Humanism and Its Effects on Renaissance Art Essay examples -- European

Beginning roughly around the year 1400 an era in Europe began; one that would shape the ideas and the lives of men. This era of rebirth or renaissance came within the fifteenth century through the revival of classical texts. One central effect of the Renaissance was the production of a new intellectual idea: humanism. Humanism being defined as a, â€Å"[t]erm invented in the 19th century. . . [regarding] developments relating to the revival of Classical literature and learning in European culture from roughly 1300 to 1600† left its mark on all of Europe leaving nothing untouched not even the artist. Both northern and southern art would be affected by humanism but in different ways ranging from changes in the human form, new choices of topic and new religious purpose. Southern art refers to the art created in what is today Italy however, at the time Italy consisted of many separate and often warring nations. This peninsula held two important advantages which affected the way Italy did art: Rome and Venice. Italy began to produce a kind of art very literally affected by humanism. Throughout the 15th and 16th centuries both the human form and the subject itself moved from two-dimensional religious settings to ideal depictions of mythology. It is in Italy that names such as Brunelleschi and Donatello went to Rome to study the lessons of antiquity concerning architecture and the human form; this directly resulting in Brunelleschi's dome and arches even Donatello’s Equestrian Monument of Gattamelata and his David. All are examples to the revival of antiquities’ ways. These lessons from the ancients developed a new type of beauty. Haughton describes this affect, â€Å"The idealized figures of Florentine art are a composite of perf ... ... welcome a new style: Mannerism defined as a being bridge between the Renaissance and Baroque periods . As time propelled Europeans forward there is no doubt that the ancients’ influence was not finished, it would continue to affect the art and the culture of Europe for many generations to come. Works Cited Duke, James O. "Humanism." Grove Art Online. Oxford Art Online. http://0-www.oxfordartonline.com.library.acaweb.org/subscriber/article/grove/art/T039396 (accessed February 12, 2011). Haughton, Neil. 2004. "Perceptions of beauty in Renaissance art." Journal of Cosmetic Dermatology 3, no. 4: 229-233. Academic Search Complete, EBSCOhost (accessed February 12, 2011). Wundram, Manfred. "Mannerism." Grove Art Online. Oxford Art Online. http://0-www.oxfordartonline.com.library.acaweb.org/subscriber/article/grove/art/T053829 (accessed February 12, 2011).

International Business: Volkswagen Essay

The foundation of Volkswagen dates back to the Third Reich. For the opening of the international automobile show in Berlin 1934, Adolf Hitler demanded the development of a car which should be priced at a maximum price of 1000 Reichsmark and thus remain affordable for the average citizen. This car should be named ‘Car of the people’ (Volkswagen) and offer space for a family of four members. The first model was designed by Ferdinand Porsche in 1934 and in May 1937, the â€Å"Gesellschaft zur Vorbereitung des Deutschen Volkswagens mbH† (a company for the preparation of the German Volkswagen Ltd.) was established in Berlin (Volkswagen AG 2013). One year later, the company changed its name into â€Å"Volkswagenwerk Gmbh†: The beginning of today’s popular German car manufacturer. Over the last decades, Volkswagen turned from being the owner of a single production plant in Wolfsburg into Europe’s largest automobile producer and the third largest of the world with a yearly turnover of about â‚ ¬ 192,676 million. The company sells, directs and produces twelve automobile brands all over world. 550,000 employees work together to produce 37,700 cars per day which can be purchased in 153 countries (Volkswagen Company 2013). The following report focuses on the automotive division, excluding the financial services division and other subsidiaries. 1a) The design of a multinational enterprise’s (MNE) strategy is primordially determined by the institutions and the prevailing culture of its home country. Volkswagen’s (VW) economic origin is found in central Germany, a town called Wolfsburg, where one of its largest production sites is still in place. Often described as Europe’s economic engine (Iwulska et. al 2013), Germany possesses a culture favoring individualism and refusing power distance (Hofstede 2013, appendix 1.1.). With a score of 67 on Hofstede’s individualism scale, Germany joins those Northern European countries prioritizing self-actualization, which often leads German workers to pioneer the motto of â€Å"live in order to work†. In this context, the work itself constitutes an important source of self-esteem in the German culture. This mentality strongly ties in with a pronounced masculinity, prioritizing career progression and material rewards as well as approving a sharp differentiation in gender roles (Peng & Meyer, p.75).At the same time, the exchange