The Role of Women in Australian Society Essay Example | Topics and Well Written Essays - 2000 words - 1

The Role of Women in Australian Society - Essay Example At long last, she has seen a period where she has entered the work power, along these lines has cash of her own, and this, thusly, has made her less under obligation to the man she wedded. This is the place the present condition of lady is, and it has brought about a high disappointment rate for relationships. This paper will look at how the jobs of ladies have changed in Australian culture, both in and outside of marriage, and how these jobs have influenced marriage and separations in the only remaining century. The biggest change for ladies, in the domain of marriage, is the way that man centric society has moved. For example, one may see the film The Piano for a case of how things used to be for ladies in Australia and New Zealand. In The Piano, the lady in the marriage was in the marriage since it was masterminded, and, in spite of the fact that it was clear that the principle character, Ada, had a spouse who needed a â€Å"real† marriage, this never showed. It was just cl ear that Alistair, the spouse in this situation, considered Ada to be an approach to support his social standing and actually nothing more (The Piano). The Piano mirrors a period in Australian history, in fact, throughout the entire existence of the world, where ladies were viewed as property, and, along these lines, fathers had the option to constrain their little girls into cold relationships. This mirrors the remaining of ladies when all is said in done during the 1850s. While The Piano mirrors a period during the nineteenth Century, this paper will manage the changing status of ladies during the twentieth Century, however it is a useful touchstone in any case.

United Leadership model Boss Subordinate Relationship

Question: Examine about the United Leadership model for Boss Subordinate Relationship. Answer: Presentation In the present century, powerful administration of HR in any association is crucial to the achievement of the association. Without a doubt, HR fill in as one of the most essential assets that assumes an imperative job in the accomplishment of an association. In any case, the board of HR has represented a hydra-made a beeline for the administration of most association due to the multifaceted nature of overseeing individuals from various societies, demeanor, abilities and experience, inspirations, objectives and destinations, and various degrees of training. Despite the fact that there exist a variety of authority models that serve to give a rule to the administration of HR, none of the models is without its downsides inferable from the regions of takeoff that exist between various associations, condition, and the individuals themselves. It is evident that the world has advanced to another corporate town portrayed by globalization and cross-culture working. In that capacity, it has got ten important to amend the conventional administration models to mirror the present improvements in the corporate world. The paper tries to give a concise synopsis of an individual administration model and how it would fit in an authoritative set-up. Research have set up that the principle wellspring of contention and obstruction among worker to change execution come from the absence of inclusion of representatives in dynamic (Yukl, 2012, p. 3). Thus, the representative feel looked down to and underestimated and may turn antagonistic against the association. As a pioneer, I would include the representatives in the dynamic at various levels to take care of this issue. Be that as it may, its irrefutable that there exist a few choices which ought to be conscious of the top administration and workers ought to have no entrance to such data. In this way, the unpreventable end now drawn from the mental idea of workers is settle on such choices without the representatives; be that as it may, this would guarantee the association of disappointment brought about by worker opposition (Peng, 2012, p. 6). It is at this basic point that I would embrace the well known authority model by direct including the workers in medium level and operationa l choices and halfway association of representatives in major and vital choices. Primary authoritative thoughts in just initiative As a pioneer embracing a popularity based initiative model, I would incline toward working in an assembling organization in which each representative is apportioned a particular obligation in a particular division with the end goal that he/she is responsible to the departmental head in that office . Further, in this framework, one worker or a gathering of representatives ought to be liable for a particular level/phase of item handling. I would leave workers to settle on specific choices on issues influencing them. I would appoint position to settle on choices, for example, when to break for a rest to the workers yet not without oversight. In the wake of settling on the choices, the workers ought to impart the choice to me for the last endorsement. On the off chance that I neglects to concede to the workers choice, I would haggle with the representatives and agree. As indicated by the human social hypothesis, however the choice I leave in the hands of the workers include minor issues, the representatives would have a sentiment of having a place and feel self-completed (Grint, 2000, p. 12). The authority model would additionally empower a decent relational connection between the administration and the subordinates. The authority model would serve to dispose of the supervisor subordinate relationship and make a colleague connection between the senior administration and the lesser workers. Significant qualities and aptitudes of a successful pioneer As Adair (1973, p. 52) contends, somewhat the ability to adequately lead is natural. In any case, we can't ignore the way that being an increasingly successful pioneer exists in ones handle. Given the distinction in culture, age, tastes and inclinations, levels of instruction, and monetary foundation just to make reference to a couple of variables, I accept that the most principal attribute of a compelling pioneer incorporate; The capacity to regard and comprehend the representatives. As it is regularly stated, regard and understanding fill in as the mainstays of mankind. Respectability in driving the workers (Gronn, 1995, p.26). Magnificent relational abilities Various investigations have built up that popular and viable pioneers have amazing relational abilities which hugely help them, especially while haggling with representatives or outside gatherings, for example, the providers in the interest of the association. Fearlessness and inspirational demeanor. Self-appraisal Bergmann et.al, (1999, p. 87) contends that powerful pioneers occasionally stop to direct a self-appraisal. The continually stop to assess their desperate shortcomings and qualities. Such a demonstration permits the director to build up which obligations to delegate and which to deal with himself (Burns, 1978, p. 60). Guiding principle that my model of administration (law based authority) would accentuation on Collaboration among the representatives. Advancement and inventiveness in finding reasonable answers for the issues influencing the association. Respectability and trustworthiness Reasonability Energy and excitement to impart a sentiment of fearlessness in the workers. Such a worth would help the workers in building their fantasies and utilizing their present understanding as a touchstone for greater success in their profession (Bass, 1990, p. 76). Great relational connection between the administration and the subordinates. What the authority model rehearsed in joined initiative is trying to accomplish Joined authority model essentially tries to make a feeling of having a place with the workers. By leaving some operational choices in the hands of the workers (however not without oversight). As indicated by social hypothesis, the reality serves to build work fulfillment and self-realize the representatives. The model further looks to make collaboration and improve the relational relationship among the representatives to help the associations execution. As Blake and Mouton (1964, p.117) contends, such a model would propel the workers to draw in their brain as well as their central core to serve the association Advantages of joined authority to the association Because of including the subordinates in the everyday administration of the association, the last would profit tremendously in a few different ways. It would make a sentiment of significant worth in the partners; subsequently, they would raise their degree of responsibility, exertion, and commitment to meet authoritative destinations. It would empower the representative improve their expository aptitudes and settle on better everyday choices just as make a solid obligation of duty in dynamic. By designating a portion of the choice to the subordinates, I would let loose myself to concentrate on significant issues influencing the association (Belbin, 1993, p. 209). Authoritative culture that would exist in joined administration The authority model would make an adhocracy arranged culture given its fundamental belief of advancement and innovativeness. The adhocracy situated culture requests to business enterprise and inventiveness (James and Posner, 1987, p. 31) to tackling the issues confronting the association in a way that helps accomplishing hierarchical destinations. Contrasts between the unified administration model and other initiative models Not at all like the old fashioned models that simply included representatives in dynamic, joined administration model looks to appoint explicit dynamic position to the workers. Be that as it may, attributable to the restricted abilities of the workers and absence of legitimate mastery, the model promoters for oversight of the representatives choices. Accordingly, representatives would create dynamic aptitudes and find inventive methods of tackling the issues confronting the association. Further, dissimilar to in other administration models where a supervisor subordinate relationship exists, joined initiative model supporters for cooperative individuals authority where the subordinates feel they assume an uncommon job in the administration of the firm. They further feel they can haggle with the administration of the issues influencing them. Step by step instructions to by and by execute the unified authority model To execute the authority model I would make a workplace where the representatives share a gathering of joint dynamic with the senior administration especially the departmental heads. I would designate a portion of the dynamic position to my subordinates and leave them to talk about and arrive at a choice after which the previous I would audit the choice and either favor it or draw in the subordinates in a conversation to change the choice to reflect hierarchical objectives. As Rowe (2007, p. 37) notes, such a demonstration would serve to support the subordinates certainty and make a demeanor of trust between the administration and the subordinates. End Human asset fills in as one of the fundamental determinants of hierarchical achievement. In that capacity, they should be taken care of with due consideration and sharpness inferable from their affectability. In any case, overseeing/driving individuals is inarguably one of the most mind boggling forms and no characteristics, gauges, or estimations of authority can consummately mirror the idea of initiative that would make one association effective and another fruitless. In this manner, a successful pioneer ought to adjust his administrative and authority aptitudes to suit both the idea of the association and the idea of the circumstance. Administration basically looks to produce altruism among the representatives to such an extent that they can eagerly work with a great deal of duty with practically no management. Such workers are regularly exceptionally energetic, submitted, centered, and have a sense and sentiment of having a place. They believe they are working for their more note worthy bit of leeway and not to exclusively profit the association. Given t

