An Inspector Calls by J.B. Priestley Essay -- Papers

An Inspector Calls by J.B. Priestley In Priestley's play An Inspector Calls, the two main characters, Arthur Birling and the Inspector, both show certain features of real people but, in particular the Inspector seems to be representative of political and social issues that were relevant in 1912. What seems like a simple detective thriller, with an inspector asking questions and the other characters answering them in order to find the person responsible for the suicide of Eva Smith (alias Daisy Renton), gradually develops into a complex investigation of political stances, of capitalism and socialism. To answer this question fully, we have to consider many different aspects of Mr Birling and the Inspector's characters. We need to look at the views they express, but we also need to look at their interaction with other characters before we can fully decide whether they have a rounded personality and can thus be considered to be real people or whether they merely represent social and political concepts. We also need to consider the time the play was set in, the events, the setting and the ritual associated with it. In An Inspector Calls many different issues are brought up about social attitudes and political views, but the most important has to be responsibility. In this particular context, Birling and the Inspector clearly have to be seen as representatives of two opposing definitions of responsibility. While Birling sees it as "a man has to make his own way, has to look after himself and his family", thus excluding responsibility for anybody else, the Inspector represents the idea of social responsibility in a society where t... ...a Smith to commit suicide. The Inspector never forgives nor punishes but just tries to warn the Birlings of their doings so that they can say the right things to the real Inspector, and to know what they have all done. I believe that Priestley has meant to not go into detail on the Inspectors feelings and beliefs, as this almost adds a sought of mystery around the Inspectors character, it mainly gets you thinking towards the end, is the Inspector real or are the Birlings just hallucinating, or could the Inspector be a ghost or a Goole which his last name could represent (Inspector Goole). But the question was can the Inspector represent a real person, to a certain extent yes, but not as fully as Mr Birlings character can, so in my opinion he is not a very good representative of real people in the era of the play.

Leadership from Genghis Khan Essay

In 1165, a child was born in the heart of Asia. It is said that when he was born, he was clutching a blood clot-a sign from Heaven that he was destined to be a great warrior. His name is Genghis Khan, meaning â€Å"Universal Ruler†. The word Khan is not a name, but a title. It means emperor or king. This word had been used by different tribes or nations in various forms in central Asia. Genghis Khan is the most greatest among those Khans.(Abbott, 1902) His life was about to become a legend in human history. Many people believe that his story is full of butchering people and some scholars even compared him to Hitler. The real character of Genghis Khan, however, is far more intriguing. How did this illiterate outcast turn the feuding tribes of Mongolia into a powerful nation? And how did he transform the Mongol hordes into a ruthless and disciplined fighting machine? Snapshot of Genghis Khan Genghis Khan was born with the name of Temujin in 1165 on the banks of the river Onon. When he was 9 years old, he met his father’s death, poisoned by Tatars, who were the dominant tribe in eastern Mongolia at that time. None of his father’s followers want to be led by a 9 years old boy, but neither did they want to kill Temujin for fear of starting a feud with his father’s relatives. His father’s followers left Temujin and his mother by the clan, who are afraid of him succeeding to his father’s position. After that, Temujin began survival. He became the youth who fought for survival of him and his mother, abandoned by his father’s followers after the murder of his father. (Historic World Leaders, 1994) When he was 14, he was taken prisoners by the Taichi’uts. However, he escaped successfully. Then he soon married to his first wife, Borte. Unluckily, his wife was later captured by his enemy. He then united Jamuka, who is his blood brother, and Toghrill to rescue his wife. But after this rescue, the gap between Temujin and his blood brother was becoming more and more large because both he and Jamuka are persons who are eager to be the leader of clan. They both want to be the Khan who can unite the Mongol. They cannot stand to become the leader assistance. In 1185, he Mongol princes acclaimed Temujin as their ruler. After that, he experienced tremendous setbacks and overcame. (Historic World Leaders, 1994) In 1206, Temujin united all the tribes in Mongol, he was proclaimed to the emperor of all Mongols, and given the title Genghis Khan, which means † Universal Monarch†. After that, Genghis Khan began his conquering to Asia and Europe. During the followed two decades, Genghis Khan would lay the foundations for the largest empire ever known. (Xu, 2002) In 1213, the Mongolian crossed the Great Wall, spreading out to northern part of China. Genghis Khan’s army sacked Beijing in 1215. In 1219, He began his bloody slaughters, moving westward. In 1227, it is said that he died because the internal injury suffered after falling from his horse. At that time, the land he conquered was from the borders of Turkey to Russia to northern India to China.