The World Anti-Communist League Inside The League Essays

The World Anti-Communist League: "Inside The League" by Scott Anderson, and Jon Lee Anderson Reviewed by Chip Berlet "Inside The League: The Shocking Expose Of How Terrorists, Nazis, And Latin American Death Squads Have Infiltrated The World Anti-Communist League." Scott Anderson and Jon Lee Anderson. Dodd Mead, New York, 1986. 352 pages. $19.95 hardcover. ISBN 0- 396-08517-2. Publication date May 28, 1986. For over ten years progressive researchers in this country and in Europe have been uncovering evidence linking certain American conservatives and rightists to racist and fascist movements around the globe through a shadowy organization called the World Anti-Communist League. Now the book "Inside the League" exposes the hidden nature of the League and documents in devastating detail a parade of League-affiliated authoritarian ideologues marching from the death camps of Nazi Germany into the parlors of Reagan's White House. The idea for the book came when Jon Lee Anderson was researching a series of columns on Latin American death squads for Jack Anderson, (Jon Lee's employer but not his relative). Enlisting the aid of his brother Scott, the two first began tracing the connections between the death squads but soon were unravelling networks and alliances that involved terrorists, Nazi collaborators, racists, assassins, anti-Jewish bigots, and right- wing anti-communist American politicians. The one factor all had in common was their involvement with the World Anti-Communist League. The Latin American death squads, for instance, were found to be linked through an umbrella group of Central and South American rightists called the Latin American Anti-Communist Confederation (CAL). CAL in turn was affiliated with the World Anti-Communist League (WACL), lead by a retired U.S. Major General, John Singlaub. Singlaub boasts WACL is the coordinating body for raising private aid for the Contras, a task support ed explicitly by the Reagan White House which has sent government officials and glowing letters of support to WACL meetings in recent years. WACL also serves as an umbrella for several Eastern European emigre groups founded and lead by Nazi collaborators, and there is far more. As the Anderson brothers write: "We have examined the World Anti-Communist League...because it is the one organization in which representatives of virtually every right-wing extremist movement that has practiced unconventional warfare are to be found. The League is the one constant in this netherworld; whether looking at Croation terrorists, Norwegian neo-Nazis, Japanese war criminals, or American ultra-rightists...." (p. x, Author's Note). WACL is more than a club for aging facists and their modern- day hero-worshipers, it serves as the primary coordinating body through which anti-communist groups meet and debate and implement strategies to prop up anti-Communist authoritarian regimes and defe at popular movements for social and political liberation around the world. The current strategy is to avoid when possible the use of military troops - and use instead a process called "unconventional warfare". This practice is employed by the Reagan administration but couched in popular terminology with calls for supporting heroic "freedom fighters" such as the Contras. The Scott brothers explain: "As defined by a League member who advocates its use, unconventional warfare includes 'in addition to terrorism, subversion and guerilla warfare, such covert and non-military activities as sabotage, economic warfare, support to resistance groups, black and gray psychological operations, disinformation activities, and political warfare.' "Certainly the Nazi forces of World War Two and the rightist death squads of El Salvador and Guatemala today are among this century's most accomplished practitioners of this unconventional warfare," write the Andersons. They note that many historia ns have made the comparison before them, but point out "What has not been as well publicized is that the Salvadoran rightist killing peasants today learned his methods from the Nazis and their collaborators in Europe, and that he didn't receive this knowledge through the reading of books but through careful tutoring" through the network established by the World Anti- Communist League. It is this group that President Reagan has praised for playing "a leadership role in drawing attention to the gallant struggle now being waged by the true freedom fighters of our day." A list of persons involved over the years with WACL is printed on the back cover of "Inside the League." Among the more notable: Yaroslav Stetsko, a Nazi collaborator who in July 1941 presided over the extermination of 7,000 Jews; Stefano delle Chiaie, a fugitive Italian terrorist wanted for robbery, kidnapping and murder; Mario Sandoval Alarcon, architect of the Guatemalan death squads; Chirila Ciuntu, a Romani an fascist who participated in a 1941 massacre of Jews; Ray Cline, former deputy director of the CIA; Jess Helms, Republican Senator from North Carolina;

America and the Articles of Confederation essays

America and the Articles of Confederation essays The new United States had finally gained their freedom from England. With being a new country, they needed to form a new system of government. The Articles of Confederation was adopted then between 1781 to 1789. The Articles of Confederation, I believe, were a "successive failure." Even though the Articles had some successes, there wasn't too many. One of the successes was that the negotiation of the Treaty of Paris, which ended up ending the Revolutionary War. Another successful section was the passage of the Northwest Ordinance. In the Northwest Ordinance, the formal procedure for transforming territories into states was established. The Ordinance included a Bill of Rights, which guaranteed freedom of religion, the right to trial by jury, public education and a ban on slavery in the Northwest. The Articles were key to guide the new nation through a critical period of it's beginning. Also through the successes, there were the failures produced by the Articles of Confederation. Measures that were passed by Congress needed to seek the approval of nine out of the thirteen states. Under the Articles, the government was severely limited in its powers. They could not raise money by collecting taxes; they could only ask the states, which did not have give the money. They also had no power over foreign commerce and could not regulate trade between the states. Laws could be passed, but the states could not be forced to agree with them. Since the states did not have to comply, often they did not cooperate. Soldiers were unable to be drafted by the government and states were often asked to provide them willingly. Some of the failures of the Articles had caused a couple of cause and effect circumstances. The inability to pay off the debt had caused the United States to seem less like a nation in the eyes of other countries. Therefore also hurting our ability to borrow mone y from the other countries. States began taxing each other, which c...