STEM

STEM STEM Home›Economics Posts›STEM Economics PostsScience, Technology, Engineering and Mathematics (STEM) fields of profession have been in the forefront in development of the America’s economy. Although this category of professionals has been facing with numerous problems, its significance cannot be down played. Recent statistics indicates that the proportion of native STEMs has been deteriorating over the past decade in comparison to the number of foreign professionals that are taking up careers in these fields. Colleges and individuals are presented with the challenge of ensuring that innovations and inventions that are associated with STEM are carried on through constant and elaborate community activities aimed at imparting the general lifestyles and at the same time conveying the importance of STEM fields to our nation.In the 21st century when the economic structures are climaxing and educational systems are at their peaks, an alien would think America is busy thinking about the next space adventure or weird scientific exploits (Babco 14). It’s true, scientists, Technologists, Engineers and Mathematicians are progressively making new discoveries and improving the already sophisticated technology, but there are problems with the workforce demanded. With every new venture there emergence dozens of new challenges, it’s for this reason that the demand a larger workforce working in this volatile field of profession has been increasing rapidly. Conversely, the number of youths interested in STEM related jobs has been decreasing. STEM based Community colleges and organization, have great challenges in ensuring that the community responds positively to the calls for vigilance and maintaining the technological prowess on track.Colleges have been adjusting their curricula to ensure that the programs they offer are aligned with the current technological requirements and at the same time they are tuned to be suited for students, both studying and aspiring to ta ke graduate programs in STEM fields. Streamlining stable pipeline for successful degree and advanced degree programs requires the colleges to involve the community organizations working in STEM related fields as well as other stakeholders while formulating new programs. Colleges are a paramount factor in the development of the economy and formulation of development policies.The community organizations on the other hand are the actuators of the economy. The Department of Labor for instance has been a robust contributor in development of the pipeline for STEM employments. It has been the pertinent responsibility of the department to train and encourage more people to join STEM workforce. With an ever increasing demand for specialized skills, Community-based Job Training Grants have been developed to aid community colleges in producing tailor-made workforce. The community at the same time has been handed the responsibility of ensuring that the targets made in the STEM pipeline are actu ally achieved. With the number of student admission in STEM colleges decreasing tremendously, the community has been challenged to encourage more youths to join STEM pipeline and help propagate the development prospects of the United States of America and the world at large (Zinth 27).Personal responsibility has not been relegated to individual goals. It is apt that individual working or venturing into STEM fields work with other parties to increase its popularity amongst their peers and the larger community. Personal interests in technology have been the core to different innovations that have been witnessed during this era. While at Illinois Institute of Technology, I believe that I can impose my influence and encourage members of my family and friends to join the STEM community. At the same time I will use the acquired skills coupled with my innovativeness to impact the current technology. With the guidance of my instructors and the motivation drawn from the STEM pipeline initiat ives, I believe that by the time I leave Illinois Institute of Technology I will have an imprint of my influence along my technological track.In conclusion, all stakeholders in STEM pipeline development should work hand in hand for the good of STEM fields of profession. STEM communities have hefty responsibilities that the successes and progresses that have been witnessed in the past are carried on. It is also the mandated of the community organizations to offset the current imbalances especially the representation of women, Hispanic-American, Native-American and African-American in STEM fields. Individual on the other hand should use their abilities and influences for the good of STEM pipeline.

SpeechNow.org v. Federal Election Commission

The well known and widely scorned court case Citizens United has been credited with paving the way for the creation of super PACs, the hybrid political groups  that are allowed to raise and spend unlimited amounts of money from corporations and unions  to influence American elections. But there would be no super PACs without a lesser known, companion court challenge to Federal Election Commission fundraising laws,  SpeechNow.org v. Federal Election Commission. The nonprofit political group, organized under Internal Revenue Service Section 527, is just as instrumental in the creation of super PACs as Citizens United.   Summary of SpeechNow.org v. FEC SpeechNow.org sued the FEC in February 2008 claiming the $5,000  federal limit  on how much individuals can give to a political committee such as its own, which therefore limited how much it could spend supporting candidates,  represented a violation of the Constitutions First Amendment guarantee to freedom of speech.   In May of 2010, the U.S. District Court for the District of Columbia ruled in favor of SpeechNow.org, meaning the FEC could not longer enforce the contribution limits to independent groups.   Argument in Support of SpeechNow.org The Institute for Justice and the Center for Competitive Politics, which represented  SpeechNow.org, argued that the fundraising limits were a violation of free speech, but also that the FECs rules requiring it and similar groups to  organize, register, and report as a â€Å"political committee† in order to advocate for or against candidates was too burdensome. That means that while Bill Gates one his own could spend as much of his money as he wanted on political speech, he could contribute only $ 5,000 to a similar group effort.  But since the First Amendment guarantees individuals the right to speak without limit, it should be common sense that groups of individuals have the same rights.  It turns out that these limits and red tape made it virtually impossible for new independent citizen groups to raise start-up funding and effectively reach voters.   Argument Against SpeechNow.org The governments argument against SpeechNow.org was that allowing contributions of more than $5,000 from individuals  could â€Å"lead to preferential access for donors and undue influence over officeholders.† The government was taking the tack that its ruled are designed to prevent corruption. The court rejected that argument, though, in the wake of the January 2010 decision in Citizens United, writing:  Ã¢â‚¬Å"Whatever the merits of those arguments before  Citizens United, they plainly have no merit after  Citizens United†¦.Contributions to groups that make only independent expenditures cannot corrupt or create the appearance of corruption.† Difference Between SpeechNow.org and Citizens United Cases Though the two cases are similar and deal with independent  expenditure-only committees, the SpeechNow court challenge focus on federal  fundraising caps. Citizen United successfully challenged the  spending limit on corporations,  unions, and  associations. In other words, SpeechNow focused on raising money and Citizens United focused on spending money to influence elections. Impact of  SpeechNow.org v. FEC The  U.S. District Court for the District of Columbias ruling the case, combined with the U.S. Supreme Courts decision in Citizens United, together paved the way for the creation of super PACs. Writes Lyle Denniston on SCOTUSblog: While the  Citizens United  decision dealt with the spending side of federal campaign finance, theSpeechNow  case was on the other side — raising funds. Thus, as a result of the two decisions put together, independent advocacy groups can raise as much and spend as much as they can and wish to do to support or oppose candidates for federal office.   What is SpeechNow.org? According to SCOTUSblog, SpeechNow was created specifically to spend money advocating for the election or defeat of federal political candidates. It was  founded  by  David Keating, who at the time headed the conservative, anti-tax  group  Club for Growth.