(Schlager and Lauer, 2001) However, it is undeniable that Genghis Khan is a slaughter when he was conquering. It is said that every time his army conquered a city, they would kill all the men whose height is over the height of wheel and put all the women, elderly, and children into slavery. There is a statistics states that the Mongolian army led by Genghis Khan killed 30 million people in China, 200 million people in total including Asia and Europe. In 1122, there are 93.47 million people in China. However, in 1274, when the Yuan dynasty was established by Genghis Khan’s descendants, there were only 8.87 million people in China. () There was once a rumor, which proved to be not real, said he killed 1,748,000 people in one hour. (Qing, 2011) Leadership Traits Genghis Khan has a majority of leadership traits, which does not change as him moves from situation to situation. I will analyze three aspects traits of Genghis Khan, which are physical or background traits, personality of ability traits, and task or social traits. Physical and background trait From the perspectives of physical and background trait, he is always being an energetic person. He spent his whole life on integrating different tribes in Mongolia and conquering lands as large as possible. When he died, his emperor controlled a region that stretched from the borders of Turkey to China to Russia to northern India. However, he is illiterate all his life, not ever educated. Personality or ability trait From the perspective of personality or ability traits, Genghis Khan is the person who has a unique personality and charisma. He is a very creative person. The nomadic tribe was a backward tribe at that time. The weapons they mainly used are bow-and-arrow and sword. Genghis Khan developed different kind of technology during the conquest. He invented central Asian compound bow, which had the same power as to the European crossbow. He combined powder to the arrow, which did a great contribution to destroy the heavy European armour. Also, He invented the Mongol military tactics and organization helped the Mongol Emperor to conquer nearly all of continental Asia, the Middle East and parts of eastern Europe. In many ways, it can be regarded as the first â€Å"modern† military system. (May, 2007) He is self-confidence, but not ego. He did not need any comments on his self-confidence because when one third of the world is under your control, you did not lack for self-confidence. As a tactician and strategist, he was initiative and superb at seizing opportunities. He was also flexible in adapting to change situations. Genghis Khan once saw the new needs of his policy he had created, he responded. Social trait From the perspective of social traits, he is famous for cooperating with his followers to come up with the strategy or new inventions. His inspirational leadership made his followers loyal to him. Genghis Khan has excellent organizational skills and he is talented in sociability. He is a disciplined person, same as his army. Because of his organizational an strategic skills, he created one of the most highly effective armies in history, he was given birth to administrate this army. (May, 2003) Leadership Behavior A good leader is someone who does not make plans for the group, but to influence the group members toward the achievement of group goals in which the members view the influence as legitimate. A good leader is not only organizing the group, but to unite the group members to generate great effectiveness. Throughout Genghis Khan’s life, he used several leadership behaviors to influence his followers. Directive Leadership Behavior Genghis Khan has a vision that defines and articulates clearly where he wants to go. He sets goals for followers, planning and coordinating followers’ work. As a commander and a statesman, he is always far-sighted strategic thinking. For example, Genghis Khan’s ultimate goal is to conquer the central part of China. However, after establishing his own regime in eastern Mongolia, contrary to expectations, he did not to attack the Jin Dynasty, which took over the northern part of China during that time by Jurchen people. Because he knew that even if he could win in the beginning, he would be attacked by other tribes in the middle west of the Mongolia. So, he did not attempt a direct attack on northern China, but to desire to concentrate on integrating Mongolia.(Qing, 2011) Charismatic Leadership Behavior I think the own charismas of Genghis Khan is the key reason why he could become success. Genghis Khan has a unique personality and charisma. It has been remarked that one of Genghis Khan’s greatest assets was his personal charisma, what R. P. Lister called â€Å"the power to arouse exaltation in his followers, so that they are no longer moved entirely by thoughts of self-preservation, but become slightly mad.† (Historic World Leaders, 2011)It is surprised that all his comrades showed long time loyalty to him, no one ever betray him. He never doubt about his comrades’ loyalty. After every time success, he always awarded his ministers. He never killed them in order to gain more power, but to assign the power to his ministers. Leader Reward and Punishment Behavior One of the obvious leadership behaviors of Genghis Khan is that he reward success. He advocated that if they defeated the enemy, everyone should be assigned spoils. He always rewards those people who have done great contribution to success. He punished those people who disobey his law or rules. Every followers need to clear his rules, and rigorously obeyed. For example, if a soldier deserted his troop, he was executed. If a soldier failed to stop to help a fellow warrior whose baggage fell from his horse, he was executed. If two or more members of a troop made a great advance, but were not supported by their comrades, the latter were executed. (Man, 2009) Participative Leadership Behavior Unlike other rulers, Genghis Khan involved in conquest every time. He spend all his life on conquering, even to his death. In history, there are few rulers who can participate in the conquest as he did. He is also good at taking counsel from other people. He shows great respect to people who counsel. He always involve followers in the decision-making process. He can always get the right people, and use them well. For