Santiago Calatrava, Biography of the Architect Engineer

Santiago Calatrava, Biography of the Architect Engineer Famous for his bridges and train stations, Spanish modernist Santiago Calatrava (born July 28, 1951) combines artistry with engineering. His graceful, organic structures have been compared to the works of Antonio Gaudà ­. Fast Facts: Santiago Calatrava Known For: Spanish architect, structural engineer, sculptor and painter, particularly known for his bridges supported by single leaning pylons as well as his railway stations, stadiums, and museums, whose sculptural forms often resemble living organisms.Born: July 28, 1951Education: Valencia Arts School, Valencia Architecture School (Spain), Swiss Federal Institute of Technology (ETH) in Zurich, SwitzerlandAwards and Honors: London Institution of Structural Engineers Gold Medal, Toronto Municipality Urban Design Award, Gold Medal for Excellence in the Fine Arts from the Granada Ministry of Culture, Prince of Asturias Award in Arts, AIA Gold Medal, Spanish National Architecture Award Important Projects 1989-1992: Alamillo Bridge, Seville, Spain1991: Montjuic Communications Tower, at the 1992 Olympic site in Barcelona, Spain1996: City of Arts and Sciences, Valencia, Spain1998: Gare do Oriente Station, Lisbon, Portugal2001: Milwaukee Art Museum, Quadracci Pavilion, Milwaukee, Wisconsin2003: Ysios Wine Estate Laguardia, Spain2003: Tenerife Concert Hall in Santa Cruz, Tenerife, Canary Islands2004: Olympic Sports Complex, Athens, Greece2005: The Turning Torso, Malmà ¶, Sweden2009: Train Station, Lià ¨ge, Belgium2012: Margaret McDermott Bridge, Trinity River Corridor Bridges, Dallas, Texas2014: Innovation, Science and Technology (IST) Building, Lakeland, Florida2015: Museu do Amanh (The Museum of Tomorrow), Rio de Janeiro2016: World Trade Center Transportation Hub, New York City Career Highlights A renowned architect, engineer, and sculptor, Santiago Calatrava received an AIA commemorative gold medallion in 2012 as one of the 15 Architects of Healing for his transportation hub design, the new train and subway station at the World Trade Center site in New York City. Calling Calatravas work open and organic, the New York Times declared that the new terminal would evoke the kind of uplifting spirituality that is needed on Ground Zero. Santiago Calatrava is not without his critics. In the world of architecture, Calatrava is typecast as more of an arrogant engineer than a designer. The vision of his aesthetics is often not well-communicated, or perhaps is absent from his designs. More importantly, perhaps, is his well-known reputation of unsupervised workmanship and cost overruns. Many of his projects have ended up in various legal systems as expensive buildings seem to deteriorate quickly into disrepair. It is hard to find a Calatrava project that has not been significantly over budget, reports The New York Times. And complaints abound that he is indifferent to the needs of his clients. Rightfully or not, Calatrava has been placed in the starchitect category, with all of its associated back-biting and egotism. Sources Santiago Calatrava Official Site Santiago Calatrava (unofficial web site)Santiago Calatrava: The Worlds Most Hated Architect? by Karrie Jacobs, Fast Company Design, December 18, 2014Santiago Calatrava, from the Canary Islands to Manhattan Island by Fred A. Bernstein, published in The New York Times, October 26, 2003Its the Architecture, Not The Architect, Im Rooting For by Fred A. Bernstein, published in Architectural Record, December 2013Santiago Calatrava The Bridges by Alexander Tzonis and Rebeca Caso Donadei, 2005Santiago Calatrava: Complete Works, Expanded Edition by Alexander Tzonis, Rizzoli, 2007Transit Hub Design May Be Simplified Analysis of plans for reconstruction in New York City, from the New York Times. A Star Architect Leaves Some Clients Fuming by Suzanne Daley, The New York Times, September 24, 2013

Effective Planning and Management of Emergencies Case Study

Effective Planning and Management of Emergencies - Case Study Example As a corporate security manager, I shall ascertain the deficiencies like lack of resources in terms of equipment, supplies, trained personnel or items that require rectification to face the emergency (Gibson, 2007). I shall do pre-emergency preparation by training my people for using alerting services, handling casualties, knowledge of available options and corrective measures in case of an emergency. I shall place an emergency departure plan in the organization. All the members of the organization will be trained to use the plan and understand various signs it has to avoid panicking. Precautionary measures, safety policy, and rules will be established and communicated to all employees to avoid any mishap (Beutler, 2007). A crises management team will be trained and educated to provide emergency services such as firefighting, dangerous goods handling, evacuation and first aid medical services. Proper infrastructure in terms of emergency equipment required will be in a place like; firefighting equipment, first aid medical materials and communications tools etc. Facilities such as protected areas, safe pathways and well-defined evacuation plans shall be maintained. Training will be conducted for institutional strengthening. Backup system will be in place to restore and recover all information assets (Borque, 2006). Emergency response stage includes identification of the most critically hit area and then mobilizing emergency services to that area. In response stage, I shall rescue the disaster area by channelizing the core emergency services like police, ambulances, and firefighters etc. The fewer hit areas will be informed to remain precautious so that any panic may not harm or multiply the effect of calamity. The next step is to impede the disaster by understanding the root cause of it. An effective leadership team shall be taken on board to coordinate with the initial responders and implement a disciplined response plan.  

Concept analysis Assignment Example | Topics and Well Written Essays - 500 words

Concept analysis - Assignment Example After her first three years of work, she was voted as the best nurse in terms of all round mutual care. Most of the patients like her for her active listening role in their discussion and she always took time to study in order to get more insight into caring for her patients. Mr. Tom Chuck passed his nursing NCLEX exam and was employed as a care nurse in a mental institution. After working for three months, he had been reported to the management by patients for not listening to them. He however took time to study in order to get more insight into caring for her patients. Josephine Monroe passed her nursing NCLEX exam and was later hired as a registered nurse in geriatric care hospital. Barely had two years passed before she was voted as the best nurse in the hospital. Most of the patients like her for her active listening role in their discussion and she always took time to study in order to get more insight into caring for her patients. June Foster has been employed in a mental institution as a caring nurse. She appears less competent than normal compared to other nurses and is never at work early. Many issues have been raised against her nursing qualification and patients complain about her ignorance. Kyla Evans is registered nurse who graduated top in her class and got a job with a leading general care hospital in the country. After her first one year at the job, Ms. Evans has been able to work in different departments of the hospital and always voted as the best nurse in each department. Potter Davis worked for thirty years as a registered nurse and quit his work as a nursing professional in order to go to private practice. Prior quitting, Mr. Davies has not furthered his studies and was quite lazy in helping other colleagues at work. Two years after quitting his license expired and never bothered to renew it. He later applied to be reinstated back to active nursing practice after staying out of practice