Csr A Corporate Social Responsibility - 1807 Words

CSR Provision- Section 135. According to it, â€Å"Every company with a net worth of Rs. 500 crore or more, or turnover of Rs. 1,000 crore or more, or net profit of Rs. 5 crore or more in a financial year will have to form a corporate social responsibility (CSR) Committee of the Board consisting of three or more directors, out of which at least one director must be an independent director Also, as per the Act appointed Board to ensure spending in every financial year of at least two percent of the company’s net profits during three immediate financial years in pursuit of their CSR Policy. But in the case if the company has inadequate profits or it is not possible for the company to at least spend prescribed amount on CSR the Board of Directors are to give viable justification in their annual report, failing to which will be non-compliance. Interestingly there are no penalties as per Companies Act, 2013 for failing to spend on CSR but the Company will be penalized on failing to report their inability to spend on CSR. Hence the Rule is Either Do It or Speak It. Schedule VII covers a wide range of activities which can be undertaken by the Companies as a part of their CSR initiatives. CSR Objectives after its inclusion in the Companies Act The prime objective of the government in enacting CSR activities in legislation was to guide the Indian corporate sector to synergize the Corporate, Governments, Civil Society Organizations, Academic Institutions and SocialShow MoreRelatedCorporate Social Responsibility And Csr1566 Words   |  7 PagesSocial responsibility or also called Corporate Social Responsibility (CSR)- is the firm’s engagement (voluntarily initiated) in and its compliance (legally mandated) to environmental, social, and governance issues (The Foundation, 2014). Also, is based on stakeholder’s needs being financially sustainable, and CSR can come from both corporate or not-to-profit organizations. CSR has seven categories; Leadership, vision and values; Marketplace activities; Workforce activities; Supply chain activities;Read MoreCorporate Social Responsibility : Csr1232 Words   |  5 PagesCorporate social responsibility has become a buzzword within the industry in the last few years. Follow ing the financial market crash investors and stakeholders began looking at corporations to act more socially responsible. The meaning of social responsibility differs across regions. Western countries are the ones who are pushing for corporate social responsibility -thesis-- A broad overview at corporate social responsibility (CSR) looks to corporations to make a change in the society or the environmentRead MoreCorporate Social Responsibility ( Csr )1167 Words   |  5 PagesCorporate Social Responsibility Introduction Corporate social responsibility (CSR) is a concept which is also known as corporate citizenship, corporate conscience or in a simple way a responsible business. It is an integrated concept of self-regulatory business model for any organisation. Corporate Social Responsibility has been in practice for more than fifty years now, which has been adopted not only by domestic companies but also by transnational company with voluntary CSR initiativesRead MoreCsr : Corporate Social Responsibility Essay1285 Words   |  6 PagesCSR stands for Corporate Social Responsibility and it is a concept with many definitions and practices and also a buzzword in the media. In general, corporate social responsibility is the policies and programs of business corporations which tend to benefit society while improving a corporation’s public image and profitability at the same time. The meaning of it is implemented in different countries and companies differently. Warren Buffet said that it takes 20 years to build a reputation and onlyRead MoreCorporate Social Responsibility ( Csr )863 Words   |  4 Pagestechnology in the last century. The term of Corporate Social Responsibility appears more often into public’s concerned and it has become a hot issue in recent years. This essay is going to discuss and provide an overview of corporate social responsibility (CSR) by debate some key issue in this area. 1.2 What is Corporate Social Responsibility? In 1953, Bowen’s Social Responsibility of the Businessman firstly discusses the idea of corporate social responsibility. He states the relationship between societyRead MoreCsr : Corporate Social Responsibility1598 Words   |  7 Pages CSR stands for Corporate Social Responsibility. Corporate Social Responsibility (CSR) is defined by many groups like, Tata steel, Coca Cola, Reliance, Videocon etc. Although they all stand for similar meanings connecting to taking responsibilities of the society as a business individual, its definition has been getting broader from a established point of view, corporate social responsibility is a type of business instruction included in a business demonstration. CSR policy functions as a self-regulatoryRead MoreCorporate Social Responsibility ( Csr )1173 Words   |  5 Pages Corporate Social Responsibility (CSR) is highly important to Millennials. If a company is lacking a CSR plan, now it a good time to start one. Millennials are looking for ways in making a positive impact on the world and are expecting the same from companies. They are looking for companies that contribute to the betterment of communities and the environment. Millennials put great value in supporting such brands, companies and organizations that share these values. Companies without a CSR in placeRead MoreCorporate Social Responsibility ( Csr )1314 Words   |  6 PagesSocial responsibility has become a primal interest to the humankind for the past two decades. In the earlier days, the firms and organizations concentrated only on the financial part of the business and ignored the ethical, social and moral sectors. But in the recent times, the businesses are getting a grip of the significance of the social, ecological and environmental effects on their success. This has resulted in t he emerging interactions between organizations and social segments thus giving riseRead MoreCorporate Social Responsibility : Csr979 Words   |  4 PagesThe notion of Corporate Social Responsibility is a phenomenon globally known for many years. In spite of the fact that CSR has been neglected for quite a long time, nowadays several authors deal with this issue, as revealed by the development of theories in recent years concerning the topic. In spite of the fact that there has been a huge growth of literature it is still impossible to simply define CSR. Many definitions trying to capture the concept of CSR exist, but their content varies (MattenRead MoreCorporate Social Responsibility ( Csr )1370 Words   |  6 Pagesmore attention on the concept of Corporate Social Responsibility (CSR). The core issue is the appropriate responsibility of business. In as much as firms ought to obey the law, but beyond complete compliance with environmental laws, the question is whether firms have extra social responsibilities to commit part of their resources to environmental preservation voluntarily. This memo provides an exploratory investigation of the link between corporate social responsibility and the benefits accruing to a