example, during his early years conquest, he had simply killed everyone who stood in his way. A former official of the Chinese emperor told Genghis Khan that they could pay him valuable tax money to finance further warfare if he would not continue killing people in the lands they conquered. Genghis Khan accepted this advice. (Schlager and Lauer, 2001) Genghis Khan’s Leadership Behavior in Hospitality Industry As a ruler of the empire which had the largest territory in the world ever. Genghis Khan’s greatest assets was his personal charisma. How can I use Genghis Khan’s leadership traits and behaviors for my career in hospitality industry? Can his leadership traits and leadership behaviors be used in hospitality industry? In the following paragraph, I will mainly analyze on how to apply his charismatic leadership behavior and his leader reward and punishment behavior in hospitality industry. There are mainly three attributions of Genghis khan’s charismatic behavior have strong influence on his follower’s attitudes, behaviors, and values. First, Get a Vision. In hospitality industry, even the same as the other industry, it is a great deal for a leader to have a vision. Genghis Khan has a great vision ability, he always clear what to do next. When Genghis Khan began to conquer the Mongol, he had a vision that unity could defeat any singles. In the end, his tribal unity threatened all his rivals. With time going on, his vision is becoming larger and larger: unite nation, build up an empire, even conquer the world. (Encyclopedia of World Biography, 1998) The general manager, as a leader in a hotel, needs to have a right vision and influence followers to dream it up. A general manager of a hotel should analyze the hotel objective, and then have a vision that what this hotel needs most at this time. A hotel general manager should have a vision by considering questions like these: How to use the efficient administration to ascend the RevPar? What kind of marketing strategy does the hotel need to have under the specific circumstances? Do customers enjoy our services? What is the relevance stuff between the needs of employees and the needs of the hotel. A hotel general manager should also have the vision changed with situation goes on. Second, employ the best, use the right person. One of the most charismatic traits of Genghis Khan is that he is brilliant in using people, no matter who they are. For example, he once found one of his prisoners, who has the administrative skills he lacked, but needed. His companions are people from different places, including Mongolian, Jurchen, Chinese, Jin etc..Choosing the right man, Mongol or non-Mongol, was one of Genghis’s supreme talents. (Shelton, 2005) However, in nowadays world, so many leaders do not like the people who are better than them because they are seen not as an asset but a threat. In hospitality industry, since the service is intangible, perishable, inseparate, and variable. Customers valued the hotel not only from the scales, but also the service. It is very essential for a leader in hospitality industry to use the right person in different positions to expand the profits. Employ good employees is only the first step for a manger to go, the more significant is to use employees well. Moreover, the turnover rate in hospitality industry is usually very high, employees always change jobs because of not satisfy with their jobs. Employees would not make commitments to employers if managers do not treat the relations with employees well. Managers should recognize that every employees need to be satisfied with their basic demands, which are not the money, honors, or high-positions, but to discover their own value. Third, perseverance. During Genghis Khan’s childhood, he risked for survival. When he was grown up, he kept on conquering till the last day of his life. Genghis Khan focus on one purpose in his life, which is to see his enemies brought to justice. He insisted on achieving this purpose all his life. He was never distracted by a desire for possessions or wealth as he became more powerful. In nowadays hospitality industry, perseverance also plays a significant role to a leader. In China, hospitality industry is a fast developing industry in recent years. Those international hotel brands, such as, Marriott, Hilton, and Carlson, are increasing star-scale hotels in China every year. Though there are a majority of opportunities in this industry, a lot of people choose to leave this industry but contribute to other industry, such as, finance or accounting. As a hotel leader, or even the employees in basic unit, persistence in hospitality industry can make you success. Because there are more opportunities in this industry than others. For example, the finance industry is almost saturated, it is very hard to move forward in this kind of industry. In China, a hospitality major student may start a basic salary, which is usually lower than other industry, in a hotel. However, this industry is having a lot of opportunities and less risky. In the same uncertainty situation, choose less risky industry would bring more return. So, it is necessary for a hotel manager to hold on consistently and persistently in this industry. Genghis Khan’s leader directive behavior can be applied well in hospitality industry. Genghis Khan has a great vision of what he and his Mongol hordes need to do. Genghis Khan made clear and firm rules for his hordes. Everyone has to obey the rule, even the royal family. This is also a significant step in establishing Genghis Khan’s hold over all the people and aligning them in support of his expansionist policies. He distributed different work to his followers and all of his followers made great commitments in return. In hospitality industry, the reason of some of the employees’ bad performance of services is that they are nor clear for their goals or not clear about the rules. At this time, a directive leader is certainly needed to pursuit