group thinking mode is activated, maintaining unity will be given priority ather than realistically challenging problems and alternatives. People censur their personal opinion and reluctant to criticize the opinion of others. 6.4 Bailout in the fast paced environment managers are risk takers and learniong from  mistakes. Theyy also not hesitant to pull the plug when something not working. According to researches managers and organizations often continue to invest time and money in a solution despite strong evidence that is not appropriate. This move is knwons as escalating commitment. Managers might take initiative m to simply block or distort negative information because they do not want to be responsible to make a wrong decision. Conclusion The decision making in organizations invloves number of thories and easy to understand. The economic academician has derived methods to assist the decision makers (managers) to derive a good decision in order to avoid making bad decisions. It is very difficult to make good decisions without valid relevant information. It involves choosing between a wider process in problem solving. It can be through either an intuitive or seasoned process, or a combination of the two. There are number of stages to any structured decision making. For important decisions it is woryth always keeping a record of the steps you followed to make the decision. That way, if you n are ever critisized for making a bad decision, you can justify your thoughts based on the information and process you used at the time. Furthermore by keeping a record and enganging with the decision making process, you will be strengthening your under standing of how it works. This can make future decisions more easier for managers. References. 1. James Reason (1990). Human Error.Ashgate. ISBN 1840141042. 2. Daniel Kahneman, Amos Trversky (20000. Choice, Values, Frames. The Cambridge University Press. ISBN 0521621720 3. Isabel Briggs Myers|Myers, l (1962) Introduction to type: A description of the theory and applications of the Myers-Briggs type indicator, Consulting Psychologist Press, Palo Alto Ca., (1962) 4. Martinsons, Maris G., Comparing the Decision Styles of American, Chinese and Japanese Business Leaders. Best Paper Proceedings of Academy of Management Meetings, Washington, DC, August (2001) [1] 5. Blackhart, G. C.., & Kline, J.P. (2005). Individual differences in anterior EEG asymmetry between high and low defensive individuals during a rumination/distraction task. Personality and Individual Differences, 39, 427-437. 6. Drake, R.A. (1993). Processing persuasive arguments: 2. Discounting of truth and relevance as a function of agreement and manipulated activation asymmetry. Journal of Research in Personality, 27, 184-196. 7. Chua, E. F., Rand-Givanetti, E., Schcter, D. L., Albert, M., & Sperling, R.A. (2004). Dissociating confidence and accuracy: Functional magnetic resonance imaging shows origins of the subjective memory experience. Journal of Cognetive Neuriscince, 1 6, 1131-1142. 8. Selected Topics in Indeteministic System Intersystems Publications: California, (1989), p. 21 9. Richard L. Daft. New Era Of Management 10th edition, Thomson, (2005), pp 237-258. 10. Heinz Weirich and Harold Koontz. Management: A Global Perpective. 11th edition. McGrow Hill, (2005): pp144 11. R. Wayne Mondy and Shane R. Premenua. Management, Concepts, Practices, and Skills. 6th edition, Allyn and Bacon. (1993):pp116,123,128 12. Robert N. Lussier, Management Fundamentals: Concepts, Applications, Skills development, Thomson, (2005): pp 115-118,123-126,134,168. 12 13. S. Harper, Timing the bedrock of anticipatory management, business horizons, (2000):p75 14. Herbert. A Simon, The new science of management decision, harper and bow, (1960):pp5-6 15. Weston. H, Agor, the logistic of intuition: how top executives make important decisions, organizational dynamics, 14, (1986), pp5-18 16. Herbert A. Simon, Making management decisions: the role of intuition and emotion academy of management executive, (1987):pp57-64 17. James. G. March and Herbert A. Simon, Organization, wiley (1958):pp22 18. http://www.businessdictionary.com/definition/decision-making.htmldecisionmaking 19. http://www.mftrou.com/decision-making-tool.htm.