People Management and Organisation Development Free Essays

string(155) " characteristics of a business or to the communication channels used by employees for responding to the needs of their role \(Cummings and Worley, 2014\)\." Executive Summary The introduction of changes in a business is usually related to resistance at lower or higher level. Such risk can be reduced if appropriate measures are taken in advance. In this study, reference is made to an organisation’s effort to implement a change plan in order to secure the benefits of Organisational Development. We will write a custom essay sample on People Management and Organisation Development or any similar topic only for you Order Now The above effort of the organisation has led to certain benefits. Still, improvements would be made to the plan so that a long term growth is achieved. It should be noted that the business operate in the fast food industry, a sector which is quite competitive. In UK, where the business is based, the strong competition of the industry has been combined with the market pressures. This means that in order to secure their organisational development the businesses of the industry, including the business under review, should focus on all aspects of organisational change. 1.0 Introduction The appearance of failures in the completion of daily organisational tasks usually indicates the need for reviewing the organisational sectors involved. If such initiative is not taken immediately then the deterioration of organisational performance is not avoided. For ensuring that such phenomena are avoided in their environment businesses can act in advance by developing a flexible strategy, i.e. a strategy that allows to managers an early intervention to organisational problems (Pasmore et al., 2013). In this way, chances for severe losses are limited while the exposure of the organisation to further risks is reduced. Organisational development is a framework that helps managers to face problems by implementing appropriate plans of change. In the literature, organisational development has been described as ‘the process of planned change and improvement of organisations through the application of knowledge of the behavioural sciences’ (Griffin and Moorhead, 2009: 504). The practical implications of organisational development are explored in this paper. Reference is made to a business of the UK fast-food industry. The specific business operates in UK for more than 10 years and it is part of a global chain of fast-food restaurants. Due to severe problems in the organisation’s daily operations the implementation of a plan for change was considered as the only solution. The key aim of this effort was to achieve organisational development within the shortest possible period and within an economy budget. Following this practice would allow the business to keep its performance standardized while organisational development would be in progress. The target set was only partially achieved. Losses were minimized but the cost of the strategy was proved much higher than initially estimated. Being an employee of the business during this period I am able to describe the various phases of organisational development, as occurred in the particular business. A series of factors have negatively affected the progress of the strategy. Still, the benefits gained through the implementation of change cannot be ignored. Drawbacks would need a bit longer, than expected, in order to disappear. 2.0 Organisational development in practice – a case study 2.1 Overview of the UK fast food sector The UK fast food sector is a quite powerful one. In fact, the specific sector is characterized by strong competition and the increased control of multinational brands, such as McDonalds and KFC (Ibis World, 2014). Despite the signs of decreased performance in the near past, the particular sector shows signs of long term growth. So far, the businesses of this sector achieve a growth of 2.5% annually (Ibis World 2014, par.2). Local brands seem to have improved their position while new entrants have become common phenomenon. For the future, the perspectives of the sector have been highlighted as significant. Still, concerns have appeared in regard to critical issues that have been related to industry’s products; reference can be made, as an example, to the concerns developed by governmental and non-governmental organisations in UK for the potential threat of the sector’s products for children’s health (Hardwick, 2014). 2.2 Assessment of the strategy implemented In order to evaluate the appropriateness of the strategy of change implemented in the organisation of the case study it is necessary to present primary this strategy’s parts. Then, an assessment can be produced in regard to this strategy taking into consideration the existing literature but also the benefits and drawbacks of the strategy, as appeared almost immediately after the strategy’s implementation. 2.2.1 Key elements of the strategy The strategy implemented in the business under examination had two parts: a) the first part referred to the introduction of changes in the tasks allocated to the staff; changes were introduced in relation to the duties of all employees, including for the restaurant’s supervisor; b) the second part of the strategy included a training program. All employees in the businesses had to participate in a training program of six weeks. The participation in the program was mandatory for employees. In order to avoid resistance the owner of the business has announced that during the program employees would be paid normally, as being in work. In the context of the program each employee had to spend one hour daily in classroom-based lectures. Also, employees were provided with support material, such as notes and lists with resources for further study. Each Friday employees had to pass a test on the week’s material. The results of the test were checked by a HR consultant. Each second Friday, the consultant had a meeting with employees for discussing their progress. At the end of the program employees passed an evaluation test the results of which were announced to the business owner. These results were combined with the employees’ overall performance, as reported daily in the workplace. Emphasis was given to the potential of employees to respond to their new duties and to achieve self-improvement. 2.2.2 Critical assessment of the strategy’s appropriateness According to the literature, organisational development is a complex framework. Indeed, in practice it has been proved that the above framework can refer either to the structural characteristics of a business or to the communication channels used by employees for responding to the needs of their role (Cummings and Worley, 2014). You read "People Management and Organisation Development" in category "Essay examples" The major advantage of OD it its potential to be related ‘either to organisational structure or to organisational processes’ (Cummings and Worley, 2014: 3). Brandford and Burke (2005) also agree that OD is quite wide incorporating practices of different elements depending on the skills/ experiences of the managers involved or on the resources available for the implantation of the relevant strategy. On other hand, Yaeger and Sorensen (2009) have supported that organisational development cannot be achieved just by introducing change. Rather, it is necessary to review organisational strategy carefully and to proceed to radical improvements (Yaeger and Sorensen, 2009). In other words, OD should be based on short-term benefits but rather on the long term organisational growth. A similar approach is used by Anderson (2013). The above researcher explains that OD is not just a series of changes on existing business activities. It is rather a framework for transforming organisational practices. Such benefit can be secured only if organisational culture is also reviewed and updated (Anderson, 2013). The value of OD for the improvement of organisational performance is also highlighted in the study of Rothwell et al. (2009). In the above study particular reference is made to the leader’s role in the successful implementation of OD plans. This view is justified by referring to the fo llowing fact: in case of strong oppositions towards an OD plan the leader is the person that has to assess the crisis appropriately and to take emergent decisions. If the leader fails to respond effectively in any phase of the plan then the chances for the success of the plan are significantly reduced (Rothwell et al., 2009). The potential practices of managers for developing effective strategies are presented in the graph in Figure 1 (Appendices). According to the above, the strategy of change implemented in the business reviewed in this paper cannot be characterized as fully effective. At a first level, the restaurant’s manager has accepted that he had not experience on such plans. Then, when employees started to have concerns on their replacement during their absence for the seminars no clear answer was given to them. No particular program has been developed for arranging the changing of swifts during the training program. Rather, swift arrangements were made daily, in the beginning of the swift and with reference to the other day. In this way, if an employee would not be able to replace a colleague as a result of an unexpected event, then the staff’s left in the restaurant would not be adequate for covering the tasks required. On the other fact, all employees have welcomed the re-distribution of tasks and the arrangement of meetings with the HR consultant. Due to these practices the restaurant’s efforts to promote change have faced minimum resistance from employees. 2.3 Evaluation of how the cooperation of stakeholders has been ensured In the change plan implemented in the business under examination the cooperation of stakeholders has been attempted by using two motives: one monetary and the other non-monetary. Indeed, at a primary level efforts have been made so employees do not feel as suffering losses due to their participation in the OD plan of the organisation. In fact, employees are compensated normally without their participation in the training program to reduce their daily income. Moreover, a non-monetary motive has been used by the employer in order to ensure that employees would not feel as threatened by the change efforts: employees have the chance to discuss with the HR consultant in regard to the changes in their duties but also in regard to their needs and weaknesses as of the tasks assigned to them daily. In this way, the change plan becomes for employees a chance for self-development and not a cause for potential losses. The effectiveness of this approach could be decided by referring to the respon ses of employees to the plan of change but also to their views as of the particular organisational initiative. After the end of the training program a survey was conducted within the business. Employees had to state their view on the OD plan so far and to make suggestions for potential improvements of the plan. The findings of the survey seem to be quite satisfactory: about 73% of employees are convinced for the plan’s necessity while 68% of employees agree that the chosen approaches for promoting change have been appropriate. However, there is also a percentage 32% of employees that would prefer to wait for a particular period of time before developing an opinion for the plan’s effectiveness. The literature developed in this field offers the chance to understand the role of stakeholders in the organisational development but also the need to secure their participation in any organisational change plan. For Grieves (2010) stakeholders would be willing to support the OD of a business only in the following case: that they would be given the chance to share their knowledge/ resources with the organisation. For example, customers would be supportive to an organisation’s effort to improve its services by giving to customers the potential for a feedback (Grieves, 2010). The provision of free Internet within a restaurant so that customers can check the daily menu and state their view on their food on real-time would be another scheme for increasing the customers’ interest towards the business involved. From another point of view, Schabracq (2009) explained that the efforts for securing the stakeholders’ support in a plan of change should be based on criteria of hierarchy: emphasis should be given primarily to the members of the organisation as ‘those who are interested mostly for the organisation’s success’ (Schabracq, 2009: 23). However, Roberts notes that when being in front of a plan of change the employees of a business are likely to react primarily with ‘cynicism and skepticism’ (2014: 58). If checked using the literature mentioned above, the approach of the manager to secure the support of stakeholders can be characterized as successful. However, this view would refer only to a particular category of stakeholders: employees. For other categories, including customers and community valid view could be formulated after a period of time, such as 6 months, and after checking the business performance in practice. For example, if 6 months after the number of customers’ complaints would continue to increase then the alteration of the OD plan of the business would be unavoidable. In other words, the business has emphasized just on its close stakeholders, probably believing that in this way direct benefits could be achieved. For the stakeholders of the business that are outside of the internal organisational environment (Figure 2) the relevant measures would take long to show their benefits, a view that can be considered as partially justified. 3.0 Conclusion The implementation of a change plan in the business under review has been considered as the only way to achieve organisational development (OD). However, the change plan introduced has not been carefully designed. The fact that emphasis has been given to employees can be considered as justified since employees are those directly affected by the organisational performance and those that can mostly prevent the success of such plan (Oswick, 2013). However, the failure of the business to address the needs of other stakeholders can be considered as a major issue (Idris et al., 2014). In addition, signs of improvement of the daily performance of business have appeared but this benefit has been achieved employing higher investment than estimated (Barnard and Stoll, 2010). Of course, the efforts of a business to promote change should not be too dynamic. In this case the chance for the negative responses of the stakeholders is high (Hashim, 2014). In regard to this issue it has been noted tha t the opposition of stakeholders to a change plan is likely to become ‘stronger as the time passes’ (Roberts 2014; 58). For eliminating such risk the managers of GM have preferred to follow Lewin’s plan of change (Figure 3), which highlights the value of slow steps in the implementation of change in each organisation. The manager in the business under examination seemed to have preferred a similar approach. Despite this fact, the alteration of the strategy implemented as certain of its parts would result to the increase of the strategy’s effectiveness. 4.0 Recommendations The strategy of change implemented in the business under review should be improved at the following points: a) customers should be given the chance to evaluate the business performance and to make their recommendations in regard to the progress of change, as applied in the business; for example, a customer-feedback leaflet should be available in the restaurant; b) the website of the restaurant should be appropriately customized so that the following option is available to customers: customers should be given the potential to vote online for the restaurant’s menu, making their choices as their preferences. The results would be evaluated by the firm’s manager on a weekly basis so that drawbacks of the menu are addressed. In other words, customers should be given a more active role in the improvement of organisation’s performance. The specific approach however would require the transformation of the business culture which is more aligned with the interests of its cl osest stakeholders, i.e. its members, a practice that it is not always considered as negative (Schabracq, 2009); c) also, a supervision scheme should be developed for ensuring that the phases of the strategy of change are sufficiently monitored as in all of their elements. This measure would be aligned with the suggestions made by Griffith-Cooper and King (2007) in regard to the importance of control in the organisational change (Figure 4). 5.0 Bibliography Anderson, D., 2013. Organisation Development: The Process of Leading Organisational Change. London: SAGE. Asghar, Z., 2011. New Approach to Strategic Planning: the Impact of Leadership and Culture on Plan Implantation via the three Cs: Cooperation, Collaboration and Coordination. ASBBS Annual Conference: Las Vegas, February 2011, pp.1121-1132. Available at . [Accessed 12 November 2014]. Barnard, M. and Stoll, N., 2010. Organisational Change Management: A rapid literature review. Short Policy Report No 10/01. Bristol Institute of Public Affairs, pp.1-11. Available at . [Accessed 12 November 2014]. Boatright, J.2006. What’s Wrong—and What’s Right— with Stakeholder Management. Journal of Private Enterprise, 21(2), pp.106-131. Boonstra, J., 2008. Dynamics of Organisational Change and Learning. Hoboken: John Wiley Sons. Bradford, D. and Burke, W., 2005. Reinventing Organisation Development: New Approaches to Change in Organisations. Hoboken: John Wiley Sons. Conrad, C. and Poole, M., 2012. Strategic Organisational Communication: In a Global Economy. Hoboken: John Wiley Sons. Cummings, T. and Worley, C., 2014. Organisation Development and Change. Belmont: Cengage Learning. Fairholm, M., 2009. Leadership and Organisational Strategy. The Innovation Journal: The Public Sector Innovation Journal, 14(1), pp.1-16. Freedman, A., 2011. Using Action Learning for Organisation Development and Change. OD Practitioner, 43(2), pp.7-13. Griffin, R. and Moorhead, G., 2009. Organisational Behavior: Managing People and Organisations. 9th ed. Belmont: Cengage Learning. Hashim, M., 2014. Organisational change: case study of GM (General Motors). Journal of Business Administration and Management Sciences Research, 3(1), pp.1-5. Hendrickson, S. and Gray, E., 2012. Legitimizing Resistance to Organisational Change: A Social Work Social Justice Perspective. International Journal of Humanities and Social Science, 2(5), pp.50-59. Griffith-Cooper, B. and King, K., 2007. The partnership between project management and organisational change: integrating change management with change leadership. Performance Improvement, 46(1), pp.14-20. Idris, K., Adekalu, S. and Genty, K., 2014. Organisation Development and Strategic Intervention for Enterprise Sustainability: Empirical Evidence from Nigeria. British Journal of Arts and Social Sciences, 16(11), pp.156-171. Kaplan, R. and Norton, D., 2001. Building a Strategy – Focused Organisation. Ivey Business Journal, May/June 2001. Available at [Accessed 12 November 2014]. Kotter, J. and Schlesinger, L., 2008. Choosing Strategies for Change. Harvard Business Review, July/ August 2008, pp.1-10. Lunenburg, F., 2010. Organisational Development: Implementing Planned Change. International Journal of Management, Business and Administration, 13(1), pp.1-9. Oswick, C., 2013. Reflections: OD or Not OD that is the Question! A Constructivist’s Thoughts on the Changing Nature of Change. Journal of Change Management, 13(4), pp.371-381. Maimunah, I., 2009. Corporate Social Responsibility and its role in community development: An international perspective. The Journal of International Social Research, 2(9), pp.200-209. Nordin, E., 2014. Communicating Organisational Change: Strategies for Communicating Change. The Clute Institute. International Academic Conference, San Antonio, Texas, USA, pp.135-145. Available at . [Accessed 12 November 2014]. Pasmore, W., Woodman, R., Noumair, D. and Shani, A., 2013. Research in Organisational Change and Development. Bingley: Emerald Group Publishing. Roberts, G., 2014. Servant Leader Human Resource Management: A Moral and Spiritual Perspective. New York: Palgrave Macmillan. Rothwell, W., Stavros, J., Sullivan, R. and Sullivan, A., 2009. Practicing Organisation Development: A Guide for Leading Change. 3rd ed. Hoboken: John Wiley Sons. Samson, D. and Bevington, T., 2012. Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organisation. London: Kogan Publishers. Schabracq, M., 2009. Changing Organisational Culture: The Change Agent’s Guidebook. Hoboken: John Wiley and Sons. Wu, M., 2012. Managing Stakeholders: An Integrative Perspective on the Source of Competitive Advantage. Asian Social Science, 8(10), pp.160-172. Yaeger, T. and Sorensen, P., 2009. Strategic Organisation Development: Managing Change for Success. Charlotte: IAP Publishing. Yilmaz, B. and Gunel, O., 2009. The Importance of Strategic Stakeholder Management in Tourism Sector: Research on Probable Applications. TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM, 4(1), pp.97-108. How to cite People Management and Organisation Development, Essay examples