followers, make a task-oriented, and specify rules. Also, Leader reward and punishment behavior is needed in hospitality industry. Hotel managers or supervisors should clear about the merits and achievements of their followers. They can build up a salary system to reward and make theLeaders should distribute fairly to followers so that followers will follow them loyally. Conclusion Genghis Khan was not only a ruler, but a unifier. Because of his conquest, he build up his empire stretching from Korea to Western Russia in the north and from Burma to Iraq in the south, opening up the road from eastern world to western world. Even, he made the foundation of the Eurasian history. Due to Genghis khan, the travel between East and West became relatively safe, which had not been exist for a very long period. However, he was also know as a harsh and mercilessly conqueror in history. In terms of leadership, Genghis Khan is a charismatic leader. He was exactly clear of his purpose, having a great vision, and insisting on that. He was humble, accepting criticism. He has a great ability of using the right people. His strategic and organizational skills created one of the most highly disciplined armies in history. Even in the hospitality industry, his leadership behaviors and traits can also be applied, and have contributions to it. People could learn from him in order to gai n the benefits in their career.

Lesson Plan in Classroom Program Essay

In our modern epoch, the time when the only things that are needed for effective learning are the teachers and students is long gone. At the turn of the millennium, the equation to successful teaching also has the variables of classroom schedule, room assignment and even proper assignment of teachers. Although these factors may seem insignificant, all of those can be the telling elements as to whether the highest possible level of edification is attained. During our first teaching episode in our cooperating school, Tagum City National Comprehensive High School, I quickly took notice about the schedule of our CT. Mam Mercado’s schedule is obviously loaded, with only a few minutes of break or rest in between. Her class schedule as well as room assignment was relatively reasonable (in the Philippines’s educational setting). As she is assigned to teach English which is her major, it can be concluded that her students will acquire adequate learning. All these factors greatly contribute to the effectiveness of teaching as well as learning. Having stated that, I realized that for a lesson or a curriculum will be best implemented and taught if all the necessary components, which in this case are the class program, teacher’s assignment and room assignment, are present and well organized. Proper organization can greatly influence and even pad up the interest and enthusiasm of the students. On the part of the teacher, it eases up the tasks to be done knowing that most of these portions which he/she can’t control are put right in place. With that considered, the educational institution can be confident that the zenith of the teaching-leaning process is achieved. Due to some obvious reasons, we were not able to interview our CT about her Class Program. However, she shared to us how important it is to prepare a class program and implement it adaptably. With that, both the teacher and  the learners will know what to do expect as well as do next. With all that has been learned, I realized that there are many dynamics to be considered before effective edification can be professed. Most importantly, proper preparation and implementation of the class program should be given due concern for it can immensely affect learning.

Organizational Culture and Its Importance Essay Example

Organizational Culture and Its Importance Essay Example Organizational Culture and Its Importance Paper Organizational Culture and Its Importance Paper There is no single definition for organizational culture. The topic has been studied from a variety of perspectives ranging from disciplines such as anthropology and sociology, to the applied disciplines of organizational behaviour, management science, and organizational communication. Some of the definitions are listed below: A set of common understandings around which action is organized; finding expression in language whose nuances are peculiar to the group (Becker and Geer 1960). A set of understandings or meanings shared by a group of people that are largely tacit among members and are clearly relevant and distinctive to the particular group which are also passed on to new members (Louis 1980). A system of knowledge, of standards for perceiving, believing, evaluating and acting . . . that serve to relate human communities to their environmental settings (Allaire and Firsirotu 1984). The deeper level of basic assumptions and beliefs that are: learned responses to the groups problems of survival in its external environment and its problems of internal integration; are shared by members of an organization; that operate unconsciously; and that define in a basic taken -for-granted fashion in an organizations view of itself and its environment (Schein 1988). Any social system arising from a network of shared ideologies consisting of two components: substance-the networks of meaning associated with ideologies, norms, and values; and forms-the practices whereby the meanings are expressed, affirmed, and communicated to members (Trice and Beyer 1984). This sampling of definitions represents the two major camps that exist in the study of organizational culture and its application strategies. The first camp views culture as implicit in social life. Culture is what naturally emerges as individuals transform themselves into social groups as tribes, communities, and ultimately, nations. The second camp represents the view that culture is an explicit social product arising from social interaction either as an intentional or unintentional consequence of behaviour. In