Organisations culture Essay Example for Free

Organisations culture Essay 1.Executive summary In this paper I look at how organisations develop culture and how this culture can be created, manipulated and changed my management. I also look at what other factors can change and affect a companies culture. The paper will take the following format. A definition of culture and the problems associated with its definition. I then look at how organisationl culture develops, with an explanation of the levels of cultural analysis, a look at the various different types of culture, and the role of the leader/manager in creating the organisations culture. How culture can be changed and the skills and actions needed by management to successfully implement a cultural change. I then finish with a conclusion. 2.Defining organisational culture What is organisational culture? This it has been found, is not an easy question to answer. The concept of culture has its roots in anthropology, the study of human affairs. In this context, culture has been used to designate two different things. A tribe or a social group is studied as a culture that produces and may have cultural artefacts. The second use of the term refers to aspects within a given culture, such as customs, rituals, knowledge and so on. (Sackman, S, 1991). In the context of organisational culture it is largely the second approach that is studied. Although people may not be aware consciously of culture, it still has a persuasive influence over their behaviour and actions. (Mullins, L, 2002). This statement explains that although we may not have the knowledge that we belong to a certain cultural group it will still have an impact on our behaviour and in an organisational sense, our working lives. The culture concept began to affect organisational thinking in the late 1970s and early 1980s. Although is it evident in ideas from a number of earlier writers, for example Bernard (1938) and Jacques (1952). If we look at a number of different of organisations it is clear to see that things are done differently. This idea applies to all organisations, even in similar companies that are operating in the same industry. Tesco provides  much the same service as Sainsburys, but on close inspection we would be able to see the differences in which the two companies operate. It is more difficult however to describe how things are done differently, or why the company feels different. A major problem with the concept of culture is the degree to which individuals, organisations or entire communities display characteristics which are consistent within it. (Martin, J, 2001). Do all British people display characteristics that are consistent with British culture? It is clear that although there are many similarities in the behaviour of people within a defined culture, that individual differences provide some variety. The same must also be assumed in the context of organisational culture. Another problem with finding a definition for organisational culture is the sheer number of definitions that already exist. Kroeber and Kluckhorn list more than 250 definitions of culture, that include components such as ideas, concepts, ideologies values, attitudes, goals, norms, learned behaviours, symbols, rites, rituals, customs, myths, habits or artefacts such as tools and other material representations. (Sackman, S, 1991). This inevitably leads to confusion amongst researchers as to a universal definition of organisational culture. The term the way we do things around here (Deal and Kennedy, 1988) is often accepted as an operational definition of organisational culture. However this offers little in terms of the content of culture. Kilman et al. (1985) suggests culture is the reflects the ideologies, shared philosophies, values beliefs, assumptions, attitudes, expectations, and norms of an organisation 3.Levels of culture Now we have looked at a definition of organisational culture we should look deeper into what develops and makes up an organisations culture. According to Schein (1985), organisational culture is made up of three levels. Visible organisational structures and processes (Hard to decipher) Strategies, goals, philosophies (Espoused justification) Unconscious, taken for granted beliefs, habits of perception, thought thought and feeling (Ultimate source of values and action) The Levels of Organizational Culture, Schein, E (1985) Artefacts These form the surface level of culture. They include all the things that a person sees, hears and has contact with. In an organisation it would be the architecture of the environment such as the management hierarchy, its technology, its creations and products and its style in terms of manners of address both up and down the hierarchy, dress codes and formal procedures. Schein identifies the most important point of this level being that artefacts are easy to identify but hard to decipher. Two organisations may well have the same system in operation but they can mean different things in terms of the culture of the organisation. Schein puts his point into an example by saying both the Egyptians and Mayas built large pyramids, but they were tombs in one culture and temples in the other. This point is contradicted by Gagliardi (1990) who says ones own response to physical artefacts such as buildings and other office layouts can lead to the identification of major images and root metaphors that reflect the deepest levels of culture. This is supported by my own experience. I have worked in a supermarket, an  organisation with a tall management hierarchy. Many of the artefacts of the organisation gave the impression of a very formal culture. A strict uniformed dress code was in place, with management wearing different colours from subordinates, and formal forms of address being used. The company was also largely bureaucratic with countless forms to be filled out a large numbers of standard procedures in place. One person however may look at a very informal organisation and class it as inefficient and unproductive, while another may class it as innovative and free from unnecessary bureaucracy, this depends on the individuals previous preconceptions about the artefacts that are present. Values Values are usually one persons beliefs about a given situation. If a manager believes that at a certain time of the year his/her company should run at a lower capacity due to demand etc. This is attributed to his personal values. Only once these values are acted on, successfully implemented and accepted by the organisation do they become transformed into underlying assumptions. From a marketing perspective, some of these values may remain conscious and may be explicitly stated in a companys mission statement as the dominant values of the organisation (Deal and Kennedy, 1982). Only values that are concrete that can be physically and socially validated, they are confirmed by the groups experiences, go through his transformation process. Underlying assumptions If a solution to a problem works frequently then it is often accepted as a rule for solving the given problem. The power of culture comes forth because these assumptions are shared within the group and are therefore mutually reinforced. These assumptions can often cause problems when someone new, with a different set of underlying assumptions from a previous culture, joins the organisation. As humans we like stability. Any decision which challenges or questions an underlying assumption, such as changing a costing method, or a method of production, will likely lead to anxiety and defensiveness within the organisation. A skill required by managers wishing to change aspects of an organisations culture is to recognise this connection, to get to the deeper levels of culture, and to deal with the anxiety that results when these assumptions are changed. The three stages are linked constantly together. Basic assumptions are treated as the essence- what culture really is; and values and behaviours are treated as observed manifestations of the culture essence. (Mullins, 2002). We are able to see now how culture is developed in term of values being acted upon and accepted by the organisation, these values being transformed into underlying assumptions and the artefacts of the organisation being formed by the interpretation of these underlying assumptions. 4.Types of organisational culture Handy (1993) identifies four types of organisational culture. Power culture Power cultures revolve around a focal person or small group, this person or group has absolute power throughout the entire organisation. It is often found in small entrepreneurial companies, and relies largely on trust and communication. It is normally non-bureaucratic with few formal procedures. The success of the organisation depends largely on the skill of the focal person or group. Role culture Role cultures are often largely bureaucratic, it is often described as a small number of senior managers resting on the strong pillars of the various functions of the organisation. Each person has a specified role within a function of the organisation which in turn has a specified role within  organisation as a whole. These roles are expected to be adhered to and it is rare for an individual or function to deviate into different areas of the business. Predictability and stability are two main themes within this type of culture. This type of culture often develops in large companies with large numbers of staff and a tall management hierarchy. Companies with this type of culture tend to have steady objectives and operate in largely predictive markets. Again this relates back my own experience as this type of culture is largely prevalent in supermarket chains. Task culture Task cultures recognise the objectives and goals of the organisation as being paramount. Handy describes this as a net or matrix culture. Power is often shared by a team of experts who are highly manoeuvrable to suit the needs of the organisation. It largely found in team or project based organisations such as consultancy firms or engineers. Person Culture Person cultures are largely individual orientated. Any structure is solely suited to aid the individuals within the organisation. There is no specific power structure with individuals having complete power over their own operations. Examples of this would be barristers chambers, architects, business consultants, individuals that have come together to share resources such as office space and admin support. Some people are more suited to different types of cultures than others. Where one person will be happy working in an organisation with a task culture, he/she may feel constricted and undervalued in a role culture environment. Another person may be the opposite and may feel secure within a largely role orientated company. An important skill for managers is being able firstly to identify the type of culture his/her organisation is operating in and then to hire the correct people for that culture, this helps in reducing any anxiety caused by  changes to underlying assumptions previously discussed. There are many other models of the types of organisational culture available to the researcher. Writings by Deal and Kennedy on the generic cultures, Ouchis type Z companies, and several more. The focus of this paper however is on the development and change of culture and this will be explored in the following sections. 