Prejudice and Discrimination in South Africa

Prejudice and Discrimination in South Africa Free Online Research Papers If you have ever thought of visiting South Africa, you are in for a treat! South Africa is rich in history, not to mention culture and diverse racial groups. From the Afrikaners to the Indians, South Africa’s diverse population is enough reason in itself to visit this famous nation. You can stroll along Gerhard Moerdyk Street in the region of Tshwane and sample many different ethnic restaurants, listen to jazz in one of the many clubs, and get a real feel of the cultural diversity that South Africa has to offer. However, most everyone is aware of the racial struggles that the people of South Africa have endured; for those that haven’t, this article can help you in understanding the people you are likely to encounter if you’re planning a trip to South Africa. It wasn’t until the 1600’s that settlers began coming to the South African Plateau. Before that, the region was primarily inhabited by the Khoi Khoi. When the Khoi Khoi realized that the people coming there were there to stay they began fighting the Dutch for control of their land. This was the beginning of the dispossession of the indigenous people of South Africa, which really didn’t end until 1994 (Britannica, 2008). The Dutch took control of the land and of the people of South Africa. They made the Khoi Khoi farm laborers destroying their political economy. The arrival of other settlers from France brought slaves from Asia and slaves from eastern and western Africa. These slaves and their descendants became the core of the Coloured Community. The Kaffir Wars was the struggle of the indigenous people of South Africa against the European rule. It lasted more than three centuries ending in 1994 with the end of Apartheid. The Kaffir wars gave the Europeans the upper hand in the situation. Once diamonds were found in 1967, although the native South Africans fought bitterly against the British, the British and the Dutch became the dominant rule in South Africa (Britannica, 2008). To protest European domination, indigenous Africans established the South African Native Conference in 1912. The South African Native Conference later became the African National Congress and it was the first pan tribal organization on the continent that resolved to gain political control back of their country. However, the British and the Dutch, or Boers firmly established control of the country by forming the National party in 1933. By then, most of the European immigrants were calling themselves Afrikaners and their language Afrikans. The Afrikaners’ National Party came in to power politically in 1948 under the promise of Apartheid. Apartheid called for the complete separation between all Europeans and other races living in South Africa. This began the most intensive period of anti-African legislation in South Africa’s history. Supported by the United States, Apartheid called for a system of different â€Å"homelands† that was used to separate different ethnic groups to separate parts of the country. A pass system was set up that was strictly enforced to maintain official segregation. However over the next several decades the government witnessed its own segregation from other Nations, including expulsion from the United Nations because of South Africa’s unrelenting segregation and abuse of the majority of its citizen’s human rights (Stalker ,2008). Because of segregation, several groups were formed to end apartheid. Although the ANC, had been around for some time, the Pan African Congress, or the PAC was formed as a splinter group. The PAC petitioned the South African government to relieve the oppression and exploitative conditions that Indigenous people were living under, but their pleas fell on deaf ears and eventually led to the outlawing of the ANC and the PAC in 1960. In the late 1960’s on segregated college campuses became hotbeds of revolution. The Black Africans were tired of the oppression their people were enduring. A call for â€Å"Black Consciousness† rose with the emergence of the South African Students Organization in 1968. This group was a harbinger of a new revolutionary spirit among the oppressed and eventually would bring an end to Apartheid. The refusal of the students at many universities and secondary school refused to accept Apartheid and became the most potent challenge to white domination in South Africa. Although the South African Government tried to do away with these groups by outlawing them, the strategy to undermine the South African resistance failed. Resistance to the White rule in South Africa increased as international support increased and economic sanctions were levied against the South African government. Although the white government of South Africa felt that the oppression and segregation protected their interests in South Africa by keeping the indigenous people under their control, in the end they failed. In 1990 South Africa’s last non-indigenous president lifted the ban on the ANC and the PAC and released all political prisoners including Nelson Mandela. (ANC.ORG ,2008) The Homelands system was abolished with the end of Apartheid and the election of Mandela as president. The Truth and Reconciliation Commission was founded in South Africa to help repair the extensive damage done not only to the physical integrity of South Africans and their country’s social infrastructure but also on mending the South African soul. The TRC sought to help heal the trauma caused by years of torture, murder and abuse at the hands of a racist state that previously would not permit individuals of different races to marry. Today in South Africa, although apartheid has ended, conditions for Black Africans have not changed much. Economically many black Africans live way below the poverty level, and more Afrikaners live above it, creating a division among them. The pandemic of HIV in the country has given rise to a new form of discrimination against those who struggle with the disease. The scale of infection and deaths from HIV/AIDS exceeds that in most other countries. Government inaction and certain dangerously mistaken beliefs and abusive practices concerning the protection from the disease are largely responsible for this line of discrimination. The Khoi San were the true original indigenous people of South Africa. They were stripped of their right to call themselves Africans and were labeled coloured. They were robbed of their land, culture, language, and identity. The indigenous people were eager and excited at first when Apartheid was destroyed but little has changed for them. They are still labeled as Coloured and not Africans. There is still a sharp color line drawn between the Black Africans and the Afrikaners. Although many are working to change this to liberate the people from the thinking that Black Africans don’t have their own history and identity. Education and awareness are the only ways to end the struggles of the black Africans of South Africa. Although they have progressed much as a people, they still have a long way to go. As time passes their plight is sure to become better, just as African Americans lives have become better in this country since segregation ended. The Black Africans are a strong people and they will accomplish their goals in time as they unite and become stronger as a people. References ANC. (n.d.). Nelson Mandela. Retrieved February 23, 2008, from anc.org: anc.org.za/people/mandela.html Britannica, O. E. (2008). South Africa. Retrieved Februrary 20, 2008, from Encyclopedia Britannica Online: search.eb.com.ezproxy.apollolibrary.com/eb/article-9109715 Stalker, P. (n.d.). South Africa Oxford Guide to the Countries of the World. Retrieved February 22, 2008, from Oxford Reference Online: oxfordreference.com/views/ENTRY.html?subview=Mainentry=t42.e195 Research Papers on Prejudice and Discrimination in South AfricaBringing Democracy to Africa19 Century Society: A Deeply Divided EraNever Been Kicked Out of a Place This NiceAssess the importance of Nationalism 1815-1850 EuropeQuebec and CanadaComparison: Letter from Birmingham and CritoRelationship between Media Coverage and Social andAppeasement Policy Towards the Outbreak of World War 2PETSTEL analysis of IndiaThe Effects of Illegal Immigration