other words, culture is comprised of distinct observable forms (e. g. , language, use of symbols, ceremonies, customs, methods of problem solving, use of tools or technology, and design of work settings) that groups of people create through social interaction and use to confront the broader social environment. This second view of culture is most relevant to the analysis and evaluation of organizational culture and to cultural change strategies that leaders can employ to improve organizational performance. BEHAVIOUR AND ARTIFACTS We can also characterize culture as consisting of three levels. The most visible level is behaviour and artifacts. This is the observable level of culture, and consists of behaviour patterns and outward manifestations of culture: perquisites provided to executives, dress codes, level of technology utilized (and where it is utilized), and the physical layout of work spaces. All may be visible indicators of culture, but difficult to interpret. Artifacts and behaviour also may tell us what a group is doing, but not why. One cartoon which captures this aspect shows two executives sitting at their desks in an office. Both have large billed black and white checked hats. One is saying to the other, I dont know how it started, either. All I know is that its part of our corporate culture. VALUES At the next level of culture are values. Values underlie and to a large extent determine behaviour, but they are not directly observable, as behaviours are. There may be a difference between stated and operating values. People will attribute their behaviour to stated values. ASSUMPTIONS AND BELIEFS To really understand culture, we have to get to the deepest level, the level of assumptions and beliefs. Experts contend that underlying assumptions grow out of values, until they become taken for granted and drop out of awareness. As the definition above states, and as the cartoon illustrates, people may be unaware of or unable to articulate the beliefs and assumptions forming their deepest level of culture. To understand culture, we must understand all three levels. One additional aspect complicates the study of culture: the group or cultural unit which owns the culture. An organization may have many different cultures or subcultures, or even no discernible dominant culture at the organizational level. Recognizing the cultural unit is essential to identifying and understanding the culture. Organizational cultures are created, maintained, or transformed by people. An organizations culture is, in part, also created and maintained by the organizations leadership. Leaders at the executive level are the principle source for the generation and re-infusion of an organizations ideology, articulation of core values and specification of norms. Organizational values express preferences for certain behaviours or certain outcomes. Organizational norms express behaviours accepted by others. They are culturally acceptable ways of pursuing goals. Leaders also establish the parameters for formal lines of communication and message content-the formal interaction rules for the organization. Values and norms, once transmitted through the organization, establish the permanence of the organizations culture. ORGANIZATIONAL CULTURE IS ALSO A SYNTHESIS OF SUBCULTURES Sociologists discuss how distinct societies are composites of interacting subcultures rather than a single overarching culture. Organizations consist of subgroups that have specific characteristics and a sense of identification. Within organizations, people can easily classify themselves and others into various social categories or groups based on identification with their primary work group, occupational or professional skills, union membership, or age cohort. Subgroups in organizations can and do create subcultures that comprise specific networks of meaning; yet, at the same time, they remain associated with the ideologies and values of the organizations leadership. For example, at a macro level the culture that is attributed to the Department of Defense comprises the distinct cultures of the different military services and the corps of civil servants assigned to each service agency. A closer examination of each service culture reveals still greater cultural differentiation among occupational specialties, specific units within the service, and between line and staff personnel. Yet all of these subcultures adhere to the core ideologies, values and norms of the DOD. Numerous studies of organizational culture have highlighted that the formation and maintenance of culture requires interpersonal interaction within subgroups. For example, research led by Meryl Louis demonstrated the benefits of subgroup interaction to newcomers learning the ropes of the jobs. Survey respondents in their first job experience reported that the three most important socialization aids were: Interaction with peers Interaction with their supervisor Interaction with senior co-workers. Interaction with peers on the job was viewed as most important in helping newcomers becoming effective employees. Interaction is important for the acculturation of newcomers. Organizations do not, however, always have homogeneous subcultures. The explicit social products produced by subcultures within organizations can be widely diverse and even result in countercultures. Countercultures can have both pro ductive and unproductive outcomes. Perhaps the key to a countercultures success (i. e. the promulgation of its ideology, values and norms) is the groups ability to demonstrate how its idiosyncrasies are consonant with the core ideologies, values and norms of the dominant culture. THE SYMBIOSIS BETWEEN THE ORGANIZATIONS OVERALL CULTURE AND ITS SUBCULTURES Some people may debate which comes first in an organization: the organizational culture or the organizations subcultures. The question that is relevant to the definition of Organizational Culture is how do the ideologies, values, and norms