5. Factors affecting the development of culture The role of the founder Organisations do not form accidentally or spontaneously. They are created because one or more individuals perceive that the coordinated and concerted action of a number of people can accomplish something that an individual cannot (Frost,p et al. 1991) At the beginning of an organisations life the founder often has complete control over the organisation. He/she will make most of not all of the important decisions over all areas of the organisations operations. Because they had the original idea, founders will typically have their own notion, based on their own cultural history and personality of how to get the idea fulfilled. (Schein, 1985). Since the founder started the group it is natural to assume that he/she also impose their thoughts, values and assumptions on the group. As new members enter the group the founders assumption will be changed and modified to suit the new organisation, but will always have the biggest impact on what becomes the organisational culture. This has large implications for the future of the organisation. If the company was founded by an informal, easy going type of person then this is the type of organisational culture that is likely to develop. Similarly if the organisation is founded by a formal, autocratic person, the company will likely develop this kind of organisational culture. This will continue to form the organisations culture and have a large influence on the actions of the company even if new leaders are brought in to the organisation. The assumptions of the founder will already be deep routed and form the basis of  the culture. Size Size affects an organisation because of the formality that is often required in larger companies. A large company with many levels of management and a large number of functions or even businesses cannot realistically operate on an informal level. This has implications for the culture of the organisation. Technology If the company uses highly technological systems and procedures in its operations ie pharmaceuticals, the cultural emphasis will be on the technical skills of its employees. A company in the service sector may have a cultural slant towards customer service. Goals and objectives What the organisation wants to achieve will also affect culture. An organisation that wishes to become a market leader may inherit cultural values that reflect that attitude, i.e. company image focused, or have a heavy marketing orientation. Environment There are many environmental factors that can affect an organisations culture, stakeholders, competitors, government etc. etc. How a company chooses to interact with each of these environmental forces will determine how the organisations culture develops. People The preferred style of work amongst both senior management and employees has a large effect on the organisations culture. If senior management attempt to implement a culture that is unacceptable to employees a reaction will  follow, industrial action, low motivation, poor productivity etc. Likewise if employees attempt to force management into following their own culture then a negative reaction will also result. i.e. relocation or the replacement of workers. (Section taken from Martin, J, Organizational Behaviour, 2001) Senior management need to realise the factors that affect an organisations culture and attempt to you analyse the likely impact major business decisions may have. Failure to do may have negative consequences for the culture and hence the success of the company. 6.Cultural change, the role of management There is some considerable debate as to whether changing something as deep-seated as corporate culture is possible Writers with this view usually focus on the deeper levels of culture, the underlying assumptions. Turner (1986) supports this view by suggesting that it would not be possible to manipulate it accurately because it becomes such an integral part of the organisations fabric. Because these are taken for granted assumptions about organisational life, members cannot envision any other way of operating. Those advocating corporate culture usually focus on the surface elements of culture, the artefacts. These are more easily changed than the deeper routed assumptions. Some writers have argued that unless the deeper assumptions are changed that the company will revert back to old ways of operating. Despite these arguments there is wide consensus that cultural change should only be attempted as a last resort and after other avenues have been sought. (Cummings, Worley, 1993) A primary task of management is to control the activity of employees to best serve defined organizational interests. They can achieve this control using formalized rules (bureaucratic mechanisms), economic rewards and sanctions or values and norms about how the work is to be done (clan or cultural  mechanisms) (Wilkins and Ouchi, 1983; cited by Sinclair, A, 1993). This statement reflects the common view that organisational culture needs to be aligned with organisational strategy if the company is to be successful. Many companies have now realised the importance of developing strategies harmonious with the organisations culture. Sometimes however culture needs to be changed, if circumstances require an organisation to follow a particular strategic route or a significant change affects the organisation i.e. market forces, government action, rapid growth etc. then the culture will have to be adjusted to suit the strategy and external environment. Managers require many skills in order to successfully change an organisations culture. It is a lengthy process that is full of danger. Staff need to be reassured and convinced that the new culture will work, otherwise defence mechanisms and the problems discussed earlier may begin show. The following guidelines to changing culture have been cited in (Cummings, T, Worley, C, Organization development and change, 1993) 1.Clear strategic vision- the firm needs to have a clear view of its operational strategy if culture is to be changed. Managers need to know where the company is now and where it is planning on going. 2.Top-management commitment- cultural change must be managed from the top of the organisation. Senior managers need to be committed to the new culture. They must have the staying to see the changes through. 3.Symbolic leadership- executives must communicate the new culture through their own actions. Their behaviour needs to symbolise the behaviours and actions that are being sought in the entire organisation. In an example given in the text, the CEO of Dana Corporation Rene McPherson threw the companies multi-volume policy manuals into a waste paper basket during a meeting and replaced them with a one page set of principles. 4.Supporting organisational change- the culture change must also be supported by changes in the organisational structure and operations, the artefacts as have already been discussed. They can get people aware of the behaviours required in the new culture for the organisation to be successful. 5.Selection and socialization of newcomers and termination of deviants. One of the most important methods in changing an organisations culture is hiring the right people. This is particularly prominent in management positions where the manager has influence over the behaviour of subordinates. 6.Ethical and legal sensibility- sometimes when culture change happens some employees feel they are being hard done by, maybe due to a change in roles, due a promise made during the transition that has been fulfilled. This may lead to legal battles and or resignations from the company. These steps demonstrate some of the ways that managers can influence and successfully change an organisations culture. There is of course no universal solution to changing or influencing culture, all companies are different and individual approaches are more than likely necessary for cultural change to be successful. An example of cultural change is given in (Martin, J, Organizational Behaviour, 2001). In this case study of a motor car dealership in the UK, the newly appointed managing director wanted to change the company culture. The existing culture was largely autocratic with instructions coming down the hierarchy and staff carrying out these instructions. She wanted to change the culture so that the company has a more had team based approach with decision making at team level and initiative being used at all levels of the organisation. To do this she had to use drastic tactics such as showing staff a video of disappointed customers and even accepting a loss in revenue while the changes were being made. Along with this approach she introduced many changed such as more staff training, revision of pay schemes, continuous improvement groups, multi-functional teams etc. After three years the culture change was deemed complete and she could turn her hand to the future of the company. This case study highlights the often drastic measures and level of commitment that is required by managers to introduce a culture change to an organisation. 7.Conclusion It is relatively clear that organisational culture exists and that it plays a huge part in an organisations actions and the behaviour of its employees. Very few writers now argue with this point. I have discussed how culture develops in an organisation and the different levels and types of culture that emerge. Referring back to the second part of the original question, we have seen how managers can influence and attempt to change an organisations culture and the various problems that are encountered in this process. Although there are debates as to whether an organisations culture can or cannot be changed it would seem that there is a mid-point between the two arguments. There are examples of successful culture changes and I have given one in the text. It is clear that if properly organised and implemented a cultural change can be achieved. However we cannot assume that the culture has been changed all together. If the underlying assumptions are as strong as Schein and other writers claim then these will always affect the company culture in some shape or form. If the new culture is not carefully controlled could reappear. To conclude I would say, although cultural can be changed to suit the environment and organisational strategy, that managers should be cautious take into account the underlying principles that govern the organisational culture. 8.References Martin, J, (2001), Organizational Behaviour, 2nd edn, Thomson Learning Mullins, L, (2002), Management and Organisational Behaviour, 2nd edn, Financial Times, Prentice Hall Schein, E, (1992), Organizational Culture and Leadership, 2nd edn, Jossey-Bass Inc. Cummings, T and Worley, C, (1993), Organization Development and Change, 5th edn , West Publishing Company Sackman, S, (1991), Cultural knowledge in Organizations Exploring the Collective Mind, Sage Publications Frost, P et al. (1991), Reframing Organizational Culture, Sage Publications Sinclair, A, (1993), Approaches to organisational culture and ethics, Journal of Business Ethics, Dordrecht: Jan 1993. Vol. 12, Iss. 1; pg. 63, 11 pgs Wilson, A (2001), Understanding organisational culture and the implications for corporatemarketing, European Journal of Marketing, Bradford, Vol. 35, Iss. 3/4; pg. 353