between the average worker and their supervisor is marked by mutual constructive feedback and participation (Peng & Mayer, p.75), as expressed in low power distance scores. However, one can observe the strong concern for structured situations which describes a core element of the German culture (Vector Study 2012). Typical for a country scoring high on the uncertainty avoidance scale, Germany favors a bank-based financial system where risk reduction portrays a priority (Tadesse et al. 2005, p.4). In contrast, Germany scores particularly low on the long-term orientation scale, as expressed in its great appreciation for respecting traditions as well as establishing the truth (Hofstede 2013, appendix 1.1.). Another determinant of designing a successful strategy displays the global connectedness of the country, namely the degree of information exchange, human resources and trade with other economies of the world. With the second highest overall connectedness index, Germany meets the expectations of one of the world’s largest exporting economies. Such strength in export is promoted by the achieved European Integration (EU) which remains the most globally connected region of the world (Ghemawat 2012). As opposed to the modest sustainable rally of the overall global connectedness index in those years following the financial crisis (Ghemawat 2013), Germany managed to further approach its peak value of 2007 whilst consolidating its economic position in Europe as seen by its presence in Europe’s top 10 countries in all four pillars of the index (Ghemawat et al. 2012, appendix 1.2.). Given Germany’s increased trade with other European countries, its merchandise trade score in the breadth dimension is more inward-oriented. Contrary to this, Germany shows a strong tendency for outward trade flows of both merchandise trade as well as services in the breadth dimension. In this context, Germany’s focus on manufacturing becomes evident with reference to higher scores obtained for both inward and outward merchandise trade than for its equivalents in services. Overall, Germany displays an example of rising depth in its global exchange with other economies whilst continuing to sharpen its global profile as expressed in an increasing score in the breadth dimension. b) Volkswagen can be described as a truly home-region oriented company, given that the largest proportion of sales revenues is created in Europe (table 1). However, it nearly achieved to attain 20% of its sales revenues in another region, namely South America, pointing towards Volkswagen’s objectives of further expanding globally (Volkswagen AG 2013). Region| Europe| North America| Asia-Pacific| South America| Total| Sales revenues(mio)| 28.191| 6.554| 4.392| 7.429| 46.565| Percentage sales(sales revenues/Total sales revenues)| 60.541%| 14.075 %| 9.431%| 15.954 %| 100%| Table 1: Sales revenues by region (Interim Report 2013) 2a) One of VW’s most important ownership advantages at the upstream end portrays its standardization in production practices, namely in terms of MQB and MLB (Taylor 2012). These production systems allow for building different models from using the same components whilst increasing the productive efficiency and reducing the throughput time across all its international business units (Buiga 2012). In this context, the transfer of its standardized production practices across its business units globally is supplemented by VW’s ability to do so â€Å"without the customer noticing† (Taylor 2012). This ability is, however, strongly promoted by its second remarkable ownership advantage at the downstream end, namely VW’s internationally recognized and maintained brand identity. Generally, Volkswagen is perceived by customers as a carmaker offering high both quality and longevity with cars such as the beetle succeeding over decades (Haig 2011). Consequently, its brand identity displays the source of its global competitive advantage, given that consumers associate it with the aforementioned advantages (Taylor 2012), contributing to its continuously increasing brand value (Interbrand 2012). Given its innovations in the light of fostering sustainability and the resulting recognition of being ranked fourth among Interbrand’s Best Global Green Brands, Volkswagen’s brand identity is destined to improve further; most likely to be presented through the continuation of its brand value growth (Interbrand 2012). b) The Uppsala model by Jan Johansen and Jan-Erik suggests â€Å"that internationalization is a dynamic process of learning in which firms take decisions over their next step based on what they know at that time†(Peng & Mayer 2011). Experiencing new markets and cultures reduces the liability of outsidership and influences the firm’s ability to perceive risks and to recognize opportunities. The stage model is similar to the Uppsala model because both models imply that a step-by-step process is necessary to reduce market uncertainty whereby the stage model does not focus on the experimental learning process, but on the increase in degree of commitments. If firms, for example, first make use of licensing, afterwards founding a joint venture and finally owning subsidiaries, then they are able to reduce cultural and institutional distance. After China started to open some of their trade borders to take part of the international trade, VW signed a contract in 1985 to establish a joint venture â€Å"Volkswagen Shanghai Automotive Company Ltd.