of subcultures compliment the organizational culture advocated by leadership? Explaining this relationship requires an understanding that cultures provide members with a reliable means to interpret a highly ambiguous environment. It is the leaders responsibility to specify the features of the environment that are relevant to the organization and then provide the supporting assumptions and rationale for its operating strategies. The leaders cultural messages should address ambiguities that are beyond the scope of any organizational subculture to explain to employees. Leaders should recognize that their cultural messages should specifically address cultural ambiguities associated with subculture practices within the organization, and limit their attempts to eliminate distinctions that are important to subcultures identities. In other words, leaders have a better chance of creating or transforming an organizational culture if they accept and foster productive organizational subcultures and consistently communicate how employees must perform in order for the organization to achieve its objectives. Cultural change then relies on leaders communication techniques that cross subcultural boundaries and carry messages about ideologies, values and norms that can be internalized by all employees. Memos and vision statements cannot achieve all of these objectives. Leaders, however, have a variety of sophisticated cultural communication techniques at their disposal to link subcultures to overarching cultural objectives of their organizations. The importance of Organizational Cultural can be derived from its definitions. An understanding of Organizational Culture can help a manager understand what the core value system of the company is and how is it a derivative of its culture or vice versa. The importance of Organizational Culture can be felt in all the spheres of an organization. Some of these are listed below. Mission- e. g. , What is the organization’s core purpose? Vision-e. g. , What is the organization’s overriding orientation? Planning- e. g. , What processes does the organization use to actualize ideas? Strategy for implementation of mission and vision- e. . , What kinds of concrete means for implementation of mission and vision does the organization utilize? Measurements of success- e. g. , Does the organization have a system for continuous improvement? What kind of system(s)? Overall organizational structure- e. g. , Does the organization have a flat structure? A hierarchical structure? What influence do staff have? Supervisory system(s)- e. g. , Do staff receive regular sup ervision? What is the content and context of the supervisory relationships? â€Å"Everyday† language- e. g. What are the insider terms that staff members use? Status and rewards- e. g. , Do staff get bonuses? Are they acknowledged in staff meetings for jobs well done? Concepts of time- e. g. , Do meetings usually start on time, 10 minutes late? Concepts of space-e. g. , Do staff have their own offices, do people usually keep their doors opened or closed? Communication systems-e. g. , Is there an intranet, a staff newsletter? Relationship(s) to external culture(s)- e. g. , Does the organization have a competitive relationship with other similar organizations? Individual/Group focus e. g. , Is the organization oriented more to individual or group needs? Views on difference- e. g. , Are differences in race, sex, etc†¦ talked about? Role delineation-e. g. , Are staff clear on what their job description is or their roles in particular projects? As an employee in any type of o rganization can attest, organizational culture is as prevalent and as varied as individuals themselves. Organizational culture is enduring and complex, and may have both a positive and a negative effect on the staff and the workplace. In many ways culture will determine the survival of an organization over the long term, especially in volatile industries. Cultures that can be a liability to an organization include those that create barriers to change, create barriers to diversity or barriers to mergers and acquisitions. Understanding the organizational culture can help you to understand why change does not take place, or why a project fails. It will also help you to determine where to strive to make changes to the culture. As managers, why do we need to get a sense of the prevailing organizational culture? It is essential to understand the organizational culture if you want to make changes to how work is done, what type of work is being done, or at the broadest level, to affect the organizations standing in its industry. Understanding the culture and, as required, changing it, can mean the difference between attracting and retaining good employees and driving away the best employees with an environment that doesnt encourage, challenge, or reward them. For a new leader or manager, understanding the organizational culture that is in place is essential for success in providing direction, especially when the direction is different from what has come before. Are staff willing and eager to take on new challenges and to follow a new direction, or will they provide passive or active resistance to any changes? What is important to people today, based on their view of where the organization is and where it should be? Where are there disconnects between espoused values, such as the mission statement, and the over symbols and culture type? For example, if the organizations mission is to provide expert customer service, yet the strong hierarchical structure means that employees are not empowered to assist customers by providing creative solutions or dont have the required authority to provide responses or results, there is a disconnect. If an organization was eager to see positive change and the time was right for providing impetus to staff to follow a new path. The assessment of culture of the organization can reveal the opposite, however, which is just as valuable to