Changes in Catherine throughout the Play :: A View from the Bridge Arthur Miller Essays

Changes in Catherine throughout the Play "A View From A Bridge" is a play by Arthur Miller. It is set in 1950s New York. The play concentrates on a poor family and what happens when some Italian relatives come to stay, illegally. I have chosen to concentrate on Catherine because I fell she undertakes the most emotional changes throughout the play. Catherine is a 17 year old girl who is still studying at school. She lives with her Auntie and Uncle, Beatrice and Eddie. I went to see a production of the play at the Belgrade theatre in Coventry. Overall the play was good. The first act was a little slow and tedious but the second act was excellent. They did rush the end part in which Eddie dies. Catherine was a little over the top and looked like she was trying to seduce Eddie at one point. I liked how they ensured that they were all in the correct attire. Eddie wore a shirt and trousers with a large belt. Both Catherine and Beatrice were in dresses with their hair tied up. Rodolfo had a big quiff and dresses like an old fashioned "teddy Boy". I thought the way the stage revolved to give the idea of a journey with superb. The play starts and Catherine comes in. She is very cheerful and talkative with Eddie. She has a new skirt on and asks Eddie if he "like[s] it". She tells him that "it's the style now." We can see from the start that she is very reliant on Eddie and she wants him to approve of everything she does. This idea is establish when she has news for him. She has been offered a job but she has to check it is alright with Eddie. This gives the impression that Eddie has kept her away from the world and has protected her. They then talk about the job and Eddie agrees to let her take it. Catherine's mood changes when she hears that Beatrice's cousins are arriving. She is excited because she hasn't met many people and has no social life. She wants to meet new people. When they arrive Catherine is in awe of them. She hasn't much experience with new people and she is quite hyperactive. She asks many questions and we get the impression that she is attracted to Rodolfo. She asks him if he is "married?" She likes the fact that he is blonde because there are not many blonde men about. "He's practically Blonde!" We can tell Catherine is trying to make a good impression when Eddie says "What's

Human cloning Essay

If there was one technology that the world never accepted, then it will be the cloning of humans. Just 30 hours after the news of a cloned lamb hit the streets, movements against human cloning already started forming (Pence 1998, p. 1). 90 days after the study, a law against human cloning was already being pushed. People claimed that there is no good reason to clone humans, and yet, how can this be known when there wasn’t enough time to discuss it? When the scientific community did not even have time to prove its advantages? Most of the arguments against cloning are philosophical in nature. It is not about â€Å"scientific facts but about ethics, human nature and public policy† (Pence 1998, p. 3). If we look at human cloning in an objective point of view we will realize that there are certain merits to this technology. Certainly, there are disadvantages too, but whether the disadvantages outweigh the advantages is still a question unresolved today. Advantages of Human Cloning Human cloning becomes a good prospect when we talk about the issue of infertility and genetic illnesses. In an article published by ScienceRay (Whatani 2008), it was mentioned that only half of the population of females are capable of gestation. Estimates show that current infertility treatments are only 10% effective (Benefits of Cloning n. d) hence, there are many couples who end up getting frustrated because of their inability to have children. With human cloning, there is no need for the egg to be fertilized, and there is no need to find a mate, and only one parent is needed to create a child (Teacher’s Domain 2010). Researches show that an average person carries 8 defective genes (Benefits of Cloning n. d). In some cases, these genes are recessive and no symptoms will appear, but there are also instances when the genes are inherited by the children and they become dominant traits. Down’s syndrome and Tay Sach’s disease are just two genetic illnesses which can be inherited if reproduction is left to natural means. Though human cloning, parents can choose which genes their children will inherit, thereby allowing them to get rid of the defective genes. Another advantage of cloning is that it is now possible to create organs which can be used for transplants (The Advantages of Cloning n. d). People with liver and kidney trouble no longer need to wait for a donor to get a transplant. People suffering from leukemia can get cloned marrow. Scientists will be able to produce effective therapy for cystic fibrosis if only they are allowed to test the technology for human cloning. Lastly, cloning will allow medical professionals to understand how cells differentiate and become cancer cells, thereby allowing the creation of a cure for the disease. Disadvantages of Sexual Reproduction In several researches conducted (Science Daily 2006; Treisman 1976; Williams and Mitton 1973) it was discovered that sexual reproduction allows populations to adapt to their environment better because they are able to resist harmful mutations. Yet, sexually transmitted diseases are already so widespread that sex has become risky. Also, sexual reproduction has its costs wherein the female carry most of the burden, a situation called as the two-fold costs of sex (Science Daily 2006). In his study, Ricardo Azevedo says that in order to overcome the two-fold cost of sex, two things must be true ‘†The production rate of harmful mutations must be relatively high, such that each individual acquires on average one or more harmful germline mutations not inherited from its parents. The second is that these harmful mutations must interact in a special way, called negative epistasis, such that adding more and more harmful mutations makes you progressively worse off (Science Daily 2006)†. This means that in order for genetic illnesses and harmful mutations to become extinct, these two conditions must take place. Needless to say, there are no studies which show how prevalent negative epistasis is in nature, hence the extinction of genetic illnesses and mutations are purely by chance. With the world becoming even more chaotic because of the discovery of new incurable diseases and the rapidly degrading environment, there is a big possibility that the survival of humankind may need to rely with artificial means. With human cloning, it is now possible to create a healthier, if not a better race of individuals who are more resistant to mutations and have lesser diseases to endure (Phil for Humanity n. d).