† was the first joint venture in the Chinese automobile market. With an equal share of 50% for the German and Chinese shareholders, VW is and will not be able to fully own a subsidiary. To ensure the market leader position, VW founded a second joint venture in 1991 whereby the German shareholders only have 40% of the shares (Volkswagen AG 2013). However, in April 2002 the Shanghai-VW joint venture extended the contract until 2030 which shows that VW puts great value on effectively occupying the position of China’s largest foreign car marketer (Feng 2007). VW’s entrance into the Chinese market supports the stage model more than the Uppsala model because the incremental steps are recognizable; founding the first joint venture in Shanghai, then another one in Changc hun and finally extending the contracts. 3a) The automotive industry is known to be one of the most globalized industries due to companies organizing its production in a global value chain (Sturgeon et al. 2008). As Volkswagen is one of the world’s largest automotive companies, its thousands of suppliers are located across the globe. Even though VW’s headquarters are located in Germany, only 26% of their cars were produced in its home country. The company operates with more than 100 foreign affiliates in South America, Eastern and European countries, South Africa and Asia (Chiappini 2011). In most factories, different motor vehicle models are produced, whereas in others, automotive products and components are assembled. Considering the number of factories outside its home region, VW’s degree of offshoring is very high . As the suppliers make a substantial contribution to the company’s success, reliable partnerships need to be present. This leads VW to establish a cooperative relationship with a number of long-term oriented suppliers to increase its focus on the quality of each component. Furthermore, VW’s focus on quality, technology, and innovation, leads it to select its suppliers on cost to quality basis. Additionally, VW selects only the suppliers which implement production-related environmental and social standards according to global minimum standards (Volkswagen AG 2006). b) The advantages of VW’s international sourcing strategies are stable relationships with its suppliers which allow for a high integration in the production processes. By choosing reliable and trustworthy suppliers, VW gains a competitive advantage in ensuring the high quality of assembled components. As the focus lies on the product’s quality, sourced inputs cannot always be purchased at the lowest price. In order to provide all production facilities with the necessary supplies, VW is dependent on a large number of suppliers which increases the risk of deficient components. VW tries to counteract this risk by implementing a selective admission process for its suppliers. Its offshoring strategy enables the company to exploit lower production costs in emerging countries. At the same time, by setting up production facilities in different countries, import restrictions can also be avoided. In order to become the world’s leading car manufacturer by 2018, VW must enhance its collaboration and integration with its suppliers in the long term to strengthen its competitive advantage. 4a) Ghana is currently one of the most favorable emerging markets in West Africa with a GDP growth rate of 14.4 % and a FDI inflow of US$3 billion per year (World Bank 2013). It is one of the most secure countries in terms of corruption and furthermore, the supported change in institutional frameworks by the World Bank and the IMF simplifies business practices (Gyetuah 2009). Moreover, the geographical location offers many opportunities to serve the complete west coast by shipping and to reduce transaction costs. Volkswagen already has plants in South Africa, which recently gained a membership of the BRICs, but the company’s responsiveness to market changes in the northern countries is poor because of the distance. Besides, Ghana offers a unique opportunity set for businesses. It has many natural resources for example cocoa, gold, silver, industrial diamonds, manganese, bauxite, fish, rubber, hydropower, petroleum, timber, salt, limestone and oil (The Central Intelligence Agency 2013). Ghana has become the magnet of many European and especially Chinese companies, particularly in the oil industry which shares ties to the automotive industry. Currently, only Toyota Ltd. has a plant in Ghana and consequently competition is relatively low which facilitates the gathering of a significant market share (List of companies 2013). However, Ghana is weakened by â€Å"the increasing flow of drugs through West African States [that] is beginning to undermine the state, through weakening