managers. If there is resistance to change, if the espoused values of the organization dont match with the staff perceptions and prevailing culture, you must try to change the culture or change the objectives and mission to reflect reality. As a manager, it may not be possible for you to change the organizations overarching culture. Understanding the culture, howeverespecially if you want to adapt your departmental culture to create a more positive cultureis possible. Departmental cultures may differ greatly in organizations, depending on the leaders and the staff within those departments. You may not be able to have an effect on the organization overall, depending on your position in the organization and how large it is, but with work you will be able to make a difference at the library level. Some ways that you can try to change the organizational culture include reviewing the mission and vision for the firm with the staff to ensure that they are accurate. If changes are needed to reflect the reality of what you want to do and what you can do, then it should be done. For a start, make sure that departmental statements and staff actions reflect the type of culture you want. For example, to increase the market culture, try increasing the measurements of service activities and have staff involved in developing metrics and outcomes for services (as part of the performance management system, for example). Reward staff of particular service areas who respond to changes in customer demands through developing new programs or services. To reduce hierarchical culture, for example, begin by empowering staff to provide suggestions and to help implement their new ideas. You should also empower staff to make more decisions for their own areas of expertise. As the leader, one should always be aware of one’s actions and model the behavior one expects of the staff. Ensure that the statements one makes are consistent with the values and the symbols of the culture one would like to develop. One may not be able to change the overall organizational culture immediately, but the positive results and positive impact at the departmental level should have some level of spill-over effect onto other departments. Moreover, it will make it a more pleasant culture for everyone to be working in. CONCLUDING THOUGHT An understanding of organizational culture, and how important it is, is a crucial skill for leaders trying to achieve strategic outcomes. Strategic leaders have the best perspective, because of their position in the organization, to see the dynamics of the culture, what should remain, and what needs transformation. This is the essence of strategic success. BIBLIOGRAPHY Goleman, Daniel. Emotional Intelligence. Bantam Books: New York, New York, 1995. Stephen P. Robbins. Organizational Behavior, 8th edition Schein, Edgar H. The Corporate Culture: A Survival Guide. Jossey-Bass Books: San Francisco, California, 1999. www. wikipedia. org

Sulphuric acid is dibasic Essay Example

Sulphuric acid is dibasic Essay Example Sulphuric acid is dibasic Paper Sulphuric acid is dibasic Paper Demonstrating that sulphuric is dibasic: Aim: The aim of my plan is to demonstrate that sulphuric acid is dibasic. Introduction: Acid is a substance that reacts with a base to form a salt and water similarly a base is a substance that reacts with an acid to form a salt and water. Lewis (a scientist) states that an acid is a compound that accepts a pair of electrons from a base and a base is a molecule or an ion that donates a pair of electrons to an acid. Acids taste sour and are corrosive and bases are slippery. ? Acid + Base i Salt + Water Acid + Metal i Metal Salt + Hydrogen gas Prediction: I predict that sulphuric acid, H2SO4 is dibasic because it forms two hydrogen (H+) ions in an aqueous solution. It is the molecule of sulphuric acid which changes to sulphate ions (SO42-) and hydrogen ions (H+) when dissolved in water. However, hydrochloric acid is monobasic as it only forms one hydrogen (H+) ion in an aqueous solution. To prove this, I am going to carry out two different experiments that involve a titration and collection of a gas. I assume that it should require me half a volume of sulphuric acid to neutralise sodium hydroxide, NaOH than HCl in titration. In the collection of gas, I expect to collect double the volume of gas when metal reacts with H2SO4 than that of produced in the reaction with HCl. To prevent irritant substances from coming in contact with my skin Method: Titration: 1. Pour in 100cm3of sulphuric acid and 100cm3of Sodium hydroxide in two separate beakers and label them with their corresponding names, H2SO4 and NaOH. 2. Rinse burette first with distilled water then with small amount of H2SO4 while tap is still closed. Leave some of the acid and run it through the tap. 3. Close the tap and clamp the burette. Make sure it is secure. 4. Using filter funnel, fill burette with H2SO4. 5. Also, rinse conical flask with distilled water first and then with NaOH. 6. Bind pipette filler with pipette and fill in 25 cm3 of NaOH and read lower meniscus. 7. Hold pipette above conical flask and remove the pipette filler which will allow NaOH to run down into it. 8. Put a whit tile underneath burette. 9. Add few drops of phenolphthalein in the conical flask containing NaOH and place it on the tile. 10. Open the tap fully and allow the acid to flow and at the same time swirl the conical flask. 11. If the colour of solution is going lighter, twist the tap so that only drops of acid flow into the conical flask. 12. Keep adding the drops until one last drop changes the colour of the solution to colourless. 13. Close the tap with that last drop and record the reading of the acid that was used in a table. 14. Repeat the same procedure 3 more times and find the average volume of acid used. 15. Carry out exactly the same procedure from step 1 to 13 but using HCl instead of H2SO4. 16. See the figure below for how to set up the apparatus.