Assessment of how managing the human Essay

This part of assignment assesses how managing the human, physical and technological resources that have been researched so far can improve the performance of Marks & Spencer. Human Resources Human Resources are the people (employees) in the business. Monitoring the performance of employees in Marks & Spencer has showed the way to a number of advantages. These essential advantages are assessed below. The employees in Marks & Spencer are being monitored by CCTV and therefore watched by managers or directors which led to an increase in customer focus. Monitoring employees makes sure that they are carrying out the job tasks correctly. This could be for the reason that employees do not want to upset and get embarrassed when their managers or directors are observing them through CCTV; as a result they try to work and perform to the best of their ability. Employees in the stores of Marks & Spencer know that they are being observed and monitored throughout the work day so this encourages employees to serve customers more adequately as well as to provide assistance at all times. In addition, employees in the stores are likely to think that they could get bonuses and rewards if they perform to the best of their ability. For instance, Marks & Spencer could give incentives during the work which would likely make employees encouraged and complete the tasks given because incentives usually motivate employees to work to the best of their ability on whatever tasks are they completing. Marks & Spencer offers gift vouchers that are the perfect choice to help reward congratulate and motivate people in a way they will appreciate. Marks & Spencer vouchers are perfect incentive to increase sales, recruit new customers and generate new business. This is the best way to promote performance from the staff and encourage more positive outlook in the workplace. These incentives include the sick pay leave if needed as well as the holidays. (See appendix 4) Employees that work in Marks & Spencer normally have 20% off discounts of the products and items that they buy. In addition, in order to increase their performance they offer deals and voucher tickets to their employees who are working to the best of their ability. These bonuses, fair wages and discounts that employees get makes them work even harder which means the motivation increases. Human resources includes the need of Marks & Spencer having suitable employees in the organisation that work in the store in order to increase the performance of the business. Therefore, Marks & Spencer should employ correct employees with the right skills, abilities and experience to complete tasks to the best of their ability. Having appropriate recruitment process – making adverts the most attractive as possible and having clear job descriptions with clear tasks would possibly bring the right people to Marks & Spencer. When they choose an employee or employees to work for a business they need to make sure that interview procedure is correct and that short-listing table is used in order to compare all the candidates and choose the best one when looking at the criteria. Marks & Spencer needs to make sure that they get the person to work for them that is intelligent, respectful and diligent. Candidates that apply for a job in marks & Spencer need to complete the application form on the Marks & Spencer’s website (www.marksandspencer.com) where an applicant would fill its personal details, grades and achievements and the experience. Retailers like Marks and Spencer have complex recruitment needs and have to deal with high volumes of applications to fill a large number of similar positions. Marks and Spencer manages all applications for store jobs via WCN’s Applicant Tracking System. The system is based on complex two way integration with the Marks and Spencer HR system. The system allows candidates who are successful after applying and completing online tests, to book their own interview within an hour of completing their application. Stores input vacancies and give available assessment times on the Marks and Spencer HR system, this data is then transferred to the WCN system and displayed to candidates online. Therefore, candidates that are successful they are either going to be contacted with the assessment times where they are going to be given different tasks including team work activities. In addition, their interview is going to take place at some time in the day too. After assessment day, usually the candidates will be told either by phone, e-mail or letter whether they got the job or not. In order to increase performance of the business the employees that are already working in Marks & Spencer would need to be trained from time to time as they will be kept up to date with their tasks and will know how to complete them correctly. Knowing how to complete tasks correctly will eventually give motivation to them because they will have more understanding when completing their tasks and duties. However, if employees would not be sure of how to carry certain duties then the managers would not be happy with their work. Therefore, an appropriate training would be suitable in order to solve this problem. Training will give knowledge to employees about their job and introduce new tasks or duties that are needed to be completed. When employees go off for training they are normally working as a team by working together and completing certain tasks together; as a result, they are likely to develop more team work. Each store in Marks & Spencer has different groups or teams and each group or team has their own responsibilities and tasks. Because each team has their own responsibilities this makes them know what they are doing and how they are approaching issues during their work day. Marks & Spencer also have team members whose responsibilities are divided because they are specialists in their job; therefore, this means that Marks & Spencer is likely to achieve its aims and objectives consistently and obviously, on time. On top of that, the employees that are part of Marks & Spencer’s crew also help to achieve the targets of Marks & Spencer. This could be for the reason that managers or directors have a span of control on supervisors and sales assistants in Marks & Spencer stores. As a result, having the span of control will mean that managers are in charge for setting duties and tasks, controlling and observing employees, for instance, sales assistants and supervisors. For the reason that this happens they have their own responsibilities and tasks that has to be met and there is no need to worry themselves about other employees’ responsibilities and tasks in the store. As a result target achievement is met by a better task focus that takes place. In Marks & Spencer the CCTV monitors the employees that are working and therefore, the managers in Marks & Spencer’s store observes employees. This fact has increased Marks & Spencer’s profit in the way as employees work to the best of their ability and perform well while they are working because they know that they are being observed. Employees need to perform well in order to get bonuses for their good work and to avoid the disappointment of their managers; therefore, they treat customers very well and serve them at all times when they are available. As a result, customers that are treated well tend to buy the items, such as food and clothing from Marks & Spencer. This could be for the reason that when customers need help with their shopping, normally employees help them with where to find certain products, or where to find the right shoe sizes and clothing for them. In addition to this, Marks & Spencer stores that provide clothing have fitting rooms which means employees that usually stand in front of the fitting rooms are there to help customers with the sizes of their clothing and even the styles. Marks & Spencer usually observes the employees’ that are being late and therefore monitors them; normally, an employee that works for Marks & Spencer will have an ID card. The lateness of employees’ can also be observed by asking them to sign time-sheets each day when they start and finish work; this helps Marks & Spencer to organize all the employees that are expected to be on time and in their work place. Observing and monitoring employees’ makes them to start working on time for the reason that they might not want to have arguments or conflicts with their managers in the store. Because Marks & Spencer stores have enough employees on the store floors this helps Marks & Spencer to serve the majority of the customers properly. This is for the reason that fewer employees would be placed to serve customers in fitting rooms and most of the employees would be placed on the store floor placing products on shelves and helping customers to find certain products if they need help. For the reason that employees are divided into different areas in the whole store of Marks & Spencer they can serve customers and help with their shopping at all times. However, if there aren’t enough employees on the store floor the customers will be disappointed due to the fact that they will not be served very well and not given much help concerning their shopping. For instance, if all of Marks & Spencer’s employees’ in the store serves customers only in fitting rooms then there would not be enough employees on the store floor which will lead to a real untidiness and muddle in the store. In conclusion, observing employees’ punctuality makes them to keep up with their attendance and be punctual. This makes Marks & Spencer have better image because their employees serves customers well and manages to keep up with the tidiness on the store floors. Physical and Technological resources Physical and technological resources that Marks & Spencer uses have quite a lot of advantages as Human Resources. Physical resources are the things that business uses to complete its activities every day in the store, for instance, buildings and equipment. Technological resources are things such as computers with its software such as Microsoft Office. Physical and technological resources are assessed below. Marks & Spencer has got a transactional website (technological resource) (www.marksandspencer.com) which means that the business is expanded in many ways which increased its performance. This could be for the reason that clients or consumers that are able to access the website can purchase its products. Marks & Spencer online shopping offers UK online shoppers many choices. Their large clothing and home ware line has earned respect and loyalty from shoppers from the United Kingdom as well as worldwide. Consumers can shop online for thousands of Marks & Spencer online products from the convenience of their home because people can look through the website to see new clothes and items and the new deals and offers are also promoted on the website so that customers know what is offered in the stores. In the website, it is also possible to contact Marks & Spencer if consumers have a question regarding a product or an item. Therefore, this expand the business as anyone can access the website from any country of the world if they have internet connection and it also increases performance because consumers can stay at home not visiting the stores which means Marks & Spencer would receive money from costumers anyway, which would increase in sales and this means Marks & Spencer would make more profit. Marks & Spencer stores has got many tills in their stores and employees that works on them, therefore, having many tills prevents in having long customer queues because as employees are able to work on the tills they can serve the customers very quickly. Therefore, the more tills Marks & Spencer has, the better customer service because it serves customers quickly leaving them happy and it is likely to make them to come into the store the next time as they received good customer service. Eventually, if they continue visiting the store this means they will buy more products which will increase in sales and make higher profits. In addition to this, normally there are lifts in Marks & Spencer stores that helps customers quite a lot too because their shopping can be more convenient. Lifts are useful because it helps customers with pushchairs and disabled customers to shop, especially in the stores where Marks & Spencer has got four floors. For instance, one of the shopping malls in Plymouth has got Marks & Spencer store of four floors; the first being men clothing, the second is women clothing, the third is lingerie and fourth floor is children clothing and toys, home ware and the cafà ©. On the fourth floor they also have a tunnel leading directly to the car park so it means customers can avoid the busy lifts that they will find in the shopping mall itself. Therefore, by having lifts Marks & Spencer makes it convenient for customers to shop and they are likely to visit the store more often due to comfortable surroundings and resources available to them. In addition to this, Marks & Spencer always has employees with samples of different items in the store for customers to try. This would also increase in providing better customer service as the products are promoted and customers will want to try out the new products. They will be happy that Marks & Spencer offers samples to try out because customers would feel important in the store by employees showing attention and offering products to customers. As a result, customers that try the samples are likely to like the product and purchase it making Marks & Spencer’s sales eventually grow and profits increase. On the top of that, customers want a good value for the products they buy which would be high quality and reliable. They also want to get good quality service provided to them at the stores and that staff always would be available for assistance if needed. Customers also want a good environment around them in which they would be comfortable to shop and buy high standard products provided; therefore, better customer service would be increased by employees being motivated and providing assistance and by having resources such as lifts which increase the shopping convenience and this would keep customers happy. The availability of communication through Internet and telephone allows Marks & Spencer to correspond quicker and easier. Managers in Marks & Spencer are able to send and receive information from other Marks & Spencer branches as well as departments. For instance, e-mails allow managers to attach financial statement and transfer them to finance department which might be situated in another city. In addition to this, Internet and telephone connection gives an advantage to customers as well. This is for the reason that customers are able to contact Marks & Spencer either by e-mails or by giving a call to Marks & Spencer store. A number of customers feel the need to contact Marks & Spencer because they want to ask about particular product, for example, if Marks & Spencer has black jacket in size ten. If it happens that Marks & Spencer has this type of an item in store the customer might ask to put it on hold which Marks & Spencer will be happy to do. However, if it happens that Marks & Spencer does not have it in store then the customer can order it and Marks & Spencer will be happy to provide instructions how to do it. When the delivery arrives, Marks & Spencer will contact the customer by informing him about the arrived jacket. Therefore, the customer would be happy because they are given quality service and because Marks & Spencer is trying the best to serve customers well; this would make customers feel important. Marks & Spencer has insurance against thefts, fire damages and vandalisms; therefore this makes employees feel safe in their working environment. Because of this employees are able to work and perform up to the highest possible standard. For instance, an employee who knows that he or she is protected from thieves that could appear in the store and be dangerous to lives of people that appear in the store will be able to serve customers without fair and stress. In addition, customers who know that Marks & Spencer has insurance they would feel safe and protected when shopping in the store. This would increase Marks & Spencer’s performance, as employees want to be safe, they want staff would be always available for assistance and they want good environment around them that is comfortable to shop in. Therefore, having insurance from thefts, fire damages and vandalisms would make sure that customer’s desires are fulfilled and employees would work to the best as they can knowing that they are protected. Therefore, as customers would visit the store more because they feel safe at the store, they would buy more products due to safety and getting quality assistance from employees and as a result sales will eventually increase which would lead to higher profit and increased performance. Equipment of Marks & Spencer and the machinery would increase in productivity as well as the performance and reputation of the business. Marks & Spencer would need to have the latest equipment and machinery in order to carry day to day activities correctly. Marks & Spencer would use equipment and machinery such as self check-out machines, electronic tills and trolleys to carry products. The machinery in warehouses would be used in order to make items to the highest possible quality. These machines would need to be updated regularly so that they would not break down and cause day to day activities to slow down. Ultimately, if machinery and equipment are looked after and updated regularly then this means Marks & Spencer would be able to operate effectively; customers are likely to buy their items and products which would eventually increase in sales and profit. If customers are going to be happy due to the service provided because of good machinery and equipment then they are likely to stay with Marks & Spencer by visiting their stores regularly which would mean Marks & Spencer’s reputation will grow over time and once again the sales and profits will increase. In addition to this, Marks & Spencer stores have got employed security guards which make a store a safer place to work because there is an instant access to help. Having security is important for marks & Spencer because products and items have security tags attached to them on the electronic bars; therefore, if people decide to steal a product or an item the alarm is going to go off at the entrance of the store which would mean that a customer has stolen something. Therefore, security guards will take care of this and make sure that the thief does not run away. In addition, CCTV cameras take great care of being secure at work as well. CCTV cameras operate all day through in Marks & Spencer recording everything that is going on. Eventually, having security guards and CCTV cameras increases in performance of Marks & Spencer as the employees will feel safe and happy at work and as a result carry out tasks to the best of their ability. Marks & Spencer normally has quite big buildings that consist of two, three or even four floors, especially in shopping malls. In addition to this, if there are separate floors such as four floors building it allows Marks & Spencer to set a particular floor for particular products and items. For instance, one of the shopping malls in Plymouth has got Marks & Spencer store of four floors; the first being men clothing, the second is women clothing, the third is lingerie and fourth floor is children clothing and toys, home ware and the cafà ©. Besides, as the floors are quite big in terms of space, this allows Marks & Spencer to have room in order to display a range of styles of the products. If Marks & Spencer is able to display a large number of products this means that the performance is going to be increased because as the products are promoted the customers that walk around the store would see the product or an item and might get interested. Customer is likely to be attracted by the product because of the suitable displaying of products in Marks & Spencer and as a result they would purchase it. In addition, customers that walk pass the store, might see the display of products in the shop windows of Mark & Spencer and this would attract them to come in to the store to look at the product in more detail. Therefore, as customers are likely to buy more products due to displaying this is likely to increase sales and make a higher profit. If the business makes higher profit then this would increase the performance of Marks & Spencer. Eventually, human, physical and technological resources have a big impact on Marks & Spencer as a business. However, the inability that could to use these resources effectively could appear and this will cause many problems and difficulties rather than advantages.