its institutions, its local communities, and its social fabric† and since the production of oil and gas not only businesses but also terrorism is attracted which create a certain risk for many companies (Aning 2008). Figure 1: Emerging Markets (http://emergingmarkets.ey.com/worldmap/ghana/) b) Volkswagen should focus on the hub in Ghana by founding a majority joint venture with a local company. This strategy lowers the liability of outsidership while accelerating the comprehension of the culture and economy to prevent threats of piracy. Volkswagen can consequently share costs and risks with its local partner, thus limiting the financial risk of investment. Furthermore, a fusion with a local company creates a dynamic network which is vital for the distribution to other countries and is politically preferred. The strategy of a joint venture in an emerging economy is more profitable and secure than in a developed market where formal and informal institutions are important and an inherent part of the legal framework and culture. While entering developed markets is more profitable when taking direct actions, making use of the ownership advantages and critical success factors, entering an emerging mark et stresses cultural sensitivity and caution. 5a) Recently Volkswagen entered the Mexican emerging market by finishing a new plant in January 2013. This was primarily done due to aid their strategic objective to increase sales in the United States. The demand for passenger cars in the US is forecasted to be 7 million units. Moreover, in 2011 the automobile â€Å"production increased by 12.5% to 2.64 million units† and a growth of 8 – 9 % per year are expected until 2016 (Bouman 2012). With the favorable geographic location of Mexico and its 12 FTA with 43 countries, NAFTA Volkswagen has a great opportunity to expand sales (Grant Thornton 2012). Another strategic objective is to strengthen its market position in North America which is an essential component of the Volkswagen Group’s global growth strategy (Volkswagen AG 2013). Apparently, North America has 17,167,000 cars of which 4.9 % are vehicles of Volkswagen (Volkswagen AG 2013). To fulfill its strategic objective with a high cost reduction it was necess ary to enter the Mexican market. b) VW regards FDI as one of its preferred entry modes. With the intention of penetrating both local and neighboring markets, VW has set up manufacturing plants in India aiming at establishing an â€Å"export base to the around regions† (Wen 2007, p. 51) in addition to its recent announcements of increasing the density of its production facilities network in Mexico (FDITracker 2013). Aside from FDI, Volkswagen has entered foreign markets through those modes considered less risky: strategic alliances and joint ventures. Throughout the portfolio of countries in which VW operates, it has formed strategic alliances with firms such as Daewoo Motor Sales Co for marketing purposes in South Korea. Additionally, VW entered several joint ventures and thus achieved the penetration of markets in both developing (e.g. Angola) and developed (e.g. U.S.) economies (Wen 2007, p. 52-53). In this context, the formation of joint ventures displays VW’s prior mode of entry for the Chinese market and could not have been substituted by any other of the aforementioned entry modes. Given the legal obligation by Chinese authorities, VW entered two joint ventures in the 1990’s which have been extended ever since whilst continuously pursuing FDI by investing in both existing and new production facilities (Schrott 2012). In the case of China, these joint ventures displayed not only VW’s single -legally possible- entry mode for one of the world’s largest car markets, but also a source of production resources, as well as both knowledge and network relations for the Chinese automotive market (Schrott 2012). c) As far as VW’s multinational strategy is concerned, one can clearly identify its global approach, characterized by its standardization practices throughout the primary process and the bureaucratic operation that envelops its subsidiaries. Figure 2: VW’s multionational corporate structure (Pà ¶tsch 2011) In this context, VW has recently implemented the standardization of its IT infrastructure across unit and country boundaries, in addition to the cost-efficient MQB (see 2a) production system in place (Microsoft 2012). Such measures clearly indicate the identification of VW’s global standardization strategy given that it holds centers of excellence in each of its sales regions (see figure 2.). Nevertheless, VW still lacks the diffusion of knowledge and innovation across country boundaries and among subsidiaries in the same region, as a result of the centralization of R&D in its home country (Schmid et al.). Consequently, VW does not follow a transnational strategy which would include this aforementioned diffusion, but remains strategically centralized (Mà ¶ller 2005), particularly in considering itself as â€Å"the innovative car maker from Wolfsburg [..]where [its] home lies† (Volkswagen 2013). 