Tigers Essay Example | Topics and Well Written Essays - 500 words

Tigers - Essay Example Above the orange, the tiger is the vertical column of the white waterfall. The line of the plants underneath the Tigers do a similar transfer of colors, but they also form the vague outline of a heart, suggesting a strong bond between the animals. All of these less noticeable elements contribute to the idea of deep friendship between the two tigers that are the subject of the image. As has been discussed, there are two tigers in the image, one white and one orange. They stand on their hind legs with their forelegs wrapped around each other’s shoulders so that their bodies meet in a strong diagonal slant. Only the white tiger’s face is visible, but it almost seems as if the animal is smiling as it rests on and supports the other. This embrace is seen as friendly instead of combative because of the other elements of the image that have already been discussed.As we look at the image above, we gain a sense of strong friendship between creatures rather than competitive fight ing. The viewer is soothed and grounded by the deep greens of the background and is given a strong sense of energy and harmony by the other colors involved in the image. Stability and comfort are added to by the shapes and lines included in the background and foreground. This all contributes to the way that the subject of the image, the two tigers, is interpreted by the viewer. In the end, we understand the image to be a picture of friendship between similar but different creatures that contribute to the harmony and health of the natural world.

Liminality in Dracula Essay Example for Free

Liminality in Dracula Essay History has taught us that rebelling against your people or religion almost always results in displeasure, as the members of the community usually frown upon it. Throughout the novel Each Man’s Son by Hugh MacLennan, there are two themes which are linked to this topic of defying your origins, though never plainly affirmed: the Celtic identity and the Puritanical predestination-like values. Not conforming to these ways of life demonstrates two themes at which Archie the fighter and Ainslie the dreamer display: the attempt to foster new values will doom you to failure and resisting your religion will only let you yearn for escape but haunt you forever. This paper, will first analyze the meaning of these two themes; second show that Archie fights against the Celtic identity and that Ainslie tries to escape the Puritanical values. First, it is suitable to grasp onto these concepts with the history from the novel concerning the Celtics and the Puritans since it frames the foundational richness of the story. In Each Man’s Son the symbolic references on the history concerning the Celtic identity is manifested as â€Å"a Homeric people† in ultimate solitude, which proves to be symbolic due to the fact that it ties meaning to the Highland people as a â€Å"desperate and poetic/race of hunters, shepherds and warriors† (MacLennan 1, 2). The novel is full of richness, which provides ironic information about the people: who were found â€Å"older than France† with â€Å"no organization† (MacLennan 25-5). This characteristic given to the men of Cape Breton is highly relevant to the plot as Archie choses to literally fight the regulatory social norms of the Celtic identity when he follows his dreams to become an American boxer. In the novel, the Celtic identity is in direct conflict with Puritan values within certain characters, especially Ainslie. Presbyterians note that they â€Å"live and die under the wrath of an arbitrary God who will forgive only a handful of His elect on the Day of Judgment† (MacLennan 2). The value of the quote symbolizes an underlining view on the Puritan religion as it describes how the Calvinists must live a basic life in order to be resurrected with eternal life. In the Bible, which Puritans follow unfailingly, it is written, â€Å"you must be born from above† meaning that you must have â€Å"been chosen according to the foreknowledge of God the Father† (John 3:7, 1 Peter 1:2 NIV). Furthermore, religion takes a crowning importance in the novel as it acts as the basic yet powerful feature of the story. Numerous characters struggle to adopt their identity, namely Doctor Ainslie for he attempts to darken his religious distinctiveness. The lacing of the Celtic identity and the Puritan religion represents tension, which Archie the fighter and Ainslie the dreamer must overcome. Second, Archie is a clear example of a character who conflicts with the Celtic identity because although he is acclaimed as the â€Å"bravest man in Cape Breton†, â€Å"fierce and unpredictable†, unlike the flock of people, he was a â€Å"hero whom nobody understood and everyone admired†; unfortunately, he is also destined to fail (MacLennan 12-8-6). â€Å"Archie is a hero† with grandiose â€Å"physical strength† who was loved â€Å"because he was giving significance, even a crude beauty, to the clumsy courage they all felt in themselves† (MacLennan 19-9). Generally Celtics feel that destiny works against them; they feel that luck must have been against them. This illustrates that the repercussion of rebelling against the Celtic identity is absolutely forbidden. The Celtic character is normally condemned to a life of simplicity, total depravity and unconditional fellowship of God and as Archie ventures the unknown he distorts the norm. Animalistic Archie emphasizes that some men will â€Å"live their whole lives like oxes and cows and that he is â€Å"not one of them† this statement, in other words, means that Archie does not intend on living a reclusive life as he fully intends on going out into the world, in spite of the consequences, to create a new life for himself and his family. He had â€Å"left his home to find wider opportunities in the United States† (MacLennan 3). Ironically, as Archie attempts to make money and follow his dream of becoming a boxer he refuses to obey the Celtic norm and is doomed to fail; he is left defeated by his embedded Celtic identity. The final character, which shows prominent struggles, concerning following norms is Ainslie: the dreamer. This is due to the fact that he is resistant to his Puritan religion, which leaves