Bilingual education essays

Bilingual education essays Bilingual Education: Not The Wisest Choice Bilingual Education has been a much-debated topic for the past few years. Some believe that bilingual education is used as a helpful tactic to learn how to grasp the English language faster. Others believe that bilingual education does not help people learn English faster, but prohibits them from moving forward by keeping them at a lower level when it comes to education. Advocates for bilingual education argue that not only does bilingual education help introduce English to students, but at the same time it should be a tool used in order to preserve culture and promote assimilation to the country. I do not believe that bilingual education is the most effective way to achieve the goals of assimilation and success in America. I believe that it is important to know a variety of languages for peoples own personal cultural preservation. Among other things, being bilingual can be beneficial for the future, since people would be able to communicate with a variety of cultures. I mere ly do not believe that bilingual education is the right way to strive for these objectives. Bilingual Education costs too much money and time. There is no possible way to reach out to every single culture in America to offer them bilingual education. How will schools decide who gets bilingual education and who doesnt? There will obviously be groups that will be left out of because of reasons like there not being enough people that speak that particular language. How will we provide education for them? Or will they be left out in the dust? This brings up an issue of segregation. Over the past century, America has struggled to eliminate the need for segregated schools. The only way to accommodate the many cultures that exist in American schools would be to separate them, or categorize them. This presents more problems than solutions. For many years, children were forced to attend s...