6a) As one of the world’s leading automobile manufacturers, VW sets high standards in both, social and environmental concerns and it was therefore not easy to find significant dilemma situations. Nevertheless, in many emerging countries, VW was confronted by the social issue of rising pressure to engage in behavior, which is considered strongly unethical in the Western World (Deutsche Presse Agentur 2005). Figure 3: Worldwide Governance Indicators (http://info.worldbank.org/governance/wgi/mc_chart.asp#) Engaging in corruption and bribery is common in countries with weak control systems and can give firms large advantages. With the high degree of power that comes along with the size of an influential company like VW, it is also harder to keep control over all business entities. Over the last decades, VW had to face several allegations of bribery and corruption. In 2005, information about a bribery scandal in India involving the former HR chief at VW’s Czech unit, Skoda, became public. The firm reacted immediately by submitting the case to court (NDR 2013). Besides, VW also faces the environmental dilemma of increasing sustainability while keeping costs to a minimum. Furthermore, VW is pressured by several environmental organizations, particularly Greenpeace, who accused VW of not making sufficient progress on fuel efficiency. Over the past five years, VW reduced the carbon emissions of its latest models by 13% and introduced a range of new car models with cleaner engine technologies, thereby acting in accordance to the latest criteria (Handelsblatt 2012). In 2013, VW also agreed to reduce the CO2 emission standards of its newly produced cars to an average of 95g/km by 2020 and subsequently finally reached an agreement with Greenpeace. * b) As a large MNE, VW has a number of stakeholders that need to be satisfied. Since its stakeholders are highly interrelated, the firm has to focus on strategic actions that are in accordance with all its stakeholders. * * * Figure 4: Stakeholder Dialogue (Volkswagen 2013) * * Even though the social dilemma of corruption can occur all over the world, it is prevalently perceived in emerging countries. The issue is therefore of global relevance and especially harmful to the company and its employees. Uncovering corruption is of utter importance for VW and in order to satisfy all stakeholders, the firm has implemented a specific system which enables employees and business partners to fight corruption (Volkswagen AG 2013). A globally standardized strategy in this issue is explicitly important since any form of fraud is unacceptable in VW’s home country. Volkswagen is therefore trying to counteract any mode of corruption, as the publication of such affairs involves highly undesirable consequences for the future. * The increased need of sustainable processes and environmental awareness is also a global issue. Even though sustainability does not have the same significance in every culture, VW sets high standards for all the production facilities as well as its suppliers worldwide. By implementing the same norms for all employees, suppliers and other parties involved, VW wants to ensure the same quality and standards that it is known for in its home region. In order to maintain the credibility concerning sustainability and CSR, a globally standardized strategy is highly appropriate. c) Both, VW and Unilever have remarkable similarity in allocating considerable value to social responsibility and sustainability. Unilever’s approach is very similar to that of VW as both companies have similar corporate governance manuals and strongly encourage ethical behavior. While Unilever actively tries to reduce its impact on the environment by trying to halve its carbon footprint by 2020, VW set the goal of reducing the CO2 emission of its new-car fleet by 30% until 2015. Furthermore, both companies sacrifice retained earnings to invest in the improvement of sustainability and social responsibility in order to maintain a good public image. Moral philosophies and environmentally sound behavior are highly prioritized and both firms refrain from behavior that can be considered unethical in the host countries, for instance by implementing strict regulations for their suppliers. Improving corporate social responsibility policies, as well as developing more efficient processes, is favored from the viewpoint of the corporation and the society at large, so both firms’ approaches can be supported. Aning, K 2008, ‘From ‘voluntary’ to a ‘binding’ process: towards the securitisation of small arms’, Journal of Contemporary African Studies, vol. 26, no. 2, pp.169-181 viewed 12 May 2013, . Bouman, S 2012, Mexico: Business opportunities in the automotive industry, draft, 14 August, Agentschap NL, viewed 12 May 2013, . Buiga, Dr A 2012, â€Å"Investigating the Role of MQB Platform in Volkswagen Group’s Strategy and Automobile industryâ€Å", International Journal of Academic Research in Business and Social Sciences September 2012, vol. 2 no.9, pp.391-398, viewed 2 May 2013, retrieved from . Chiappini, R 2011,

Analysis Of John Donne, Emily Dicks, And Michael Obi With...