Tanglewood Case Study 2 Essay Example For Students

Tanglewood Case Study 2 Essay Tanglewood Case 2 Table 1. 1 Markov Analysis Information Transition probability matrix Current Year Previous year: ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit ( 1 ) Store associate 0. 43 0. 06 0. 00 0. 00 0. 00 0. 51 ( 2 ) Shift leader 0. 00 0. 54 0. 16 0. 00 0. 00 0. 30 ( 3 ) Department manager 0. 00 0. 00 0. 64 0. 06 0. 00 0. 30 ( 4 ) Assistant store manager 0. 00 0. 00 0. 06 0. 52 0. 08 0. 34 ( 5 ) Store manager 0. 00 0. 00 0. 00 0. 00 0. 66 0. 34 Forecast of availabilities Next Year (projected) 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit Previous year: Current Workforce ____ ( 1 ) Store associate 8,500 3655 510 0 0 0 4335 ( 2 ) Shift leader 1,200 0 648 192 0 0 360 ( 3 ) Department manager 850 0 0 544 51 0 255 ( 4 ) Assistant store manager 150 0 0 9 78 12 51 ( 5 ) Store manager 50 0 0 0 0 33 17 Gap analysis Next Year (projected) ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Year end total 3655 1158 745 129 45 (column sum) External hires needed 4845 42 105 21 5 (current workforce-total) Environmental Scan Upon performing an environmental scan, we have determined that Tanglewood might have problems filling their vacancies in the future for a variety of reasons. According to the scan, there are available candidates who are ready to fill managerial positions. However, our hiring policies at Tanglewood require employees to start out as store associates and work their way up in the organization if they choose to do so and if the store needs these positions filled. We also strive to hire an exceptional workforce. We will write a custom essay on Tanglewood Case Study 2 specifically for you for only $16.38 $13.9/page Order now One way we may want to go about hiring an exceptional workforce may be to hire motivated, intelligence college graduates. However, according to the environmental scan, we have found that recent college graduates do not necessarily want to start at the bottom of an organization as a store associate in order to work their way up to a higher position. Additionally, the retail industry holds a negative (and partially accurate) image of providing low pay, requiring long hours, and of their being frequent conflicts with lower-level employees. A Prelimiary Statement of the Action Plan for Hiring for Washington Next Year According to the forecast of labor requirements found in Table 1. 1, next year we will need 4,845 store associates, 42 shift leaders, 105 department managers, 21 assistant managers, and 5 store managers. As a result of both these figures and our hiring policy of hiring internally and thus starting every employee at the lowest position, we will need to hire a large amount of store associates. We will keep most of them at the associate position and promote some of the more experienced associates into the managerial positions. We also must keep in mind our other hiring policies of developing talent and having exceptional workforce quality. In order to fulfill all of our hiring practices, we propose the following plan. We will hire at least 4,845 store associates to meet our projected needs for the next year. We will do this by attempting to dispel negative perceptions of retail store employment by providing higher pay and store discounts as well as offering flextime. We will also strive to have and to build exceptional workforce quality in a number of ways. We will work to improve job satisfaction by providing employees with task variety. We will allow store associates to work in different departments and to do different things from working the cash registers to designing and assembling in-store displays. We will also encourage teamwork by having contests between store departments and have parties to celebrate everyone’s hard work and to honor the winning team. Tanglewood’s comment system will also be stressed to show that although store associates are the lowest level position at Tanglewood, these people are one of the company’s most important assets and that their comments and suggestions are encouraged. We must keep in mind that associates are often the face of the company because they directly interact with customers. We must show them how important they are to Tanglewood. We may want to focus much of our efforts to recruiting high school students for these store associate positions. .u910751157e774034be254a17cf15eff8 , .u910751157e774034be254a17cf15eff8 .postImageUrl , .u910751157e774034be254a17cf15eff8 .centered-text-area { min-height: 80px; position: relative; } .u910751157e774034be254a17cf15eff8 , .u910751157e774034be254a17cf15eff8:hover , .u910751157e774034be254a17cf15eff8:visited , .u910751157e774034be254a17cf15eff8:active { border:0!important; } .u910751157e774034be254a17cf15eff8 .clearfix:after { content: ""; display: table; clear: both; } .u910751157e774034be254a17cf15eff8 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u910751157e774034be254a17cf15eff8:active , .u910751157e774034be254a17cf15eff8:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u910751157e774034be254a17cf15eff8 .centered-text-area { width: 100%; position: relative ; } .u910751157e774034be254a17cf15eff8 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u910751157e774034be254a17cf15eff8 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u910751157e774034be254a17cf15eff8 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u910751157e774034be254a17cf15eff8:hover .ctaButton { background-color: #34495E!important; } .u910751157e774034be254a17cf15eff8 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u910751157e774034be254a17cf15eff8 .u910751157e774034be254a17cf15eff8-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u910751157e774034be254a17cf15eff8:after { content: ""; display: block; clear: both; } READ: Illustrations and Interpretations EssayEach store needs to have a large number of store associates and not very many managers. As a result, we do not want all of our associates to have a desire to move up into managerial positions. High school students may be the perfect match for this role because these candidates may just be looking for a part-time job to have in order to make some extra spending money and to gain some work experience. They may not want to have all the responsibility of a manager and they cannot work all of the hours required of a manager because they must go to school. We will also work toward developing talent and hiring internally. For employees, such as recent college graduates, who have expressed a desire to attain managerial positions, we will allow them to enter a management trainee program. This program will follow our policies of having everyone start at the bottom, but it will allow participants to move up quickly in the organization provided they learn what is necessary to hold these positions. Workers in this program will be paired up with exceptional workers so they can learn the culture and operations of Tanglewood quickly.