A Perfect Couple - What remains for Amy

The play A Perfect Couple by Brooke Berman focuses on themes of friendship, love, and betrayal among friends Amy, Isaac, and Emma. The title itself is an ironic representation of the plot where the relationship comes crashing down because of a secret that should or should not have been divulged. Amy, (Dana Eskelson) and Isaac (James Waterston) are engaged to be married after a long and rather rocky relationship as the couple dated precariously that lasted for fifteen years until decided to tie the knot. They decided to have an informal gathering at Isaac’s inherited house, just to talk about redefining their lives and enjoying their friendship. Amy, the bossy and assertive fiancà © discovers a diary in the house, which used to belong to Isaac’s eccentric grandmother, a diary that changes their whole relationship with each other. When Amy discovered this she immediately berates Isaac for not having to tell her, though Isaac does not know of the diary’s existence. Amy is then torn by two nagging issues – that his fiancà © once loved Emma (Annie McNanamara), her long time college friend, and that Emma had visited Isaac in his upstate home. Naturally, after dating on and off for a long time, Amy felt furious as she shouted trying to vent out her frustration. She kept waving the diary in Isaac’s oblivious face, trying to search for an answer that was never going to come. During the early parts of the play, Amy and Emma were talking about their college days, and how Amy met Isaac, how their careers blossomed leading to their desired lifestyles and eventually marriage.   During their conversation, as an audience, one could surmise that the three friends had a strong relationship. Emma was a witness between Amy and Isaac’s relation and she chose to say nothing that would otherwise destroy the couple. Indeed, the friends trusted each other and their relationship seemed unbreakable. Amy advises the single Emma to settle down and have a family rather than enjoying one-time relationships with random men. During the course of the play, Amy’s own thoughts and advice turns her paranoid and convinces herself that Emma chooses to remain single because Isaac. Their conversation is on a mature scale even though it defies sense logic but their continued arguments force them to show their different personalities and principles in life. The common ground between their conversation and arguments is the friend’s belief in love. During the play’s finer points, Amy is devastated of Isaac and Emma’s secret relationship. She leave the house without any pretence and runs to their next-door neighbour’s house. Josh (Elan Moss-Bachrach) neighbor and recent college grad student, was there to comfort the suffering Amy. Leaning on Josh’s shoulder she poured her heart out, she was at a loss on what to do. The one-act play was straightforward and direct to the point. Amy’s act is worth mentioning since Eskelson perfectly suits the role, finding easily to produce a comic and quirky character while maintaining her sensible and somewhat secretive character. Her voice was crisp, audible and understandable that could have been otherwise hard to determine her role in the plot. Her performance espoused what her role is, her plight despite the smiles and laughs she had among her closest friends. During a point in the play where Emma was having a conversation with Amy about their happy college experiences, her voice was high- spirited and cheery as though she was relieving her college days right then and there. Her character is also flexible as presented during their argument with regard the diary. Her character, after an uncertain emotional status, becomes angry and frail, fed up of trying to mending and maintaining relationships after many years. In addition, her episode at Josh’s house, she became cool, as though she had already decided what to do. Already bordered by uncertainty, Amy’s fun and quirky character transforms into a distressed and enraged fiancà © into a hopeless yet purposeful woman in the end. There is already a hint of emotional imbalance that can be derived from her rocky dating life with Isaac. But when Isaac had proposed to her, she was finally convinced that it was already the real thing and gave her enough reason to believe that Isaac wanted the marriage to. She had affirmed herself of their relationship and thus have settled for happiness that she thought would not be destroyed. But the diary changed everything and her emotional stability, already hanging by a thread, comes crashing down. In the end, she breaks down emotionally, and settles for the consolation of their next door neighbour. Amy intensely showed most of five stages of psychological grief shock, anger, negotiation, depression, and acceptance. Ms. Eskelson’s acting was precise and she was clearly in character as she portrayed her character’s suffering from emotional grief.   At first, she experienced natural shock from the diary’s contents. But this did not cause her denial, instead she sought the truth from Isaac. When he did not give an answer, she was forced to take the diary seriously even though it mean that Isaac’s stepmother was either lying or twisting the truth. She relied too much on the diary, but this is justified because of her paranoia, coming from her assurances that her relationship with Isaac was going to be perfect because of their engagement. When Amy knew, she needed someone to support her since her two friends lied to their face. She had no choice but to express her feelings to Josh. Naturally, this level of betrayal unhinges her and goes into depression, hurt by the two people she trusted most. Finally she accepts her situation. In the end, she decides to break up with Isaac and leave his house. When Emma asked how theirI thoroughly enjoyed the whole performance for the issues that revolved around the story can certainly be found in normal relationships: the love triangle among the three friends, issues on betraying friendships, heartbreaks and a nagging uncertainty of the future in the end. Also, the diary also played an essential role for the whole plot. From the unproven entries of Isaac’s grandmother, claiming that Isaac really loved Emma, is a modern day interpretation of Pandora’s box. It is a secret that hovers on exposing truth or concealing it, as one consequence would be the destruction of their unique friendship, and, for Amy and Isaac, their marriage that took 15 years in the making. On the other hand, the diary’s concealment would forever torture the three friends as Amy lives in a blind happiness, unknown to the secret relationship Emma and Isaac had. It was indeed a test on their friendship. The performance moved me and inspired me to think about what has the greater importance, whether friendship or love. The play also empathizes with audiences on how to confront or overcome unexpected problems in a middle of a relationship and friendship.   I sympathized with Amy’s situation. Her dilemma was beyond that of Isaac and Emma. If Isaac had told Amy about their brief experience at his house, she would have not been upset that much. She would have been better off knowing the truth rather than living knowing nothing. But they hid the truth whether or not it was intentional, but as a good friend it would have better for Amy. The truth is people get hurt by telling the truth but the greatest hurt comes from friends who decide it is better to lie rather than betraying them with the truth.

Cooper's Industries M&A Case Study Example | Topics and Well Written Essays - 500 words

Cooper's Industries M&A - Case Study Example The complementary development continued throughout the 1970’s as did the diversification into related areas. The main aim of this corporate strategy has been to lessen its dependence on the cyclical natural gas business. 2) Cooper’s creates value through building similar businesses around related areas of its expertise and then achieving synergies from these businesses. The value that is created is by combining the strengths of the related diversification and complementary building by which the company achieves capabilities in areas close to each other. This synergy helps it to achieve scale and size in running the business. Hence, Cooper’s creates value through these twin processes and by achieving synergies. 3) The key resources of Cooper’s are its people and especially those in the upper reaches of management. The company has consciously followed a strategy of hiring the best talent available to run its various businesses and this has resulted in it achieving a corporate culture that has become an asset for the company. The other key resource of Cooper’s is its culture of encouraging the various businesses to run autonomously thereby encouraging risk-taking and entrepreneurial spirit among the business units. This is related to the company culture and hence it can be said that Cooper’s key resources are its people and the processes that it has built around them. 4) It is my view that Cooper’s should not acquire Champion Spark plugs. There are many reasons for this and they range from the gigantic restructuring that needs to take place at the organizational and operational level as well as the huge increase in its debt percentage resulting from the deal. Further, the company does not stand to gain from integrating another company that is primarily into manufacturing spare parts as the potential synergies from such a move are debatable.