him yearning for an escape from societal pressures. Quite like Archie, Ainslie is also hopeless, yet in different matters: his religion haunts him not only consciously but also unconsciously in dreams as he is disturbed by religious stories. Traditionally, Puritans live a life in profound guilt, constant criticism and austerity because they believe in predestination at which God has chosen the elect to enter heaven. Though he is living in the pressures of this community he continuously denies his belief in God however it is hard to believe that he is a nonbeliever for he continuously shows signs of religious identity. Ainslie craves for a purpose in his life, an attainable goal a dream to escape this community, yet as the novel unfolds he is left haunted forever by his religious mental state. Ironically, because of the fact that he resists his religion and yearns for an escape, he will be left him undeniably haunted forever. In summary, historical details, Archie and Ainslie in Each Man’s Son emphasize conflicts between the Celtic identity and the Puritan religion. Contrasting the two characters, I find it much more rewarding to explore who you are and discover your identity instead of fighting or denying it because then you will not become a failure or be tormented by it. Unlike Archie and Ainslie, I had opportunities to participate in accomplishments that have given me a positive understanding of my identity while I was growing up, which undeniably shaped who I am today. Works Cited MacLennan, Hugh. Each Man’s Son. Toronto: The New Canadian Library, 2003. Print. New International Version Holy Bible. Grand Rapids: Zondervan, 1986. Print.

Management Essays Management Coach

Management Essays Management Coach Management Coach Taking the role of a management coach, you have been requested to analyse the leadership style of a specific business leader. Outline the process of the individuals leadership through a period of change and critically evaluate the outcome of the leadership approach in the organisation. Support your briefing paper with reference to a significant range of leadership and organisational development theories. Leadership, management style, organisational and national culture, organisational structure communication, team management and ethic/values are likely to be addressed. Identify and evaluate how a knowledge of leadership and or and organisational development can improve a managers efficiency and effectiveness in managing an enterprise. You are encouraged to take a holistic perspective and provide a critique of contemporary research and practice. An essential part in the running of an organisation is directing the efforts of their members towards the goals and objectives. This involves the process of Leadership. In simple terms leadership can be interpreted as getting others to follow or getting people to do things willingly or more specifically, the use of authority in decision-making. This essay will consider theoretical accounts of leadership behaviour and compare them to the chosen leader. The organisation that has been chosen is the Disney Corporation. Since the company was formed there have been two charismatic, but strikingly different leaders. A few years ago the Walt Disney Company was famous for a little mouse, a collection of vintage animated films for children, and two aging theme parks. Today, the sun never sets on the Disney entertainment empire. Along with its animation business, creator of blockbusters such as Beauty and the Beast, Disney now owns three other studios. After a problematic start Disney has exported the park business to Japan and France. There are two new Disney cruise ships, Wonder and Magic, and 725 Disney stores at locations all around the world. The driving force behind Disneys metamorphosis has been Michael Eisner, who became CEO and chairman in 1984 after a brief but intense battle for the position (Wetlaufer, S. 2000). The founder of the organisation Walt Disney, employed the best talent available, and by means of his own drive and enthusiasm, encouraged them to reach new heights. Walt Disney strived to maintain absolute, unchallenged control over every detail of his empire. Employees worked under an autocratic visionary; they expected big ideas and decisions to come from the top. When Walt Disney died in 1966, the company floundered creatively and financially for years. There were competent, dedicated people in management and talented, hard-working artists in the creative departments, but there was no vision, no leadership (Hightower, D. 1993). The choice of Michael Eisner as CEO of Disney has been a triumph of creativity in American business. Choosing creativity over financial know-how was a tremendous risk, but it has paid off: in the past eight years, revenue has grown on averaged 25 percent annually, Disney stock has increased tenfold in value and the company has been transformed into the worlds most successful entertainment empire. For the first time in Disneys history, an outsider was going to run the company (Hightower, D. 1993). Leadership is different from management; company leaders in action illustrate the practice of leadership. It is not just leadership that is required, both management and leadership are needed. However, during times of high-stakes change, organisations will fail without widespread good leadership (Coyle, J. 2000). Managers promote stability within an organisation, while leaders press for change. An organisation requires leadership at all levels, from the Directors board down to the Shop floor and cleaners. However, leadership is not a uniform command, for example the Waitress on the Shop floor will not receive identical commands and relationships from their manager as someone working in the finance department would from his or her manager. There are different forms of leadership and behaviour from which managers can implement to what they feel best suits the situation. The type of leadership adopted at different levels is a crucial part in achieving the aims and objectives and thus the success of the company (Burnes, B. 2000). Webber (n.d.) defined the types of authority of leaders in organisations into three categories, (1) Traditional, authority is legitimised by custom, and