In this paper I will argue about the struggles John Donne, Emily Dicks, and Michael Obi with the idea of believing and follow God. The speaker in Holy Sonnet 14 struggles with not deserving to have a relationship with God. Emily Dickson fights with if there is an afterlife and if it is real (Poem 501). Michael Obi struggles with whole ideas of religion and looking to the past since he is all about the looking forward (Death Men’s Path). The themes that are underlines is the desire to reconnect with God, believing in a God, but with some doubts, and completely not wanting a relationship with God at all. In the Holy Sonnet 14 the speaker in the poem is expressing that he is a believer in God, but wants God to make a presence in his life. The speaker of the poem is asking God to increase the strength of divine force to win over his soul â€Å"Batter my heart, three-personed God† (line 1). The speaker of the poem is telling God that he wants him to use more force to assault his heart. That God has only knocked on the door, only after the scriptural ideas to write down that God knocks and that each person must let him in, is not working for the speaker. This relates to the larger argument that they are firm believers in God, but they need more attention for God in order to follow him. In the next line the speaker expresses God need to enter his life more with a force in order to make the speaker new again â€Å"As yet but knock, breathe, shine, and seek to mend; that I may

Cyberbullying Is A Crime - 1956 Words

Should students who commit cyber bullying be suspended from school? Tahjanee Webb Dr. Williams ELA 12/3 15 May 2016 Table of Contents Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..1 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.2 History†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦3 Problem Statement†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..4 Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..5 Data†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 Summary Findings†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 Resolution†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦8 Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...9 Work Cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.10 ABSTRACT The research has proven that cyberbullying is a crime. 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Steven Spielberg s Lincoln And The End Of The Civil War

Steven Spielberg’s â€Å"Lincoln† (2012) The â€Å"Lincoln† started in January 1865. It was the second month since Abraham Lincoln’s reelection and the fourth year of the American Civil War. The â€Å"Lincoln† is a history of Abraham Lincoln’s legacy in dealing with the casualties in the Civil War battlefield and the debates over the passage of Thirteenth Amendment. In a nation divided by war and the eagerness of change, Lincoln strived for the end of the Civil War, the unity of the country and the abolishment of slavery. The Thirteenth Amendment is a law that President Lincoln proposed to the Congress. It is an amendment to abolish slavery in the nation. It was important to President Lincoln to pass it before the end of the war because once the war ended, the passage of Thirteenth Amendment would not gain the supports of the Northern people who saw the Thirteenth Amendment as a military necessity to end the long, wearying war. 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Transitional Leadership Free Essays

string(58) " do more than just delegate work and build relationships\." Transition Leadership: Managing Change In Your Organization in today’s deregulating and increasingly competitive business environment, organizational change is becoming inevitable. Today’s successful organizations are experiencing transitions in the areas of technology, process re engineering, mergers, and organizational restructuring in order to remain competitive. However, although these areas impact employees at all levels of the company, senior management often overlooks this fact. We will write a custom essay sample on Transitional Leadership or any similar topic only for you Order Now Therefore, it is imperative that company management understands the impact of organizational change on employees and manages these effects accordingly. By doing so, organizational leaders minimize the negative impact change has on productivity and performance. This paper will focus on the activity of successfully leading employees through significant changes brought about by new technologies and process changes and will focus on three areas of transition leadership. First, the discussion conveys the impact that change has on an organization’s employees.Second, an overview and discussion of transition leadership and its role in managing organizational change is given. Finally, ways to effectively manage employees through these reactions to change is presented. By understanding the elements of organizational change and its impact on employees as well as the appropriate ways of managing people through these revolutions, organizational leaders will be better prepared to address the challenges that are inherent in major business transitions. The Impact of Change on People Frequently, information technology professionals overlook the impacts of technology changes on people.Almost any change to technology will have an impact on business processes, which will directly impact the day-to-day jobs of individual employees. As a result, changes to technology require attention to the impacts that they have on both process and people. The practice of Organizational Change Management (OCM) focuses on ensuring that the people side of change is addressed appropriately. OCM is the process of aligning the organization’s people and culture with changes in business strategy, organizational structure, technology, and business processes.OCM is important because, at the most rudimentary level, all change involves some degree of loss whether it is loss of stability, loss of expertise, loss of relationships, or loss of understanding. People often try to avoid the experience of loss by resisting change. Resistance can come in different forms and be expressed with different emotions such as anger, frustration, fear, etc. Due to the tendency for change to elicit an emotional response, any large-scale change initiative will likely remove the employees’ focus from the business to transition-related issues.This shift in focus will likely disrupt the productivity of the business. Many technology implementation/business process redesign efforts fail because they overlook the impacts that change will have on the people in the organization. An organization that ignores the importance of OCM could experience