A Short History of the Nazi Party

A Short History of the Nazi Party The Nazi Party was a political party in Germany, led by Adolf Hitler from 1921 to 1945, whose central tenets included the supremacy of the Aryan people and blaming Jews and others for the problems within Germany. These extreme beliefs eventually led to World War II and the Holocaust. At the end of World War II, the Nazi Party was declared illegal by the occupying Allied Powers and officially ceased to exist in May 1945. (The name â€Å"Nazi† is actually a shortened version of the party’s full name: Nationalsozialistische Deutsche Arbeiterpartei or NSDAP, which translates to â€Å"National Socialist German Workers’ Party.†) Party Beginnings In the immediate post-World War I period, Germany was the scene of widespread political infighting between groups representing the far left and far right. The Weimar Republic (the name of the German government from the end of WWI to 1933) was struggling as a result of its tarnished birth accompanied by the Treaty of Versailles and the fringe groups seeking to take advantage of this political unrest. It was in this environment that a locksmith, Anton Drexler, joined together with his journalist friend, Karl Harrer, and two other individuals (journalist Dietrich Eckhart and German economist Gottfried Feder) to create a right-wing political party, the German Workers’ Party, on January 5, 1919. The party’s founders had strong anti-Semitic and nationalist underpinnings and sought to promote a paramilitary Friekorps culture that would target the scourge of communism. Adolf Hitler Joins the Party After his service in the German Army (Reichswehr) during World War I, Adolf Hitler had difficulty reintegrating into civilian society. He eagerly accepted a job serving the Army as a civilian spy and informant, a task that required him to attend meetings of German political parties identified as subversive by the newly formed Weimar government. This job appealed to Hitler, particularly because it allowed him to feel that was still serving a purpose to the military for which he would have eagerly given his life. On September 12, 1919, this position took him to a meeting of the German Worker’s Party (DAP). Hitler’s superiors had previously instructed him to remain quiet and simply attend these meetings as a non-descript observer, a role he was able to accomplish with success until this meeting. Following a discussion on Feder’s views against capitalism, an audience member questioned Feder and Hitler quickly rose to his defense. No longer anonymous, Hitler was approached after the meeting by Drexler who asked Hitler to join the party. Hitler accepted, resigned from his position with the Reichswehr and became member #555 of the German Worker’s Party. (In reality, Hitler was the 55th member, Drexler added the 5 prefix to the early membership cards to make the party appear larger than it was in those years.) Hitler Becomes Party Leader Hitler quickly became a force to be reckoned within the party. He was appointed to be a member of the party’s central committee and in January 1920, he was appointed by Drexler to be the party’s Chief of Propaganda. A month later, Hitler organized a party rally in Munich that was attended by over 2000 people. Hitler made a famous speech at this event outlining the newly created, 25-point platform of the party. This platform was drawn up by Drexler, Hitler, and Feder. (Harrer, feeling increasingly left out, resigned from the party in February 1920.) The new platform emphasized the party’s volkisch nature of promoting a unified national community of pure Aryan Germans. It placed blame for the nation’s struggles on immigrants (mainly Jews and Eastern Europeans) and stressed excluding these groups from the benefits of a unified community that thrived under nationalized, profit-sharing enterprises instead of capitalism. The platform also called for over-turning the tenants of the Treaty of Versailles and reinstating the power of the German military that Versailles had severely restricted. With Harrer now out and the platform defined, the group decided to add in the word â€Å"Socialist† into their name, becoming the National Socialist German Workers’ Party (Nationalsozialistische Deutsche Arbeiterpartei or NSDAP) in 1920. Membership in party rose rapidly, reaching over 2,000 registered members by the end of 1920. Hitler’s powerful speeches were credited with attracting many of these new members. It was because of his impact that party members were deeply troubled by his resignation from the party in July 1921 following a movement within the group to merge with the German Socialist Party (a rival party who had some overlapping ideals with the DAP). When the dispute was resolved, Hitler rejoined the party at the end of July and was elected party leader two days later on July 28, 1921. Beer Hall Putsch Hitler’s influence on the Nazi Party continued to draw members. As the party grew, Hitler also began to shift his focus more strongly towards antisemitic views and German expansionism. Germany’s economy continued to decline and this helped increase party membership. By the fall of 1923, over 20,000 people were members of the Nazi Party. Despite Hitler’s success, other politicians within Germany did not respect him. Soon, Hitler would take action that they could not ignore. In the fall of 1923, Hitler decided to take the government by force through a putsch (coup). The plan was to first take over the Bavarian government and then the German federal government. On November 8, 1923, Hitler and his men attacked a beer hall where Bavarian-government leaders were meeting. Despite the element of surprise and machine guns, the plan was soon foiled. Hitler and his men then decided to march down the streets but were soon shot at by the German military. The group quickly disbanded, with a few dead and a number injured. Hitler was later caught, arrested, tried, and sentenced to five years at Landsberg Prison. Hitler, however, only served eight months, during which time he wrote Mein Kampf. As a result of the Beer Hall Putsch, the Nazi Party was also banned in Germany. The Party Begins Again Although the party was banned, members continued to operate under the mantle of the â€Å"German Party† between 1924 and 1925, with the ban officially ending on February 27, 1925. On that day, Hitler, who had been released from prison in December 1924, re-founded the Nazi Party. With this fresh start, Hitler redirected the party’s emphasis toward strengthening their power via the political arena rather than the paramilitary route. The party also now had a structured hierarchy with a section for â€Å"general† members and a more elite group known as the â€Å"Leadership Corps.† Admission into the latter group was through a special invitation from Hitler. The party re-structuring also created a new position of Gauleiter, which was regional leaders that were tasked with building party support in their specified areas of Germany. A second paramilitary group was also created, the Schutzstaffel (SS), which served as the special protection unit for Hitler and his inner circle. Collectively, the party sought success via the state and federal parliamentary elections, but this success was slow to come to fruition. National Depression Fuels Nazi Rise The burgeoning Great Depression in the United States soon spread throughout the world. Germany was one of the countries to be most affected by this economic domino effect and the Nazis benefitted from the rise in both inflation and unemployment in the Weimar Republic. These problems led Hitler and his followers to begin a broader campaign for public support of their economic and political strategies, blaming both the Jews and communists for their country’s backward slide. By 1930, with Joseph Goebbels working as the party’s chief of propaganda, the German populace was really starting to listen to Hitler and the Nazis. In September 1930, the Nazi Party captured 18.3% of the vote for the Reichstag (German parliament). This made the party the second-most influential political party in Germany, with only the Social Democratic Party holding more seats in the Reichstag. Over the course of the next year and a half, the Nazi Party’s influence continued to grow and in March 1932, Hitler ran a surprisingly successful presidential campaign against aged World War I hero, Paul Von Hindenburg. Although Hitler lost the election, he captured an impressive 30% of the vote in the first round of the elections, forcing a run-off election during which he captured 36.8%. Hitler Becomes Chancellor The Nazi Party’s strength within the Reichstag continued to grow following Hitler’s presidential run. In July 1932, an election was held following a coup on the Prussian state government. The Nazis captured their highest number of votes yet, winning 37.4% of the seats in the Reichstag. The party now held the majority of the seats in the parliament. The second-largest party, the German Communist Party (KPD), held only 14% of the seats. This made it difficult for the government to operate without the support of a majority coalition. From this point forward, the Weimar Republic began a rapid decline. In an attempt to rectify the difficult political situation, Chancellor Fritz von Papen dissolved the Reichstag in November 1932 and called for a new election. He hoped that support for both of these parties would drop below 50% total and that the government would then be able to form a majority coalition to strengthen itself. Although the support for the Nazis did decline to 33.1%, the NDSAP and KDP still retained over 50% of the seats in the Reichstag, much to Papen’s chagrin. This event also fueled the Nazis’ desire to seize power once and for all and set in motion the events that would lead to Hitler’s appointment as chancellor. A weakened and desperate Papen decided that his best strategy was to elevate the Nazi leader to the position of chancellor so that he, himself, could maintain a role in the disintegrating government. With the support of media magnate Alfred Hugenberg, and new chancellor Kurt von Schleicher, Papen convinced President Hindenburg that placing Hitler into the role of chancellor would be the best way to contain him. The group believed that if Hitler were given this position then they, as members of his cabinet, could keep his right-wing policies in check. Hindenburg reluctantly agreed to the political maneuvering and on January 30, 1933, officially appointed Adolf Hitler as the chancellor of Germany. The Dictatorship Begins On February 27, 1933, less than a month after Hitler’s appointment as Chancellor, a mysterious fire destroyed the Reichstag building. The government, under the influence of Hitler, was quick to label the fire arson and place the blame on the communists. Ultimately, five members of the Communist Party were put on trial for the fire and one, Marinus van der Lubbe, was executed in January 1934 for the crime. Today, many historians believe that the Nazis set the fire themselves so that Hitler would have a pretense for the events that followed the fire. On February 28, at the urging of Hitler, President Hindenburg passed the Decree for the Protection of the People and the State. This emergency legislation extended the Decree for the Protection of the German People, passed on February 4. It largely suspended the civil liberties of the German people claiming that this sacrifice was necessary for personal and state safety. Once this â€Å"Reichstag Fire Decree† was passed, Hitler used it as an excuse to raid the offices of the KPD and arrest their officials, rendering them nearly useless despite the results of the next election. The last â€Å"free† election in Germany took place on March 5, 1933. In that election, members of the SA flanked the entrances of polling stations, creating an atmosphere of intimidation that led to the Nazi Party capturing their highest vote total to-date, 43.9% of the votes. The Nazis were followed in the polls by the Social Democratic Party with 18.25% of the vote and the KPD, which received 12.32% of the vote. It was not surprising that the election, which occurred as a result of Hitler’s urging to dissolve and reorganize the Reichstag, garnered these results. This election was also significant because the Catholic Centre Party captured 11.9% and the German National People’s Party (DNVP), led by Alfred Hugenberg, won 8.3% of the vote. These parties joined together with Hitler and the Bavarian People’s Party, which held 2.7% of the seats in the Reichstag, to create the two-thirds majority that Hitler needed to pass the Enabling Act. Enacted on March 23, 1933, the Enabling Act was one of the final steps on Hitler’s path to becoming a dictator; it amended the Weimar constitution to allow Hitler and his cabinet to pass laws without Reichstag approval. From this point forward, the German government functioned without input from the other parties and the Reichstag, which now met in the Kroll Opera House, was rendered useless. Hitler was now fully in control of Germany. World War II and the Holocaust Conditions for minority political and ethnic groups continued to deteriorate in Germany. The situation worsened after President Hindenburg’s death in August 1934, which allowed Hitler to combine the positions of president and chancellor into the supreme position of Fà ¼hrer. With the official creation of the Third Reich, Germany was now on a path to war and attempted racial domination. On September 1, 1939, Germany invaded Poland and World War II began. As the war spread throughout Europe, Hitler and his followers also increased their campaign against European Jewry and others that they had deemed undesirable. Occupation brought a large number of Jews under German control and as a result, the Final Solution was created and implemented; leading to the death of over six million Jews and five million others during an event known as the Holocaust. Although the events of the war initially went in Germany’s favor with the use of their powerful Blitzkrieg strategy, the tide changed in the winter of early 1943 when the Russians stopped their Eastern progress at the Battle of Stalingrad. Over 14 months later, German prowess in Western Europe ended with the Allied invasion at Normandy during D-Day. In May 1945, just eleven months after D-day, the war in Europe officially ended with the defeat of Nazi Germany and the death of its leader, Adolf Hitler. Conclusion At the end of World War II, the Allied Powers officially banned the Nazi Party in May 1945. Although many high-ranking Nazi officials were put on trial during a series of post-war trials in the years following the conflict, the vast majority of rank and file party members were never prosecuted for their beliefs. Today, the Nazi party remains illegal in Germany and several other European countries, but underground Neo-Nazi units have grown in number. In America, the Neo-Nazi movement is frowned upon but not illegal and it continues to attract members.