belief in the right to rule. There are traditional proper right to rule, example of this is the sovereignty, the church or a paternalistic employer. (2) Charismatic organisations, authority is legitimised by the quality of the leader, there strengths, personality and inspiration. There is a need for some routine; with the demise of the leader the organisation can change structure unless another charismatic leader is found, (3) Bureaucratic organisations, authority is based on the acceptance of the formal rules, the law within the organisation, authority comes from the hierarchical position within the organisation, examples of this are the armed forces and schools (Webber (n.d.) cited in Mullins, L, 2005: 77). Transformational leaders are able to effectively communicate their vision to an organisation and provide an environment where individuals are empowered to achieve that vision. Instead of telling employees what to do, transformational leaders provide the tools that can help employees achieve greatness. A subset of transformational leadership is charismatic leadership, which is built on the idea that sheer force of personality can be enough to provide leadership to an organisation and inspire high levels of personal loyalty from employees to leaders. The Disney Company has had two charismatic leaders in its history: Walt Disney and Michael Eisner. Disneys tenure was followed by lacklustre performance at the company after his death, and none of the executives at the organisation possessed a personality strong enough to replace the founder (Mullins, L. 2005). The trait approach assumes that the leaders are outstanding through their specific personality traits, cognitive abilities, interpersonal styles and other ability factors that distinguish them. This concept implies that leaders are rather born than made. Grint (2000) argued, There is no hope for those of us, not born with certain gifts or talents for leadership (Grint, K. 2000). The research done by Fleischman and Harris (1962) found two explicit behaviours: consideration and task-orientation. The first factor, consideration, involves a high regard for the leaders subordinates, sharing ideas and incorporating the subordinates as close as possible into the area they are involved. The second one, task-orientation, is mainly connected with the production and ignoring the subordinates to a great extend (Fleischman and Harris (1962) cited in Grint, K. 2000). The relatively new concept of charismatic leadership is based on the belief that the leader can broaden the awareness and interest of his/her followers. Consequently, the aims of the leader are of greater importance and are placed prior to the personal goals. Steers (1996) defines charismatic leadership as a special quality that enables the leader to mobilise and sustain activity within an organisation through specific personal actions combined with perceived characteristics. Employees are motivated by charisma beyond their original expectations. This is done in three ways, awareness about certain key issues and processes are raised, organisational goals are placed above the own interests and adjusting the needs level, so they have a stronger drive for responsibility, challenge and personal growth (Steers, R, 1996:693). Strength in Grint (2000) theory is it does not introduce quantifiable factors; hence it cannot be treated as a rigid science, such as Mathematics. Grint says that leadership is essential an interpretative affair, it casts doubt upon those claiming scientific legitimations for their claims and buttresses an approach to leadership that firmly within the arts not the sciences. It is not a rigid formula that applies to all leaders (Grint, K. 2000). Therefore the more scientific our methods of analysis become, the less likely we are to understand leadership because it is not accessible to scientific approaches. Taking this statement into considerations, it is clear that the charismatic leadership approach is a significant development, since it does not try to quantify. Henry Mintzberg discussed that the behaviour is hard to reconcile, on the surface at least, with traditional notions of what top managers do. It is hard to fit the behaviour into categories like planning, organizing, contro lling, directing, or staffing (Henry Mintzberg Cited in Kotter. J 1999). Even when times are hard, work was fun and exciting, and this has been incorporated in Eisners management style. But there are limits to the autonomy. Senior management delegates authority, not autonomy, downward in the organisation. Sometimes in large companies, too much gets delegated, especially now that empowerment is the rage. Eisner stated I just believe that those with the most experience should be given the most opportunity to handle really tough situations, these situations can put a company or a division at risk (Eisner, M. cited in Wetlaufer, S. (2000). So autonomy has its place. Delegation has its place. But sometimes you have to push problems back up to the top. Otherwise, you just might bump into the biggest corporate problem of all. Eisner, M. (2002) described what the most important areas of management are (1) youve got to be an example. (2)Youve got to be there. (3)Youve got to be a nudge, which is another word for motivator, really. (4) And youve got to show creative leadership, you have to be an idea generator, all the time, day and night (Eisner, M. (2000) cited in Wetlaufer, S. 2000). Thats not really a role. Its an underlying responsibility, its always there. Leading by example also means showing a combination of enthusiasm and loyalty to the institution, and it certainly means demanding excellence in the organisation (Wetlaufer, S. 2000). The two fundamental challenges to a manager are to (1) figure out what to do despite uncertainty and an enormous amount of potentially relevant information. (2) Get things done through a large and diverse group of people despite having little direct control over most of them. These challenges have severe implications for the traditional management functions of planning, staffing, organizing, directing, and controlling. To tackle challenges, effective general managers rely on agenda setting and network building. The best ones assertively