the following risks: increased resistance to new technology, decreased quality and customer service, high turnover and absenteeism, difficulty recruiting and retaining high performers, and damaged internal and external brand equity.On the other hand, an organization that implements a technology/business process transformation with integrated OCM will experience the following benefits: realization of the business transformation objectives, higher return on technology investments, retention of high performers, maintained and improved productivity, improved employee satisfaction and morale, and increased discretionary effort. Transition Leadership Given the impact that change has on employees, it is clear that managers must learn to proactively manage employees through the many changes that are inherent in most organizations.In geospatial environments, managers and other key stakeholders often focus on technological and process changes that will make their businesses competitive in the 21st century. These issues are important, but the changes ultimately will not be implemented successfully without the cooperation of employees. Only through effective transition leadership are employees able to effectively cope with and accept the changes they are presented with. Ten Characteristics of Effective Transition Leaders The role of transition leader is an often overlooked but important aspect of management.There are several characteristics that make up a good transition leader. Here we identify the main characteristics that are needed in a successful transition leader. In general, there are 10 characteristics of effective transition leaders: †¢ Gains support from and confidence of others. Change is not accepted and work cannot be done without the buy-in of key stakeholders. For this reason, it is imperative that transition leaders gain the support and confidence of other key employees in the organization. †¢ Listens and collaborates effectively. No matter how good a manager is, people will not follow without a sense of ownership in the organization. One of the key ways to secure this ownership and trust in employees is through listening and collaboration. †¢ Takes accountability. As with any effective manager, successful transition leaders take accountability for their own work as well as that of the entire organization that he or she manages. †¢ Provides constructive feedback to others. Transition leaders also provide constructive feedback to employees and colleagues. This type of feedback enables employees to be more effective in adapting to and accepting change. Builds relationships with customers, peers, and project team members. Effective transition leaders are also successful in building relationships with customers, peers, and project members. This alliance building enables leaders to effectively delegate and gain the buy-in from key resources, which further enables change within the organization. †¢ Inspires and motivates. In order to manage change effectively in the organization, transition leaders need to have inspired employees and stakeholders. †¢ Communicates openly, early, and often.Since change is such a complex and fearsome idea for most people, it is important for transition leaders to open the flow of communication. This holds true on a day-to-day basis as well (and especially) during times of change. †¢ Provides clear direction. In order for the organization to get to where it needs to be, employees and stakeholders have to understand where they are and where the organization is going. With this in mind, transition leaders need to clearly communicate the organization’s vision and goals to stakeholders and clarify individual roles and responsibilities within that context. †¢ Models the way for the team.Successful transition leaders do more than just delegate work and build relationships. You read "Transitional Leadership" in category "Papers" They also lead by example in order to build credibility and trust. †¢ Creates opportunities for small wins. The change involved in large scale and complex IT implementations often appears insurmountable to employees. Therefore, it is important to frequently reward and recognize team members to help boost morale and to keep change initiatives from failing due to a burned-out staff. These 10 characteristics of a good transition leader ensure that change is implemented successfully and that major obstacles and resistances to change are minimized.The Roles of Transition Leaders In addition to these characteristics, transition leaders must play a number of roles in order for organizational changes to be successful. Since transition leaders are responsible for directly influencing the outcome of IT and process change implementations, successful change requires that transition leaders assume different roles. In general, transition leaders have four primary roles: catalyst, system and process helper, solution giver/gatherer, and resource linker. The first and arguably the most difficult role that a transition leader faces is that of Catalyst.While many organizations are content with the status quo, it is the transition leader’s responsibility to create and communicate the need for change within the business. This involves instilling a sense of urgency and purpose for the change and overcoming organizational inertia. In addition, this role entails acknowledging areas of resistance and addressing them appropriately. Change will not happen successfully if key stakeholders do not realize and understand the need for change, and it is the responsibility of transition leaders to make this need evident.The second role of a transition leader is that of a System and Process Helper. Once the need for change has been recognized by the organization and change initiatives are created, it is the transition leader’s responsibility to ensure that the organization is assimilated into the process and IT changes that ensue. This involves understanding the process and IT changes, the impact these changes have on jobs and policies, and effectively communicating these changes to the individuals impacted. The tasks performed by the System and Process Helper helps permeate the required change throughout the organization.The third role that a transition leader plays is that of Solution Giver and Gatherer. This role is needed to identify and resolve issues that may hinder the success of the implemented change. In particular, the Solution Giver and Gatherer will promote the use of an issues resolution mechanism, provide solutions that benefit the entire organization, and assist in the development and implementation of solutions. In addition, an important element is the need for leaders to listen to suggestions and provide feedback