The First Jobs of the 2016 Presidential Candidates

The First Jobs of the 2016 Presidential Candidates The 2016 presidential race is underway and things are getting heated. Whether or not your favorite candidate is winning, we thought it would be interesting to explore the humble beginnings of each candidate. Here are the first jobs of each of the 2016 Presidential Candidates held before they got their start in politics.  Source: [payscale.com/]

STRATEGIC MANAGEMENT Assignment Example | Topics and Well Written Essays - 3000 words

STRATEGIC MANAGEMENT - Assignment Example It involves in developing policies and fulfils organisational objectives. The organisations develop many framework and models based on the competitive and complex environment to develop strategic management system. It is not static in nature. It keeps on changing with the market scenario. The models in the strategic manage sometimes included a loop for giving feedback for monitoring the plan and developing the next level of plan. It helps to develop a systematic co ordination, mission, and vision of the business. It transforms plans into system which provide performance and feedback helping in the growth of the business. In this case study a large telecommunication company is used namely Apple. The company has developed many new products and has used its strategies very efficiently that the businesses generate maximum revenue from that. Although Apple is successful and globally renowned brand, but the strategy they have used for their business in line of vision is quite different wit h respect to other telecommunication companies. The strategies of Apple have been analysed of the basis of models like McKinsey’s 7-S Framework, Porters Generic Strategies, and Porter’s Diamond Strategies to understand their way of thinking. Where is there are lot of firms in existence in today’s market place only few can call themselves to be profitable and the rarest of rare can enjoy a global position, recognition and aura around them as Apple. Although there are many factors that determine the success of one company and failure of another selecting an effective strategy may be termed as the first step (Tallman, 2010). Porter’s generic Strategies go on to describe how a company applies a particular strategy to establish its competitive advantage over its rival. According to Porter there are three types of generic strategies: Lower cost, Differentiation and focus. The