seek information (including bad news), skilfully ask questions, and seek out programs and projects that can help accomplish multiple objectives. When a new manager starts their role they spend a considerable amount of time establishing their agendas. Effective executives develop agendas that are made up of loosely connected goals and plans that address their long, medium, and short-term responsibilities (Kotter, J.1999). This pattern of network-building is typical of a managers role and is aimed at more than just direct subordinates. Managers develop cooperative relationships with and among peers, outsiders, their bosses boss, and their subordinates subordinates. Indeed, they develop relationships with (and sometimes among) any and all of the hundreds or even thousands of people on whom they feel in some way dependent. Just as they create an agenda that is different from, although generally consistent with, formal plans, they also create a network that is different from, but generally consistent with, the formal organisational structure (Kotter, J.1999). This networking commence as soon as Eisner was appointed, gaining valuable contacts within the organisation. Managers of organisations have responsibility to get the strategic intent right, not just for the advantage of the organisation. Drucker (1989) discussed the responsibility of management as being decisive not only for the enterprises itself, but for the Managements public standing.for the very future of our economic and social system and the survival of enterprise. The decisions that managers make, do not just affect the organisation, they have an affect on the whole of society, with ethical, environmental and social considerations. Misjudged and misguided strategies have in the past brought down organisations both financially and in their reputation, damaging the publics opinion of them (Drucker (1989) cited in Mullins 2005:214). Therefore strategic decisions are likely to affect the operational level of an organisation, which needs to be in tune with long term goals of the organisation. This factor is important in decision making; firstly if the operational level is not in line with the strategic level this can cause conflict and jeopardise the strategy, secondly it is at the operational of an organisation that the real strategy is achieved (Johnson G , Scholes, K 2004). The Walt Disney Company continues to prosper, by maintaining and ever improving quality standards across the board. Walt Disneys Employee Forum is a publication created not only to motivate employees but to discuss past, present, and future accomplishments of the company. Disneys large corporation has very detailed and clear segmentation, and strives for quality in every product. Others in the entertainments industry, including, for example, Time Warner, MCA, and DreamWorks, also have their own unique quality factors. It is this differentiation and distinctiveness that may be the key to their recognition for what they do, and why they are so good (Anonymous1997). Successful organisations are fluid, forever moving and adjusting to the market forces. From the previous years performance new goals are set, brining in innovative fresh activities that make the organisation more effective. These criteria include increased employee versatility/flexibility; increase of expertise; broadening of the market base; increasing production capacity; improved production economy; and the ability to respond to change. Although some of these decisions are at a strategic level, others will show results with the year. These can be measured to ensure that the strategies are working for the organisation (Mullins, L, 2005). Creativity can be one of the key drivers in business today. At the Walt Disney Company, creativity is not just a tool or a technique to increase productivity; it is the heart of the business. The creative process is practiced and nurtured at Disney, and the application of a similar approach could dramatically impact businesses in a multitude of industries (Hightower, D. 1993). Eisner stated that Disney is a company built on a powerful combination of institutionalised creative friction, an environment that produces a constant stream of ideas and good, old-fashioned common sense. Together, he stated conflict and common sense yield creativity, and creativity has a way of cleaning up the balance sheet and making the income statement shine very brightly (Eisner, M. cited in Wetlaufer, S. (2000). The opinion that all knowledge is viewed as objects to the organisation, and therefore can pass between different states, has contributed to the focus of knowledge management systems (KMS) that they should be externalised and merged with tacit forms of knowledge. This theory is backed up by Cohendet et al.s (1999) recent attention to the codification of experience, know-how and localised tacit knowledge Through the processes of conversion between employees triggers the process of intuiting, interpreting, and integrating them into the organisation (Cohendet et al 1999:523). Healthy organisations would like to be viewed as containing harmonious working relations, committed to working together towards the common goal. Conflict is a reality within the organisational climate; therefore conflict has to be managed. The most specific level the culture of the organisation can be seen as the aggregation of the cognitive interpretations of the organisation workforce, conflict can reveal itself. This conflict arises from the personalities and experience of the individuals, together with the interactions between employees that can cause distortion (Hamlin, B. et al 2000). Diversity is a great force toward creativity. For many, Disney has made its members, (that is what they call employees) a diverse group of people. The more diverse an organisation, the more diverse are the opinions that get expressed, which sometimes create friction, and friction slows down the machine. When the machine slows down, good things can happen. If it is just sliding along with no friction, you get the easy solution; you get mediocrity. We work very hard on getting diversity at the top of the organization, and like many organisations we still have room to improve. That will make us more creative. This