Hack, Hacker and Hacking

Hack, Hacker and Hacking Hack, Hacker and Hacking Hack, Hacker and Hacking By Maeve Maddox A reader is puzzled by a new permutation of the word hack: The word hack, until recently, meant to break into someones Internet account or system. Now I see it meaning tips or suggestions.   Am I correct? Like this reader, the only meaning that hack held for me in regard to computers was as a verb meaning â€Å"to illegally enter a computer system.† I too was surprised to come across headlines like the following: 100 Life Hacks That Make Life Easier 23 Inventive Hacks That Every Parent Should Know Millennials Are Ditching Delivery for This Dinner Hack Best Travel Hacks 17 Thanksgiving Hacks For The Best Meal Of Your Life How did hack go from â€Å"illegal computer activity† to â€Å"a tip for making things easier to do†? Looking a little further, I find that hack and hacking to connote only malicious unauthorized access to computer files may reflect general usage, but not that of programmers who are proud to be known as â€Å"hackers.† The OED has ten entries for the word hack: five as a noun, four as a verb, and one as a combining form. The verb hack in the sense of â€Å"to cut with heavy blows† has been in the language since the early 13th century, but the use of hack in the context of computer programming dates from the 1970s. Note: Hack in the sense of â€Å"to cope with† dates from 1955: â€Å"I can’t hack all this extra work.† The etymology of the computer term hack is not certain. According to one theory, it derives from the noun hack used as tech slang for â€Å"one who works like a hack at writing and experimenting with software, one who enjoys computer programming for its own sake. (OnlineEtymologyDictionary). The noun hacker does not carry a connotation of illegal activity in the following OED citations from 1976: The compulsive programmer, or hacker as he calls himself, is usually a superb technician. The compulsive programmer spends all the time he can working on one of his big projects. ‘Working’ is not the word he uses; he calls what he does ‘hacking’. The earliest citation that associates the word hacking with illegal activity is dated 1983: Hacking, as the practice of gaining illegal or unauthorized access to other peoples computers is called. Because hack, hacker, and hacking have such varied connotations, writers should consider the intended audience when using them. In the programming community, hacker and hacking are good things, or at least neutral. Using an adjective to describe the bad kind might be useful when writing for programmers, for example, â€Å"malicious hacking† or â€Å"illegal hacking.† As for the noun hack meaning â€Å"tip,† â€Å"suggestion,† or â€Å"work-around,† I expect the usage will become embedded in computer-speak. The trendy use of hack in the context of cooking, parenting, and other non-computer-related fields, however, will probably eventually revert to tip or suggestion. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:Possessive of Proper Names Ending in Sâ€Å"As Well As† Does Not Mean â€Å"And†The Difference Between e.g. and i.e.?

Discuss Hurricane Katrina Impact on Bermuda and International Research Proposal

Discuss Hurricane Katrina Impact on Bermuda and International Insurance Markets, and Explain How Storm Affected Our Attitudes Towards Insurance - Research Proposal Example We observed the complete lack of communication between federal government, state government, and the cities, officials. Inefficiency, no initiative, no clear leadership, delay in every action, and overall chaos can characterize the behavior of those who should try to prevent and minimize the damages. And on top of everything, most of the areas and people hit and affected by the Katrina were not prepared for the scale of disaster. Katrina was hugely devastating and the magnitude of its damage will linger probably for some time, in areas affected and in minds of people who witnessed that disaster. However, the federal and state officials, as well as ordinary people can derive a lesson from Katrina. This was not the first such disaster, and it surely was not the last one (Hayhurst, 2007). According to earth scientist, due to changes in climate and global warming, hurricanes and other natural disasters will appear more frequently. How can we, ordinary citizens as well as officials on different levels, prevent such after-disaster crisis? How can we better manage crisis? Are there ways to diminish peoples suffering? And mostly importantly, who should pay for everything? Money is always crucial issue and in situation of such crisis it takes another meaning. We have to be aware of the fact that we cannot rely always on the others for help. In many critical situations, we have to come up with our own solutions to the problems. In this case study, the situation of an average family living in the hurricane-prone area is analyzed. The analysis is performed on different levels. First, we closely look at the prevention and avoiding severe crisis due to disaster. We, as humans, cannot control nature, but we can and should take every measure to protect human life in the face of a disaster. Therefore, what measures people should take to protect themselves and their personal