The Role of Theatron in Greek Theatre

The Role of Theatron in Greek Theatre The theatron (plural theatra) is the word referring to the seating area section of an ancient Greek, Roman, and Byzantine theater. The theatron is one of the earliest and most pronounced parts of ancient theaters. In fact, some scholars argue it is the most significant part of Greek and Roman theatrical structures, the part that defines them. Theatra in Classical Greek and Roman theaters are spectacular forms of architecture, built of circular or semi-circular rows of seating in stone or marble, each row increasing in height. The earliest Greek theaters date to the 6th to 5th centuries CE, and they included theatra  in rectangular sections of seating made of wooden bleachers called  ikria. Even in this rudimentary state, the theatron was a crucial part of a theater, drawing attention to the audience and providing a place where many people could be housed to be addressed or entertained. The Greek playwright Aristophanes mentions the theatron in each of his extant plays, particularly when the actors address the audience directly.   Other Meanings of Theatron Other definitions of theatron include the people themselves. Like the word church, which can refer to both an architectural structure or the people who use it, the theatron can mean both the seats and the seated. The word theatron also refers to seating or standing areas built over springs or cisterns, so spectators could come and view the waters and watch the mysterious vapors rise. Whether or not you consider the  theatron  a defining part of a theater, the seating area is certainly why those ancient theaters are so recognizable to every one of us today. Sources Bosher K. 2009. To Dance in the Orchestra: A Circular Argument. Illinois Classical Studies(33-34):1-24.Chowen RH. 1956. The Nature of Hadrians Theatron at Daphne. American Journal of Archaeology 60(3):275-277.Dilke OAW. 1948. The Greek Theatre Cavea. The Annual of the British School at Athens 43:125-192.Marciniak P. 2007. Byzantine Theatron - A Place of Performance? In: Grà ¼nbart M, editor. Theatron: Rhetorische Kultur in Sptantike und Mittelalter / Rhetorical Culture in Late Antiquity and the Middle Ages. Berlin: Walter de Gruyter. p 277-286.

Description of pictures Essay Example | Topics and Well Written Essays - 2000 words

Description of pictures - Essay Example Moreover, with regards to the colors which were used, these are almost invariably either bright earth tones or dark browns/black. This has the added affects of portraying a scene that is indicative of fire and the consumption of nature by such a force. Objects in the background are obscured by the vociferous action and drama that the flame-like brush strokes portend. Rather than seeking to understand the painting as a single undifferentiated unit, the viewer would perhaps do better to understand the painting as a result of its component pieces. Due to the fact that the painter has presented the viewer with several punctuated levels of energy/passion/drama upon the canvas, each of these can and should be integrated with upon a different level. To this author’s understanding, there are 4 such punctuated scenes that are exhibited within the artwork. Although it is beyond the skill-set of this author to define what each of these specifically mean, understanding that there exist 4 punctuated scenes within the broader scene is in and of itself a start to seeking to define and understand the intention of the artist to a more full and complete degree. The second picture represents a stark contrast to the first due to the fact that it has strong overtones of cultural understanding within its themes. Firstly, the viewer can and should realize that the pyramids are pictured beside the skyscrapers that exist within the background. This juxtaposition of old and modern helps to give a broader understanding to the tribal individual that is featured and represented in the foreground. With respect to this individual, there are several further thematic elements that serve to contrast and confuse the viewer. Firstly, although he shape of the pyramid along with the mountains in the background lead one to assume the painting is indicative of the Aztecs of Mayans, the tribal individual in the foreground represents much the same dynamic except for the fact that he has protrudi ng from his mask a set of elephant tusks; this of course helps the viewer to understand that the scope of the painting may very well be integrating with a more complex dynamic than merely showing the means by which a tribal Mayan/Aztec would understand and relate to the way in which the modern representation of life is so drastically different from his own. In such a way, the artist may be trying to convey the understanding that all ancient cultures are dramatically and irrevocably removed from the current society. In keeping with the theme of analyzing artwork that speaks to the experience of native peoples, the preceding piece of course shows a male and female Native American staring wistfully at an imaginative representation of a full moon. Two dynamics strike the viewer upon a closer examination of this particular piece. The first of these is the festive banner that spans the painting along the lower 1/3 of the artwork. This leads one to believe that some type of festive celebra tion or tribal activity may be ongoing; further reinforced due to the presence of a full moon in the sky. Accordingly, the second dynamic that strikes the viewer is with regards to the strange representation of imagery that is within the right hand of the man within the painting. As such, he appears to be holding a torch that is flaming both behind the head of the female and upon the heart of the male. Additionally, upon his hand there is a white star that is highly reminiscent of the star

Turtles Can Fly, Bahman Ghobadi (2005) Essay Example | Topics and Well Written Essays - 500 words

Turtles Can Fly, Bahman Ghobadi (2005) - Essay Example The mines that are made in America are the best mines according to him. Ironically, he gets injured by an American mine later in the movie. Turtles Can Fly makes use of imagery beautifully through which the audience can easily see the horrid state of the refugees and be thankful that it is not out there itself. For instance, in a long-shot, it appears as if there is a cattle grazing in the field but the close-up reveals that those are children picking up mines. This is almost like the life of those children is being compared to that of animals thus revealing the sad state in which the children are. The children do very dangerous work and their state is pitiable. Yet, they are able to enjoy the trivial things and events that they come across while being in the refugee camp. In one scene, Pashow, who has a broken leg, taunts a Turkish guard on the border and is not worried that he is putting his life into danger while doing that. A very important point is that the movie is closely related to the US-Iraq war but there is no bias or a tilt towards any side by any of the characters. The children in the movie are too busy in survival to have an opinion on the war. This gives the audience a very important message that many of those who are directly involved in the circumstances created by the war are largely unconcerned with victory or loss. They just look to get their own lives in order. This message can also be seen in the shot of a turtle which is thrown into water by the blind child but it is shown like it is flying. This indicates freedom and happiness. The war is revealed to the audience in visions of Henkov. This shows that the real war happens in the background and the focus is on its casualties. The red fish are used as a metaphor serving as a trophy which gives Satellite a sense of accomplishment. He dives in the lake to look for red fish but never finds any. He gets a few from Shirko

Explain, in detail, the process of hearing in humans.