diversity is not just about skin colour or ethnic background, it is diversity in point of view. They encourage individualism, wanting employees who view the world differently (Wetlaufer, S. 2000). This whole business starts with ideas that come out of an environment of supportive conflict, which is synonymous with appropriate friction. This is an environment where people are not afraid to speak their minds or be irreverent. Uninhibited discussion gets ideas, which can be look at, made better or just get rid of them (Eisner, M. cited in Wetlaufer, S. 2000). Corporate creativity requires an innately creative leader and the managerial capability to syndicate creativity at the organisational level (Hightower, D. 1993). Cultural descriptions distinguish one organisation from another, and influence the people in the company as individuals as well as company performance. Such culture is a diffuse and nebulous notion, encompassing the underlying values, beliefs and principles of the personnel as they are expressed within the management, structure and practices (B Fletcher, F  Jones, 1992). Although Trompenaars suggests that all societies view time in different ways which may in turn influence business activities. The American dream is the French nightmare. Americans generally start from zero and what matters is their present performance and their plan to make it in the future. This is noveau riche for the French who prefer the ancien pauvre; they have an enormous sense of the past. This clash in national culture between the organisation and the country it is in, was experienced by the Disney corporation when they first tried to expand into new markets (F, Trompenaars (n.d) cited in N, Brealey, 1993: 66). The Aston School points to convergence of organisational culture. An example of this is the work of Hickson et al which suggests that there is a relationship between factors such as size/technology and structures which transcends culture. A bureaucracy in all societies and bureaucratic structures are more likely to occur in particular sectors of the economy. Other Commentators have followed Kerr et al who suggest that industrial or post-industrial societies would in any case become more alike as they are developed in the future. The contrary argument that culture does matter when studying organisational behaviour can be seen in the work of Geert Hofstede. During his work Hofstede identified four dimensions of culture; power distance; uncertainty; avoidance; individualism; and masculinity (Hofstede, G 1980). Ensuring that Disney cast members are committed and motivated, and that they behave appropriately, is the most challenging part of Eisners role (Wetlaufer, S. 2000 a). There are various cultural and structural factors that have a direct affects on organisations that can impinge on the very success of the organisation. These are highlighted when an organisation attempts to redefine itself, to change their image in an attempt to maintain or to enhance their competitive capabilities (L Gratton, 1999). Creating a worldwide brand also means creating a common vision and, to create synergy among its businesses worldwide, Disney runs a program, Disney Dimensions, for senior executives drawn from every division of the company to ensure they work in a common aim. Eisner describes this program as a synergy boot camp. Participants have eight days of meetings, covering every aspect of the business. They dress up as Disney characters, oversee the catering, learn how beds are made and spend time in all the different Disney divisions learning what these do and how they work. Basically they are learning for 16 hours a day how to do every single job in the business (Wetlaufer, S. (2000 a). Disney entertains people, so an energised culture is encouraged. This is reinforced in weekly meetings that anyone could offer up an idea and gets other people to react to it. These are big, unruly, disruptive meetings, which supports institutionalised conflict. The honesty in the teams and culture is vital in this culture. This is in the environment where criticism goes up as well as down. In this culture where every one is equal, there is no pecking order it produces creativity (Wetlaufer, S. 2000). Managers achieve more indirect influence through symbolic methods. They use meetings, language, stories about the organisation, even architecture, in order to get some message across indirectly. The symbols of the Disney Corporation are everywhere, reinforcing the values to employees (Kotter, J.1999). An important aspect that adds to organisational effectiveness is synergy, when the whole performance is greater that the performance of the individual components, that the performance of the organisation outstrips the performance of the individual, this is positive synergy (Mullins. L. 2005).Positive synergy occurs when two or more processes or activities complement each other. The concept of synergy can be considered and implemented by changing the links that bind certain departments together, linking new departments together (Johnson G, , Scholes K, 2004). Mullins (2005) stated that his could lead to a broadly and powerfully defined culture which is strongly customer focused and capable of leap frogging the competition through continual and radical innovation (Mullins, L. 2005:256). Synergy occurs at Disney, because they all pull together. The products scream out for synergy. When launching a new product it is on the cover of our magazines, on the Disney channels around the world and displayed in the windows of the shops. All employees around the world know what is happening and are involved (Wetlaufer, S. 2000). Classical writers discussed the organisation in terms of its purpose, with its formal structure; the hierarchy of the organisation. The emphasis placed on planning work, achieving this through managing the technical requirements, and the presumption of logical and rational behaviour from within the organisation. Each individual classical writer puts forward their own interpretation of similar theories (Mullins, L 2005). Baker (1972) discussed these principals as it offered simple principals which claimed general application it also followed architectural and literary styles which emphasised