and recognition when appropriate.As discussed above, effective transition leaders communicate, provide feedback, and celebrate small wins, which is important to inspiring and motivat ing project teams. The final role of a successful transition leader is that of Resource Linker. This role involves the more traditional management like delegating tasks, and most experienced managers are capable in this arena. In short, the Resource Linker brings people and resources together, recognizes resource constraints, leverages skills and resources across site locations, and acts as a communications link between resources.This role is important, but it is the three roles described above that most managers overlook when implementing change initiatives. How To Manage People Through Change When incorporating change in an organization, it is useful for transition leaders to understand how change impacts people and how to minimize the negative reactions to change. All successful change initiatives follow a similar pattern or sequence. The first step consists of â€Å"unfreezing† the current way of doing things. This is the phase in the project where the burning platform for change is realized and the vision for a new way of operating is created.The second phase of change begins when it is time to begin energizing the workforce by involving more and more people in the change process so as to begin building ownership over the final outcome. This is also the point where it is critical to identify and secure early project wins. Ensuring that the right resources are provided for achieving early milestones will ensure that the project is perceived as a success. The third phase of the change process consists of building the infrastructure (i. e. , job and organization designs) required to make the change successful. For example, if the technology changes are intended to automate processes that were previously done manually, changes to job designs will be required. The final phase consists of a series of activities aimed at measuring results and identifying lingering gaps and issues that need to be addressed in order to achieve the project’s intended benefits. While the above phases outline the sequence that change initiatives normally follow, there are three corresponding phases that describe the psychological experiences that people have when affected by change. These come from William Bridges’ book Managing Transitions (1991).The first phase is called â€Å"Letting Go. † This is the time when employees will begin to understand that things are changing, and that in the near future they will be challenged with letting go of the old way of doing things. This may include letting go of old ways of working, relationships, feelings of competence, etc. The second psychological phase, the â€Å"Neutral Zone† is the difficult period when the work is done to implement change and the transition from the old way to the new way begins. Trying to handle implementation and balance the transitions may make this period the most difficult period of change to manage.The last psychological phase is what Bridges refers to as the â€Å"New Beginning. † This occurs when changes have been fully implemented and expectations for people to change the way they work are realized. Each of the phases described above consist of many people-related challenges, and there are many specific strategies for helping to manage people through these phases. Some of the important critical success factors for managing change are the following: †¢ Identify potential barriers or risk factors that will inhibit success, and create action plans to address them appropriately. Use written and face-to-face communication to help people understand the what, why, and how of change. †¢ Identify opportunities to involve large numbers of employees in the change process; research shows that there is a correlation between involvement and commitment. †¢ Seek to understand and manage individual and team level resistance.†¢ Listen to your employees, acknowledge their losses, show empathy, strive to reduce their stress levels. †¢ Recognize and reward behaviors that support achievement of intended goals. †¢ Systematically analyze the impacts change will have on corporate policies, individual jobs, and organizational structure. Ensure that employees receive sufficient training and the other on-the-job resources necessary to raise people’s level of confidence. By addressing and incorporating these success factors into their management toolkits, effective transition leaders greatly increase the likelihood that their change initiatives will be successful. Conclusion Transition leadership, while often viewed as a â€Å"soft† or â€Å"touchy feely† issue not appropriate to geospatial managers, is clearly a relevant and critical issue to managing the changes that are inherent in organizations today.Even the most robust GIS package with the highest benefits potential is meaningless if employees and key stakeholders do not effectively accept and adapt the changes to their everyday lives. By embracing the understanding of the impact that change has on employees, the role of transition leaders, and how to manage employees through change, managers will ensure that the changes stick and the anticipated benefits are realized. How to cite Transitional Leadership, Papers

The American Agriculture Industry free essay sample

A discussion on the American agriculture industry by focusing on cranberry growing. This paper discusses the American agriculture industry in general, and the cranberry growing sector in particular. The author explains how cranberry growing affects other agricultural and non-agricultural areas such as economics and cosmetics. In addition, cranberry growing enables the US to penetrate and compete with international markets. The vitality that characterizes United States agriculture began to develop more than two centuries ago, at the arrival of the Industrial Revolution. From the earliest days of United States History, farming has held a crucial place in the American economy and culture. Farmers play a vital role in any society, but farming has been particularly valued in the United States because farmers were the pinnacle of the economic virtues that Americans to this day hold in high esteem, such as hard work, initiative, and self-sufficiency. Moreover, many Americans found that owning a farm was a ticket that allowed them to participate in the American economic system, Especially immigrants who may have never were given the opportunity to own land and did not have ownership over their own labor or products. We will write a custom essay sample on The American Agriculture Industry or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page