Explain, in detail, the process of hearing in humans. Explain, in detail, the process of hearing in humans. What factors can affect our hearing in terms of perception of loudness, pitch and direction? What part does psychoacoustics play in our perception of sound. Introduction The ear can be divided into three sections each performing a specific role to change sound particles into messages the brain can read. The three major parts of the ear are the outer, middle and inner ear. Simplistically it is somewhat like a mechanical process that changes an analogue signal into a digital message that your brain can understand. However, there are certain factors that can affect our hearing in terms of perception of loudness, pitch and direction. Psychoacoustics needs to be considered when looking at the process of hearing as it examines the relationship between sound and the effect it has upon the brain. Physical Description of the Ear The process of hearing utilises all three sections of the ear. The first section, the outer ear consists of the pinna, the auditory canal and the wax. The pinna is the main part of the ear that you can see, its role, to collect sound and direct it down the auditory canal towards the ear drum. The outside of your ear is perfectly designed to collect sound. This design helps to determine the sounds direction. Sounds waves bounce off the Pinna depending on from which direction they came from. The sound reflection from the Pinna alters the pattern of the sound wave which the brain is able to distinguish and determine where the sound came from. The auditory canal is the main pathway of sound, its role is to direct sound towards the eardrum, the canal is also where earwax is produced. The purpose of ear wax is to keep the ear canal clean by collecting dirt and debris. Once the sound wave has passed through the outer ear and has been directed down the auditory canal to the middle ear it hits the Tympanic Membrane (Ear Drum), this is a very tight thin piece of tissue which converts the sound wave into vibrations. The ear drum separates the outer ear with the ossicles, these are the three main bones in your ear. When the ear drum vibrates this causes the bones to move, the vibrations set the bones into motion passing the signal from one bone to the other. These tiny bones are called the Malleus (Hammer) directly connected to the ear drum, the Incus (Anvil) which is attached to the Malleus and finally the Stapes (Stirrup) which is attached to the Incus and is the smallest bone in the human body. The stapes is attached to the oval window, a membrane which is part of the cochlea and separates the middle ear from the inner ear. The inner ear is the most complex and detailed part, containing the main sensory organ called the cochlea. Its role is to convert the vibrations absorbed through the ossicles and passed through the oval window membrane into electrical impulses. The cochleas shape is a small spiralled tube resembling a snail shell, this is filled with fluid and miniscule hairs. The vibrations from the stirrup cause the oval window membrane to flex which in turn sets the fluid into motion, the moving fluid brushes across thousands of microscopic hair cells called cilia, These are tuned in to certain frequencies, higher frequencies by cillia located near to the oval window membrane and lower frequencies by cillia located at the apex of the cochlea. This allows it to act as a frequency spectrum analyser. The cillia convert the vibrations into electric nerve impulses sent to the brain by the auditory nerve which is then interpreted as sound. Psychoacoustic Phenomenon Psychoacoustics also needs to be considered when looking at the process of hearing as it examines the relationship between sound and the effect it has upon the brain. The Doppler Effect is an example of this. It â€Å"is the change in frequency of awave for an observer moving relative to the source of the wave.† For example, a car emitting a constant horn sound starts to approach you at speed as you are stood at the side of the road. As the car approaches you, the sound of the horn starts to get louder and higher in pitch. Once the car has passed you the sound of the horn starts to lower in pitch and decrease in volume. As the vehicle passes, sound waves from the horn are crowded together in front of the car, the crowded sound waves produce the relatively high pitch sound, as the car passes the sound waves are more spread out resulting in the relatively low pitch sound, as you can see on the diagram below The second phenomenon that can affect our perception is the Haas effect. If two sounds of equal frequency content and intensity are played from different directions, we will only hear the first one to arrive, and we will perceive only one sound coming from that direction. An example of this used in public address systems so that multiple speakers do not affect the perceived direction of the sound coming from the stage. Second part (also 750 words): Giving at least 2 significantly different examples, discuss why certain instruments sound the way they do, How do factors such as their physical construction and the method of playing affect their individual characteristcs and timbre? How does the harmonic series come into play, and how does this determine concepts such as scale and temperament Acoustic Guitar Construction and playing style A guitars construction is split in to three parts, the body, the neck and the head. The sound generating part can be found on the body and is called the soundboard. The soundboard has a large round hole in the centre called the sound hole. Also attached to the soundboard is a piece called the bridge, to which one end of the six strings are attached. The bridge has a thin, hard piece embedded into it called the saddle, which is the part that the strings rest against. When the strings are plucked, the vibrations travel through the saddle onto the bridge and then into the soundboard. The soundboard then vibrates. As the body of the guitar is hollow, these vibrations are amplified and emanate from the sound hole. Harmonic Series When a note is struck on a guitar the sound produced is a series of notes. The first harmonic, the fundamental is the loudest and lowest of the series. Along with that you are also hearing tones that accompany the fundamental and are responsible of making the guitar sound the way it does. Guitar harmonics are created when you lightly touch the string at specific positions and then pluck the string, when plucked the string vibrates at its fundamental frequency, also vibrating the integer multiples of the frequency as displayed on the diagram below: The performance of the guitar depends on the quality of the wooden soundboard. The Timbre of the can have a huge impact on the choice of wood, the way the wood is supported, the glue and even the varnish are all taken into consideration as this can have an effect on the sound of the guitar due to the quality of the sound produced DRUM A drum consists of a skin, a shell or body and a mechanism that holds the two pieces together. The skin of the drum is a flexible membrane, stretched tightly around the rim. Drum skins were originally made from animal skins but nowadays most use synthetic skins. The skin is held onto the rim in a variety of ways. Some use tacks or glue while others use ropes or adjustable metal brackets to attach the skin to the body. When a drum is struck, it makes a loud sharp sound followed by a rapidly decreasing tone. The sharp sound is called the attack, and it is made by a stick or hand banging onto the surface. The strike also pushes the drum head downwards. Because the drum head is elastic, it springs back up again with a lot of energy, causing it to go up higher than the position it started in. This causes it to spring back down again. The drum skin goes up and down very quickly, pushing air in front of it and creating the tone, sometimes known as the decay. Some drums, such as the snare, have a sharp attack with almost no tone. Others, like frame drums, have a more mild attack with a tone that goes on and on. The hair cells in the organ of Corti are tuned to certain sound frequencies, being responsive to high frequencies near the oval window and to low frequencies near the apex of the cochleaThe hair cells in the organ of Corti are tuned to certain sound frequencies, being responsive to high frequencies near the oval window and to low frequencies near the apex of the cochleaThe hair cells in the organ of Corti are tuned to certain sound frequencies, being responsive to high frequencies near the oval window and to low frequencies near the apex of the cochleaSecond part (also 750 words): Giving at least 2 significantly different examples, discuss why certain instruments sound the way they do, How do factors such as their physical construction and the method of playing affect their individual characteristcs and timbre? How does the harmonic series come into play, and how does this determine concepts such as scale and temperament Second part (also 750 words): Giving at least 2 significantly d ifferent examples, discuss why certain instruments sound the way they do, How do factors such as their physical construction and the method of playing affect their individual characteristcs and timbre? How does the harmonic series come into play, and how does this determine concepts such as scale and temperament Second part (also 750 words): Giving at least 2 significantly different examples, discuss why certain instruments sound the way they do, How do factors such as their physical construction and the method of playing affect their individual characteristcs and timbre? How does the harmonic series come into play, and how does this determine concepts such as scale and temperament Bottom of Form

Sir Lancelot Analysis

Sir Lancelot is the greatest knight at the Round Table. Lancelot is Arthur’s best friend and yet is completely different in that he performs heroic acts by accident. Lancelot is too humble to allow all his heroic acts to improve his self-image. A hero is someone who engages in a heroic act risking or losing his or her life to save someone else’s. Sir Lancelot is a hero. Lancelot is brave. Lancelot could be called brave because he wasn’t afraid to kill people. If a situation needed immediate action Lancelot was there to battle another knight.Lancelot chose to go on adventures putting aside the dangers he might face. He fought willingly for people, and stood up for himself when he met the witches and battled other knights. Lancelot is loyal. Being loyal means showing support to someone. Lancelot stayed loyal to the one girl he loved even though she was already married. A girl asked Lancelot to fight for her dad and she would free him, and he courageously fought for her dad and didn’t try to get away.Lancelot was loyal to King Arthur by fighting along side him and joining him at the Round Table. Sir Lancelot is a hero. He is considered to be one of the greatest and most trusted of King Arthur’s knights and he played a huge part in King Arthur’s victories. Lancelot is a hero because he battles with honor and strategy, he understands how to win. Lancelot was heroic because he never failed in gentleness, courage, or courtesy. No matter who he was he still served others.

Hitler s And The Nazi Party - 1409 Words

Hitler s henchmen were those inside the Richstag and other important segments of the German government. These include Joseph Goebbels, Hermann Goering, Rudolf Hess, Heinrich Himmler, Ernst Rohm, Reinhard Heydrich. It is debated if they escaped justice or not. Joseph Goebbels was born in 1897 and became a doctor in philosophy in 1920. Due to his hatred of the terms of the Treaty of Versailles, he joined the Nazi party near the end of 1924 to help build support for the party in Berlin. In 1923 he was given full control of the Nazi s propaganda machine. Goebbels was elected into the Reichstag in 1928 and, at 1933, was given the role as the Minister of Enlightenment and Propaganda , which he worked as until 1945. His skill at the role gave him the nickname as the Poison Dwarf . At the near-end of the Second World War when Berlin was besieged by the Russians during April to May 1945, Joseph stayed with Hitler in his bunker. Which he was given Hitler s watch as a token of appreciation for being with him to the very end. On May 1st, Goebbels poisoned his six children then shot his wife and then himself. Hermann Goering was born in 1893 and found popularity in World War One as a fighter ace. Winning many awards for bravery and was the last commander of the infamous Richthofen Fighter Squadron. He joined the Nazi Party in October 1922 and wounded in the Munich Putsch. In 1928, Goering got elected to the Reichstag before he got back from Sweden. During 1932, he wasShow MoreRelatedThe Rise And Fall Of Hitler s Nazi Party1301 Words   |  6 Pages The Rise and Fall of Hitler’s Nazi Party In the world today and since the beginning of time fear is and always has been a powerful emotion. For the people who control it it’s the perfect tool. They disguise it as happiness while they can conduct their evil actions, and their choices can appear to be the right ones when the mind is fogged by panic. 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