formality, symmetry and rigidity (R Baker (1972) cited in Buchanan D and Huczynski A 1991: 430) The Disney Corporation treats its members with reverence, respecting the individuals diversity. However the uniform of its customer facing members demonstrates rigidity within the structure. Although the payment received from the employer is not the sole motivator it satisfies the contract of employment. Hegewisch (1991) wrote the pay packet is one of the most visible expression of the employment relationship, its main issue is the exchange between employer and employee, expressing a connection between the labour market, the individuals work and the performance of employing the organisation itself(Hegewisch (1991) cited in Beardwell I Holden L 1994 :500). The organisation pays employees well; their reasoning was to compensate employees enough so they didnt have to worry about money. This way, they argued, employees were made able to do their job, service the customer. Tom Peters focuses on this point when discussing closeness to the customer. To overspend on service people keeps customers happy and Disney knows what its customers like. It may cost Disney a lot and be unprofitable in the short run, but the company looks to the long run to keep those customers (Tom Peters cited in Anonymous1997). As the first leader in the Disney Corporation that is not a family member Michael Eisner has turned the organisation around. The success is world wide, with new products being launched continually. Michael Eisner style of leadership is completely the reverse of the way the organisation had been run. Ultimately, Michael Eisner is seeking to generate enthusiasm and involvement among Disney employees. Enthusiasm and involvement leads to motivated employees. This is achieved through reinforcing the culture of fun and innovation. The employees are paid well, to motivate them and to reduce financial worries that could impinge on their performance. Although creativity and innovation is encouraged it could be argued that the knowledge of the employees is viewed as objects to the organisation. Eisners leadership is transformational and charismatic. Transformational leaders provide the tools that can help employees achieve greatness. There are networks in place that increase the synergy within the organisation, all employees knows what the strategic plans are. Although the organisation has been reformed, we must not lose sight of the ultimate goal. Michael Eisner values the ideas of every individual and endeavours to offer a creative, fun environment in which they may ultimately see their ideas grow and take shape, adding to the Disney magic and of course, the bottom line Bibliography Beardwell I and Holden L,(1996) Human Resource Management Pitman Publishing, London Buchanan D, and Hucczynski A, (1991)Organisational Behaviour Prentice Hall, Padstow Burnes, B. (2000) (3rd Edition)  A Strategic Approach to Organisational Dynamics Pearson Education, Edinburgh Gratton, L (1999) Strategic Human Resource Management: Corporate Rhetoric and Human Reality.; Oxford University Press (UK), Oxford Grint, K. (2000) The Art of Leadership, Oxford University Press, Oxford. Hamlin, B. et al (2000) Organisational Change and Development,  Pearson Education, Edinburgh Hofstede G (1980) Cultures Consequences: International Differences in Work-Related Values, Pitman Publishing, London Johnson, G Scholes J (2004) (6th Edition) Exploring Corporate Strategy Prentice Hall, Hemmel Hempstead. Marchington M and Wilkinson A, (1997) Core Personnel and Development IPD publishing, London Rose M Industrial Behaviour (1978) Penguin Harmondsworth Steers,R. (1996) Motivation and Leadership at work McGraw-Hill Trompenaars F (1997)(2nd Edition) Riding the Waves of Culture, Nicholas Brealey London : Mullins, L (2005) (7th Edition) Management and Organisational Behaviour Prentice Hall, Pearson Education, Edinburgh Anonymous(1997) How Disney uses differentiation to maintain distinctive quality Strategic Direction.  Bradford: May 1997 Cohendet, Pet al (1999). Knowledge co-ordination, competence creation and integrated networks in globalised firms Cambridge Journal of Economics Coyle, J. (2000) John P. Kotter on What Leaders Really Do (An interview with the author) Human Resource Planning Vol.23,   Drucker, P. et al (1997) Looking ahead: implications of the present. Harvard Business Review, Sept-Oct 1997 v75 Fletcher, B   Jones, F (1992) Cultural Auditing Managerial Auditing Journal Hightower, D. (1993) Creativity is your business too! Planning Review.  Sep/Oct 1993. Vol.21, Kotter. J. (1999) What Effective General Managers Really Do. Harvard Business Review, March-April 1999 v77 Wetlaufer, S. (2000) Common Sense and Conflict An Interview with Disneys Michael Eisner. Harvard Business Review, Jan 2000 v78 Wetlaufer, S. (2000 a) Reinventing Disney Strategic Direction, Sep 2000.Vol.16,

Child Abuse and Violence Against Females Essay -- Domestic Violence Es

Domestic violence is a pattern of behavior used to establish power and control over another person through fear and intimidation, often including the threat or use of violence. Other terms for domestic violence include intimate partner violence, battering, relationship abuse, spousal abuse, or family violence. Domestic violence and abuse can happen to anyone, regardless of gender, race, ethnicity, sexual orientation, income, or other factors. Both women and men can be victims of domestic violence. It is widely assumed that most estimates of the incidence of domestic violence are underestimates. Even large population surveys cannot provide accurate estimates of the extent of domestic violence. This is partly because many victims feel unable to speak out about domestic violence. The pressures of negative community attitudes toward victims, feelings of shame, and fear of retribution from the perpetrator contribute to low levels of disclosure of domestic violence. Also, because domestic violence often occurs in the privacy of the home, there are few outside witnesses. Surveys often require fluency in English, which means that the experience of people from non-English speaking background may not be adequately represented. Statistics from public agencies such as police, courts, counseling and accommodation services are another source of information. However, these can only provide information about people who come to public attention, many victims never contact such agencies. Some agencies do not collect statistics on domestic violence, and those that do define and record domestic violence in different ways. The Women's Safety Survey in 1996 surveyed approximately 6,300 women about their experience of actual or threatened physical and sexual violence. Based on the survey results, they estimated that, in the 12 months prior to completing the survey:  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  7.1 % of the adult female population experienced violence. 6.2% of women experienced violence perpetrated by a male, and 1.6% experienced violence perpetrated by a female.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2.6% of women who were married or in a defacto relationship had experienced violence perpetrated by their current partner.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4.8% of unmarried women had experienced violence by their previous partner in the last 12 months. Of women who had been physically assaulted in the 12-month period, 58% spoke to a friend or neighb... ...ability, appearance and so on.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  having familiar belongings of pets destroyed.   Ã‚  Ã‚  Ã‚  Ã‚  All of these behaviors can lead to developmental problems in children that can happen at any age. Violence soon becomes a learned behavior and can be reproduced in other aspects of their life, such as school, dating, and other interpersonal relationships. These changes can be life-long and affect many other people than just the abused person.   Ã‚  Ã‚  Ã‚  Ã‚  Both child abuse and violence against women are extremely detrimental to the institution of marriage and family. It can tear family apart, beyond any repair, and destroy the lives of all who are involved. Bibliography   Ã‚  Ã‚  Ã‚  Ã‚  1. Violence and the Family, Report of the APA Presidential Task Force on Violence and the Family, 2007. 2. Dating Violence: Young Women in Danger. Barrie Levy. 2003. The Seal Press.   Ã‚  Ã‚  Ã‚  Ã‚  3. Parental Kidnaping, Domestic Violence and Child Abuse: Changing Legal Responses to Related Violence. American Prosecutors Research Institute's National center for Prosecution of Child Abuse Parental Kidnaping Project, by Eva J. Klain, March 2005. 4. National Coalition Against Domestic Violence, http://www.ncadv.org/ Child Abuse and Violence Against Females Essay -- Domestic Violence Es Domestic violence is a pattern of behavior used to establish power and control over another person through fear and intimidation, often including the threat or use of violence. Other terms for domestic violence include intimate partner violence, battering, relationship abuse, spousal abuse, or family violence. Domestic violence and abuse can happen to anyone, regardless of gender, race, ethnicity, sexual orientation, income, or other factors. Both women and men can be victims of domestic violence. It is widely assumed that most estimates of the incidence of domestic violence are underestimates. Even large population surveys cannot provide accurate estimates of the extent of domestic violence. This is partly because many victims feel unable to speak out about domestic violence. The pressures of negative community attitudes toward victims, feelings of shame, and fear of retribution from the perpetrator contribute to low levels of disclosure of domestic violence. Also, because domestic violence often occurs in the privacy of the home, there are few outside witnesses. Surveys often require fluency in English, which means that the experience of people from non-English speaking background may not be adequately represented. Statistics from public agencies such as police, courts, counseling and accommodation services are another source of information. However, these can only provide information about people who come to public attention, many victims never contact such agencies. Some agencies do not collect statistics on domestic violence, and those that do define and record domestic violence in different ways. The Women's Safety Survey in 1996 surveyed approximately 6,300 women about their experience of actual or threatened physical and sexual violence. Based on the survey results, they estimated that, in the 12 months prior to completing the survey:  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  7.1 % of the adult female population experienced violence. 6.2% of women experienced violence perpetrated by a male, and 1.6% experienced violence perpetrated by a female.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  2.6% of women who were married or in a defacto relationship had experienced violence perpetrated by their current partner.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  4.8% of unmarried women had experienced violence by their previous partner in the last 12 months. Of women who had been physically assaulted in the 12-month period, 58% spoke to a friend or neighb... ...ability, appearance and so on.  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  having familiar belongings of pets destroyed.   Ã‚  Ã‚  Ã‚  Ã‚  All of these behaviors can lead to developmental problems in children that can happen at any age. Violence soon becomes a learned behavior and can be reproduced in other aspects of their life, such as school, dating, and other interpersonal relationships. These changes can be life-long and affect many other people than just the abused person.   Ã‚  Ã‚  Ã‚  Ã‚  Both child abuse and violence against women are extremely detrimental to the institution of marriage and family. It can tear family apart, beyond any repair, and destroy the lives of all who are involved. Bibliography   Ã‚  Ã‚  Ã‚  Ã‚  1. Violence and the Family, Report of the APA Presidential Task Force on Violence and the Family, 2007. 2. Dating Violence: Young Women in Danger. Barrie Levy. 2003. The Seal Press.   Ã‚  Ã‚  Ã‚  Ã‚  3. Parental Kidnaping, Domestic Violence and Child Abuse: Changing Legal Responses to Related Violence. American Prosecutors Research Institute's National center for Prosecution of Child Abuse Parental Kidnaping Project, by Eva J. Klain, March 2005. 4. National Coalition Against Domestic Violence, http://www.ncadv.org/

Partnership and Its Types Essay

A partnership arises whenever two or more people co-own a business, and share in the profits and losses of the business. Each person contributes something to the business — such as ideas, money, or property — though management rights and personal liability will vary. In Pakistan the partnership firms are registered under the partnership act 1932 which defines the partnership as â€Å"The relation between persons who have agreed to share the profits of a business carried on by all or any of them acting for all† There should be at least two or maximum twenty partners in a firm with the exception of banking where maximum of ten partners could make the partnership A partnership may be registered with the Registrar of Firms of an area where the office of the firm is situated or proposed to be situated. A statement in prescribed form must be delivered to the relevant Registrar stating: †¢Firm name †¢Place or principal place of business of the firm †¢Names of any other places where the firm carries on business †¢Date when each partner joined the firm †¢Names in full and permanent addresses of the partners †¢Duration of the firm †¢Foretasted statement signed and verified by each partner Types of partners Active or working partner: Such a partner contributes capital and also takes active part in the management of the firm. He bears an unlimited liability for the firm’s debts. He is known to outsiders. He shares profits of the firm. He is a full-fledged partner. 2. Sleeping or dormant partner: A sleeping or inactive partner simply contributes capital. He does not take active part in the management of the firm. He shares in the profits or losses of the firm. His liability for the firm’s debts is unlimited. He is not known to the outside world. 3. Secret partner: This type of partner contributes capital and takes active part in the management of the firm’s business. He shares in the profits and losses of firm and his liability is unlimited. However, his connection with the firm is not known to the outside world. 4. Limited partner: The liability of such a partner is limited to the extent of his share in the capital and profits of the firm. He is not entitled to take active part in the management of the firm’s business. The firm is not dissolved in the event of his death, lunacy or bankruptcy. 5. Partner in profits only: He shares in the profits of the firm but not in the losses. But his liability for the firm’s debts is unlimited. He is not allowed to take part in the management of the firm. Such a partner is associated for his money and goodwill. 6. Nominal: Such a partner neither contributes capital nor takes part in the management of business. He does not share in the profits or losses of the firm. He only lends his name and reputation for the benefit of the firm. He represents himself or knowingly allows himself to be represented as a partner. He becomes liable to outsiders for the debts of the firm. A nominal partner can be of two types: 7. Minor as a partner: A minor is a person who has not completed 18 years of age. A minor cannot become a partner because he is not qualified to enter into a contract. But he may be admitted to the benefits of partnership with the mutual consent of all the partners. On being so admitted, a minor becomes entitled to a share in the profits of the firm. He can inspect and copy the books of account of the firm but he cannot take active part in the firm’s management. His liability is limited to the extent of his share in the capital and profits of the firm. He cannot file a suit against the firm or its partners to get his share except when he wants to disassociate himself from the firm. After becoming a major, the minor must give a public notice within six months if e wants to break off his connections with the partnership firm. If he does not give such a notice within six months or if he decides to remain in the firm, he becomes liable to an unlimited extent for the debts of the firm from the date he was admitted to the benefits of partnership. He also becomes entitled to take active part in the management of the firm’s business. 8. Sub partner: He is a third person with whom a partner agrees to share his profits desired from the firm. He does not take part in the management of the firm. He is not liable for the firm’s debts.

ISDN essays

ISDN essays Gas bubbles form in magma. As magma rises higher and higher, the bubbles get bigger and bigger. When the magma reaches the surface and erupts, the bubbles expand very rapidly, and an explosive eruption happens. The easiest answer is that it erupts when the pressure of the magma inside becomes so great that the volcano splits and the magma gets out. The magma pressure can get high if the supply to the volcano from the Earth's mantle is high. The magma pressure can also get high if magma is just sitting around in the magma chamber within the volcano. This is because as the magma in the chamber starts to cool off, it releases gases. These gases can increase the pressure until the volcano fractures and you have an eruption. Mount St. Helens National Volcanic Monument At 8:32 Sunday morning, May 18, 1980, Mount St. Helens erupted. Shaken by an earthquake measuring 5.1 on the Richter scale, the north face of this tall symmetrical mountain collapsed in a massive rock debris avalanche. In a few moments this slab of rock and ice slammed into Spirit Lake, crossed a ridge 1,300 feet high, and roared 14 miles down the Toutle River. The avalanche rapidly released pressurized gases within the volcano. A tremendous lateral explosion ripped through the avalanche and developed into a turbulent, stone-filled wind that swept over ridges and toppled trees. Nearly 150 square miles of forest was blown over or left dead and standing. At the same time a mushroom-shaped column of ash rose thousands of feet skyward and drifted downwind, turning day into night as dark, gray ash fell over eastern Washington and beyond. Wet, cement-like slurries of rock and mud scoured all sides of the volcano. The eruption lasted 9 hours, but Mount St. Helens and the surrounding landscape were dramatically changed within moments. ...